Training and Development Capital Iq(1)

A Project Report

ON

TRAINING AND DEVELOPMENT

IN

CAPITAL IQ INFRA SERVICES PVT LTD.

BY

M. SWETHA

HTNo: 098-060-128

Project submitted in partial fulfillment for the award of the Degree ofMASTER OF BUSINESS ADMINISTRATION

by

Osmania University, Hyderabad -500007

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DECLARATION

I hereby declare that this Project Report titled TRAINING AND

DEVELOPMENT submitted by me to the Department of Business

Management, O.U., Hyderabad, is a bonafide work undertaken by me and it

is not submitted to any other University or Institution for the award of any

degree diploma/ certificate or published any time before.

Name and Address of the Student Signature of the Student

M.SWETHAFlat no 506 , KK Madduri Mansion Kothapet, Hyderabad

2

Abstract

Employee training is the important sub-system of Human Resource development.

Employee training is a specialized function and is one of the fundamental operative

functions for Human Resource Management.

Every modern Industry, We Want start any industry the basic Factors are very much

essential, these are, men, money, material, Marketing, machinery, out of these five, men

is playing on important Role in every organization. Without man power we cannot run

an Industry. So, every modern management has to develop the organization through

human resource development.

CAPITAL IQ provides maximum priority to empower manpower, creating knowledge

and evolving leaders. Organization structure will be follows and will be strengthened

further based on support, advice and demand from customers.

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ACKNOWLEDGEMENT

I would like to thank Mr. T. Raghava Reddy Director and Ms. B.

Indira Principal, St. Paul’s P.G.College, for their whole hearted

cooperation.

I feel it as a great privilege to express my profound respects, deep

sense of gratitude to project guide Lecturer Mr. Anand Sony St.

Paul’s P.G. College, who guided me throughout my project with

constant cooperation, encouragement and motivation.

I would like to thank Mr. HariNarayana Manager human resources and

other staff members of CAPITAL IQ infra services pvt ltd. with out their

kind cooperation and help the project could not have been successful. I

sincerely acknowledge all the people mentioned above, without whose

cooperation, I couldn’t have completed my project successfully.

M. Swetha

H.T.No.098-06-0128

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Table of contents Page NO

1. INTRODUCTION

a) Research Problem 1

b) Objectives 2

c) Methodology 3

2. REVIEW OF LITERATURE

1. Introduction 5

2. Importance of training 7

3. Training Objectives 10

3. THE COMPANYCompany Profile 24

4. DATA ANALYSIS & PRESENTATION 35 Interpretations

5. Activities 59

6. SUMMARY & CONCLUSIONS 65

7. BIBLIOGRAPHY 66

8. AppendixOrganisation Structure 68

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Chapter - 1

6

Research Problem:

The research study is on training and development in the organization as it plays a vital

role in any organization. To know how training is done in the organization. What type of

training programs they are following and how effective they are in the organization.

Need for Study:

The need for study is to know How effective training in the organization is and to what

extent they are useful. Also to find out the gaps in training and development system (if

any) and to give suitable suggestions and recommendations.

Study was carried out at CAPITAL IQ TELECOM INFRA PVT. LTD

Sample design

Sampling: carried out with Civil Executive, Employees & Workers.

Sample size: 100

Period of Study: The period of study is 45days

Objectives:

The following are the objectives of this present study.

1. The main objective is to study the training and development

system existing in CAPITAL IQ.

2. To identified the training programs of CAPITAL IQ

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Methodology

Primary Date: The primary data is collected through administration of schedule and the

items in this schedule are framed carefully and clearly.

Secondary Data: The secondary data has been collected from annual reports, partly from

records and library sources. Some information is gathered by personal talks with the

concerned officials.

Sampling: The sampling purpose only 3 designations the name of designations are Civil

Executive, Employees & Workers. The total samples 100. The sample is drawn equally

from these five departments through Simple random Sampling technique.

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Chapter - 2REVIEW OF LITERATURE

9

Introduction

A n a l y s i s o f d a t a :

The primary data collected through schedules are grouped and all the items in the

schedule are tabulated for the purpose of the study. Simple arithmetic calculations are

used for analysis of the data.

Employee training is the important sub-system of Human Resource development.

Employee training is a specialized function and is one of the fundamental operative

functions for Human Resource Management.

Every modern Industry, We Want start any industry the basic Factors are very much

essential, these are, men, money, material, Marketing, machinery, out of these five, men

is playing on important Role in every organization. Without man power we

cannot run an Industry. So, every modern management has to develop the organization

through human resource development.

After an employee selected, placed and introduced he\she must be provided with training

facilities.

Meaning:

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

particular job

Training is a short-term educational process and utilizing a Systematic and organized

procedure by which employees learn Technical knowledge and skills for a definite

purpose.

Training is a continuous and life long process. Right from the time a child is born he

starts receiving training from the time his mother for a variety of needs. So, that he

becomes a social being. His training continues in the school and the college situations.

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Importance of training:

The importance of human resource management to a large extent depends on human

resource development. Training is the most important technique of human resources

development.

No organization can get a candidate who exactly matches with the job and the

organizational requirements. Hence training is Important to develop the employee and

make him suitable to the job.

Jon and organizational requirements are not static, they are changed from time to time in

view of technological advancement and change in the awareness of the Total ; Quality

and Productivity Management (TQPM). The objectives of the TQPM can be achieved

only through training, as training develops human skills and efficiency.

Training employees would be a valuable asset to organization Organizational objectives

like viability, stability and growth can also be achieved through training. It is also

important significant part of management control.

