CONTEXT

CHAPTER INDEX PAGE.NO:

Chapter-1 INDUSTRY PROFILE 12-15
COMPANY PROFILE 16-26

Chapter-2 NEED OF THE STUDY 28

SCOPE OF THE STUDY 29
LIMITATIONS OF THE STUDY AND 30-31
OBJECTIVES OF THE STUDY
Chapter-3 RESEARCH METHODOLOGY 33
REVIEW OF LITERATURE 34
TRAINING PROCESS IN LKP SECURITIES 35-41

Chapter-4 DATA ANALYSIS AND INTERPRETATION 44-63

FINDINGS AND 65-67
SUGGESSTIONS,PROBLEMS IN
DEVELOPMENT
CONCLUSION 69
Chapter-5 QUESTIONNAIRE 70-72
BIBILIOGRAPHY 73

1
 INTRODUCTION
HUMAN RESOURCE MANAGEMENT:

Human Resource Management is a Management function that helps manager to recruit,

select, train and develop organization members.

In simple sense, human resource management means employing people, developing their

resources, utilizing, maintaining and compensating their services in tune with the job and

organizational requirements with a view to contribute to the goals of the organization, individual

and the society.

DEFINITIONS:

1. Human Resource Management is “Concerned with the people dimensions in

management. Since every organization is made up of people, acquiring their services,

developing their skills, motivating them to high levels of performance and consuming that

they continue to maintain their commitment to the organization are essential to achieving

organization objectives. This is true, regardless of the type of organization, Government,

Business, Education, Health recreation or social action.

2
2. According to J. Jucius defined Personnel Management as “the field of management which has

to do with planning, organizing, directing and controlling the functions of procuring, developing,

maintaining and utilizing a labour force, such that the.

a). Objective for which the company is established are attained economically and

effectively.

b) Objectives of all levels of personnel are served to the highest possible degree, and

c) Objectives of society are duly considered & served.

3. According to Edwin.B. Filippo, “Management is planning, organizing, directing and

controlling of the procurement, development, compensation, integration, maintenance and

separation of human resources to the end of that individual, organizational & Social Objectives are

accomplished. Thus, Human Resource Management refers to a set of programmers; functions and

activities designed and carried out in order to maximize both employees as well as organizational

effectiveness.

INTRODUCTION OF TRAINING AND DEVELOPMENT

Organization and individual should develop and progress simultaneously for their survival

and attainment of mutual goal. So every management has to develop the organization through

human resource development. Employee training is important slub- system of human resource

development. No organization can bet a candidate who matches with the job and the

organizational requirements. Hence training is important to develop the employee and make him

suitable to the job.

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

training facilities. Dale S. Beach define training as “----------the organized procedure by which

people learn knowledge and for skill for a definite purpose.

3
 In other words training improves, changes, moulds the employee’s knowledge, skill,

behavior, aptitude, and attitude towards the requirements of the job and organization. Training

refers to the teaching & Learning activities carried on for the primary purpose of helping members

of an organization to acquire and apply the knowledge, skills, abilities and attitudes needed by a

particular job & organization.

Thus training bridges the differences between job requirement & employee’s present

knowledge.

Nearly 50 percent of all jobs currently having done in the United States did not exist half a

century ago. It is becoming increasingly common for individual to “Change careers” several times

during their working lives. The probability of any young person learning a job today & having those

skills go basically unchanged during the forty or so years of his or her career is extremely unlikely,

may be even impossible. In a rapidly changing society, employee training is not only an activity

that is desirable but also an activity that an organization must commit resources to if it is to

maintain a variable and knowledgeable work force.

The difference between training & development are discussed below.

TRAINING & DEVELOPMENT

Employee training is distinct form management development or executive development.

While the former refers to training given to employees in the area’s of operations, technical & allied

areas., the latter refers to developing an employee in the areas of principles and techniques of

management administration, organization and allied areas. Following are the differences between

training & development.

Sl.No Area Training Development

4
 1. Content Technical Skills & Knowledge. Managerial & behavioral skills &

knowledge.

2. Purpose Specific Job- related Conceptual and general

Knowledge.

3. Duration Short-term Long-term

4. For whom Mostly technical and non- Mostly for managerial Personnel.

managerial Personnel

Training develops human skills & efficiency. Trained employees would be a valuable asset

to an organization. Organizations efficiency productivity, progress & development to a greater

extend depend on training. Training is important, as it constitutes significant part of management

control. Here the main areas of influence of the study and suggestion demand.

5
Chapter -1
6
 INDUSTRY PROFILE
AND COMPANY PROFILE
7
Industry profile:
India has a diversified financial sector, which is undergoing rapid expansion. The sector comprises
commercial banks, insurance companies, non-banking financial companies, co-operatives, pension
funds, mutual funds and other smaller financial entities. The financial sector in India is
predominantly a banking sector with commercial banks accounting for more than 60 per cent of the
total assets held by the financial system.

India's services sector has always served the country’s economy well, accounting for about 57 per
cent of the gross domestic product (GDP). In this regard, the financial services sector has been an
important contributor.

The Government of India has introduced reforms to liberalize, regulate and enhance this industry.
At present, India is undoubtedly one of the world's most vibrant capital markets. Challenges
remain, but the future of the sector looks good. The advent of technology has also aided the growth
of the industry. About 75 per cent of the insurance policies sold by 2020 would, in one way or
another, be influenced by digital channels during the pre-purchase, purchase or renewal stages, as
per a report by Boston Consulting Group (BCG) and Google India.

