Training and Need Assessment

Human Resource Management

5/30/2011 Ramada BBA-IT (Hons.) 6th Semester, Group# 2

Training and Need Assessment

Acknowledgement

We would like to thank the Almighty first of all and secondly our most respected Sir Mr. Farhan Azmat Mir for giving us wonderful chance to show what we have learned throughout this semester and Mr. Shehzad (manager of Ramada) to cooperate with us. We would also like to thank each other for being there to help out each other as well as our seniors for helping us out whenever we needed their help.

_____________________(Group Members)

Training and Need Assessment

Group Members

Syeda Itrat Fatima Sumaira Mirza Hamna Baig Huma Rao Iqra Khan Madiha Qasim Rashida Nasir Fatima Ali Usman Qureshi Asma Ismail

BT-08-50 BT-08-12 BB-07-15 BT-08-15 BT-08-82 BT-08-83 BT-08-48 BT-08-34 BT-08-71 BT-08-30

Training and Need Assessment

Table of Contents
What is HRM? Training of HRM in organization Training process Inputs in training and development Training and development as source of competitive advantage Benefits of employee training Training and development objectives Who is responsible for training and development Need assessment Issues in need assessment Benefits of need assessment Introduction to hotel industry Ramada hotel Multan Ramada tiers Departments in Ramada Evaluation of training Purpose of training evaluation in Ramada Conclusion Questionnaire for employees Questionnaire for managers Result

Training and Need Assessment

Human Resource Management:

Human Resource Management has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization. Its objective is the maintenance of better human relations in the organization by the development, application and evaluation of policies, procedures and programs relating to human resources to optimize their contribution towards the realization of organizational objectives. In other words, HRM is concerned with getting better results with the collaboration of people. It is an integral but distinctive part of management, concerned with people at work and their relationships within the enterprise. HRM helps in attaining maximum individual development, desirable working relationship between employees and employers, employees and employees, and effective modeling of human resources as contrasted with physical resources. It is the recruitment, selection, development, utilization, compensation and motivation of human resources by the organization.

Training and Need Assessment

Training and Development of Human Resource Management within an Organization

Human resource departments typically conduct activities designed to train and develop the organizations personnel, whether to deal with performance problems or help prepare an employee for a management role. In addition to formal training courses (such as instructor-led sessions, web-based training and seminars), organizations should be mindful to offer flexible alternatives such as coaching, mentoring and job-rotation experiences. Developing employee aptitude involves managing programs such as employee orientation sessions, policy and procedure awareness sessions, leadership development workshops and other options designed to enable the organization to succeed together with its employees. The basic steps to achieve a successful Training and Development program is as follows, 1. Configure the training and development department to support the employees who require them. Offering training opportunities to those who fail performance appraisals will encourage employees to develop their professional skills. Creating executive leadership development programs to allow learning new skills necessary to take on management responsibilities and conducting awareness sessions about new policies and procedures as well as to ensure compliance to local, state and federal regulations, will enable employees to not only execute performance at expected levels but will also give them scope in terms of career progression. 2. Locate resources to help your employees develop the skills they need to perform better. The management of the said organization must have the capacity to provide the best and the most suited training programs as per the required need. 3. Developing customized training courses for employees will ensure results. Courses in communication, customer service, diversity, ethics, quality and safety typically allow employees to function more effectively, on the job.
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Training and Need Assessment

For example,

Focusing on a particular topic such as cultural intelligence from time to time. Schedule related activities to promote awareness. Develop templates, job aids, demonstrations and simulations to support employees in working in a consistent manner across your company.

Establishing a good image both within the company and with customers and business partners depends on a well-trained workforce. 4. Provide access to training courses through a Learning Management System (administrative software) so employees can register and access training materials any time they need them. Ensure employees create an annual development plan to maintain development objectives and focus learning on actions that align to the organizations strategic goals. Providing executive sponsorship for any training initiative the organization establishes so that it can procure the necessary funding and budget allocation required. 5. Evaluate Training and Development programs to ensure that they are meeting employee and the organizations needs. Training and Development opportunities typically lead to increased job satisfaction and motivation. Employee efficiencies result in operational cost savings and amplified competence, ensuing corporation financial gains. Learning novel technologies and techniques for getting work done also improves operational productivity. Training activities can also increase employee retention rates.

