TOPIC

HR-TRAINING AND DEVELOPMENT

SUBMITTED BY
SHAHANE SMITA SHIVAJI
T.Y.B.M.S. (V SEMESTER)
PROJECT GUIDE

PROF.RAKHEE JOSHI
SUBMITTED TO

UNIVERSITY OF MUMBAI
RAJASTHANI SAMMELANS
Ghanshyamdas Saraf College
Affiliated to University of Mumbai
ACCREDITED BY NAAC WITH A GRADE
&
Durgadevi Saraf Junior College
(ARTS & COMMERCE)
S.V.Road, Malad (W)
Mumbai: 400064
Year: 2011-2012

RAJASTHANI SAMMELANS
Ghanshyamdas Saraf College
Affiliated to University of Mumbai
ACCREDITED BY NAAC WITH A GRADE
&
Durgadevi Saraf Junior College
(ARTS & COMMERCE)
S.V.Road, Malad (W)
Mumbai: 400064

CERTIFICATE
I, Prof. Rakhee Joshi, here by certify that Ms.Shahane Smita
Shivaji. a student of Ghanshyamdas Saraf college of T.Y.B.M.S.
(Semester V) has completed project on HR- TRAINING AND
DEVELOPMENT in the academic year 2011-2012. This
information submitted is true and original to the best of my
knowledge.

External Examiner:

Project Co-ordinator:

College Seal:
Principal:
Date:

Date:

ACKNOWLEDGEMENT
I take this opportunity to thank the UNIVERSITY
OF MUMBAI for giving me a chance to do this
project.
I express my sincere gratitude to the Principal,
Course Co-ordinator Mrs. Bhanukrishnan
Madam, Gguide Prof.Rakhee Joshi and our
librarian and other teachers for their constant
support and helping for completing this project.
I am also grateful to my friends for giving
support in my project. Lastly, I would like to
thank each and every person who helped me in
competing the project especially MY PARENTS.

DECLARATION

I Miss Shahane Smita Shivaji a student of Ghanshyamdas Saraf

College of Arts and Commerce, Malad (W) T.Y.B.M.S.
(Semester V) hereby declare that I have completed project on
HR-TRAINING AND DEVELOPMENT in the academic year
2011-2012.This information Submitted is true and original to
best of my knowledge.

Date:
Signature of student

Sr.no.

TITLE

EXECUTIVE SUMMARY

II

OBJECTIVES OF PROJECTS

III

RESEARCH METHODOLOGY

INTRODUCTION

1.1

INTRODUCTION TO HRM

1.2

SCOPE OF HRM

1.3

FUNCTIONS OF HRM

TRAINING AND DEVELOPMETN

2.1

SCOPE OF HRM

2.2

FUNCTIONS OF HRM

2.3

TRAINING AND DEVELOPMENT

2.4

IMPORTANCE OF TRAINING

2.5

PURPOSE AND OBJECTIVES OF TRAINING

2.6

AREAS OF TRAINING

2.7

ADVANTAGES OF TRAINING

2.8

BENEFITS OF TRAINING

2.9
2.10

PRINCIPLES OF TRAINING
TYPES OF TRAINING

2.11

TREDITIONAL AND MODERN APPROACH

OF TRAINING
DIFFERENCES BETWEEN TRAINING AND
DEVELOPMENT
METHODS OF TRAINING

2.12
2.13
2.14
2.15
2.16

THE PROCEDURE OF TRAINING

REQUIREMENT OF SUCCESSFUL
TRAINING PROGRAMME
PROFILE OF TRAINER

2.17

TRAINING EFFECTIVENESS

PG.NO

2.18

NEEDS FOR TRAINING

2.19

TRAINING AND DEVELOPMENT IN

HOSPITALITY SECTOR
THE IMPORTANCE OF TRAINING IN
HOSPITALITY INDUSTRY
CASE STUDY

3.1

COMPANY PROFILE

3.2

ABOUT THE TEAM

3.3

TRAINING ACADEMY

4
5

CONCLUSION
APENDEX

BIBLIOGRAPHY

2.20

EXECUTIVE SUMMARY
Someone has greatly said that practical knowledge is far better
than classroom teaching. During this project I fully realized this
and come to know that training and development is the part of
human resources management. It include all the activities involved
in providing the training to the employees, managers, workers.
The effective construction of any training and development
activity will exist to meet a perceived or actual need and these
needs should be accurately and carefully evaluated in order to
ensure whether they merit such as intervention and if they do, that
that should consist of when options are being considered, it is now
recognized that not all training necessarily involves attending
courses

although

this

is

an

option-

and

reorganizations

are

increasingly looking at hoe learning can occur via engagement in

workplace activities and challenges.
All organizational functions face security as to their effective
operations and training and development activities are also subject
to evaluation. In order to make a case for continued investment,
there needs to be an ongoing evaluation as to the benefits such
activities bring to the company.
Development issues challenges for the training and development
functions. This has been the trainer role move away from a focus
on provision and delivery to one concerned with the identification
and development of learning experiences.

Objectives of Study

To provide:

a state of the industry report consisting of an analysis of the

training needs of the hospitality industry , and the provision of
training and education services to meet those needs.

an extensive literature review on the opportunities and issues

related to the employment of employees in the hospitality industry.

a comprehensive analysis of the skills, characteristics and attributes

needed to succeed in the hospitality industry.

To illustrate the relationship that exist between HRM and learning,

Training and Development activities.

RESEARCH METHODOLOGY

PRIMARY DATA:

Survey

Books

Company visit

SECONDARY DATA: Books

Net

HUMAN RESOURCE MANAGEMENT

Human Resource Management (HRM), a relatively new term,

that emerged during the 1930s. Many people used to refer it before
by its traditional titles, such as Personnel Administration or
Personnel Management. But now, the trend is changing. It is now
termed as Human Resource Management (HRM). Human Resource
Management is a management function that helps an organization
select, recruit, train and develops.
Human Resource Management is defined as the people who staff
and manage organization. It comprises of the functions and
principles that are applied to retaining, training, developing, and
compensating the employees in organization. It is also applicable to
non-business organizations, such as education, healthcare etc.
HRM is concerned with managing people to improve individual,
group and organizational effectiveness. Human resources need to be
manages as organizations can prosper and progress only through the
committed and creative efforts and competencies of their human
resources.
The Human Resources Management (HRM) includes a variety of
activities, and key among them is deciding what staffing needs you
have and whether to use independent contractors or hire employees
to fill these needs, recruiting and training the best employees,
ensuring they are high performers, dealing with performance issues,
and ensuring your personnel and management practices conform to
various regulations. Activities also include managing your approach
to employee benefits and compensation, employee records and
personnel policies.
All the activities of employee, from the time of his entry into an

organization until he leaves, come under the horizon of HRM. The

divisions included in HRM are Recruitment, Performance
Management, Training and Development, Retention, Industrial
Relation, etc. Out of all these divisions, one such important division
is training and development

SCOPE OF HUMAN RESOURCES

MANAGEMENT
The scope of HRM is very wide.

1. Personnel aspect-This is concerned with manpower planning,

recruitment, selection, placement, transfer, promotion, training and
development, layoff and retrenchment, remuneration, incentives,
productivity etc.

