Divyanshi Project Report HR

A Project Report On
“STUDY ON TRAINING AND DEVELOPMENT OF

STALLION CAPITAL MANAGEMENT”
In partial fulfillment of the requirements for the award of post

graduate degree of
Masters of Business Administration
2017-2019
SUBMITTED BY GUIDED BY
DIVYANSHI DUA YASHWANT KUMAR
BHARATI VIDYAPEETH DEEMED UNIVERSITY SCHOOL OF DISTANCE

EDUCATION
Academic Study Center - BVIMR, New Delhi An ISO 9001:2008 Certified Institute
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Where We Bridge the Financial Gap
Date: 1st September 2018
To whomsoever it may concern
This is to certify that Ms. Divyanshi Dua has successfully completed her internship from 1st July
2018 - 31st August 2018. During his internship, organization found her to be regular and
hardworking.
Grade Allotted:+
Best Wishes
(Authorized Signatory)
Anna Gupta
Country Head- Human Resources
Stallion Capital Management

408 RG Trade Tower, Netaji Subash Place-110034
011-40079344
info@stallioncap.in
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STUDENT UNDERTAKING
Certificate of Originality
I Divyanshi Dua , MBA(Human Resource) Semester 3 would like to declare that the project report
entitled “ A study on training and development of Stallion Capital Management Submitted to Bharati
Vidyapeeth University Pune, School of Distance Education Pune, Academic Study Centre BVIMR
New Delhi in partial fulfilment of the requirement for the award of the degree.
It is an original work carried out by me under the guidance of Yashwant Kumar.
All respected guides, faculty member and other sources have been properly acknowledged and the
report contains no plagiarism.
To the best of my knowledge and belief the matter embodied in this project is a genuine work done by
me and it has been neither submitted for assessment to the University nor to any other University for
the fulfillment of the requirement of the course of study.
Student Name with Signature
Divyanshi Dua
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PREFACE
There is a vast difference between theory and practical applicability of management concepts,
principles and theories in any industry. This practical training program in the course is designed
with an objective of bridging the gap between the theory and practical applicability of management
concepts and theories studied during the MBA program and their applicability in an industry.
I am very fortunate to have an opportunity to undergo my training in “Stallion Capital Management”.
This Project training has been indeed a great learning experience which has provided a lot of exposure
regarding corporate functional environment in an industry. It has been a great pleasure for me to do
my project work in such an esteemed organization.
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ACKNOWLEDGEMENT
Many persons have contributed to make this project report on “A study on training and develpment
in Stallion Capital Management” a reality. I would especially like to express my appreciation to Mr.
Yashwant Kumar for his unstinted support, encouragement and his painstakingly and meticulous effort
towards developing this project.
I acknowledge the help and cooperation received from all the faculty members of Stallion Capital
Management. Several colleagues and students have contributed directly and indirectly to the contents
of this project, as they had given me numerous ideas. Their criticism gave me the much-needed hints
about the areas that needed elaboration and amendments and also to present them with greater clarity.
Finally, I wish to express my sincere thanks to all my family members, especially my parents for their
constant moral support and encouragement.
I would welcome constructive suggestions to improve this project report, which can be implemented in
my further attempts.
Thanking you!
Divyanshi Dua
Roll no. 1728101550
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CONTENTS
Chapter Title Page No

1 Introduction 07-15
About the company 07
Porter’s five forces model of competition 13
2 Research Methodology 16-22
Statement of the problem 17
Objectives and scope of the study 18
Managerial usefulness of the study 18
Type of research and research design 19
Data collection methods 20
Limitation of study 22
3 Conceptual Discussion 23-43
Review of literature 23
History and development of the industry 41
4 Data Analaysis 44-72
5 Findings and Conclusions 73-75
6 Suggestions 76-82
Appendices
Bibiliography
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CHAPTER 1
INTRODUCTION
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1)
COMPANY PROFILE
Stallion Capital Management :
Stallion is a wealth advisory firm. It is India's one of few "Multi Family Office Firm" founded by
members having decade of experience in the field of financial domain. Stallion was operates out of
two offices at New Delhi & Bengaluru (Soon to start operation in pune, Lucknow and Hyderabad).
The foundation of Stallion was guided by a single minded client centric approach.
Its model has been developed keeping in mind the very needs of a client. Stallion's unique selling point
is that it brings all the investment of client under one roof and that being guided by Unique IPS
(Investment Policy Statement). In other words a Stallion treat every client as unique and provides
solution based on client need, financial position and circumstances.
Over time the acceptance of Stallion's financial planning tools by private clients at large and the
goodwill that it has generated in the Private Wealth Industry continues to be the source of energy for
its growth. Today Stallion serves the needs of Middle and Senior level professional, Entrepreneurs,
Businessman / Woman, Budding Investors.
Currently stallion is working closely with 330 HNI families and managing their portfolio of
insurance. Mutual fund and real estate .The ratio of 25 clients per adviser guarantees full focus and
personalized touch to each clients from Stallion.
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BRIDGES THE FINANCIAL GAPS
WE MANAGE BETTER + WE ADVICE + WE HELP OUR CLIENTS ACHIEVE FINANCIAL
INDEPENDENCE
It work with successful people at different stages of their lives and provide them with the expert
strategic financial advice they require to achieve, or maintain financial independence.
The clients want to take control of their financial future and we help them achieve this goal. By
leveraging company’s expertise to create and implement a strategic financial roadmap we can assist
them to protect, grow and manage their wealth.
The comprehensive wealth management services are free for their clients to pursue their dreams
and delegate the task of efficiently managing their wealth to company, which is a product of trust
because delegation is a follower of faith and trust.
Though, to many this is easier said than done, but the company’s focused intentions and understating
of the wealthy families in India and the need for reliable private advisor in India has helped them
realize their dream of building an admirable Wealth Management Practice.
MISSION OF STALLION CAPITAL MANAGEMENT
 To put all the financial transactions of client at one place for easy access and planning.
VISION OF STALLION CAPITAL MANAGEMENT
 To be most admired wealth management firm with best components.
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Services provided by Stallion Capital Management:
i. TAX PLANNING:
Tax planning is simply optimizing both the timing and strategy of your business tax matters, to ensure
that you pay as little tax possible. Those strategies should be geared to optimize and improve
business growth. Tax planning is an essential tool for any business to undertake each year in order
to effectively plan ahead towards the end of the financial year to ensure no nasty tax bills appear
unexpectedly.
ii. PROPERTY ADVISORY SERVICES:

Stallion offer property advisory services for all residential and commercial properties, rendered by
our expert team members having thorough market knowledge in residential, industrial leading
Prices.
We work on the following area:
 Negotiate On Property valuation / deal on behalf of clients and get better

value of money.
 To make appropriate proposal favoring our clients.
 Projects offering assured return on investment
 Cash flow analysis & financial modeling
 Legal documentation of properties in a methodical manner.
iii. MUTUAL FUNDS ADVISORY:

Mutual Funds are measured on relative performance. Their performance is compared to a
relevant index such as the S&P 500 Index or to other Mutual Funds in their same sector. Hedge funds,
on the other hand, are expected to deliver absolute returns by attempting to make profits under all
circumstances, even when the relative indices are down.
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iv. WEALTH MANAGEMENT:
The term Wealth Management refers to a professional investment and advisory service that offers
financial planning, investment management and other types of specialized. financial advice. It is a
process that aims to provide techniques and plans that allows an individual or a company to attain all
the possible goals in a systematic pragmatic manner.
v. RETIREMENT & ESTATE PLANNING:

The goal of retirement planning is to achieve financial independence .As people tend to live
longer, a new reality about retirement savings. They have to stretch for a longer period of time. So, we
here to help you with the best advice.
vi. BUSINESS LOAN ASSISTANCE:

Stallion capital management deploy technology and apply innovation to create unique and
compelling propositions that help you do what you always wanted to do. Hereunder are a host of
unique features and benefits that you enjoy with Business Loans from Bank, Financial Institutions
& FDIs.
vii. INVESTMENT & PORTFOLIO MANAGEMENT:

A portfolio Management refers to the science of analyzing the strengths, weaknesses, opportunities
and threats for performing wide range of activities related to the one's portfolio for maximizing the
return at a given risk. It helps in making selection of Debt vs. Equity, Growth VS Safety, and various
other trade-offs.
viii. INSURANCE ADVISORY:

Insurance is a term used to refer to the actions, systems, or business where the financial protection
(or financial compensation) to people, property, health and so forth to get reimbursement form
the events that cannot be expect.
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SWOT ANALYSIS
 Successful diversification in other

fields such as training programs
through various parts of world
 Professional consultant with experience
of more than 20 years
STRENGTH
 Good corporate tie-ups, like with HDFC
Life, ICICI, etc.
 Solution to all financial problems under
one roof.
 Multi-lingual staff
 Low key I.T. infrastructures as

compared to big brands
 Low marketing and brand
WEAKNESS presence
 Lack of track record
 Fewer formal training programs
 Growing rural markets
 Earning urban youth looking for
OPPORTNITIES investments
 Could use their customer
relationships for increasing
database
 Cross selling through financial
services such as banking
 Competition from large companies

THREATS  Increasing no. of advisory firms
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Analysis of–Porter’s 5 Forces Model
Porter developed these (5) forces to be a framework in where a business strategic manager can
gain that competitive edge over its rival firms. Even though it may be viewed as simplistic, it is a
powerful tool in understanding where power lies in any given business situation. With such
understanding, you can see where your strengths and weakness are and how you can avoid taking
the wrong steps.
Fig: 4.1
Porters 5 Forces Model
1. Threat of New Entrants.

