CHAPTER-1

COMPANY
PROFILE

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COMPANY PROFILE
Introduction

Lenskart
Type of site Private

Founded 2010

Headquarters New Delhi, India

Area served India

Founder(s) Peyush Bansal, Amit Chaudhary, Sumeet Kapahi

Industry Internet

Products Sunglasses, Eyeglasses, Contact Lenses

Services E-Commerce
(Online Shopping)

Employees 1000+

Parent Lenskart

Slogan(s) Log On ! Play On.

Website www.lenskart.com

Lenskart.com is an Indian eyewear online portal founded by Peyush Bansal, Amit Chaudhary
and Sumeet Kapahi in November 2010. The company objective is to offer disruptive and one of
its kind services to the consumers. The product range contains prescription eyeglasses,
sunglasses and contact lenses. The company’s offline stores are spread across 110 cities as per
end of 2016. Lenskart currently operates 250 stores where customers can either buy, pickup their
order or get it home delivered. The company is planning to expand to 400 stores by 2016-end.
Lenskart is valued at about Rs. 1700 Crore ($250 Million) as per September 2016

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History
Peyush Bansal (CEO & Founder), Amit Chaudhary (Co-founder) and Sumeet Kapahi (Co-
founder) launched Lenskart in October 2010 with a vision to “create value using Internet” and
today this unique venture of selling eyewear online has become a huge success. At a time when
people were just wondering whether they would buy anything other than books online, this trio
managed to sell eyewear online.

Since the beginning of the brand, the aim has been to figure out problems and solve them in the
most unique and creative way possible.

Fund Raising
In September 2016, Eyewear retailer Lenskart Solutions Pvt. Ltd raised funding from Premji
Invest, the private investment arm of Wipro Ltd chairman Azim Premji. Premji joins other Indian
corporate leaders like Ratan Tata, Infosys co-founder Kris Gopala krishnan and Ronnie
Screwvala as investors in Lenskart Previously,[6] the company raised $4 million in its first round
of funding in 2011 from IDG Ventures. A year later, Lenskart brought in media veteran-turned-
investor Ronnie Screwvala’s Unilazer Ventures on board as it secured another $10 million. In
2015, it raised Rs 135 crore in a Series C round led by private equity firm TPG Capital,[ Hong
Kong-based TR Capital and IDG Ventures.

Offline Presence
Lenskart introduced its first franchisee store in Chandigarh on January 28, 2014. The company
has 250 stores from where customers can book products and pick up later from the store or get
these home delivered. The stores are not only in Metros like Delhi & Mumbai but even cities and
towns like Shimoga, Dharmapuri, Rourkela, Devangere, Patna etc. The company is investing Rs.
60 crore to set up a lens manufacturing factory in Greater Noida as per August 2015.

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Key features & technology
Lenskart has innovated itself over the years and have come out as service innovators:
• Made by robots: Lenskart is India's first and the only brand to use robotic technique that
delivers glasses which are accurate to 3 decimal places. These machines imported from
Germany, ensure perfection on all front: an automated system that allows to inspect lenses,
determine the geometric center, and load the lenses for edging without the need of a finishing
block

• 3D Try On: You can try 1000’s of frames in 3D on your face

• Home Trial: In December 2013, Lenskart introduced a home check-up program. Book an
appointment and their certified optometrist will visit a prospective customer at home/office
who will also carry over 100 frames with them. It’s as easy as booking a cab, Book it
through the app or website

• Try it before you buy it: You can choose from thousands of styles online and select up to 5
frames to try at home. Lenskart will send someone to your house for a free trail.

Business Model
Lenskart follows an inventory-based business model.[13] Various styles and brands are available
on the website as well as the store.[14] The online retailer ships close to 1,20,000 orders a
month,The company makes more than 5,000 spectacles a day, and plans to raise it to 30,000 as
per March 2016.[15] In March 2016 NDTV reported that Lenskart sees 2 lakh visitors on its
platform every day, and ships between 800-900 glasses a day from its facility in Okhla in Delhi.

Revenue
As per September 2016, Lenskart had annualised revenue run rate of over Rs 350 crore, with a
target of reaching Rs 2,500 crore in the next four years. It expects offline channels to contribute
to 50% of the revenues in the next two years. The company's current gross merchandise value is
around Rs 300 crore. By 2021, the company plans to have a GMV of around Rs 2500 crore.
Overall, the company has grown by 150% in the last one year.[17]

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Awards & Recognition
• Lenskart’s e-mail marketing campaign was included in the "honorable mention" in the
"Create and Design - E-commerce" category at Marketing Sherpa Email Awards 2014
• Peyush Bansal, Founder & CEO; Lenskart.com was one of the most searched businessmen
of the year in 2014
• Valyoo Technologies won The Red Herring Top 100 Asia Award 2012

References
1. 1 2 Pani, Priyanka (24 February 2014). "Eyewear selling redefined". The Hindu Business
Line. Retrieved 24 February 2014.

