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ô project is never the sole product of a person whose name has appeared on the
cover. Even the best effort may not prove successful without proper guidance. For
a good project one needs proper time, energy, efforts, patience, and knowledge.
But without any guidance it remains unsuccessful. I have done this project with
the best of my ability and hope that it will serve its purpose.

It was really a great learning experience and I am really thankful to Mr. Pranshu
Chomplay (designation), and Vishal Shekhri (Manager) who not only helped me in
the successful completion of this report but also despite of their busy schedule,
spread their precious and valuable time in expanding my knowledge base.

ôfter the completion of this Project I feel as a well aware person about the
Training & Development at hotel industry and the complexities that can arise
during the process. ôlso I get an insight of different departments of a hotel and its
effectiveness. Finally, I am also grateful to all the respondents for their
cooperation in responding to all the questions and all other personalities who
have helped me directly or indirectly in bringing up this project report.

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ôs a student of MBô(Master of Business ôdministration) one of the most reputed

professional courses. The attractive feature of the MBô is that along with theory
we also get to have the exposure of the practical environment.

Success of an organization depends to an extent upon its people. The employees

at hotel are involved in several important and complex issues in the form of the
multi dimensional reactions involving social, personal and cultural phenomenon.

For an organization to get the maximum output of their employees, it becomes

imperative to satisfy them to the maximum possible level so that the employees
can perform better for the success of the organization.

This research study aims at exploring the understanding of training &

development at Taj Vivanta ʹ Delhi .

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¦

 

Born into a Parsi family in 1839, Jamsetji Tata came to Bombay at the age of 14. In 1868, at age
29, he started a private trading firm with a capital of Rs. 21,000.

Jamsetji Tata earned his fortune from textiles. He established the Empress Mills and later, the
Swadeshi & ôhmedabad ôdvance Mills.

He believed in the creation of wealth through employment for the good of the society. He was
among India͛s pioneering industrialists and a man of great vision.

Jamsetji Tata was a true nationalist. He foresaw the significance of the Industrial Revolution for
India and spelt out the three basic ingredients necessary to attain it:
ͻ Hydroelectric power ʹ the cheapest energy to be generated
ͻ Steel was ʹ the backbone of the heavy industry
ͻ Technical education, coupled with research, was essential for industrial
advancement.



   P 

͞There is one kind of charity common enough among us, and which is certainly a good thing,
though I do not think it the best thing we can have. It is that patchwork philanthropy which
clothes the ragged, feeds the poor, and heals the sick and halt. I am far from decrying the noble
spirit which seeks to help a poor or suffering fellow-being͙What advances a nation or
community is not so much to prop up its weakest and most helpless members as to lift up the
best and most gifted so as to make them of the greatest service to the country.͟


  
     !"

͞He was not a man who cared to bask largely in the public eye. He disliked public gatherings, he
did not care for making speeches, his sturdy strength of character prevented him from fawning
on any man, however great; for he himself was great in his own way, greater than most people
realised. He sought no honour, and he claimed no privilege. But the advancement of India and
her myriad peoples was with him an abiding passion...͟

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In July 1938, J. R. D. Tata took over as the Chairman of Tata Sons. He was known for͙
͙ #$ %
& '%
&' #'%

% %(%  
!") !!*

J.R.D Tata was the pioneer of Indian ôviation. He started the Tata ôviation Service in 1932. The
service was first used for delivery of mail. The airline was later nationalized to become ôir India
International.

JRD said that ͞No success or achievement in material terms is worthwhile, unless it serves the
interest of the country and its people͟.

In 1992, J.R.D Tata was awarded the highest civilian honor ʹ the Bharat Ratna by the President
of India, Mr.R.Venkataraman.

In 1991, Ratan Tata took over as the Chairman of Tata Sons. He restructured the House of Tatas
and paved the way for ventures into new high-tech sunrise industries. In 1993, the turnover of
the TôTô Group of Companies was in excess of Rs 45000 crores, with over 90 companies and
2,70,000 employees worldwide. TODô Revenues of USD Rs. 53,000 crores.85 Operating
companies Trusted by over 2 million shareholders ôccounts for 5.1% of India͛s exports.




















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The Group͛s pioneering spirit has continued in more recent times when in 1958, the Group
founded Tata Consultancy Services, today ôsia͛s largest software and services company, and in
1999, when the Group͛s automobile company, Tata Engineering, becomes the first car makes in
a developing country to design and produce a car from the ground up. The car, the Tata Indica,
has now sold over 200, 000 units, and is currently the largest selling car in its category in the
county.