2. Bargaining power of suppliers
3. Bargaining Power of Customers
4. Competitive Rivalry between existing players
5. Threat of Substitutes.
1) Threat of new entrants : The easier it is for new companies to enter the industry, the more
cut-throat competition there will be. Factors that can limit the threat of new entrants are known
as barriers to entry. Some examples include:
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 Existing loyalty to major brands
 Incentives for using a particular buyer (such as frequent shopper programs)
 High fixed costs
 Scarcity of resources
2) Power of Suppliers: This is how much pressure suppliers can place on a business. If one
supplier has a large enough impact to affect a company’s margins and volumes, then they hold
substantial power. Here are a few reasons that suppliers might have power:
 There are very few suppliers of a particular product
 There are no substitutes
 The product is extremely important to the buyer, they cannot do without it
 The supplying industry has a higher profitability than the buying industry
 Supplier switching costs relative to firm switching costs
3) Power of Buyers/ Customers: This is how much pressure customers can place on a business.
If one customer has a large enough impact to affect a company’s margins and volumes, then
they hold substantial power. Here are a few reasons that customers might have power
 Small number of buyers
 Purchases of large volumes
 Switching to another (competitive) product is simple
 The product is not extremely important to the buyer, they can do without it for a period of time.
4) Availability of Substitutes
What is the likelihood that someone will switch to a competitive product or service? If the cost of
switching is low, then this poses to be a serious threat. Here are a few factors that can affect the threat
of substitutes:
 Buyer propensity to substitute
 Relative price performance of substitutes
 Buyer switching costs
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5) Competitive Rivalry
And last but not least, this describes the intensity of competition between existing firms in an industry.
Highly competitive industries generally earn low returns because the cost of competition is high. A
highly competitive market might result from:
 Many players of about the same size, no dominant firm.
 Little differentiation between competitors products and services.
 A mature industry with very little growth.
 Companies can only grow by stealing customers away from competitors
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CHAPTER 2
RESEARCH METHODOLOGY
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RESEARCH METHODLOGY
Statement of problem
The study will be conduct to find out the overall impact of training and development on the job
performance of employees working in different cadre groups in each department. The quality of
employees and their development through training and education are major factors in determining
long-term profitability of a small business. If you hire and keep good employees, it is good policy to
invest in the development of their skills, so they can increase their productivity.
Objectives
1. To find out the relevance of training and development in achieving goals of the organization.
2. The basis on which the training is planned and scheduled.
3. To study the different methods of training at Stallion Capital Management.
4. To find out whether the training activities is aligned with overall goals of the organization
5. To study the relationship between performance and training
6. To study the Importance of Training and Development.
7. To study the roles of Training and development Programme.
8. To study the process and functions of training.
9. To explore the methodology and types of training provided to the employees in an organization.
10. To study the purpose, process, principle, functions of the post training evaluation.
11. To study the different types of methods/techniques used to evaluate the training.
12. To study the level of evaluation.
13. To know the challenges in training and development faced by an organization.
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Scope
In this project I have tried to present details about the training and development programs being
presently followed in Stallion Capital Management and the feedback, I collected from different
employees during my interaction with them.
The scope of training and development can be explained with the help of following points:
 Exact position of performance of employees through their feedback.

 Development of the employees through various training and development programs.
 Developing altered of unbiased treatment to all employees
Managerial usefulness of Study
Improved employee performance – the employee who receives the necessary training is more able to
perform in their job. The training will give the employee a greater understanding of their
responsibilities within their role, and in turn build their confidence. This confidence will enhance their
overall performance and this can only benefit the company. Employees who are competent and on top
of changing industry standards help your company hold a position as a leader and strong competitor
within the industry.
Improved employee satisfaction and morale – the investment in training that a company makes
shows employees that they are valued. The training creates a supportive workplace. Employees may
gain access to training they wouldn’t have otherwise known about or sought out themselves.
Employees who feel appreciated and challenged through training opportunities may feel more
satisfaction toward their jobs.
Addressing weaknesses – Most employees will have some weaknesses in their workplace skills. A
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training program allows you to strengthen those skills that each employee needs to improve. A
development program brings all employees to a higher level so they all have similar skills and
knowledge. This helps reduce any weak links within the company who rely heavily on others to
complete basic work tasks. Providing the necessary training creates an overall knowledgeable staff
with employees who can take over for one another as needed, work on teams or work independently
without constant help and supervision from others.
Consistency – A robust training and development program ensures that employees have a consistent
experience and background knowledge. The consistency is particularly relevant for the company’s
basic policies and procedures. All employees need to be aware of the expectations and procedures
within the company. Increased efficiencies in processes results in financial gain for the company.
Increased productivity and adherence to quality standards – Productivity usually increases when a
company implements training courses. Increased efficiency in processes will ensure project success
which in turn will improve the company turnover and potential market share.
Increased innovation in new strategies and products – On going training and up skilling of the
workforce can encourage creativity. New ideas can be formed as a direct result of training and
development.
Reduced employee turnover – staff are more likely to feel valued if they are invested in and
therefore, less likely to change employers. Training and development is seen as an additional company
benefit. Recruitment costs therefore go down due to staff retention.
Enhances company reputation and profile – Having a strong and successful training strategy helps
to develop your employer brand and make your company a prime consideration for graduates and mid-
career changes. Training also makes a company more attractive to potential new recruits who seek to
improve their skills and the opportunities associated with those new skills.
Training can be of any kind relevant to the work or responsibilities of the individual, and can be
delivered by any appropriate method.
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Type of research and research design
Research is defined as human activity based on intellectual application in the investigation of matter.
The primary aim for applied research is discovering, interpreting, and the development of methods and
systems for the advancement of human knowledge on a wide variety of scientific matters of our world
and the universe. It is exploratory and often driven by the researcher’s curiosity, interest, and intuition.
It is conducted without any practical end in mind, although it may have unexpected results pointing to
practical applications.
Types of research:-
To accomplish the objective of the study, descriptive research design is adopted to collect the data
from the consumers of the different brands. Descriptive research simply describes things such as
demography characteristics of consumers who use the product. The descriptive study is typically
concerned with determining frequency with which same thing occurs. This study is typically guided by
initial hypothesis.
Data collection methods :-
For any research these two types of data are necessary:
1. Primary data
2. Secondary data
Primary Data:
An instrument is used to collect the required information from the employees and also interact, the
employees personally. Primary data helps us in making observation of employee’s behaviors, talk
gestures which helped me in identifying and the attitude of employees towards the training program
and the effectiveness of the training program in the organization.
For this project the primary data is collected in four ways:
Through observations, Through discussion (Department Heads & Executives), Through

questionnaires and Through Sampling procedure
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Secondary Data :
The secondary data is collected from various sources available within the organization like
Organizational web site, Company Past records, Library books, Internet, Annual reports, Consulting
administrative staff and from Consulting marketing Managers
Sampling :-
“Sampling may be defined as the selection of an aggregate or totally on the basis of which a
judgment of reference about the aggregate of totally is made. “Sampling is used in conducting
surveys and in studying various problems concerning production management, time and motion
studies, market research, various areas of accounting and finance and the like.
Sample size
This refers to the number of items to be selected from the universe to constitute a sample size.
In this research the sample size constitute 50 employees in the Stallion Capital organization.
Methods of sampling
Simple random sampling technique is to be used in this project.
A randomly selected sample from a larger sample or population ,giving all the individuals in the
sample an equal chance to be chosen. In a simple random sample, individuals are chosen at random
and not more than once to prevent a bias that would negatively affect the validity of the result of the
experiment.
Statistical Tools
Statistical techniques are to obtain findings and average information in logical sequence from the raw
data collected. After tabulation of data research have used the following quantitative technique.
 Percentage analysis
 Bar Diagrams
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Percentage analysis
Percentage refers to special kind of ratio. This method is used as making comparsion between two or
more services of data. Persenatage are used to decidable relationship. Persentage can also used to
compare thge relative terries, the distribution of two or more services of data
Bar Diagrams
A bargrph or a bar chart is used to represent data visually using bars of different heights or lengths.
Limitations of the study
During my training period although the management and plant personnel were very co-operative
& extended their full support, yet there were following limitations associates with my study
which I would like to mention:
 Due to the busy schedule of an organization I was unable to grasp the precious words of the
HRD Manager.
 The research was carried out in a short period.
 The sample size was limited.
 The information given by the respondent might be biased some of them might not be interested
to given correct information.
 Some of the respondents of the survey were unwilling to share information.
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CHAPTER 3
CONCEPTUAL DISCUSSION
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1) Literature Review
Training and development :
According to the Michel Armstrong, “Training is systematic development of the knowledge, skills and
attitudes required by an individual to perform adequately a given task or job”. (Source: A Handbook of
Human Resource Management Practice, Kogan Page, 8th Ed.,2001) According to the Edwin B Flippo,
“Training is the act of increasing knowledge and skills of an employee for doing a particular job.”
(Source: Personnel Management, McGraw Hill; 6th Edition, 1984) The term ‘training’ indicates the
process involved in improving the aptitudes, skills and abilities of the employees to perform specific
jobs. Training helps in updating old talents and developing new ones. ‘Successful candidates placed on
the jobs need training to perform their duties effectively’. (Source: Aswathappa, K. Human resource
and Personnel Management, New Delhi: Tata Mcgraw-Hill Publishing CompanyLimited,2000, p.189)
The principal objective of training is to make sure the availability of a skilled and willing workforce to
the organization. In addition to that, there are four other objectives: Individual, Organizational,
Functional, and Social.
• Individual Objectives – These objectives are helpful to employees in achieving their personal goals,
which in turn, enhances the individual contribution to the organization.
• Organizational Objectives – Organizational objectives assists the organization with its primary
objective by bringing individual effectiveness.
• Functional Objectives – Functional objectives are maintaining the department’s contribution at a

