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A projeConcept International Business Consulting report on training process in C
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SUMMER INTERNSHIP PROJECT REPORT
ON
TRAINING PROGRAM IN CIBC
Submitted in partial fulfillment of the requirements of
Bachelor of Business Administration (BBA)
Training Supervisor: Made by:
Vipul Singh Amanpreet Kaur
(10821401712)
Guru Gobind Singh Indraprastha University
1
ACKNOWLEDGEMENT
I owe my sincere thanks and gratitude to Mr. Vipul Singh (Project guide) who inspired me
by her able guidance and was a constant guiding light during the course of project study.
The support and knowledge provided by her has been a great value addition for me and
will go a long way in building a promising career.
First of all I would like to thank Dr. Ravi. K. Dhar (Director, JIMS) who gave me this
golden opportunity to learn something new about project writing.
I last but not the least I would like to thank my friends and family members who supported
me and gave me valueable suggestions in this project.
Amanpreet Kaur
BBA (G) 5th semester
Enrollment No.:- 10821401712
2
STUDENT DECLARATION
This is to certify that I have completed this Project titled study training programs in CIBC
under the guidance of Mr. Vipul Singh partial fulfillment of the requirement for the award
of degree of Bachelor of Business Administration at Jagannath International Management
School, Delhi. This is an original piece of work and I have not submitted it earlier
elsewhere.
Signature:
Name: Amanpreet Kaur
University Roll No: 10821401712
3
TABLE OF CONTENT
S.No Topic Pg No.
1 Chapter 1 - Introduction
1.1 Introduction to Industry
1.2 Introduction to Company
2 Chapter 2 - Conceptual Discussion
3 Chapter 3 - Research Methodology
3.1 Title
3.2 Title Justification
3.3 Objective of the study
3.4 Research Design
3.5 Sampling
3.6 Sources of Data Collection
4 Chapter 4 - Data Analysis and Interpretation
5 Chapter 5 - Findings
6 Chapter 6 – Suggestion
Conclusion
Annexure:-
Bibliography
Questionnaire
4
CHAPTER 1
1.1 Introduction to the Industry
Management consulting, the practice of helping organizations to improve
their performance, operates primarily through the analysis of existing organizational
problems and the development of plans for improvement. Organizations may draw upon
the services of management consultants for a number of reasons, including gaining
external (and presumably objective) advice and access to the consultants' specialized
expertise.
As a result of their exposure to and relationships with numerous organizations, consulting
firms are also said[by whom?] to be aware of industry "best practices", although the
specific nature of situations under consideration may limit the transferability of such
practices from one organization to another.
Consultancies may also provide organizational change management assistance,
development analysis, technology implementation, strategydevelopment, or operational
improvement services. Management consultants often bring their own
proprietary methodologies or frameworks to guide the identification of problems and to
serve as the basis for recommendations for more effective or efficient ways of performing
work tasks.
Function
The functions of consulting services are commonly broken down into eight task
categories. Consultants can function as bridges for information and knowledge, and that
external consultants can provide these bridging services more economically than client
firms themselves.
Marvin Bower, McKinsey's long-term director, has mentioned the benefits of a
consultant's externality, that they have varied experience outside the client company.
Consultants have specialised skills on tasks that would involve high internal coordination
costs for clients, such as organization-wide changes or the implementation of information
technology. In addition, because of economies of scale, their focus and experience in
5
gathering information worldwide and across industries renders their information search
less costly than for clients.
Approaches
In general, various approaches to consulting can be thought of as lying somewhere along a
continuum, with an 'expert' or prescriptive approach at one end, and a facilitative approach
at the other. In the expert approach, the consultant takes the role of expert, and provides
expert advice or assistance to the client, with, compared to the facilitative approach, less
input from, and fewer collaborations with the client(s). With a facilitative approach, the
consultant focuses less on specific or technical expert knowledge, and more on
the process of consultation itself. Because of this focus on process, a facilitative approach
is also often referred to as 'process consulting,' with Edgar Schein being considered the
best-known practitioner. The consulting firms listed above are closer toward the expert
approach of this continuum.
Many consulting firms are organized in a structured matrix, where one 'axis' describes a
business function or type of consulting: for example, strategy, operations, technology,
executive leadership, process improvement, talent management, sales, etc. The second axis
is an industry focus: for example, oil and gas, retail, automotive. Together, these form a
matrix, with consultants occupying one or more 'cells' in the matrix. For example, one
consultant may specialize in operations for the retail industry, and another may focus on
process improvement in the downstream oil and gas industry.
Specialization
Management consulting refers generally to the provision of business services, but there are
numerous specialties, such as information technology consulting, human resource
consulting, virtual management consulting and others, many of which overlap, and most of
which are offered by the larger diversified consultancies. So-called "boutique"
consultancies, however, are smaller organizations focusing upon a few of such specialties.
