A

SUMMER TRAINING REPORT

ON
TRAINING & DEVELOPMENT PROCESS AT GMR
INFRASTRUCTURE
SUBMITTED IN PARTIAL FULFILLMENT OF THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
(2008 - 2010)
SUBMITTED TO SUBMITTED BY
MR. SAROJ KUMAR DASH
Facult !u"#$
SIET% !&$at$& N'"#a
SANDEE( KHANDURI
MBA ()&# S$*)
R'll N'.


SKY+INE INSTITUTE OF EN!INEERIN! ,
TE-HNO+O!Y
(AFFI+IATED TO U.(.T.U.% +U-KNO.)
DECLARATION
I, Sandeep Khanduri, student of Skyline Institute of Engineering & Technology, Greater Noida
hereby declares that the project report entitled ~Training & Development at GMR
Infrastructure Ltd. is an original document and has been done with consultation with the
project guide !easible suggestions duly incorporated ha"e been incorporated in consultation
with the project guide
Sandeep Khanduri


PREFACE
The success of any business entity solely depends on how effecti"ely does it utili#es its optimum
resources and how soon does it make arrangements for the remo"al of the customer$s grie"ances
%oreo"er, the company should always be ready to make necessary changes according to the
re&uirement in order to attract more customers so as to maintain a substantial growth in the
market The topic gi"en to me was'
~TRAINING & DEVELOPMENT AT GMR INFRASTRUCTURE LTD.
I ha"e tried to put my best efforts to complete this task on the basis of skill that I ha"e achie"ed
during my studies in the institute
I ha"e tried to put my ma(imum effort to get the accurate statistical data If there is any error or
any mistake in collecting the data, please ignore it
CONTENTS

1. Introduction
)bjecti"e of the study
Scope of the study
*imitation of the study
2. Company`s Profile
)"er"iew of the company
+istory of G%,
3. Introduction to Training & Development program
%eaning of Training & -e"elopment .rogram
Training & -e"elopment .rogram .rocess
%ethods of Training & -e"elopment program
4. Training & Development Program at GMR Infrastructure Ltd.
5. Human Resource
6. Research Methodology
7. Analysis and Findings
8. Recommendations and Conclusions
9. Bibliography
10. Appendix


ACKNOWLEDGEMENT
Gratitude is a heart$s memory and putting the feeling of the heart into words, is an art Those
who e(cel in this art are ultimately successful
-etermination, hard work and patience are the key to success /ompleting a project would not
ha"e been possible without the encouragement and support of many people 0t this point of time,
I would like to acknowledge all those who ha"e made a major contribution its de"elopment
I am grateful to %r .% 1umar, E(ecuti"e -irector, Group /orporate -e"elopment for his
"aluable guidance

SANDEEP KHANDURI
OB1ECTIVES OF THE STUDY
To find out the training & de"elopment program re&uirement for the company
Gain information, which is useful for management as to take decision for staff about
training & de"elopment programs
!ind out the strength and weakness of the indi"idual, which pro"ide basis for their
de"elopment and impro"ement programme
/reating mutual confidence and good relationship in the staff by training & de"elopment
program
To impro"e the communication between management and staff
)btaining feedback on training & de"elopment programs re&uirement
To pro"ide opportunity to the indi"idual to know new technology for being a better
employee
To check the staff contribution in these programs
To find out whether the staff is satisfied with the training & de"elopment programs or not
2hich method is applied for training & de"elopment programs
To know how staff is working and suggesting needed changes in their beha"ior, attitudes,
skills or job knowledge

SCOPE OF THE STUDY
The project co"ers the study of training & de"elopment program at staff level of GMR
Infrastructure Ltd. The departments in which sur"ey was conducted are as follows'
+3%0N ,ES)3,/E -E.T
%0INTEN0N/E -E.T
430*IT5 0SS3,0N/E
.,)-3/TI)N -E.T
The employees of different departments of the organi#ation ga"e full co6operation and support
by frankly answering the &uestions as prepared for their training & de"elopment program based
on their functions and beha"ior
LIMITATION OF THE STUDY
*ike any other things this study also suffers from "arious limitations )ut of them some major
limitations of this sur"ey are listed bellow'6
This
sur"ey was conducted in the IGI 0irport New -elhi unit of G%, Infrastructure *td
so the findings are applicable to this unit only and cannot generali#ed to the whole of
G%, Infrastructure *td
/onsid
ering the short time duration the sample had to be restricted to 78 respondents
The
most difficult task was to get the "aluable time of the industry personnel for the face6
to6face inter"iew, which was an essential part of the project