level suitable to the organization’s needs.
• Social Objectives – Social objectives ensures that the organization is ethically and socially
responsible to the needs and challenges of the society.
Further, the additional objectives are as follows:
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• To prepare the employees both new and old to meet the present as well as the changing requirements
of the job and the organization.
• To prevent obsolescence.
• To impart the basic knowledge and skill in the new entrants that they need for an intelligent
performance of a definite job.
• To prepare the employees for higher level tasks.
• To assist the employees to function more effectively in their present positions by exposing them to
the latest concepts, information and techniques and developing the skills they will need in their
particular fields.
• To build up a second line of competent officers and prepare them to occupy more responsible
positions.
• To ensure smooth and efficient working of the departments.
• To ensure economical output of required quality.
HUMAN RESOURCE MANAGEMENT
Organization is the process of combining work which individuals or groups has to perform with
the facilities necessary for its execution, that the duties so performed provide the best channels
for efficient, systematic, positive and coordinated application of the available effort.
HRM is the planning organizing directing and controlling of the procurement, development,
compensation, integration, maintenance of human capital of an organization to achieve
individual, organizational and societal objectives.
HRM Model
The model developed by American Society for Training and development (ASTD) identifies
nine human resource areas:
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1. Training and Development
2 Organization Development
3. Organization/Job design
4. Human Resource planning
5. Selection and Staffing
6. Personnel Research and Information Systems
7. Compensation/Benefits
8. Employee Assistance
9. Union/ Labour Relations.
Training and Development
The efficient working of an organization depends upon efficiency or capability of personnel

working in an organization. Organizations and individuals should develop and progress
simultaneously for their survival and attainment of mutual goals. Employees need to be trained
and developed to meet present job requirements and future challenges. Training and
development is a specialized function and one of fundamental operative functions of Human
resource management.
The purpose of training is to achieve a change in behavior of those trained and to enable them to
do their job better in order to achieve this objective. Any training programme should try to bring
changes in:
 Knowledge- It helps a trainee to know facts, policies, procedures and rules pertaining to
his job.
 Skills-It helps him to increase his technical and manual efficiency necessary to do the job
and
 Attitude- It moulds his behaviour towards his co-workers and supervisors and creates
a sense of responsibility in the trainee.
Training is a short term process utilizing a systematic and organized procedure by which non-
managerial persons learn technical knowledge and skills for a definite purpose.
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The terms “Training” and “Development” are used synonymously. But they have different
meanings. While training is the act of increasing the knowledge and skills of an employee for
doing a particular job, the Management Development includes the process by which managers
and executives acquire not only skills and competence in their present job, but also capacities for
future managerial tasks of increasing difficulty and scope.
Development is a long- term process utilizing a systematic and organized procedure by which
managerial persons learn conceptual and theoretical knowledge for long term use.
Need for Training

Training is required on account of the following reasons.
1. Job requirements
The employee selected for a job might lack the qualifications required to perform the job
effectively. New and inexperience employees requires detailed introduction for effective
performance on the job. In some cases the past experience, attitudes and behavior patterns of
experienced persons may be in appropriate for new organization.
2. Technological Changes
The technology is changing fast. Increased use of fast changing techniques requires training in
new technology. New jobs utilizing latest technology require new skills. Both new and old skills
require training.
3. Organizational Viability
In order to survive and grow an organization must continuously adopt itself to changing
environment. With increasing economic liberalization and globalization in India, Business firms
are experiencing international competition. So the firms must upgrade their capabilities. An
organization must build up a second line of command through training in order to meet the
future needs for human resources.
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4. Internal Mobility
Training becomes necessary when an employee moves from one job to another due to promotion
or transfer.
Thus there is an even present need for training people so that new and changed techniques may
be taken advantage and improvements in old methods are effected. Need for training has
increased due to growing complexity of jobs, increasing professional management, growing
uncertainties in the environment, global competition, growing aspirations vast untapped human
potential, ever increasing gaps between plans and results and suboptimal performance levels.
Importance of Training
1. Training enables management to face the pressure of changing environment.

2. Training usually results in an increase of quantity and quality of output.
3. Training needs to job satisfaction and higher morale of employees.
4. Trained workers need lesser supervision.
5. Trained workers enable enterprise to face competition.
6. It moulds the employees‟ attitudes and helps them to achieve better co-operation within
organization.
7. Trained employees make better economic use of materials and equipments resulting in
reduction of wastage and spoilage.
8. Training instructs the workers towards better job adjustment and reduces the rate of
labour turnover and absenteeism.
Benefits of Training
Training is helpful to employees in the following ways
1. Training improves self-confidence.

2. Training leads to higher earnings of employees by increasing productivity.
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3. Training improves safety awareness and trained employees are less prone to accidents.
4. Training enables an employee to adapt to changes in the work procedures and methods.
5. An employee can develop himself and earn quick promotion.
6. Training develops new knowledge and skills which remains permanently with him.
Types of Training
Training is required for several purposes. Accordingly training programmes may be the
following types.
Orientation Training/Induction Training
Induction training seeks to adjust newly appointed employees to the work environment. Every
new employee needs to be made fully familiar with his job, his supervisor and subordinates with
the rules and regulations of the organization. The induction training creates self confidence in
new employees.
Job training
It refers to the training provided with a view to increase the knowledge and skills for improving
performance of the job. Employees may be taught the correct methods of handling equipments
and machines used in the job. Such training helps to reduce accidents, waste and in efficiency in
performance of the job.
Safety training
Training provided to minimize accidents and damage to machinery is known as safety training. It
involves instruction to perform the work safely.
Promotional training
It involves training of existing employees to enable them to perform high level jobs. Employees
with potential are selected and they are given training before their promotion. So that they do not
find difficulty to shoulder the higher responsibilities of the new positions to which they are
promoted.
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Refresher training
When the existing techniques become obsolete due to development of better techniques,
employees have to be trained in use of new methods and techniques. Refresher training is
designed to revive and refresh knowledge and update the skills of existing employees.
Remedial Training
Remedial training is arranged to overcome the shortcoming in the behaviour and performance of
old employees. Remedial training shall be conducted by psychological experts.
Executive Development
Importance of Executive Development
 There is a shortage of trained managers. The organization has to develop the employees
and maintain and inventory of executive skills to future demands.
 The performance of company depends upon the quality of its mangers. It is of paramount
importance to have effective and desired managerial talents to meet the organization‟s
demand.
 Obsolescence of managerial skills is an important factor. A manager must continuously
update himself to successfully meet new challenges as they occur.
Process of Executive Development
The essential ingredients of executive development programmes are as follows.
1. Analysis of development needs: - First of all the present and future development needs of the
organization are ascertained. It is necessary to determine how many and what type of executives
are required to meet the present and future needs of the enterprise.
2. Appraisal of the present managerial talent: - A qualitative assessment of the existing

executives is made to determine the type of executive talent available within the organization.
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3. Planning individual development programmes: Each one of us has a unique set of physical,
intellectual and emotional characteristics. Therefore, development plan should be tailor-made for
each individual.
4. Establishing training and development programme: - The HR department prepares