Market Size:

8
The size of banking assets in India reached US$ 1.8 trillion in FY14 and is expected to touch US$
28.5 trillion by FY25.

Mutual fund AUMs:

Total AUM of the mutual fund industry clocked a CAGR of 15.9 per cent over FY07-14 to touch
US$ 150 billion.

Investor breakup:

Corporate investors account for around 49 per cent of total AUM in India.

IndianFinancialSystem

9
INDUSTRY STRUCTURE:

10
 Financial services

Capital markets Insurance NBFCs

Asset Asset
management Life finance
company

Broking

Non-life Investment
Company
Wealth
management

Loan
Investment company
banking
The
Association of Mutual Funds in India (AMFI) data show that assets of the mutual fund industry
have hit an all-time high of about Rs 12 trillion (US$ 189.83 billion). Equity funds had inflows of
Rs 5,217 crore (US$ 825.49 million), taking total inflows on a year-to-date basis to Rs 61,089 crore
(US$ 9.66 billion). Income funds and liquid funds account for the largest proportion of AUM, with
Income funds accounting for Rs 5.22 trillion (US$ 82.59 billion) and equity funds accounting for
Rs 3.06 trillion (US$ 48.41 billion).Investment corpus in India’s pension sector is expected to cross
US$ 1 trillion by 2025, following the passage of the Pension Fund Regulatory and Development
Authority (PFRDA) Act 2013

Investments/Developments:

India has moved a step closer to having a Singapore- or Dubai-like financial hub, with the
Securities and Exchange Board of India (SEBI) approving a framework for international financial
centre’s (IFCs)

11
The RBI has allowed bonds issued by multilateral financial institutions like World Bank Group, the
Asian Development Bank and the African Development Bank in India as eligible securities for
interbank borrowing. The move will further develop the corporate bonds market, RBI said in a
notification.

Maharashtra’s plans to promote Mumbai as a global financial centre have received further
encouragement as Wall Street firm JPMorgan Chase & Co. and the Japanese government arm Japan
External Trade Organization (Jetro) agreed to partner with the state government to hold road shows
to attract financial services companies to Mumbai.

Yes Bank Ltd has signed a memorandum of understanding (MoU) with the US government’s
development finance institution Overseas Private Investment Corp. (OPIC) to explore US$ 220
million of financing to lend to micro, small and medium enterprises (MSMEs) in India, the bank
said in a press release.

Bandhan Financial Services Pvt. Ltd has raised Rs 1,600 crore (US$ 252.97 million) from two
international institutional investors to help convert its microfinance business into a full service
bank.

JP Morgan Asset Management (UK) Ltd, JP Morgan Investment Management Inc and JP Morgan
Chase Bank NA, have acquired a 4.11 per cent stake in Mahindra & Mahindra Financial Services
Ltd for Rs 113.75 crore (US$ 17.98 million).

Government Initiatives:

Several measures have been outlined in the Union Budget 2014-15 that aim at reviving and
accelerating investment which, inter alia, include fiscal consolidation with emphasis on expenditure
reforms and continuation of fiscal reforms with rationalization of tax structure; Fiscal reforms have
been bolstered further by the recent deregulation of diesel prices. The launch of ‘Make in India’
global initiative is intended to invite both domestic and foreign investors to invest in India. The aim
of the programme is to project India as an investment destination and develop, promote and market
India as a leading manufacturing destination and as a hub for design and information. The
programme further aims to radically improve the Ease of Doing Business, open FDI regime,
improve the quality of infrastructure and make India a globally competitive manufacturing
destination.

Road Ahead:

India is today one of the most vibrant global economies, on the back of robust banking and
insurance sectors. The country is projected to become the fifth largest banking sector globally by

12
2020, as per a joint report by KPMG-CII. The report also expects bank credit to grow at a
compound annual growth rate (CAGR) of 17 per cent in the medium term leading to better credit
penetration. Life Insurance Council, the industry body of life insurers in the country also projects a
CAGR of 12–15 per cent over the next few years for the financial services segment.

Also, the relaxation of foreign investment rules has received a positive response from the insurance
sector, with many companies announcing plans to increase their stakes in joint ventures with Indian
companies. Over the coming quarters there could be a series of joint venture deals between global
insurance giants and local players.

Exchange Rate Used: INR 1 = US$ 0.0157 as on April 28, 2015

References: Media Reports, Press Releases, RBI Document, KPMG-CII Report .

COMPANY PROFILE

What started as one of India's first securities brokerage houses in 1948 is today one of the country's
largest multi dimensional financial services group. LKP Finance Limited is a Non Banking Finance
Company (NBFC) registered with Reserve Bank of India & a listed public limited company having
a net worth of Rs.158 crores as on FY15.
LKP ois India's first financial group to be awarded the prestigious ISO 9002 certified KPMG
Quality Registrar, USA, for certain businesses.

Since 1948, LKP continues to provide clients with a single source capable of meeting all their
needs – be it Equities markets, Debt markets, Corporate Finance, Investment Banking Merchant
Banking, Wealth Management or Commodities.

