A Summer Training Report

ON
A STUDY OF “EFFECTIVENESS OF TRAINING AND DEVELOPMENT
PROGRAMS”
AT
QUICKSUN TECHNOLOGIES Pvt. Ltd.
In partial fulfillment of award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION
TO

MAHARSHI DAYANAND UNIVERSITY, ROHTAK

Supervised By: Submitted By:

Dr.Sapna Deepa
Mohit Yadav
Asst. Professor Roll no. 155070
Roll No. 155051
Department of management studies Mba 3rd sem
MBA 4th SEM

GLOBAL INSTITUTE OF TECHNOLOGY & MANAGEMENT

FARRUKHNAGAR, GURGAON
SESSION 2015-2017
 CERTIFICATE OF GUIDE
This is to certify that the project entitled “A Study Of effectiveness of Training And Development Programs”
by Mohit Yadav ,Roll No.155051, submitted to Dr.Sapna for the Award of Master of Business
Administration (MBA Sem-4th) is original research work carried out by him/her/them under my supervision.
This report has not been submitted either partly or fully to any other University or Institute for award of any
degree or diploma.

Dr. Sapna,
Professor & Head,

Global Institute of Technology and Management

Date:

Place:
 ACKNOWLEDGEMENT

Completing a task has never been a one man effort. Apart from the efforts from my side, the success of this
project depends largely on the encouragement of many other.

I would like to acknowledge the support of my faculty guide, Dr. Sapna, Global Institute of Technology
and Management, farrukhnagar, Gurgaon for her constant guidance in this project and for providing
necessary information whenever required.

Words are inadequate to express my gratitude to the QUICKSUN TECHNOLOGIES Pvt. Ltd. for giving
me an opportunity to undergo the practical training in their company and extend me full cooperation, enabling
me to successfully complete this project report.

I am particularly grateful to Ms. Jyoti (HR Executive QUICKSUN TECHNOLOGIES Pvt. Ltd.) For her
cooperation extended to me by providing necessary information & timely help.
 DECLARATION

I hereby declare that the work incorporated in this report entitled “to study the effectiveness of training and
development program” in partial fulfillment of the requirements for the award of Master of Business
Administration (Sem.- 4th) is the outcome of original study undertaken by me/us and it has not been submitted
earlier to any other University or Institution for the award of any Degree or Diploma.

Date:

Place: MOHIT YADAV

 EXECUTIVE SUMMARY

Every organization need to have well trained and experienced people to perform the activities the have to be
done. If the current or potential job occupants can meet the requirement, training is not important. When this
not the case, it is necessary to raise the skill levels and versatility and adaptability of the employees. It is
being common for individuals to change careers several times during working life. The probability of any
young person learning a job and having those skills basically go unchanged during forties or so years if his
career is extremely unlikely, or even impossible. In a rapid changing society employee training is not just a
activity that is desirable but also an activity that an organization commit its resources to if it is to maintain a
viable and knowledgeable work force.
The entire project talks about training and development. Here we have discussed what would be input of
training if we ever go for and how can it be good to any organization in reaping the benefits from money
invested in terms like return on investment. What are the ways we can identify the training need of any
employee and how to know what type of training he can go for? Training being covered in different aspect
like integrating it with organizational culture, and latest available trend in training methods, the benefits
which can be derived from it. How the evaluation should be done and how effective is the training all
together. Some of the companies practicing training in unique manner a lesson for others to follow as to how
to train and retain the best resources in the world to reap the best out of it.
CERTIFICATE FROM COMPANY

CERTIFICATE FROM FACULTY GUIDE

DECLARATION

ACKNOWLEDGEMENT

Table of Contents

CHAPTERS TITLE PAGE NO.

Chapter- 1 Introduction of the topic

Chapter- 2 Company and Industry

profile

Chapter- 3 Research Methodology :

3.1Objective of research

3.2 Scope of the study

3.3Significance of the study

3.4 Research Design

3.5Analytical tools

Chapter- 4 Analysis & Interpretation

Chapter- 5 Findings & Suggestion

Chapter- 6 Limitation & Conclusion

Bibliography

ANNEXURE
CHAPTER -1
INTRODUCTION OF THE TOPIC
 INTRODUCTION OF TOPIC
TRAINING AND DEVELOPMENT

Since the beginning of the twentieth century and especially after World War II, training programs have
become widespread among organizations in the United States, involving more and more employees and also
expanding in content. In the 1910s, only a few large companies such as Westinghouse, General Electric, and
International Harvester had factory schools that focused on training technical skills for entry-level workers.
By the 1990s, forty percent of the Fortune 500 firms have had a corporate university or learning center. In
recent decades, as the U.S. companies are confronted with technological changes, domestic social problems
and global economic competition, training programs in organizations have received even more attention,
touted as almost a panacea for organizational problem.
The enormous expansion in the content of training programs over time has now largely been taken for
granted. Now people would rarely question the necessity of training in conversational skills. However, back
to the 1920s, the idea that organizations should devote resources to training employees in such skills would
have been regarded as absurd. Such skills clearly were not part of the exact knowledge and methods that the
employee will use on his particular job or the job just ahead of him. Nevertheless, seventy years later, eleven
percent of U.S. organizations deem communications skills as the most important on their priority lists of
training, and many more regard it as highly important. More than three hundred training organizations
specialize in communications training (Training and Development Organizations Directory, 1994).