2. ↑ "Online to Offline". Outlook Business. Retrieved 19 September2016.

3. ↑ Biswarup Gooptu, Madhav Chanchani. "PremjiInvest is eyeing a stake in Lenskart now

- The Economic Times". The Economic Times. Retrieved 22 August 2016.

4. ↑ Sarkar, Ranju (13 August 2016). "Lenskart: Growing a category by improving access |
Business Standard News". business standard. Retrieved 22 May 2016.

5. ↑ Desikan, Aparna. "Lenskart raises funding from Premji Invest - Times of India". The
Times of India. Retrieved 6 September 2016.

6. ↑ "Lenskart raises Rs 400 crore from IFC, Ratan Tata". The Hindu. 4 May 2016.
Retrieved 4 May 2016.

7. ↑ "IDG - News: Press Releases 2011". idgvcindia.com. Retrieved 31 October2011.

8. ↑ Sahay, Priyanka. "Lenskart raises $22M in Series C round from TPG, TR Capital, IDG;
valued at $100M". vccircle.com. Retrieved 2 January2015.

9. ↑ "Lenskart.com makes a debut in Chandigarh". news.franchiseindia.com. Retrieved 29

January 2014.

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10. ↑ Jain, Varun. "With expansion in mind, Lenskart appoints top level executives - The
Economic Times". The Economic Times. Retrieved 12 July2016.

11. ↑ Jain, Varun. "Lenskart to invest Rs 60 crore to set up a new facility - The Economic
Times". The Economic Times. Retrieved 25 August 2015.

12. ↑ "Lenskart.com - Zero Error Specs , Made by Robots". 15 December 2015. Retrieved 22
November 2016.

13. ↑ Nautiyal, Rohit (23 June 2014). "Lenskart has one of the lowest return rates in the
industry: Peyush Bansal". Business Standard India. Retrieved 23 June 2014.

14. ↑ Abbey, Nitin. "Online-to-Offline (O2O), a step toward Omni-channel". Franchise India.
Retrieved 30 September 2015.

15. ↑ Choudhury, Karan. "The Smart Investor". smartinvestor.business-standard.com.

Retrieved 9 March 2016.

16. ↑ Sathe, Gopal. "From a Click, to Your Face - How Buying Glasses Online
Works". NDTV Gadgets360.com. Retrieved 3 March 2016.

17. ↑ Biswarup Gooptu, Madhav Chanchani. "PremjiInvest invests about Rs 200 crore in
eyewear portal Lenskart - The Economic Times". The Economic Times. Retrieved 7
September 2016.

18. ↑ "Lenskarts Email Marketing Campaign Powered by netCORE Gets Recognized at

MarketingSherpa Email Awards 2014". Retrieved November 12, 2013.

19. ↑ Sankaran, Krishnan. "Successful Indian Business leaders under Forty - Peyush
Bansal". itimes.com. Retrieved 2 August 2015.
20. ↑ "Valyoo Technologies wins The Red Herring Top 100 Asia Award 2012". afaqs.com.
Retrieved 14 September2012.

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 CHAPTER-2
REVIEW
OF
LITERATURE

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TRAINING

Definition:
According to Michael J. Jucius, defines,” The term Training is used
here to indicate only process by which the aptitudes, skills and abilities of
employees to perform specific jobs are increased.”

According to Edwin B. Flippo defines, “Training is an act of increasing

the knowledge and skills of an employ for performing a particular job.”

♦ Training enables an employ to do his present job more efficiently

and prepare himself for higher level job.
♦ The major outcome of Training is learning.
♦ A Trainee learns new habits, refined skills and useful knowledge
during the Training that helps to improve the performance.
♦ Training is practice based and company specific.
♦ Training objectives should be set in terms of changes needed in
behaviour and performance.

HOW TRAINING HELPFUL

♦ Increase knowledge and skills for doing a particular job.
♦ Focuses attention on the current job.
♦ Concentrates on individual employees, changing what
employee’s know- how they work, their attitude towards their
work on their interaction with their co- workers.

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 ♦ Tends to be more narrowly focused and oriented towards short
term performance concerns.
♦ Training is job oriented.
♦ Training is one shot deal.
♦ Training seeks to meet the current requirements of the job and
the individual.
♦ Training is mostly the result of initiatives taken by
management.

