Project Report On

TRAINING AND DEVELOPMENT & RECRUITMENT PROCESS

JAIPRAKASH ASSOCIATES LIMITED

amity business school noida-sec 125

RMRP Project Report by: ANISHA ARYA(E-06) SHIVIKA SURI(E-46) TAMANNA JAIN(E-39) NEHA KANSAL(E-37)

ACKNOWLEDGEMENT

The writing of this project has been successful with the help of number of people.we would like to thank MRS DEEPA KAPOOR our report supervisor,for her valuable guidance and kind patronage to carry out the project successfully.

Vision statement-

Our Vision is to strive for excellence in every activity

we undertake as we contribute in nation building through our participation in infrastructure sector of the country utilizing resources optimally, while growing with human face.

Mission
Our solitary Mission is to achieve Excellence in every sector that we operate in be it Engineering & Construction, Cement, Real Estate or Consultancy. To augment our core competencies and adopt the most comprehensive modern technology to overtake the obstacles in our path of achievement. To obtain sustainable development and simultaneously enhancing the shareholders value and fulfilling our obligations towards building a better India

ObjectiveServing nation through power generation.

Goal
Becoming one of the most successful Engineering & Construction companies having the distinction of high participation in hydropower projects in India being developed in the 10thFive Year Plan.

INDEX SN Description 1. Brief on JAL and founding Father. 2. Jaypee Way of Life (Culture) 3. Let us know Cement 4. Human Resources Management 4.1 Brief on Administration Management 4.2 Introduction on Recruitment 4.3 Training 5. Executive Summary 6. Research Methodology 7. Conclusion 8. Bibliography .

Brief History of Chairman/ Founding Father Shri Jaiprakash Gaur Ji.

With a single minded focus to pioneer a myriad of feats in Civil Engineering, Sh. Jaiprakash Gaur, the founding father of Jaiprakash Associates Limited acquired a Diploma in Civil Engineering in 1950 from the University of Roorkee. After a stint with the Government of UP, he branched off on his own, to start as a Civil contractor in 1958 with the steadfast determination to contribute in nation building. This has been possible with the active support of his honest and

hardworking colleagues..

Great Thought of Founding Father Shri Jaiprakash Gaur Ji

Our organization is proud to participate in nation building right from its inception, and as India, powered with Will Power of its One Billion Plus people, moves ahead to secure its deserving place amongst the developed nations of this world, we feel doubly responsible to make this Group bench mark of how a corporate entity, with blend of inspiring culture of past, adoption to the prudent changes of modern time can Continue to create value for all its stakeholders and consistently impacts the live of all, it touches. Culture of our great country has withstood test of time and contribution of our countless ancestors at different times in history has been invaluable. India, with its history of trials and tribulations, has emerged stronger because of the leadership provided in trying times, binding people with simplicity, and humility for a common goal. An enterprising team member, you are now part of JAYPEE PARIVAR. Our involvement in growth of this organization with sense of trusteeship shall be supplemented by your determination to excel in all spheres of working, while serving your country through this organisation. I believe, collective will of all of you with credible means, upholding valued with we all cherish, shall make this institution amongst the most admired in the country, in times to come.

Business line

The Various Group of Companies

1.
2. 3. 4. 5. 6. 7. 8. 9. 10. JAIPRAKASH ASSOCIATES LIMITED. JAIPRAKASH ASSOCIATES LIMITED (CEMENT DIVISION) JAIPRAKASH HYDRO-POWER LIMITEDs JP POWER VENTURES LTD & KARCHAM HYDRO CORP LTD JAYPEE VENTURES JAYPEE HOTELS LTD. JAYPEE GREENS LTD. JAIPRAKASH ENTERPRISES LIMITED JIL INFORMATION TECHNOLOGY LTD. JAIPRAKASH SEWA SANSTHAN

MAJOR AREAS OPERATION

1. 2. 3. 4. 5. 6. CIVIL CONSTRUCTION. HYDRO POWER CONSTRUCTIO HOTEL AND TOURISM. INFORMATION TECHNOLOGY. EDUCATION. CEMENT.

Civil Engineering & Construction.