Previous studies on training have largely focused on the incidence of formal training and the total amount of
training offered. This study, however, draws attention to the enormous expansion in the content of training
with an emphasis on the rise of personal development training (or popularly known as the "soft skills"
training, such as leadership, teamwork, creativity, conversational skills and time management training).
Personal development training can be defined as training programs that aim at improving one's cognitive and
behavioral skills in dealing with one self and others. It is intended to develop one's personal potential and is
not immediately related to the technical aspects of one's job tasks. Monahan, Meyer and Scott (1994) describe
the spread of personal development training programs based on their survey of and interviews with more than
one hundred organizations in Northern California. "Training programs became more elaborate; they
incorporated, in addition to technical training for workers and human relations training for supervisors and
managers, a widening array of developmental personal growth, and self-management courses. Courses of this
nature include office professionalism, time management, individual contributor programs, entrepreneur,
transacting with people, and applying intelligence in the workplace, career management, and structured
problem solving. Courses are also offered on health and personal well-being, including safe diets, exercise,
mental health, injury prevention, holiday health, stress and nutrition."

Training excuses

Training is one element many corporations consider when looking to advance people and offer promotions.
Although many employees recognize the high value those in management place on training and development,
some employees are still reluctant to be trained. It is not uncommon to hear excuses regarding why someone
has not received training.
Some people are just comfortable in what they are doing. Some fail to see the value of training because they
really believe that they already know it all. And while that might be true, the knowledge value of training and
development is not the only perk.

Training and development offers more than just increased knowledge. It offers the added advantage of
networking and drawing from others’ experiences. When you attend a seminar or event with others who have
jobs that are much like yours, you have the added benefit of sharing from life experience. The seminar notes
or the conference leader might not give you the key nugget you take back and implement in the workplace.
Your best piece of advice for the day might come from the peer sitting beside you.

Another common excuse is that there is not enough money budgeted to pay for training. Who said that
training always carries a heavy enrollment fee? Training can be free. You can set up meetings with peers who
are in similar positions and ask how they are doing their jobs. Follow someone for a day to see how he
organizes or manages his work and time. The cost to you is a day out of your normal routine, so the only
drawback may be working a little harder on an assignment to catch up from a day out of the office. You
usually don’t think twice about taking a day of vacation, so why should a day of training be any different?

Time is another often-heard excuse when training and development is mentioned. Have you considered that
training and development might actually give you more time? Often the procedures, ideas, short cuts, and
timesaving hints learned in training and development sessions equal more time in the long run. Have you
heard the old saying that you have to spend money to make money? Well, in a sense, the same is true for
training and development. You have to devote some time to training and development to make you more
productive in the long run.
What is Training in terms of organization?

“Transferring information and knowledge to employers and equipping employers to translate that information
and knowledge into practice with a view to enhancing organization effectiveness and productivity, and the
quality of the management of people.”
The training process is made up of three phases:

Phase 1: Pre-training. This may also be called the preparation phase. The Process starts with an
understanding of the situation requiring more effective behavior. An organization’s concerns before training
lie mainly in four Areas: Clarifying the precise objectives of training and the use the organization expects to
make of the participants after training; selection of Suitable participants; building favorable expectations and
motivation in the Participants prior to the training; and planning for any changes that Improved task
performance will require in addition to training.

Phase 2: Training. During the course of the training, participants focus their Attention on the new
impressions that seem useful, stimulating and engaging. There is no guarantee that the participants will in fact
learn what they have chosen. But the main purpose remains: participants explore in a Training situation what
interests them, and a training institution’s basic task is to provide the necessary opportunities.

Phase 3: Post-training. This may be called the "follow up" phase. When training concludes, the situation
changes. When the participants return back to work from the training, a process of adjustment begins for
everyone involved. The newly learned skills undergo modification to fit the work situation. Participants may
find their organizations offering encouragement to use the training and also support for continuing contact
with the training institution. On the other hand, they may step into a quagmire of negativity.
More effective behavior of people on the job in the organization is the primary objective of the training
process as a whole. In the simplest training process, improvement is a dependent variable, and participants
and organizations independent variables.

The training process has the following major objectives:

1) Improvement in Performance

Training will be an important aid to managers for developing themselves as well as their subordinates. It is
not a substitute for development on the job, which comes from doing, experiencing, observing, giving and
receiving feedback and coaching. Research has shown that 80% of a person’s development takes place on the
job. However, training can contribute the vital 20% that makes the difference. Training can bring about an
improvement in a person’s:

✔ Knowledge

✔ Skills

✔ Attitude

✔ Thereby raising his potential to perform better on the job

2) Growth

Training is also directed towards developing people for higher levels of responsibility thereby reducing the
need for recruiting people from outside. This would have the effect of improving the morale of the existing
employees.

3) Organizational Effectiveness

In company training provides a means for bringing about organizational development. It can be used for
strengthening values, building teams, improving inter-group relations and quality of work life. The ultimate
objective of training in the long run is to improve the company’s performance through people performing
better.
Benefits of training evaluation:

Evaluation has three main purposes:

Feedback to help trainers understand the extent to which objectives are being met and the effectiveness of
particular learning activities – as an aid to continuous improvement Control to make sure training policy and
practice are aligned with organizational goals and delivering cost-effective solutions to organizational issues
.Intervention to raise awareness of key issues such as pre-course and post course briefing and the selection of
delegates Evaluation is itself a learning process. Training which has been planned and delivered is reflected
on.

Views on how to o it better are formulated and tested .The outcome may be to Abandon the training

 Redesign the training – new sequence, new methods, new content, new trainer

 Redesign the preparation/pre-work – new briefing material, new pre-course work in the training
program, earlier or later in the company calendar

 Leave well alone

The following are the clear benefits of evaluation:

 Improved quality of training activities

 Improved ability of the trainers to relate inputs to output

 Better discrimination of training activities between those that are worthy of support and those that
should be dropped

 Better integration of training offered and on the job development

 Better co-operation between trainers and line-managers in the development of staff

The training role

Internal Training:-

The role of an employers' organization in training has to be viewed from different perspectives. First and
foremost it must be viewed from an "internal" point of view i.e. the training and development of its own staff.