LKP Securities Limited and its associates enjoy the following registrations & memberships:

 Category I Merchant Bankers with SEBI

 Membership of BSE & NSE (Capital & Debt Market)
 AMFI registered all India Mutual Fund Distributors
 Member of Commodity Exchanges MCX, NCDX and DGCX (Dubai)
 Member of NSE for Interest Rate Futures
 Member of MCX SX and NSE Currency

13
Board of directors:
The company has key personals for the growth in the industry. And to name them comes the
Managing director followed by the directors.

1 Mr M. V. Doshi-Executive Chairman
2 Mr. Pratik Doshi-Director
3 Mr. Vineet N. Suchanti-Director
4 Mr. Sayanta Basu-Director
5 Mr. Hari Padmanabhan-Director
6 Mr. Milan S. Bhise-Director

Vision:
Our vision is to be a leading investment company, providing investment products and services for
the Local and International Markets
Mission:
To achieve good investment returns for both our shareholders and clients and to increase the
productivity by diversifying our investments.
Objectives of the Organization:
 Define and assign the responsibilities of involved parties.
 Establish a clear understanding for all involved parties of the investment goals and objectives of the
long term portfolio.
 Provide basis for evaluating investment results.
 Establish the relevant investment horizon for which the assets will be managed.
 Provide ongoing oversight of investments by the finance committee.

Values:
 The company’s solid foundation and strong balance sheet adds degree of security and stability to
the clients.
 LKP looks at customer at a long run profit compared to short term gains.
 LKP understands their client’s financial planning requirements and needs according to their assets
and liabilities.
 LKP suggests their clients where to invest and where not to.

Milestones:
 LKP was registered with RBI and listed on BSE in the year 1948.
 Forayed in the sales of general and life insurance products in November 2007.
 Ranked as number 2 arranger for CP and short-term debt and prime large table in 2009.

14
  Acted as an arranger for private placement for long term bond issues aggregating to Rs. 123 billion
in the year 2009 and Rs. 236 billions in the year 2010.

Area of operation and business:

Area of operation:
 It has its operation in 1500+ branches/outlets including 35 owned branches in 147 cities.

Nature of business:
 Investment banking
 Institutional Equities
 Retail Distribution & Fixed Income

Product and service profile:

 Mutual fund’s
 Insurance products
 Portfolio management services
 Government securities
 Corporate bonds
Competitor’sAnalysis:

Number of Employees:
There are two hundred and fifty employees in the LKP Securities, Bangalore.

Networks:
The company has a network of 414 outlets in 147 cities in India with 67,500 customers registered in retail.
It has tied up with Bajaj-Allianz, one of the leading insurance companies in India for distribution of their

15
insurance products. In a 200 crores rupees deal, LKP Forex and Thomas Cook India merged for the foreign
exchange space in India
 LKP Finance (NBFC) is registered with RBI and listed on BSE.
 Established in 1948. The company went public in 1986.
 Key businesses include Equity broking and Distribution, Fixed Income, Merchant Banking and
Treasury.
 Large client base of ~80,000 registered customers in broking.
 Total broking turnover of ~ Rs. 604 billion in FY14.
 Network of 1180 outlets in more than 150 cities across India with 1350 Sub brokers and 40 branches
& staff strength of more than 850 people.

Performance of the Organization:

Particulars FY15* FY14*

INR INR

Total Revenue 837,041,484 355,716,591

Total Expenditure 612,949,835 284,952,338

Operating Profit 688,843,715 92,000,193

Depreciation 1,082,398 1,574,568

Interest Cost 173,516,569 194,490,307

PBT 224,091,649 70,764,252

Tax 46,723,068 (4,005,191)

PAT 177,368,581 74,769,442

Organization structure and chart:

16
SWOT ANALYSIS:

STRENGTHS:

 Brand name

17
  Competent personnel
 Verities of services offered to client
 Vast experience
 Integrated technology
 One stop shop for products

WEAKNESSES:
 Poor presence in the world’s largest markets
 Insignificant presence in institutional segment
 Turnover of employees:
 Lack of investment in Research and Development department below the industry average
because they need to go with more innovations and research

. OPPURTUNITIES:
 Dissatisfied customers of competitors
 Insurance sales can increase by future changes in personal taxation
 Market growth for the firm’s main product and services
 Falling interest rates with the companies favorable percentage.
 Changing preferences and customer habits
 Economy is expected to increase by 4% next year.
THREATS:
 Developments in technology may change this market beyond our ability to adapt.
 New or increased competition: Economic slowdown
 Insurance plans changes according to time. , E-Business.
Best Practices:
 LKP’s PF Desk provides yeoman services by extending profitable opportunities and carefully
executing trades for provident funds, pension fund, gratuity funds, retirement benefit of corporate,
PSU’S and state undertakings.
 LKP will leverage its deep rooted experience and vast presence in debt market to become the most
cost effective service provider in this segment.
 LKP help clients in raising funds for their business strategies from private equity houses. Their role
for the same includes understandings the clients business thoroughly , understanding their growth

18
 perspectives, corporate governance issues, transaction structure ,find out suitable investors , due
diligence and negotiating on the valuation to final closure for the clients .

Certificates (ISO), Achievements and Awards:

SLKP is India’s first financial group to be awarded the prestigious ISO 9002 certified KPMG
quality Registrar, USA Business.

Achievements:

 Ranked as no.2 arranger by prime league tables the placement of short-term debts,commercial
papers and ranked No 11 for placement of long-term debts.
 LKP stands on the panel of almost 200 PF/ Pension trust across India.
 Network of 1180 outlets in Tier II and Tier III cities (more than 150 cities and towns) across India.
 Strong network of 1350 sub brokers and 40 branches.