The 1990s saw an increase in what has been termed a 'future-based' approach. This
emphasized language and alignment of people within an organization to a common vision
6
of the future of the organization, as set out in the book "Three Laws of Performance". The
essential concept here was that the way people perform is seen to correlate to the way that
world occurs for them, and that future-based language could alter the way the future
actually occurs for them. These principles were increasingly employed in organizations
that had experienced a market transition or a merger requiring the blending of
two corporate cultures. However, towards the end of the 1990s the approach declined due
to a perception that the concept outlined in this book did not in practice offer added value
to organizations.
Current state of the industry
Management consulting has grown quickly, with growth rates of the industry exceeding
20% in the 1980s and 1990s As a business service, consulting remains highly cyclical and
linked to overall economic conditions. The consulting industry shrank during the 2001-
2003 period, but grew steadily until the recent economic downturn in 2009. Since then the
market has stabilized.
Currently, there are three main types of consulting firms. Large, diversified organizations,
Medium-sized management consultancies and boutique firms that have focused areas of
consulting expertise in specific industries, functional areas, technologies, or regions of the
world.
Revenue model
Traditionally, the consulting industry charged on a time and materials basis, billing for
staff consultants based upon the hours worked plus out-of-pocket expenses such as travel
costs. During the late 1990s and early 2000s, there was a shift to more results-based
pricing, either with fixed bids for defined deliverables or some form of results-based
pricing in which the firm would be paid a fraction of the value delivered. The current trend
seems to favor a hybrid with components of fixed pricing and risk-sharing by both the
consulting firm and client.[citation needed]
Trends
7
The use of management consultancy is becoming more prevalent in non-business fields
including the public sector; as the need for professional and specialist support grows, other
industries such as government, quasi-government and not-for-profit agencies are turning to
the same managerial principles which have helped the private sector for years.
An industry structural trend which arose in the early part of the 21st century was the spin-
off or separation of the consulting and accounting units of the large diversified
professional advisory firms most notably Deloitte, Ernst & Young, PwC and KPMG. For
these firms, which began operation as accounting and audit firms, management consulting
was a new extension to their organization. But after a number of highly publicised
scandals over accounting practices, such as the Enron scandal, these firms began
divestiture of their management-consulting units, to more easily comply with the tighter
regulatory scrutiny that followed. In some parts of the world, this trend is now being
reversed where the firms are rapidly rebuilding their management consulting arms, as their
corporate websites clearly demonstrate.
Rise of internal corporate consulting groups
Added to these approaches are corporations that set up their own internal consulting
groups, hiring internal management consultants either from within the corporation or from
external firms' employees. Many corporations have internal groups of as many as 25 to 30
full-time consultants.
Internal consulting groups are often formed around a number of practice areas, commonly
including: organizational development, process management, information technology,
design services, training, and development.
Advantages
There are several potential benefits to employing internal consultants:
If properly managed and empowered, internal consulting groups evaluate
engagement on projects in light of the corporation's strategic and tactical
objectives.
8
Often, the internal consultant requires less ramp up time on a project due to
familiarity with the corporation, and is able to guide a project through to
implementation — a step that would often be too costly if an external consultant
were used.
Internal relationship provides opportunities to keep certain corporate information
private.
It is likely that the time and materials cost of internal consultants is significantly
less than external consultants operating in the same capacity.
Internal consulting positions can be used to recruit and develop potential senior
managers of the organization.
.Internal consultants may be specifically suited to either:
1. Lead external consulting project teams, or
2. Act as organizational subject matter experts ‘embedded’ with external consulting
teams under the direction of organizational management.
A group of internal consultants can closely monitor and work with external consulting
firms. This would ensure better delivery, quality, and overall operating relationships.
External firms providing consulting services have a dichotomy in priority. The health of
the external firm is in aggregate more important than that of their client (though of course
the health of their client can have a direct impact on their own health).
Disadvantages
The internal consultant may not bring the objectivity to the consulting relationship
that an external firm can.
An internal consultant also may not bring to the table best practices from other
corporations. A way to mitigate this issue is to recruit experience into the group
and/or proactively provide diverse training to internal consultants.
Internal consultants may face corporate politics just as any group in an
organization.
9
Where the consulting industry is strong and consulting compensation high, it can
be difficult to recruit candidates.
It is often difficult to accurately measure the true costs and benefits of an internal
consulting group.
When financial times get tough, internal consulting groups that have not effectively
demonstrated economic value (costs vs. benefits) are likely to face size reductions
or reassignment.
Internal consultants are employees themselves, thus do not question their own job
Criticism
Despite consistently growing revenues, management consultancy also consistently attracts
a significant amount of criticism, both from clients as well as from management scholars.