Training Process:
Training as a systematic process of intervention to improve current knowledge, abilities and skills of the workforce involves a number of stages as shown in following figure. It involves training need analysis (TNA), designing of training program, implementation of the training, and evaluation of the training. Experience and the survey results of 200 organizations in 2003 reveal that organizations regardless of the nature of the industry and size of their company, which place a high premium

Training and Need Assessment on training, will always ensure that the important components of the training process are given attention.

Training needs analysis (TNA):

It involves the determination of the types and specific training necessary to improve current knowledge, abilities and skills of the workforce. This can be done through personal, task and organizational level of analysis. The data can come from target participant supervisors management, and even from customers, using multiple data gathering methods like survey, interview, observation at work, and performance appraisal result. Other possible sources of training needs are the long range human resource plans of the company, practices of other organizations, requests for training of affiliate/subsidiary companies and legislation requirements. The TNA results serve as important inputs in designing the training program. TNA should be done regularly to ensure that training would respond to the needs of the trainees.
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Training and Need Assessment

Training Design:
This pertains to the planning of the entire training program. It starts with the identification of the goals and objectives that should be achieved. The topics and contents to be covered and the appropriate training methodologies for adult learning are then determined. The corresponding visual aids and learning materials are also specified. The training design and the TNA are usually done by the training staff of the organization and sometimes by outside consultants. The services of the training consultants are usually availed of the large companies for this purpose. A typical training design will contain these parts: 1-Training titles 3-Date 5-Specific objectives 7-Time allocation per topic 9-Resources needed 2-Venue 4-Goal 6-Sequence of topics 8-Methodology 10-Evaluation

The training objectives of the training design are a critical element that should be written properly to be able to decide on the contents, methodology and the duration of tackling the topics. The preset objectives also become the basis for evaluating the success of the program. The standard criteria for the objective formulation are SMART. Whether the training will facilitate the learning of cognitive, affective, or psychomotor skills it is important that the objectives are specific, measureable, observable, attainable, relevant to training goals, and timebound.

Training Implementation:
Implementation covers the logistical aspects like venue, food, budget, equipment, resource persons, transportations and participants. These should be properly attended to during the actual conduct of training. Therefore training programs are done within the company or outside depending on the nature of the program and the financial capability of the organization. It cases

Training and Need Assessment where the organization has earmarked a sufficient budget for training program especially for managers, these are done outside the company with external consultants as trainers. Based on the above-mentioned importance of training, specific training conducted by the organizations may be classified as technical or behavioral training. The skills/technical type focuses on facilitating the learning of competencies related to the employees knowledge and skills. The behavioral type, on the other hand, pertains to ensuring the learning of competencies related to the work force attitudes and habits.

Training Evaluation:
This last phase of the training process requires the assessment of the conduct of the training activity. The evaluation is concerned with the measurement of the training success or effectiveness to establish whether an investment in a particular training has paid off. The training effectiveness is usually determined based on the achievement of the previously set objectives and results, considering the needs, methods and other areas of training administration.

Inputs in training and developments:

Any training and development program must contain inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into 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 needs skills to operate machines, and uses other equipments with least damage or scrap. This is abase c skill without which the operator will not be able to function. There is also the need for motor skills. Motor skills refer to performance of specific physical activities. These skills involve training to move various parts of ones body in response to certain external and internal stimuli Common motor skills include walking, riding a bicycle, tying a shoelace, throwing a ball and driving a car. Motor skills are needed for all employees from the clerk to the general manager. Employees, particularly supervisors and executives, need interpersonal skills popular known as the people skills. Interpersonal skills are needed to understand one self and others better, and act
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Training and Need Assessment accordingly. Examples of interpersonal skills include 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 program must contain an element varsity professor as resource persons to enlighten participants about theoretical knowledge of the topic proposed to be discussed. In fact organizations depute or encourage employees to do courses on a uses conducted by business schools. Education is important for managers and executives than for lower-cadre workers. Development: Another component of a training and development is development which is less skill oriented but stressed on knowledge. Knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of the company. Ethics: There is need for imparting greater ethical orientation to a training and development program. There is no denial of the fact that ethics are largely ignored in businesses. Unethical practices abound in marketing, finance and production function in an organization. They are less see and talked about in the personnel function. If the production, finance and marketing 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 of ethical behavior. Attitudinal Changes: Attitudes represent feeling and beliefs of individuals towards others. Attitude affects motivation, satisfaction and job commitment. Negative attitudes need to be converted into positive attitudes. Changing negative attitudes is difficult because: 1. Employees refuse to changes 2. They have prior commitments
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Training and Need Assessment 3. And information needed to change attitudes may not be sufficient Nevertheless, attitude must be changed so that employees feel committed to the organization, are motivated for better performance, and derive satisfaction from their jobs and the work environment. Decisions Making and Problem Solving Skills: Decision making skill and problem solving skills focus on method 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 structure problems, collect and analysis information, generate alternative solution and make an optimal decision among alternatives. Training of this type is typically provided to potential managers, supervisors and professionals.