The training employees invite organizational change and ready to take up any type of

assignment. The success of any organization, to a greater extent depends on the amount,

qualitative and timely training provided by an organization.

Need for Training:

Every organization big or small productive or non productive, economic or social, old or

newly established should provided to all employees irrespective of their qualification,

skills, suitability for the job etc. Thus, no organization can choose whether or not to train

employees.

The needs has been recognized as an essential activity not only Of management in public

and private sectors but also of trade unions, Academic institutions, professional bodies

and the various department And agencies of the Government.

Training is used continuously in every well run establishment further, technological

changes, automation has to retrain the old Employees.

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The need for training arises due to the following reasons:

1) Sub optional performance of organizational in public, government and private

sectors.

2) The every-increasing gap between planning and implementation of

Projects.

3) Technological change necessitating acquisition of new skills.

4) Qualitative change in the form of proffessionalization of managerial staff

And workmen.

5) Need for individuals and organization to grow at rapid pace.

6) To meet challenges of global competition.

7) Need for Human Relations is necessary to deal with human problems

(Including alienation, inter personal and inter- group conflicts etc)

Training Objectives:

Generally line managers ask the personnel manager to formulate the training

policies. The personnel manager formulates the following Training objectives in keeping

with the company’s goats and objectives.

a) To prepare the employee both new and old to meet the present as well as

changing requirements of the job and the organization.

b) To prevent obsolescence.

c) To impart the new entrants the basic knowledge and skill they need for an

intelligent performance of definite job.

d) To prepare employees for higher level tasks.

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e) To assist employees to function more effectively in their present Positions

exposing them to the latest concepts, information and techniques and

developing the skills they will need in their particular fields.

f) To build up a second line of competent officers and prepare them to occupy

more responsible positions.

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

h) To ensure smooth and efficient working of a department.

Training and Education:

Training is concerned within increasing the technical knowledge and

operative skills in doing a particular job. Hence, mostly employer trains their employee

for a particular job.

But the scope of education is broader. It includes acquiring not only technical skills and

knowledge, but also behavioral skills and knowledge, general knowledge, social

knowledge and the like. Thus, education is to develop individuals. It is concerned with

the changing environmental political and social developments. Education is not only

through former instruction in the educational institute, but also through trading,

observation, awareness and so on and so forth.

Training is through vocational and training institutes particularly referring to a job

(or) a craft. Training normally has a more immediate and specific utilitarian purpose.

Whereas education has long run and general utility.

Training from education as they are closely inter related that means training is part of

education.

According to Date Yoder:

“The use of terms training and development in today’s employment setting is for more

appropriate than training alone since human resource can exert their full potential only

when the learning process goes for beyond simple routine.

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Areas of training:

Organization providing to their employees in the following areas.

1) Company Policies and Procedures:

This areas of training is to be provided with a view to acquiring the new employees

with a view to acquiring the new employees with the company Rules, practices,

procedures, tradition, Management organization structure, Environment product,

service offered by the company etc. it is nothing but induction. Some companies the

capable induction programme is divided into two phases in the first phase, induction

is done by the personnel department, second phase induction is done by the

supervisor.

1) Job Training:

The object of job training is to increase the knowledge of workers about the job with

which they are concerned. So that their efficiency and skill of performances are

improved. In job training, workers are enabled to learn correct methods of handling

machines and equipment, avoiding accidents, removing bottlenecks, minimising

wastage, etc.

2) Promotional Training:

Many organizations follow a policy of filling some of the vacancies at higher levels

by promoting existing employees. This policy increases the morale of workers. They

try to put maximum efficiency so that they may be considered for promotion.

3) Rfresher Training :

At the time of initial appointment employees are formally trained for their jobs. But

with the passage of time, they may forget some of the methods which were though to

them or they may have become out dated because of technical development and

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improved techniques of management and production Hence, refreshers training is

arranged for existing employees in order to provide them an opportunity to revive and

also improve their knowledge

According to date Yoder “refresher training programs are designed to avoid personal

obsolescence.

4) Corrective Training:

When an employee violates company rules or policies such as by being absent often

or by smoking in a “No smoking” area the manager needs to find a way to deal with

the problem. Sometimes he thinks that the solution to the problems is discipline, but

the trouble with the word discipline is that implies punishment. He should hand the

problem with treatment that corrects rather than punishes. By its very nature,

corrective training implies criticism.

5) Apprentice Training:

The apprentice Act, 1961 requires industrial units of specified industries to provide

training in basic skills and knowledge in specified trades to educate apprentices with

a view to improving their employment opportunities. This type of training generally

ranges between one year to four years.

Training Methods:

All the training methods can be grouped into two categories

Training MethodsTraining methods for operatives Training methods for managersVestibule training Observation assignment

apprenticeship training Position rotation

Internship training Serving on committees

Assignment of special projects

Confencered seminars

Case study

Incident method

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Role Playing

a) Training Methods for Operatives:

On the job training methods are by far the most important methods used for training the

rank and file workers in a factory. Under this method the new employee is assigned to a

specific job at machines, workshop or laboratory. Under this method the worker not only

learn the work under the guidance of a supervisor but also produces goods in the process.

The effectiveness of this training method depends primarily on the experience and

competence of the supervisor and his interest in giving proper training to the worker.

Betty said that, “on the job training for its success needs a properly trained

instructor; otherwise an inefficient instructor can produce a number of inefficient

offspring”.

1) Vestibule Training:

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

files, and equipment those are used in actual Job performance are also used in

training. This type of training is commonly used for training personnel for clerical

and semiskilled job. This type of training period is a few weeks.

Advantages:

1 The trainee remains free from the confusion and the pressure of the work

situation.