Management consultants are sometimes criticized for overuse of buzzwords, reliance on
and propagation of management fads, and a failure to develop plans that are executable by
the client. A number of critical books about management consulting argue that the
mismatch between management consulting advice and the ability of executives to actually
create the change suggested results in substantial damages to existing businesses. In his
book Flawed Advice and the Management Trap, Chris Argyris believes that much of the
advice given today has real merit. However, a close examination shows that most advice
given today contains gaps and inconsistencies that may prevent positive outcomes in the
future.
More disreputable consulting firms are sometimes accused of delivering empty promises,
despite high fees, and charged with "stating the obvious" or lacking the experience upon
which to base their advice. These consultants bring few innovations, instead offering
generic and "prepackaged" strategies and plans that are irrelevant to the client’s particular
issue. They may fail to prioritise their responsibilities, placing their own firm’s interests
before those of the clients.
Another concern is the promise of consulting firms to deliver on the sustainability of
results. At the end of an engagement between the client and consulting firms, there is often
10
an expectation that the consultants will audit the project results for a period of time to
ensure that their efforts are sustainable. Although sustainability is promoted by some
consulting firms, it is difficult to implement because of the disconnect between the client
and consulting firms after the project closes.
Further criticisms include: disassembly of the business (by firing employees) in a drive to
cut costs, only providing analysis reports, junior consultants charging senior rates,
reselling similar reports to multiple clients as "custom work", lack of innovation, over-
billing for days not worked, speed at the cost of quality, unresponsive large firms and lack
of (small) client focus, lack of clarity of deliverable in contracts, not customizing specific
research report criteria and secrecy.
11
1.2 COMPANY PROFILE
Name of company – Concept International Business Consulting
1.2 Profile of the Organization
Since 2009, CIBC has served as the Market Entry Consulting division of Concept
Management Consulting Limited (CMCL), an established Strategy Consulting company.
Since 1997 CMCL was running India Entry assignments internally which were hived off
into a new entity in 2009. Overseas companies appreciate our unique ability to understand
markets, investigate opportunities and initiate start up operations in BRIC markets. CIBC
also shows companies how to compete more effectively and expand more efficiently in
emerging markets. With more than 200 years of combined consulting experience across
industry sectors, we become the one to rely on when foreign companies want to achieve
their emerging market entry goals.
For companies not already present in emerging markets, CIBC offers strategic advice and
implementation assistance, including incubation support to reduce risks of higher costs and
higher gestation times.
For foreign companies already doing business in emerging markets, we help improve
profitability and overall performance by performing a diagnostic assessment of the
company and key competitors. Some of the best companies in their respective industries
have benefitted from our key role in helping them with their International business plans.
At CIBC we demand excellence in ourselves and in others. This allows us to attract and
retain extraordinary talent, which, in turn, allows us to deliver sustainable, long term
economic value to our clients. Let us be your outsourced implementation partner for
setting up business in the Indian market
12
Business
What we do- CIBC was started with only one mission, to help global business leaders
succeed in the most challenging economies abound with opportunities. The bigger the
challenge, the greater the reward, is what laid our very foundation. Since last 17 years,
we've successfully translated our local knowledge and expertise into success for US and
European companies today thriving in India. Deep understanding of the local markets
earned over decades of experience, coupled with our unique approach and methodology,
has enabled business leaders reach a go or no-go decision quickly and realize success. We
created an efficient, value oriented strategy to traverse the many issues and challenges that
are unique to successfully expanding into India. And, unlike many other Indian strategy
consulting firms, we've the most experienced team with all partners having more than 15
years of hands on experience
Why the firm is Better - We are proud to declare that we are not big. Nor are we small. In
actuality we are sized enough that when you hire us, you get only highly seasoned
professionals who have an intimate understanding of emerging markets. Your work will
never be transferred to immature & less experienced personnel. Importantly, we are also
big enough to have infrastructure, financial other critical services required by American &
European businesses that want to expand into Indian markets. To date, we have helped
more than 75 Fortune 1000 companies and more than 225 American & European
companies successfully expand into India.
Approach
At CIBC, we peg our success to your success. We pay equal attention to learning
everything about your needs, business, objectives, as we pay to delivering. "Begin on a
clean slate and without assumptions", this tenet has been a "stepping stone" in deriving an
innovative strategy to win locally. We don't partake as your consultant or an extended
team, but become a part of your team and go hand in hand from the stage of
conceptualization to commissioning. Our engagement model necessitates an active
13
involvement of clients so it transforms their arm's length experience into immersive
experience. Our ability to help you transfer your core competencies and making it
responsive to meet local market’s needs, sets our implementation capabilities apart from
our others and be a bellwether in our space.