COMPANY`S PROFILE COMPANY`S PROFILE
G%, Infrastructure *imited is the infrastructure holding company formed to fund
the capital re&uirements of "arious infrastructure projects in the Group$s Energy,
+ighways and 0irport business It undertakes the de"elopment of the infrastructure
projects through its "arious subsidiaries
In addition, other focus area of the Group is the 0gri6business with Sugar as its
main product6lineG%, Industries *imited is the holding company for the Group9s
0gri6:usiness
-eli"ering sustainable de"elopment through
.ublic6.ri"ate .artnerships

G%, Group is one of the fastest growing infrastructure organisations in the
country with interests in 0irports, Energy, +ighways and 3rban Infrastructure
;including SE<= Employing the .ublic .ri"ate .artnership model, the Group has
successfully implemented se"eral infrastructure projects in India
G%, Infrastructure *imited is the infrastructure holding company formed to fund
the capital re&uirements of "arious infrastructure projects in the Group$s Energy,
+ighways and 0irport business It undertakes the de"elopment of the infrastructure
projects through its "arious subsidiaries
In addition, other focus area of the Group is the 0gri6business with Sugar as its
main product6lineG%, Industries *imited is the holding company for the Group9s
0gri6:usiness
The Group$s commitment to inclusi"e growth is achie"ed through its /orporate
Social ,esponsibility arm > the G%, ?aralakshmi !oundation ;G%,?!=
G%,?! works with the under6pri"ileged sections of the community in all the
locations where the Group has business interests
HUMAN RESOURCE
G%, Infrastructure *td places great deal of confidence on its e(cellent pool of human
resources, which it reali#es is the key to its further growth strategy The company continued its
efforts to further align its +, policies, processes & initiati"es to meet the business needs
In line with its focus on international operations, G%, Infrastructure *td implemented a
uniform +, structure across all the groups company$s & operations This will enable seamless
transactions between domestic and o"erseas position 0lso the integration of the personnel of the
erstwhile Family Products Division (F.P.D.) & Health care products Division (H.C.P.D.) was
implemented efficiently to suit the re&uirements well within time %ajor initiati"es taken were'
G%, Infrastructure *td implemented were performance metrics for all key positions
based on two aspects of the :alanced Score /ard 0pproach > !inancial & Internal
:usiness .rocess This approach clearly outlines the e(pectations from each position, &
will be up grated to include two more aspects for key managerial positions in 788@68A
The /ompany institutionali#ed the BAssessment & Development Centre (A.D.C.)
approach from all positions from staff to officer cadre & also at the senior le"els to
objecti"ely identify, de"elop & promo8te the talent from within, & to pro"ide indi"idual
feedback for de"elopment of the participating employees
To encourage learning the /ompany is planning to set6up a learning centre, which will be
e&uipped with a library & IT & 2eb6based sources of knowledge
G%, Infrastructure *td is committed to attract & nature fresh talent Towards this end,
the company re&uired o"er 78 candidates from leading management & engineering
institutes in the country, who will be inducted
HUMAN RESOURCE PROCESS IN ORGANIZATION
+uman
,esource ,ecruitment Selection
.lanning
Training & Seriali#ation
-e"elopment
.erformance .romotion, Transfers,
0ppraisal -emotions & Separations
INTRODUCTION TO TRAINING INTRODUCTION TO TRAINING
& &
DEVELOPMENT PROGRAM DEVELOPMENT PROGRAM
CONCEPT OF TRAINING AND DEVELOPMENT PROGRAMS
Meaning of Training:
2orking force is the most "aluable asset of the business enterprise If they ha"e
understanding, competence and skill to accomplish their piece of work faultlessly in order to
de"elop such proficiency in the work, proper training of employees is must Training ac&uaints
the workers with the intricacies of the work and makes him more efficient, producti"e and
meaningful
The employee must ha"e the theoretical and practice knowledge of the work, he is re&uired to
perform The theoretical knowledge can be gained in educational institutions but for the practical
knowledge training is re&uired In this way, the training ac&uaints the employee with the
re&uisite skill, real situations of the work and helps him in the faultless accomplishments of the
work