Construction of river valley and hydropower projects on turnkey basis and has been in the business for more than three decades. The company has had the unique distinction of executing simultaneously 13 Hydropower project. Spread over 6 states and the neighboring country of Bhutan for the generation of 10,290MW of power. It is only engineering company in India to be assigned CRI grade by ICRA indicating very strong contract execution capacity for hydropower being developed in the 10th Five Year Plan period. In its journey over the years Jaypee Group has moved through the ups and downs as a Family of people who are bonded both by purpose and emotions. Yet the journey has just begun with the goals made higher. The Jaypee Family feels confident of achieving these goals with the help, support, passion and abilities of both its old and new members. A confidence that comes from our belief that you have to be the change you want to see in the world.

Important of Values in Jaypee

Values are the building blocks for determining the kind of organisation one wishes to nurture and sustain. Values help the organization in strengthening our present so as to consolidate the organization character. It is about building on our glorious past. We have an image of the kind of organization that we always wanted to build, have built and we continue to act in ways that we believe has brought success to us and has always helped us in our past endeavors. To be effective, and to support the organizations culture, we must ensure that: 1. 2. 3. 4. We clearly understand and embrace the organizations values and beliefs Business practices are carefully aligned with the values and beliefs. Values and beliefs are reinforced in all internal communication. All our actions are consistent with the direction set forth in the values and beliefs.

RECRUITMENT

PROCESS FOR RECRUITMENT.

Identify Manpower Requirement Manpower Planning Job Description

Job Specification

Select sources of Recruitment

Selection

Joining

Induction
1

RECRUITMENT POLICY. Recruitment policy asset the objective of the recruitment and provides a from work of implementation of recruitment program in the from of procedures. A short recruitment policy calls for adopting a scientific process of recruitment ie those of techniques, which are modern and scientific. A well considered and preplanned requirement policy based on corporate goal, study of environment and the needs may avoid hasty or ill considered decisions and may go a long way to man in the organization, with the suitable employee. A GOOD RECRUITMENT POLICY MUST CONTAIN THESE ELEMENTS. 1.Organization Objective. 2.Identification of the recruitment need of the organization. 3.Identify the preferred source of Recruitment. 4.Frame suitable criteria for selection and performance 5.Consider the cost recruitment and financial implication.

SOURCES OF RECRUITMENT. The sources of recruitment may be broadly divided into two categories : 1. Internal Sources 2. External Sources.

INTERNAL SOURCES. Internal sources are the most obvious sources. People who are already working in an organization constitute. The internal sources retrenched employees, retire employees, dependents of deceased employees may also constitute the interim sources. Whenever any vacancy arises, someone from within the organization is upgraded, transferred, promoted or demoted. This source also included personal who was once on the pay roll of the company but who plant to return or who the company would like to rehire, such as those on leave of absence, those who could voluntarily or those on production lay off. EXTERNAL SOURCES. These sources lay out side the organization these usually include: 1. 2. New entrants to the labour i.e. young mostly in experienced potential employees such as the college student. The unemployed with a wide range of skills and abilities.

METHODS OR TECHNIQUES OF RECRUITMENT.

Internal methods:
1. 2. 3. Promotion and transfers Job posting. Employee Referrals.

PROMOTION AND TRANSFER. This is a method of filling vacancies from within through transfer and promotion. A transfer is lateral movement within the same grade from one job to another.

Promotion on the other hand involves movement of employees from a lower label position to a higher level position accompanied by changes in duties, responsibilities status and values. JOB POSTING. Job posting is another way of nearing people from within in this method of organization, publicizes job opening on bulletin, boards, electronics media similar outlets. One of the important advantages of this method is that if offers to Nightly qualified applicant working within the company without looking for greener pastures out side. EMPLOYEE REFERRALS. Employee referral means using personal contacts to locate job opportunities. It is a recommend-action from a current employee regarding a job applicant. The togas behind employee referral are that it. Takes one to know one employee working in the organization is courage to recommend the names of their friend working in other organization for a possible vacancy in the near future.