2 He is able to concentrate on learning.

3 The method also saves costly machines from being damaged by mishandling of

untrained workers.

Disadvantages:

1 It is relatively costly

2 Production loss during the training period

3 Sometimes create adjustment problems.

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2) Intership Training:

This method of training is generally provided to the skilled and technical personnel. This

method involves a join programme of training in which enterprises and the vocational

and the training institutions cooperate.

The object of this type of training is to bring about a balance between theoretical

and practical knowledge.

a) Training Methods for Managers:

Executive talent is the most important asset, which a company can possess. Research,

experimentation, testing and experience have yielded a great variety of training methods,

which are used in executive development programme.

1) Observation Assignment:

Under this method, the newly recruited executive called ‘understudy’ is made an assistant

to the current jobholder. He learns by experience, observation and imitation. If decisions

are discussions with him, he is informed on the policies and theories involved. But if he is

neglected by the current jobholder, the under study does not learn much by this method.

Mistakes and other deficiencies characteristic of existing managerial practice.

2) Position Rotation (Job Rotation) :

Under this method, the trainee executive is rotated among different managerial jobs. This

not only broadens and enriches his experience as a manager but also enables him to

understand interdepartmental relations and the need for coordination and cooperation

among various departments.

3) Serving on Committees :

Another important method of training an executive is to make him serve on a committee.

While serving on a committee, the executive comes to learn not only the various

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organizational problems and views of several senior and experienced members but also

learn now a manager should adjust himself to the overall needs of the enterprise.

4) Assignment of Special Projects :

Some times, as a method of training some special projects is assigned to a trainee

executive. Ex: - he may be asked to develop a system of cost allocation in the production

of certain goods for which an order has been received by the company. While working on

projects, the trainee not only acquires knowledge about them but also learns now to work

with and related to other people holding different views.

5) Conference and Seminars:

Often an executive is deputed to attend a conference, seminar or work shop to receive a

quick orientation in various areas of management with which he might be unfamiliar.

One advantage of this type of training is that all the participant s coming from different

organizations get an opportunity to pool their ideas and experience in attempting to solve

mutual problems. The attitude is one of joining exploration. This encourages cross

fertilization ideas.

6) Case Study:

A good case is the vehicle by which a chunk of reality is brought into the classroom to be

discussed over by the class and the instructor.

There is no “right” answer or simple explanation in the comprehensive case. The

advantages of this method are more depth of thinking, more perception in a situation

greater respect for and consideration for the opinion of others.

7) Incident Method :

This method an outgrowth of dissatisfaction felt by Paul and Pigors with the case method.

In the case methods the entire problems is presented to the students. Where as incident

method only a brief incident is presented to provide discussion in the class.

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The group then puts questions to the instructor to drawn out of him the salient facts and

additional information needed to arrive at a reasonable solution.

8) Role Playing :

In this method the instructor assigns parts taken from case materials to group

members. The situation is usually one involving conflict between people. The situation is

usually one involving conflict between people. The role players attempt to act the parts as

they would behave in a real life situation working without a script or memorizes lines and

improvising as they play the parts. The development of empathy and sensitivity is one of

the primary objectives of role playing.

Training effectiveness:

Training effectiveness means to accomplishment of multiple goals (objectives training)

the objectives of training such as.

1) To ensure that technical, managerial, human and conceptual competencies

are developed in the employee on continuous basis enable them to perform

their current jobs effectively and also prepare to perform the new jobs as

they come.

2) To offer the necessary competency building inputs to all employees in a

systematic, scientific and cost effective manner.

3) To offer the required and attitude based training to ensure that

a lasting and self –sustaining culture is built in the organization.

We discuss training and development activities. Is it not enough to merely assume that

any training an organization offers is effective. We need to develop substantive date to

determine whether our training effort is achieving its goals. i.e, if it is correcting the

deficiencies in skills, knowledge or attitudes that were assessed as needing attention.

Note too that the fining of training and (development) research programs is expensive.

The costs incurred alone justify evaluating the effectiveness.

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The assumption by many managers and training directors that any type of training is

worth white, training programmes may not be as effective unless. It is evaluated. If those

responsible for training are convinced that every training program being offered is good,

it is a reasonable bet that little evaluation is taking place and it is very that the actual

training could be improved. While we know training can be effective in assisting

management in attaining its goals, the issue of whether it is effective is often more a

matter of opinion them of fact. Critical to any training activity is proper effectiveness

evaluation.

Evaluation methods can be classified as

1) test –retest method

2) Pre-post performance method

3) Experimental- control group method

1) Test – Re-test Method:

The first approach is referred to as the first – re-test method participants are given a

test before they begin the programme. After the program is completed, the

participants retake the test, the difficulty arises in attempting to substantiate that

change in the test scorers will be reflected in performance and that whatever change

has occurred can be fully attributed to the Instruction.

2) Pre-post Perfomance Method :

in this method each participant is evaluated prior to training and rated on actual job

performance after instruction is completed, the participant is re-evaluated. The pre-

post performance method deals directly with job behaviour.