The business operation of the Group currently encompass the Engineering, Materials, Energy,
Chemicals, consumer products, services, and communications and information systems sectors.
The group has the largest footprint in India͛s ͞New Economy͟, and is India͛s largest private
sector telecom service provider. Today, the scale of the group͛s operations is increasingly
turning global. Tata Tea is the first Indian MNC in the global tea industry and India͛s largest
integrated tea company; Tata Chemicals is ôsia͛s largest manufacturer of soda ash; Titan is one
of the world͛s top six manufacturer brands in the watch segment; Tata Engineering is amongst
the top ten commercial vehicle manufacturers I the world; and Videsh Sanchar Nigam limited is
India͛s largest ILD services provider, and one of the largest players in the internet services
market.

To leverage the value of the Tata brand, the thrust of the group͛s business has shifted from a
product ʹdriven to a brand driven portfolio. The group͛s stable of brands and services includes
Tata. Tata Indica, Tata Safari, Titan, Tanishq, Taj Hotels, Tata Tea, Tetley, Tata Salt, Westside
and VSNL.

The group has always believed in giving back more to society than what it has received. Thus,
nearly two thirds of the equity of Tata Sons, the groups premier promoter company, is held by
philanthropic trusts, which have created a host of national institutions in natural sciences,
medical care, energy and the arts.

By combining ethical values with business acumen, globalisation with national interests and
core strengths with flexibility, the Tata Group aims to be the largest and most respected global
brand from India: a long standing commitment to improving the quality of life of its
stakeholders.









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The Indian Hotels Company Limited (IHCL) and its subsidiaries are collectively known as Taj
Hotels Resorts and Palaces and is recognised as one of ôsia's largest and finest hotel company.
Incorporated by the founder of the Tata Group, Mr. Jamsetji N. Tata, the company opened its
first property, The Taj Mahal Palace Hotel, Bombay in 1903. The Taj, a symbol of Indian
hospitality, completed its centenary year in 2003.

Taj Hotels Resorts and Palaces comprises 93 hotels in 55 locations across India with an
additional 16 international hotels in the Maldives, Malaysia, ôustralia, UK, USô, Bhutan, Sri
Lanka, ôfrica and the Middle East.

Spanning the length and breadth of the country, gracing important industrial towns and cities,
beaches, hill stations, historical and pilgrim centres and wildlife destinations, each Taj hotel
offers the luxury of service, the apogee of Indian hospitality, vantage locations, modern
amenities and business facilities.

IHCL operate in the luxury, premium, mid-market and value segments of the market through
the following:

 (luxury full-service hotels, resorts and palaces) is our flagship brand for the world's most
discerning travelers seeking authentic experiences given that luxury is a way of life to which
they are accustomed. Spanning world-renowned landmarks, modern business hotels, idyllic
beach resorts, authentic Rajput palaces and rustic safari lodges, each Taj hotel reinterprets the
tradition of hospitality in a refreshingly modern way to create unique experiences and lifelong
memories.

Taj also encompasses a unique set of iconic properties rooted in history and tradition that
deliver truly unforgettable experiences. ô collection of outstanding properties with strong
heritage as hotels or palaces which offer something more than great physical product and
exceptional service. This group is defined by the emotional and unique equity of its iconic
properties that are authentic, non- replicable with great potential to create memories and
stories.

 
.' is our resort and spa brand found in the most exotic and relaxing locales of the
world. The properties are defined by the privacy and intimacy they provide. The hotels are
clearly differentiated by their product philosophy and service design. They are centered around
high end accommodation, intimacy and an environment that allows its guest unrivalled comfort

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and privacy. They are defined by a sensibility of intimate design and by their varied and eclectic
culinary experiences, impeccable service and authentic Indian Spa sanctuaries.

    are wildlife lodges that allow travelers to experience the unparalleled beauty of the
Indian jungle amidst luxurious surroundings. They offer India's first and only wildlife luxury
lodge circuit. Taj Safaris provide guests with the ultimate, interpretive, wild life experience
based on a proven sustainable ecotourism model.

/$      ¦ 0  span options for the work-hard-play-hard traveller across
metropolitan cities, other commercially important centres as well as some of the best-loved
vacation spots. Stylish & sophisticated, Vivanta by Taj delivers premium hotel experiences with
imagination, energy & efficiency. It's the flavour of contemporary luxury, laced with cool
informality and the charming Taj hospitality. Created for the cosmopolitan global traveller and
bon vivant, Vivanta by Taj Hotels & Resorts create experiences that will amuse, invigorate &
inspire you. Vivanta revels in a spirit that presents the normal with an unexpected twist.
Experiences which make you pause & appreciate the hidden beauty in life! It challenges your
expectations of a hotel and unfolds multiple layers of delight. Innovative cuisine concepts, the
smart use of technology & the challenge to constantly engage, energize and relax you all add up
to make Vivanta by Taj the new signature in hospitality.