B The term training is used here to indicate only process by which the aptitudes, skill and abilities
of employees to perform specific jobs are increasedC
6 1ucius
B Training is the organi#ed procedure in which people learn knowledge and D or skill for definite
purposeC
6 Dale, S. Beach
Thus training is an organised procedure by which the knowledge, ability, competence, skill
personality and producti"ity is increased
Training Defined:
Training is defined as learning that is pro"ided in order to impro"e performance on the present
job
0 person9s performance is impro"ed by showing her how to master a new or established
technology The technology may be a piece of hea"y machinery, a computer, a procedure for
creating a product, or a method of pro"iding a ser"ice
Notice that the last part of the definition states that training is pro"ided for the present job. This
includes training new personnel to perform their job, introducing a new technology, or
bringing an employee up to standards.
Earlier it was stated that there are four inputs to a system' people, material, technology, and time
Training is mainly concerned with the meeting of two of these inputs 66 people and technology
That is, ha"ing people learn to master a gi"en technology
Features of Training:
Training increases knowledge and skills for doing a job
It bridges the gap between job needs and employee skills, knowledge and behavior
1ob oriented process, vocational in nature
Short-term activity designed essentially for operati"es
Employee Training and Development:
Reasons and Benefits
Training in"ol"es an e(pert working with learners to transfer to them certain areas of
knowledge or skills to impro"e in their current jobs -e"elopment is a broad, ongoing multi6
faceted set of acti"ities ;training acti"ities among them= to bring someone or an organi#ation up
to another threshold of performance, often to perform some job or new role in the future
Typical Reasons for Employee Training and Development
Training and de"elopment can be initiated for a "ariety of reasons for an employee or group of
employees, eg'
a= 2hen a performance appraisal indicates performance impro"ement is needed
b= To "benchmark" the status of impro"ement so far in a performance impro"ement effort
c= 0s part of an o"erall professional de"elopment program
d= 0s part of succession planning to help an employee be eligible for a planned change in role in
the organi#ation
e= To "pilot", or test, the operation of a new performance management system
f= To train about a specific topic
Typical Areas of Employee Training:
E Communications' The increasing di"ersity of today9s workforce brings a wide "ariety of
languages and customs
7 Computer skills: /omputer skills are becoming a necessity for conducting administrati"e and
office tasks
F Customer service: Increased competition in today9s global marketplace makes it critical that
employees understand and meet the needs of customers
@ Diversity: -i"ersity training usually includes e(planation about how people ha"e different
perspecti"es and "iews, and includes techni&ues to "alue di"ersity
A Ethics: Today9s society has increasing e(pectations about corporate social responsibility 0lso,
today9s di"erse workforce brings a wide "ariety of "alues and morals to the workplace
G Human relations: The increased stresses of today9s workplace can include misunderstandings
and conflict Training can people to get along in the workplace
H Quality initiatives: Initiati"es such as Total 4uality %anagement, 4uality /ircles,
benchmarking, etc, re&uire basic training about &uality concepts, guidelines and standards for
&uality, etc
I Safety: Safety training is critical where working with hea"y e&uipment, ha#ardous chemicals,
repetiti"e acti"ities, etc, but can also be useful with practical ad"ice for a"oiding assaults, etc
General Benefits from Employee Training and Development
There are numerous sources of on6line information about training and de"elopment Se"eral of
these sites ;they9re listed later on in this library= suggest reasons for super"isors to conduct
training among employees These reasons include'
1. Increased job satisfaction and morale among employees
2. Increased employee motivation.
3. Increased efficiencies in processes, resulting in financial gain
4. Increased capacity to adopt new technologies and methods
5. Increased innovation in strategies and products
6. ,educed employee turnover
H Enhanced company image, eg, conducting ethics training ;not a good reason for ethics
training=
DEVELOPMENT:
The modern business en"ironment re&uires that the business enterprise should go on de"eloping
its own employees to take up higher positions It is rightly said that de"elopment of employees,
capable of efficiently taking higher position is more important producing goods at cheaper rates
0ccording to .eter ! -rucker, B 0n institution which cannot its own managers will die !rom an
o"erall point of "iew the ability of an institution to produce managers is more important than its
ability to produce goods efficiently and cheaplyC
-e"elopment of .ersonnel includes'
a) Training of employees;
b) Evaluation of employee qualities;
c) Transfer of employees;
d) Promotion of employees;
Thus, -e"elopment of employees is planned and organised process and programme of
employees training and growth at e"ery le"el of management Employees$ de"elopment is thus
an organised acti"ity of employees$ professional growth
TRAINING vs. DEVELOPMENT
Training is an acti"ity to increase understanding, skill and attitude to perform specific job
in better ways
2hile -e"elopment means the growth of employees at e"ery le"el of management by
planned and organised process
The best possible performance of the specific job by the employee is the aim of training
2hile -e"elopment aims at utili#ation of employees capability
Training is the part of -e"elopment and also limited in its scope
2here as -e"elopment is a wider term It includes education, learning and training
Training is imparted for a fi( time period
-e"elopment is a continuing process and unending acti"ity in the industry
Training is mostly the result of initiati"es taken by management It is result of some
outside moti"ation
-e"elopment is result of internal moti"ation
Training seeks to meet the current re&uirements of the job and the indi"idual In other
words it is a reactive process
-e"elopment seeks to meet future needs of the job and indi"idual, In other words, de"elopment
is a proactive process -e"elopment is future oriented where as training focuses on the personal
growth of the employees
PRINCIPLES OF TRAINING
1. Principle of Motivation:
The trainee must learn to work with courage, patience and aspirations If the learner is
himself unwilling to learn nobody can make him learn Therefore it is necessary that the
trainee should be told the objecti"e of the work and benefits he will deri"e with the
successful completion of training, so that he may be moti"ated to contribute his best
efforts in learning the job
2. Principle of Cooperation:
The effecti"e training can be imparted by de"eloping a sense of fellow feeling with the
trainee +e should be pro"ided with the tools and e&uipments he re&uires, guidance he seeks
and the treatment he deser"es

