Final Project 200

8/10/2019 Final Project 200

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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


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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


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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:


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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.


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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


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Sr.no. TITLE PG.NO

I EXECUTIVE SUMMARY

II OBJECTIVES OF PROJECTS

III RESEARCH METHODOLOGY

1 INTRODUCTION

1.1 INTRODUCTION TO HRM

1.2 SCOPE OF HRM

1.3 FUNCTIONS OF HRM

2 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 PRINCIPLES OF TRAINING

2.10 TYPES OF TRAINING

2.11 TREDITIONAL AND MODERN APPROACHOF TRAINING

2.12 DIFFERENCES BETWEEN TRAINING ANDDEVELOPMENT

2.13 METHODS OF TRAINING

2.14 THE PROCEDURE OF TRAINING

2.15 REQUIREMENT OF SUCCESSFULTRAINING PROGRAMME

2.16 PROFILE OF TRAINER

2.17 TRAINING EFFECTIVENESS


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2.18 NEEDS FOR TRAINING

2.19 TRAINING AND DEVELOPMENT INHOSPITALITY SECTOR

2.20 THE IMPORTANCE OF TRAINING INHOSPITALITY INDUSTRY

3 CASE STUDY

3.1 COMPANY PROFILE

3.2 ABOUT THE TEAM

3.3 TRAINING ACADEMY

4 CONCLUSION

5 APENDEX

6 BIBLIOGRAPHY


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EXECUTIVE SUMMARY

Someone has greatly said that practical knowledge is far better

than classroom teaching. During this project I fully realized thisand 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, thatthat 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 subjectto 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.


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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.


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RESEARCH METHODOLOGY

PRIMARY DATA:-

Survey Books Company visit

SECONDARY DATA:- Books Net


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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


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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


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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.


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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 self-

actualization.

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.


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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.


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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;


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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:


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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 andattracting 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.


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Function 7: Employee education, training and

development

In general, education is 'mind preparation' and is carried out remotefrom 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.);


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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.


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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 skillsof 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.


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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.


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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 withtraining in practical aspects of the job, such as operating or

repairing a machine, operating a computer, etc.


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ADVANTAGES OF TRAINING

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.

i) Higher

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.

To the company To the candidates


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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 companyis 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 dueto reduction in wastages. It helps to bring down the cost in the

areas of : Production Marketing


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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


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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.


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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 turnoverof 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


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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 isactively 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 examinationsor 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.


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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 declarationtheir 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.


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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 inthe 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.


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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 professionalinstitution 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.


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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 smarterworkforce and yield the best results.
http://traininganddevelopment.naukrihub.com/training.htmlhttp://traininganddevelopment.naukrihub.com/training-development.htmlhttp://traininganddevelopment.naukrihub.com/training-development.htmlhttp://traininganddevelopment.naukrihub.com/training-development.htmlhttp://traininganddevelopment.naukrihub.com/training-development.htmlhttp://traininganddevelopment.naukrihub.com/training-development.htmlhttp://traininganddevelopment.naukrihub.com/training.html


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DIFFRENCES BETWEEN TRAINING AND

DEVELOPMEN

TRAINING DEVELOPMENT

Training is skillsfocused.

Training is presumed to have

a formal education. Training needsdepends upon lack

or deficiency in

skills. Trainings aregenerally need

based. Training is anarrow concept

focused on job

related skills. Training may notinclude

development.

Development is

creating learning

abilities. Development is not

education. Development depends

on personal drive and

ambition.

Development is

voluntary.

Development is a

broader concept

focused on

personality

development. Development includes

training wherever

necessary.


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Training is aimedat improving job

related efficiencyand performance.

Development aims at

overall personal

effectiveness

including job

effectiveness.


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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

1. Job Rotation 1. Classroom Methods

2. Planned Progression 2. Simulation

3. Couching and Counseling 3. Business games

4. Understudies 4. Committees5. Junior Boards 5. Conferences

6. Reading , etc.

Methods of managerial Training andDevelopment

On-the-job Methods Off-the-job Methods


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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.


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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 activitiesemphasizing 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.


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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 fullyqualified 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.


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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.


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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 off-

the-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 isreduced 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


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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 usedin 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


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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.


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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 asa 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.


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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


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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.


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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


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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.


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PROFILE OF TRAINER

A trainer should have a following qualities :

1. Experienced : The trainer should be experienced. This helps tomake 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 self-

confidence.

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.


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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 thetrainees 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.


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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 organizationalgoals?

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 tothem?

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.


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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.


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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. Cost-

Value Relationship must also be taken into account to assess theeffectiveness 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.


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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 handlemore 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.


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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.

Individual Training Needs Identification Methods

Performance Appraisals

Interviews

Questionnaires

Attitude Surveys

Informal Observation

Group Discussions

Training Progress Feedback

Work Sampling

Rating Scales

Training needs = Job & Organizational requirements

Employee specification.


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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


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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 skilledemployees 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:


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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
http://traininganddevelopment.naukrihub.com/trainer.htmlhttp://traininganddevelopment.naukrihub.com/http://traininganddevelopment.naukrihub.com/http://traininganddevelopment.naukrihub.com/trainer.html


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The Importance of Management Training to the

Hospitality Industry

The importance of management training to the hospitality industryhas 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 becomecomplacent 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.


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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.


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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 management-

training 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.


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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.


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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.


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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 aCertified 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.


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Training Academy :

The Royal Palms Training Academy has been established with a

view to continuously enhance and upgrade the service standards ofthe 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,


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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


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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 wayto 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.


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BIBLIOGRAPHY

Human resources management- Sarah Gilmore & SteveWilliams.

WEBLIOGRAPHY www.google.com www.training&development.com

www.royalpalmsindia.com www.palmshotelmumbai.com www.tripadvisor.in/hotels
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Finding and analysis

1) Effective training methods :-

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

2) Willing to pay a fee.

0

20

40

60

80

100

120

very good

Excellent


77/77

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

groups.

pay fees

yes

no

Documents

Final Project 200