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3) Experimental – Control Group Method :

The most sophisticated approach is the experimental control group method. Two

groups are established comparable as to skills intelligence and learning abilities and

evaluated on actual job performance. Members of the control group work on

the job but do not under go instruction. The experimental group is given the

instruction at the conclusion of training. The two groups are re-evaluated. If the

training is really effective, the experimental group’s performance will have improved,

and its performance will be substantially better than that of the control group. This

approach attempts to correct for factors other than the instruction programme that

influence

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Chapter-3

The Company

22

CAPITAL IQ Corporate Overview

CAPITAL IQ Fast Facts

Snapshot of products & Key Service Areas

CAPITAL IQ Corporate Vision & Mission

CAPITAL IQ Objectives & Values

Organization Structure & People

Corporate HR & Admin Policies


Snapshot of products & Key Service Areas

CAPITAL IQ Corporate Vision & Mission

CAPITAL IQ Objectives & Values

Organization Structure & People


Capital IQ Information Systems India Pvt. Ltd., was formerly known as Smart Software

Technology Development Co., Pvt. Ltd., The company was started by Dr. Kumara

Prathipati in association with Mr. Madan Mohan, CIQ Executive Director. In the year

1997, Smart Software became the subsidiary of simply stocks, Simply Stocks, the

parent company of Smart Software, has been acquired by Capital IQ NY. Currently S

& P acquired so we known as Capital IQ India a division of S & P the McGraw-Hill

Companies.

Capital IQ, is the world leader in deeply integrating information –on public & private

companies, investment firms, relationships among firms and professionals,

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biographical and contact data, events, transactions, securities data, regulatory filings,

news, research products, interactions, and knowledge.

Capital IQ enables leading financial, advisory, and corporate professionals to

efficiently make more intelligent business decisions. Capital IQ serves over 10,000 +

clients, including the market leaders in investment banking, investment management,

private equity, and related professional services, as well as some of the world’s largest

corporations.

CIQ products integrate public & Private capital market information with software

applications for research, analysis, idea generation, workflow management, and

relationship development. CIQ are not just a data or software Company, but a team of

dynamic

Professionals vowing to provide:

High Quality, Timely and Accurate Data and Research Tools

Best Possible Client Service

CIQ Key Service Areas

financials, SEC filings, financial ratios and Business Descriptions

Exporting or Importing data into Excel spreadsheets

Creating reports which can be customized

Comparing companies against their peers and indices

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

CIQ vision

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

top-quality customer solutions and providing finest financial data products and tools

based on cutting-edge technology and advanced quality assurance processes.

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CIQ Mission

To provide clients with consistently superior quality fundamental data and innovative

research tools, thus bring a fresh approach to the financial information supply

business.

To provide an exemplary work environment and work culture where the best talent can

be attracted, retained and motivated to rise to higher peaks of excellence.

To be a responsible corporate citizen and discharge CIQ social responsibilities

diligently.

CIQ Objectives

To be a leader in U.S and a strong global player in supplying financial data products

and services.

To provide quality services on time at globally competitive prices.

To achieve optimal utilization of the important resources: people, time and money.

CIQ Values

Client Orientation

CIQ clients are CIQ first priority

CIQ deliver promises and nurture long-term relationships with CIQ clients

Knowledge Sharing

CIQ welcome new ideas from CIQ employees and stakeholders

CIQ enable improvement in CIQ processes Leadership

CIQ promote initiative, decisiveness and accountability among CIQ employees

Integrity

CIQ ensure honesty and fairness in all CIQ dealings Performance

CIQ strive to achieve superior results all the times.

Teamwork

CIQ believe in Team work with mutual respect, support and open communication with

CIQ clients and within.

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Approach

CIQ leverage CIQ intellectual capital and initiative to realize CIQ goals

CAPITAL IQ, INDIA – A Subsidiary of CAPITAL IQ

Capital IQ, India Development Inc. had its modest beginning in San Diego, California by

a group of entrepreneurs headed by Dr. Kumara Prathipati in 1993. The Indian operation

was started, as Capital IQ, India Technology Development Company Pvt. Ltd., along

with Mr. Madan Mohan, a successful entrepreneur with excellent business acumen. In the

year 1997, Capital IQ, India became the subsidiary of Simply Stocks, Inc., San Diego,

California.

In the recent past Simply Stocks & Capital IQ, India has been acquired by Capital IQ,

Capital IQ enables leading financial, advisory, and corporate professionals to efficiently

make more intelligent business decisions. Capital IQ products integrate public and

private capital market information with software applications for research, analysis, idea

generation, workflow management, and relationship development.

Capital IQ serves over 400 clients, including the market leaders in investment banking,

investment management, private equity, and related professional services, as well as

some of the world’s largest corporations.

Hierarchy Level & Grade classificationDECISION MAKING LEVEL

This level will involve decisions that will determine the scope, direction, and overall

goals of Capital IQ, India

These decisions will be subject to few constraints other than those imposed by law and/or

economic conditions.

These decisions will be the kind typically made or approved by CIQ / ED.

In short the decisions taken by this level would impact Capital IQ, India in total.

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PLANNING & IMPLEMENTATION LEVEL

This level will involve decisions related to the plans of achieving the Goals & objectives

established at the Decision Making level, These plans will be concerned with formulating

or adjusting the policies and procedures for the major functions/divisions/departments

and allocating resources

The positions in this level will typically be in charge of, or responsible to their respective

line of activities i.e., Production, Technical or HR. The decisions taken at this level

would impact a particular function in short term and Capital IQ, India in long term.

INTERPRETATIVE LEVEL

At this level, position incumbents will interpret and carry out the Processes, Goals &

objectives planned at the Planning & Implementation level.

Decisions taken at the Interpretative level will specify what is to be done in lower levels

and how the resources i.e., time & people allocated to them are deployed.

In short, people at this level will act as facilitators between the idea creators & idea

executors

DEFINED PROCESS LEVEL

The decisions at this level will involve determining the means or process of achieving the

standards set, objectives laid or guidelines established by the Interpretative level.

These decisions will be subjected to the limits imposed by the available resources &

technology and to the constraints set by interpretative level.

The Defined Process level decision includes defining the process and specifies what is to

be done at the levels below.