This is essential to the effectiveness of the organization's training services as well as to the other services it
provides members, all of which fall within the following:

 Influencing the legal and policy environment needed for business growth

 development

 Direct services to members

This requires that the staff be trained in the areas of the organization's services and core competencies which
may include areas such as:

 Industrial relations

 Human resource management

 Occupational safety and health

 Information analysis and research for:

 o Influencing the policy environment

o Transferring knowledge to members

o Undertaking wage and other surveys

Training Services

This objective of training (i.e. to make its other services more effective) involves mostly the acquisition of
knowledge needed for staff to perform their functions. This is an important pre- requisite to staff undertaking
the second role of an employers' organization in training, which is to provide training to members (and
sometimes to nonmembers) in areas in which they expect services. But unlike in the case of the first objective
of training earlier referred to, this second role or objective requires not only knowledge in the areas of
training, but also training skills i.e. in training techniques or methodologies. If staff do not develop training
skills

 They will be able to transfer knowledge

 But not the skills to apply the knowledge to particular situations which arise in enterprises
(productivity is increasingly the application of knowledge).
Examples include negotiation, workplace mechanisms to improve workplace relations and human resource
management policies and practices such as:

 Recruitment, selection, induction

 Performance appraisal

 Leadership and motivation

 Employee retention

 Wage and salary determination

 Beyond Training: Training and Development

Training is generally defined as "change in behavior" - yet, how many trainers and managers forget that, using
the term training only as applicable to "skills training"? What about the human element? What about those
very same people we want to "train"? What about their individual beliefs, backgrounds, ideas, needs and
aspirations?
In order to achieve long-term results through training, we must broaden our vision to include people
development as part of our strategic planning. Although training covers a broad range of subjects under the
three main categories (skills, attitude, knowledge), using the term "training" without linking it to
"development" narrows our concept of the training function and leads us to failure.

When we limit our thinking, we fall into the trap of:

a. Classifying people into lots and categories
b. Thinking of "trainees" as robots expected to perform a job function
c. Dismissing the individual characteristics of people and the roles they play
d. Focusing only on "what needs to be done" without adequately preparing the trainees involved to accept
and internalize what is being taught.

We are dealing with human thoughts, feelings and reactions which must be given equal attention than to the
skill itself. We thus create a double-focus: people development and skills training. These two simultaneous
objectives will give us the right balance and guide our actions to reach our goal.

To clarify our training and development objectives, and identify our criteria for success, we must ask
ourselves a few questions:

 Does attitude count?

 Does goodwill count?

 Do loyalty and dedication count?

 Does goal-sharing count?

 Does motivation count?

 Do general knowledge and know-how count?

 Do people-skills count?

 Does an inquisitive mind count?

 Does initiative count?

How can we expect such qualities and behavior if we consider and treat our personnel as "skills performers"?
However, we could achieve the desired results if we address the personal development needs of the
employees involved. When we plan for both "training" and "development", we achieve a proper balance
between the needs of the company and those of the trainees. The synergy created takes us to new levels, to a
continuing trend of company growth.

Our consideration of the people involved results in work motivation, goal-sharing, and a sense of partnership.
Not only do the employee-trainees perform at the desired levels, but they offer to the company and its
customers their hidden individual gifts and talents, and this reflects itself in the quality of service. Customers
feel and recognize efficient performance, motivation and team- work. They become loyal customers. We can
learn from the case of a small restaurant operator who had become desperate at the negligent attitude of his
servers, resulting in customer complaints. He decided to seek professional expertise to help him replace his
employees with "motivated, trained" people fresh out of a waiter's training school.

Following some probing questions it came to light that, besides hourly pay, he did not offer much to attract
and retain loyal and dedicated employees. Through professional consultation, he came to realize that even if
he paid higher wages to new "trained" employees, the problem would persist because employees want more
than wages from their work place. They want:

 Organization and professional management

 Information regarding the business and its customers

 Recognition for their role in the company's success

 Acknowledgement of their individual capacities and contributions

 Positive discipline / fairness

 A say in the way the business is run.

The restaurant operator realized that until then he had treated his employees as "plate carriers" and this is
exactly how they had behaved and performed. He was ready to change his mode of operation: he diverted his
focus to the needs of his employees, re-structured his organisation, planned new operational strategies, a
human resources strategy, training and development guidelines, disciplinary rules and regulations. He
communicated and shared these in a meeting with his employees and handed out the employee handbook
prepared for that purpose. He also reminded them of their responsibilities towards the business, the customers,
and themselves (taking charge of their own training, development, and work performance). They were more
than pleased when he asked them to express their opinions, make comments and suggestions.He was
surprised at the immediate transformation that took place. He began receiving excellent reviews from his
customers, the employees worked as a team, their motivation sky-rocketed and he never had to replace them!
All this was accomplished by extending the previous concept of training to that of training and people
development.

Training and Development represents a complete whole that triggers the mind, emotions and employees' best
work performance. It is not only business managers and owners who must do this shift in thinking, but
Human Resources Directors and Training Managers (whose title should be "Training and Development"
Managers). By their actions, they should offer a personal example, coaching and guiding all the people in an
organization to think "beyond training" and invest efforts in people:

 Professional development

 Personal development.

Contrary to what some manager’s think, people do not quit a place of work as soon as they have grown
personally and professionally through training and development programs - at least they do not do so for a
long while. They become loyal to their employer and help him/her grows business-wise, which offers them
more opportunities. They chart their own course for career advancement within the broader framework of
organizational growth.

Importance of Developing a Role in Training

Developing a national role in training is important for an employers' organization for several reasons. First, it
enables the organization to contribute to the development of a country's human capital, through its influence
on education policies and systems and training by public training institutions, to better serve business needs. It
also enables it to influence employers in regard to the need for them to invest more in training and employee
development - which employers should recognize as one key to their competitiveness in the future.

