Project T&D at Capital IQ- FINAl

8/2/2019 Project T&D at Capital IQ- FINAl

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JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY KAKINADA

A STUDY ON TRAINING AND DEVELOPMENT AT CAPITAL IQHYDERABAD

Submitted to

Jawaharlal Nehru Technological University, Kakinada.

In partial fulfillment of the requirements for the award of degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted by

S. ASHISH

10H71E0004

Under the guidance ofMr. J. VENKATA RAMANA

Assistant Professor

DEPARTMENT OF MANAGEMENT STUDIES

Devineni Venkata Ramana & Dr. Hima Sekhar

MIC College of TechnologyKanchikacherla, Krishna district, pin: 521180.A.P.India 2010-2012


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Devineni Venkata Ramana &Dr.Hima Sekhar

MIC COLLEGE OF TECHNOLOGY

(An ISO 9001-2000 Certified Institution)

Kanchikacherla, Krishna District, Pin: 521180.A.P.India.

MASTER OF BUSINESS ADMINISTRATION

CERTIFICATE

Certified that the project work entitled A STUDY ON TRAINING ANDDEVELOPMENT AT CAPITAL IQ, HYDERABAD which is a bonafide work

presented by S.ASHISH, bearing register number 10H71E0004, in partial fulfillment of therequirements for the award of degree of Master of Business Administration by Jawaharlal NehruTechnological University, Kakinada during the academic year 2010-2012. It is certified that allcorrections indicated during the internal assessment have been incorporated in the report. Theproject report has been approved as it satisfies the academic requirements in respect of the projectwork prescribed for the said degree.

Guide Head of the Department

Mr. J. VENKATA RAMANA Dr.T.S.NAGESWARA RAOAssistant Professor Professor

Principal

Dr K.B.K.RAO

Examiner-1 Examiner-2


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ACKNOWLEDGEMENT

I am highly thankful to Mr. J. VENKATA RAMANA, Assistant Professor of

Department of Management Studies for his inspiring guidance and for providing the backgroundknowledge in every phase of my project in a systematic manner and in completion of the project.

With immense respect, I express my sincere gratitude to Dr.T.S.Nageswara Rao,

Professor and Head, Department of Management Studies for encouraging me at every stage. I

would like to thank Dr.K.B.K Rao, Principal, MIC College of Technology, Prof N.Krishna,

Director, MIC College of Technology, Prof.D.Pandurangarao, Secretary, MIC College of

Technology, for permitting me to take up my project work and to complete the project

successfully.

I would also like to thank Mr. Ayappa Raju,HR MANAGERand other officials of

CAPITAL IQ HYDERABAD for permitting me to do the project in their organization and

guiding me at every step.

I would like to express my sincere and heartful thanks to all the faculty members of the

Department for their continuous co-operation, which has given me the clarity and motivation to

push forward to buildup adamant aspiration over the completion of my project Finally I thank one

and all directly and indirectly that helped me to complete my project successfully.

S.ASHISH

(10H71E0004)


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DECLARATION

I,S.ASHISH, bearing register number10H71E0004, do hereby declare that thisproject work entitled A STUDY ON TRAINING AND DEVELOPMENT AT

CAPITAL IQ, HYDERABAD was carried out by me under the guidance of Mr. J.

VENKATA RAMANA, Asst Prof. This project work is submitted to Jawaharlal Nehru

Technological University, Kakinada in fulfillment of the requirement for the award of Master of

Business Administration during the academic year 2010-2012.

S.ASHISH

(10H71E0004)


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CONTENTS

CHAPTER-I

INTRODUCTION

CHAPTER-II

INDUSTRY & COMPANY PROFILE

CHAPTER-III

RESEARCH METHODOLOGY

CHAPTER-IV

DATA ANALYSIS & INTERPRETATIONS

CHAPTER-V

FINDINGS & SUGGESTIONS

BIBLIOGRAPHY


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CHAPTER-I


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INTRODUCTION:

An organization either Business or Industrial Enterprises needs many factors for its growth,

further development and for its very survival. The most important factors are Capital, Materials,

Machineries and Human Resources as the success or failure of any organization depends on theeffective combination of these factors. Managing all other factors is comparatively easier than

managing Human Resources. The Human Resources are most important and need to be handled

carefully. Since all the others factors are handled by the human resources, they have to be trained

in an effective manner to utilize the resources at optimal level to get the desired output and thereby

to reach the organization goals. The effective combination of all these factors results to way for

success.

Training is defined as learning that is provided in order to improve performance on the

present job. A person's performance is improved by showing how to master a new or established

technology. The technology may be a piece of heavy machinery, a computer, a procedure for

creating a product, or a method of providing a service.

Oliver Sheldon says No industry can rendered efficient so long as the fact remains

unrecognized that the in principally human not a mass of machines and technical process but a

body of men. If manpower is properly utilized it causes the industry to run at its maximum

optimization getting results and also work for as an climax for industrial and group satisfaction in

the relation to the work formed. Competitive advantage is therefore depends on the knowledge and

skill possessed by employee more than the finance or market structure by organization.

The employee training not only serves the purpose to develop their employers but also safe

guard organizational objectives of survival and success through competitive advantages. The

training function now popularly called as Human Resource Development, coordinates the

provision of training and development experiences in organization.

Organization and individual should develop and progress simultaneously for their survival

and attainment of mutual goals. So every modern management has to develop the organization

through human resources development. Employee training is the important sub system of human

resources development. Employee training is a specialized function and is one of the fundamental

operative functions for human resources management.


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In recent years, the scope of Training and Development has broadened from simply

providing training programs to facilitating learning throughout the organization in a wide variety of

ways. There is increasing recognition that employees can and should learn continuously, and that

they can learn from experience and from each other as well as from formally structured training

programs. Nevertheless, formal training is still essential for most organizations or teaches them

how to perform in their initial assignment, to improve the current performance of employees who

may not be working as effectively as desired, to prepare employees for future promotions and

increased responsibilities. The Computer Application Training and New Employee Training are

most popular training topics. Various Management and supervisory skills such as leadership,

performance appraisal, interviewing, and problem solving were also commonly taught.

Many organizations provide Train-the trainer courses for superiors or peers who will in

turn provide on-the-job training to others. Besides being one of the most important HRM

functions, Training and Development is also one of the most expensive.

MEANING:

TRAINING

After an employee is selected, placed and introduced, he or she needs to be provided with

training facilities. The training is the act of increasing the knowledge and skill of an employee for

doing the particular job. Training is a short term educational process and utilizing systematic and

organized procedure by which an employee is learning the technical knowledge.

Training is part of Human Resource Development. It is concerned with training,

development, and education. Training has been defined as an organized learning experience,

conducted in a definite time period, to increase the possibility of improving job performance and

growth.

Although learning can be incidental, training is concerned with the worker learning clear

and concise standards of performance or objectives. Training is the acquisition of technology

which permits employees to perform their present job to standards. It improves human

performance on the job the employee is presently doing or is being hired to do. Also, it is given

when new technology in introduced into the workplace.


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DEVELOPMENT

Executive Development consists of all activities by which executives learn to improve

behavior and performance. It is designed to improve the effectiveness of managers in present jobs

and to prepare them to the higher jobs in future. Executive or Management Development issystematic process of Learning and Growth by which managerial personnel gain and apply skills

and knowledge.

Development is training people to acquire new horizons, technologies, or viewpoints. It

enables leaders to guide their organizations onto new expectations by being proactive rather than

reactive. It enables workers to create better products, faster services, and more competitive

organizations. It is learning for growth of the individual, but not related to a specific present or

future job. Unlike training, which can be completely evaluated, development cannot always befully evaluated. This does not mean that we should abandon development programs, as helping

people to grow and develop is what keeps an organization in the cutting edge of competitive

environments. Development can be considered the forefront of what many now call the Learning

Organization.