In short, this team will act as a translator of the ideas.

OPERATIONS LEVEL

Employees at this level will focus on how to carry out the operations of the process and

the manner as well as speed of performing the elements of production process as

specified by the execution level

However, there will be, within the limits set by the specific process, a choice as to how

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and when the operations are carried out.

In Short this team will execute the ideas.

Employee Levels / Career Progression levels

The following are the Employee levels at Capital IQ, India

1. Junior Research Associate

Research Associate

Senior Research Associate

Analyst

Senior Analyst

Procedure:

Each level of employee should have certain skills and knowledge levels which will be

defined and communicated to all the employees. This will help every individual to

accesses where he/she stands and how to reach the next level.

There shall be no specified time limit for promoting an employee from one level to

another. But the TL/Mgr shall follow certain guidelines, for the same, as specified by the

Management.

The TL/Mgr recommendation of each employee’s promotion is not the final decision. It

must be approved by the Management.

Junior Research Associate:

The newly hired Associate will typically have a college degree, and 0-2 years of

professional experience.

Junior Research Associates (JRA) should be good at basic concepts of capital markets,

good understanding of financial statements, accounting terminologies etc., and are able to

apply this knowledge while processing the data with a significant to moderate degree of

supervision.

JRA should be a good team player

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JRA needs complete assistance & guidance of the Team Lead/Manager to clear all his

minor and major doubts or to handle any unique situations faced during discharge of

his/her duties

JRA should have basic understanding about all the policies & procedures of data

processing and various applications/tools used for this purpose

The productivity level of a JRA should near the standard production levels and

performance should be within acceptable error rate.

Research Associate:

Research Associates (RA) should be good at basic concepts of capital markets, good

understanding of financial statements, accounting terminologies etc., and are able to

apply this knowledge while processing the data.

The work of the RA for the most part should be error-free. The Associate develops an

ability to operate in an independent way, but may require assistance from the Team

Leader/Manager occasionally.

RA should be able to act individually with the laid down procedures.

RAs are good communicators and shall have good Interpersonal skills. The Associate is

able to communicate effectively with the Team Lead/Manger to convey suggestions for

tool enhancements, problems with work, questions, etc.

RA should have good command over all the policies & procedures of data processing and

various applications/tools used for this purpose

RA should show considerable improvement in the productivity & shall have standard

productivity

Senior Research Associate

Sr. RA’s should have very good understanding of capital markets, financial statements,

terminologies etc. And they are able to accurately apply this knowledge to process the

data.

The Sr. RA is usually able to operate in an independent way, requiring only infrequent

assistance from the Team Leader/Managers to accomplish production targets

Should possess good understanding of relevant Accounting standards & principles

He/She is proficient in the use of production tools and understands the intricacies of the

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data process so that even more difficult tasks can usually be accomplished without

assistance.

He/she is very productive, and is able to accomplish tasks at an above standard pace.

Sr. RA must possess expert knowledge of his department and working knowledge in

more than one related departments to act as backup at times.

Sr. RA should have developed good communication skills along with the confidence &

knowledge to handle the doubts of Jr. RA’s & RA’s.

Sr. RA should be able to take up responsibilities from the Team Leader/Manager

In the absence of his superiors Team Leader/Manager/Sr. Analyst/Analyst, he/she should

be able to look after the production schedules and co-ordinate with other team member

accordingly

Analyst

Analyst must have expertise knowledge in subject, as well as, in his respective

department and must be good at analyzing critical data items.

Analyst should think beyond the production area and build positive relationships with

colleagues within the team and throughout the company.

Can handle small research projects, assist the MGR/TL in new projects and can also

prepare research reports. Shall also take initiative in accepting & handling more

Individualistic responsibilities

Should be proficient in relevant Accounting standards & principles

Analyst is proficient in the use of production process & tools such that even most

difficult tasks can be accomplished without assistance. Analysts are considered expert in

the use of these tools and will often assist other members of the Research Team in this

regard.

Should have knowledge about more than one department (like inter-statement

departments)

Should be able to identify mistakes of others in the team and guide them to rectify the

same.

Should have fair knowledge about Data storage & retrieval.

Should have very good written and oral communication skills

Shall gives priority to official tasks over personal commitments

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In the absence of Team Leader/Manager/Sr. Analyst, he/she should be able to look after

the production schedules and co-ordinate with other team member accordingly.

Senior Analyst

Sr. Analyst must have expertise knowledge in subject, as well as, in his respective

department and must be very good at analyzing critical data.

Must have a thirst for knowledge & make consistent efforts to enhance his knowledge

level and communicate the same down the line to other team members

Sr. Analyst acts as an Individual player, who takes up projects from the manager and

does research on his/her own

Sr. Analysts are confident & competent in all communication. They can write reports

effectively and will frequently communicate with the clients to address their issues and

also build positive relationships with colleagues throughout the company.

Should be proficient in relevant Accounting standards & principles

Should be highly proficient in the process of all inter related departments

The work of the Sr. Analyst is extremely dependable and, for the most part, error-free and

is always in the top tier in productivity.

Should have good knowledge about Data storage & retrieval.

Should have overall knowledge of the total production flow and very good at trouble

shooting

DISCIPLINARY PROCEDURES

Disciplinary Proceedings

If any associate is caught violating CIQ policies or indulges in misconduct, the following

action will take place:

Verbal Warning:

The first reaction of the DM or the HR Manager or the concerned manager/TL will be to

issue a verbal warning.

Written Warning:

On repetition of the act or violation of any other policy, either the HR Manager or the

associate’s manager will issue him/her a written warning Failing to see an improvement

in behavior post these two warnings, the associate will be liable for action including and

31

up to termination.