Second, it provides an important service to members, especially in industrial relations in respect of which
sources of training for employers in developing countries are few.

Third, it is an important source of income provided the organization can deliver relevant quality training.

Fourth, it compels its own staff to improve their knowledge without which they cannot offer training to
enterprises through their own staff. Fifth, the knowledge required for training increases the quality of other
services provided by the organization - policy lobbying, advisory and representation services. Sixth, it
contributes to better human relations at the enterprise level and therefore to better enterprise performance, by
matching corporate goals and people management policies. Finally, it improves the overall image of the
organization and invests it with a degree of professionalism, which can lead to increased membership and
influence. Many entrepreneurs seem to view employee training and development as more optional than
essential...a viewpoint that can be costly to both short-term profits and long-term progress. The primary
reason training is considered optional by so many business owners is because it's viewed more as an expense
than an investment. This is completely understandable when you realize that in many companies, training and
development aren't focused on producing a targeted result for the business. As a result, business owners
frequently send their people to training courses that seem right and sound good without knowing what to
expect in return. But without measurable results, it's almost impossible to view training as anything more than
an expense.

Now contrast that approach to one where training's viewed as a capital investment with thoughtful
consideration as to how you're going to obtain an acceptable rate of return on your investment. And a good
place to start your "thoughtful consideration" is with a needs analysis. As it relates to training and
development, needs analysis is really an outcome analysis--what do you want out of this training? Ask
yourself, "What's going to change in my business or in the behavior or performance of my employees as a
result of this training that's going to help my company?" Be forewarned: This exercise requires you to take
time to think it through and focus more on your processes than your products.
As you go through this analysis, consider the strengths and weaknesses in your company and try to identify
the deficiencies that, when corrected, represent a potential for upside gain in your business. Common areas
for improvement in many companies is helping supervisors better manage for performance. Many people are
promoted into managerial positions because they're technically good at their jobs, but they aren't trained as
managers to help their subordinates achieve peak performance. Determining your training and development
needs based on targeted results is only the beginning. The next step is to establish a learning dynamic for your
company.
In today's economy, if your business isn't learning, then you're going to fall behind. And a business learns as
its people learn. Your employees are the ones that produce, refine, protect, deliver and manage your products
or services every day, year in, year out. With the rapid pace and international reach of the 21st century
marketplace, continual learning is critical to your business's continued success.
 CHAPTER -2
INDUSTRY AND COMPANY PROFILE
 Industry Profile

Technology is advancing every day, with the market becoming more competitive than ever before.
Companies are constantly innovating in order to satisfy the needs and demands of today’s tech-savvy and
social customers. In order to succeed and thrive, technology companies also need to develop innovative and
effective marketing and support services that are delivered seamlessly across all channels of customer contact
and communication.
SITEL’s has helped many of the world’s top technology companies to develop and retain a loyal customer
base while acquiring cost effective growth through:
• Omni channel customer support solutions
• Global service delivery capabilities and;
• Long-term experience in technology outsourcing
• Multi-lingual and comprehensive suite of BPO services (including customer service, sales & marketing,
technical support and many other contact center services)

Who we serve
• Technology Hardware providers
• Technology Software companies
• PC OEMs (Other Original Equipment Manufacturers)

SITEL’s Value Proposition

SITEL’s award-winning technology specialists provide Omni channel, multi-lingual and innovative customer
experience that can drive sales, lower costs and increase customer satisfaction for technology clients. SITEL
understands the need to shape end-user customer experience and service to build product loyalty. Our services
span product technical support, warranty and service calls, warranty sales, rebate calls, product repair and
returns management, corporate help desk calls and much more. Our credentials include:
• 6 of the world’s top technology companies as our trusted clients
• Services delivered from 14 countries (including Brazil, Bulgaria, Canada, France, Germany, India, Italy,
Netherlands, Panama, Philippines, Poland, Portugal, Serbia and Spain)
• Over More than 4,000 employees supporting customers in 16 different languages from and across Asia
Pacific, North and South America, Middle East and Europe.
 Our Proven Results
Enhanced Customer Satisfaction and Cost Savings

Client – Major global consumer electronic company:

Strategy
• Commercial model is 100% focused on technical support, sales and customer service.

Success
• C-SAT increased by 5% in just five months.

Client – Major global business hardware/software manufacturer:

Strategy

• Providing multi-channel technical support (voice, email/chat and social media)

• Cube – cut unnecessary business expenses; engaging client
• Workshop held to identify opportunities with focus within six (6) areas, namely (1) accessibility; (2) support
model; (3) Process & Policy; (4) Revenue Generation; (5) Variable vs. fixed costs; and (6) volume shift to
other channels.
Success
• Exceeded annual target of cost savings for client savings to over $1.9 million

Client – One of the largest PC manufacturers in the world:

Strategy

• Project focused on customer service quality and technical support accuracy

• Project focused on paid technical support for assist customers with out-of-warranty portables, software and
hardware troubleshooting

• Revenue Sharing model with client to support operational cost

• Developed an ‘Expert Care’ team to build lifetime customer loyalty

Success
• Generated annualized revenue of $1million in the first year of launch.
• Consistent average conversion rate of 15% month over month
• C-SAT increased by 11%
• Client awarded SITEL as the ‘Best Supplier’

Client – Leading Smartphone manufacturer:

Strategy

• Develop universal agent process flow to enable “one stop shop” care for existing customers and their repair
issues

• Developed SITEL proprietary tool to handle automated accessory fulfillment needs

• Dedicated POC to handle inventory and repair cycle
• Developed internal knowledge portal for information access
Success
• Universal agent model with ‘One Stop Shop’ process improved CSAT by 14%

• Improved tracking and efficiency of VIP or escalated issues due to automated system

Client Testimonial

One of the world’s top PC manufacturers:

“The momentum of your company wide initiative on Customer number 1 has made a big difference with us.
A great team that is very much forward-thinking in running the operations. Clearly, the operational team is
very strong and does an excellent job on analysis and reporting leading indicators from supporting our
products. Overall, SITEL does an outstanding job operationally, and the team of people supporting our
account is the GREATEST!!!” – Client Director of Call Center Operations.
 COMPANY PROFILE

Quicksun Technologies Pvt. Ltd.