3. Principle of Reinforcement:
0fter e"aluation of progress in training, the trainee should be reward for better
performance and punished for the substandard performance This arrangement will enable
workers to render better performance to get rewards


4. Principle of practice:
.ractice definitely makes a man perfect The human mind learns with practice only
5. Principle of feedback:
0 human can anytime make an errorJ as such the employee will commit mistakes +is fault
should be pointed out and he should be shown the correct way +e should be e(plained
correctly about his mistake
NEED AND IMPORTANCE OF TRAINING
Newly recruited employee re&uires training so as to perform their tasks effecti"ely
Training is necessary to prepare e(isting employees for higher6le"el jobs ;promotion=
E(isting employees re&uire the fresher trainings as to keep abreast of the latest
de"elopments in job operations
Training is necessary when a person mo"es from one job to another ;transfers=
TRAINING PROGRAM AT GMR INFRASTRUCTURE LTD. :
0 general criteria to carry out training program at G%, Infrastructure *td is as follows'
Training Objective
Evaluation &
follow up
Training needs
Assesment
Planning a training
program
Implementing the
program
)"er the period, "arious training programs are organi#ed at G%, Infrastructure *tdThe
purpose of these programs was to bring awareness among the employees on the latest techni&ues
& technical up gradation &enhancement of their knowledge to impro"e the producti"ity,
efficiency, best resources utili#ation & built positi"e attitude and culture in the organi#ation
T,0INING .,)/E-3,E 0T G%, IN!,0ST,3/T3,E *T-:
In order to achie"e the desired objecti"es the Training procedure at GMR Infrastructure Ltd.
can be di"ided into three phases These are e(plained as follows'
PHASE 1: NEEDS ASSESMENT AND DEVELOPING THE TRAINING CALENDER.
This phase can be discussed as follows'
1. Needs assessment or identification of the training needs :
Needs assessment diagnoses present problems and future challenges to be met through
training and de"elopment in the company This is done to systematically determine who
in the organi#ation re&uire training and in what areas 0fter the annual appraisal process
is complete, the areas of training for each indi"idual are taken from the appraisal forms of
the personnel and a -ata bank is prepared with the help of the same This e(ercise is a
continuous and an ongoing process G%, Infrastructure *td spends "ast amount of
money on Training and de"elopment of the employees 0t times e(ternal guide is also
called to gi"e training to the employees, as in 1ai#en training program
2. Developing the Training Calendar:
0fter identifying the need of training a major acti"ity is de"eloping the training
.rogramme /alendar G%, Infrastructure *td e"ery year modify its training calendar in
accordance with the needs of the employee :ased on the data bank, a list is prepared of
the areas in which most of the people re&uire training these banks are then incorporated
in the training /alendar on the priority basis
Training calendar consists the following details'
a= *isting of the training program during the year
b= !aculty assigned to gi"e the training
c= Target group to which training has to be gi"en
d= -ates are to be mentioned on which the training program has to be accomplished
The training needs records will be maintained in a manner suitable as decided by the +,
department
This training calendar is strictly followed and training program is conducted accordingly, to
fulfill the indi"idual needs and the job re&uirement The program can sometimes be .roponed or
.ostponed keeping in the "iew the organi#ation$s constraints +owe"er the same will be
conducted whene"er possible
PHASE 2: CONDUCTION OF THE TRAINING PROGRAMMES
Two types of training programs are conducted in G%, Infrastructure *td'

1. Internal Training programs
2. External Training programs
A. Conduction of the Internal Training Programs:
The +uman ,esource department of the company conducts the Internal or In6house
training programs The following steps can do it'
The participant$s list is drawn up from the data bank listing, the indi"iduals who re&uire
training in that particular area subject to their a"ailability on the dates concerned