2. Welfare aspect-It deals with working conditions and amenities

such as canteens, creches, rest and lunch rooms, housing, transport,
medical assistance, education, health and safety, recreation facilities,
etc.

3. Industrial relations aspect-This covers union-management

relations, joint consultation, collective bargaining, grievance and
disciplinary procedures, settlement of disputes, etc.

OBEJECTIVES OF HRM
The objectives of HRM are as follows:
To help the organization reach its goals.
To ensure effective utilization and maximum development of
human resources.
To ensure respect for human beings. To identify and satisfy the
needs of individuals.
To ensure reconciliation of individual goals with those of the
organization.
To achieve and maintain high morale among employees.
To provide the organization with well-trained and well-motivated
employees.
To increase to the fullest the employee's job satisfaction and selfactualization.
To develop and maintain a quality of work life.
To be ethically and socially responsive to the needs of society.
To develop overall personality of each employee in its
multidimensional aspect.

 To enhance employee's capabilities to perform the present job.

To equip the employees with precision and clarity in transaction
of business.
To inculcate the sense of team spirit, team work and inter-team
collaboration.

FUNCTIONS OF HRM

Function 1: Manpower planning

The penalties for not being correctly staffed are costly.

Understaffing loses the business economies of scale and

specialization, orders, customers and profits.

Overstaffing is wasteful and expensive, if sustained, and it is costly

to eliminate because of modern legislation in respect of redundancy
payments, consultation, minimum periods of notice, etc. Very
importantly, overstaffing reduces the competitive efficiency of the
business.
Future staffing needs will derive from:

Sales and production forecasts

The effects of technological change on task needs

Variations in the efficiency, productivity, flexibility of labor as a

result of training, work study, organizational change, new
motivations, etc.

Changes in employment practices

Changes in Government policies (investment incentives, regional or

trade grants, etc )

Function 2: Recruitment and selection of employees

Recruitment of staff should be preceded by:
An analysis of the job to be done written into a job description
so that the selectors know what physical and mental characteristics
applicants must possess, what qualities and attitudes are desirable
and what characteristics are a decided disadvantage;

In the case of replacement staff a critical questioning of the need

to recruit at all (replacement should rarely be an automatic process).

Equally some small organizations exist to 'head hunt', i.e. to attract

staff with high reputations from existing employers to the
recruiting employer. However, the 'cost' of poor selection is such
that, even for the mundane day-to-day jobs, those who recruit and
select should be well trained to judge the suitability of applicants.

Function 3: Employee motivation

To retain good staff and to encourage them to give of their best
while at work requires attention to the financial and psychological
and even physiological rewards offered by the organization as a
continuous exercise.
Basic financial rewards and conditions of service (e.g. working hours
per week) are determined externally (by national bargaining or
government minimum wage legislation) in many occupations but as
much as 50 % of the gross pay of manual workers is often the
result of local negotiations and details (e.g. which particular hours
shall be worked) of conditions of service are often more important
than the basics.
As staffing needs will vary with the productivity of the workforce
so good personnel policies are desirable. The latter can depend upon
other factors (like environment, welfare, employee benefits, etc.) but
unless the wage packet is accepted as 'fair and just' there will be
no motivation.

Function 4:Employee evaluation:

An organization needs constantly to take stock of its workforce and
to assess its performance in existing jobs for three reasons:

To improve organizational performance via improving the

performance of individual contributors (should be an automatic
process in the case of good managers, but (about annually) two key
questions should be posed:

1. what has been done to improve the performance of a person last

year?
2. what can be done to improve his or her performance in the year
to come?.

To identify potential, i.e. to recognize existing talent and to use

that to fill vacancies higher in the organization or to transfer
individuals into jobs where better use can be made of their abilities
or developing skills.

To provide an equitable method of linking payment to performance

where there are no numerical criteria (often this salary performance
review takes place about three months later and is kept quite
separate from 1. And 2. But is based on the same assessment).

Function 5: Industrial relations

Good industrial relations, while a recognizable and legitimate
objective for an organization, are difficult to define since a good
system of industrial relations involves complex relationships
between:
(a) Workers (and their informal and formal groups, i. e . trade union,
organizations and their representatives);
(b) Employers (and their managers and formal organizations like
trade and professional associations);
(c) The government and legislation and government agencies l and
'independent' agencies like the Advisory Conciliation and Arbitration
Service.

Function 6: Provision of employee services

Attention to the mental and physical well-being of employees is
normal in many organizations as a means of keeping good staff and
attracting others.
Among the activities regarded as normal are:

Schemes for occupational sick pay, extended sick leave and access
to the firm's medical adviser;

Schemes for bereavement or other special leave;

The rehabilitation of injured/unfit/ disabled employees and temporary

or permanent move to lighter work;

The maintenance of disablement statistics and registers

Provision of financial and other support for sports, social, hobbies,

activities of many kinds which are work related;

Provision of canteens and other catering facilities;

Provision of information handbooks,

Running of pre-retirement courses and similar fringe activities;

Care for the welfare aspects of health and safety legislation and
provision of first-aid training.
The location of the health and safety function within the
organization varies. Commonly a split of responsibilities exists under
which 'production' or 'engineering' management cares for the
provision of safe systems of work and safe places and machines
etc., but HRM is responsible for administration, training and
education in awareness and understanding of the law, and for the
alerting of all levels to new requirements.

Function 7: Employee education, training and

development
In general, education is 'mind preparation' and is carried out remote
from the actual work area, training is the systematic development
of the attitude, knowledge, skill pattern required by a person to
perform a given task or job adequately and development is 'the
growth of the individual in terms of ability, understanding and
awareness'.
Within an organization all three are necessary in order to:

Develop workers to undertake higher-grade tasks;

Provide the conventional training of new and young workers

Raise efficiency and standards of performance;

Meet legislative requirements (e.g. health and safety);

Inform people (induction training, pre-retirement courses, etc.);

TRAINING AND DEVELOPMENT

Training is one of the important aspects of manpower
development. It has gained significance since 1960s and continues
to be of growing importance for organization today. Training comes
next to recruitment, selection and placement. It normally relates to
the job assigned and is in the form of guidance/instructions for
performing the job safely and efficiently. It is necessary and useful
in the case of all categories of operative employees, supervisory
staff and managers. Training raises their skills and creates
confidence and ability to perform the job efficiently. It also
facilitates self-development and career development of employees.
Training is a normally viewed as a short term educational
process utilizing a planned, systematic and organized procedure by
which non-managerial personnel acquire the technical knowledge
and skills necessary for increased effectiveness in achieving
organizational goals. In fact, the main purpose of training is to
develop the human resources within the organization.
Training of employees is also essentials along with the
introduction new production techniques. Industrial training is for
short period but has wide coverage. It relates to knowledge,
information, technical skills, administrative skills and conceptual
skills and finally positive attitude building. Training is for
developing overall personality of an employee.
In simple words, training is a process of developing or
imparting skills, knowledge and changing attitudes so as to increase
individual, and organizational effectiveness.

Importance of Training
The importance of training and development to a larger extent
depends on human resource development. Training is most
important technique of human resource development. Training
develops human skills and efficiency. Trained employees would
be a valuable asset to an organization. Organizational efficiency,
productivity, progress and development to a greater extent
depend on training. Organizational objectives like viability,
stability and growth can also be achieved through training.