DIRECT METHOD. Camps recruitment. It is a method of recruitment by visiting and participating in college campuses and other basements centers. Here the recruitment visit reputed durational institutions such as its Items College and universities, to select job aspirants. Having requisite technical or professional skill, job seekers are providing information about the jobs and the recruitment; get a snapshot or job seekers through constant interchange of information with respective institution. A preliminary screening is done within the campus and the short listed student is then subject to the reminder of the selections process

INDIRECT METHOD (ADVERTISEMENT). These include advertisement in news paper, trade, professional and technical journals, radio and television etc. In these recent times, this medium has become just a colorful, lively and imaginative as consumers advertising. and protect in the organization etc. This method in appropriate whe 5.1 5.2 The organization to reach a large target group. The organization wants a fairly good are geographically spread out. SELECTION. Selection produce is concerned with scrutiny relevant information about an applicant. This information is secured in a number of step sselections the compared to be a series of successive hurdles or which and application must. Selection procedure is designed to eliminate an un unqualified applicant at any point in the procedure. Selection may be defined as it is a process of picking or differencing between the applicant in order to identity those with greater like hood of success in a job. PURPOSE OF SELECTION. The purpose of selection is to determine whether an applicant meet the qualification for a specific job and to choose the applicant who is most likely to perform well in that job. Selection programmers a non random process because those selected has been chosen on the basis of the assumption that they are more likely to be better employees than those who have been rejected. number of talented people who The add generally give a brief out line of the jobs responsibilities compurgation package

SELECTION

Selection process may include the following steps:-

Primary Interview.

Application Form

Psychological Test

Reference Background Selection Decision

Medical Examination Job Offer Elevation

Psychological Test

Reference Background Selection Decision

TRAINING
Training, as was stated earlier, is imparting skills to employees. A worker need skills to operate machine, and use other equipment with lease damage and scrap This is a basic skill without which the operator will not be able to function. There is also the need for Motor skills. Motor skills (or Psychomotor skills, as they are sometimes called) refer to performance of specific physical activties. These skills involve learning to move various parts of ones body in response to certain external and internal stimuli. Common motor skills include walking, riding a bicycle, trying a shoelace, throwing a ball, and driving a car. Motor skills are needed for all employees from the jaitor to the general manager. Employees, particularly supervisors and executives, need interpersonal skills popularly known as the people skills. Interpersonal skills are needed to understand oneself and others better, and act accordingly. Example of skills include listening, persuading, and showing an understanding of others feelings.

About Brief Introduction training in General Terms.

Meaning;
Every organization needs to have well trained and experienced people to perform the activities that have to be done. If the current or potential job occupant can meet this requirement, training is not important. But when this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. In adequate job performance or a decline in productivity or changes resulting out of job redesigning or a technological break through require some type of training and development efforts. Training is a process of learning a sequence of programmed behavior. application of knowledge. It is It gives people and awareness of the rule and

procedure to guide their behavior. It attempts to improve their performance on the current job or prepare job or prepare them for an intended job.

In brief we can that.

1. 2. Training is a conscious, deliberate and planned. It is continuing process; it has to be repeated from time to time in view of fast 3. 4. changes taking place in society.

It means imparting instruction about a particular work or profession. Its purpose is to improve the skill, knowledge and effectiveness of the employees.

In simple terms, training development refer to the imparting of specific skills, abilities and knowledge to an employee. It is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. The need for training is determines by the employees performance deficiency computed as follows:-

INPUTS IN TRAINING AND DEVELOPMENT Any training and development programme must contain inputs which enable the participate to gain skills, learn theoretical concepts and help acquire vision to look into the distant future. In addition to these, there is a need to impart ethical orientation, emphasize on attitudinal changes and stress upon decision making and problem solving abilities.

SKILLS. Training, as was stated earlier, is imparting skills to employees. A worker need skills to operate machine, and use other equipment with lease damage and scrap This is a basic skill without which the operator will not be able to function. There is also the need for Motor skills. Motor skills (or psychomotor skills, as they are sometimes called) refer to performance of specific physical activities. external and internal stimuli. These skills involve learning to move various parts of ones body in response to certain Common motor skills include walking, riding a bicycle, trying a shoelace, throwing a ball, and driving a car. Motor skills are needed for all employees from the janitor to the general manager. Employees, particularly supervisors and executives, need interpersonal skills popularly known as the people skills. Interpersonal skills are needed to understand one and others better, and act accordingly. Example of skills includes listening, persuading, and showing an understanding of others feelings.

EDUCATION.
The purpose of education is to teach theoretical concepts and develop a sense of reasoning and judgment. That any training and development programme must contain an element of education is well understood by HR specialists. Any such programme has university professors as resource persons to enlighten participants about theoretical knowledge of the topics proposed to be discussed. In fact, organizations depute or encourage employees to do courses on a part time basis. Chief executive officers are known to attend refresher courses conducted by business schools.