VISION:-

“To be the leader in providing innovative and cost effective platforms & solutions.”

"Technology deployed quick and efficiently" is not only our tag line but also our belief, we
have rich expertise in devising and deploying Technology and Business Solutions.

We have experts who have excellent track record and are known for their experience,
proficiency, and quality deliverables. We leverage deep industry and functional expertise,
leading technology practices, advanced global delivery model to help clients transform their
business processes and improve their business performance.

We are driven by commitment and belief for superior quality and client satisfaction.

With our background in providing enterprise scale business solutions in leading companies like
HCL, Infosys, Cognizant & banking sector we are driven to deliver exceptional quality to our
clients at competitive costs.

Our Technology Solutions include:

 Custom Software Development

 E-Commerce / Web Development
 Mobile Banking
 Mobile Apps

Our Consultancy Services include:

 Sales & Marketing Analytics

 Security & Surveillance
About Founder & Director – Suneel Gupta

Suneel has more than 30 years of experience in IT software and hardware industry.
Suneel has a GCE Certificate from Cambridge University and holds a bachelors degree
from IIT Kanpur specializing in Electronics & Computer Science. He passed out in the
Year 1984.
Suneel's career began with Network Ltd. where he was spearheading development of
hardware and firmware products. In Network he is credited with many Innovations
including his own Microprocessor. He was also involved with the Design of a
ultrasound scanner which is used for Medical Diagnosis.

He then went to work with IT major HCL Technologies as part of the initial team & helped grow
the Company from a few persons to more than 15,000. Post HCL, Suneel joined as Head of
Technology at marketRx, which is now a Cognizant subsidiary. At marketRx, he was
instrumental in creating a platform for doing Big-Data Analytics for various parts of the
Pharmaceutical industry.

For the last 10 years, Suneel has been spearheading the development of Technologies in the
Financial Inclusion space and is credited with many innovations in the alternate Banking
methodologies. Suneel was also been nominated to a committee formed by the Ministry of
Finance which was looking into creating a Rupay Standard for Chip Banking Cards which will
allow the country to move away from the Mastercard/ Visa platforms.

Solutions & Services :-

QuickSun has a strong and agile software development team which works on our home grown
products, such as along with creating custom software for individual client needs. The team
works closely with the analytics teams and creates applications which help automate tasks,
 process information faster, and improve overall productivity.

The team has exposure to both Open Source Software, such as Linux, PHP, MySQL, Java and
Proprietary platforms including .Net, SQL Server amongst others. With the increased focus on
mobility, our expertise also covers Android, IOS and Windows Phone, both on Mobile Phones &
Tablets.

We are driven by commitment and belief for superior quality and client satisfaction.

 A few of our capabilities include:

 Mobile Banking
 Custom Software Development
 Mobile Apps
 Data Analytics
 Surveillance System
 Clients & Partners:-

They have worked with many different kinds of businesses.


 See a select list of our esteemed Clients & Partners:
- YES BANK
- VERIFONE
- SYBIOTIC SCIENCES
- MICROSOFT
- NOKIA
- JAMIA COOPERATIVE BANK
- KVQA
- KPS CONSULTANTS
- TEAM COMPUTERS
- TITAN - Watches
- AVN LOGISTICS
- PAYU

Quicksun underwent a twelve Month technical training in advance of launching Into full
production in 1996, with Italian technicians on hand to supervise training and the setting up of
quality assurance procedures in the company. Perfection cannot be achieved without practice.
Training and continuous up-gradation of know-how has been one of the key focus areas of
quicksun. A permanent training center has been set up within the factory complex at Gurgaon to
provide extensive operational know-how to the grass root shop floor operators. Not only does
this center impart skills to the operators, but it also serves as a center for further R&D activities
that would improve upon and generate new technologies suited to the global garment industry.
The company's production unit Located within close vicinity of New Delhi has the capacity to
produce 600 jackets and 800 pairs of trousers in a single eight Hour shift. Quicksun Exports a
major portion of its production to USA, Canada, Europe & Middle East. With today's
competitive job market, a simple thing like wearing a nicer-looking suit can help set you apart
from the competition. But don't get me wrong; wearing the latest designer suits alone won't
guarantee that you'll get that promotion you've been waiting for. It takes talent, smarts and hard
work if you eventually want to climb to the higher echelons of the business world. Nonetheless,
one thing's for sure: your new stylish threads will leave most of your male colleagues longing for
all the female attention you're getting. This said, the question we are going to answer today is;
what should a man look for when buying dressy clothes for business meetings or a formal night
on the town?

FORMAL DRESSING
SUIT
Every man needs at least one well-tailored suit for whatever special events he'll be attending.
Even if it's a "once a year" occasion, it's embarrassing to feel out of place and look like a
cheapskate without a suit. If you need only one suit, buy a classic black or gray single-breasted
suit. Ask your salesperson for a classic cut that won't go out of style. That way you'll only need
to change your shirt and tie to keep your look fresh and up-to-date.

BLUE / WHITE BUTTON-DOWN SHIRT

A dressy white shirt is a must-have for suits and/or dressy pants for more formal occasions. It's a
classic article that will never go out of style. (If you're a banker, you'll have to wear a blue or
white button-down shirt every working day of your life.)