Industry practices
Automotive
Industrial and Manufacturing
Consumer
Food and beverages
Construction and Building material
Chemicals
Infrastructure and Engineering
Electrical and Electronics
Healthcare
Paper and Packaging
Emerging markets and India entry business advisory
India Market Strategy - India is one of the leading consumption based emerging markets
and offers enormous potential for foreign companies who would like to leverage the
growth in the middle class.A critical step in entering a BRIC market is to determine
whether there is sufficient opportunity to make the effort worthwhile. For this to happen
properly, it takes an intimate knowledge of the marketplace, consumers, the competition
and the regulations and financial aspects of the venture. Because CIBC has extensive
experience in helping companies, both American & European, to set up and expand into
the Indian Market; we are well qualified to execute the preferred strategy, which emanates
from meaningful insights derived from the following:
14
Determining addressable market size & potential
Competitive intelligence
Determining regulations, duties and taxes
Getting end customer feedback on needs gaps
Determining price, positioning and branding
Developing a proposed India market strategy
Hosting client India "experience" visit
Emerging Market Strategy
Why India, and not Brazil or another BRIC market? To answer this, it is vitally important
for our clients to understand the marketplace and possibilities for expansion into other
emerging markets. To make this happen, we build thorough market strategies for India by
determining size of market, the competition, pricing, regulations, and taxes. The product
adaptation and customization which happens as per need gaps, helps the client to replicate
the success into other meaningful emerging markets.
Global Expansion Strategy
In a flat world, economies that have traditionally been at the fringe of the World Economy
are now becoming global players. Companies that sit on the sidelines during times of great
global economic changes are sacrificing their own global potential. What's more, you don't
have to go overseas to experience international competition. Sooner than later the world
will come to you.
The global marketplace is fast paced and information driven. Learning quickly and moving
at the speed of business are critical skills for companies moving into new emerging
markets.
For smaller companies we have a value proposition structured around a low cost, light
asset startup model to test the market they intend to go to before making any substantive
investments. We help our clients mitigate not just the risks of setting up in a new market
but also help save costs & time to set up. Today local markets are thronged with global
15
competition, which drives us to help companies to leverage their low cost advantages to
better serve global markets.
Mergers & Acquisitions
Acquiring or merging with a company across borders involves a significant level of
complexity. Our Transaction Services Practice has highly experienced professionals with a
successful track record for closing cross border deals in Pharma, Industrial, Engineering,
Auto Components, Consumer Durables and many other business sectors.
Our transaction process includes:
Understanding the drivers & business objectives of the proposed transaction
Defining acquisition / JV Criteria & short listing potential targets
Initial discussions with potential targets to understand willingness to transact
Preparing IM/investor documents
Business valuation
Signing term sheet
Representing Client interest in dealing with Intermediaries
Coordinating due diligence – legal, financial, cultural, Environmental etc.
Facilitating financing arrangements (if any)
Negotiations between parties & signing SPA / SHA
Closing
Post closing integration issues
Performance Improvement
Most multinationals in India struggle to go past the 1% contribution to global revenues.
Over the last decade many foreign companies have come into India, not all have been
successful. Under performing subsidiaries have begun to be relooked into for improving
overall business results at the corporate level.
16
Companies live and die by their ability to improve performance at all levels of business.
They compete on price, quality, innovation and many other factors that are well
understood in a company's home market. When expanding into another market, it is
paramount that benchmarks be established that define performance improvement in a new
market. To do this, we perform a diagnostic assessment of the India business and find
strategic need gaps to help achieve accelerated growth. We have a multi disciplinary
approach to a mix of the following, which helps us deliver in this area.
Business Operations
Product line alignment and enhancement
Re-look at the sales and distribution model
Human resources
Process and costs
Governance & Compliances
Finance Structure
Cultural AdaptationBeing able to bridge cultural gaps quickly is of utmost importance when expanding into
any new market. We have decades of experience in mating cultures quickly and
seamlessly. The results are capabilities, efficiency and productivity that reach international
standards.
We achieve cultural parity through:
Understanding the key local cultural issues & differences
Bridging cultural gaps by training and adaptation to local markets
Strategic performance management in line with business objectives
Change management orientation at different intervals
Creating a culture of harmony across the leadership
17
Localization & Innovation
An important factor for success in India is establishing a local presence not just for sales
activities but also for product localization and adaptation to emerging markets.
Investments in local assembly and manufacturing activities is necessary in most cases to
be competitive. Understanding the needs of the middle-income group and developing
products around them is key.