Future Plans:
 To understand the long-term debt.
 In line with LKP India it is striving to increase its share in the Group’s total revenue.
 It wants to be the global leader in the field of Stock Market.

19
Financial Statement
LKP Finance
Standalone Balance Sheet ------------------- in Rs. Cr. -------------------
Mar'15 Mar '14 Mar '13 Mar '12 Mar '11

12mths 12 mths 12 mths 12 mths 12 mths

Sources Of Funds
Total Share Capital 12.20 12.20 12.34 13.08 13.08
Equity Share Capital 12.20 12.20 12.34 13.08 13.08
Share Application Money 0.00 0.00 0.00 0.00 0.00
Preference Share Capital 0.00 0.00 0.00 0.00 0.00
Reserves 146.10 146.00 142.12 142.17 140.14
Networth 158.30 158.20 154.46 155.25 153.22
Secured Loans 62.31 40.19 141.71 109.56 73.28
Unsecured Loans 44.00 39.04 0.00 0.00 0.00

Total Debt 106.31 79.23 141.71 109.56 73.28

Total Liabilities 264.61 237.43 296.17 264.81 226.50

Application Of Funds
Gross Block 2.01 2.01 1.92 1.44 5.63
Less: Revaluation Reserves 0.00 0.00 0.00 0.00 0.00
Less: Accum. Depreciation 1.43 1.24 1.09 0.99 4.50

20
Net Block 0.58 0.77 0.83 0.45 1.13
Capital Work in Progress 0.00 0.00 0.00 0.00 0.00
Investments 70.64 36.84 40.71 66.48 39.97
Inventories 39.94 29.33 42.94 48.30 36.75
Sundry Debtors 11.54 0.38 0.05 4.40 3.51
Cash and Bank Balance 30.10 23.70 25.99 0.60 0.85
Total Current Assets 81.58 53.41 68.98 53.30 41.11
Loans and Advances 125.74 154.11 211.83 126.24 111.71
Fixed Deposits 0.00 0.00 0.00 27.80 64.10
Total CA, Loans & Advances 207.32 207.52 280.81 207.34 216.92
Deferred Credit 0.00 0.00 0.00 0.00 0.00
Current Liabilities 10.61 4.48 22.78 6.11 6.26
Provisions 3.31 3.22 3.39 3.36 25.25
Total CL & Provisions 13.92 7.70 26.17 9.47 31.51
Net Current Assets 193.40 199.82 254.64 197.87 185.41
Miscellaneous Expenses 0.00 0.00 0.00 0.00 0.00
Total Assets 264.62 237.43 296.18 264.80 226.51

Contingent Liabilities 8.34 8.34 8.34 8.34 5.34

Book Value (Rs) 129.77 129.69 125.13 118.71 117.16

Source : Dion Global Solutions Limited

Standalone Profit & Loss

------------------- in Rs. Cr. -------------------
account
Mar'15 Mar '14 Mar '13 Mar '12 Mar '11
12mths 12 mths 12 mths 12 mths 12 mths

Income
Sales Turnover 83.47 35.25 34.55 21.01 52.24
Excise Duty 0.00 0.00 0.00 0.00 0.00

21
Net Sales 83.47 35.25 34.55 21.01 52.24
Other Income 0.23 0.32 0.08 0.44 0.20
Stock Adjustments 0.00 0.00 0.00 0.00 0.00

Total Income 83.70 35.57 34.63 21.45 52.44

Expenditure
Raw Materials 0.00 0.00 0.00 0.00 0.00
Power & Fuel Cost 0.00 0.00 0.00 0.00 0.00
Employee Cost 5.69 5.07 3.53 4.15 4.05
Other Manufacturing Expenses 0.00 0.00 0.00 0.00 0.00
Selling and Admin Expenses 0.00 0.00 0.00 1.56 9.11
Miscellaneous Expenses 38.14 3.82 3.94 0.55 2.87
Preoperative Exp Capitalised 0.00 0.00 0.00 0.00 0.00
Total Expenses 43.83 8.89 7.47 6.26 16.03

Operating Profit 39.64 26.36 27.08 14.75 36.21

PBDIT 39.87 26.68 27.16 15.19 36.41
Interest 17.35 19.45 16.76 7.69 3.57
PBDT 22.52 7.23 10.40 7.50 32.84
Depreciation 0.11 0.16 0.10 0.04 0.08
Other Written Off 0.00 0.00 0.00 0.00 0.00
Profit Before Tax 22.41 7.07 10.30 7.46 32.76
Extra-ordinary items 0.00 0.00 0.00 0.00 3.53
PBT (Post Extra-ord Items) 22.41 7.07 10.30 7.46 36.29
Tax 4.67 -0.40 3.56 2.59 6.65
Reported Net Profit 17.74 7.48 6.75 4.86 26.12
Total Value Addition 43.84 8.89 7.46 6.26 16.03
Preference Dividend 0.00 0.00 0.00 0.00 0.00
Equity Dividend 14.64 2.44 2.46 2.62 13.08
Corporate Dividend Tax 2.93 0.40 0.40 0.42 2.12
Per share data (annualised)

22
Shares in issue (lakhs) 121.98 121.98 123.44 130.77 130.77
Earning Per Share (Rs) 14.54 6.13 5.47 3.72 19.97
Equity Dividend (%) 120.00 20.00 20.00 20.00 100.00
Book Value (Rs) 129.77 129.69 125.13 118.71 117.16

Source : Dion Global Solutions Limited

23
Chapter -2

24
 Need for the study

Every organization needs to have experienced and well-trained employees to perform the

activities assigned to them. Training is a medium through which one can improve their

performance in the changing times; training is gaining importance as a pervasive HR

function. The success of any training program depends on the varied impact it has on

people, which helps in determining the effectiveness of their skills and abilities.