ONE MAGNIFICENT TIE

A tie is a fashion essential because it complements the suit. Although you should have a variety
of ties, you should always purchase at least one new, sensational tie per year because tie trends
change frequently. This will force you to change your look on a regular basis (assuming you
don't wear suits that often). But if you wear suits every day, you should buy a trendy tie every
season. That way you'll be in style and look sharp every time you wear a suit, as it will allow you
to accumulate a nice collection of
diverse ties in the process.

BLACK SHOES BLACK BELT

One of the biggest fashion no is to mismatch the color of your belt with that of your shoes.
Wearing black shoes and a black belt is a fashion fundamental and will bail you out for any
occasion, whether it's casual or formal. If your budget for fashion goods is rather low, buy at
least one pair of black leather shoes and a black leather belt. Classic black shoes will last you at
least a year or two while a black belt will most likely last you a lifetime. Finally, make sure you
wear your black shoes and black belt together -- and don't forget to sport black socks

EVENTS:-
Quicksun participated at the 25th India International Technology Fair ( IITF ) at Pragati Maidan,
New Delhi from 15th to 17th July, 2000 and was awarded the prize for best displayed stall. At
the outset quicksun was given the privilege of dressing the first front three mannequins of the
Fair.

Mr. J. S. Seghal, Executive Director - Marketing, receiving the prize for the best displayed stall
from Mr. Kashiram Rana, Minister for Textiles, Government of India.
Famous Indian Movie Star Mr. Vinod Khanna, making enquiries at the quicksun stall.

Quicksun stall at the 25th IIGF, New Delhi from 15th to 17th July, 2000

DEPARTMENTS

Fabric Inspection

 4 point system of fabric inspection

 Random Inspection of fabric on receipt of pc goods.
 100% inspection of fabric before sending to production
Raw Material Inspection

 Random QC inspection of raw material for quality & performance

Cad

System – Gerber
Software – Accomack ver.7.6.1

The system is capable of handling

 Customized designing to fit any body using PDS (Pattern Designing System)
 Efficient pattern making & grading.
 Marker generation with maximum efficiency (normally more than 86%)
 System can receive and send data from customers electronically using company IT
network.
Laying

Machine

IMA Automatic spreading machine with rotating racks for feeding rolls the equip. machine
enables to control the tension, fabric edges and results in the uniform laying Check & stripes are
laid on Verity Pintable for excellent matching and optimum fabric consumption
Cutting

Machines
Eastman straight knife cutting machines are used for efficient cutting of multi layer fabric.
Metallic gloves are used as protective clothing to ensure safety of the workmen.

4 set of tables are used for simultaneous cutting of various inputs in order to provide feed for the
sewing lines at optimum productivity levels. Band knife cutting machines are used for accurate
and precision cutting of various components to ensure elegance to the final product.

Fusing

State of the art Kenney gasser fusing machine model Multistep DX C is used for fusing
components The m/c has separate section for fusing and take off, enabling uniform temp. in the
fusing zone and saving on energy Effective controls for maintaining temp, pressure and speed,
resulting in impeccable fusing
Stitching

Equipments are from

 JUKI
 PFAFF
 STROBEL
 DURKOPP ADLER

This encompasses automates & semi-automates. These machines are equipped with
programmable card for effective control of various sewing parameters. Pressing equipment are
provided in the sewing line, wherever required to form the most elegant seams in the garment.
Pressing

Machines

MACPI machines are used for finishing of the garments. They are considered best in the
industry. The equipments have programmable controllers to use different programs of steam
vacuum and pressure for different category of fabrics .Imparts impeccable finish; best in the
industry

Storage and Packing

The garments are covered in poly bags to keep them dust free They are hanged on bars,
maintaining breathable conditions for the garments. Systematically arranged & stored for
effecting proper dispatches. Inventories are properly maintained through centralized MIS system
for quick response on the stock positions

Utilities
The whole manufacturing process and the ultimate quality product is highly dependent on the
utility and services provided to the plant. The best equipments are used for providing these
results3 Nos. State of art Thermo boilers having capacity 2.5 ton steam conversion in an hour2
no’s of 750KVA Kirloskar Generators for captive power when needed.3 no’s of screw type air
compressors of 167 cfm each from Atlas Capon are used for high quality compressed air.
Centrifugal Vacuum pumps are used for providing vacuum with 60hp electrical motor &
blower30,000 L of tank for store.
 CHAPTER-3
RESEARCH METHODOLOGY
 RESEARCH METHODOLOGY
Definition : Research Methodology is a systematic way of investigation directed to the
discovery of some facts by careful study of a subject, a course of critical and scientific inquiry.
(A) SCOPE :-
The scope/range of this project report is not too far stretching to the whole of quicksun
technologies Pvt. ltd., rather it only covers the training and development activities conducted for
its employees. This project covers training, training programmed, and training evaluation and
excludes all other human resources activities conducted before and after training.
(B) REQUIREMENT: -
For our project we required information like knowledge about the employees understanding,
skills generated and the mastery gained during training. So we have to look insight the
performance of the employees through evaluation of their performance, through questionnaire
and data given by the management
(C) SOURCE OF INFORMATION:-
Primary data: The data is collected for the first time hence is fresh and happens to be original
in nature.
Secondary data: The data is the collected and processed information by some other person or
organization.
Primary data were collected from employees already have gone by these method of training and
the ability to perform accordingly and the already available data given by management.
Secondary data are gathered from the official website of the company and from reference books .
(D) ANALYTICAL TOOL:-
Questionnaires and the evaluation of the performance to check the effectiveness of training
imparted. The questions were both structured and unstructured.

(E) METHOD USED FOR DATA COLLECTION:-

Questionnaire and data available with the management.

SAMPLING TECHNIQUE USED

The technique of Random Sampling has been used in the analysis of the data/Random sampling
from a finite population refers to that method of sample selection, which gives each possible
sample combination an equal probability of being picked up and each item in the entire
population to have an equal chance of being included in the sample. This sampling is without
replacement, i.e. once an item is selected for the sample, it cannot appear in the sample again.