!or conducting the Training programs either In house training faculty is used or
E(ternal faculty is in"ited to take some sessions like in 1ai#en, an e(ternal trainer
%rK% .ant gi"es the training to the employees
.articipants are informed about the training through Emails sent by the concerned
department heads gi"ing the details about the time and "enue of the of the programme,
the faculty, the schedule and the final list of the participants at least three days before
the conduction of the programme
0ny sudden changes in the training program are accordingly informed to the concerned
department heads, to the participants and to the faculty

The "arious methods used to impart training are'
a) Short sessions by the Faculty
b) Presentations through LCD projectors
c) PowerPoint slides
d) Group discussions
e) Video presentation
f) Role plays
g) Lectures
B. Conduction of the external training programmes:
:esides the internal training programmes there are "arious E(ternal training programmes,
which are been gi"en to the employees .rocedure for the occurrence of the e(ternal training
programme is discussed as follows'
The +uman ,esource -epartment recei"es the communication from "arious sources such
as Training Institutes in the form of :rochures and letters This information is being
recorded for referencesL
The training programmes are either technical or non technical such as6
+ealth safety management
Si( sigma
/reati"ity &inno"ation
T.% ;Total .roducti"ity %anufacture=
Telephone skills for building the right company image
Training related to ,) water treatment etc
These training have been given to the employees. Organizers for these training
were from various reputed organizations like /II, 0SS)/+0%, Tetratech, India
+abitat center etc.
If the program is of a Technical subject, the brochure is sent to the concerned
department head for the nominations If the programs on a Non6technical subject, then
the participants are selected from the data bank and the possible names are sent to the
concerned departmental heads Subject to the a"ailability of the person on the
concerned dates, the departmental head to the +,- confirms his nomination
The nomination number bearing the code number uni&ue to the participant, are
dispatched by +,- and ha"e information about the indi"idual being sponsored, his
designation and department along with details of the training .rogram
/opies of these nomination letters are sent one to each' 6
The organi#er of the program
The .articipants
The concerned head of the department
The Time office ;to account for the attendance=
The 0ccounts department ;re&uesting them to make a che&ue for the participation
fee= and,
)ne copy is retained for the records for future reference
PHASE 3 : EVALUATION OF THE TRAINING PROGRAMMES
0fter the completion of the training program, the participants are gi"en feedback forms to fill
up in which they e"aluate' 6
The course content
)bjecti"es met by the training program
0pplicability and feasibility of the program to their job
Techni&ues used by the trainer
The !aculty
Time limit of the program
Employees also gi"e their suggestions for the organi#ed training program, they tell about
the scope of impro"ement in the program :ased on the suggestions gi"en by the employees,
necessary amendments are done for the future The respecti"e employees duly attest
e"aluation forms and the records of the feedback summary are maintained as a part of the
training records
In the e"ent of an immediate need of the training to be pro"ided to an indi"idual whereby
the standard procedure cannot be followed the re&uired training will be pro"ided to an
indi"idual on the discretion of the head of the department and the %anager6+,
TRAINING RECORDS MAINTAINANCE:
The training records maintained are' 6
The performance 0ppraisal forms which are maintained as a part of the personal files
of the indi"idual till hisDher ser"ice
*ist of the participants for e"ery training programme is maintained as a part of the
training records for a period two years
Signed 0ttendance sheet of each participant for e"ery programme conducted is
maintained as a part of the training records for a period of again two years
!eedback forms filled by the participants are maintained as a part of the training file
for concerned programme for a period of one year