Hence training and development greatly effects motivational level of the individual to

perform more skillfully. Therefore the training and development has been selected as the

theme of the project.

25
 SCOPE OF THE STUDY

 The study is focused on Training and Development at LKP SECURITIES Pvt. Ltd.,.

The study covers workers, non-management and management staff of LKP

SECURITIES Pvt. Ltd.,

 Frequency of attending training sessions.

 How directly the training session are related to the job.

26
 LIMITATIONS OF THE STUDY

 Time constraint is a limitation in the project.

 The proposed study is restricted only to LKP SECURITIES ltd.
 Complete information is not given by the employee’s due to administrative reasons.
 The study is limited to the information given by the employees.
 The study is limited based on the rules and regulations of the organization.

27
 OBJECTIVES OF THE STUDY

 To know the methods of training and development at LKP SECURITIES Pvt ltd.
 To know the duration of training program at LKP SECURITIES Pvt ltd
 To know the job performance of the employees after training.
 To know the training programmers increases organizational stability.

28
Chapter -3

29
 RESEARCH METHODOLOGY

METHODOLOGY:

Sampling method : Random Sampling

Sample Size : 100

Sample unit : LKP SECURITIES ltd, Bangalore

Data analysis method : Simple Percentage Method

Sources of data:

Primary data collection:

The data is collected through Personal Interviews with the employees and self-designed Questionnaire that
consists of 20 questions that have been designed to study the Training and Development at LKP
SECURITIES Pvt. Ltd.,

Secondary data collection:

Website-WWW.lkpsec.com,

Company records.

30
 REVIEW OF LITERATURE

AUTHOR NAME: DANIEL BURRUS

POSTED IN: ON JUNE 24, 2015

This article was written by DANIEL BURRUS, a renowned speaker, author and furuist. This piece
mainly focuses on the technological aspects of training and development. Burrus particularly focuses on
certain technological trends, and carefully explains their long term effects on training and development. He
explains why these trends are important and how they can influence the viability of any employment
development program that uses them.
Furthermore, Burrus also offers several suggestions on training executives, such as the implementation of
“JUST IN TIME TRAINING” as well as the implementation of more interactive training materials.

AUTHOR NAME: KALAISEVLAN AND NAACHIMUTHU

POSTED IN : 2011

Training cost and business benefits are drawn on X and Y axis respectively. Four quadrants are
identified to highlight :
i. Strategic ( lower training cost and higher business benefits)
ii. Payback (Higher training cost and higher business benefits)
iii. Think (lower training cost and lower business benefits)
iv. Drop (higher training cost and higher business benefits)

AUTHOR NAME: BATES AND DEVIS

POSTED IN: 2010

Usefulness of training programme is possible only when the trainee is able to practice the
theoretical aspects learned in training programme in actual work environment . They highlighted the use
of role playing, cases, simulation, mediated exercises, and computer based learning to provide exposure to
a current and relevant body of knowledge and real world situations.

31
 TRAINING PROCESS AT LKP SECURITIES
Introduction: -

Training is usually necessary for all recruits and for most people who are transferred
from one job to other. In addition to the training of new recruits, there is need for refresh
courses for employees or workers who are already in service. This is necessary to
change their conservation and keep them up-to-date.

Therefore, we can say that training programme plays pivotal role in every organization.

There are different methods of training programmes. These methods differ

from one organization to another organization according to their convenience.

Training evaluation cycle:

The evaluation of training is done by identifying the training needs, setting objectives,
making choice f training methods, implementation of training and finally evaluating the
training system which has been followed to find out the effectiveness of participants and
the effectiveness of the organization by which the improved participant being performed.

32
 Evaluation of the training programmes, evaluating participants, evaluating
objectives, evaluating the worth while ness of training.

TECHNIQUES FOLLOWED BY LKP SECURITIES PVT LTD: -

Employee training and development is not only an activity that is desirable

but also an activity that is desirable but also an activity that an organization must commit
resources to, if it is to maintain a viable and knowledgeable workforce.

Training programmes are classified into on the job and off the job
techniques. LKP SECURITIES limited follow on the job training technique in the
organization for employee training programme.

THE TRAINING PROCESS IN LKP SECURITIES ARE MADE UP OF THREE PHASES:

Phase 1:

Pre-training:

This may also called as preparation phase. The process starts with an understanding of
the situation requiring more effective behavior. An organization’s concerns before training
lie mainly in four areas:

Clarifying the precise objectives of training and the use of organization expects to make of
the participants after training.

Selection of suitable participants.

Building favorable expectations and motivation in the participants prior to the training.

Planning for any changes that improved tasks performance will require in addition to
training.

33
Phase 2:

Training, During the course of the training, participants focus their attention on the new
impressions that seem useful, stimulating and engaging. There is no guarantee that the
participants will in fact learn what they have chosen. But the main purpose remains:
participants explore in a training situation what interest them, and a training institutions
basic task is to provide the necessary opportunities.