Development involves changes in an organism that are systematic, organized, and

successiveand are thought to serve an adaptive function. Training could be compared this

metaphor -if I miss one meal in a day, then I will not be able to work as effectively due to a lack ofnutrition. While development would be compared to this metaphor -if I do not eat, then I will

starve to death. The survival of the organization requires development throughout the ranks in

order to survive, while training makes the organization more effective and efficient in its day-to-

day operations.

DEFINITIONS:

TRAINING


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According to Staimez

Training is a short term process utilizing a systematic and organized procedure by which

non-managerial personnel to learn technical knowledge and skill.

According to S. P. Robbins

Training is a learning process which seeks a relatively permanent change in behavior that

occurs as a result of experience.

According to Hessking (1971)

Training is defined as a sequence of experiences or opportunities designed to modify

behavior in order to attain a stated objective.

According to Advice Saint

Training includes any efforts within the organization to teach, instruct, coach, develop

employees in technical skills knowledge principles and to provide insight into attitudes towards the

organization.

According to Oatey

Training is defined as any activity, which deliberately attempts to improve a persons skillat work. This training is defined as systematic development at attitude, knowledge and skilled

behavioral pattern required by individual in order to perform adequately and efficiently a given

task or job.

According to Edwin.B.Flippo

Training is the act of increasing the knowledge and skill of an employee for doing a

particular job.

DEVELOPMENT

According to Micheal J.Jucius


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Executive Development is the programme by which Executives capacities to achieve

desired objectives are increased.

According to Mamoria

Development covers not only the activities which improve job performance, but also those

which bring about growth of personality, helps individual in the process towards maturity and

actualization of this potential capacities so that they become not only good employees but also both

good men and women.

According to Edwin B.Flippo

Management Development includes the process by which the managers and executives

acquire not only skills and competency in the jobs but also capabilities of future managerial tasksof increasing the difficulty and scope.

FEATURES OF TRAINING:

Increases knowledge and skills for doing a particular job.

It bridges the gap between job needs and employee skills, knowledge and

behavior.

It is oriented towards short-term performance concerns.

It helps to focus attention on current job.

NEED AND IMPORTANCE OF THE TRAINING:

NEED FOR TRAINING

Training must be tailored to fit the organizations strategy and structure. It is seen as

pivotal in implementing organization-wide culture-change efforts, such as developing a

commitment to customer service, adopting total quality management, or making a transition to

self-directed work teams. Pace-setting Human Resource Development departments have moved

from simply providing training on demand to solving organizational problems. Trainers see

themselves as internal consultants or performance improvement specialists rather than just


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instructional designers or classroom presenters. Training is only one of the remedies that may be

applied by the new breed of Human Resource Development practitioners.

In an age of network organizations, alliances, and long-term relationships with just-in-time

suppliers, leading companies are finding that they need to train people other than their ownemployees. Some organization offer quality training to their suppliers to ensure the quality of

critical inputs. Organizations with a strong focus on customer service may provide training for

purchasers to their product.

IMPORTANCE OF TRAINING IN RECENT YEARS

Recent changes in the environment of business have made the Training and Development

function even more important in helping organization maintain competitiveness and prepare for the

future. Technological innovations and the pressure of global competition have changed the ways

organizations operate and the skills that their employee need. The tight labor market has increased

the importance of training in several ways.

First higher employee turnover means that more new employees need training.

Second, it has been suggested that frequent and relevant development experiences are an

effective way to gain employee loyalty and enhance retention of top-quality staff.

To increase the productivity of the Organization.

To create higher employee morale in the Organization.

A trained employee may require less supervision than an untrained employee.

A trained worker may have experience in order to reduce wastages in the process of

production.


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BENEFITS OF TRAINING:

Leads to improve profitability and more positive attitudes towards profit organization.

Improves the job knowledge and skills at all levels of the organization.

Improves the morals of the workforce.

Helps people to identify with organizational goals.

Helps to create a better corporate image.

Openness and trust.

Improves labour - management relations.

Reduces outside consulting costs by utilizing competent internal consulting.

Helps employee adjust to change.

Creates an appropriate climate for growth and communication.

TRAINING OBJECTIVES:

Generally line manager ask the personnel manager to formulate the training policies. The

personnel manager formulates the following training objectives in keeping the companys goals

and objectives:

To prepare the employees, both new and old to meet the present as well as the changing

requirements of the job and the organization.

To prevent obsolescence.

To impart the new entrants the basic knowledge and skills they need for an intelligent

performance of a definite job.

To develop the potentialities of people for the next level job.

To ensure smooth and efficient working of a department. To ensure economical output of required quality.

DISTINCTIONS BETWEEN TRAINING AND DEVELOPMENT:

LEARNINGDIMENSION

TRAINING DEVELOPMENT


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Meant for Operatives ExecutivesFocus Current job Current and future jobsScope Individual employee Work group or organizationGoal Fix current skill deficit Prepare for future work demandsInitiated by Management The individual

Content Specific job related information General knowledgeTime frame Immediate Long term

AREAS OF TRAINING:

Knowledge

Technical Skill

Social Skill

Techniques

WHO ARE THE TRAINEES?

Trainees should be selected on basis of self-nominations recommendations of supervisors

or by the Human Resource Department. Whatever is the basis it is advisable to have two or more

target audience.

WHO ARE THE TRAINERS?

Training and development programs may be conducted by several people including thefollowing:

Immediate supervisors.

Co-employees as in buddy systems.

Members of the personal staff.

Specialist in other parts of the company.

Outside consultants.

Industry association.

Faculty members at universities.

Who among these are selected to teach often depends on where the program is held and the

skilled that is being thought. On the other hand, inter personal and conceptual skills for managers

or taught at the universities.


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Training procedure:

BENEFITS OF TRAINING:

Leads to improved profitability and / or more positive attitude towards profit orientation.

Improves the Job knowledge and skills at all levels of the organization.

Improves the morale of the workforce.

Helps people identity with organizational goals Helps create a better corporate image

Fasters authenticity, openness and trust

Improves the relationship between boss and subordinate

Aids is organizational development

Preparing the Instructor.

Preparing the Trainee.

Getting ready to teach.

Presenting the operation.

Try out the trainees performance.

Feedback/ Follow up.


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Learn from the trainee

Helps prepare guide lines for work

Aids in understanding and carrying out organizational policies

Provide information for future needs in all areas of the organization Organization gets more effective decision making and problem solving

Aids is development for promotion from within

Aids in developing leadership skills, motivation, locality, better attitudes, and other aspects

that successful workers and managers usually display.

Aids is increasing productivity and / or quality of work

Improves labor management relations

Creates an appropriate for growth, communication Helps employees adjust to change.

Aids in handling conflict, thereby helping to prevent stress and tension.

TYPES OF TRAINING:

Skill Training:

Skill Training is needed for training in basic skills such as reading, writing, computing,

speaking, listening, problem solving, managing oneself, knowing how to learn, team work,

leadership skill, etc.,

Refresher Training:

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

training. By organizing short-term courses which incorporate the latest development in a

particular field.

Cross Functional Training:

It involves training employees to perform operations in the areas other than their

job assigned.


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Team Training:

It generally covers two areas: Content tasks and Group processes. Content

task specify the teams goals such as cost control and problem solving. Group processes

reflect the way of the members function as a team, for example, how they interact witheach other.

Creativity Training:

Some companies encourage their employees to think differently for a new creativity.

In creativity training, trainers often focus on breaking away, generate new ideas and

delaying judgment.