comprehensive and well-conceived programmes.
5. Evaluating developing programs: - Considerable money, time and efforts are spent on
executive development programmes. It is therefore natural to find out to what extent the
programs objective has been achieved.
Methods of Executive Development
Methods of development or executive development can be broadly divided into two categories.
1) On the job development or executive development: It means increasing the ability of the
executives while performing their duties, to develop them in real work situation. It includes the
following methods:
a) On the job coaching: Under this method superior only guides his subordinate about
various methods and skill required to do the job. Here the superior only guides his subordinate
he gives his assistance whenever required. The main purpose of this type of training is not
only to learn the necessary skills but to give them diversified knowledge to grow in future.
The superior is responsible for subordinate’s performance. So the superior must always provide
the subordinate necessary assistance whenever required.
b) Understudy: Under this method of development the trainee is prepared to fill the position
of his superior. He in the near future will assume to do the duties of his superior when he leaves
the job due to retirement, transfer or promotion.
c) Job rotation: Here the executive is transferred from one job to another or from one plant to
32
other. The trainee learns the significance of the management principles by transferring learning
from one job to another. This method helps in injecting new ideas into different departments of
the organization.
d) Committee assignment: Under this method committee is constituted and assigned a subject
to give recommendations. The committee makes a study of the problem and gives suggestions
to the departmental head. It helps the trainees because every member of the committee
gets a chance to learn from others.
2) Off the job development or executive development: Here the executives gets the training off
the job means not when they are doing the job. It involves following methods:
a) Special courses: Here the executives attend the special courses which are organized by the
organization. Under this experts from professional institutions provide them the training.
b) Specific readings: Here the human resource development manager provides copies of
specific articles published in the journals to the executives to improve their knowledge. The
executives study such books or articles to enhance their knowledge.
c) Special projects: Under this method the trainee is given a project related to the objective of
the department. The project helps the trainee in acquiring the knowledge of the particular topic.
d) Conference training: Here the organization conducts a group meeting. In which the executive
learn from the others by comparing his opinion with others.
e) Sensitivity training: It is also known as T group training or laboratory training. It is

conducted under controlled conditions. T group help in learning certain things, they help the
participants to understand how group actually work. It helps in increasing the tolerance power of
the individuals and ability to understand others
33
SYTEMETIC APPROCH TO TRAINING
The flow chart given below shows various stages of systematic approach to training and
development.
Flow chart 4.1 : Systematic approach to training
Identifying training
needs
Setting training
objectives and policy
Designing training
programme
Conducting training
Follow up and
evaluation
Identifying training needs
All training needs must be related to the specific needs of organization an individual
employees. A training programme is launched after the training needs are assessed and
34
identified clearly. The effectiveness of a training programme can be judged only with the help
of training needs identified in advance.
The training needs can be identified though following types of analysis.
1. Organizational Analysis
It involves a study of the entire organization in terms of its objectives, its resources, resource
allocation and utilization, growth potential and its environment.
The organizational analysis includes the analysis of
 Short term and long term objectives of the firm.

 Allocation and efficient utilization of human resources to meet the operational targets.
 Organizational Climate including the management’s attitude towards employee
Development.
 Environmental Scanning to identify the factors affecting organization which it can
control and the constraints which it cannot.
2. Task role / Operational Analysis
It is systematic and detailed analysis of jobs to identify job contents, the knowledge, skills and
aptitudes required and the work behavior. Attention is paid to tasks to be performed, methods
used, the way employees have learnt these techniques and performance standards required is
analyzed in this stage. The purpose of operation analysis is to decide what should be taught.
3. Manpower Analysis
In this analysis the persons to be trained and the changes required in the knowledge, skills and
attitude of an employee is determined. First of all, it is necessary to decide whether performance
of employee is below standard and training needed. Secondly it is decided whether employee is
35
capable of being trained. Thirdly, the specific areas in which employee requires training. Lastly,
whether training will improve employee’s performance or not is determined.
Training can be relevant and viable if the three types of analysis given above are carried out on
continuously.
Setting training objectives and policy
The overall aim of a training program is to fill in the gap between the existing and the desired
pool of knowledge, skills and aptitudes. Objectives of training express the gap between the
present and the desired performance levels.
The main objectives of training may be defined as follows
i. To impart to new entrants the basic knowledge and skills for efficient performance
definite task.
ii. To assist employees function more efficiently by exposing them to latest concepts,
information and techniques and developing the skills they require in the particular job.
iii. To build up a second line of competent officers and prepare them to occupy more
responsible positions.
iv. To broaden the narrow minds of senior managers through interchange of experience
within and outside so as to correct the narrow outlook caused due to over specialization.
While setting training objectives, following criteria may be used.
a) Nature and size of the group trained

b) Roles and tasks to be coined out by target group
c) Relevance, applicability and compatibility of training to the work situation
d) Identification of the behaviour where changes required
e) Defining the existing and desired behaviour in terms of ratio, frequency, quality of
interaction, repetitiveness, innovations and supervisions, etc.
36
f) Operational results to be achieved through training e.g. Productivity, cost, down time,
creativity, turnover, etc.
g) Indicators to be used in determining changes from existing to the desired level in terms of
ratio and frequency.
In order to achieve the training objectives, an appropriate training policy is necessary. A training
policy represents the commitment of top management to employee training. It consists of rules
and procedures concerning training.
A sound training policy defines the following issues.
The results expected to be achieved through training
i. The responsibility of the training function

ii. The priorities for training
iii. The type of training required
iv. The time and place of training
v. The payments paid to the employees during the training period
vi. The outside agencies to be associated with the training
vii. Relationship of training of the companies labour policy
Designing a training Program
Once the objectives and policies of training are decided, appropriate training program can be
designed and conducted. Decisions on the following items are required for this purpose.
1. Responsibility of training
The responsibility of the training program has to be shared among
a) The top management

b) The Personnel department
c) The line supervisors
d) The employees who should provide feedback and suggestions
37
2. Selecting and motivating target group
The type of training method to be used will depend upon the type of persons to be trained. So it
is necessary to decide in advance who are to be trained workers, supervisors or executives. The
employees will be interested in training if they believe that it will benefit them personally. A
climate conducive for learning has to be created through physical and psychological
environment.
3. Preparing Trainers
The success of a training program depends to a great extent upon the instructors or the
resource persons. The trainer must know both the job to be taught and how to teach it. He should
have an aptitude for teaching and should employ right training techniques.
4. Developing training package
This step involves deciding the content of training, designing support materials for training and
choosing appropriate training methods. It may involve the specific instructions and procedures
for doing a job. In addition to the contents, methods and time period it also includes budget.
Supporting materials may include detailed syllabus, study notes, case studies, pamphlets, charts,
manuals, brochures and movie slides.
Conducting the training
This is the action phase of training. Here the trainer tells, demonstrates and illustrates in order to
put over the knowledge and operations. However, before it a learner should be put to ease. It is
necessary to explain why he is being taught to develop his interest in training. Instructions should
be clear and complete. Key points shall be stressed upon and one point should be trained at a
time. Trainees should be encouraged to ask questions.
38
Follow up and Evaluation
In the evaluation step, the effectiveness of training program is assessed. The feedback
generated through follow up will help to reveal weaknesses or errors if any; Necessary corrective
action can be taken. If necessary training can be repeated until trainees learns whatever has been
taught to him. It also helps in designing future training program.
Training Methods
The training methods employed for training of operatives may be described under.
1. On-the-job training (OJT)
In this method trainees are placed on regular job and taught the skills necessary to perform it.
The trainee learns under the supervision of superior or instructor. It is also called learning by
doing.
2. Vestibule training
In this method a training center called vestibule is setup and actual job conditions are stimulated.
Expert trainers are employed to provide training with machines that are identical to those used in
work place.
3. Apprentice training
In this method the theoretical instruction and practical learning are provided to trainees in
training institutes. The aim is to develop all-round craftsmen. Generally a stipend is paid during
training.
39
4. Class room training
Under this method training is provided to company class room. Lectures, case studies group
discussions and audio visual aids are used to explain knowledge and skills to employees. Class
room training is useful for teaching concepts and problem solving. It is also useful for orientation
training and safety training.
5. Internship training
It is a joint program of training in which educational institutions and business firms cooperate.
Selected candidates carry on regular studies for prescribed period. They also work in some
factory or office to acquire practical knowledge and skills. This method helps to provide good
balance between theory and practice.
Evaluating Effectiveness Of Training
Need for Evaluation
It is necessary to evaluate the extent to which training program have achieved the goals for
which they were designed. Such evaluation will provide useful information about effectiveness
of training as well as about design of future training program. The evaluation of training
provides useful data on the basis of their relevance of training and integration with other
functions of human resource management can be judged.
Concept of Training Effectiveness
Training effectiveness is the degree to which trainees are able to learn and apply the knowledge
and skills acquired in the training program. It depends on the attitudes, interests, values and
40
expectations of trainees and training environment. A training program is likely to be more
effective when trainees want to learn, are involve in their jobs, have career strategies. Contents of
the training program, and ability and motivation of trainers also determine training
effectiveness.
Evaluation Criteria
According to Hamblin effectiveness of the training can be measured in terms of following

criteria:
i. Reactions: A training program can be evaluated in terms of the trainees‟ reactions

to the objectives, contents and methods of training. In case the considered the
program worthwhile and liked it, the training the training can be considered
effective.
ii. Learning: The extent to which the trainees have learnt the desired knowledge and
skills during the training period is useful basis for evaluating training effectiveness.
iii. Behaviour: Improvement in the job behaviour of the trainees reflects the manner an
extent to which learning has been applied to the job.
iv. Results: The ultimate result in terms of productivity, quality improvement, cost
reduction, accident reduction, reduction in labour turnover and absenteeism are best
criteria for evaluating training.
Methods of Evaluation
Several methods can be employed to collect data on the outcomes of training.
1. The opinion and judgment of trainers, superiors and peers