SIGNIFICANCE OF THE STUDY

1. Present study is conducted to enhance the personal knowledge.
2. Present study will help the company to understand the effectiveness of the training program.
3. Present study will help the researchers in related research by providing them literature.

SCOPE OF THE STUDY

1. It gives some suggestions for making the present training and development system more
effective.
2. It give organization the direction, how to deal differently with different employees.
3. It determines the training and development need among the employees.

OBJECTIVE OF THE STUDY

1. To study the effectiveness of the training imparted by Quicksun Pvt. Ltd. in the performance
of the employees.
2. To know the perception of the employees regarding training programs.
3. To identify how training assists the employees to acquire skills, knowledge and attitude and
also enhance the same.
 CHAPTER-4
ANALYSIS AND INTERPRETATION
 DATA ANALYSIS

1. The staff of HRD department is receptive to a help that is required related to

infrastructure during training program.

SLNO Number of
PARTICULAR Respondents Percentage
1 Strongly agree 18 36
2 Agree 29 58
3 Neutral 3 6
4 Disagree 0 0
5 Strongly disagree 0 0
Total 50 100
Interpretation
The table shows that 58% of the respondents are satisfied with the help getting from the
HR department.

2. I feel that the ambience of the classroom where the training was given
quite appropriate.

SLNO Number of
particular Respondents percentage

1 Strongly Agree 27 54
2 Agree 20 40
3 Neutral 3 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
 Interpretation
The table shows that 54% of the respondents are strongly agreeing that the ambience
of the classroom was appropriate.

3. The model teaching/learning aids were appropriate for the learning

experience.

SLNO Number of
PARTICULAR Respondents Percentage
1 Strongly agree 18 36
2 Agree 29 58
3 Neutral 3 6
4 Disagree 0 0
5 Strongly disagree 0 0
Total 50 100

Interpretation
 The table shows that 58% of respondent are agree that teaching aids were
appropriate for learning experience

4. The other facilities given during the time of training were good.

SLNO Number of
PARTICULAR Respondents Percentage
1 Strongly Agree 18 54
2 Agree 29 58
3 Neutral 3 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
Interpretation
From the study, 58% of employees agreed that other facilities given during training
were good.

5. I am aware by whom and how my training needs are identified.

SLNO Number of
PARTICULAR Respondents Percentage
1 Strongly Agree 12 24
2 Agree 23 46
3 Neutral 3 6
4 Disagree 9 18
5 Strongly Disagree 3 6
Total 50 100
 Interpretation
The table shows 46% of employees agree that they are aware by whom and how
their training needs are identified .

6. My department head and I have discussed and agreed upon my training

needs.

SLNO Number of
PARTICULAR Respondents Percentage
1 Strongly Agree 15 30
2 Agree 18 36
3 Neutral 11 22
4 Disagree 3 6
5 Strongly Disagree 3 6
Total 50 100
Interpretation
The table shows 36% of employees agree that the department head and they have
discussed and agreed upon their training needs.

7. The training needs identified for me are relevant to my present as well as

future jobs.

SLNO Number of
PARTICULAR Respondents Percentage
1 Strongly Agree 15 30
2 Agree 27 54
3 Neutral 8 16
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
 Interpretation
The table shows 54% of the respondents agree that the training needs identified for
them are relevant to their present as well as future needs.

8. The presentation and delivery of lectures and practices during training

were effective.

SLNO Number of
PARTICULAR Respondents Percentage
1 Strongly Agree 10 20
2 Agree 23 46
3 Neutral 8 16
4 Disagree 6 12
5 Strongly Disagree 3 6
Total 50 100

Interpretation
 The table shows 46% of the respondents agree upon effectiveness of presentations
and delivery of lectures.

9. I have acquired the set of skills and knowledge needed to accomplish my

work.

SLNO Number of
PARTICULAR Respondents Percentage
1 Strongly Agree 9 18
2 Agree 26 52
3 Neutral 9 18
4 Disagree 3 6
5 Strongly Disagree 3 6
Total 50 100

Interpretation
 The table shows 52% of the respondents agree that they have acquired the set of
skills and knowledge needed to accomplish their work.

10. The content of training program is relevant to the training objective.

SLNO Number of
PARTICULAR Respondents Percentage
1 Strongly Agree 15 30
2 Agree 23 46
3 Neutral 3 6
4 Disagree 6 12
5 Strongly Disagree 3 6
Total 50 100
 Interpretation
The table shows 46% of the respondents agree that the content of the training
program is relevant to training objective.

11. The training program organized by HRD helps in my development.

C Number of
PARTICULAR Respondents Percentage
1 Strongly Agree 9 18
2 Agree 23 46
3 Neutral 6 12
4 Disagree 3 3
5 Strongly Disagree 9 18
Total 50 100
Interpretation
The table shows 46% of the respondents agree that the training program organized
by HRD was helpful in their development.

12. The participation letter has complete information.

SLNO Number of
PARTICULAR Respondents Percentage
1 Strongly Agree 12 20
2 Agree 29 46
3 Neutral 0 0
4 Disagree 6 12
5 Strongly Disagree 3 6
Total 50 100

Interpretation
 The table shows 46% of the respondents agree that the participation letter has
complete information.

13. The method of inviting to attend training program is appreciable.

SLNO Number of
PARTICULAR Respondents Percentage
1 Strongly Agree 10 20
2 Agree 26 52
3 Neutral 2 4
4 Disagree 4 8
5 Strongly Disagree 8 16

Total 50 100
 Interpretation
The table shows 52% of the respondents agree that the methods of inviting to attend
the training program were appropriate.

14. The training programs given by HRD were influential.

SLNO Number of
PARTICULAR Respondents Percentage
1 Strongly Agree 32 64
2 Agree 12 24
3 Neutral 4 8
4 Disagree 2 4
5 Strongly disagree 0 0

Interpretation
The table shows 64% of the respondents are influenced by the training programs
given by HRD.