PURPOSES & OBJECTIVES OF TRAINING

& DEVELOPMENT
1. To improve quality of work force: a trained person makes less
operational mistakes, and at the same time takes less time to adjust
to new operations, hence there is an improvement in quality and
quantity of work performance.
2. To enhance employee growth: A trained and experienced employee
stands better chances for promotion, higher earnings and up
gradation in status.
3. To prevent obsolescence: It helps to up-date knowledge and skills
of employees. Training is a best means to fill up the information
gap.
4. To motivation personnel: At times, training acts as a means of
motivating the personnel, may be because they get a break from the
routing work during training period or may be because they are
learning new things.
5. To assist new comers: It helps to impart to new comers the basic
knowledge and skills they need to perform a challenging task
effectively and efficiently.
6. To increase productivity: Training increase the level of learning
and understanding the job. This in turn, results in overall
improvement in performance and productivity.
7. To improve health and safety: Training builds confidence among
workers. By training, the workers develop healthy and safety
attitudes. They take necessary precautions to avoid accidents.
8. To create reserve managerial force: Training creates a reserve
managerial force to face the problems of absenteeism, labour
turnover, etc.

9. To bridge the ever increasing gap between planning and

implementation of projects.
10. To meet the challenges posed by changes in technology. Training is
imparted so that employees can acquire new skills to meet
demands of technological changes.
11. To develop human potential and give expression to their creative
talents.
12. To have trained personnel at all levels.
13. To facilitates exchange of views and ideas between superiors and
subordinates.
14. To develop and maintain good labour relations.
15. To prepare the employees both new and old to meet the

present as well as the changing requirements of the job and

the organization.
16. To impart new entrants the basic knowledge and skill they

need for an intelligent performance of definite job.

17.To prepare employees for higher level tasks.
18.To broaden the minds of senior managers by providing them

with opportunities for an interchange of experiences within

and outside with a view to correcting the narrowness of
outlook that may arise from over specialization.
19.To ensure smooth and efficient working of the organization.

AREAS OF TRAINING
Training can be provided in the following areas:

1. Knowledge : training in this area aims at imparting information, and

guidelines to do a job better.
2. Attitudes : people develop attitudes towards their job and
organizational. Training is imparted to develop positive attitude
towards the job and the organization.
3. Administrative and conceptual skills : training is provided to
managerial personnel to develop administrative and conceptual
skills.
4. Social/human skills : the employees are trained in inter-personal
skills. This helps in dealing effectively both with outsiders and
insiders. Members work as a team rather than just as mere
individual.
5. Technical skills : in this case, the candidates is provided with
training in practical aspects of the job, such as operating or
repairing a machine, operating a computer, etc.

ADVANTAGES OF TRAINING
Organization spend vast sums of money or training and
development. Training is a productive investment in HR that
promises better returns in future. Training is, therefore, important not
only to the employees but also to the company.

ADVANTAGES OF TRAINING

To the company
i)
Higher

To the candidates

i) productivity

i) Confidence

ii) Reduced absenteeism

ii) Rewards

iii) Assist new comers

iii) Positive attitudes

1. TO THE COMPANY :
a) Increased efficiency and productivity: Trained employees perform
with greater speed and accuracy. They work with a feeling of
commitment and dedication. This is because not only knowledge
and skill is develop but also positive attitudes are developed
through training. There is qualitative and quantitative performance
on the part of employees.
b) Reduces supervision : Trained person require less supervision
because they know their job better and commit fewer mistakes. The
supervisor can concentrate on more important activities such as
planning and controlling.

c) Reduced accidents and wastages : Trained employees develop

positive attitude towards their job and organization. Such persons
are more interested in their jobs and as such they handle the
machines and materials with care and caution. This helps to reduce
accidents and wastages.
d) Reduced absenteeism and turnover : A trained person derives
more job satisfaction. Morale of trained staff is high. They do not
remain absent without sufficient cause. These are also less chances
of labour turnover.
e) Assist new comers : Trained develops confidence in new
employees. Newly appointed candidates feel sense of pride and
belonging towards the company. They understand that the company
is sincerely interested in them and as such the firm would be in a
position to obtain better services.
f) Information about firms policies and programs : Training can be
a means to communicate firms policies and programs to the
employees. Effective communication helps to obtain acceptance from
the employees and they co-operate to achieve firms goals.
g) Competent and capable employees : Training helps to create
competent and capable work force. This helps to meet problems
arising out of absenteeism, labour turnover, etc.
h) Better relations : Training helps to develop and improve:

Labour- management relations

Inter- departmental relations

Intra- departmental relations

i) Reduce costs : Training helps to reduce the cost of operations due

to reduction in wastages. It helps to bring down the cost in the
areas of :

Production
Marketing

 Personnel, etc.
j) Organizational development : Training facilitates organizational
development. It includes:

Minimum conflicts

Reduced stress

Managing change, etc

k) Other benefits :

it develops employees loyalty towards the firm.

It facilitates introduction of new technique.

There is a proper use of available resources.

It reduces grievances on the part of the employees, etc.

2) TO THE CANDIDATES :
a) Confidence in employees : Training develops confidence in
employees so that they can handle even difficult situations with
ease. Training helps the new comers to adjust easily with their new
job and environment.
b) Positive attitude : Training develops positive attitude in the
employees. Employees work with a positive frame of mind. This
results in higher efficiency and better rewards.
c) Chances for promotion : Trained personnel stand a fair chance of
being promoted. Instead of selecting people from outside sources, a
trained person can be promoted to higher levels.
d) Refreshing : Training refresh the employees. It not only provides the
information but also but is a small escape from routing work.
Refreshers training up-dates knowledge and skills of employees.
e) High rewards : Trained employees increase performance and
productivity. The fruits of higher returns are shared between the
company and staff. Enlightened staff also provides suggestions. If

the suggestions are cost effective, then the employees are rewarded
suitably.
f) Co-operation with others : Trained employees co-operate with
others and others co-operate with him. This results in team work
among the employees.
g) Develops skills : Employees can develop and improve their skills
due to training. They can develop:

communication skills.

Decision-making skills.

Problem-solving skills, etc.

BENEFITS OF TRAINING

Helps remove performance deficiencies in employees

Greater stability, flexibility and capacity for growth in an

organization

Accidents, scraps and damages to machinery can be avoided

Serves as effective source of recruitment

Reduces dissatisfaction, absenteeism, complaints and turnover

of employees

Helps person handle stress, tension, frustration and conflict

Provides a good climate for learning, growth and co-ordination

Improves labour management relations

Aids improving organizational communication

Helps employees adjust to change

Improves the moral of workforce

Develops a sense of responsibility to the organization for being

competent and knowledgeable

It is an investment in HR with a promise of better returns in

future

PRINCIPLES OF TRAINING

No one can disputes the role and importance of training in

imparting knowledge and information. It is often said the experience
is best method of learning. Training can never substitutes experience
but can certainly shorten the period required for experiencing. The
following principles are of a good training program:

1) Motivation : regardless of the quality of instructions, an indifferent

student will learn little. Because human behavior is goal-oriented, a
student must be motivated in order to learn. The training program
should motivate trainees to take interest and initiative in the
training process. For this, some attractions should be created. This
may be like pay increase, promotion or delegation of authority.
2) Active involvement : Learning is most efficient when the learner is
actively involved in the process rather than just listening to the
lecture. The students learning is more complete if he actually
perform the task to be learned. The student can get actively
involved in subject matter presented to him in form of theories and
concepts through case studies, classroom discussion, and role play.
3) Progress report : Research has demonstrated that people learn faster
when they are informed of their progress by means of examinations
or through the instructors comments. Providing the trainee with
progress reports facilities the learning process.
4) Re-inforcement: on completing of training, employee should either
be promoted or there should be increase in pay or status, otherwise,
he will lose faith in training programs.