DEVELOPMENT.
Another component of a training & development programme is development which is less skill oriented but stresses on knowledge. Knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for the better management of a company.

ETHICS
There is need for imparting greater ethical orientation to a training programme. There is no denial of the fact that ethics are largely ignored in business. Unethical practices around in marketing, finance and productions in an organization. They are less seen and talked about in the personnel function; this does not mean that the HR manager is absolved of the responsibility. If the production, marketing or finance personnel indulge in unethical practices the fault rests on the HR manager. It is his/her duty to enlighten all the employees in the organization about the need for ethical behavior. ATTITUDINAL CHANGE. Attitudinal represent feelings and beliefs of individuals towards others. Attitude affects motivation, satisfaction and Job commitment. Negative attitude need to be converted into positive attitudes. Changing negative attitudes is difficult because:-

1. 2. 3.

Employee refuses to change. They have prior commitments. Information needed to change attitudes may not be sufficient.

Nevertheless, attitudes must be changed so that employees feel committed to the organisation, are motivated for better performance and derive satisfaction from their jobs and the work environment. DECISIONS MAKING AND PROBLEM SOLVING SKILLS. Decision making and problem solving skills focus on methods and techniques for making organizational decisions and solving work related problems. Learning related to decision making and problem solving skills seeks to improve trainees abilities to define and structure problems, collect and analyze information, generate alternative solutions and make an optimal decision among alternatives. Training of this type is typically provided to potential managers, supervisors and professionals. Thus the explanation made above briefs us about the meaning of training and the inputs that should be present in an ideal training programme that exist in an organization. TRAINING IS EQUAL TO: STANDARD PERFORMANCE- ACTUAL PERFORMANCE DETERMING TRAINING NEEDS. Based on our determination of the organizations needs, the type of work to be done, and the type of skills necessary to complete this work, our training

programmes should follow naturally. Once we can identify where deficiencies lie, we have a grasp of the extent and nature of our training needs. Once it has been determined that training is necessary, training goals must be established. It is not adequate merely to say the change in employees knowledge, skills, attitudes or behavior is desirable, we must clarify what is to change and by how much. These goals must be tangible, verifiable, timely and measurable

What deficiencies, if any, do incumbents have in the skills, knowledge or abilities required to exhibit the necessary job behaviours

Is there a need for training

What are the organizations goals

What behaviours are necessary for each job incumbent to complete his or her tasks?

Training Systems at DC

to achieve their What tasks must be completed goals.

1

DCF HAS A TWO PRONGED STRATEGY FOR TRAINING & DEVELOPMENT

1.

Internal Training. Conducted in house by internal & external faculty. External Training. Need based nominations as well as ado basis
training at Gyanodaya or other agencies.

2.

INTERNAL TRAINING IS BASED ON.

Training and development needs identified through STNI Process.

IDENTIFICATION OF TRAINING NEEDS/ ANALYSIS .

1. HRD department at the beginning of the financial year advise other

departments to identify the training needs of their employees. 2. By mutual discussion, Hoods/ concerned superior identify the needs of their employees. 3. 4. HRD department collects the identified training needs. On the basis of collected data, HRD personnel interact with departmental heads and after extensive deliberations with the Hoods, training needs are rationalized by clubbing similar needs, arrive at the rationalized programmes. removing low priority needs to

DESIGNING TRAINING PROGRAMME.

IDENTIFICATION OF FACULTY MEMBERS.
Faculty members are identified in consultation with the concerned department head from where the training need emanates and the identified faculty members are made responsible to design the required programme. PROGRAMME DESIGN. The programme design format is used to derive the programme objectives, course contents, target audience, training methodology, required resources and the evaluation mechanisms. The faculty in consultation with HRD designs the programme around the identified training. THE LEARNING CALANDER. Training programmes are categorized into four head viz. 1. 2. 3. 4. Technical Functional Behavioral Supportive.

Based on the faculty availability & number of programmes required to cover the identified employees the programmes are scheduled and incorporated in the learning calendar.

DETERMINING TRAINING NEEDS. Based on our determination of the organizations needs, the type of work to be done, and the type of skills necessary to complete this work, our training programmes should follow naturally. Once we can identify where deficiencies lie, we have a grasp of the extent and nature of our training needs. Once it has been determines that training is necessary, training goals must be established. It is not adequate merely to say the change in employees knowledge, skills, attitudes or behavior is desirable, we must clarify what is to change and by how much. These goals must be tangible, verifiable, timely and measurable.