+ 1 ¦ (upscale/mid-market full service hotels and resorts) is a pan-India network

of hotels and resorts that offers business and leisure travelers a hotel designed, keeping the
modern nomad in mind. ôt the Gateway Hotel, we believe in keeping things simple. This is why,
our hotels are divided into 7 simple zones- Stay, Hangout, Meet, Work, Workout, Unwind and
Explore.

ôs travel often means more hassle than harmony, more stress than satisfaction, modern
travelers are looking for smarter choices. Driven by our passion for perfection, we welcome our
customers to a refreshingly enjoyable and hassle-free experience, anytime, everywhere.
Offering the highest consistency in quality, service and style we set new standards and take the
unwanted surprises out of traveling. Our warm welcomes make our guests feel at home, away
from home and our crisp and courteous service empowers them to get more done with greater
effectiveness and control. ônd through our unrivalled network we provide service that is
effortless, simple, never overwhelming, always warm.

+# (economy hotels) is IHCL's revolutionary concept in hospitality for the value segment.
Intelligently designed facilities, consistency and affordability are hallmarks of this brand
targeted at travelers who value simplicity and self-service.

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Taj Hotels Resorts and Palaces is committed to replicate its domestic success onto international
shores with plans to build an international network of luxury hotels, which will provide an
exemplary product-service combination and in the process create a global brand. The current
international portfolio includes luxury resorts in the Indian Ocean, business and resort
destinations in the Middle East and ôfrica, serviced apartments in the UK, the first hotel in
ôustralia and three a top-end luxury hotels in the US.

Throughout the Company's expansion, its mandate has been twofold: to infuse a sense of
Indian heritage and culture within each diverse property, while also anticipating the needs and
desires of the sophisticated traveller. Over the years, the Taj has won international acclaim for
its quality hotels and its excellence in business facilities, services, cuisine and interiors.

The Taj strengthened its presence in the Indian Ocean rim with the Exotica Brand. The Taj
Exotica was evolved as part of Taj Hotels Resorts and Palaces intent to position it as a brand
that is clearly differentiated by its product philosophy and service design. The Taj Exotica Resort
and Spa, in Maldives is centered on high-end accommodation, intimacy and an environment
that allows its guest's unrivalled comfort and privacy.

Taj Hotels further expanded its global footprint by securing management contracts at Palm
Island, Jumeirah in Dubai, Saraya Islands in Ras ôl Khaimah, ôldar Group in ôbu Dhabi, UôE
Langkawi in Malaysia and Thimpu in Bhutan. The most significant additions to the portfolio
have been The Pierre, the iconic landmark hotel on New ork's Fifth ôvenue, Taj Boston and
Blue, Sydney.

The presence of Taj Hotels Resorts and Palaces internationally has been developed through a
network of Taj regional sales and PR offices in the United Kingdom, France, Germany, Italy,
Dubai, Singapore, ôustralia, Japan, Russia and the United States of ômerica.

ôt the Taj Hotels Resorts and Palaces luxurious living and fine dining find common ground.
Whether it is introducing exotic world cuisines to India or taking authentic Indian fare to the
world, the Taj Hotels Resorts and Palaces is renowned for the eclectic culinary experiences it
brings to its guests. Through a vast repertoire of award-winning restaurants, legendary recipes
from royal kitchens and celebrated food festivals, the Taj has pioneered innovation in fine
dining across the world.

Taj Hotels also promise a whole new experience of tranquillity and total 'wellness', through $ 
  a unique concept, which brings together the wisdom and heritage of the ôsian and Indian
Philosophy of Wellness and Well-being. Rooted in ancient Indian healing knowledge, Jiva Spas

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derive inspiration and spirit from the holistic concept of living. There is a rich basket of fresh
and unique experiences under the Jiva Spa umbrella of offering, oga and Meditation, mastered
and disseminated by accomplished practitioners, authentic ôyurveda, and unique Taj signature
treatments. Royal traditions of wellness in service experiences, holistic treatments involving
body therapies, enlivening and meaningful rituals and ceremonies and unique natural products
blended by hand, come together to offer a truly calming experience.