Creating and building products for local markets is challenging in any country. Doing so in
a new expanding market is especially difficult. We help clients understand local needs and
offer a different value proposition for emerging market consumers. This puts companies
on the right path towards innovating, testing and manufacturing the right products for the
right people in the right markets by:
Understanding product need gaps
Defining products and problems
Determining how to adapt to local market needs
Initiating ideation
Developing solutions
Conducting market testing
Continuing improvement and testing
Implementing and scaling solutions through localization
Business implementation
Company Formation and Regulatory Compliances
In India, setting up a new company is not normally done by attorneys and law firms. It is
the responsibility of chartered accountants. Our chartered accountants can take care of all
regulatory, statutory & compliance matters for any kind of company. Indicative sequence
of activities is as given below:
Name approval for new business entity
Incorporation of new company
Getting PAN, TAN, import/export number, VAT number
18
Opening of bank account
Setting up licenses depending on proposed business activities
Shops & establishments registration
Employees provident fund
Employees state insurance
Product registration (pharmaceuticals, food and cosmetic companies only)
Sales & Distribution Partnerships
We help American & European businesses create a complete array of marketing and
sales services across product categories by:
Partnering directly with clients
Helping clients set up industry and product-specific third party distribution (regional
and national)
We take responsibility for all marketing issues with American & European brands,
including:
De-facto sales office in India
Technical sales
Appointing and managing regional and national distributors
Corporate branding
Service after sales support
Create and manage online presence through specific portals and distribution platforms
Toll manufacturing
Building Logistics, Supply Chain and Distribution
Setting up logistics, a supply chain and distribution in an expanding market is hard. Using
our existing logistic and distribution infrastructure with a partner, during startup and in the
first few years, is easy for us. Our comprehensive market expansion services enable you to
use our targeted services such as:
Customs clearance and handling
Importation documentation
19
Repackaging and labeling
Warehouse management
Invoicing
Greenfield Setup
We have been engaged in Greenfield project management for well-known global leaders in
Healthcare, Food, Industrial and Automotive sectors. Couple that with our strong
understanding of the local business environment and we demonstrate the ability to offer a
full range of greenfield setup services while managing client projects from start to finish
We take the time to understand each client's unique needs and develop a strategic approach
for each project's objectives and budget. Our project management delivery model is ideal
for clients who want us to manage the multiple stakeholders involved. Because we provide
an independent opinion, without any bias to particular industrial areas, it has helped our
clients mitigate risks while setting up their first manufacturing facility in India.
Our Greenfield Project Management Services include:
Location analysis Site selection and negotiation
Appointment of EPC Firm / PEB supplier / contractors / vendors - civil, electrical,
mechanical etc.
Preconstruction
Statutory approvals – consent to establish
Detailed engineering work
Tendering & procurement
Construction management
Construction phase
Certification of bills
Commission and startup
Getting commercial registrations
As-built drawings
Statutory approvals – consent for operation
20
Import / Support in purchase of capital equipment
Incubation Support
Our Incubation Support Services allow American & European businesses to test the
market without making any capital investments. Several clients have taken advantage of
our Incubation Support Services before putting up their own subsidiary in India. Our
incubation services include:
Manage recruitments
Providing ready office infrastructure
Maintaining / reporting of accounts & finance/ MIS
IT, HR & admin support
Handling regulatory compliances & statutory filings, etc.
Handling all tax filings
Handling quarterly & annual returns, disclosures etc
Providing regular strategic inputs to the team
Financial advisory and support
Equity & debt syndication
Syndicated over INR 20 billion in debt
Expertise in all domestic and international credit facilities reducing Cost of Capital &
Debt Restructuring
Expertise in structuring and achieving financial closure
Structured several unprecedented financial products and customized financial solutions
to help SMBs
Advised clients in sugar, media, construction and environment sectors on raising equity
through private equity and capital markets
21
Shared CFO
The Chief Financial Officer (CFO) in a BRIC expansion is highly critical to success. Yet,
far too often, small & mid size businesses end up retaining a CFO with insufficient skills,
largely due to the budget available for this position.Working closely with our parent
company, Concept Management Consulting Limited (CMCL) we offer highly competent
CFO services that are shared, thus reducing cost while increasing quality of output.
Private Equity
Global investors are convinced about India's long-term growth prospects and India has
now arrived as a promising emerging market across Asia. Our population is driving
consumption and this is attracting foreign investors to participate in this consumption led
growth story. Our in house research team have a knack for identifying small & mid size
companies, which are mirroring the country's growth story.
We look for businesses with a competitive edge, growth oriented business model and an
outstanding team steering the company. We look for prospects to graduate to a regional /
national leader and evaluate the business plan which supports the need for growth capital
and provides for a clear exit strategy.
We treat capital with an owner's mindset and follow a phased investment approach, which
involves:
Pro Active deal sourcing
Deal evaluation
Due diligence
Investment commitment
Investment structuring
Investment monitoring via active management
Value addition
Exit strategies
22
CHAPTER 2
CONCEPTUAL DISCUSSION
Training:
Training usually involves educational or inspirational activities designed to improve
knowledge, skill, and performance at the individual level. Training basically refers to a
planned effort by a company to facilitate employees‟ learning of job related
competencies.
Methods of Employee Training
On the job
Job Rotation: Employees move to various positions in the organization in an effort to
expand their knowledge, skills, and abilities.