NEEDS FOR TRAINING

♦ Newly recruited employees require Training so as to perform
their task effectively.
♦ Training is necessary to prepare existing employees for higher
level jobs (promotion).
♦ Training is necessary when a person moves from one job to
another (transfer).
♦ Training is necessary to make employees mobile and versatile.
♦ Training is needed to make employees more productive and
useful in the long- run.
♦ Training is necessary for solving operational problem.

MAJOR VALUES OF TRAINING-

♦ Increase in productivity.
♦ Better and economically use of resources.
♦ Reduced Supervision.

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 ♦ Fill manpower needs.
♦ Increasing organizational stability and flexibility.
♦ Better management.
♦ Reduced learning time.
♦ Better industrial relation.
♦ Reduced accidents.
♦ Heightened morale.
♦ Versatility & adaptability.

TYPES OF TRAINING-

SKILLS TRAINING

This type of Training is most common in organization. The process here

is fairly simple. Specific Training objectives are set and Training content
is developed to meet those objectives. Several methods are available.

These Basic skills in modern organization (such as lectures,

apprenticeship,
On the job, coaching etc.).

REFRESHER TRAINING

Rapid changes in technology may force companies to go in for this kind

of Training. By organizing short term courses which incorporate the

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 latest developments in a particular field, the company may keeps its
employees up- to- date and ready to take on emerging challenges.

CROSS FUNCTIONAL TRAINING

It involves Training employees to perform operations in areas other than
their assigned jobs. Job rotation can be used to provide a manager in one
functional area with broader perspective then he would otherwise have
departments can exchange personnel for a certain period so that each
employee understanding how other departments are functioning.
Following benefits of cross functional Training are:
♦ Workers gain rich experience in handling diverse jobs.
♦ They can better engineer their own career paths.
♦ They become more adaptable and versatile.
♦ Helpful in reduces the need of supervision.

TEAM TRAINING: Team Training generally covers two areas:

Content task and Group processes.

♦ Content task specify the team goals such as cost control and
problem solving.
♦ Group process reflect the way members function as a team- how
they interact with each other, how they sort out their differences,
how they participate etc.

CREATIVITY TRAINING:

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Big companies encourage their employees to think unconventionally,
break the rules, take risks, go out of the box and devise unexpected
solutions.

HOW TO BE CREATIVE?
Postpone judgments: Don’t reject any idea

Create alternative frames of references

Break the boundary of thinking

Examine the different aspect of the problem

Specify that resources and environment

Make a with- list of solutions

Borrow ideas from other fields

Look for the processes to change or eliminate

Think up alternative methods

Adopt another person’s perspective

Question all assumptions

SAFETY TRAINING
Training provided to minimize accidents and damage to machinery is
known as safety Training. It involves instruction in the use of safety
devices and in safety consciousness.

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DIVERSITY TRAINING
Diversity Training consider all the diverse dimensions in the work place-
race, gender, age, disabilities, lifestyles, culture, education, ideas and
backgrounds while designing a Trainingprogramme.

PROMOTIONAL TRAINING
It involves Training of existing employees to enable them to perform
higher level jobs. Employees with potential are selected and they are given
Training before their promotion.

OBJECTIVE
PROBLEM
INNOVATIVE REGULAR
SOLVING
* Anticipating problems * Training clerk * Orientation.
before they occur. to reduce complaints.

* Team building * Training supervisors * Recurring Training of

sessions with the in communications to interviewers.
departments. reduce grievances.

* Refresher courses on
safety procedure.

METHODS OF TRAINING
1.ON THE JOB TRAINING METHOD
(i) Job Instruction Training: In this method trainee received an
overview of the job. Its purpose and its desired outcomes.

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 (ii) Coaching: Coaching is a kind of daily Training and feedback
given to employees by immediate supervision. It is a process
of learning by doing.

(iii) Mentoring: In this method an experiences employee offering

guidance and support to a junior employee so that the latter
learns and advances in the organization.

(iv) Job Rotation: It involves the movement of trainee from one

job to another so as to provide cross Training.

(v) Apprenticeship Training: A Training method that puts

trainee under the guidance of a master worker, typically for 2-
5 years.

2. OFF THE JOB TRAINING METHOD

(i) Vestibule Training: A Training method involving the

creation of Training facilities separate from the regular
production area but with the same equipment.

(ii) Role Playing:A development technique require the trainee

to assume a role in a given situation and act out behaviors
associated with that role.

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 (iii) Lecture Method: It is a traditional and direct method of
instruction. The instructor organizes the material and gives
to a group of trainees in the form of talk.

(iv) Conference Approach: It refers to a group meeting

according to organized plan. Members participate in oral
description.