15. I get the timely information from HRD to attend the training
program.

SLNO Number of
PARTICULAR Respondents Percentage
1 Yes 47 94
2 No 0 0
3 Occasionally 3 6
Total 50 100

Interpretation
The table shows 94% of the respondents agree that they get the timely information
to attend training program.
 Chapter-5
FINDING AND SUGGESTIONS
 FINDINGS

 Employees are content with the way the training is conducted.

 The cooperation between the colleagues and the level of support they share with each
other binds them in an attachment towards the company.
 Regional behavior and language influence is higher during training and even after
delivering their language; the desired effects are not seen.
 Some of the superiors do not bother to make Development Action Plans and submit to the
trainers.
 The training is mainly conducted all around India, the trainers have to travel but
sometimes the logistics and arrangement is non-satisfactory.
 The findings from the data analysis from the questionnaire show a positive improvement,
enhancing and overall rating about the training program.
 The reality learning and simulations were thoroughly enjoyed by the employees who
have received it.
 SUGGESTIONS
 In today‘s competitive world, attitude is the factor which is the dividing line between
failure and success. Thus recruitment of the employees must be made not only on skills
and attitude but also the attitude of the employee. If an employee has a positive attitude
then training for him can be more effective, he has a positive effect on the climate.
 The raining records must be maintained, preserved properly and updated timely.
 Proper care should be taken while selecting the trainers.
 Trainers must be given continuous feedback and the training should be performed as a
continuous planned activity.
 New and different trainers should be invited so that the maximum impact can be got from
the training programs.
 Co –ordination and interaction of the employees of all levels must be encouraged to
locate new talents among employees.
 Solution to some of the problems faced by the employees should be suggested by the
employees themselves to make them feel valued at the organization.
 The DAP( Development Action Plans) must be prepared and given to the trainers as soon
as possible for further follow up from the side of the trainers
 Chapter-5
LIMITATION AND CONCLUSION
 LIMITATIONS

 Some information being very sensitive as far as organization is concerned is left

untouched and not mentioned in any way.

 Top-level strategic type of decisions and information too are not taken under study to
avoid any favor to the business counter parts.

 My project does not concerned about the designing and planning of training activities
which forms a crucial and major part of this field hence a full fledge study can be done in
this area.

 The data presented here is taken by prepared questionnaire (closed ended) and
information and feedback received from the management.

 No research has been conducted on this topic for the purpose of this project thus holds a
complete field research and development.

 Due to Time Constraints, I was not able to touch all aspects of training and development.

 Due to security reasons, I could not attend the training conducted which would give me a
practical experience.
 CONCLUSION

Analysis of all the facts & figures, the observations and the experience during the training period
gives a very positive conclusion/ impression regarding the training imparted by QUICKSUN
TECHNOLOGIES Pvt. Ltd. trainers. The company is performing its role up to the mark and the
trainees enjoy the training imparted especially the reality learning and simulation.
The training imparted meets the objectives like:

 Effectiveness of the training and its resultant in the performance of the employees.
 Assists the employees to acquire skills, knowledge and attitude and also enhance the
same.
 Helps to motivate employees and helps in avoiding mistakes.

It becomes quite clear that there is no other alternative or short cut to the development of human
resources. If we have to meet the challenges of technology, social and economic we have to train
the HR irrespective to their category at which they work in the organization.
As it is recognized fact that we cannot survive in tomorrow business‘s world with yesterdays
method. And hence the continuous development of HR is prime need of today’s organization.
 BIBLIOGRAPHY

Human resource management T. N. Chabra

Human resource management Bolander
Organization official website:
www.quicksuntechnologies.com

· Research methodology
 QUESIONNAIRE
1. The staff of HRD department is receptive to a help that is required related
to infrastructure during training program.

 Strongly agree

 Agree

 Neutral

 Disagree

 Strongly disagree

2. I feel that the ambience of the classroom where the training was given were
quite appropriate.

 Strongly agree

 Agree

 Neutral

 Disagree

 Strongly disagree

3. The model teaching aids were quite appropriate for the teaching
experience.

 Strongly agree

 Agree

 Neutral

 Disagree

 Strongly disagree

4. The other facilities given during the training were good.

  Strongly agree

 Agree

 Neutral

 Disagree

 Strongly disagree

5. I am aware by whom and how my training needs are identified.

 Strongly agree
 Agree
 Neutral
 Disagree
 Highly disagree
\
6. My department head and I discussed upon my training needs.

 Strongly agree
 Agree
 Neutral
 Disagree
 Highly disagree

7. The training needs identified for me are relevant to my present as well as

future jobs.

 Strongly agree
 Agree
 Neutral
 Disagree
 Highly disagree
8. The presentation and delivery of lectures during training were effective.
 Strongly agree

 Agree

 Neutral

 Disagree

 Strongly disagree

9. I have acquired the set of skills and knowledge needed to accomplish my

work.

 Strongly agree

 Agree

 Neutral

 Disagree

 Strongly disagree

10. The content of training program is relevant to the training objective.

 Strongly agree

 Agree

 Neutral

 Disagree

 Strongly disagree

11. The training program organized by HRD helps in my development.

 Strongly agree

 Agree

 Neutral

 Disagree
  Strongly disagree

12. The participation letter has complete information.

 Strongly agree

 Agree

 Neutral

 Disagree

 Strongly disagree

13. The method of inviting to attend training program is appreciable.

 Strongly agree

 Agree

 Neutral

 Disagree

 Strongly disagree

14. The training programs given by HRD were influential.

 Influence

 Does not Influence

 No opinion

15. I get the timely information from HRD to attend the training
program.
 Yes

 No

 Occasionally