Diversity Training:

It considers all of the diverse dimensions in the work place like race, gender, age,

disability, life style, culture, education, ideas and back grounds. It aims to create better

cross-cultural sensitivity.

Literacy Training:

Inability to write, speak and work well with others could often creates problems inthe way of discharging duties, especially at the lower levels. Functionally literacy programs

focus on the basic skills required to perform a job

TYPES OF TRAINING PROGRAMS:

Preliminary Training Programmer

These training programmers are specially designed & conducted for all the new

employees joining the organization. The training is conducted for the period of 2 days in

which the trainee can be rejected from employment, due to poor performance. The training

curriculum is prepared by the HR dept. DBT (Department Based Training) is given to all

those who have successfully completed the preliminary training. It includes department


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wise training after which the employees are allocated with their respective departments,

based on their performance.

Individual Development Plan:

Training requirement recommend for an employee during the performance appraisal

by his/her reporting manager. This training could be expected internally. Individual

development plan is tuned for primarily meeting the employee's developmental needs

identified by the reporting manager during the Half-yearly performance appraisal. These

training are consolidated and the Training In-charge ensures that the employees attend the

recommended training.

Organizational initiative:

Is the training need forecasting by the senior management from the

perspective of the organizational development, Organizational initiative are strategic

initiatives taken by the senior management address specific issues concerning the overall

development of the employees in the organization.

Training Methods:

1. On the Job Training

2. Off the Job Training

1. ON THE JOB TRAINING

Methods of On the Job Training under the present organization are

a. Job Rotation

b. Job Instruction Training

c. Coaching


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d. Apprenticeship Training

e. Committee Assignments

JOB ROTATION

Job Rotation implies systematic, planned and co-ordinated effort to transfer an executive

from job to job or from plant to plant. The main aim of job rotation is to broaden the general

background of the training business. A junior entrant who is new to the organization requires a

considerable degree of specialized knowledge and skill but a man can never acquire the diversified

skill unless he is put in different types of situations.

In the job rotation, management trainee/employee is made to move from one function to

another at planned intervals. Job rotation is widely used as a management executive development

program which makes the employee or management trainee, a multi-tasking individual. It can be

done either vertical or horizontal.

JOB INSTRUCTION TRAINING

Under this method instruction is being given by the senior or the instructor and the

employee or the junior will follow the instruction laid by the senior in order to arrive their task or

to co-operate with the management so as to increase the productivity.

COACHING

Under this method the immediate superior guides the subordinates about various methods

and skills of job. He briefs the trainees what new is expected from him and also guides him how to

get it. He also watches their performance.

Training under experienced worker they are coached and instructed by skilled co-worker by

supervisor by special trainee instructor.

Advantages:

i. Excellent for supervisor.


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ii. Quick and economical.

iii. Sequences in logical and simple.

iv. Instructions are clear and concise.

APPRENTICESHIP TRAINING

This training is combination of On and Off the job training. The department of Labor

regulates apprenticeship programs, and often management and a union jointly sponsor

apprenticeship training. This training is normally given to artisans, electricians, plumbers,

bricklayers etc., the duration is normally varied from 2 to 6 years.

Apprenticeship training is carried out under the guidance and intimate supervision of

master craftsman or expert worker/supervisor. During apprenticeship training period, the trainees

are paid less than that of a qualified worker.

Advantages:

i. Workmanship is good.

ii. Immediate returns from training.

iii. Economical, better loyalty.

iv. Feed back is given quickly about the correctives of performance.

Disadvantages:

i. It takes times to learn the skill.

ii. Required job knowledge is too complex.

COMMITTEE ASSIGNMENTS

Under this method ad-hoc committee is constructed and is assigned a subject related to

make recommendations. Through the discussion in the committee meetings the performance of the

members are reviewed and grade is given according to the performance.


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2. OFF-THE-JOB METHOD

1. VESTIBULE TRAINING

2. ROLE PLAYING

3. LECTURE AND VIDEO PRESENTATION

4. CASE STUDY

5. SIMULATION

6. MANAGEMENT GAMES

7. IN-BASKET EXERCISE

8. SELF STUDY

9. LABORATORY TRAINING

1. VESTIBULE TRAINING:

In this method, actual work conditions are simulated in a classroom.

Material, files and equipment that are used in actual job performance are also used in training.

This type of training is commonly used for training personnel for electrical and semi-skilled

jobs. The duration of this training ranges from a few days to a few weeks. Theory can be

related to practice in this method.

2. ROLE PLAYING:

The role-play method requires participants to enact roles on the basics of

a written script or oral description of a particular situation. The enactment process provides an

insight and Understanding of the demand and situations of the assigned role, Thereby

facilitating empathy with another (actual) role. The main Interpersonal problem and attitude

change. If not handled well, However, It could degenerate into a childish exercise, where,

Instead of focusing on the problem to be understood the situation

3. LECTURES AND VIDEO PRESENTATION :Lecture and other off-job techniques ten to rely more heavily on

communication rather than modeling, which is used in on-the-job programs. These approaches

are applied in both training and development. Lecture is a organization of materials. However,

participation, can be improved when discussion is permitted along with the lecture process.


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Television, Films presentation is similar to lectures. A meaningful organization of materials is

a potential strength, along with initial audience interest.

4. CASE STUDY:

The case us an actual situation, which is written for discussion purpose.Analysis would need problem identification, analysis of the situation and of its causes. These

would be several solutions to problem, and each of these alternatives and their implications

need to examine. In the real world, on many occasions, a manager may not have all the

relevant information with him before taking decision. Similarly, the case method approximates

this reality and in many situations decisions are taken with limited data. The managerial

response in such a situation is understood and as such case analysis helps the trainees to

develop problem-solving skills.

5. SIMULATION:

A simulation exercise involves a mechanical simulator that replicates the

major features of the work situation. Driving Simulators used in drivers education programs

are example. This training method is similar to vestibule training, except the more often

provides instantaneous feedback on performance.

6. MANAGEMENT GAMES:

The game is build around the model of a business situation and

Trainees are divided into teams representing the management of competing companies. They

simulate the real-life process of taking Operating decisions. Decisions taken are analyzed by a

computer, or manually, and the implications of these decisions are feedback. The Game is

played in several rounds.

7. IN-BASKET EXERCISE:

This is a simulation training technique designed around the

incoming mail of a manager. A variety of situations is presented which would usually be

dealt with by an executive in his working and then analyzed. Feedback on his decision forces

him to re-consider only his administrative actions but also his behavioral style. A Variation of


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this is the incident method where significant incidents having behavioral implications are used

as a training method.

8. SELF STUDY:

Carefully planned instructional materials can be used to train and developemployees. These are practically useful when employees are dispersed geographically or when

learning requires little interaction. Self study techniques range from manuals to prerecord

cassettes or videotapes. Unfortunately, few learning principles are included in this type of

training.

9. LABORATORY TRAINING:

Laboratory training is a form of group training primarily used

to enhance interpersonal skills. It too can be used to develop desired Behavior for future jobresponsibilities. Participants seek to improve their human relations skills by better

understanding themselves and others. It involves sharing experience and examining the

Feelings, behavior, perception, and reactions that result. Usually a Trained professional serves

a facilitator. The process relies on Participations, feedback and repetition. One popular form

of Laboratory training is sensitivity training, which seeks to improve Persons sensitivity to the

feelings of others.