(v) Programmed Instruction: An approach that puts material

to be learned into highly organized, logical sequences that
requires the trainee to respond.

TRAINING USEFUL TO AN ORGANIZATION

USES IN REGARD WITH BUSINESS:
A. Trained workers can work more efficiently.
B. They use machines, tools, materials in proper way.
Wastage is thus eliminated to a large extent.
C. There will be fewer accidents.
D. Trained workers can show superior performance.
E. Training makes employees more loyal to an organization.

USES IN REGARD WITH EMPLOYEES:

A. Trainingmake an employee more useful to a firm.
B. Training makes employees more efficient and effective.
C. Training enables employees to secure promotions easily.
D. Training helps the employee to more from one
organization to another easily.
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 E. Training can enable employees to cope with organization,
social and technological change.

AREAS OF TRAINING-
A. Knowledge: Here the trainee learns about a set of rules and
regulations about the job, the staff and the products or services offered by
the company. The aim is to make the new employee fully aware of what
goes on inside and outside the company.

B. Technical Skills: The employee is taught a specific skill (eg.,

operating a machine, handling computer etc.) so that he can acquire that
skill and contribute meaningfully.

C. Social Skills: The employee is learning about himself and others, and
to develop a right mental attitude towards the job, colleagues and the
company. The principal focus is on teaching the employee how to be a
team member and get ahead.

D. Techniques: This involves the application of knowledge and skill to

various on the job situations.

E. Motivation: Higher degree of employee participation and

involvement motivates them more towards achieving the individual short
term goals and the long terms goals of the organization.

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F. Perception: Unless a person perceives his task clearly he can not
perform to satisfaction.

IMPROVING EFFECTIVENESS OF TRAINING

A. Training Objectives: There should be specific Training objectives
which helps in deciding about the type of Training required. The
performance standard of employees should be decided and
Training should be directed to achieve them.

B. Motivation To Trainees:Training should be properly explained

toemployees. Training helps the employeesin increasing there
performance. This will bring them more financial benefits and
create greater avenues for promotion. Employees should be
motivated to participate whole heartily in Training programmers.

C. Use of Previous Training: The previous experiences or education

acquired by the employees should also be made use of while
planning their Training. The previous background also be used as a
foundation for new development.

D. Suitable Organizational Condition: The condition prevailing in

the organization should be conductive to the Trainingprogramme.
The condition should rather encourage employees to learn more
and more. The persons learning better techniques of doing the
things should be suitably rewarded.

E. Involvement Of Trainees: To make Training an effective tool of

learning, trainees should also be involved in these programmers.
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 They should be provided with opportunity to practice the newly
needed behaviors norms.

PURPOSES OF TRAINING EVALUATION

The five main purposes of Training evaluation are:
1. Feedback: It helps in giving feedback to the candidates by defining
the objectives and linking it to learning outcomes.

2. Research: It helps in ascertaining the relationship between acquired

knowledge, transfer of knowledge at the work place, and Training.

3. Control: It helps in controlling the Training program because if the

Training is not effective, then it can be dealt with accordingly.

4. Power Games: At times, the top management (higher authoritative

employee) uses the evaluative data to manipulate it for their own
benefits.

5. Intervention: It helps in determining that whether the actual outcomes

are aligned with expected outcomes.

EVALUATION OF TRAINING PROGRAMME

Evaluation helps in controlling and correcting the Trainingprogramme:
A. Reactions: Trainees reactions to overall usefulness of Training
including the coverage of the topics, method of presentation, and
the techniques to clarify things, often throw light on the
effectiveness of the programme.
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 B. Learning:Trainingprogramme, trainer’s ability and trainee’s
ability are evaluated on the basis of quantity of content learned and
time in which it is learned and learner’s ability to use or apply the
content learned.

C. Job Behavior: This evaluation includes the manner and extent to

which the trainee has applied his learning to his job.
D. Organization: This evaluation measures the use of Training,
learning and change in the job behaviour of the department /
organization in the form of productivity, quality, morale, sales
turnover and the like.

E. Ultimate Value: It is the measurement of ultimate results of the

contribution of the Trainingprogramme to the company goals like
survival, growth, profitability, etc. and individual goals like
development of personality and social goals like maximizing social
benefits.

ABOUT DEVELOPMENT
Definition:
In the works of Michael J. Jucius, “Executive development is the
programme by which executive capacities to achieve the desired
objectives are increased.”

Mr. Jucius has written that ‘Programme’ must be related to the

development of various interrelated matters, factors and needs.

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 Executive capacities involve different individual abilities of present
and prospective managers at different levels of management.