VARIOUS LEVELS AT WHICH TRAINING IS PROVIDED AT GMR
INFRASTRUCTURE LTD.
There are fi"e grades at which the training is gi"en these are as follows'
G,0-E ?I ' Super"isors
G,0-E ?II ' Senior 0ssistants
G,0-E ?III ' 0ssistants
G,0-E IM ' Kunior 0ssistants
G,0-E M ' .ermanent workers
Subdi"isions of these groups are'
)/ ' 0ssistant officer
): ' )fficer
)0 ' Senior )fficer
H/ ' Senior E(ecuti"e
H: ' 0ssistant %anager
H0 ' -eputy %anager
G: ' %anager
G0 ' Senior %anager
Grade )/ and abo"e are high6grade employees, they are also pro"ided with the training eg )n
N0ttitudinal changes$
Now for the ne(t one year ie 788O GMR Infrastructure Ltd. is focusing on 1ai#en, which is
discussed in detail in the later sections
RESEARCH METHODOLOGY RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
DATA SOURCES:
.rimary data was collected by sur"ey of e(ecuti"es of the company
Secondary data was collected from historical records and websites of the company
PRIMARY SOURCES
Questionnaire' 0 &uestionnaire was de"eloped to know the training & de"elopment programs
needs at G%, Infrastructure *td It contains the &uestions and these &uestions were pertaining
to the job, task, duties & responsibilities, leadership, discipline etc It was gi"en to each
employee as to pro"ide the answer of the rele"ant &uestions Thus the rele"ant information
related to the assessment parameters was helpful to know the training & de"elopment programs
re&uirement of the staff
SECONDARY SOURCES
Historical records' -ata regarding the origin and the history of the organi#ation were obtained
from the historical records of the organi#ation
Websites' wwwgmrgroupcoin from the intranet
SAMPLE SIZE: 78
RESEARCH APPROACH:
.rimary data was collected by sur"ey of e(ecuti"es of the company
Secondary data was collected from historical records and websites of the company
RESEARCH INSTRUMENT:
The data was collected through a structured &uestionnaire de"eloped to gather information from
the staff
SAMPLING PLAN:
?arious department of company like +,, production, &uality assurance, and maintenance
DATA ANALYSIS:
.ercentage method & through the help of charts
ANALYSIS &FINDINGS ANALYSIS &FINDINGS
ANALYSIS & FINDINGS
-ata collected through "arious manuals & information obtained through &uestionnaire re"eal the
following major analysis and findings regarding the training effecti"eness'
E /ompany prepares the annual T,0INING /0*EN-0, for proper training
7 The internal faculties in the classroom gi"e most of the trainings So rele"ant and work6
oriented e(amples are gi"en and trainees can more easily relate it to their job
F 0ccording to the sur"ey of employees result comes out that most of the trainings are gi"en in
the area of social skills and knowledge then in the area technical skills -I* pro"ide trainings for
the techni&ues also
@ -I* gi"es both types of trainings ie on the job trainings & off the job trainings
A 0ccording to sur"ey E88P employees said that -I* pro"ides training to all employees
G The training programs ha"e been integrated with rele"ant job areas
H -ue to the "ery interacti"e training sessions the trainees ha"e become to clear their doubts
I G%, Infrastructure *td pro"ides trainings on other topics also like world en"ironment day
etc
O 0fter studying the &ualifications and the designation of the employees of the different
departments, it was concluded that selections of employees are done "ery carefully There was no
major de"iation in the &ualifications and their designations and hardly any mismatched was
found
E8 !or the beha"ioral training internal trainings are generally preferred