5) Instructions in parts : Rather than presenting the whole training

program, at one time, most research indicates, it is better to break
instructions down into parts, thus creating a series of sub-goals for
the learner.
6) Experts trainers : training must be provided by highly qualified,
experience and matured persons with a balanced personality. Expert
trainers command lot of respect and attention from the learners.
7) Individual differences : it should be noted that there are individual
differences. Some take more time to understand concepts and
principles whereas others learn faster. Again, some are equipped
with more knowledge and information as compared to others.
Therefore, groups or batches should be made taking into declaration
their level of understanding and skills.
8) System of training : Training needs and objectives must be clearly
defined.

There should be a proper balance between theory and practice.

Training materials should be simple and meaningful.

Use of films, audio-visuals, makes training more interesting.

9) Ideal place : there must be ideal place of training. However, the

place of training depends upon a number of factors. If it is on the
job training then it has to be within the factory premises. Off the
job training should preferably be provided outside the company
premises.
10) Training period : It should neither too long or too short. Too long
period brings monotony and affects the actual work. Too short
period, the trainee does not get chance to learn much of the
knowledge and skills required.

TYPES OF TRAINING

1) Induction training: induction training refers to introduction of a

person to the job and to the organization. The purpose is to give
them birds eye view of the organization to newly joined
employees. When a new employee joins the company, he is like a
stranger in the company. In the beginning, he may feel insecure,
nervous and isolated. For induction training, information booklets are
issued and short informative films are shown. In addition, lecture by
personnel manager/HRD manager is also arranged.
The first few days are very vital to develop confidence in
the candidates and allow him to get adjusted to the new work
environment. Therefore, the supervisor or the departmental heads
must introduce him to the other members of the department. This
may help him to adjust with his work mates. The supervisor should
also give a brief about a company. The main purpose of induction
is to make the employee more comfortable so that he can easily
adjust to new environment.
Induction is provided in the following respects:

Introduction to existing employees.

A brief can be given about special achievement of the new

employee to the other employees and also of the other employees
to the new employees.

Making the new employee aware of the company background

history, branches, products, market-share, etc.

Information about the companies policies that is applicable to the

new employees.

Providing on-the-job instruction, and assisting or advertising in any

work related matter.

Clarifying any doubts and answering any queries that a person may
have about the job and the organization.

2) Job Training : it relates to specific jobs and gives information

about

the

machines

used, production

process, methods

used,

instruction to be followed, etc. this type of training helps to

understand job and develop skills.

3) Training for Promotion : promotion involves vertical transfer of an

employee, followed by a change in authority, responsibilities, status
new position so that the employee can effectively and efficiently
handle new task and challenges.

4) Refresher Training : the purpose is to refresh professional skill,

knowledge and experience of persons at higher executive position.
Refresher training provides information about new developments,
techniques, etc. Such training is necessary practically in all areas but
is very useful for up-dating technical and specialized knowledge.
This training is short duration and is given by professional
institution such as Indian institution of Management, productivity
councils, NITIE, etc.

5) Corrective

Training : Corrective

training

is

necessary

when

employees violent company rules and procedure. For example,

absence without prior sanction or smoking in a No Smoking
area or not using safety devices while operating dangerous
machines. Here, the behavior of the employees can not be change
simply by disciplinary action. The manager should handle the
problem with treatment that corrects the outlook rather than giving
punishment.

TRADITIONAL AND MODERN APPROACH

OF TRAINING AND DEVLOPMENT

a) Traditional Approach Most of the organizations before

never used to believe in training. They were holding the
traditional view that managers are born and not made. There
were also some views that training is a very costly affair
and not worth. Organizations used to believe more in
executive pinching. But now the scenario seems to be
changing.

b) Modern approach- modern approach of training and

development is that Indian Organizations have realized the
importance of corporate training. Training is now considered
as more of retention tool than a cost. The training system in
Indian Industry has been changed to create a smarter
workforce and yield the best results.

DIFFRENCES BETWEEN TRAINING AND

DEVELOPMEN

TRAINING

Training is skills
focused.

Training is
presumed to have
a formal education.

Training needs
depends upon lack

DEVELOPMENT
Development is
creating learning
abilities.
Development is not
education.
Development depends
on personal drive and
ambition.

or deficiency in
skills.

Trainings are

Development is
voluntary.

generally need
based.

Training is a
narrow concept
focused on job
related skills.

Training may not

Development is a
broader concept
focused on
personality
development.
Development includes

include

training wherever

development.

necessary.

Training is aimed
at improving job
related efficiency
and performance.

Development aims at
overall personal
effectiveness
including job
effectiveness.

METHODS OF TRAINING AND

DEVELOPMENT

Training and development methods can be divided into two groups

as follows:
I.

On-the-job Methods

II.

Off-the-job Methods

Methods of managerial Training and

Development

On-the-job Methods

Off-the-job Methods

1. Job Rotation

1. Classroom Methods

2.

Planned Progression

2.

Simulation

3.

Couching and Counseling

3.

Business games

4.

Understudies

4.

Committees

5.

Junior Boards

5.

Conferences

6.

Reading, etc.

ON-THE-JOB METHODS :Cannel (1997) has described it as training that is planned and
structured, and occurs at the trainees usual place of work. It can
vary in format and complexity, with the most commonly used
methods involving observing a skilled worker, learning by doing,
and job rotation, with the aim of teaching a set of skills.
During such a period of training, there may be little or no
useful output in the terms of productivity. A more recent innovation
in on-the-job training and learning is that of e-learning. This mode
of delivery is attractive to organizations and learners because the
learning material can be accessed at times to suit the individual,
with the learner controlling the amount of time devoted to it.

1. Job rotation: Job rotation involves the transfer of trainees from

one job to another and sometimes from one office to another
office. Job assignments under a rotation system may last for a
period of 3 months to 2 years. The trainee is given full duties and
responsibilities of the rotation position.
Advantages:

Position rotation promotes new organizational thinking and allow

for executive development.

It provides a rich experience to the candidates in a variety of

matters.

It does away with a monotony of routine duties.

It creates a second line of component executives to meet the

problems of absenteeism, turnover, etc.

It identifies the most suitable position for an executive. The position

in which he performs better is generally provided to him for a
longer duration.

It is more suitable for lower level managers.

Limitations:

It creates the problem for family members of the trainee to make

adjustments as and when the job rotation takes place, especially
when it involves transfer from one place to another.