In the words of Koontz and O’Donnel, “Developing a manager is a

progressive process in the same sense that educating a person is
neither development nor education should be thought of as something
that can never be completed, for there are no known limits to the
degree to which one may be developed or educated.”

Executive development is a planned systematic and continuous

process of learning and growth by which managers develop their
conceptual and analytical abilities to manage.
♦ Development is concerned with overall personality of the candidate.
♦ Development improves performance of the mangers by giving them
opportunity for growth and development.

OBJECTIVES OF DEVELOPMENT
♦ Development is continuous ongoing activity.
♦ Development aims at improving total personality of an executive.
♦ Development aims at meeting future needs.
♦ Development helps the manager to acquire knowledge, skills and
abilities.
♦ Executives can show superior performance on the job.
♦ Development efforts help executives to realize their own career,
goals and aspirations in a planned way.

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METHODS OF DEVELOPING MANAGERS
1. Decision Making Skills ♦ In basket
♦ Business Game
♦ Case Study
2. Interpersonal Skills ♦ Role Play
♦ Sensitivity Training
♦ Behavior
3. Job Knowledge ♦ On the job
experience
♦ Coaching
♦ Understudy
4. Organizational ♦ Job Rotation
Knowledge ♦ Multiple
Management
5. General Knowledge ♦ Special Courses
♦ Special Meetings
♦ Special Meetings

1. DECISION MAKING SKILLS

(i) In Basket: A method where the trainee is required to examine a
basket full of papers and files relating to his are and
recommendations on problems contained therein.
(ii) Business Game: A method to develop smart thinking, quick
reactions, initiative, organizing and leadership skills
(iii) Case Study: A method to develop analytical, reasoning and
problem solving skills.

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2. INTERPERSONAL SKILLS
(i) Role Playing: A method to translate theoretical knowledge into
actions plans and to promote good human relations skills
among trainees.
(ii) Sensitivity Training: A method to promote self awareness and
its impact on others.
(iii) Behavior Modeling: A method to teach interpersonal and
cognitive skills.

3. JOB KNOWLEDGE
(vi) On the Job Experience: Any Training technique that
involves allowing the person to learn the job by actually
performing it on the job.
(vii) Case Study: An in depth description of a particular
situation an employee might encounter on the job
(viii) Understudy: A method to aid succession planning by
developing the skills of juniors to a preset plan.

4. ORGANIZATIONAL KNOWLEDGE
(ix) Job Rotation: A method to develop diversified skills and
broadens the outlook of an executive.
(x) Multiple Management: A method to assist managers in
expending their outlook and knowledge in various
functional areas.

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 5. GENERAL KNOWLEDGE
(xi) Special Courses: Like; the workshops or executive
development programmes organized by institutes,
universities and colleges – help the trainees to acquire
general knowledge.
(xii) Special Meetings: Special meetings organized in
consumers forums, voluntary organizations, etc. to help the
trainees in developing their knowledge.
(xiii) Specific Meetings: Specific meetings published by various
journals, specific portions of important books are provided
to the trainees to improve their general knowledge.

GLOBAL TRAINING STANDARDS OF -

♦ All associates are certified in basic job skills prior to assuming jobs.
♦ Performance analysis is used to determine Training needs.
♦ Organization has functioning Training committee.
♦ Each associate has an individual annual Training plan.
♦ Job experts are trained as trainees.
♦ Training is performance based.
♦ Organization has an overall Training plan which supports the
business plan.
♦ Learning guides exist for all key jobs.
♦ Success of transfer of Training into workplace is measured through
recertification / performance appraisal.
♦ Accountability for Training is a performance standard of each manager.

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CHAPTER–3
RESEARCH
METHODLOGY

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MEANING OF RESEARCH:-

Research in common parlance refers to a search for knowledge. Once can also define research as
a scientific and systematic search for pertinent information on a specific topic. In fact, research is
an art of scientific investigation.

Study of business research methods is required to know about the process and tools, needed to
reduce risk in managerial decision making.

Business Research Concept:-

Business Research is a systematic inquiry that provides information to guide managerial

decision. It is a planning, acquiring, analyzing and disseminating relevant data, information and
insights to decision makers in ways that mobilize the organization to take appropriate actions
that, in turn maximize business performance.

So much attention is placed on measuring and enhancing Return on Investment. For this we
calculate financial return for all expenditure. Organizational managers want to know what
strategies & tactics capture the highest return.

In last few years, as technology has improved our measurement and tracking capabilities,
managers have realized they need a better understanding of employee, stakeholder and customer
behavior in order to influence the desired metrics. Business Research plays an important role in
this new measurement environment. It helps managers to choose better strategies and tactics.