Are you aware about training and development programs?
100%
0%
Yes
No
Do you think that training and development programs are essential for all employees of
GMR?
100%
0%
Yes
No
Who are the trainers in GMR?
50%
5%
5%
0%
40%
Manager
Supervisor
Training Experts
Professional Trainer
Outside facult
What may be the different reason for conducting T/D programs by organization?
!5%
!0%
"0%
15%
0%
To i#prove $ualit %
$uantit of product
To i#prove &no'ledge
% tec(nical s&ills
To )oost up t(e #orale
of an e#ploee
To #a&e fa#iliar 'it(
t(e *o)
To #ini#i+e t(e
accident
Which method of T/D is being used in GMR?
45%
"0%
!5%
On t(e *o)
Off t(e *o)
,ot(
When training is provided by GMR?
!5%
45%
10%
10%
-t t(e ti#e of selection
-t t(e ti#e of perfor#ance
appraisal
-t t(e ti#e of pro#otion
-t t(e ti#e of an c(ange
Is GMR provided training to the employees?
100%
0%
Yes
No
At what time period GMR provide training to the workers?
15%
0%
.5%
"0%
./1" #ont(
1/! ears
-s per re$uire#ent
Not decided
After T/D programs, how would you rate training program?
50%
"5%
0%
"5%
0ood
Outstanding
Satisfactor
1nsatisfactor
Is there any method of giving feedback of the T/D coordinator after the T/D programs?