Assistant–To positions: Employees with potential sometimes work under successful
managers often in different departments of the firm; this helps the assistant to get
successful virtues from his superior. This helps a lot to get an informal but most effective
training.
Committee assignment: committee assignment can allow the employee to share decision
making, to learn by watching others and to investigate organizational problems. The Firm
allows its employees to express their best toward the organizational development by
individual potential.
Off the job
Lecture course and seminar: arranges trainings for its employees at it‟s own training
institute. The trainers use lecture courses and seminar to train the Employees.
23
Training Characteristics
The Center offers outcome-based, job-related training programs with all of these important
characteristics:
Competency-based focus that brings “the right people to the right training at the right
time”
Manager-trainer-trainee partnerships that reinforce learning
“Before, during, and after” training strategies that ensure transfer of learning directly to
the job
Outcome-based curricula that identify best practice goals, worker abilities, and
measurable results
Innovative training technologies, including multimedia, teleconferencing, and e-
learning
Evaluation of the impact of training on workforce performance—including interactive,
real-time electronic evaluation that provides immediate participant feedback
Collaborative partnerships with academic and subcontractor agencies that contribute
current research and “real world” input into training content and design
Integration of training into the overall organizational climate, with attention to agency
programs and goals
Organizational assessment consultations to determine whether training is the most
immediate need
Technical assistance in organizational development, program planning, leadership
development, and coaching
Benefits of Training
As the business world is continuously changing, organisations will need to provide their
employees with training throughout their careers. If they choose not to provide continuous
training they will find it difficult to stay ahead of the competition.
24
The other benefit of training is that it will keep your employees motivated. New skills and
knowledge can help to reduce boredom. It also demonstrates to the employee that they are
valuable enough for the employer to invest in them and their development.
Training can be used to create positive attitudes through clarifying the behaviours and
attitudes that are expected from the employee.
Training can be cost effective, as it is cheaper to train existing employees compared to
recruiting new employee with the skills you need.
Training can save the organisation money if the training helps the employee to become
more efficient.
25
CHAPTER 3
RESEARCH METHODOLOGY
Business research is a systematic enquiry that provides information to guide business
decision and aimed to solve managerial problems. Business research is of recent origin and
it is largely supported by business organizations that hopes to achieve competitive
advantages Research Methodology is a way to systematically solve the problems. It may
be understood as a science of studying how research is done scientifically. It include the
overall research design, the sampling procedure, data collection method and analysis
procedure.
3.1 Title: To study, evaluate and analyze the training programs of CIBC
3.2 Title Justification
Training Effectiveness is the process wherein the management finds out how effective it
has been at training and developing the employees in an organization. This study gives
some suggestions for making the present training and development system more
effective.It gives organization the direction, how to deal differently with different
employees. It identifies the training & development needs present among the employees.
3.3 Objectives of study
To study types of training in CIBC.
To study Prevailing training policy in CIBC
To take feedback and analyze the level of satisfaction amongst the employees of CIBC
in respect of training activities and suggest alternatives.
3.4 Research design
In this study, we specify what kinds of training is provided to the employees and how
much satisfied they are with these training. Research design is descriptive.
26
3.5 Sampling
Sampling technique - Probability technique
Sampling type - Simple Random Probability technique
Sample unit- Employees of CIBC
Sample size- 17 employees
Sample Area- Company, Gurgaon
3.6 Data Collection Method
Data Collection is an important aspect of any type of research study. It is a term used to
describe a process of preparing and collecting data from all sources and observation. Data
was collected from various primary and secondary sources.
Primary Data: It includes unstructured interview conducted with management trainee from
office and various employees who provided valuable information regarding the
organization and its working.
Secondary Data: Data was collected from books, magazines, web sites, going through the
records of the organization, etc. It is the data which has been collected by individual or
someone else for the purpose of other than those of our particular research study
Annual Report of BAL
Website
Branch Training Manuals
Other training papers
Journals, Reports
27
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
SHOWING TYPE OF TRAINING UNDERGONE BY EMPLOYEES
TYPE NO OF RESPONDENTS PERCENTAGE
ON JOB TRAINING 6 35%
OFF JOB TRAINING 9 53%
BOTH 2 12%
TOTAL 17 100%
Sales
On the jobOff the jobboth
Interpretattion:
: from the above illustration we can see, the off job training figure is 53%, off job is 35 %
and both is 12%. CIBC focuses on off job training mostly rather than on job training.
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SHOWING THE RESPONSE WHETHER THE TRAININGS MEETING EXPECTATIONS
RESPONSE NO. OF RESPONDENTS PERCENTAGE
STRONGLY AGREE 4 24%
AGREE 11 65%
NEUTRAL 0
DISAGREE 2 11%
STRONGLY DISAGREE 0
Total 17 100
Strongly AgreeAgreeNeutralDisagreeStrongly Disagree
Interpretation:
as we can see from the above illustration, 65% employees marked the trainings met their
expectations, 24 % marked on agree and 11% marked on disagree. 89% of the respondent
think the training met their expectations.