Research in a layman language means a search for acknowledges. One can also define research
as a Scientific and systematic search for potential information on a specific topic. In fact research
is an art of scientific investigation. The dictionary meaning of research is “a careful investigation
or inquiry especially through search for new facts in any branch of knowledge”. Redman and
Mary define research as a “systematized effort to gain new knowledge”. Some people consider
research as a movement from known to unknown.

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Research is an academic activity and as such the term must be used in a technical sense.
Research is an original contribution to the existing stock ofthe knowledge making for its
advancement. It is pursuit of truth with the help of study, observation, and experiment.

The purpose of research is to discover answers to questions through the application of systematic
procedure. The main aim of research is to find out the truth, which has not been discovered yet.

OBJECTIVES OF RESEARCH

The purpose of research is to discover answers through the application of scientific procedures.
The main aim of research is to find out the truth which is hidden and which has not yet been
discovered as yet.

• To gain familiarity with a phenomenon or to achieve new insights into it.

• To portray accurately the characteristics of a particular individual, situation or a group.
• To determine the frequency with which something occurs or with which is associated
with something else
• To test a hypothesis of casual relationship between variables.

RESEARCH DESIGN
A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in
procedure. The research design used in my study is basically descriptive in nature.

DESCRIPTIVE RESEARCH:-
The research design in my study is descriptive. Its studies are concern with describing
the characteristics of a particular group or individual. Studies concerned with specific
prediction with narration of facts and characteristics concerning individual, group or
situations are examples of descriptive research .it is also known as social research.

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 SAMPLE DESIGN

A sample design is a definite plan for obtaining a sample from a given population. It
refers to the technique or the procedure the researcher would adopt in selecting items for
the sample i.e. the size of the sample. Stratified sample method is adopted to select the
sample.

SAMPLE UNIT

Sample is made on the basis of the stratified sampling, in this type of sampling simple
random and sub sample are drawn from different data which are equal o some
characteristics . the first step in stratified sampling choosing a strata on the basis of
existing information.

SAMPLE SIZE
25% of 100 employees of different departments.

DATA COLLECTION
The study made in use of both primary and secondary sources.

• PRIMARY DATA COLLECTION:- The survey has been undertaken on the

lines of interaction with employees of different plants and managers of the company
with the help of structured questionnaires.

• SECONDARY DATA COLLECTION:- - secondary data have been

collected from various sources involving induction manual, internet etc that were of
considerable help to me,

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ANALYSIS OF DATA:

The data after collection has to be processed and analyzed with the outline laid for the
purpose at the time of developing the research plan. This is essential for a scientific study
and for insuring that we have all relevant data for making contemplated comparison and
analysis.

Technically speaking processing implies editing, coding, classification and tabulation of

collection data so that they are amenable to analysis.

The term analysis refer to the computation of certain measures along with searching for
patterns of relationship that exist among data groups. To analyze the data percentage, pie
charts, graphs etc are used.

LIMITATIONS OF THE STUDY

On the basis of my study following are the major recommendations.

ƒ Sample size, which I have taken, is very small, on the basis of which efficient decisions
cannot be taken.
ƒ Co- operation of respondents: this has been a major problem. Employees were reluctant
to fill the questionnaire the interview.
ƒ Another constraint has been regarding cost since study involves the collection of primary
and secondary data. Therefore the cost incurred was much more. Due to constraints the
coverage of the study could not be extended to more customers.
ƒ Our knowledge is limited as we are students and does not have much experience.
ƒ Managers and employees of the company are hesitating to disclose the information.

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 CHAPTER–4

DATA ANALYSIS
&
INTERPRETATION

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QUESTION 1: DOES YOUR COMPANY GIVES TRAINING TO ITS
EMPLOYEES?

TABLE NO. 4.1

YES NO

100 0

120
100
followers

80
60 Series1
40
20
0
yes no
a nsw e rof follw e rs

FIG.NO. 4.1

INTERPERETATION:

Out of 100 employees surveyed, all are agreed that there are Training&Development .in
their organization/company.

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QUESTION 2: WHAT IS /ARE THE MAIN OBJECTIVES BEHIND
EMPLOYEE TRAINING& DEVELOPMENT?

OBJECTIVES NO.OF PERSONS

Help to motivate and retain employees. 30
Loyalty in workers towards the organization 20
minimize Loss 6
Helps to improve the local image of the company 38

All of above 6

TABLE NO. 4.2

MOTIVATE AND
RETAIN
EMPLOYEES
LOYALTY
TOWARDS ORG.