A lot of time is wasted in learning every new job.

The trainee has to constantly adjust to new environment with every

rotation of job.

The subordinates have to continuously adjust and readjust their

behavior to conform a new leaders.

2. Planned Progression : it is a similar to job rotation, except that

every movement from one job to another involves higher pay,
position and duties. In job rotation, every movement involves more
or less same pay and position. Planned progression is more likely to
occur at higher managerial levels, whereas, job rotation occurs
mainly at lower level positions.
Like job rotation, planned progression is intended to give a
trainee a broad perspective or ideal to total corporate activities
emphasizing diversified instead of special skills and knowledge. This
is because top executive positions required generalists, rather than
specialist, who need a variety of job experiences.

3. Couching and counseling :

Couching : In couching, the superior plays an active role in
training the subordinate. The superior may assign challenging task
to the subordinate for the purpose of training. The superior may
assist and advice the subordinate to complete the assigned task. In
this case, the superior acts as a coach in training the subordinate.

Counseling : In this case, the superior plays a passive role in

training the subordinate. The superior may assign challenging task
to the subordinates for the purposed for training. The superior may
provide advice to the subordinate in the completion of task, if so
required. In this case, the superior acts as a guide rather than a
coach in training the subordinates.

4. Understudies : the trainee is given an understudy position. In this

case, the trainee, at a future date, is likely to assume the duties
and responsibilities of the position currently held by hid immediate
superior.
The understudy techniques ensures a company that a fully
qualified person will be available to take over a present managers
position whenever he leaves the position through promotion,
transfer, retirement or resignation. As an alternative, the personnel
department may make the selection of understudy. The departmental
manager will guide him (i.e. understudy) to learn his job and the
deal with the problems that confront the manager daily.
In understand technique learning by doing is emphasized.
Generally the understudy person plays the role of administrative
assistant or the assistant to who handles only those administrative
matters that the superior chooses to delegate. The superior may
also discuss the handling of daily operating problems, so as to give
the trainee some background and experience in such matters.

The understudy person is generally asked to the following:

He may be asked to investigate and make written recommendations

about problems and projects related to a unit or department.

He may also supervise a small group of employees to experience

leadership qualities.

He may be called to attend executives meetings either with or in

place of the superiors.

He may be called to assume superiors position in his absence.

Advantages :

It motivates the trainee to learn.

It brings the superior and subordinates more closer.

Learning takes place in the actual job environment.

It permits long range employee planning to take place on a

systematic and coordinates basis.

It creates second line of component executives to meet problems of

absenteeism, turnover, retirement, etc.

Disadvantages :

The understudy tends to perpetuate existing practices and as such

new ideas and creativity may not develop.

It discourage those subordinates who are not understudy.

Supervisors may fear training themselves out of position.

5. Junior Boards : in western countries, junior boards are formed. It

permit promising young middle-level managers to experience
problems and responsibilities faced by top-level executives in their
company. About 10 to 12 executives from diverse function within
the organization serve on the board for a term of say 6 months or
more.
The board is allowed to study any problem faced by the
organization, in respect of personnel policies, organizational design,
interdepartmental conflicts, etc., and to make recommendations to
the senior board of directors.

OFF-THE-JOB METHODS :
This usually consist of courses organized by internal or external
providers held away from the workplace. It could also include
planned organizational experiences in other companies. Whilst offthe-job training can be provide a learning environment away from
immediate work pressures and expose trainees to new ideas, it is
commonly perceived to be less than effective if not directly related
to real organizational issues.

a. Classroom Methods: Classroom methods for training managerial

personnel include lectures, discussion, role playing, and case study.

Lectures : It is a common method to impart facts, concepts,

principles, etc. to a large group at one time. The main advantage of
lecture is that it can be used for a very large group and there is
low cost per trainee. The major limitation is that it is a one-way
communication and that the learner does not learn by listening
only.

Discussion : combining lecture with discussion eliminates the

limitation of one-way communication. In this method the trainees
interact with the lecturer and any doubts or misunderstandings of
the concepts and principles are cleared.

Case study : In this technique, an actual or hypothetical problem is

presented to a training group for discussion and solution. It is
important to note that problems presented in cases usually do not
have a single solution, but narrow-mindedness of trainees is
reduced as problem solving ability is increased.

Role playing : In this case, each participants plays the role of

someone in a simulated situation. It is an excellent technique for
teaching human skills through practice and developing insight into

ones behavior. Role playing technique can be successfully used in

training field personnel for market surveys, sales promotion etc.

Advantages :

Training can be given to a large group of trainees at a time,

especially in the case of lecture method.

Both theoretical and practical aspects are emphasized.

Training can be done in a short period of time.

It is economical.

Senior and qualified expert can train the executives. At times, an

outside expert is invited to give a lecture or for debate.

It generates interaction among different executives belonging to

various departments, and ranks.
Limitations :

Some of the trainees do not take active part, especially in the case
of lecture method.

It is more theoretical in nature.

Interaction between the lecture and the trainees may not be

possible, especially, if there is a large gathering.

It is often unplanned and unorganized.

b. Simulation : A simulated learning situation is an limitation of

reality. It is a technique wherein the trained in an environment, that
closely reflects and represents actual work place. It tries to
duplicate actual conditions encountered on a job. It is mostly used
in training pilots by airlines. With the help of computers, it is
possible to simulate the number of critical job dimensions and
allows learning to take place without a risk to life or property

which otherwise would be incurred, if a mistake was made in a

real life situation.
Simulation is a very expensive training technique, but it is
useful or even necessary, where actual on-the-job practice could
result in a serious injury, a costly error, or a destruction of valuable
company materials or resources.

c. Business or management games : Business games are classroom

simulation exercises in which teams of individuals compete against
each other to achieve given objectives.
Teams are asked to make decisions concerning pricing,
production volumes, research expenditures, advertising and sales
promotion plans, channels of distribution etc. team actions and
decisions are fed into a computer that has been programmed
according to a particular model of the market.
Business games are intended to each trainees as how to make
management decisions in an integrated manner. Some concerns
might focus attention on general matters, while other focus on
specifically on a particular function field of general management
such as production control, sales promotion or financial management
or labour relations.
Business game participants learn by analyzing problems and
by making trial-and-error decisions.

d. Committees and Conferences :

Committees : A committee can be method of training. The
junior members of the committee can learn from the discussions
and interaction with the senior members of the committee. the
senior members also can learn from the opinions and views
expressed by the junior members. Committees can serve the purpose
of developing good social relations.

Conferences : in the case of conferences, group discussion and

meetings are held to discuss various issues and to provide solutions
to various problems. The chairperson leads the discussion and then
the participants attempt to provide solutions. The conference act as
a group interaction and exchange of views and ideas. It reshapes
thinking and attitudes of the participants. Like committees, the
conference can develop good social relations among the
participants.
The main difference between a committee and conference
is that committee members are always from within the company.
No outsider are invited. In conference, outsiders can be participants
and experts speakers are often invited to present their ideas to the
conference participants.

e. Readings : Planned reading of relevant and current management

literature is one of the best methods of management development. It
is essentially a self-development program. A manger may be aided
by training department, which often provides a list of valuable
books. The manger can discuss the relevant articles with a senior
manager and get necessary clarification.