2. Evaluation forms filled up by trainees
3. Questionnaires filled up by trainees
4. Giving written tests to trainees
5. Arranging structured interviews with trainees
6. Comparing performance of trainees on the job before and after training
7. Studying profiles and career development charts of trainees
41
8. Measuring the levels of productivity, wastage, Costs, absenteeism and employee turnover
after training
9. Trainees‟ comments and reactions during training period
10. Cost benefits analysis of the training program.
Feedback
After evaluation process the situation should be analyzed to identify the possible causes for
difference between expected outcomes and actual outcomes. Necessary precaution should be
taken in designing and implementing future training program so to avoid causes.
2) Industry development and history
Indian financial services industry is the backbone of economic growth and development of a nation.
Finance industry enables creation of new business and expansion of existing ones. Ultimately this
facilitates more employment and job creation with the growth of other mainstream industries. The
financial services industry manages money for individuals and corporations. Finance sector mainly
comprises of commercial banks, insurance companies, non-banking financial companies (NBFC), co-
operatives, pension funds, mutual funds and other smaller financial entities.
 The asset management industry in India is among the fastest growing in the world. As of
November 2017, 42 asset management companies were operating in the country
 At the end of March 2018, the assets under management of the mutual fund industry stood at
Rs 21.36 lakh crore (US$ 331.42 billion).
 India registered a record inflow of amount of US$ 51.02 billion in mutual funds in FY 2016-
17. According to the Association of Mutual Funds in India (AMFI) data, this was the highest
investment in mutual fund schemes since the fiscal 1999-2000.
 The number of mutual fund (MF) portfolios has increased to 66.5 million as of December
2017, backed by rising interest in MFs among investor.
 Mutual fund (MF) equity portfolios in India reached a 10-year high of 49.3 million, by end of
2017.
42
 The number of listed companies on NSE and BSE increased from 6,445 in FY10 to 7,501 in
March 2018.
 The market capitalization of all the companies listed on the BSE reached a record Rs 150 lakh
crore (US$2.33 trillion) backed by high gains in the broader market.
 The amount raised by IPOs in India increased from US$ 318 million in FY 2008-09 to US$
10,888 million in FY 2017-18*.
 Initial Public Offers (IPOs) by small and medium enterprises (SMEs) in India received record
funding of Rs 16.79 billion (US$ 259.35 million) in 2017 through 133 issues.
Government incentives for financial services industry

SEBI has allowed exchanges in India to operate in equity and commodity segments simultaneously,
starting from October 2018. The banking regulator has recently allowed inclusion of payments banks for
better facility of fund transfer.
The Government and RBI have taken various measures to facilitate easy access to finance for Micro,
Small and Medium Enterprises. They have launched Credit Guarantee Fund Scheme for Micro
and Small Enterprises. Government has also set up Micro Units Development and Refinance
Agency (MUDRA) for small scale industries.
Road ahead for Indian financial services industry

India is today one of the most vibrant global economies, on the back of robust banking and insurance
sectors. The Association of Mutual Funds in India (AMFI) is targeting nearly fivefold growth in
assets under management (AUM) to Rs 95 lakh crore (US$ 1.47 trillion) and a more than three times
growth in investor accounts to 130 million by 2025.
India’s mobile wallet industry is estimated to grow at a Compound Annual Growth Rate (CAGR) of
150 per cent to reach US$ 4.4 billion by 2022 while mobile wallet transactions to touch Rs 32 trillion
(USD $ 492.6 billion) by 2022.
Indian financial services industry outlook for 2018
43
It is projected that national savings in India will reach US$ 1,272 billion by 2019. Over 95 per
cent of household savings in India goes to bank deposits and only 5 per cent in other financial
asset classes. But landscape is changing rapidly at present.
The relaxation of foreign investment rules has received a positive response from the insurance sector.
Many foreign companies announcing plans to increase their stakes in joint ventures with Indian
companies. Over the coming quarters there could be a series of joint venture deals between global
insurance giants and local players. We are positive on brokerage industry, few holding companies,
low cost housing finance industry and insurance industry for 2018 and beyond. NBFC Industry is one
of our favorate industry at present where as we foresee challenges in Indian baking sector.
44
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
45
METHODS AND TECHNIQUES OF DATA ANALYSIS
Statistical tool:
Statistical techniques are to obtain findings and average information in logical sequence from the raw
data collected. After tabulation of data research have used the following quantitative technique.
 Percentage analysis
 Bar Diagrams
Percentage analysis
Percentage refers to special kind of ratio. This method is used as making comparsion between two or
more services of data. Persenatage are used to decidable relationship. Persentage can also used to
compare thge relative terries, the distribution of two or more services of data
Bar Diagrams
A bargrph or a bar chart is used to represent data visually using bars of different heights or lengths.
Statistical package
 SPSS software
 Likert scale: These consist of a number of statements which express either a favourable or
unfavourable attitude towards the given object to which the respondents are asked to react. The
respondent responds to in terms of several degrees of satisfaction or dissatisfaction
46
DATA ANALYSIS AND INTERPRETATION
INTRODUCTION
A questionnaire was prepared for measuring effectiveness of training and development and
distributed among the employees of the Stallion Capital Management. The primary data
collected by simple random sampling by using questionnaires was tabulated, converted in to
percentage and displayed both in table as well as by graphical representation for analysis. Based
on the data, Interpretations were made. The questionnaire used for carrying out survey is
included in the annexure.
GENDER OF RESPONDENTS
Employees were given questionnaire requesting the m to fill up the gender. The data collected is
shown in the form of table and pie chart below.
Table 5.1
Table showing Gender of respondents
Opinion No. of Respondents Percentage of
Respondents
Male 32 64
Female 18 36
Total 50 100
Source: Primary Data
Chart 5.1 Graph showing Gender of respondents

Gender of Respondents in %
36 %
Female Male
64 % Female
Male

47
Inference: Above table shows 64% of respondents were males and 36 percentages were females.
The gender is displayed graphically using a pie chart. It shows majority of respondents are
males.
AGE OF RESPONDENTS
The age was divided into five different groups and respondents were requested to specify which
age group they belong. The result is displayed in table form and bar chart form.
Table 5.2
Table showing Age of respondents
Age of No. of Respondents Percentage of
Respondents Respondents
Below 25 18 36
25-35 23 46
35-45 9 18
45-55 0 0
Above 55 0 0
Total 50 100
Chart 5.2: Chart showing Age of respondents

50
46
45
40
36
35
30
25
18 % of respondents
20
15
10
5
0 0
0
Below 25 Yrs 25-35 Yrs. 35-45 Yrs. 45-55 Yrs. Above 55 Yrs
(Source: Primary Data)
48
Inference: Above table shows 36% of respondents are below 25 years, 46 % of respondents are
of 25-35 age group category and 18% of the respondents are of the age group of 35-45 years age
group. It also infers that majority of the respondents are young and below 35 years.
QUALIFICATIONS OF THE RESPONDENTS
The respondents were requested to enter their educational qualification and the results are
displayed in table and chart format and interpreted.
Table 5.3
Table showing educational qualifications of the respondents
Qualification No of Respondents Percentage
Below SSLC 0 0
SSLC 0 0
PDC 0 0
Graduate 18 36
Post Graduate 32 64
Total 50 100
Chart 5.3
Chart showing educational qualification of the respondents.
70
64
60
50
40
36
30 % of Respondents
20
10
0 0 0
0
Below SSLC SSLC PDC Graduate Post Graduate
49
Inference: Above table shows 36% of respondents are graduates and 64% of respondents of the
respondents are post graduates. It infers that the most of employees are highly qualified.
EXPERIENCES OF THE RESPONDENTS
The period of experience was classified in to different groups and respondents were requested to
specify which group they belong. The results of survey is displayed both in table and chart form
and interpretations are given.
Table 5.4: Experience of the respondents
Qualification No of Respondents Percentage of

Respondents
Less than 5 years 26 52
5-10 yrs 21 42
10-15 yrs 3 6
15-20 yrs 0 0
Above 20 yrs 0 0
Total 50 100
Chart 5.4: Experience of the respondents
60
50
40
30
% of Respondents
20
10
0
Less than 5 5-10 Yrs 10-15 yrs 15-20 yrs Above 20 yrs
years
50
Inference: Above table shows the majority of the respondents (52%) are having experience less
than 5 years; 42% of the respondents are having experience between 5-10 years and 6% of
respondents are having experience between 10-15 years. No respondents are having experience
more than 15 years.
DEPARTMENT OF RESPONDENTS
The respondents were requested to specify their departments for assessing department wise
training needs. The data collected is displayed in table and chart form.
Table 5.5: Department of respondents

Department No of Respondents Percentage of
Respondents
Sales 9 18
Marketing 9 18
Not Specified 32 64
Total 50 100
Chart 5.6: Department of respondents

70
60
50
40
30 % of respondents
20
10
0 Sales Marketing Not Specified
51
Inference: 18% of the respondents were from Sales department 18% of the respondents were
from marketing department and 64% of respondent were hesitant to disclose the department they
are working in.
TYPE OF TRAINING ATTENDED
The employees were requested to disclose the methods of training they have under gone in the
organization. The result is displayed in both table format and graphical format.
Table 5.7 : Type of training method attended