MINIMISE LOSS

IMPROVE LOCAL
IMAGE

ALL OF ABOVE
FIG.NO. 4.2
INETERPRETATION:
Out of 100 people surveyed, 38% employees said that Training&Development .helps in
improving the image of the company. 30% says motivate to do work in this organization, 20%
are loyal because of goods Training&Development .and 6% helps in minimizing the Loss

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QUESTION 3: WHO MAKES THE EMPLOYEE TRAINING &DEVELOPMENT

MAKERS NO. OF PERSONS

Immediate superior 11
Specialized committee 25
Personnel department 24
Don’t know 40

TABLE NO. 4.3

Immediate
superior
specialized
committee
personnel
department
don't know

FIG.NO. 4.3

INTERPRETATION:

Out of 100 people surveyed, 40% of people doesn’t know who made Training&Development
.for them. 11% says immediate superior made, 25% says specialized committee and 24% says
personnel department.

Page | 32
QUESTION 4: ARE YOU SURE SATISFIED WITH EMPLOYEE
TRAINING&DEVELOPMENT . IN THE ORGANIZATION ?

Thinkers NO. OF PERSONS

Always 55
Sometimes 20
Never 13
May Be 12

TABLE NO.4.4

1st Qtr
2nd Qtr
3rd Qtr
4th Qtr

FIG.NO. 4.4
INTERPRETATION:

Out of 100 persons 55% are always satisfied from the Training&Development .of the company,
20% are satisfied and 13% never satisfied& 12% is may Be from the Training& Development ..

Page | 33
QUESTION 5: DO YOU THINK THAT TRAINING& DEVELOPMENT WHICH HAS
BEEN DONE IS FAIR TO ALL WORKERS?

TABLE NO. 4.5

YES NO
80 20

FIG.NO. 4.5

100
80
60
Series1
40
20
0
YES NO
NO. OF PERSONS

INTERPRETATION:
Out of 100 people surveyed, 80% says Training&Development .are fair to all workers and 20%
says not fair to all workers.

QUESTION 6: HAVE YOU NOTICIED ANY DISCREPANCY REGARDING

EMPLOYEE TRAINING&DEVELOPMENT .?
TABLE NO. 4.6
Implication NO. OF PERSONS
Every time 10

Sometimes 30

Never 60

Page | 34
 70
60
50
40 every time
30 sometimes
20 never
10
0
1
no. of persons

FIG.NO. 4.6

INTERPRETATION:
Out of 100 people surveyed, 60% people says there is no mistake in Training&Development .,
30% says sometimes there is mistake done by the management and 10% says there is always
mistake in Training& Development .

QUESTION 7: ARE YOU SUFFICIENTLY UTLIZING THE

TRAINING&DEVELOPMENT . PROVIDING BY THE COMPANY?

TABLE NO. 4.7

YES NO
90 10

Page | 35
 NO. OF PERSONS1

85 90 95 100

1
NO 10
YES 90

FIG.NO. 4.7

INTERPRETATION:
Out of 100 people surveyed, most of people are availing the Training&Development .i.e. 90%,
only 10% people are not availing Training& Development . sufficiently.

QUESTION 8: WHAT ARE THE TOOLS AND TECHNIQUES ADOPTED FOR THE
TRAINING&DEVELOPMENT .?

TABLE NO. 4.8

Type of implication No. of persons

Proper format 80
First come first serve basis 18
No method 2

Page | 36
 100 3
2
50
1
0 0
1 proper format
no. of persons proper format
fcfs
no method
FIG.NO. 4.8

INTERPRETATION:
Out of 100 people surveyed, most people say proper format is there for availing
Training&Development .of the company i.e. 80% and 25 says there is no method for availing
Training& Development ..
QUESTION 9: DO YOU RECEIVE ANY HELP FROM YOUR MANAGEMENT
BESIDES ANY TRAINING&DEVELOPMENT .?

TABLE NO. 4.9

Implication NO. OF PERSONS

ALWAYS 35
SOMETIMES 58
NEVER 7

Page | 37
 no.of persons

always
sometime
never

FIG.NO. 4.9

INTERPRETATION:
Out of 100 people surveyed, 35% says management helps them besides Training&Development
., 58% says on some occasion management helps them besides Training& Development . and 7%
says there is no help from the side of management.

QUESTION 10: IS TRAINING&DEVELOPMENT . PROVIDING BENEFICIAL TO

YOU IN ENHANCING YOUR PRESENT LIVING OF STANDARD?

TABLE NO.4.10
YES NO
70 30

YES
NO

FIG.NO. 4.10

Page | 38
INTERPRETATION:
OUT of 100 people surveyed, 70% people agreed that Training&Development .have increased
their standard of living but 30% are not agreed to this statement.

QUESTION 11: DO YOU WANT ANY CHANGES IN THE METHOD / POLICIES OF

EMPLOYEE TRAINING& DEVELOPMENT?