Training and development as source of competitive advantage:

Companies derive competitive advantage from training and development. Training and development programs, as was pointed out earlier, help remove performance deficiencies in employee. This is particularly true when (1) the deficiency is caused by a lack of ability rather than a lack of motivation to perform, (2) the individual(s) involved have the aptitude and motivation need to learn to do the job better, and (3) supervisors and peers are supportive of the desired behaviors. Training & Development offers competitive advantage to a firm by removing performance deficiencies; making employees stay long; minimized accidents, scraps and damage; and meeting future employee needs. There is greater stability, flexibility, and capacity for growth in an organization. Training contributes to employee stability in at least two ways. Employees become efficient after undergoing training. Efficient employees contribute to the growth of the organization. Growth renders stability to the workforce. Further, trained employees tend to stay with the organization. They seldom leave the company. Training makes the employees versatile in operations. All rounder can be transferred to any job. Flexibility is therefore ensured. Growth indicates prosperity, which is reflected in increased profits from year to year. Who else but well-trained employees can contribute to the prosperity of an enterprise? Accidents, scrap and damage to
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Training and Need Assessment machinery and equipment can be avoided or minimized through training. Even dissatisfaction, complaints, absenteeism, and turnover can be reduced if employees are trained well. Future needs of employees will be met through training and development programs. Organizations take fresh diploma holders or graduates as apprentices or management trainees. They are absorbed after course completion. Training serves as an effective source of recruitment. Training is an investment in HR with a promise of better returns in future. A company's training and development pays dividends to the employee and the organization which devotes itself to training and development enhances its HR capabilities and strengthens its competitive edge. At the same time, the employee's personal and career goals are furthered, generally adding to his or her abilities and value to the employer. Ultimately, the objectives of the HR department are also furthered.

The Benefits of Employee Training

Training leads to improved profitability and/or more positive attitudes towards profit orientation. It improves the job knowledge and skills at all levels of the organization and improves the morale of the workforce. It helps people identify with organizational goals and create a better corporate image. It fosters authenticity, openness, trust and improves relationship between boss and subordinate. It helps in preparing guidelines for work. It provides information for future needs in all areas of the organization and organization gets more effective decision-making and problem-solving skills. It helps in keeping costs down in many areas, e.g. production, personnel, administration, etc and develop a sense of responsibility to the organization for being competent and knowledgeable. It also improves Labor-management relations and reduces outside consulting costs by utilizing competent internal consultation. It stimulates preventive management as opposed to putting out fires and eliminates suboptimal behavior (such as hiding tools). Training creates an appropriate climate for growth, communication, improving organizational communication and helps employees adjust to change.

Training and development objectives:

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.
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Training and Need Assessment

Individual Objectives: Individual objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives: Organizational objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives: Functional objectives maintain the departments contribution at a level suitable to the organizations needs. Societal Objectives: Social objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

Who is responsible for training and development?

Returning to the issue of responsibility: if the benefits are shared, shouldn't the responsibility also be shared? Traditionally, a manager might appraise each team member (sometimes in secret), personally decide what they needed by way of improvement and then prescribe the appropriate off-the-shelf training course. This is a Doctor model, where the manager acts as authority, diagnostician and decision-maker. Within limits, it can be efficient and it certainly saves time, but the lack of involvement of the individual can lead to lack of engagement with the training and therefore a lack of benefit. These days we see more of a Coach model in which the manager and individual discuss the training needs and make decisions together. The coach guides the individual through the process of identifying and meeting their development needs with an emphasis on which solution will suit both them and the business. Those with particular potential, the 'rising stars' may even manage

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Training and Need Assessment their own development allowance or budget and be free to seek tailored coaching outside the organization (on the understanding that the results are applied within the organization.) Ask yourself how it works in your workplace. Do individuals have development objectives? Are they imposed or agreed? How are development options chosen? Is the criteria solely business efficiency or does it also take into account the individual's learning style? Is there support available to apply the learning to their role? Are they coached through their career development? So think positive and engage your team in their own learning. The key factors are: involvement; discussion; business needs and personal aspirations; not just "training" but "learning"; and joint decision-making. That can mean joint success for you and your people.