Employee Conduct (actions which will result in discharge)

Your employment at the Capital IQ, India will demand a certain code of conduct. In any

workplace, it is easier for everyone to work together if there is a code of conduct CIQ

follow. Any action falling in the below category will be liable for action up to and

including termination.

Falsifying employment or other Company records;

Violating the Company's anti-harassment policy;

Soliciting or accepting gratuities or commissions etc. from customers, clients or

vendors and consultants;

Excessive absenteeism or tardiness;

Excessive, unnecessary, or unauthorized use of Company property and supplies,

particularly for personal purposes;

Reporting to work under the influence of drugs or alcohol, and the illegal

manufacture, possession, use, sale, distribution or transportation of drugs;

Fighting or using obscene, abusive, or threatening language or gestures;

Theft of property from co-workers, customers, or the Company;

Unauthorized possession of firearms on the Company premises or while on

Company business and disregarding safety or security regulations;

Failing to maintain the confidentiality of Company, customer, or client

Information.

Business Attire

The SS has a flexible business attire (“Flex-Dress”) policy. This policy is intended for

your comfort and enjoyment, without impacting CIQ professionalism or service to CIQ

clients. Flex-Dress simply means that you have the freedom to dress in business casual

attire (which includes compulsorily In-shirt for all men) from Monday to Thursday and

casuals on Friday & Saturday, depending on your personal preference and your business

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requirements.

With Flex-Dress you can wear whatever you feel most comfortable wearing as long as

your dress is appropriate and falls within the definition of Business Casual Dress. While

it is difficult to provide an all-encompassing list of guidelines, you should use good

judgment and, in all cases, dress professionally and conservatively.

Harassment

It is the policy of the Company to maintain a working environment which encourages

mutual respect, promotes respectful and congenial relationships between associates and is

free from all forms of harassment of any employee or applicant for employment by

anyone, including managers, co-workers, vendors, or customers. Accordingly, Company

management is committed to vigorously enforcing this policy against harassment,

including but not limited to sexual harassment, at all levels within the Company.

All reported or suspected occurrences of harassment will be promptly and thoroughly

investigated. Where harassment is determined to have occurred, the Company will

immediately take appropriate disciplinary action, including verbal/written warnings and

possible suspension, transfer and/or termination.

Grievance Redressal & Communication Protocol:

A Grievance Redressal system has been created to provide a means of expressing your

dissatisfaction or concern with respect to issues. This is in keeping with SS policy of

creating a positive work environment and a place where you will like to come to work.

You can mail all your concerns, views or suggestion to the following ID.

[email protected]

The purpose is also to ensure that all employees have the opportunity to discuss their

issues and find a mutually agreeable solution. When a problem occurs, CIQ request that

relay your queries and/or concerns to your respective TL/MGR first. If for any reason

your queries/concerns are not addressed to your satisfaction, please contact the Human

33

Resources Department for further assistance. A meeting with the Executive Director

would be appropriate, only if your questions still remain unresolved.

Chapter - 4

DATA ANALYSIS & PRESNETATION

34

DATA ANALYSIS & PRESNETATION

1. Does Regular training sessions are arranged in your organization?

(a)Yes (b) No

Yes 100

No 0

TABLE 1

35

TRAINING SESSION

100%

0%

Yes

No

FIGURE 1

INTERPRETATION: - According to all employees training sessions are arranged in their organization.

1. In your company which of the following training methods are preferred :-

(a) On the job (b) Off the job(c) Any other

On the job 60

Off the job 25

Any other 15

TABLE 2

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TRAINING METHODS

60%

25%

15%

On the job

Off the job

Any other

FIGURE 2

INTERPRETATION: - 60% on the job training methods are used while 25% off the job methods and 15% other methods.

2. After attending such programmes do you feel change in your :-

(a) Knowledge (b) Skill(c) Quality of work (d) All of the above

Knowledge 30

Skill 10

Quality of work 10

All of the above 50

TABLE 3

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CHANGES FELT AFTER THE PROGRAMMES

30%

10%

10%

50%

Knowledge

Skill

Quality of work

All of the above

FIGURE 3

INTERPRETATION: - 30% of employees feel change in their knowledge, 10% in their skills, 10% in quality of work and 50% in all of the above.

3. How many training programmes you have attended within one year?

(a) Less than 2 (b) Less than 5(c) Less than 10

Less than 2 30

Less than 5 30

Less than 10 40

TABLE 4

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TRAINING PROGRAMMES ATTENDED IN A YEAR

30%

30%

40%Less than 2

Less than 5

Less than 10

FIGURE 4

INTERPRETATION: - 30% of employees have attended less than 2 training programmes in a year, other 30% have attended less than 5 and 40% have attended less than 10 programmes.

4. What was the impact of training?

(a) Increased morale (b) Increased speed of work(c) Both

Increased morale 10

Increased speed of work 10

Both 80

TABLE 5

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INPACT OF TRAINING

10%

10%

80%

Increased morale

Increased speed of work

Both

FIGURE 5

INTERPRETATION: - 10% of employees feel change in their morale, 10% feel change in their speed of work while 80% feel change both in their morale and speed of work.

5. How many promotion you have had after your training?

(a) One (b) More than one(c) No promotion

One 20

More than one 70

No promotion 10

TABLE 6

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PROMOTIONS AFTER TRAINING

20%

70%

10%

One

More than one

No promotion

FIGURE 6

INTERPRETATION: - 20% of employees have got only one promotion after attending training, 70% have got more than on promotion while 10% of employees have not been promoted.