IHCL operates  , a luxury private jet operation with state-of-the-art Falcon 2000 aircrafts
designed by Dassault ôviation, France; and Taj achts, two 3-bedroom luxury yachts which can
be used by guests in Mumbai and Kochi, in Kerala.

IHCL also operates    #2., the largest airline catering service in South ôsia, as
a joint venture with Singapore ôirport Terminal Services, a subsidiary of Singapore ôirlines.

ôdditionally, it operates the     ¦   #

  #   since 1993.
The institute offers a three-year diploma, designed with the help of international faculty and
has affiliations with several ômerican and European programmes.

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ôs a part of Tatas; India's premier business house; we; at Taj Hotels, have always believed in
society and environment being integral stakeholders in our business along with our
shareholders, customers, vendors and others. Over the last decade, the movement towards
ecologically sound tourism has gained urgency and importance across the globe and we
recognize that responsible practices in vogue are as diverse as the geographies.

We promote corporate citizenship through our strategic public-private partnerships which

encourage building livelihoods of less-advantaged youth and women. The causes we promote
include reducing malnutrition, promoting indigenous artisans and craftsmen and enhancing
employability of identified target groups by sharing our core competencies as a leading
hospitality company. We encourage training and development of differently abled youth.

We at Taj have the unique scope and opportunity to develop raw potential into a skilled
workforce that is immediately employable by various players in the industry. ô majority of our
community projects are focused around extending our key strengths in food production,
kitchen management, housekeeping, customer service and spas to promote economic
empowerment of candidates from vulnerable socio-economic backgrounds. We are fully
committed to the cause of building a sustainable environment by reducing the impact of our

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daily operations on the environment and improving operational efficiencies, resource
conservation, reuse and recycling of key resources.

Our seventh       was submitted to the United Nations Global
Compact society in ôugust, 2010. The United Nations Global Compact is a strategic policy
initiative for businesses that are committed to aligning their operations and strategies with ten
universally accepted principles in the areas of human rights, labor, safety & security,
environment and anti-corruption. This Corporate Sustainability report also serves as our GRI
(Global Reporting Initiative) as well as Triple Bottom Line report. The report focuses on
identified priorities at IHCL and responds to key stakeholder needs. We plan to continue and
further strengthen our commitment to the environment and societies in which we operate.

We believe in continuous learning and sharing and would be delighted to have your thoughts
and suggestions.

 ¦

In an endeavour to reinstate its vision and efforts to boost sustainable tourism, Taj Hotels
Resorts and Palaces presented EôRTH (Environment ôwareness & Renewal at Taj Hotels) this
year. Implementing schemes such as the Gangroti Glacier Clean-Up Expedition, as well as
designated Earth rooms, which minimise environmental impact, Taj is one of ôsia's largest
group of hotels to commit to energy conservation and environmental management. EôRTH has
received certification from Green Globe, the only worldwide environmental certification
program for travel and tourism.

The Taj began a century ago with a single landmark - The Taj Mahal Palace Hotel, Mumbai.
Today, the various Taj hotels, in all their variety and historical richness, are recognised
internationally as the symbols of true Indian hospitality. The Company's history is integral to
India's emergence into the global business and leisure travel community; and looking to the
future, Taj Hotels Resorts and Palaces is well positioned to meet the increase in travel activity
with the rapid expansion of the Indian economy.

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'  $$1

The Company was incorporated in 1902 and it opened its first hotel, The Taj Mahal Palace &
Tower, Mumbai, in 1903. The Company then undertook major expansion of The Taj Mahal
Palace & Tower, Mumbai by constructing an adjacent tower block and increasing the number of
rooms from 225 to 565 rooms. With the completion of its initial public offering in the early
1970s, the Company began a long term programme of geographic expansion and development
of new tourist destinations in India which led to its emergence as a leading hotel chain in India.
From the 1970s to the present day, the Taj Group has played an important role in launching
several of India's key tourist destinations, working in close association with the Indian
Government. The Taj Group has a philosophy of service excellence which entails providing
consistently high levels of personalized service and innovative means of improving service
quality.

The Taj Group has been active in converting former royal palaces in India into world class luxury
hotels such as the Taj Lake Palace in Udaipur, the Rambagh Palace in Jaipur and Umaid Bhawan
Palace in Jodhpur. In 1974, the Taj Group opened India's first international five star deluxe
beach resort, the Fort ôguada Beach Resort in Goa. The Taj Group also began its business in
metropolitan hotels in the 1970s, opening the five-star deluxe hotel Taj Coromandel in Chennai
in 1974, acquiring an equity interest and operating contract for the Taj President, a business
hotel in Mumbai, in 1977, and opening the Taj Mahal Hotel in Delhi in 1978.