Having explored, participants try out some new behavior. If they find the
new behavior useful, they try it again, check it for effectiveness and satisfaction, try it
repeatedly and improve it. Finally, they incorporate this new facet into their habitual
behavior in the training situation. If they do not find it useful, they discard it, try some
variant, or discontinue learning in this direction. The intricate process of selection and
testing is continuous and more or less conscious. It is important that work organization
mean while prepare the conditions for improved performance by their participants upon
their return.

Phase 3:

Post training. This may be called the “follow up” phase. When the participants return back
to work from the training, a process of adjustment begins from every one involved. The
newly learned skills undergo modifications to fit the work situation. Participants may find
their organizations offering encouragement of use the training and also support for
continuing contact with the training institution. On the other hand, they may step into a
quagmire of negativity.

More effective behavior of people on the job in the organization is the primary
objective of the training process as a whole. In the simplest training process,
improvement is a dependent variable, and participants and organizations independent
variables. A model of training in its simplest form is presented in the following figure:

34
Simplest model of training process:

Participant improved participant behavior

Training

Organization greater organizational effectiveness

The participants in an organization is identified and selected from the necessary

departments, sent to the training programme for which he is recommended which in turn
reflects the behaviors the effectiveness of the organization.

But training is actually a more complex process then the above figure suggests. In the
first place, the training system itself needs to be included. It may be a temporary system
but the trainers in the system also learn through the various opportunities available for
checking their effectiveness, i.e., though feed back. Thus the independent and intervening
variables also become dependent variables. The elaboration is shown is figure 2:

35
Elaboration model of training process:

Improved participant

Participants training behavior improved training

Feed back

Organization system greater organization improved

The participants in an organization is identified and selected from the

necessary departments, sent to the training programme for which he is recommended
which in turn reflects the behavior of the participants after the organization. The improved
participants, behavior and the training programme are being evaluated y feedback and the
the most required improvements in the training which reflects the effectiveness of the
improved organization.

LKP SECURITITES has two ways of training system:

Internet training

External training

36
Internal training programme:

Under this training programme a trainer who is specialized in the work nature as well as
in separate subjects are selected as a training programmer.

Under the training action plan, for finalization of training, it was decided to conduct

training need analysis at all generating stations and accordingly details were called for

from functional heads of all generating section regarding training training needs of

employees in the executive, non-executive categories.

After review of the training needs of the generation section, made by training wing

of cooperation office and officials of training institute, comprehensive training programme

schedule to be conducted at training institute.

Areas of internal training:

Following are some of the important areas where internal training programme takes place.

They are:

 Ethics

 Roles and responsibility

37
Technical and managerial programmes :

In order that employees at all levels and cards are to be kept abreast with technological

advancements taking place, employees are given various need based training

programmes in technical as well as managerial aspects at training institute by making

use of in house of faculty apart from enlisting the services of external faculty as and

when required.

External training programme :

Another method of conducting training programme in LKP SECURITIES limited is the

external training programme.

An outside training programmer who is specialized in various areas conducts external

training programme.

Company selects a specialized faulty in the subject to conduct training programme for

their employees.

38
Chapter -4

39
DATA ANALYSIS AND
INTERPRETATION

40
 1). Are you a trained employee?

a) Yes b) No

Dimensions No. of. Respondents Percentage

Yes 80 80%

No 20 20%

Total 100 100%

GRAPHICAL REPRESENTATION:

Interpretation: -

80% of the respondents are trained employees in the organization and 20% of the

respondents are not trained employees.

41
2). Do you feel training is necessary before selection of an employee /worker?

a) Yes b) No

Dimensions No.of respondents Percentage

Yes 80 80%

No 20 20%

Total 100 100%

GRAPHICAL REPRESENTATION:

Interpretation: -

80% of the represents said that there is a need of training before selection of on employee

or worker where as 20%of the respondents said that it is not necessary to train an

employee before selection.

42
3). Which training programmed technique do you like most ?

a) on the job b) off the job

Dimensions No. of respondents Percentage

On the job 80 80

Off the job 20 20

Total 100 100

GRAPHICAL REPRESENTATION:

Interepretation:-

80% of respondents said that they like on the job as a training technique and 20% of the

respondents need off the job training technique.

43
4). Which type of training programmers has you undergone?

a) lectures b)role play c)case study d)simulation

Dimensions No. of Respondents Percentage

Lectures 20 20%

Role-play 40 40%

Case study 20 20%

Simulation 20 20%

Total 100 100%

GRAPHICAL REPRESENTATION:

Interpretation: 40% of the respondents want role-plays and 20% of the respondents like

lectures, 20% of the respondents need case studies and rest of 20% of the respondents

like simulation programmes.

44
5). “Off the job can be treated to be helpful method of employee training”, do you agree?

a)yes b)no

Dimensions No. of respondents Percentage

Yes 60 60%

No 40 40%

Total 100 100%

GRAPHICAL REPRESENTATION:

Interpretation:

Out of total respondents 60% of them agree that off the job can be treated to be a helpful

method of employee training and 40% of them said that off the job could not be treated a

helpful method of employee training.