THE PROCEDURE OF TRAINING

For a successful designing and conducting of training program, the
following procedure is required to be followed:

Determining Training Needs

Selecting Target Group

Preparing the Trainers

Preparing the Trainees

Developing Training Package

Presenting the Operation

trying out the Performance

Follow up

1. Determining Training Needs : The training needs can be identified

with the help of the following analysis :

Organizational Analysis

Resource Utilization Analysis

Manpower Analysis

These analyses should be integrated carefully to design and

execute the training program.
2. Selecting the Target Groups : It is necessary to decides who is to
be trained-new or old employees, unskilled or semi-skilled workers,
supervisors or executives. The type and methods to be used will
depend upon the type of person to be trained. It is also necessary
to create a desire for learning. The employees will be interested in
training if they believe that in will benefit them personally.
3. Preparing the trainers : The success of training program to a great
extent depends upon a instructor. The trainer must know both the
job to be taught and how to teach it. He should employ the right
training techniques. He should have:

An aptitude for teaching.

A pleasing personality.

Capacity for leadership.

4. Preparing the Trainees : The trainee should be put at ease. Most

people are somewhat nervous when approaching an unfamiliar task.
The trainee should be made to feel close to his normal working
condition. The trainer can familiarize him with the equipments, tools,
processes, etc.
5. Developing Training Package : This step involves deciding the
content of training, designing support material for training, deciding
budget for training packages and choosing the appropriate training
methods. A training course may cover time periods ranging from
one week to few months.
6. Presentation : This is the action phase of training. The trainer
explains, demonstrates and illustrate in order to put over the new
knowledge and operation. The learner should be told of the
sequence of the entire job, the need for each step in the job, the
relationship of the job to the total workflow, etc. Instruction should
be clear and complete. Key point should be stressed upon and one

point should be explained at a time. Audio-visual aids should be

used to demonstrate and illustrate. The trainee should be encourage
to ask questions in order to ensure that he rally knows and
understand the job.
7. Performance Tryout : the trainee is asked to do the job several
times slowly. His mistakes are corrected and if necessary the
complicated steps are explain again. As soon as the trainee
demonstrates that he can do the job, he is put on his own.
8. Follow up : The feedback generated through follow up will help to
reveal the weaknesses, if any. Necessary corrective action can be
taken. Follow-up action reinforces the learning process. It also helps
in designing future training program.

REQUIRMENT OF A SUCCESSFUL TRAINING

PROGRAM
To make a training program more effective, the following points
should be considered :
1. Need based training : The company should list out- the need for
training . now-a-days there is a continuous and constant need for
training because of changing nature of jobs, people and
organizations. The need for training program can be determined by :

Job Analysis : where a careful study about the job is done.

Organization Analysis : where the failures or weakness of the

organization (such as failure to achieve targets, poor planning etc.)
are analyses.

Organization Behavior Analysis : where the leadership styles,

communication patterns, motivation factors are analyses.

Productivity Analysis : where problems of high cost and low

productivity are analyses.

2. Objectives of Training : Every training program should have well

defined and specific objectives, whether the objectives is to develop
positive attitudes or whether to develop new skills or whether to
refresh the candidates. Setting of objectives facilitates comparison of
performance.

3. Principles of training to be followed : every training program

should consider the training principles such as :

Motivation

Active Involvement

Progress Reports.

Reinforcement

Instruction in parts, etc.

4. Selection of Trainees : Selection of trainees must be done properly.

Those who need the training most must be considered on priority
basis. In most government departments, the seniority factor is
considered, which need not be the case.

5. Selection of Trainers : Expert, qualified and matured persons must

be selected as trainers. They should as trainers. They should possess
strong expression and communication skills.

6. Training Method : One of the important point to be considered is

the method of training. Selection of the appropriate method i.e.
weather on-the-job or off-the-job depends upon a number of factors
such as

Need for training.

Objectives of training.

Level for which training is imparted.

PROFILE OF TRAINER
A trainer should have a following qualities :
1. Experienced : The trainer should be experienced. This helps to
make a proper judgment for selecting the right type of training for
the individual candidates.

2. Expertise Knowledge : The trainer must be expert in his subject.

He needs to have superior knowledge than that of his trainees. He
should have good educational or technical and practical knowledge.

3. Good Personality : Personality is the sum total of physical, mental

and social qualities. A trainer should have a good personality that
he can easily establish good rapport with his trainees.

4. Self-Confidence : A trainer must have self-confidence. This will help

him to solve problems and face challenging situations during the
training program. He can influence his trainees if he is selfconfidence.

5. Communication Skills : The trainer should have good

communication skills. The details in the training program that the
trainers explain, illustrate and demonstrate should be understood
clearly by the trainees. Also, he should clearly understand any
communication from his trainees.

6. Administrative Skills : The trainer also needs to have good

communication skills. He should have the ability to plan and
organize the training program effectively. He should also have the
ability to direct his trainees and to control their activities.

7. Human Skills : A good trainer should have good inter-personal

skills to understand others. He should be matured enough to
understand the feeling and emotions of his trainees.

8. Discipline : A good trainer must be a disciplined person. If he is

disciplined, then he would be in a better position to command
discipline from his trainees.

9. Coach and Guide : The trainer should act as a coach and a guide
to direct his trainees. As a coach, he may actively direct his
trainees as to what to do, how to do and when to do a particular
activity. As a guide, he may provide advise as and when the
trainees require to carry out their activities.

10. Patience : If the trainees do not understand properly, the trainer

needs to have patience to explain and demonstrate the training
techniques again. He should identify the mistakes of the trainees
and should be corrected patiently. Also, he should be patient to
listen to the views, opinions and complaints of the trainees.

HOW TO EVALUATE THE EFFECTIVENESS

OF TRAINING PROGRAM
Training involves time, effort and expenses. Therefore, it is always
advisable to find out the contribution of a training program towards
organizational and employees development. The training program
should answer the following questions:

1.

Did the change occur?

2. Is the change due to training?

3. Is the change positively related to the achievement of organizational
goals?
4. Will similar changes occur with new participants in the same
training program?
In evaluating training program, measures of change fall into four
categories :

Reaction : How to participants feel about the training program?

Learning : To what extent the trainees learned what was taught to

them?

Behavior : what on-the-job changes in behavior occur because of

attendance at the training program?

Results : To what extent have cost-related behavioral outcomes (e.g.

quantity and quality improvement, absenteeism reduction, etc.)
resulted from the training?
Training can be said to be effective, if it has led to :

1. Improvement in efficiency of labour.

2. Reduction in absenteeism and labour turnover.
3. Reduction in a number of accidents.
4. Better discipline.
5. Better labour-management relations.

6. Qualitative and quantitative improvement in production or work

performance.
7. Reduction in supervision costs.
8. Safety and healthy precaution.
9. Efficient methods of working.
10. Proper care of tools and equipment.
11. Reduction in wastage.
12. Better working conditions.
13. Enhancement of employees personal growth.
14. Growth of the company.