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ABILITY TO APPLY THE KNOWLEDGE LEARNED FROM TRAINING
RESPONSE NO. OF RESPONDENTS PERCENTAGE
STRONGLY AGREE 8 47%
AGREE 5 29%
NEUTRAL 2 12%
DISAGREE 1 6%
STRONGLY DISAGREE 1 6%
TOTAL 17 100%
Strongly Agree Agree Neutral Disagree Strongly Disagree0
1
2
3
4
5
6
7
8
9
Interpretation:
the illustration shows us that 47% employees strongly believe that they will be able to
apply the knowledge learned from the trainings and 29% agrees with the same statement
while 12% of the respondent are neutral and other 6% disagree and 6% strongly disagree.
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TRAINING OBJECTIVE FOR EACH TOPIC WAS IDENTIFIED AND FOLLWED
RESPONSE NO. OF RESPONDENTS PERCENTAGE
STRONGLY AGREE
AGREE 9 53%
NEUTRAL 5 29%
DISAGREE 3 18%
STRONGLY DISAGREE 0
TOTAL 17 100%
Strongly AgreeAgreeNeutralDisagreeStrongly Disagree
Interpretation:
From the above illustration we can see 9 employees among 17 employees agree the
training objective for each topic were identified and followed and 5 employees neutral and
3 employees disagree with the statement
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THE TRAINER MET THE TRAINING OBJECTIVE
RESPONSE NO. OF RESPONDENTS PERCENTAGE
STRONGLY AGREE
AGREE 9 53%
NEUTRAL 5 29%
DISAGREE 3 18%
STRONGLY DISAGREE
TOTAL 17 100%
Strongly AgreeAgreeNeutralDisagreeStrongly Disagree
Interpretation:
From the above illustration we can see 53% employees of BAL agrees they trainer met the
training objectives, 29% remains neutral and 18% doesn‟t think the trainer met the training
objective.
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CLASS PARTICIPATION AND INTERACTION WERE ENCOURAGED
RESPONSE NO. OF RESPONDENTS PERCENTAGE
STRONGLY AGREE 6 35%
AGREE 9 53%
NEUTRAL 2 12%
DISAGREE
STRONGLY DISAGREE
TOTAL 17 100%
Strongly Agree Agree Neutral Disagree Strongly Disagree0
1
2
3
4
5
6
7
8
9
Interpretation:
From the above illustration we can see, 53% employees agree that class participation and
interaction were encouraged in the training class and 35% strongly agrees with the
statement
ADEQUATE TIME WAS PROVIDED FOR QUESTIONS AND DISCUSSIONS
RESPONSE NO. OF RESPONDENTS PERCENTAGE
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STRONGLY AGREE 4 24%
AGREE 10 59%
NEUTRAL 3 18%
DISAGREE
STRONGLY DISAGREE
TOTAL 17 100%
Strongly AgreeAgreeNeutralDisagreeStrongly Disagree
Interpretation:
From the above illustration we can see 58% employees agree, 24% strongly agree that
adequate time was provided for questions and discussions after the training session. And
18% employees remain neutral
EXAMPLES, VISUAL AIDS USED
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RESPONSE NO. OF RESPONDENTS PERCENTAGE
STRONGLY AGREE
AGREE 9 53%
NEUTRAL 8 47%
DISAGREE
STRONGLY DISAGREE
TOTAL 17 100%
Strongly AgreeAgreeNeutralDisagreeStrongly Disagree
Interpretation:
From the above illustration we can see 53% of the employees agree that examples, visual
aids are used in the training sessions and 47% of the employees answers as neutral.
THE TRAINERS WERE KNOWLEDGEABLE
RESPONSE NO. OF RESPONDENTS PERCENTAGE
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STRONGLY AGREE 2 12%
AGREE 10 59%
NEUTRAL 5 29%
DISAGREE
STRONGLY DISAGREE 0
TOTAL 17 100%
Stronngly AgreeAgreeNeutralDisageeStrongly Disagree
Interpretation:
From the above illustration we can see 10 employees agree that the trainer was
knowledgeable and 5 employees remain in neutral answer and 2 strongly agree.
HOW DO YOU RATE THE OVERALL TRAINING
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RESPONSE NO. OF RESPONDENTS PERCENTAGE
EXCELLENT 6 35%
GOOD 5 29%
AVERAGE 4 24%
POOR 2 12%
VERY POOR
TOTAL 17 100%
ExcellentGoodAveragePoorVery Poor
Interpretation:
From the above graph we get to know that most of the employee are satisfied with the overall training.
CHAPTER 5
FINDINGS
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From the above analysis 1 found that
Training meeting expectation of the employees: From the analysis of the data we
can say the training that CIBC organizes for its employees are meeting their
expectation.