DATA SOURCES USED IN TRAINING NEEDS ASSESSMENT:

ORGANISATIONAL

ANALYSIS

TASK ANALYSIS PERSON ANALYSIS

Organizational goal and

objectives

Job description Performance data

Personnel inventories Job specifications Work samplingsSkills Performance InterviewsOrganizational climate Performing the job QuestionnairesEfficiency Work sampling TestsSub system Job literature Employees attitude


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Management requests Questions about job Training processExit interviews Training committees Rating skillsMBO Operating problems CIT

TRAINING AND DEVELOPMENT IN CAPITAL IQ:

Training in Capital IQ helps its employee in their individual growth, which in

turn results in organizational growth. HR consolidates all the needs and prepares training calendar.

Programs are conducted as per the calendar.

Training process at CIQ:

In process, 3 weeks to 3 months training is given which depends on their respective

department.

As 80% of the technology is experienced, buddy systems are used where the seniors

explain about the work process to juniors/new joiners.

The return on investment is good as there is better learning.

Induction and orientation:

The goal is to provide an appropriate orientation for each new person. Beginning with

the orientation program and continuing through out ones development, the firms strive to reinforce

CIQ shared values.

Orientation includes:

Information about the firm's history.

Mission and values.

Objectives.

Organizational structure.


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Range of services.

Benefit programs.

Professional matters.

Introduction to numerous people.

Probation and conformation:

A probation period helps the company to monitor the performance of new employees

and to take corrective actions at the initial stage of employment. All newly hired employees of CIQ

will be on probation for a period of 3 months from the date of their appointment.

If the management considers it necessary, the probation period can be extended and ifemployee's performance were still not found satisfactory, the services of the employees would be

discontinued.

Appreciation sharing:

There is team appreciation rather than individual appreciation.

Job discrimination:

CIQ recruits hire and promise for all job classifications without regard to race, religion,

color, creed, national origin, age, sex, marital status, sexual orientation, disability and citizenship

status. All staffing decisions are base solely on the qualifications of each individual.

Promotion and growth is the result of performance. It encourages better performance of

employees. Where promotions are not possible, CIQ will try and offer opportunities through

expansion of roles and higher responsibilities within the same role.

TRAINING PROCEDURE IN CAPITAL IQ:

Objective:

The objective of the procedure is to define the activities performed for effective

identification, development and delivery of trainings within CIQ.


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To define goals & objectives of training.

To ensure that trainings provided to each new existing employee as per his/her need on a

proactive basis.

Scope:

This procedure applies to all kinds of training required within CIQ this includes approved

technical, non-technical training needs.

The scope of the training may include; the preliminary training (Induction), on the job

training (departmental specific), project specific training needs or employee's

developmental requirements.

Responsibilities:

Training In-charge (Manager-HR).

Responsible for carrying out all training activities, implementing training policies organize

the group manager's review and implementation of their action points and suggestions

towards production improvement.

Managing all training related communication and activities of conceptualizing, definingand designing new course.

Identifying, selecting and designing new course.

Assessment and monitoring attendance of employees during the training programs.

Faculty/Trainers:

To facilitate the transfer of knowledge and skills, on the assigned training topic. Preparation of courseware and assessment of trainees.

Senior management (management review team).

Responsible to give strategic direction


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Depute the internal faculty for conducting in-house trainings, which can evaluate the

course requirement. The training in-charge to coordinate these activities.

Inputs:

Following inputs (one or more) will be required to start the training process.

Training plan authorized by the Sr.Director.

Training needs identification form.

Training curriculum for the compulsory trainings (Preliminary training/ induction).

Course Materials.

Outputs:

Following outputs (one or more) are expected.

Attendance sheet.

Training record of individual employees.

Training effectiveness measurement/ evaluation form.

Procedure: Training plan development and revision.

Training plan development and revision is done through the combination of the following.

Yearly, as per Training Needs identified in the Business Plan, Half yearly, as per the inputs

given by the HOD's (Head of the Department) of the employee during performance

appraisal through development plan.

Training needs felt during the review meetings.

The Training plan will be controlled and managed by the HR department and any changes

made to the same should be reviewed and approved by the Sr.Director.

NEW EMPLOYEE TRAINING IN CAPITAL IQ:


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Preliminary training:

Preliminary training is a two-day introductory session for all the newly joined employees.

It is platform where the employee gets an opportunity to acquaint themselves with the company.

Objective and scope of preliminary training:

To introduce capital IQ to the new employee, with information about us as regards the

nature of business of our company and scope of our work production flow process.

To explain certain terms that is specific to our organization/industry but commonly used in

all departments.

To explain certain cases the nomenclature used in India differs from US.GAAP.

To evaluate the employees on grounds of:

Communication skills.

Ability to grasp.

Subject knowledge.

Computer familiarity.

Participation in the training session.

Nature of doubts asked.

PLANNING TRAINING PROGRAMME:

Training program design:

A course curriculum for each program offered in the Training Calendar will be

prepared in consultation with the divisional Heads. Based on the feedback; these course outlines

are periodically modified. Menu of training programs shall be developed for the preliminarytraining& Departmental training. The senior management will review the same twice in a year, to

provide feedback for further improvement.

TRAINING METHODOLOGIES:


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On the job training:

This methodology will be utilized depending on the departmental requirements.

This method will provide on the job work experience & role-playing to employees.

This is generally after the preliminary training or when employees are shifted to newdepartments.

Class room training:

Classroom as training vehicle shall be utilized depending on requirement and availability

of the skilled faculty.

Nominating employees for training

The nominating for the ELTP (Entry-level training program] will be sent by therecruitment in-charge to the training in-charge.

The Divisional Managers/Team leaders are authorized to nominate his

team member for department based training or individual development plan (IDP).

Cancellation of nominations to external training programme where financial

commitment is already made is not possible. However, alternative nominations as

approved by the reporting manager may be allowed.

IMPLIMANTATION OF TRAINING PROGRAMME:

Checklist:

The progress of all training programs planned will be tracked with the help of the

checklist.

Attendance:

The attendees of a training program need to sing an attendance form, which

shall be maintained as a record of training program attended.

Feedback on training:


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The participants will fill up a feedback at the end of the training program.

Absentee

Details of employees who have been nominated for the training and have not

reported or were absent shall be recorded. The list of absentees shall be communicated to the

reporting manager.

Performance Assessment:

Assessment of the trainee is mandatory in case of entry-level training programme

& other technical training programs. The faculty will use different methods like tests to evaluate

the participants. Training division will record the assessment details made by faculty.

MAINTENANCE OF TRAINING RECORDS:

The training coordinator is responsible for maintaining all the training records and

the database. The hard copy of training database shall be maintained for the period of six months.

The training database will be updated once in a month with the various training data.

Training programme review:

The training In-charge shall report the status of the training program, which will be

reviewed by the senior management. It would review the training plan that has been implemented

and plan for the future periods. The strategies, plans, action points decided in this meeting are

recorded.

Training materials:

All the internal training materials will be managed and controlled and will follow the

organization standards. All the training material, both internal and external will be maintained in acentralized repository.

Department specific training:


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This marks the beginning of actual training in the department, which the employee has been

recruited.

Department specific training is pertaining to the three-production department being income

statement, cash flow and balance sheet& footnotes data only.

Certainly, this is for longer duration around 3-4 weeks differing from one department to

another based upon level of intricacies involved in each department.

Feedback from the employee:

Once the training is completed for a new trainee, his performance report during

the training period including the test from reports hall be reviewed by the Sr.Director and

necessary feedback is taken from him before he is moved to the data- extraction departments.

Cross department training:

The total training programmed that we have mentioned from the beginning was

considering new employees. However, HR division also handles Inter-Dept Training program for

an existing employee. Upon the request placed by the concerned division manager.

Identification of subject for teaching:

A teaching session would be held with a group of RAs (Research Associates) in thefollowing situations on the topics identified. Based on the results the testing it is found necessary

to have a testing session.