TRAINING SYSTEMS AT DCF

DCF HAS A TWO PRONGED STRATEGY FOR TRAINING & DEVELOPMENT:

Internal Training. Conducted in-house by internal & external facility. External Training. Need based nominations as we as ado basis trainings at
Gyanodaya or other agencies.

Internal Training is based on:

Training and development needs identified through STNI process.

Identification of Training Needs/ Analysis:

HRD department at the beginning of the financial year advise other departments to identify the training needs of their employees. By mutual discussion, Hoods/ concerned superior identify the needs of their employees. collates the identified training needs. HRD department

DESIGNING TRAINING PROGRAMMES

Identification of Faculty Members:
Faculty members are identified in consultation with the concerned department head from where the training need emanates and the identified faculty members are made responsible to design the required programme.

Programme Design.
The programme design format is used to derive the programme objectives, course contents, target audience, training methodology, required resources and the evaluation mechanisms. The faculty in consultation with HRD designs the programme around the identified training needs.

THE TRAINING CALENDER.

Training programmers are categorized into four heads viz. 1. 2. 3. 4. Technical Functional Behavioral Supportive

Based on the faculty availability & number of programmers required to cover the identified employees the programmers are schedules and incorporated in the learning calendar.

CIRCULATING THE CALENDAR.

This learning calendar is circulated to all managers and above, all faculty members. programmes. DELIVERY OF TRAINING PROGRAMMES. HRD department helps the faculty members in preparing the training modules, provides resources like training rooms, OHP, LCD projectors etc. The training is delivered as per schedule in the Learning calendar. SKILL BASED TRAINING. Skill based training is imparted to improve immediate application of the learning on the job. Skill levels are defined for all employees that are then converted into skill charts. The concerned Hoods for regular improvement in the skill levels closely monitor this chart. Regular departmental retraining classes are held weekly for refreshing the plant operating knowledge & imparting skills. Senior officers act as faculty on a rotation basis. Hoods are free to nominated participants in these training

External training need based.

Besides above, individuals are being identified for specific need based training and are nominated at Gyanodaya Mumbai and other institutions.

EXISTING STNI SYSTEM & THE STEPS INVOLVED Introduction.

Organization is under great pressure today to provide increasingly higher level of quality, service and value. All of this demands new skills and therefore training can build these skills so that employees performance can be more effective under changing, increasingly challenging and competitive environment. It is true for managers, team leaders and members, individual contributors, professionals and executives. Many organizations implement training programme, only to be disappointed that it just didnt have the impact we wanted. The organizations then moves on to another initiative, leaving the first one remembered as a flash in the pan. Managers and employees eventually become cynical about the training in general. Thus there is a need to have a planned and systematic approach for training to maximize the benefits of training. These are few key questions that are to be answered at every stage, for effective implementation of the process.

Step-1. Implementing training effectively begins with understanding and communicating your organizations goals and strategies. Knowing why organization is in the business, how it conducts business, and how its business needs are changing allows your to make good decision that will support the implementation of new values and skills. Normally there is a gap between the current state and desired state to accomplish the goals. This gap has to be bridged through training. To meet the organizational goals there is not only a strategic gap of systems, processes and infrastructure but also people knowledge, attitude and skills.

Current State

Desired State

Step -2.

COMPETENCIES

CREATE

THE

LINE

BETWEEN ORGANIZATIONAL GOALS & STRATEGIES AND TRAINING SKILLS.

Organizational Goals and Strategies

GOALS & STRATEGIES EXAMPLES

What are the strategic issues and directions in which the organization is pursuing?
4. with the concerned Hood. 5. 6. HRD starts preparing calendar for the year.

Enhanced operational efficiency greater customer intimacy

For finalizing the internal trainers HRD personnel would need to meet up

Each programme would have a clear objective laid down from the need sheet prepared at the beginning while identifying the needs of the department.

7.

Then comes evaluating the effectiveness of the training system that has been implemented in the organization.