Need Assessment:
Needs assessment diagnoses present problems and future challenges to be met through training and development. Organizations spend vast sums of money (usually as a percentage on turnover) on training and development. Before committing such huge resources, organizations would do well to the training needs of their employees. Organizations that implement training programs without conducting needs assessment may be making errors. For example, a needs assessment exercise reveal that less costly interventions (e.g. selection, compensation package, job redesign) could be used in lieu of training. Needs assessment occurs at two levels-group and individual. An individual obviously needs when his or her performance falls short of standards, that is, inadequacy in performance may be due to lack of skill or knowledge or any other problem. The problem of performance deficiency caused by absence of skills or knowledge can be remedied by training. Faulty selection, poor job design, uninspiring supervision or some personal problem may also result in poor performance. Transfer, job redesign, improving quality of supervision, or discharge will solve the problem. Assessment of training needs must also focus on anticipated skills of an employee. Technology changes fast and new technology demands new skills. It is necessary that the employee be acquire new skills. This will help him/her to progress in his or her career path. Training and development is essential to prepare the employee to handle more challenging tasks. Deputation to a part time MBA program is ideal to train and develop such employees. Individuals may also require new skills because of possible job transfers. Although job transfer common as
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Training and Need Assessment organizational personnel demands vary, they do not necessarily require training efforts. Employees commonly require only an orientation to new facilities and jobs. Recently however, economic forces have necessitated significant retraining efforts in order to assure continued employment for many individuals. Jobs have disappeared as technology, foreign competition, and the forces of supply and demand are changing the face of our industry. Assessment of training needs occurs at the group level too. Any change in the organizations strategy necessitates training of groups of employees. For example, when the organization decide to introduce a new line of products, sales personnel and production workers have to be trained to produce, sell and service the new products. Training can also be used when high scrap or accident rates, low morale and motivation, or other problems are diagnosed. Although training is not all, such undesirable happenings reflect poorly-trained workforce.

Issue in Needs assessment

Needs assessment, individual or group, should consider several issues Organizational Support: Needs assessment is likely to make inroads into organizational life. The assessment tends to change patterns of behavior of employees. When the needs assessment is carefully designed and supported by the organization, disruption is minimized and co-operation is much more likely to occur. Obviously, the analyst needs to take steps to work effectively with all parties and gain the trust and support of the participants in the needs assessment. Organizational Analysis: Having obtained organizational support, the next step in the needs assessment is an organizational analysis, which seeks to examine consideration of current and projected changes the goals of the organization (short-term and long-term), and the trends that are likely to affect these goals. The analyst needs to ask and answer the following questions: Is there a sufficient supply of people? How does the firm attract, retain and motivate diverse work-force?

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Training and Need Assessment How does the firm compete for individuals with the right skills, knowledge abilities and attitudes? How do employees make the firm competitive, domestically and internationally? Which are the target jobs that require training? These issues enable the analyst identify skill gaps in people, which training seeks to fill. Organizational analysis seeks to examine the goals of the organization and the trends that are likely to affect these goals. Task and KSA Analysis: In addition to obtaining organizational support and making organizational analysis, it is necessary to assess and identify what tasks are needed on each job and which knowledge, skills and abilities (KSAs) are necessary to perform these tasks. This assessment helps prepare a blue print that describes the KSAs to be achieved upon completion of the training program. Person Analysis: This analysis obliviously targets individual employees. A very important aspect of person analysis is to determine which necessary KSAs have already been learnt by the prospective trainee so that precious training time is not wasted repeating what has already been acquired. Also, employed who need to undergo training are identified at this stage. Benefit of Needs Assessment Training programs are designed to achieve specific goals that meet felt needs. There is always the temptation to begin training without a thorough analysis of these needs. Should this happen, the training program becomes inappropriate and its administration turn to be perfunctory. There are other benefits of needs assessment are other benefits of needs assessment: 1. Trainers may be informed about the broader needs of the trainees. 2. Trainers are able to pitch their course inputs closer to the specific needs of the trainees.