New tag introduced:

Change in policy as explained by the R&D department.

Any request coming from the production managers.

Any request directly from the RAs that they need more clarification on some topics.Procedure:

Before conducting a class, the concerned trainer shall go through the relevant data

items help manual. Also after having discussed with the concerned manager, shall identify the

areas which are mostly error prone or which involves considerable amount of confusion.


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They shall make the material as simple as possible to understand giving all information required

with good examples incorporated to facilitate easy and proper understanding during the class the

decided topic would be discussed in detail, giving the employees and opportunity to put forth all

their doubts and seek clarifications from the training manager. A printout of the material prepared

is made available to all.

More than a class of it would be an interactive session with a group of employees giving them a

platform to express their opinions and doubts. We undertake to resolve all issues in this interactive

session.

EVALUATION OF TRAINING PROGRAMME:

The specification of values forms a basis for evaluation. The basis of evaluation& themode of collection of information necessary for evaluation should be determined at the planning

stage. The process of training evaluation has been defined as "any attempt to obtain information on

the effects of training the light of that information". Evaluation leads to controlling & correcting

training programme. Hamblin suggested five levels at which evaluation of training can take place.

Reactions:

Training programme is evaluated based on the trainee's reaction to the usefulness of

coverage of the matter, depth of the course content, method of presentation, teaching methods etc.

Learning:

Training programme trainers ability are evaluated based on quantity of content learned and

time in which it is learned and the learners ability to use or apply the content he learned.

Job Behavior:

This evaluation includes the manner and extent to which the trainee has applied his

learning to his job.

Organization:


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This evaluation measures the use of training, learning and change in the job

behavior of the department/organization in the form of increased productivity, quality, morale,

sales turnover and the like

Ultimate value:

It is the measurement of the ultimate result of the contributions of the training programme

to the company goals like survival, growth, profitability etc. and to the individual goals like

development of personality and social goals like maximizing social benefit.

VARIOUS METHODS OF TRAINING EVALUATION:

Knowing trainees expectations regarding the attainment of the expectations after training.

Seeking opinion of the trainee's superior regarding his/her job performance and behavior

before and after training.

Evaluation of trainee's skill level before and after sometime of the training program.

Measurement of improvement in trainees on the job behavior.

Examination of the testing system before and after sometime of the training programme.

SOFT SKILLS TRAINING IN CAPITAL IQ:


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RECENT DEVELOPMENT IN TRAINING:

Employee self initiative:

Employee has realized that change is the order of the day and they have started

playing the role of a change agent. Consequently, employees identify their own training needs.

Select appropriate training programmes. Thus, employees in recent times started taking proactive

learning measures on their own.

On-line Training:

Companies started providing on-line training. Trainees can undergo training by staying

at the place of their work. Participants complete course work from whenever they have access to

computer and internet. Different types of media are used for on-line training.

On-Site Training:

Companies started providing onsite training. Trainers visit trainees place and conduct

sessions involving as few as one to as many as several hundred professionals dispersed over

multiple cities.(training with in organization in last page)


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Capital IQ Modeling Team:

The Capital IQ Modeling Team is highly skilled at reviewing client Excel models,

converting them to Capital IQ formulas, helping with model customization, and training clients on

how to build models themselves on a going forward basis. Led by former investment bankers, our

Modeling Team has a track record of successfully completing models within 24-72 hours

Measuring the effectiveness of training:

In order to find out the effectiveness of training program, feedback will be obtained from the

participants at 3 levels.

REACTION LEVEL AND LEARNING LEVEL:

At the end of training program, a test (post test) will be conducted to measure the

learning of the participant. Reaction level feedback form is filled by the participants on various

aspects.

The rating of effectiveness is measured on a 5-point scale. In case, the effectiveness is less than "3"

on a 5-point scale, the program will be reviewed to take necessary corrective action.


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The summary of the reaction and learning level of a particular program is prepared and put up to

the HOD (Head of the Department) of the training for review. The remarks or suggestions of the

participants will be projected for consideration.

After the participants return to their departments from the training program the controlling officerhas to conduct a briefing section and guide them to implement the knowledge gained through the

training program.

BEHAVIOR LEVEL:

After 1 month of conducting the program the post training evaluation form will be,

send to the department manager of the concerned departments.

This is designed to find out the knowledge and skill gained during the training program and its

implementation status on the job. The department Manager in turn gets the forms filled by the

respective controlling officers and sends them back to the training department. The PTE

(Performance Training Evaluation) forms are designed on a 5 points scale.

All the data collected through PTE forms are summarized. If the average rating is more than 3 on

5-point scale it will be assumed that the program is effective. In case if it is less than 3 the

respective coordinators will discuss with respective controlling officers to find out the reasons. If

the controlling officers feel that the knowledge and skill gained by the participants through the

training programme is insufficient the participant may be nominated to the same programme again.


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COMPANY PROFILE:

HISTORY OF CAPITAL IQ INFORMATION SYSTEMS (INDIA) PVT.LTD:

Capital IQ had its modest beginning as Smart Software Development Inc. in San Diego,California by a group of entrepreneurs headed by Dr.Kmara Prathipati in 1993.The Indian operation was started, as Smart Software Technology Development Company Pvt. Ltdalong with Mr.Madan Mohan, successful entrepreneur with excellent business process. In 1997,Smart Software became the subsidiary of Simply Stocks, Inc., San Diego, California.

In year 2003, Simply Stocks, the parent company of Smart Software was merged with Capital IQInc, moving further. CIQ has been merged with Standard & Poors in the year 2004.Ths presentlythey are known s Capital IQ-A Division of Standard & Poors. In year 2005 Capital IQ became aSubsidiary of STANDAD & POORS, THE MCGRAW-HILLS COMPANIES.

MCGRAW-HILL COMPANIES:

The McGraw-Hill Companies, Inc., incorporated in Dec.1925, it is a global information servicesprovider serving the financial services, education and business information market withinformation and products and services.

The company has three operating segments:

Financial services

Educational services

Information and Media service

COMPANY STRUCTURE:

MCGRAW-HILLOPERATING SEGMENTSMCGRAW-HILLOPERATING SEGMENTS

MCGRAW-HILLMCGRAW-HILL

FINANCIAL SERVICESFINANCIAL SERVICES

MCGRAW-HILLMCGRAW-HILL

EDUCATION SERVICESEDUCATION SERVICES

MCGRAW-HILL INFORMATIONMCGRAW-HILL INFORMATION

&&

MEDIA SERVICESMEDIA SERVICES

SSTANDARDTANDARD & P& POOROORSS


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WHAT CAPITAL IQ DOES?

The company provides comprehensive fundamental and quantitative research solutions to over4,000 Investment Managers, Investment banks, Private equity funds, advisory firms andcorporations worldwide.

The company specializes in collecting financial and business intelligence information on thousandof companys worldwide. It provides high impact information and work flow solutions to over1200 leading financial institutions advisory firms and combination of global private and publiccapital market data and technology that enables end-users to draw deep market insights, generatebetter ideas, leverage relationships and simplify workflow. Clients can either deploy the Capital IQplatform as a standalone solution or seamlessly integrate its components into existing businessapplications and portals via systems integration and custom data feeds.

The information is extracted from company filings, reports, websites, news and other sources. It

precedes into client-ready information at the industries highest quality standards.They further provide the client with a competitive edge by creating custom designed tools thatenable them effectively analyze companies and market as required by them.

CAPITAL IQ HEAD QUUARTER:

CIQ head quarter is in New York.

REGIONAL OFFICE:

San Francisco.

Chicago.

Los Angeles.

Houston.

Boston.

London.