45
6). Is your training adequate enough to over come your deficiencies and to perform your

job well ?

a) To large extent b)To some extent c) very little

Dimensions No. of respondents Percentage

To large extent 60 60%

To some extent 40 40%

Very little 0 0%

Total 100 100%

GRAPHICAL REPRESENTATION:

Interpretation: 60% of respondents said that up to large extent they can over come their

deficiencies and they perform job well and 40% of respondents says only to some extent

they can over their deficiencies and 0 % for very little.

46
7). What kind of a person needs training programme ?

a)skilled b)semi-skilled c)unskilled

Dimensions No. of respondents Percentage

Skilled 75 75%

Semiskilled 20 20%

Unskilled 5 5%

Total 100 100%

GRAPHICAL REPRESENTATION:

Interpretation: -

75% of the respondents said that skilled person needs training programme, 20% of the

respondents said that semiskilled person needs training programme said that unskilled

person needs training programme

47
8). Whom do you prefer to be your training programmer?

a)employee of your organization b) outsider

Dimension No. of respondents Percentage

Employee of their 80 80%

organization

Outsider 20 20%

Total 100 100%

GRAPHICAL REPRESENTATION:

Interpretation:

80% of respondents said that they prefer employee of their organization as a training

programmer where as 20% of them said that they prefer outsider to be a training

programmer.

48
9). If new techniques are introduced in the organization, do you need training ?

a) yes b) no

Dimensions No. of respondents Percentage

Yes 80 80%

No 20 20%

Total 100 100%

GRAPHICAL REPRESENTATION:

Interpretation:

80% of the respondents said that they need training if new techniques are introduced, and

20% of the respondents said that they need not training when new techniques are

introduced.

49
10). After training, have you been able to do more work in less time with great precision?

a) To large extent b) to some extent c) over little

Dimensions No. of respondents Percentage

To large extent 75 75%

To some extent 25 25%

Very little 0 0%

Total 100 100%

GRAPHICALREPRESENTATION:

Interpretation:

75% of the respondents said that up to a large extent they are able to do more work

in less time after training and 25% of the respondents said that up to some extent they are

able to do more work in less time after training.

50
11) How is the co-operation of your superiors at the time of training ?

a) satisfactory b) good

Dimension No. of respondents Percentage

Satisfactory 70 70%

Good 30 30%

Total 100 100%

GRAPHICAL REPRESENTATION :

Interpretation:

30% of the respondents said that the superior’s co-operation at the time of training

is good and 70% of the respondents said that it was satisfactory.

51
12). Do you wish some more techniques should taught in training programmes to perform

faster and better ?

a) yes b) no

Dimension No. of respondents Percentage

Yes 90 90%

No 10 10%

Total 100 100%

GRAPHICAL REPRESENTATION:

Interpretation:

90% of the respondents said that they perform faster & better if new techniques are

taught and 10% of employees said that they can’t perform.

52
13). Which method of training does you like most?

a) group training b)individual training

Dimensions No. of respondents Percentage

group training 70 70%

Individual training 30 30%

Total 100 100%

GRAPHICAL REPRESENTATION:

Interpretation:

70% of the respondents said that they like group training and 30% of them respond

to individual training.

53
14). “Training increases productivity, human relations in the firm”, Do you agree?

a)agree b)disagree

Dimensions No. of respondents Percentage

Agree 90 90%

Disagree 10 10%

Total 100 100%

GRAPHICAL REPRESENTATION:

Interpretation:

90% of respondents agree, “Training increases productivity, human relations in

productivity, human relations in the firm the firm” and 10% of respondents did not agree

with this.

54
15). Is job training programme interesting or boring ?

a) Boring b) interesting

Dimensions No. of respondents Percentage

Interesting 80 80%

Boring 20 20%

Total 100 100%

GRAPHICAL REPRESENTATION:

Interpretation:

80% of the respondents said that the training programme in the organization is interesting

and 20% of them are boring.

55
16) Do you think employee-training programme is a waste of time ?

a) yes b) no

Dimensions No. of respondents Percentage

Yes 90 90%

No 10 10%

Total 100 100%

GRAPHICAL REPRESENTATION:

Interpretation:

10% of the respondents think that employee training programme is waste of time whereas

90% of respondents think that it is not waste of time.

56
17). How is your job performance after training?

a) best b) better

Dimensions No. of respondents Percentage

Best 60 60%

Better 40 40%

Total 100 100%

GRAPHICAL REPRESENTATION:

Interpretation:

Out of total respondents 60% they said that their job performance after training was best

and 40% of them said that their job performance after training was better.

57
18). Duration of the training programming must be ?

a) short term b) long term

Dimensions No. of respondents Percentage

Short-term 80 80%

Long-term 20 20%

Total 100 100%

GRAPHICAL REPRESENTATION:

Interpretation:

80% of respondents need short-term training programme whereas 20% of respondents of

them need long-term training programme.

58
19). Does training programmers increases organizational stability ?

a) yes b)no

Dimensions No. of respondents Percentage

Yes 70 70%

No 30 30%

Total 100 100%

GRAPHICAL REPRESENTATION:

Interpretation:

70% of respondents respond that training programme increases stability in the

organization and 30% respond that they cannot increase their stability.

59
20). Training programmers facilitate the employess to participate actirely and openly to

share their view point ?

a) To large extent b) To some extent c)very little

Dimensions No. of respondents Percentage

To large extent 60 60%

To some extent 40 40%

Very little 0 0%

Total 100 100%

GRAPHICAL REPRESENTATION:

Interpretation:

60% of respondents said that the training programme facilitates them to participate

actively to share their views up to large extent and 40% of them said that to some extent.