EVALUATION OF TRAINING

Reaction Evaluation

Questionnaires

Mails

Feedback to training department

Outcome of Evaluation

Immediate

Intermediate

Ultimate

Training program can also be evaluated on the basis of

employee satisfaction which in turn can be viewed on the
basis of:
1.Decrease in employee turnover.
2.Decrease in absenteeism.
3.Decrease in number and severity of accidents.
4.Betterment of employee morale.
5.Decrease in grievance and disciplinary cases.
6.Reduction in time to earn piece rates.
7.Decrease in number of discharge or dismissals and trainer and
their contribution to raise production, reduce wastage, breakage,
minimization of time requirement etc.

Cost-value relationship of a training program or a training

technique is helpful in:
(a) determining the priorities for training (for present and potential
managers, age structure of the trainees etc) ,
(b) matching the employee and job through training,
(c) determining the work of management sacrifices like time
Taken by training program, non-availability of staff for production
During training period etc
(d) choosing the right training method.

Other methods of training evaluation are:

1. Immediate assessment of trainees reaction to the pro-gram.
2.Trainees observation during training program.
3.Knowing trainees expectations before the training program and
collecting their views regarding the attainment of the expectations
after training.
4.Seeking opinion of trainees superior regarding his/her job
performance and behavior before and after training.
5.Evaluation of trainees skill level before and after training
program.
6.Measurement of improvement in trainees on the job behavior.
7.Examination of testing system before and after sometime of the
training program.
8.Measurement of trainees attitudes after training program.
9.Cost-benefit analysis of the training program.
10.Seeking opinion of trainees colleagues regarding his/her job
performance and behavior.

Inference:
In the immediate sense, the specific course of training can be
evaluated in terms of written and performance teats. The test
is supported by a sample of what the trainee knows or can do.
Successful accomplishment of the tests would indicate
successful training. But the true test is whether or not has been
learned in training is successfully transferred and applied to the
job. It is dangerous to rely upon tests alone to demonstrate the
true value of training. Performance appraisal on the job before
and after training may be supplemented to the tests. CostValue Relationship must also be taken into account to assess the
effectiveness of the training. Cost factor in training should be
taken into consideration in evaluating the training
effectiveness. Cost of various techniques of training and their
value in the form of reduced learning time, improved learning
and higher performance can be taken into account.
Any one of the possible combination of the methods of training
evaluation listed below can be used by an organization for
evaluation depending upon the need and convenience.

Need For Training

Individual level :

To match employee specifications with the job requirements.

Technological advances.

Diagnosis of present problems and future challenges.

Improve individual performance or fix up performance

deficiency.

Improve skills or knowledge or any other problem.

To anticipate future skill-needs and prepare employee to handle

more challenging tasks.

To prepare for possible job transfer.

Group level:

To face any change in organization strategy at group levels.

When new products and services are launched.

To avoid scraps and accident rates.

To minimize resistance to change.

Improve health and safety.

Improve organizational climate.

Prevention of obsolescence.

Determining Of Training Needs

Training needs are identified on the basis of organizational

analysis, job analysis and man analysis. Training programme,
training methods and course content are to be planned on the basis
of training needs.

Training needs = Job & Organizational requirements

Employee specification.

Individual Training Needs Identification Methods

Performance Appraisals

Interviews

Questionnaires

Attitude Surveys

Informal Observation

Group Discussions

Training Progress Feedback

Work Sampling

Rating Scales

Group Level Training Needs Identification

Organizational Goals and Objectives

Personnel / Skills Inventories

Organizational Climate Indices

Efficiency Indices

Exit Interviews

MBO / Work Planning Systems

Quality Circles

Customer Satisfaction Survey

Analysis of Current and Anticipated Changes

TRAINING AND DEVELOPMENT IN

HOSPITALITY SECTOR
Hospitality sector is growing at a very fast rate in India. The
sector is growing at a rate of approximately 8%. This sector can be
classified into

hotel industry, travel and tourism, restaurants, pubs,

clubs and bars, contract catering, and aviation. Other than that,
opportunities also exist in universities, sporting venues, exhibition
centers and smaller events management companies.

The major challenge of this sector is shortage of skilled

employees along with the challenge of attrition rate. Skilled chefs
and managers are in great demand. Managers require huge range of
competencies such as, people management, viable skills, business
insights, analytic skills, succession planning
Resource development in order to get success in this sector. In
addition to that, employees are not enough trained on Business
Etiquettes, Courtesy, and Business Communication. Hospitality is all
about handling people. So an employee must have right attitude,
tolerance, and listening skills in order to move up the hierarchy.
There is still a long way to go to inculcate good public relation,
interpersonal skills.

With the increase in competition due to the coming up of

major players like Four Seasons, Shangri-La, Aman Resorts, etc the
need to train employees has increased more than ever before. The
major players are now strategizing to increase the turnover of the
customers by training their employees on Communication, Dining
and Business etiquettes, etc. Some of the essentials required by this
sector are:

Good infrastructure

Trained trainer

Quality of content

Certification of training course

Effective Training evaluation

Training and Development Programs are available for the following
areas:

Food Production

Food and Beverage Service

Front Office

Housekeeping

The Importance of Management Training to the

Hospitality Industry
The importance of management training to the hospitality industry
has been highlighted by Peterson & Hicks (1996). According to
Peterson & Hicks (1996) management training is vital because of
the unavoidable changes that occur in organisations. To achieve
continuing progress successful organisations will reprogram
themselves and retrain their employees accordingly, e.g. to gain a
competitive edge over their competitors by improving service
quality in their hotel etc.

Consequences of not training

Peterson & Hicks (1996) are also adamant that those organisations
that are successful at present but continue unchanged and become
complacent will be in for a big shock.
They argue that training is a continuous process and that peoples
skills need to be continually updated to avoid becoming obsolete
just like technologies which become outdated if development is not
ongoing.

Benefits of Effective Training

While Peterson & Hicks (1996) have highlighted the consequences
of not training they also pointed out how organizations benefit
from effective management training.
The effect of management training at the top filters downward
throughout the entire organization where well trained staff build
stronger teams of employees, in turn leading to better financial
results.
Gob (1999) believes that Hospitality operators are generally strong
believers in management training and are prepared to invest in
effective training programmes.
One example is,
"In the early 90s, the Mirage Hotel & Casino in Las Vegas and
ARAMARK spent over $5.5 and $25 million respectively on
training. These financial commitments were made in hope of
producing capable managers that can deal with new and uncertain
challenges"
The importance of management training is reiterated by John
Russell, president of HFSs Hospitality division, who stated in the
October 1996 issue of Hotel & Motel Management,
"The chains that survive will be the ones that focus on training"

The Economys Effect on Training

Investment in training will hopefully produce managers that can
deal with new challenges etc and guide the organization forward in
a positive and competent manner. (E.g. changes in the Economy
etc). During the 80s due to economic instability many Hospitality
organizations closed management training programs to save money.
Once these problems subsided almost all organizations reintroduced
the management training programs because,
"The cost of formal management training is money well spent
resulting in effective satisfied employees"
This underlines one of the three approaches put forward by
Armstrong that in good times organizations would invest in training
and in bad times the training budget would be the first to cut.