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Training and Need Assessment 3. Assessment makes training department more accountable and more clearly linked to other human resource activities, which may make the training program easier to sell to line manager.

Introduction to Hotel Industry:

One of the fastest growing sectors of the economy of our time is the hotel industry. The hotel industry alone is a multi-billion dollar and growing enterprise. It is exciting, never boring and offer unlimited opportunities. The hotel industry is diverse enough for people to work in different areas of interest and still be employed within the hotel industry. This trend is not just in India, but also globally. Modern hotels provide refined services to their guests. The customers or guests are always right. This principle necessitated application of management principles in the hotel industry and the hotel professionals realized that instrumentality of marketing principles in managing the hotel industry. The concept of total quality management is found getting an important place in the marketing management of hotels. This is emerging positive trend in thmotto of adding additional attractions to their service mix. It is against this background that we find the service mix more flexible in nature. The recruitment and training programs are required to be developed in the face of technological sophistication. The leading hotel companies have been found promoting an ongoing training program so that the personnel come to know about the use of sophisticated communication technologies.

Hotel The Concept

At the outset, we go through the concept of hotel. The common law says that hotel is a place where all who conduct, themselves properly and who being able and ready to pay for their entertainment, accommodation and other services including the boarding like a temporary home. It is home away from home where all the modern amenities and facilities are available on a payment basis. It is also considered to be a place where tourist stops, cease to be travelers and become customers. The definition presented by hotel operators to authorities of the National
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Training and Need Assessment Recovery Administration in Washington is found to be a more comprehensive definition, presented by Stuart Mc Namara. The definition states at, Primarily and fundamentally, a hotel is an establishment which supplies boarding and lodging not engaged in inter state commerce or in any intra state commerce, competitive with or affecting inter state commerce (or so related that the regulation of one involves the control of other).

Human Resource Practices in Hotel Industry

The hotel may furnish quarters and facilities for assemblage of people for social business or entertainment purposes and may engage in retaining portion of its premises for shops and businesses whose continuity (i.e., proximity) is deemed appropriate to a hotel. The assemblage of people for social business and entertainment purposes makes it essential that hotels are also furnished with a big conference hall where the maximum possible accommodation is available.

Ramada Hotel Multan

Ramada Multan Hotel Pakistan is located in the heart of the Multan City. Ramada Multan Hotel Pakistan is only 3 Kilometers away from the Multan Airport. It offers Free Shuttle Service to the Airport. Ramada Multan Hotel Pakistan is the only 4 Star in the area.

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Training and Need Assessment

Ramada Tiers
The chain offers different hotel "tiers" based on price and services offered.

Ramada Limited - budget-oriented properties, typically with no on-site restaurant, though a pool and deluxe continental breakfast are standard. Some Ramada Limiteds consist of rooms mixed with suites, or are entirely suites.

Ramada Inn/Inn & Suites/Suites - full-service properties with swimming pools, exercise rooms, room service, and free breakfast items. If there is no restaurant on site, a convenience store is usually on the premises. Some hotels have mixed rooms and suites, and a few are entirely suites.

Ramada Hotel/Hotel & Suites/Hotel & Resort -found only in Canada and international destinations, these are full-service hotels with room service, a full-service restaurant, and fullydeveloped fitness centers. Many of the international hotels also offer suites in addition to rooms, and a few have a resort and hotel together.

Ramada Plaza - lower "upscale" properties offering business centers, full-restaurants, enhanced room service, and concierges at many locations.

Ramada Resorts - found in international locations outside the USA; located in tourist destinations and high-traffic locations.

Different departments in Ramada:

The departments are classified on accounts of it function. They are as follows:

Food and Beverage (F&D) Department:

F & B deals mainly with food and beverage service allied activities. Different divisions are there in F & B like Restaurants, Specialty Restaurants, Coffee Shop (24 hrs.), Bar, Banquets, Room service etc. Apart from that they have Utility services (Cleaning).