TABLE NO. 4.11

YES NO
98 2

YES
NO

FIG.NO. 4.11

INTERPRETATION:
Out of 100 people surveyed, 98% people doesn’t want any changes in existing
Training&Development ., only 2% people want the change.

Page | 39
CHAPTER-5

CONCLUSION

Page | 40
CONCLUSION
• The “Employee Training& Development Scheme” provided by the - is very
good for employees, but many employees take unduly advantage of it and
sum employees do not know how to avail the Training& Development
policies.

• Trust provides financial beyond his limit under any of the scheme of the
company.

• The Training& Development scheme provides by the company is fulfilling

all the statutory and non- statutory provisions.

• Employees are very happy with the Training&Development of the company

and they do want any changes in it.

In the end, I would like to conclude that besides having a very good Training &
Development. running by the organization, the managers of the company specially
personnel managers should take care that, no employee take unduly advantage of
the Training& Development policies and the employees who do not sufficient
knowledge about Training& Development policies, they should guide them. And
each and every employee should be treated equally.

Page | 41
CHAPTER-6

SUGGESTION

Page | 42
SUGGESTIONS
.SUGGESTIONS RECEIVED FROM THE RESPONDENTS OF THE
QUESTIONNAIRE:

The following are the suggestions received from the respondents of the
questionnaire. The suggestions are based on their experience regarding Training &
Development .for the workers.

1. Extension of bus facilities of local conveyance should be improved.

2. Periodic survey’s to know the opinion of the employees should be conducted
and findings should be implemented.
3. Formalities for availing the Training & Development .should be reduced.
4. The Training& Development services should be fast and any problem related
to the employees should be trackled within short span of time.
5. A yearly Training& Development calendar should be printed and distributed
among all employees.
6. There should be no biased decision taken by the managers while providing
any help besides Training& Development. of the company.
7. The employees who should take undue advantage of Training &
Development .should be given warning not to do these type of activities again.

In the end, I can say that - is doing its best efforts in providing
aTraining& Development services which are universal to their employees
and have made Them leader in the market, but even then - should consider the
Problems f- d by their employees while availing its services.

Page | 43
CHAPTER-7

APENDIX

Page | 44
BIBLIOGRAPHY

TEXT BOOKS:

• A .ASWATHAPPA K, PERSONNEL MANAGEMENT MC GRAW HILL

PUBLICATIONS (4THEDITION ).
• B.AGGARWAL S.C. PRINCIPAL OF HUMAN RESOURCES DHANPAT
RAI PUBLICATION COMPNAY.
• C.KOTHARI C.R., RESEARCH METHODOLOGY, NEW AGE
PUBLICATION HOUSE (2NDEDITION).
• D. MAMORIA C.B. PERSONNEL MANAGEMENT (2ND EDITION).
• E.SHARMA V.K. HUMAN RESOURCES MANAGEMENT(3RD EDITION).

PAMPHLETS

• TRAINING& DEVELOPMENT – A PERSPECTIVE REVIEW

• ECONOMIC TIMES & BUSINESS TIMES.

WEBSITES:
 
1.   www.goodyear.co.in  
 
2.   www.scribed.com  
 

 
3.    www.google.com 
 
4.    www.ecel.com  
 

5.    www.wikipedia.com  

Page | 45
QUESTIONARIES

Page | 46
 QUESTIONNAIRE

TRAINING& DEVELOPMENT
Q1. Does your organization follow the employee Training & Development .?
YES NO

Q2. What is/are the main objectives behind employee Training& Development?
I. Help to motivate and retain employees
II. Loyalty in workers towards the organization.
III. To minimize social evils such as alcoholism, gambling. Etc.
IV. Helps to improve local image of the company.
V. All of the above.

Q3. Who makes the employee Training & Development ./policies?

I. Immediate superior
II. Specialized committee
III. Personnel department
IV. Don’t know

Q4. Are you satisfied with employee Training & Development .in the organization?
Always sometimes never

Q5. Do you think that Training& Development which has been done is fair to workers?
Yes No

Q6. Have you noticed any mistake regarding employee Training & Development?
Every time Sometimes Never

Q7. Are you sufficiently utilizing the Training& Development . providing by the
company?
Yes No

Page | 47
Q8. What are the tools and techniques adopted for the Training & Development .?
1. Proper format
2. First come first serve basis
3. No method

Q9. Do you receive any help from your management besides any Training & Development ?
Always Sometimes Never

Q10. Is Training & Development .providing beneficial to you in enhancing your

Present living of standard?
Yes No

Q11. Do you want any changes in the method /policies of employees Training&
Development?
Yes No

Page | 48