6. Do you agree that the programme would have been more beneficial if some more background material would have been sent in advance?

(a) Strongly agree (b) Agree(c) Difficult to say (d) Not at all

Strongly agree 70

Agree 10

Difficult to say 15

Not at all 5

TABLE 7

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BENEFIT OF BACKGROUND MATERIAL

70%

10%

15%

5%

Strongly agree

Agree

Difficult to say

Not at all

FIGURE 7

INTERPRETATION: - 70% of employees strongly agree, 10% of employees agree, 15% of employees feel that it is difficult to say, 5% feel no use of background material.

7. Do you feel training also contributes to personal growth of an employee?

(a) Yes (b) No

Yes 95

No 5

TABLE 8

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CONTIBUTION TO PERSONAL GROWTH

95%

5%

Yes

No

FIGURE 8

INTERPRETATION: - 95% of employees feel that training programmes contribute to their personal growth while 5% feel that it does not contribute to their personal growth.

8. Do you feel training programs helped the company to achieve its objectives?

(a) Yes (b) No

Yes 100

No 0

TABLE 9

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CONTRIBUTION TO ORGANIZATION'S OBJECTIVE

100%

0%

Yes

No

FIGURE 9

INTERPRETATION: - 100% employees feel that training programs helped the company to achieve its objectives.

9. How well the programme was organized?

(a) Very badly (b) Badly(c) Well (d) Very well(e) Exceptionally well

Very badly 0

Badly 5

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Well 60

Very well 25

Exceptionally well 10

TABLE 10

ORGANIZATION OF TRAINING PROGRAMMES0%

5%

60%

25%

10%

Very badly

Badly

Well

Very well

Exceptionally well

FIGURE 10

INTERPRETATION: - 0% of employees feel that the training programme was very badly organized, 5% of employees feel that it was badly organized, 60% feel that it was well organized, 25% feel that it was very well organized while 10% feel that the training programme was exceptionally well organized.

11.Management awareness of the need of the training programme

S.No. ResponseNo. of

Respondent’sPercentage

1 Yes 87 87 %

2 No 13 13 %

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Total 100 100 %

Table.11

Above table.11 indicates that an absolute majority of the respondent’s are

accepted management has awareness about need of the training programmes whereas

thirteen percent of the respondent’s disagree with those statement.

12.Do you think training programme have been problem specific.

S.No. ResponseNo.of


1 Yes 86 86 %

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2 No 14 14 %

Total 100 100 %

Table.12

Table.12 depicts that eighty six percent of the respondent’s are thinking training

programme has been problem specific and other fourteen percent disagree with this

statement.

13.Effect on trainees



1 Yes 91 91 %

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2 No 09 09 %

Total 100 100 %

Table.13

Table.13 explains that 91% of the respondent’s felt should be Positive effect on

trainees and the other nine percent says negative impact.

14.Quality of training programme in terms of faculty

S.No. Response No. of Percentage

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Respondent’s

1 Very Good 13 13 %

2 Good 83 83 %

3 Poor 04 04 %

Total 100 100 %

Table.14

0

20

40

60

80

100

Very Good

Good

Poor

Above table tells that eighty three percent of respondent’s feel about Faculty is good.

Another thirteen percent respondent’s felt very good and the other four percent says the

quality of training programme is poor in terms of faculty.

15.Quality of training programme in terms of training environment



1 Very Good 21 21 %

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2 Good 60 60 %

3 Poor 19 19 %

Total 100 100 %

Table.15

0

10

20

30

40

50

60

Very Good

Good

Poor

Table.15 reveals that majority percent of respondent’s felt the quality of training

programme in terms of training environments is good. This is followed by twenty one

percent respondent’s opinion is very good where as nineteen percent respondent’s opined

that quality of training programme is poor in terms of training environment.

16.Training programme help in achieving individual as well as

Organization skills


50

Respondent’s

1 Yes 86 86 %

2 No 14 14 %

Total 100 100 %

Table.16

It can be understood that an overwhelming percentage of respondent’s opined the

training programmes help in achieving individual as well as organizational goals where

as the other respondent’s disagree.

17.Do you think training programme Improve communication in the organization



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1 To a large extent 17 17 %

2 To some extent 72 72%

3 Very small 11 11 %

Total 100 100 %

Table.17

Form the table.17 understands that more than majority percentage of respondent’s

thinking is training programme to some extent improves communication in the

organization. Seventeen thinking is to a large extent training programme improves

communication.

18.Change in the working pattern after the training


52

0

20

40

60

80

To a largeextent

To someextent

Very small

Respondent’s

1 Yes 86 86 %

2 No 14 14 %

Total 100 100 %

Table.18

The above table shows that more than three fourth percentage respondent’s has

change in the working patterns after they under went training where as in the other

remaining respondent’s case is no change.

19.Opinion and suggestion considered before the training programme



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1 To a large extent 08 08 %

2 To some extent 65 65 %

3 Very small 7 27 %

4 Not at all 0 0 %

Total 100 100 %

Table.19

0

10

20

30

40

50

60

70

To a large extent

To some extent

Very small

Not at all

Above table.19 indicates that more than majority percentage respondent’s

considered their opinion and suggestions to some extent before the training programme.

20.Over come the deficiencies by attending the training programme

54



1 Yes 90 90 %

2 No 10 10 %

Total 100 100 %

Table.20

Table.20 depicts that ninety percentage respondent’s has over come deficiencies

by attending the training the training programme where as the remaining respondent’s

case no change even after attending the said training.

21.Training Programme Suggested by

55



1 Workforce 12 12 %

2 Management 88 88 %

Total 100 100 %

Table .21

Table.21 shows that eighty eight percentage of respondent’s opined the

management suggests the need of training where as the others opined the workforce

might be suggested.