The training objectives are clear to the employees: The training objectives are fully
clear to the employees; the employees know why they are having the trainings and
how the trainings will help them in their work.
The training materials were useful and pertinent: All the employees believe that the
training materials were useful and those were relevant to the specific training.
Time distribution was better for the training programs: Employees agrees that the
time sliced for each training course was better and they enjoyed plenty of time to
understand the training topics in the class room.
The trainers were knowledgeable: From the employees response it is seen that the
trainers were knowledgeable to operate the training operation to the trainees.
The class participation and interaction were not that much encourage
employees think the trainers do no encourage themselves to participate in the class
and to do interaction regarding the training topics.
Employees are optimistic to transfer the learning knowledge to the work:
employees think that they will be able to apply their knowledge that they have
learned from the training in their work.
Training time need to be expanded for some trainings: some employees thinks that
training time need to be expanded for some specific training.
Overall training quality was Good: All the employees think that the overall quality
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of the training was good but they expect the trainings to be better.
Employees are aware about their trainings: From the questionnaire survey I have
found out that, all the employees are aware about the training programs and the
implementation of the knowledge they get from the training.
.
CHAPTER 6
SUGGESTION
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CIBC should arrange other trainings (managerial trainings, English
speaking/reading/writing training, quick customer service trainings, etc) rather than only
traditional banking trainings for its employees.
Training time for specific trainings need to be expanded.
CIBC should arrange on job training rather than off job training.
CIBC needs to hire more skillful trainer to deliver the training.
Employees should get comprehensive training on operating and maintaining the
software STELAR.
No need analysis is done for the employee before training; CIBC should
implement need analysis for its employees.
The HR department should find out why employees think out side institution
trainings are more useful than in house trainings.
CIBC HR department should take ideas regarding designing the training session
from the employees based on their experience.
The ROI – The return on investment made towards training and development
activity need to be measured. Employee has to be aware about the cost invested by
company indirectly and they will be motivated to get the desired result output.
CONCLUSION
'The Summer Internship project has helped me gain huge practical Imowledge which can't
be gained only through books. This experience gave me an opportunity to learn new things
40
which provided me a peek into the corporate culture. Being a fresher, I would never be
exposed to a corporate environment if it were not for this project. I thank IDBI Federal life
insurance for giving me the chance to work ‘vith them as a summer intern and showing me
the path of knowledge and experience which will help me succeed in my career and enter
into a bright future.
Successful training and development can develop highly trained employes in the CIBC,
who can serve the customer well, and can achieve customer satisfaction for the
organization, by proper training and development process employees become more
efficient and can contribute well in the organization in every work. Well structured and
constructive training can ensure competitive advantage by the employees for the
organization. So this is the right time for the HR departments of CIBC to start effective
training and development programs for the employees by implementing effective Human
Resource Management.
ANNEXURE
BIBLIOGRAPHY
41
QUESTIONNAIRE
a) Name ……………… b) Occupation ………………
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c) Age ………….. d) Income …………….
e) Address:- …………………………………………………….
Q1. Gender
A) Male
B) Female
Q2. SHOWING TYPE OF TRAINING UNDERGONE BY EMPLOYEES?
A) On the job
B) Off the job
c) Both
Q3.SHOWING THE RESPONSE WHETHER THE TRAININGS MEETING
EXPECTATIONS?
A) Strongly Agree
B) Agree
C) Neutral
D) Strongly Disagree
E) Agree
Q4.ABILITY TO APPLY THE KNOWLEDGE LEARNED FROM TRAINING?
A) Strongly Agree
B) Agree
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C) Neutral
D) Strongly Disagree
E) Agree
Q5.TRAINING OBJECTIVE FOR EACH TOPIC WAS IDENTIFIED AND
FOLLWED?
A) Strongly Agree
B) Agree
C) Neutral
D) Strongly Disagree
E) Agree
Q6. CLASS PARTICIPATION AND INTERACTION WERE ENCOURAGED?
A) Strongly Agree
B) Agree
C) Neutral
D) Strongly Disagree
E) Agree
Q7. ADEQUATE TIME WAS PROVIDED FOR QUESTIONS AND DISCUSSIONS?
A) Strongly Agree
B) Agree
C) Neutral
D) Strongly Disagree
E) Agree
Q8. EXAMPLES, VISUAL AIDS USED?
A) Strongly Agree
B) Agree
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C) Neutral
D) Strongly Disagree
E) Agree
Q9. THE TRAINERS WERE KNOWLEDGEABLE?
A) Strongly Agree
B) Agree
C) Neutral
D) Strongly Disagree
E) Agree
Q10. HOW DO YOU RATE THE OVERALL TRAINING?
A) Excellent
B) Good
C) Average
D) Poor
E) Very Poor
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