CCREDITREDIT

RRATINGSATINGS

EEQUITYQUITY

RRESEARCHESEARCH

FFUNDSUNDS DDATAATA &&

IINFORMATIONNFORMATION

IINDICESNDICES RRISKISKSSOLUTIONSOLUTIONS

CAPITAL IQCAPITAL IQ


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Various locations inIndia.

VARIOUS DIVISONS OF CIQ:

Financials.

Earnings Estimates.

Supple & Segments.

FA & DI.

BIRD.

External Quality Assurance (EQA).

Securities Data.

Technology Corp.

Human Resource & Administration.

Finance.

CAPITAL IQ STRATEGY:

Our solutions are based on the capital IQ platform, a unique combination of global private andpublic capital market data and technology that enables end users to draw deep market insights,generate better ideas, leverage relationships and simplify workflow. Clients can either deploy thecapital IQ platform as standards-alone solution or seamlessly integrate its components in toexisting business applications and portals via systems integration and custom data feeds. Thecapital IQ platform consists of the following integrated components.


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VISION:

To achieve a leading position in the field of fundamental data services by developing

Top-quality customer solutions and by providing finest financial data products and tools based oncutting-edge technology and advanced quality assurance processes.

MISSION:

To provide clients with consistently superior quality fundamental data and innovativeresearch tools. To bring a fresh approach to the financial information supply business, provideexemplary work environment and culture to attract, retain & motivate the best talent and makecorporate citizen.

VALUES:

Our success depends entirely on the performance and achievements of our associates atall levels. We value client orientation, Knowledge sharing, Leadership, Integrity, Performance,Teamwork approach. Organization that is continuously learning and changing to suit the dynamicbusiness environment.

MARKET INTELLIGENCE:

Comprehensive information on over 42,000 public companies, 3,99,000 private companies,9,200 private capital firms, 1, 62,000 transactions, and 7, 30, 000 professionals worldwide.

FINANTIAL ANALYTIC

Easy to use tools for financial statement analysis, comparable analysis, financial modeling,sector analysis and charting.

IDEA GENERATION:

Screening and targeting tools for identifying potential investments, investors,buyers, acquisition, sales percepts as well as financial transactions and corporate actions.


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CORE ACTIVITIES OF CIQ HYDERABAD:

Collecting information from-

US listed companies. Companies listed in different stock exchanges across the world.

Collecting the information about-

Officers and Directors.

News related.

Competitors.

Business relationship.

Information on segments& Auditors.

Press releases data.

Short and long business description of the companies. Financial data analyses and excel modeling.

Information about private mergers and acquisition.

KEY SERVICE AREAS:

A vast array of company level analysis including prices, Financials.

SEC filings, financial ratios and Business descriptions.

Exporting or importing data into Excel spreadsheets.

Creating reports which can be customized.

Comparing companies against their peers and indices.

Charting and graphing the results in bar, line, pie charts and customized colors.

ACTIVITIES OTHER THEN WORK:

Intensive Training Programs.

Yearly once sports meet.

Anniversary celebration.

Participating in external sports tournaments.

Companywide outing.

Departmental outings.

Social service activities.


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PRODUCTS OF CAPITAL IQ:

Company fundamentals:

Business over view.

Public and private company financial.

Share holders details. Credit rating and research.

Legal and financial advisors.

Financial analysis:

Financial statement items.

Industries specific templates.

Supplemental items.

Segment analysis.

Valuation multiples.

Excel Plug in: Quickly populate and update the spread sheet.

Financial statement item.

Credit ratings.

Interest rate.

Debt capital structure.

Research estimates:

It help to view easily mean, break downs and audit contributors sign the chequethrough functionality which link to the source research report.

Research report: It provide after market research (AMR).

Screening and targeting:

It helps to identify relevant companies, people, transactions, events and securities.

It target to transaction history, industrial geography, market data, potential buyers andinvestors.

Fixed income:

Pricing.

Terms and conditions.

Credit ratio.

Capital structure.

Structured finance.

Transactions:

It provides detail profiles of private equity, venture capital, PIPE, IPOs, sirbuyback programs.


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OPERATIONAL DETAILS:

CAPITAL IQ PROVIDES SOLUTIONS TO:

Investment Bankers. Investment Managers.

Private capital Firms.

Research Analysiss.

Credit Analysiss.

Consultants and Advisers.

Wealth Managers.

Corporations.

CAPITAL IQ STRENGTH POINTS:

Accurate data.

Comprehensive coverage of private companies with public feelings.

Dedicated team to help existing models sing Capital IQ formulas.

Estimates from hundreds of contributors worldwide.

Preview report and view detail documents.

Receives email alert of new research report, meeting the companies criteria.

Money market directories (MMD).


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RESEARCH METHODOLOGY

Research can be defined as a scientific and systematic search for pertinent information in

any branch of knowledge. It is the pursuit of truth with the help of study, observation, comparison

and experiment. Research is, thus, an original contribution to the existing stock of knowledgemaking for its advancement.

OBJECTIVES OF RESEARCH

Research inculcates scientific and inductive thinking and it promotes the development of

logical habits of thinking and organization. The purpose of research is to discover answer to

question through the application of scientific procedures. The main aim of research is to find out

the hidden truth, which has not been discovered yet. Though each research study has its own

specific purpose, we may think of research objectives as falling not a number of following broad

groupings:

To gain familiarity with a phenomenon or to achieve new insights into it (Exploratory or

formularize research studies)

To portray accurately the characteristics of a particular individual, situation or a group

(Descriptive research studies)

To determine the frequency with which something occurs or with which it is associated

with something else. (Diagnostic Research Studies)

To test a hypotheses of a casual relationship between variables (hypothesis testing research

studies)

This research is an amalgamation of both formularize as well as descriptive research, as it

reflects on the present satisfaction level of the employees regarding the various training and

development programmes being conducted .In the process, it also aims to collect more detailed

information on the subject of training and development itself.


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RESEARCH APPROACHES

There are two basic approaches to research, quantitative approach and the qualitative

approach. The former involves the generation of data in quantitative form, which can be subjected

to rigorous quantitative analysis in a formal and rigid manner. This approach is further sub-divided

into inferential approach is to form a database from which to infer characteristics or relationship of

a population. This usually means survey research where a sample of population is studied to

determine its characteristics and it is then inferred that the population has the same characteristics.

Qualitative approach to research is concerned with subjective assessment of attitudes,

opinions and behavior. Research in such a situation is a function of researchers insight and

impressions. Such an approach to research generates results either in non-quantitative form or in

the form, which are not subjected to rigorous quantitative analysis.

This research follows both the inferential quantitative and qualitative approach. The

questionnaires circulated to collect the relevant information have been analyzed on the basis of

rating given to each question and then, aggregate of the rating of all the questions of a group has

been taken to find out the percentage of each response to that group.

NEED FOR THE STUDY

To Study about the Different the type of training provide by Capital IQ.

To Know the Procedure of training followed by Capital IQ.

To Study recent development in training.

To Basic need is to enlarge the people choices.

SCOPE OF STUDY:

The Study is confined to Capital IQ Hyderabad.

The Study is confined to Training and Development.


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The Study is confined to organizing conferences.

The study will help to know how to organize skill based training.

IMPORTANCE OF STUDY

Human Resources are the most precious resource the nature has offered to this world. With

the change in times, development of Human Resources has attracted the attention. Particularly in

the view of changing and increasing the growth of industrialization.

Rapid advances of modern technology have brought tremendous expansion of industries

and economic growth. At the same time, the training and development to persons at work has been

a challenge for all concerned. Efforts in this regard will have to match with the rapid

industrialization. In this connection the role of safety legislations like factories act has been quite

significant and would continue to be so. The legislative support by Training and Development

ensures safety and healthy compensation at the place of work cannot be ignored.