Front Office Department:

The front office is the command post for processing reservations, registering guests, settling guest accounts (cashiering), and checking out guests. Front desk agents also handle the distribution of guestroom keys and mail, messages or other information for guests. The most visible part of the front office area is of course the front desk. The front desk can be a counter or, in some luxury hotels, an actual desk where a guest can sit down and register. 20

Training and Need Assessment Housekeeping Department:

The housekeeping department is another important department in hospitality world. Housekeeping is responsible for cleaning the hotels guestrooms and Public areas. This department has the largest staff, consisting of an assistant housekeeper, room inspectors, room attendants, a house person crew, linen room attendants and personnel in charge of employee uniforms. They may also have their own laundry and valet service. Hotels with laundry and valet Equipment may use it only for hotel linens and uniforms and send guest Clothing to an outside service where it can be handled with specialized equipment.

Training and development department: Until 2003 there was no training and development department in Ramada Multan. But after that they introduce the department in their hotel. Because due to the lack of their skills that how to deal with the customers thats why training became important for them. At first in Ramada there were no proper training programs for their employees and staff. But in 2003 Mr.Shehzad joined Ramada Multan and he realized that their employees need training and for this purpose he started training program in the hotel. Employees appreciate the chance to develop knowledge and skills without ever leaving work. And, you can customize the job training employees receive to your workplace needs, norms, and culture. Internal job training and employee development bring a special plus. Unlike external job training, examples, terminology, and opportunities can reflect the culture, environment, and needs of your workplace. You can offer powerful internal job training for employees to your significant advantage as an organization and service or product provider. Here are twelve ways to provide internal job training and significant employee development. Are you pursuing all of these opportunities for internal job training and employee development? If not, you should be. Media Centre: Get the latest news from Ramada in the media center. Press releases are updated regularly to give you the most up-to-date information

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Training and Need Assessment Orientation of new employees: They gave proper orientation session to their employees .They introduce their new employee to the whole staff. They enhance the knowledge of employees by giving them proper information of their organization.

Educational need of employees: When Mr.Shehzad enter in to the Ramada Multan they feel the need to give education to there employee about the staff and organization. So now the selection is based on the proper skills on the respective department. They consider educational background necessity for their organization.

Development programs: According to their top management they felt the huge importance of developing the skills in their employees because it is a hospitality organization and their employees are directly indulge with customers. Communication: They communicate their goals to their employees in the orientation program and training programs. Communicating the goals is very necessary for the progress of the organization because the employees and organizational goals should be similar.

Evaluation of training:
The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures hat whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.

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Training and Need Assessment

Purposes of Training Evaluation in Ramada:

The five main purposes of training evaluation are: Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly. Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes.

Conclusion:
After studying the training and need assessment of Ramada and making this report we conclude that training and development program is an integral part of every organization. Without training and development of employees according to new situation and technology one organization cannot succeed and compete. So from the study of Ramada Multan we come to know that Ramada was able to compete after the proper training of their employees. 23

Training and Need Assessment

Questionnaire: 1
NAME: Age: Designation: Department: 1- How training program helps you to forecast your job?

For Employees
GENDER:

_____________________________________________________________________________________ _____________________________________________________________________________________ 2- How many training sessions have you attended? _____________________________________________________________________________________ _____________________________________________________________________________________ 3- Which was more beneficial for you and why? _____________________________________________________________________________________ _____________________________________________________________________________________ 4- Do you feel need of training program? _____________________________________________________________________________________ _____________________________________________________________________________________ 5- From which training you get benefit on the job and off the job? _____________________________________________________________________________________ _____________________________________________________________________________________ 6- Did you resist when the training session started? _____________________________________________________________________________________ _____________________________________________________________________________________

7- Why you resist for training? ______________________________________________________________________________ ______________________________________________________________________________ Employees: 1- Muhammad Ikram 2- Abdu r Rehman

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Training and Need Assessment

Questionnaire: 2
Name: Age: Designation: Department: 1- Is it top management strategy to go for training session?