22.Change between previous training and present training

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1 Yes 86 86 %

2 No 14 14 %

Total 100 100 %

Table.22

Table.22 tells that more than three fourth percentage of respondent’s find the

change between previous training and present training programme. Where as the

remaining fourteen percentage of respondent’s not find any change.

23.Methodologies of Training

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1 Lecture 87 87 %

2 Case study 13 13 %

Total 100 100 %

Table.23

Table.23 explains that eight seven percentage of respondent’s learned through

methodology where as the others says case study methodology used at the training.

24.Duration of training programme

58



1 Adequate 81 81 %

2 Not adequate 19 19 %

Total 100 100 %

Table.24

Above table describes that absolute majority of the percentage of respondent’s

stated duration of training programme is adequate and the other nineteen percentage of

respondent’s stated that the duration of training programme is not adequate.

Activities

The CAPITAL IQ Training & Development department activities are:

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a. To give training to employees.

b. To provide computer knowledge who had necessary

c. Give up to date knowledge to the workers about company building.

d. To give in-house and outside training to workers.

CAPITAL IQ presently employs 150 in various categories. Training activity in

corporation is organized mainly at 2 levels.

a. Through out side Agencies.

b. Training at corporate level.

A. Through outside Agencies:

Well noted institutions through out India organize training programmes for

benefit for major industries & developments. Some institutions send brochures to have

details when and where they are conducting training programmes and detailing their

venue and subject.

This organization gives training programmes for.

1 Top level managers.

2 Middle level managers.

3 Lower level staff.

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STATISTICS OF OUTSIDE TRAINING

Period No.of

Programmes

Conducts

No.of

Officers

Trained

No. of

Supervisors

Trained

No. of

Employees

Trained

No.of

Staff

Trained

2009 1 30 20 60 50

2010 2 30 10 50 60

TABLE 1

Training in Computers:

The CAPITAL IQ has given their employees training in advanced computer

languages. They have a computer department. The management cannot programmes

through

a) Regular Process

b) Initial Programme. Chief Engineer (Computer & Information Technology).

He is man headed to all computer section. Any department want computer training they

will write a letter to (C & I.T.) office about particular training. For computer training they

will write a letter to same institutions will give quotations.

Later the particular authority will select the best organization to give training.

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B. Training at Corporate Level:

Transport Academy located in Hyderabad under the control of principal assisted

by four junior scale Officers from maintain personnel and accounts department. The chief

manager (HRD) is the overall in-charge of the Training Academy. In this academy state

wide center for training to front line supervisors & officers of the corporation. In this

academy also train to new recruit people in the cadre of officers, civil,

supervisors management development programmes for senior managers and supervisors

development programmes and workshops are planned.

Apprenticeship Training Programme in CAPITAL IQ

Two days Crash Training Programme:

MANAGEMENT / SUPERVISORY DEVELOPMENT PROGRAMME

Management/supervisory development programmes are conducted for Managers and

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supervisors. These programmes are scheduled according to the calendar prepared by

various officials of the Transport Academy. A Programme is conducted by an

experienced faculty of the Transport Academy of an Guest faculty from a recognized

institute, the programme may be conducted in the form of Lectures of interactive

discussion divided into four sessions of one and half hours. At the end of the programme

the faculty is evaluated by participants and this helps the authorities of the Transport

Academy to improve the effectiveness of the training programme. There are

Departmental Exams conducted which will evaluate the participants efficiency and in

turn the effectiveness of the training programme.

TRAINING METHODS FOLLOWED IN CAPITAL IQ

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(1)LECTURE METHOD:

(2) GROUP DISCUSSION METHOD:

LITERACY CLASSSES

Among the tower&ofc trainees it is observed that about ‘1/4th of the candidates are

joining CAPITAL IQ without any schooling background. Thee department decided to

identify such candidates and train them to learn simple useful English works. They are

taught to make small sentences to read about of and enable them to write wall reports

during their line duty. The first batch consisting of 15 candidates where such training

from 08-01- 2006.

PRACTICAL TRANING:

The fresh employees are also given practical training; the Training includes ofc,

civil,electrical, tower department candidates throughout India.

The above information was observed during my study on training & development

activities at CAPITAL IQ.

Further, a questionnaire was designed consisting 22 questions regarding the training and

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development procedures. The questionnaire was distributed among 100 employees and

the data collected was used for further analysis.

Based on the data analysis and interpretations the following conclusions were made.

Summary and conclusions

CAPITAL IQ is a telecom infrastructure serivices company which offers end to

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services in the field of telecom.

In CAPITAL IQ employees are between 25 years to 53 years.

1. All employees are participating in training programmes

2. In CAPITAL IQ employees are think that training is necessary.

3. CAPITAL IQ conducting taining programmes once in six months.

4. The job performance factors are influence the employees to participate in training.

5. CAPITAL IQ employees are regularly participate in training programme.

6. Management have awareness of the need of training programme.

7. The employees have faith on training faculty.

8. The training environment is good.

BIBLIOGRAPHY

www.citehr.com

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http://www.citehr.com/

Human Resource Development (2ND edition) , B.C. Mamoria

Human Resource Development (1st edition ) P.V. Venkat rao

Appendix67

Organization Structure at CAPITAL IQ

As per the study on training & development at CAPITAL IQ, below are the observations

recorded

The hierarchy of the training & development department is.

Chief Manager (HRD)

Deputy Chief Personnel Manager (Recruitment)

Training Officer

Staff

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Training and Development Capital Iq(1)

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