Type of training attended No of respondents Percentage of
Respondents
On-the-job training 50 100
Class room training 10 20
Others 0 0
Total 50 100
Chart 5.7
Chart showing the type of training attended
120
100
80
60
% of respondents
40
20
0
On-the-job training Others
Inference: The entire employees responded has undergone On-the-job training in the
organization. Special training based on the needs is conducted in addition to on- the job-training.
52
TRAINING NEED IDENTIFICATION BY MANAGEMENT
Respondents were requested to react to the statement that “the management of Stallion Capital
Management identifies the training needs of employees”. A five point likert scale from
“strongly agree” to “highly disagree” was used to measure their response. The responses are
recorded in both tabular form and graphical form.
Table 5.8
Table showing training needs identification by management
Particulars No of Respondents Percentage of

Respondents
Strongly Agree 12 24
Agree 29 58
Partially Agree 9 18
Disagree 0 0
Highly disagree 0 0
Total 50 100
Chart 5.8
Chart showing training needs identification by management
35
30
25
20
15 % of Respondents
10
0
Strongly Agree Agree Partially Agree Disagree Higly Disagree
Inference: 24% of respondents strongly agree that management identifies the training needs. 58% of
respondents agree that management identifies training needs. 18% of respondents partially agree that
management identifies the training needs. Nobody disagrees to the statement.
53
IMPORTANCE GIVEN TO TRAINING AND DEVELOPMENT
Respondents were requested to react to the statement that “the training and development is given
adequate importance in Stallion Capital Management. A five point likert scale from “strongly
agree” to “highly disagree” was used to measure their response. The responses are recorded
in both tabular form and graphical form. Inferences are arrived from the data.
Table 5.9
Table showing importance given to the training and development
Respondents
Agree 20 40
Disagree 0 0
Highly disagree 0 0
Total 50 100
Chart 5.9 : Chart showing importance given to training and development
45
40
35
30
25
20 % of Respondents
15
10
5
0
Inference: 30% of respondents strongly agree that importance is given for training and
development. 40 % of respondents agree that importance is given for training and development.
18% of respondents partially agree that management identifies the training needs. Nobody
disagrees with the statement.
54
EAGERNESS OF SENIOR MANAGERS TO DEVELOP JUNIORS
Respondents were requested to react to the statement that “the senior managers of
Stallion Capital Management are eager to help their juniors develop through training”. A
five point likert scale from “strongly agree” to “highly disagree”was used to measure their
response. The responses are recorded in both tabular form and graphical form. Inferences are
arrived from the data.
Table 5.10
Table showing eagerness of senior managers to help the juniors develop through training
Particulars No of Respondents Percentage
Strongly Agree 0 0
Agree 39 78
Disagree 0 0
Highly disagree 0 0
Total 50 100
Chart 5.10
Eagerness of senior managers to help the juniors develop through training
90
80
70
60
50
40 % of Respondents
30
20
10
0
55
Inference: 78 % of respondents agree that senior managers are eager to develop juniors through
training and development. 32% of respondents partially agree that senior managers are eager to
develop juniors through training and development. Nobody disagrees with the statement.
IMPORTANCE GIVEN TO INDUCTION TRAINING

Respondents were requested to react to the statement that “the Induction training is given
adequate importance in Stallion Capital Management”. A five point likert scale from “strongly
agree” to “highly disagree” was used to measure their response. The responses are recorded
Table 5.11
Table showing importance given to induction training
Respondents
Strongly Agree 0 0
Agree 50 100
Partially Agree 0 0
Disagree 0 0
Highly disagree 0 0
Total 50 100
Chart 5.11 : Chart showing importance given to induction training.

120
100
80
60
% of Respondents
40
20
0
56
Inference: Entire respondents agree that, the adequate importance is given for induction training
in the organization. Nobody disagrees with the statement.
TRAINING BASED ON USEFULNESS, REALITY AND BUSINESS STRATEGY
Respondents were requested to react to the statement that “the training given in Stallion Capital
Management is realistic useful and based on the business strategy of the
organization”. A five point likert scale from “strongly agree‟ to “highly disagree‟ was used to
measure their response. The responses are recorded in both tabular form and graphical form.
Inferences are arrived from the data.
Table 5.12
Table showing training based on usefulness, reality and business strategy
Respondents
Agree 26 51
Disagree 0 0
Highly disagree 0 0
Total 50 100
Chart 5.12:
Chart showing training based on usefulness, reality and business strategy
60
50
40
30
% of Respondents
20
10
0
57
Inference: 36% of respondents strongly agree that the training given in the organization is
useful, realistic and based on the business strategy of the organization. 52% of respondents agree
that the training given in the organization is useful, realistic and based on the business strategy of
the organization. 18% of respondents partially agree that the training given in the organization is
useful, realistic and based on the business strategy of the organization. Nobody disagrees with
the statement.
USEFULLNESS OF TRAINING IN ACQUIRING TECHNICAL KNOWLEDGE AND SKILLS
Respondents were requested to react to the statement that “the training given in Stallion
Capital Management is useful to acquire technical knowledge and skills”. A five point likert
scale from “strongly agree‟ to “highly disagree‟ was used to measure their response. The
responses are recorded in both tabular form and graphical form. Inferences are arrived from the
data.
Table 5.13 : Usefulness of training in developing technical knowledge and skills
Respondents
Agree 26 52
Disagree 0 0
Highly disagree 0 0
Total 50 100
Chart 5.13 :Usefulness of training in developing technical knowledge and skills

60
50
40
30
% of Respondents
20
10
0
58
helpful in developing technical knowledge and skills to perform their duties. 52% of respondents
agree that the training given in the organization is helpful in developing technical knowledge and
skills to perform their duties. 18% of respondents partially agree that the training given in the
organization is helpful in developing technical knowledge and skills to perform their duties.
Nobody disagrees with the statement.
Respondents were requested to react to the statement that “the emphasis is given in
Stallion Capital Management on developing managerial capabilities of managerial staff through
training and development”. A five point likert scale from “strongly agree” to “highly disagree” was used
to measure their response. The responses are recorded in both tabular form and graphical form.
Table 5.14
Table showing emphasis in developing managerial capabilities
Respondents
Agree 26 52
Disagree 3 6
Highly disagree 0 0
Total 50 100
59
Chart 5.14
Table showing emphasis in developing managerial capabilities
60
50
40
30
% of Respondents
20
10
0
helpful in developing managerial capabilities. 52% of respondents agree that the training given in
the organization is helpful in developing managerial capabilities. 12% of respondents partially
agree that the training given in the organization is helpful in developing managerial capabilities.
9% of respondents disagree that the emphasis is given in developing managerial capabilities
training and development in the organization. Nobody disagrees highly to the statement.
USEFULLNESS OF TRAINING IN DEVELOPING HUMAN RELATION COMPETENCIES
Respondents requested asked to react to the statement that “the training given in Stallion Capital
Management is useful in developing human relation competencies”. A five point likert scale
from “strongly agree” to “highly disagree” was used to measure their response. The responses
are recorded in both tabular form and graphical form. Inferences are arrived from the data.
60
Table 5.15
Table showing usefulness of training in developing human relation competencies
Respondents
Strongly Agree 0 0
Agree 41 82
Disagree 0 0
Highly disagree 0 0
Total 50 100
Chart 5.15
Chart showing usefulness of training in developing human relation competencies
90
80
70
60
50
40 % of Respondents
30
20
10
0
Inference: 82% of respondents agree that the training given in the organization is helpful in
developing human relationship competencies. 18% of respondents partially agree that the
training given in the organization is helpful in developing human relation competencies.
61
IMPROVEMENT IN SKILL, ABILITY AND TALENT
Management has improved the skill, ability and talents of the employees”. A five point likert
scale from “strongly agree” to “highly disagree” was used to measure their response. The
responses are recorded in both tabular form and graphical form. Inferences are arrived from the
data.
Table 5.16
Table showing improvement in developing skill, ability and talent
Respondents
Agree 14 28
Partially Agree 3 6
Disagree 0 0
Highly disagree 0 0
Total 50 100
Chart 5.16
Chart showing improvement in developing skill, ability and talent
70
60
50
40
30 % of Respondents
20
10
0
helpful in developing skills, ability and talent. 28% of respondents agree that the training given
62
in the organization is helpful in developing skills, ability and talent. 6% of respondents partially
agree that the training given in the organization is helpful in developing skills, ability and talent.
IMPROVEMENT IN COMMITMENT TOWARDS WORK

Management has improved the commitment towards work”. A five point likert scale from
“strongly agree” to “highly disagree” was used to measure their response. The responses are
recorded in both tabular form and graphical form. Inferences are arrived from the data.
Table 5.17
Table showing improvement in commitment towards work
Respondents
Strongly Agree 0 0
Agree 41 82
Disagree 0 0
Highly disagree 0 0
Total 50 100
Chart 5.17
Chart showing improvement in commitment towards work
90
80
70
60
50
40 % of Respondents
30
20
10
0
63
improving commitment towards work. 18% of respondents partially agree that the training given
in the organization is helpful improving commitment towards work.
USEFULNESS OF TRAINING IN DEVELOPING POSITIVE ATTITUDE AND TEAMWORK
Management is useful in developing positive attitude and team work”. A five point likert scale
from “strongly agree” to “highly disagree” was used to measure their response. The responses
are recorded in both tabular form and graphical form. Inferences are arrived from the data.
Table 5.18
Table showing usefulness of training in developing positive attitude and teamwork