For Managers
Gender:

_____________________________________________________________________________________ _____________________________________________________________________________________ 2- Does your employee resists while start of training? _____________________________________________________________________________________ _____________________________________________________________________________________ 3- What is the importance of training? _____________________________________________________________________________________ _____________________________________________________________________________________ 4- What type of training you provide to your employees? _____________________________________________________________________________________ _____________________________________________________________________________________ 5- Did you find any progressive change after training program? _____________________________________________________________________________________ _____________________________________________________________________________________

6- What changes in behavioral and performance are expected? ______________________________________________________________________________ ______________________________________________________________________________ 7- Tell us the difference in behaviors of your employees before and after training sessions. ______________________________________________________________________________ ______________________________________________________________________________
Manager: Mr. Shehzad

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Result:

After taking the answers of the questionnaire which we had given to the employees of Ramada as well as the manager we found that they vary on the basis of their designation and the joining timings of their job. They are from various departments of Ramada. The result we conclude from them was that in the start they resist due to change because they thought that its just the waste of time and they cannot learn anything by taking these training programs but when the management told them the importance of training they happily start getting training. Because they realize that in the end its in their benefit. It enhances their skills and their performance.

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Training and Need Assessment

Case Study
Training Impact
Its all to do with training. You can do a lot if you are properly trained

Elizabeth 2 Queen of Great Britain

->Few years ago Mr.shezad joins Ramada in 2007 and felt the importance of training. He developed a strategy for training to enhance its sales force. An important of strategic plan was its objective. The objective was to create a plan of training which give fruitful output. This decision was passed to the top level management. They decided that organization strategic plans objectives functional tactics will decide this plan. After two or three meeting held on this issue, at last this was approved and came into functionality in me mid of 2007 Once an initial procedure was designed it was than educated and sends to the training council. The training council allocates the trainers according to the schedule. Training must contain certain attributes. He should be well educated, add humor\or during its training tell the stories, he practices what he deliver. Ramada felt resistance of change when they incorporated the training sessions. Employee felt uncomfortable and they were unwilling to go for it. They felt it waste of time. Being a well reputed organization they dont want to put this internal affair into market. Because this will demolish their reputation and exploited the matter to the worst condition. They talked to their masses. They told them the importance of training. They ensure them the training at end will be beneficial for them they ensure them the rewards in the form of skills, experience, good performance and self-confidence.

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Training and Need Assessment In the September of 2007, They properly started their training session those are continued till now. This training program enhanced their employee performance and the ability to cope with problems those are emerging in the environment. Training session in Ramada focus on two dimension while training the employees 1:Cognitive Training individuals who are impulsive, impatient and frustrated to learn to wait repeatedly while engaging in a positive stress reducing behavior such as muscle relaxation techniques or diaphragmatic breathing. They try to enhance their self esteem. 2:Behavioural

They highly focus on the behavioral aspect of the employees during training. Because they believe that having good attitude in organization, well mannered behavior with subordinates showing discipline in different activities in organization are having core importance in the reputation of organization. They advise them to be loyal, honest, hardworking trustworthy and devoted in their respective fields.

They give them training on weekly basis and sometime they do out sourcing as well for the good training of their employees. They advise their employees to go for online certifications for the improvement of their knowledge. They provide their employees online training sessions by the expertise of training. Their training varies from one department to another the majority focuses on training because this is a hospitality organization. So their employees are directly indulged in costumer services that are why they have to be aware for every moment. They have to keep their eyes and ears open as guest put step into RAMADA until they leave. They are trained in such a way that they have to serve their customers out off their niche. They basically give three types of training 1) Administrative 2) Weekly basis
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Training and Need Assessment 3) On the job training.

Employees and management both believe that all types of training are fruitful but Head of HR department said that I personally prefer on the job training its more practical and I love to have certification online training. I personally do so n also recommended to my juniors. One of delegation from JAPAN and TURKEY for the help of flood victims on august 2010 came into MULTAN. They selected RAMADA as a safe haven to stay. Because they felt that its most secure place to stay under the threats of terrorist .MR.Shezad( head of `HR` department ) meet the delegation .And asked about their comments why they want to stay here in RAMADA MR. John said that we are very comfortable while staying in RAMADA. We fell similar as we are in our own home. Your employees make us feel prestigious and honorable. They are dedicated towards their works as keeping terrorism in eye. They provide us best security measure. Mr. john said I saw your fire fighting team those are always ready to overcome any sort disaster. The hotel was full but due to the continuous demand of the delegation we gone for the accommodation of 200% in those days said by Mr Shahid Mehmood Due to effective and efficient training in RAMADA they got good words mouths from their customers. And their costumers belong to different area of world .Their training increased costumer retentions, customer loyalty and they are able to generate handsome amount of revenue. They are giving good compaction to their competitors.

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