OBJECTIVE OF THE STUDY:

To analyze the effectiveness of training at various job experience level at CIQ.

To analyze recent development in training. To know the innumerable benefits of training.

To suggest suitable changes for improvements in existing training process.

LIMITATIONS:

Sample size is limited to 5 departments (STL, TL, RA, SRA, and HR executives).

Direct interaction with the employees was limited.

The finding is limited only to this organization and cannot come to conclusion for all the

organizations.

Some data were confidential, so, could not be obtained.

METHODOLOGY OF THE STUDY


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Methodology is said to be the procedure (or) way in

which the project work has been done. It is a systematic procedure of collecting the data for

analysis and verifies a phenomenon.

The collection of information is done through 2 sources:

Primary data

Secondary data

PRIMARY DATA:

Primary data are those that are original in character and are collected a fresh. As the

primary data is the information collected for the first time. There are several methods in which the

data is completed

The methods are:

Questionnaire

Schedule

Personal Interview

Observation

Of these four methodsthe data is collected in THE CAPITAL IQ, by using the questionnaire

and personal interview with managers, technical staff, non technical staff etc.

Personal Interview:

It is a face-to-face systematic conversion between the interviewer and the respondents to

elicit information. This method is chosen because through this, more information can be gathered

easily. Bias is less & there is increased accuracy and flexibility.

Questionnaire:


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It is a formalized set of questions which are logically and systematically arranged to collect the

information useful for the proposed study. The questionnaire in this study is structured containing

a limited number of questions (20), which are easy and clear to understand.

The layout of this quest is framed in such away and confusing and recording errors andminimized. The questionnaire is mainly designed to measure the effectiveness to identification of

training used for executives in THE CAPITAL IQ.

The study was descriptive in nature as it covers all the areas regarding the TRAINING

AND DEVELOPMENT.

SECONDARY DATA

Secondary data refers to the use of information already collected and published (or)

unpublished. The source is basic journal, reports etc.

Sources of secondary data:

Annual report of the company

Leaf lets brochures

Identification of training needs report

Textual information available in library

Employee performance

TOOLS FOR COLLECTION OF DATA:

Tests, cumulative record card, schedule, questionnaire, pre-testing the questionnaire and pilot

study are different tools to help for collection of data.

Questionnaire was prepared and circulated to the employees to know their opinion on the

training and development program in the organization. While collecting the data, a personnel

interview was conducted to the employees about the functions of human resources activities

implemented in the organization.


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TYPES OF QUESTIONS:

There are two types of questions. They are

Supply type

Selection type

SUPPLY TYPE

The supply types of questions are open-ended questions that allow the respondents to write what

he/she feels about the topic. Such questions require a high standard of literacy. These questions

demand a still greater amount of energy, willingness and care on the part of the respondents.

SELECTION TYPE

The selection type of questions may be Yes-No or True-False or Right-Wrong or Multiple choice.

These types of questions consists of statements to be answered categorically as yes or no, right or

wrong, true or false. These questions are dichotomous and they are convenient or least bothered to

respondents.

TYPE OF RESEARCH

In this project the type of research is DESCRIPTIVE in nature. Hence, it helps to get an

accurate and relevant description of the situation.

TYPE OF SURVEY

The survey is done by the method of personal interview and questionnaire.

UNIVERSE

Universe refers to the items from which researcher wants to get the information. In this research

the universe is defined as the total of the employees CAPITAL IQ.


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SAMPLE SIZE

It can be defined as the number of employees to be selected from the universe to constitute a

sample. The sample size is fixed at 100 respondents (employees). The sampling method used is

Stratifies Random sampling technique.

ANALYSIS AND INTERPRTATION OF DATA:

Analysis and interpretation gives meaning to the collected information by comparing them with the

existing information.

ANALYSIS

Analysis is placing the collected data in same order or format so that the data acquires a meaning.

Raw data becomes information only when they are placed in a meaning from.

Bivariate Analysis is preferred to my collected data that is to be used in the

most effective manner. The Bivariate Analysis is placing the collected data into tabular from so

that the real meaning of this data can be derived. The starting point of Bivariate Analysis is to

develop simple dimensional data.

INTERPRETATION

Interpretation means drawing inferences from the collected facts after the analytical study.

According to C.William, Emory interpretation has two major aspects namely establishing

continuity in research through linking the results of a given study with those of another and the

establishing of some relationship with the collected data. Moreover, interpretation helps the target

audience to understand the real significance of his research findings.

Percentages, a technique of interpretation, have been used in my research. Percentages are used

in making comparison between two or more series of data.

CHI-SQUARE TEST

A chi-square test (also chi-squared or 2 test) is any statistical hypothesis test in which the test

statistic has a chi-square distribution when the null hypothesis is true, or any in which the


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probability distribution of the test statistic (assuming the null hypothesis is true) can be made to

approximate a chi-square distribution as closely as desired by making the sample size large

enough.

Chi-Square Test for variance in a normal population

If a sample size n is taken from the population having a normal distribution, then is a well known

result (see distribution of the sample variance) which allows a test made the variance of the

population has a pre-determined value. For example, a manufacturing process might have been in

stable condition for a long period, allowing a value for the variance to be determined essentially

without error. Suppose that a variant of the process is being tested, giving rise to a small sample of

product items whose variation is to be tested. The test statistic T in this instance could be set to

be the sum of squares about the sample mean, divided by the nominal value for the variance (i.e.,the value to be tested as holding). Then T is a chi-square distribution with n-1 degrees of

freedom. For example if the sample size is 21, acceptance region for a significance level of 5% is

the interval 9.59 to 34.176.

Definition:

Pearsons chi-square is used to access two types of comparison: tests of goodness of fit and tests

of independence. A test of goodness of fit establishes whether or not observed frequency

distribution differs from a theoretical distribution. A test of independence assesses whether paired

observations on two variables, expressed in a contingency table, are independent of each other-for

example, whether people from different regions differ in the frequency with which they report that

they support a political candidate.

The first set in the chi-square test is to calculate the chi-square statistic. In order to avoid

ambiguity, the value of the test statistic is denoted by X2 rather than x2: this also serves as a

reminder that the distribution of the test statistic is not exactly that of a chi-square and a chi-squarerandom variable. However some authors do use the x2 for the test statistic. The chi-square statistic

is calculated by finding the difference between each observed and theoretical frequency for each

possible outcome, squaring them, dividing each by the theoretical frequency, and taking the sum of

the results.


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A second important part of determining the test statistic is to define the degrees of freedom of the

test; this is essentially the number of squares errors involving the observed frequencies adjusted for

the effect of using some of those observations to define the theoretical frequencies.

The theoretical frequency for any cell (under the null hypothesis) is calculated as

Ei=N/n,

The reduction in the degrees of freedom is p=1: notionally because the observed frequencies Oi are

constrained to sum to N. When testing whether observations are random variables whose

distribution belongs to a given family of distribution, the theoretical frequencies are calculated

using a distribution from that family fitted in some standard way.

The reduction in the degree of freedom is calculated as p=s+1, where s is the number of parametersused in fitting the distribution. In other words, there will be (categories-1) degree of freedom. It

should be noted that the degrees of freedom are not based on the number of observations as with a

students t or F-distribution. For example, if testing for categories/parameters (each number), the

number of times the die is rolled will have absolutely no effect on the number of degrees of

freedom.

The value of the test-statistic is

2=

Where,

2= the test statistic that asymptotically approaches a 2 distribution.

Oi = an observed frequency;

Ei = an expected (theoretical) frequency, asserted by the null hypothesis;

n = the number of possible outcomes of each event.