Respondents
Strongly Agree 0 0
Agree 41 82
Disagree 3 6
Highly disagree 0 0
Total 50 100
Chart 5.18
Chart showing usefulness of training in developing positive attitude and teamwork
90
80
70
60
50
40 % of Respondents
30
20
10
0
64
developing positive attitude and teamwork. 12% of respondents partially agree that the training
given in the organization is helpful in positive attitude and teamwork. 6% of respondents are
disagreeing that the training given in the organization is helpful in developing positive attitude
and teamwork.
NUMBER OF EMPLOYEES WHO TAKE TRAINING PROGRAMMES SERIOUSLY
Respondents were requested to react to the statement that “those who are deputed for training take
training seriously”. A five point likert scale from “strongly agree” to “highly disagree” was used to
measure their response. The responses are recorded in both tabular form and graphical form.
Table 5.19: Table showing the number of employees who take the training program seriously
Respondents
Agree 26 52
Partially Agree 3 6
Disagree 6 12
Highly disagree 0 0
Total 50 100
Chart 5.19: Number of employees who take the training program seriously 60
50
40
30
% of Respondents
20
10
0
65
Inference: 30% of employees strongly agree that they take training program seriously. 52% of
respondents agree that they take training program seriously. 6% of respondents partially agree
that the training they take training program seriously. 12% of respondents are
disagreeing that they takes training program seriously.
RATING OF THE STANDARDS OF IN-HOUSE TRAINERS

Respondents were requested to react to rate the standards of in-house trainers. A five point likert
scale from “Excellent” to “Poor” was used to measure their response. The responses are recorded
Table 5.20: Table showing the rating of the standard of in-house trainers

Respondents
Excellent 0 0
Very good 0 0
Good 47 94
Satisfactory 3 6
Poor 0 0
Total 50 100
Chart 5.20: Chart showing the rating of the standard of in-house trainers
100
90
80
70
60
50
% of Respondents
40
30
20
10
0
Excellent Very Good Good Satisfactory Poor
66
Inference: 82% of employees say that the standards of in-house trainers are good. 6% of
respondents say that the standards of in-house trainers are satisfactory.
67
SATIFACTION WITH DURATION OF THE TRAINING PROGRAMME
Respondents were requested to react to the statement that “enough time was provided to learn
about the subject covered in the training”. A five point likert scale from “strongly agree” to
“highly disagree” was used to measure their response. The responses are recorded in both tabular
form and graphical form. Inferences are arrived from the data.
Table 5.21: Table showing satisfaction with duration of the training

Respondents
Strongly Agree 0 0
Agree 41 82
Disagree 3 6
Highly disagree 0 0
Total 50 100
Chart 5.21: Chart showing satisfaction with duration of the training

90
80
70
60
50
40
% of Respondents
30
20
10
0
Strongly Agree Agree Partially Agree Disagree Highly No opinion
disagree
Inference: 82% of respondents agree that they take training program is of sufficient duration.
12% of respondents partially agree that they take training program seriously. 6% of
respondents feel that the sufficient time is not provided to learn subject provided in the training
program.
68
TRAINERS PROVIDING TRAINING TO MEET PRESENT NEEDS AND CHALLENGES
Respondents were requested to react to the statement that “trainers provide training to meet
present needs and challenges”. A five point likert scale from “strongly agree” to “highly disagree”
was used to measure their response. The responses are recorded in both tabular form and
graphical form. Inferences are arrived from the data.
Table 5.22: Table showing effectiveness of training to meet present needs and challenges
Respondents
Strongly Agree 0 0
Agree 35 70
Disagree 0 0
Highly disagree 0 0
Total 50 100
Chart 5.22:Chart showing effectiveness of training to meet present needs and challenges
80
70
60
50
40
% of Respondents
30
20
10
0
Strongly Agree Agree Partially Agree Disagree Highly disagree
Inference: 70% of respondents agree that the training provided is capable of meeting present
needs and challenges. 30% of respondents partially agree that the training provided is capable of
meeting present needs and challenges.
69
IMPROVEMENT IN PERFORMANCE AFTER TRAINING
Respondents were requested to react to the statement that “the performance has improved after
training”. A five point likert scale from “strongly agree” to “highly disagree” was used to measure
their response. The responses are recorded in both tabular form and graphical form. Inferences
are arrived from the data.
Table 5.23
Table showing improvement in performance after training
Respondents
Agree 32 64
Partially Agree 3 6
Disagree 0 0
Highly disagree 0 0
Total 50 100
Chart 5.23
Chart showing improvement in performance after training
70
60
50
40
30 % of Respondents
20
10
0
70
Inference: 30 % employees strongly agree that their performance has been improved after
training. 64% of employees agree that their performance has been improved after training. 6% of
employees partially agree that their performance has been improved after training.
FEEDBACK ON PERFORMANCE AFETR ATTENDING TRAINING
Respondents were requested to react to the statement that “the feedback on performance is given
after attending training”. A five point likert scale from “strongly agree” to “highly disagree” was
used to measure their response. The responses are recorded in both tabular form and graphical
form. Inferences are arrived from the data.
Table 5.24: Table showing the feedback on improving performance after training

Respondents
Agree 23 46
Disagree 0 0
Highly disagree 0 0
Total 50 100
Chart 5.24:Chart showing the feedback on improving performance after training

50
45
40
35
30
25
20 % of Respondents
15
10
5
0
Inference: 30 % employees strongly agree that the feedback on their performance is given after
attending training. 46% of employees agree that the feedback on their performance is given after
71
attending training. 24% of employees partially agree that the feedback on their performance is
given after attending training.
SATISFACTION IN THE QUALITY EXISTING TRAINING PROGRAMMES
Respondents were requested to react to the statement that “Are you satisfied with the quality of the
existing training program”. A five point likert scale from “strongly agree” to “highly disagree”
was used to measure their response. The responses are recorded in both tabular form and graphical
form. Inferences are arrived from the data.
Table 5.25
Table showing satisfaction in the quality of existing training program
Respondents
Agree 32 64
Partially Agree 3 6
Disagree 0 0
Highly disagree 0 0
Total 50 100
Chart showing satisfaction in the quality of existing training programmes 70
60
50
40
30 % of Respondents
20
10
0
72
Inference: 30 % employees strongly satisfied with the quality of training programme. 64% of
employees are satisfied with the quality of existing training programme. 6% of employees
partially satisfied with the quality of existing training programme.
AREA IN WHICH FURTHER TRAINING IS REQUIRED

Respondents were requested to write down the areas in which they wish to have further training.
The result is displayed both in tabular and graphical format.
Table 5.26 : Table showing area in which employees need further training
Particulars No of Respondents Percentage
Technology 6 12
Not specified 44 88
Total 50 100
73
Likert mean scores
Likert Scale adopted
A (Strongly Agree) =5, B (Agree) =4, C (Partially agree) =3, D (Disagree) = 2 ,
E (Strongly Disagree) =1
Table 5.27
Likert mean scores
Particulars Mean
A B C D E score
Does management of your organization identifies the training
needs for the employees? 12 29 9 0 0 4.1
Do you agree that Training and Development is given adequate
15 20 15 0 0 4.0
importance in Stallion Capital Management?
Do you agree that Senior Managers are eager to help their juniors
0 38 12 0 0 3.8
develop through training?
Is induction training given to newcomers given adequate
0 50 0 0 0 4.0
importance in your organization?
Do you agree that training given is realistic, useful and based on
18 26 6 0 0 4.2
the business strategy of the organization?
Do you agree that the training in Stallion Capital
15 26 9 0 0 4.1
Management helps to acquire technical knowledge and
Skills?
Do you agree that there is emphasis on developing managerial
15 26 6 3 0 4.1
capabilities of managerial staff through training?
Do you agree that Human relations competencies are adequately
0 41 9 0 0 3.8
developed in your organization through training?
Do you agree that the training and development program have
increased the skill, ability talents towards the assigned job and 33 14 3 0 0 4.6
help in increasing in quality and productivity of your work?
Did training program help to increase the commitment
29 15 3 0 0 4.3
towards work?
Did the training program helps in development of positive
0 39 6 3 0 3.6
attitude and team work?
Those deputed for training programs take the training
15 26 3 6 0 4.0
seriously?
How do you rate the standards of in-house trainers in
0 0 47 3 0 2.9
Stallion Capital Management?
Do you agree that enough time was provided to learn about the
0 41 6 3 0 3.8
subject covered in the training program?
Do you agree that the trainer provides training to meet present
0 35 15 0 0 3.7
needs?
Your performance has improved after training? 15 32 3 0 0 4.2
Any feedback is given on your performance after attending the
15 23 12 0 0 3.8
training programs?
Are you satisfied with the quality of existing training
15 23 12 0 0 4.1
programs
74
CHAPTER 6
FINDINGS AND CONCLUSION
75
Conclusion
Training and development programs play a vital role in every organization. These programs improve
Employee Performance at workplace, it updates Employee Knowledge and enhances their personal
Skills and it helps in avoiding Managerial Obsolescence. With the use of these programs, it is easier for
the management to evaluate the job performance and accordingly take decisions like employee
Promotion, rewards, compensations, welfare facilities, etc. These training programs also help the
managers in succession planning, employee retention and motivation. It creates Efficient and Effective
employees in the Organization. The need for training & development is determined by the employee’s
performance deficiency, computed as follows: Training & Development need = Standard performance
– Actual performance Training enhances the overall performance of an organization in various ways.
The major areas where employees are normally trained in an organization are Soft- skill Development,
Personality Development, Interpersonal Relationship, Problem solving techniques, Managerial and
Supervisory Training Program, quality improvement programs, technical processes, quality circle
programs, Time management skills, employee efficiency development programs, violence prevention
programs, regulatory compliances, goal setting and implementation of programs, workplace safety
management, workplace communication, and so on. Training enables the employees to develop their
skills within the organization and hence naturally helps to increase the organization’s market value,
earning power of the employees and job security of the employees. Training moulds the employee’s
attitude and helps them to achieve a better cooperation within the organization. Training and
Development programs improve the quality of work-life by creating an employee supportive
workplace.
6.2 FINDINGS
After studying and analyzing various training programs with in questionnaire survey of the
employees of Stallion Capital Management. a brief summary is illustrated below.
 Stallion Capital Management has a good team of employees who has under gone
training and development in on-the-job method. All the respondents are graduates with
most of them also holding their post-graduation and technically skilled.
76
 Stallion Capital Management is equipped with very good HRD team.
 The impact of the training on the employees of Stallion Capital Management is