60
FINDINGS

AND

SUGGESTIONS

61
FINDINGS:

 80% of the respondents are trained employees and 20% of them are not trained employees

 80% of the respondents agreed that training is necessary before selection of employee in

the firm and only 20% of them disagree.

 95% of the respondents are satisfied with on the job training method and only 5% of the

respondents are not satisfied.

 75% of the respondents said that only unskilled persons need training programme and the

remaining 25% of them said that skilled, semi-skilled also requires training programme.

 Out of the total respondents 75% of the respondents said that they prefer employee of their

organization as a training programmer and 25% of them prefer outsider of the organization

as a training programmer.

 A high percentage i.e., 90% of the respondents responds that they need training if new

techniques are introduced in the organization & 10% are not interested.

 30% of the respondents said that the cooperation of the superior at the time of training is

good whereas 70% of them said that it is satisfactory.

 Out of the total respondents 70% of respondents said that they prefer group-training

programme whereas 30% of them prefer individual training.

 60% of the respondent’s job performance was best after taking training and 40% of them

said that their job performance after training was better.

 80% of the respondents need short-term training programme and 20% of the respondents

need long-term training.

62
SUGGESTIONS:

Up to my observation and analysis there is definite employee training programme in the

organization, but to make it standardize some more steps are to be followed such as:

 Training programme should be planned so that it is related to the employee’s previous

experience and background. The background should be used as a foundation for new

development and new behavior.

 The training department should play a dynamic role in monitoring the training activities. It

should continuously assess the impact of training and help the trainees in practicing

whatever they learnt.

 Whenever an individual is sponsored for training he should be told the reasons for

sponsoring him and the expectations of the organization from him after he returns from the

programme.

 Feed back helps trainers to understand the extent to which objectives are being met and

the effectiveness of particular learning activities-as on aid to continuous improvement.

 Executive performing responsible role in the organization should be encouraging to go out

periodically for training where they would have more opportunities to interact with executive

of other organization and get ideas as well as stimulate their own thinking.

63
PROBLEMS IN DEVELOPMENT:

Some of the common problems in development which are often repeated are

1. Inaccurate need analysis.

2. Trying to substitute training for selection.

3. Encapsulated development, which is a result of sending employees to learn new methods and ideas

but not changing the old attitudes and methods existing in the organization. There fore, the new

knowledge learned by the trainees remains encapsulated because of his inability to implement them

in the unchanged work situation.

64
Chapter -5

65
 CONCULSION

Training programme in LKP SECURITIES Pvt limited recognize individual difference, such

as, differences in their abilities, interest, learning speed and other significant personal

characteristics. Training programme is considered to be elastic and flexible in LKP

SECURITIES Pvt. Limited.Behavioral objectives of participants are often imprecise. Both

the theoretical and practical aspects of training are given due consideration while

preparation of the training programme. The employees learn on the actual requirements in

use and in the true environment of his job and get a feel of the actual production and

requirements. Training programme has been reflecting the information provided by job

analysis, which indicates both the need for training and the nature of training to be

provided.

66
QUESTIONNAIRE TO STUDY EVALUATION OF BENEFITS

WITH TRAINING & DEVELOPMENT:

Employee Name: Designation:

Employee Code: Qualification:

Date of joining: Experience:

1. Are you a trained employee?

a) Yes b) No

2. Do you feel training is necessary before selection of an employee /worker?

a) Yes b) No

3. Which training programmed technique do you like most?

a) On the job b) Off the job

4. Which type of training programmers has you undergone?

a) Lectures b) role-play c) case study d) simulation

5.”Off the job can be treated to be helpful method of employee training”, do you agree?

a) Yes b) No

6. Is your training adequate enough to over come your deficiencies and to perform your

job well?

a) To large extent b) to some extent c) very little

67
7. What kind of person needs training programme?

a) Skilled b) semi-skilled c) unskilled

8. Whom do you prefer to be your training programmer

a) employee of your organization b) outsider

9. If new techniques are introduced in the organization, do you need training

a) Yes b) No

10. After training, have you been able to do more work in less time with great precision

a) To large extent b) to some extent c) over little

11. How is the co-operation of your superiors at the time of training?

a) Good b) Satisfactory

12. Do you wish some more techniques should taught in training programmes to perform

faster and better?

a) Yes b) No

13. Which method of training does you like most?

a) Individual training b) Group training

14. “Training increases producitivity , human relations in the firm”, Do you agree?

a) Yes b) No

68
15. Is job training programme interesting or boring?

a) Boring b) Interesting

16. Do you think employee-training programme is a waste of time?

a) Yes b) No

17. How is your job performance after training?

a) Best b) Better

18. Duration of the training programming must be?

a) Short term b) long term

19. Does training programmers increases organizational stability?

a) Yes b) No

20. Training programmers facilitate the employees to participate actirely and openly to

share their view point?

a) To large extent b) To some extent c) very little

69
 Bibliography

Name of the Book Author Publication

1. Personal Management C.B.Memoria Himalaya Publishing House

2. Essentials of Human

Resource management P. Subba Rao Himalaya Publishing House

& Industrial relation

3. Research Methodology C.R. Kothari M/s New age International(P) Ltd.

4. Human Resource

Development P.C. Thripathi Himalaya Publishing House

WEB SITES:

www.lkpsec.com

www.google.com

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