The chi-square statistic can then be used to calculate a p-value by comparing the value of static to a

chi-square distribution. The number of degrees of freedom is equal to the number of cells n, minus

the reduction in degrees of freedom.


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TEST FOR POPULATION PROPORTION:

In the sample of size n, let X be the number of persons possessing the given attribute. Then

Observed proportion of successes = X /n = P (say)

E(P) = E (X/n) = 1/n E(X) = (1/n )nP = P

Thus the sample proportion p gives an unbiased estimate of the population proportion P

Also V (p) = V(X/n) = (1/n2) V(X) = (1/n2)nPQ = PQ/n

S.E.(p) = PQ/n

Since X and consequently X/n is asymptotically normal for large n, the normal tests for the

proportion of successes becomes

Z = (p E (p))/ S.E(p) = (p P)/PQ/n

If we have sampling from a finite population of size N, then

S.E (p) = ((N n)/(N 1)).PQ/n

Since the probability limits for a normal variant X are E(X) 3V(X),the probable limits

for the observed proportion of successes are ;

E (p) 3 S.E. (p), i.e. p 3 PQ/n

If p is not known then taking p (the sample proportion) as an estimate ofP, the probable

limits for the proportion in the population are


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P 3 pq/n

However, the limits for p at level of significance are given by

P zpq/n

Where z is the significant value of z at level of significance . In particular 95%

confidence limits forp are given by

P 1.96pq/n

And 95% confidence limits forp are given by

P 2.58pq/n.

Limitations:

The present study is undertaken with the following limitations

The informants will be given reasonable time to answer the Questionnaire. However, it is

difficult to make out that the replies given represent their inner frame of mind (original

thoughts) or have been manipulated.

Since the names are mentioned in some of the questionnaire copies, most of the employees

may answer favorably to the company. This might lead to wrong finding in the study.

The information gathered from the individuals may not be accurate during the survey.

Many of the workers are becoming resistant to change to the new training and development

activities adopted by the management.


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It is difficult to study all the activities of training and development in the organization.

Accuracy of study is based on the information given by the respondent.

DATA ANALYSIS AND INTERPRETATIONS

1. How long have you been associated with Capital IQ?

a) Less than 1 year b) 1-2 years

c) 2-3 years d) 4 Above

Time Period you were

associated with Capital IQ

Number of Respondents % of Respondents

Less than 1 year 3 3

1-2 year 7 7

2-3 year 37 37

4 Above 53 53TOTAL 100 100


56/89

INFERENCE:

3% of respondents are been with the company for less than 1 year, 7% of them are there from 1-

2 years,37% of them are there from 2-3 years,and 53% people are working in Capital IQ since 4

year and above.

2. According to you training is a part of

a) Individual growth b) Organizational growth c) Both

Training is a part of Number of Respondents % of Respondents

Individual growth 13 13

Organizational growth 53 53

Both 34 34

TOTAL 100 100

INFERENCE:


57/89

13% of respondents said that training is a part of individual growth, 53% of them said that it

is a part of organizational growth, 34% of them said that it is a part of individual and

organizational growth.

3. Is training effective to understand the job requirements?

a) Strongly Agree B) Agree

C) Strongly Disagree D) Disagree .

Training is effective tounderstand job

requirements.


Strongly Agree 42 42

Agree 48 48

Strongly Disagree 7 7

Disagree. 3 3

TOTAL 100 100

INFERENCE:


58/89

42% of the respondents strongly agree, 48% of them agree, and 3% of them disagree

while 7% of them strongly disagree that training is effective to understand the job requirements.

4. Is training needed for employees to gain acceptance from peers?

a) Strongly agree b) Agree

c) Strongly Disagree d) Disagree

Training is needed for

employees to get acceptance

from peers



Agree 63 63


Disagree. 3 3

TOTAL 100 100

INFERENCE:


59/89

24% of the respondents strongly agree, 63% of them agree, 10% of them strongly disagree,where as 3% of them disagree that training is not needed for employees to gain acceptance frompeers.

5. Do training offers innumerable benefits to both employees and employers?



Training offers innumerable

benefits to both employees and

employers



Agree 37 37


Disagree. 4 4

TOTAL 100 100

INFERENCE:

56% of respondents strongly agree, 37% of them agree and 3% of strongly disagree while4% of them disagree that training offers innumerable benefits to both employees and employers.


60/89

6. Is enough time devoted to each module during training process?



Enough time devoted to each

module during training

process



Agree 70 70

Strongly Disagree 3 3Disagree. 17 17

TOTAL 100 100

INFERENCE:

10% of respondents strongly agree, 70% of them agree, 3% of them strongly disagree ,where as 17% of them disagree that enough time is not devoted to each module during trainingprocess

7. Do you feel trainers are wide open for interactive classes?


61/89



Trainers are wide open forinteractive classes.



Agree 74 74


Disagree. 10 10

TOTAL 100 100

INFERENCE:

13% of respondents strongly agree, 74% of them agree and 10% of them disagree while 3%strongly disagree that trainers are wide open for interactive classes.

8. Does the company asks for open feedback from the participants after every training Session?




62/89

Does the company asks foropen feedback



Agree 43 43


Disagree. 10 10

TOTAL 100 100

INFERENCE:

43% of respondents strongly agree, 43% of them agree and 10% of them disagreewhile 4% strongly disagree that the company ask for open feedback from the participants afterevery training section.

9. Does the company take corrective measures based on feedback given?




63/89

Company taking correctivemeasures based on feedbackgiven.



Agree 66 66


Disagree. 17 17

TOTAL 100 100

INFERENCE:

12% of respondents strongly agree, 66% of them agree and 17% of them disagreewhile 5% strongly disagree that the company take collective measures based on feedback given.

10. Are the employees helped to acquire technical knowledge and skill through training process?




64/89

Are the employees helped to

acquire technical knowledge

and skills.



Agree 52 52


Disagree. 26 26

TOTAL 100 100

INFERENCE:

23% of respondents strongly agree, 52% of them agree and 26% of them disagree while 9%strongly disagree that the employees help to acquired technical knowledge and skill thoughtraining process.

11. Is the content of training programs is prepared according to trainees job profiles?




65/89

Content of training programs

is prepared according to

trainees job profiles.



Agree 47 47


Disagree. 13 13

TOTAL 100 100

INFERENCE:

37% of respondents strongly agree, 47% of them agree,13% of them disagree, where as3% of them are strongly disagree that content of training program is prepared according totrainees job profile.

12. Do you think that existing employees require training so as to perform their tasks effectively?




66/89

Do you think that existing

employees require training so

as to perform their tasks

effectively.



Agree 42 42


Disagree. 16 16

TOTAL 100 100

INFERENCE:

37% of respondents strongly agree, 42% of them agree and 16% of them disagree,where as 5% of them strongly disagree that existing employees require training so as to performtheir tasks effectively.

13. Do you think that a sufficient amount of both theoretical and practical content is included in

training programs?




67/89

Sufficient amount of boththeoretical and practical contentis included in training programs. Number of Respondents % of Respondents


Agree 63 63


Disagree. 4 4

TOTAL 100 100

INFERENCE:

23% of respondents strongly agree, 63% of them agree,10% of them strongly disagree,where as 4% of them are disagree that sufficient amount of both theoretical and practical content isincluded in training programs.

14. Did you receive any materials during the training programme were it helpful to you?

a) Yes b) No.


68/89

Did you receive any

materials during the training

programme were it helpful toyou.


Yes 92 92

No 8 8

Total 100 100

INFERENCE:

92% of the employ

Documents

Project T&D at Capital IQ- FINAl