reasonably good and the reason that employee have positive attitude and they take
training seriously.
 On-the job training techniques is employed to train the employees. Induction training
to new employees is given adequate importance. Management is giving adequate
importance to develop employees through training.
 Majority of the employees felt that the quality of training programs are good, were
fully useful to them and training program has helped in improving their performance and
quality of the work
 Majority of the employees who have under gone the T & D programs felt that the
training program has helped in improving their technical skills, Managerial skill and
human relation competencies.
 The standard of in house trainers is found to be satisfactory. Management gives

feedback regularly on the improvement of performance of employees after attending
training programs.
77
CHAPTER 6
SUGGESTIONS
78
SUGGESTIONS
 Many employees felt need for training in the areas of latest technical developments.
 The organization has to concentrate more on employees who are not satisfied with the
present training methods; they have to be counseled to know their reasons for not being
satisfied. So that effectiveness can be achieved.
 The identification of the training needs should be done in view of fast changing
technology, management practices and infrastructure.
 A standard measures before and after each training program on level of knowledge,
skills, attitudes and behavior will help to measure its effectiveness more accurately.
 The company has to ask its employees to suggest types of trainings which they think is
more helpful in achieving the organizational goals.
 Train the employees in all areas like personality development, technical training, and
standard operating procedures with that they can handle multi tasks and balance their pressures.
 Employee’s performance level should be considered for selecting employees for

training programs.
 Evaluation of training programs should be done regularly to keep a check on the limitations
and drawbacks. And ensure the success of training programs.
79
ANNEXURE-1
Qestionnaire
Name:-
Address:-
Mobile no.:-
E-mail address:-
1. Occupation:-
 Government Employee
 Private Employee
 Businessman
 Retired
2. Age Group
 20 - 40
 40 – 60
 Above 60
3. Education
 Illiterate (uneducated)
 Metric/Senior Secondary
 Graduation
 Post-graduation
 Doctorate
80
1. Which are the training methods undergone by you in Stallion Capital Management?
 On-the- job training

 Class room coaching
 Mentoring
 Others please specify ________________________________________________
2. Do you agree that management of your organization identifies the training needs for the
employees?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree
3. Do you agree that Training and Development is given adequate importance in Stallion Capital
Management?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree
4. Do you agree that Senior Managers in Stallion Capital Management are eager to help their
juniors develop through training?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree
5. Is induction training given to newcomers given adequate importance in your organization?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree
81
6. Do you agree that training given in Stallion Capital Management is realistic, useful and
based on the business strategy of the organization?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree
7. Do you agree that the training in Stallion Capital Management helps to acquire technical
knowledge and Skills?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree
8. Do you agree that there is emphasis on developing managerial capabilities of managerial

staff through training?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree
9. Do you agree that Human relations competencies are adequately developed in your
organization through training?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree
10. Do you agree that the training and development program in Stallion Capital Management
have increased the skill, ability talents towards the assigned job and help in increasing in
quality and productivity of your work?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
82
E. Highly disagree
11. Do you agree that training program increase your commitment to work?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree
12. Does your training program help you in developing positive attitude and teamwork?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree
13. Those who are deputed for training programmes take the training seriously?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree
How do you rate the standards of in-house trainers in Stallion Capital Management? A.
Excellent
B. Very Good
C. Good
D. Satisfactory
E. Poor
15. Do you agree that enough time was provided to learn about the subject covered in the
training program?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree
83
16. Do you agree that the trainer provides training to meet present needs?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree
17. Your performance has improved after training?

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree
18. Any feedback is given on your performance after attending the training programmes?
A. Continuously
B. Frequently
C. Sometimes
D. Rarely
E. Never
19. Are you fully satisfied with the quality and duration of existing training programmes?
A. Fully Satisfied
B. Satisfied
C. No opinion
D. Partially Satisfied
E. Dissatisfied
20. In which area you need training to face the future challenges and fulfill your job better?
(In the order of preference)
____________________________________________________
____________________________________________________
84
BIBLIOGRAPHY
BOOKS
 Guptha C.B, “Human Resource Management”, Sultan Chand & Sons, New Delhi, 2005
 Aquinas P.C, “Human Resource Management: Principles and Practice”,

Vikas Publishing House India PVT.LTD, New Delhi, 2013
 Kothari C.R, “Research Methodology: Methods and Techniques”, New Age
International Publications (P) Ltd., New Delhi,2014
 Human Resource Management by L. M. Prasad
 Human Resource Management by Dipak. k. Bhattacharya
 Human Resource Management by K. Ashwathapa
 Human Resource Management by P. Subba Rao
MAGAZINES, JOURNALS, NEWS PAPERS AND WEBSITES
 www.stallioncap.com
 www.managementhelp.org
 http://humanresources.about.com/od/trainingtrends/Future_Education_and_Training_Trends.ht
m
 http://humanresources.about.com/od/training/Training_Development_and_Education_for_Empl
oyees.htm
 http://traininganddevelopment.naukrihub.com
 www.google.co.in
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A Project Report On

“STUDY ON TRAINING AND DEVELOPMENT OF

In partial fulfillment of the requirements for the award of post

DIVYANSHI DUA YASHWANT KUMAR

BHARATI VIDYAPEETH DEEMED UNIVERSITY SCHOOL OF DISTANCE

Date: 1st September 2018

To whomsoever it may concern

Country Head- Human Resources

Stallion Capital Management

Stallion Capital Management

Student Name with Signature

I am very fortunate to have an opportunity to undergo my training in “Stallion Capital Management”.

Roll no. 1728101550

Chapter Title Page No

About the company 07

Porter’s five forces model of competition 13

2 Research Methodology 16-22

Statement of the problem 17

Objectives and scope of the study 18

Managerial usefulness of the study 18

Type of research and research design 19

Data collection methods 20

3 Conceptual Discussion 23-43

History and development of the industry 41

4 Data Analaysis 44-72

5 Findings and Conclusions 73-75

Stallion Capital Management :

MISSION OF STALLION CAPITAL MANAGEMENT

VISION OF STALLION CAPITAL MANAGEMENT

 To be most admired wealth management firm with best components.

ii. PROPERTY ADVISORY SERVICES:

We work on the following area:

 Negotiate On Property valuation / deal on behalf of clients and get better

iii. MUTUAL FUNDS ADVISORY:

v. RETIREMENT & ESTATE PLANNING:

vi. BUSINESS LOAN ASSISTANCE:

vii. INVESTMENT & PORTFOLIO MANAGEMENT:

viii. INSURANCE ADVISORY:

 Successful diversification in other

 Low key I.T. infrastructures as

 Competition from large companies

1. Threat of New Entrants.

 Exact position of performance of employees through their feedback.

Managerial usefulness of Study

Data collection methods :-

For any research these two types of data are necessary:

For this project the primary data is collected in four ways:

Through observations, Through discussion (Department Heads & Executives), Through

Limitations of the study

 The research was carried out in a short period.

 The sample size was limited.

 Some of the respondents of the survey were unwilling to share information.

Training and development :

• Functional Objectives – Functional objectives are maintaining the department’s contribution at a

Further, the additional objectives are as follows:

• To prepare the employees for higher level tasks.

• To ensure smooth and efficient working of the departments.

• To ensure economical output of required quality.

HUMAN RESOURCE MANAGEMENT