Information measure Level 1.- Reactions. Measures participants about a training programme

Sample Evaluation Activity Immediately following the evaluation form.

training

perception session, participants will fill up an

A course designer will set it on the training and within one week following the session will provide a critique. Within two weeks after the training session, selected participants and supervisors will be interviewed and/ or surveyed about training session design Level 2- Learning Measure what participants and delivery. During or by the end of the training learned session participants will be given a

(Skills, knowledge, or attitudes) as a verbal or written quiz on key elements. result of the training programme. During the session participants will participate in a simulation of kea techniques. Within one month after the training session, selected participants will be Level 3. Transter partcipants behaviour due to asked to demonstrate key technique. Six months following the training identify of the level of key the implementation supervisors. selected

Measures what change has occurred in session, training programme?

elements by surveying participants and

After following all the steps now there is a need for successful implementation of Step 5.

IMPLEMENTATION THE TRAINING INITIATIVE.

Key Outcome ;
Detailed plans for tracking the training scheduling facilitator selection, logistics and evaluation.

Communicating Organizational Goals Linking Training and Strategies Sustaining the training outcomes to the impact organizational goals and strategies. Linking Training outcomes to the organizational goals and strategies. Obtaining & maintaining the support and involvement of management Obtaining & maintaining the support and involvement of management

Sustaining the training impact Implementing The training initiative

Implementing The training initiative Positioning and publishing the training initiative.

Positioning and publishing the training initiative.

1

THE TRAINING IMPLEMENTATION PROCESS.

There are four activities that are responsible are:
1. 2. 3. 4. Planning the training roll out. Managing the before, during, after activities for all levels of the organization. Evaluating the transfer of training throughout the roll out. Maintaining the momentum after the training roll out begins

GRAPHICAL PROCESS.

REPRESENTATION

OF

TRAINING

IMPLEMENTATION

PLANNING

(A)

MAINTAININ G (D)

TRAINING
IMPLEMENTATI

MANAGING

ON

TEAM

(B)

EVALUATING (C)

(A

PLANNING THE TRAINING ROLL OUT

Pace of training Schedule.

1. 2. 3. 4. Number of training sessions needed. Peak business times making training difficult. Location of all training. raining material handling/ ordering/ storing.

Selection of facilities.
Self on domination, peer nomination, management nomination. 2. 3. 4. 5. 6. Credibility of facilitators to train executive and management levels. Different shifts an facilitators flexibility in training. Different locations, facilitators traveling expectations. Part time/ full time trainers time away from job preparing for training. Trainers coac

Managing the before, during and after BEFORE. 1. 2. 3. Link training to organization initiatives/ strategies. Design communication briefing packets. Develop internal communication.

DURINGS
1. Communicating the importance of this training during the session.

AFTER.
1. 2. 3. Expectation shared of what should be done differently. Coaching knowledge/ attitudes/ skills. Follow up plan developed.

Evaluating/ feedback.
1. 1.1 1.2 1.3 1.4 1.5 Collecting participants feedback. Track of training session evaluation. Process training exercise/ collect data/ examine data/ reply. Who will track? Who will manage process? Evaluation maintain ace.

Maintaining the momentum.

1. 2. 3. 4. Things facilitators/ managers/ supervisors can do. Support trainers/ their efforts. Provide/ develop refresher sessions. Share organization success stories.

QUESTIONNARE
1Do you like the JAYPEE CEMENT? Say Yes No

2Does the JAYPEE CEMENT is best in comparison to the brand of Cement? Yes No

3- How to know about the JAYPEE CEMENT through i. Advertisement ii. Newspaper iii. Others 4Do you think that JAYPEE CEMENT is the best quality of cement? Why

CONCLUSION
Thus this system of strategic training need identification plans to identify the needs which would help the individual to actually apply it at his workplace. By involving the HoD at the beginning, ensures that the training program conducted would be of relevance to the department and will help them in achieving their objectives. This top down approach not only will allow the HoDs to identify the needs but also the individual at different grades to identify his own needs. The main focus of this programme would be to identify the training needs depending on the concern areas of the department arising out of the objective/ goals for the year. To support the system this new evaluation mechanism focuses on the result based evaluation form. This form tries capturing the data relevant to the work place.

BIBLIOGRAPHY Books. 1. Human resources and personnel Management-Ashwathapa 2. Organization behavior-Luthans Fred 3. Personnel Management -Mammoria DOCUMENTS. 1. Documents that was available in the Co. Regarding training

REFERENCES: 1. www.google.com