Importance of Training to the Employee

According to Gob (1999) this is an area that is often overlooked,
as new employees are eager to become contributing members of
the team. Employees may therefore see the amount of time and
effort, which an organization spends, on them to help them become
competent as a strong indication of their importance to the
organization. Conversely the lack of a strong training program can
be from the employees perspective as an indication that the
employee is not important enough to warrant any attention & effort
from the organization.

Educations Viewpoint on Management

Trainings Importance
Most educational institutions that run Hospitality managementtraining programmes are very much aware of the importance of
training according to Gob (1999). The educational programs are, in
a way, a form of management training themselves.
According to Gob (1999) most Hospitality professionals are agreed
on the theoretical aspects of management training. There will
always be differences of opinion as to the practical application of
the theory.

Hospitality Managers
Management training will not only help managers to manage and
develop the business; it will also help them to identify the training
required for their employees. Knowledge of and commitment to
proper training implementation by management is crucial to the
overall success of any organizations training programme.

CASE STUDY

Company profile :Palms Hotel is owned by Amir Nensey, an entrepreneur engaged in

the acquisition of land, its development, and sale of the developed
properties including prestigious and gigantic hotels, Hill resorts,
houses and gardens, Pine Wood Parks, Forest Hills, residential
flats, apartments etc.

Royal Palms Estate, a 240 acres lifestyle township is a

manifestation of his rare vision and Palms Hotel is located within
this very estate. With such a rich history and background in
business, Nensey has created a true masterpiece of a business
destination in the form of Palms Hotel Mumbai.

ABOUT THE TEAM

Mr. Praveen Mani

Head - Training Academy

Mr. Manis experience in hospitality spans 20 years. He has played
a key role in the development and growth of the training academy.
Mr. Mani brings extensive hotel experience right from operations
and management to training. With his diverse experiences as an
F&B Manager, Front Office Manager, Sales Director, and General
Manager, a lecturer and a Vice- Principal of the prestigious London
College of Management. Mr. Mani believes that training is not just
to enhance the skills but it is a tool necessary for growth- both
technical and attitudinal, as only attitude and not aptitude decides
ones altitude in an organization.

A graduate in Hotel Management, he holds a degree from the

Institute of Hotel Management and Catering technology [IHM] Mumbai, Indias leading Hotel Management School. He also is a
Certified Hospitality Educator of American Hotels and Lodging
Association. He is now specializing with an MBA in Hospitality
Management. He was also in charge of the paper setting and
corrections of the first batch of The Bachelor of Hotel & Tourism
Management Degree Program of the prestigious Mumbai University.
He is also a qualified lead auditor for ISO Certification from DNV.

Training Academy :
The Royal Palms Training Academy has been established with a
view to continuously enhance and upgrade the service standards of
the entire Royal Palms Group. It is a premium establishment that
represents the corporate and hospitality vision of Royal Palms India
Pvt. Ltd. which is to exceed the expectations of the guests by
providing paramount services. The torch bearer of this mission is
Royal Palms Training Academy that is dedicated to performance
enhancement and focuses towards incessant training and
development thereby inspiring our team to achieve guest delight.

The Academy has been conducting classes everyday towards this

goal. Continuous up gradation of soft skills and technical
proficiency is the aim of the academy and this is done with a
particular emphasis on personalization of services offered to the
guests

The integration of proven academic excellence together with The

Royal Palms incomparable property management strengths provides
the associates of The Royal Palms Training Academy with an
unrivalled opportunity - the best academic techniques and practical
experience in the most inspiring hotel, restaurant and recreational
environment.

The Training Academy offers extensive and quantifiable coaching to

the corporate division in the areas of soft skills such as
Communications, Leadership, Team Dynamics, Sales and Marketing,
Customer Service, Interpersonal Skills and technical expertise for
our hospitality divisions such as Advanced Housekeeping services,

Advanced culinary skills, Front Office and Concierge, Food &

Beverage, Butler services etc at all levels.

The Royal Palms Training Academy looks after the training needs
of The Palms Hotel (a five star deluxe villa hotel), and The
Imperial Palace Hotel (An upcoming super luxurious hotel of 450 +
rooms). In addition to these hotels The Royal Palms Training
Academy also conducts training for the corporate office of The
Royal Palms, the Emerald Club, the entire security staff of the
estate, The Orchard Mall and all the support staff of the entire
estate.

On an average the total number of associates trained every week is

six hundred and rising. We plan to shortly start operations in retail
sector training- the Orchard Road Mall and the third five- star
deluxe property- The Imperial Palace Hotel shortly. The quantum
of associates forecasted to be trained is two thousand five hundred
plus per week.

The training for the staff is one hour per week per staff. This is
in addition to intensive on the job training which is imparted on a
regular basis. This has gone a long way in standardizing the levels
of service offered by the various departments of the Royal Palms
Group. The Royal Palms Training Academy also conducts
management development programs on a regular basis to enhance
the quality of the top management of The Royal Palms Group.

We use a basic classroom based approach supplemented with

experiential and blended learning methodology of on- the- job
training. We use a combination of training methods like
Participatory Lectures, Brain Storming, Group Discussions and Role

Plays. The logical approach to learning determines what people

must know and do at a particular job or in a specific department
with a particular emphasis on personalized guest service.

This systematic approach to training ensures that people are

prepared for their work by having the necessary knowledge, skills,
and attitudes. The trainers create customized training solutions for
each department and at each level. Through diverse modules we try
to un-lock the hidden potential within the individual to bring about
a complete transformation in both technical and people skills.

The Academy has a plethora of well- furnished classrooms equipped

with the latest in modern technology like LCDs, internet access
and is located in the spacious premises of Royal Palms.

Our aim at Royal Palms Training Academy is to set and imbibe

international service standards. We understand that the service
standards of the world are continuously evolving. New services like
butler service and advanced housekeeping services are becoming the
need of the hour.

We at the Royal Palms Training Academy would like to

incorporate these global service principles into our hotels, which we
realize is sorely lacking here in India. We believe that introduction
of skilled personnel from abroad already trained in these specialized
skills working in co-ordination with our staff will go a long way
to raise and enhance the general skill set. It would be the prime
objective of the Royal Palms Training Academy to initiate and
monitor a mentoring program so as to disseminate these skills to
our existing staff along with giving them an international exposure.

In keeping with our commitment toward global competitiveness, we

recruit not just hospitality associates but also those from premier
management institutes in areas like Marketing, Human Resources
and Finance. These top notch M.B.A.s from the premier institutes
of India will provide the global competitive edge in sync with the
professionalism of The Royal Palms Group.

In just over two years of its operations, Royal Palms Training

Academy has succeeded in setting up new benchmarks in training
and development. It is our sincere endeavor to provide training
solutions to the needs of the corporate and hospitality sector and
maintain a cutting edge position in the delivery of training and
development.

BIBLIOGRAPHY
Human

resources management- Sarah Gilmore & Steve

Williams.

WEBLIOGRAPHY
www.google.com
www.training&development.com
www.royalpalmsindia.com
www.palmshotelmumbai.com
www.tripadvisor.in/hotels

Finding and analysis

1) Effective training methods :-

120
100
80
60
40

very good

20

Excellent

Ans :- they should provide lectures to achieve their learning goals.

2) Willing to pay a fee.

pay fees

yes
no

Ans:- majority says they will pay fees for hire outside training
groups.