100%
0%
Yes
No
I. If yes what method does you use:
25%
5% 0% 0%
3uestionnaire
4iar
5eport
6ntervie'
In the changing business scenario there is need for multi-skill T/D for the innovative
category, do you think that all innovative person should be exposed to this type of training
program?
100%
0%
Yes
No
Does GMR need any change in its T/D programs in the view of fast changing technology?
.0%
40%
Yes
No
What are the facilities given to the GMR employees for effective T/D programs?
"0%
"0%
5%
55%
5efer to outside organisation
5efer to a)road
7ectures ) t(e experts
-ll
What are the limitations of the T/D programs in GMR?
55% !5%
10%
0% 7i#ited counseling
7i#ited ti#e
8it(out proper sc(edule
T(e )enefits of training are
not clear to top #anage#ent
Are you satisfied with the T/D programs, which have given to you by GMR?
95%
15%
0% 0%
:ull satisfied
To so#e extent
To great extent
Not satisfied
RECOMMENDATION & CONCLUSION RECOMMENDATION & CONCLUSION
RECOMMENDATION
!ollowing points can be recommended for the growth and de"elopment of staff as on the
basis of their e"aluation6
In case of job knowledge the staff is well aware about their duties and responsibilities and
handles ha#ards and additional responsibilities with great confidence & ease So job
enlargement should be done as to moti"ate them and perform a "ariety of jobs
Employees ha"e self6dependence &ualities as they re&uire occasional super"ision so a
Self-Directed-Work ;only the employee is responsible for the whole work= should be
assigned to them It will create leadership &ualities in them
Employees feel comfortable in case of changing working6conditions so periodic job
changes are re&uired as to impro"e their interdepartmental co6operation and they will be
able to sol"e each other$s problems easily
%ost of the staff is in the fa"or of implementing new technologies and desire to learn
new concepts so new technologies should be implemented for their training &
de"elopment programmes as to e(pand their capabilities, knowledge, skills, etc
0s employees ha"e the ability to take responsibilities for taking decision & feel
comfortable with their co6workers so some team-work should also be assigned to them
It will be helpful in establishing leadership &ualities & they also aware about each other$s
problems
CONCLUSIONS
In the new millennium when the corporate world is designing newer techni&ues for de"eloping
employees and retaining them, the G%, Infrastructure *td is no way behind and the
organi#ational structure is such that people works hand in hand to align the organi#ational goals
with the indi"iduals$ goals 0 lot of impro"ements can be brought about in the company with the
help of effecti"e training and coaching
Training & de"elopment program is helpful as to strengthen the employee$s producti"ity, their
promotion, transfer, training & de"elopments needs etc This is also helpful for the employees
for Self6e"aluation The organi#ation pro"ides training & de"elopment program to employees
not only to knowledge of the job but also for their increment & promotion :y training &
de"elopment programs we come to know that the whole staff also performs their job according to
the re&uirements of job
APPENDIX APPENDIX
TRAINING & DEVELOPMENT PROGRAM
GMR INFRASTRUCTURE LTD.
Q43ESTI)NN0I,ER
N0%E SSSSSSSSSSSS
-E.0,T%ENT SSSSSSSS
-ESIGN0TI)NSSSSSSSS
0GE SSSSSSSSSSSSS
GEN-E,SSSSSSSSSSS
E 0re you aware about training & de"elopment programsT
0 5es ; = : No ; =
7 -o you think that training & de"elopment is essential for the employees of G%,T
0 5es ; = : No; =
F 2ho are the trainers in G%,T
0 %anagers ; = : Super"isors ; =
/ Training E(perts ; = - .rofessional Trainer; =
E )utsiders !aculty ; =
@ 2hat may be the different reason for conducting TD- programs by organi#ationT
0 To impro"e &uality & &uantity of product ; =
: To impro"e knowledge & technical skills ; =
/ To boost up the morale of an employee ; =
- To make familiar with the job ; =
E To minimi#e the accident ; =
A 2hich method of TD- is being used in G%,T
0 )n the job ; = : )ff the job ; = / :oth ; =
G 2hen training is pro"ide by G%,T
0 0t the time of selection ; =
: 0t the time of performance appraisal ; =
/ 0t the time of promotion ; =
- 0t the time of any change ; =
H 0re G%, pro"ide training to the employeesT
0 5es ; = : No ; =
I 0t what time period G%, pro"ide training to the workersT
0 GUE7 month ; =
: EUF years ; =
/ 0s per re&uirement ; =
- Not decided ; =
O 0fter TD- programs, how would you rate training programT
0 Good ; =
: )utstanding ; =
/ Satisfactory ; =
- 3nsatisfactory ; =
E8 Is there any method of gi"ing feedback of the TD- coordinator after the TD- programsT
0 5es ; = : No ; =

I If yes what method does you use'
i= 4uestionnaire ; =
ii= -iary ; =
iii= ,eport ; =
i"= Inter"iew ; =
EE In the changing business scenario there is need for multi6skill TD- for the Inno"ati"e
category, do you think that all inno"ati"e person should be e(posed to this type of training
program'
0 5es ; = : No ; =
E7 -oes -I* need any change in its TD- programs in the "iew of fast changing technologyT
0 5es ; = : No ; =
EF 2hat are the facilities gi"en to the G%, employees for effecti"e TD- programsT
0 ,efer to outside organi#ation ; =
: ,efer to abroad ; =
/ *ectures by the e(perts ; =
- 0ll ; =
E@ 2hat are the limitations of the TD- programs in G%, T
0 *imited counseling ; =
: *imited time ; =
/ 2ithout proper schedule ; =
- The benefits of training are not clear to the top management ; =
EA 0re you satisfied with the TD- programs, which ha"e gi"en to you by G%,T
0 !ully satisfied ; = : To some e(tent ; =
/ To Great e(tent ; = - Not satisfied ; =
BIBLIOGRAPHY BIBLIOGRAPHY
BIBLIOGRAPHY
+uman ,esource %anagement by /:Gupta
wwwgmrgroupcoin site from internet
wwwgooglecom site
wwwalta"istacom site