In 1980, the Taj Group took its first step internationally by opening its first hotel outside India,
the Taj Sheba Hotel in Sana'a, emen and in the late 1980s, acquired interests in the Crown
Plaza - James Court, London and 51 Buckingham Gate Luxury Suites and ôpartments in London.

In 1984, the Taj Group acquired under a license agreement each of The Taj West End,
Bangalore, Taj Connemara, Chennai andSavoy Hotel, Ooty, with which the Taj Group made its
foray into Bangalore.

With the opening of the five star deluxe hotel Taj Bengal in Kolkata in 1989; the Taj Group
became the only hotel chain with a presence in the five major metropolitan cities of Mumbai,
Delhi, Kolkatta, Bangalore and Chennai. Concurrently with the expansion of its luxury hotel
chain in the major metropolitan cities, the Taj Group also expanded its business hotels division
in the major metropolitan and large secondary cities in India.

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During the 1990s, the Taj Group continued to expand its geographic and market coverage in
India. It developed specialized operations (such as wildlife lodges) and consolidated its position
in established markets through the upgrading of existing properties and development of new
properties. Taj Kerala Hotels & Resorts Limited was set up in the early 1990s along with the
Kerala Tourism Development Corporation. In 1998 the Taj Group opened the Taj Exotica
Bentota which strengthened the Taj Group's market position in Sri Lanka. In 2000, the launch of
the 56 acre Taj Exotica, Goa and the Taj Hari Mahal in Jodhpur were completed.

In 2000, the Taj Group entered into a partnership with the GVK Reddy Group to set up Taj GVK
Hotels and Resorts Limited and thereby obtained a prominent position in the market in the
southern business city of Hyderabad, holding three hotels and a major share of the market. In
2001, the Taj Group took on the management contract of Taj Palace Hotel, Dubai, and has
established itself as an up-market hotel in the Middle East region. The Taj Exotica Resort & Spa,
Maldives launched the Taj Group into the premium luxury hotel market and since its opening in
July 2002, has won several international awards. The Taj Group also obtained licenses to
manage and operate two leisure hotels; the Rawal-Kot, Jaisalmer and Usha Kiran Palace,
Gwalior in October 2002.

In September 2002, the Taj Group acquired an equity interest in the former Regent Hotel in
Bandra which gave the Taj Group access to the midtown and North Mumbai market. The hotel
has since been renamed as the Taj Lands End, Mumbai.

In 2003, the Company celebrated the centenary of the opening of its Flagship hotel, the Taj
Mahal Palace & Tower, Mumbai.

In 2004 the Taj Group opened Wellington Mews, its first luxury serviced apartment in Mumbai.
In the same year, the Taj Group also launched the first of its "value-for-money" hotels in
Bangalore branded 'Ginger', which division has 11 hotels in various locations in India and is
owned through its wholly owned subsidiary.

In 2005 the Company acquired on lease The Pierre, a renowned hotel in New ork City, to enter
the luxury end of the developed hotel markets internationally. The Company entered into a
management contract for Taj Exotica in Palm Island Jumeirah in Dubai to expand its existing
presence in the United ôrab Emirates.

The Company enhanced its position as an operator of converted palaces by entering into a
management contract for Umaid Bhawan Palace, Jodhpur in the princely state of Rajasthan in
India. The Company, through a subsidiary, acquired the erstwhile 'W' hotel in Sydney, ôustralia

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in February 2006 and renamed it as 'Blue, Woolloomooloo Bay'. To expand its presence in the
US market, the Company acquired in early 2007 Ritz Carlton in Boston and Taj Campton Place in
San Francisco.

Hotels operated by the Taj Group internationally are located in US, ôustralia, Dubai, Maldives,
Malaysia, Sri Lanka, the United Kingdom, emen and Zambia.

'

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45'
56

On October 12, 2006, the Board of Directors of the Company approved the Scheme, under
Sections 391 to 394 of the Companies ôct for the for the amalgamation of Indian Resorts Hotel
Limited, Gateway Hotels and Getaway Resorts Limited, Kuteeram Resorts Private Limited, ôsia
Pacific Hotels Limited, Taj Lands End Limited (Transferor Companies) with the Company. The
Scheme was approved by the respective High Courts.

Rationale for the Scheme of ômalgamation

The Transferor Companies and the Company were engaged in the leisure and business hotels as
part of the Taj group of hotels. ô consolidation of the Transferor Companies and the Company
was therefore expected to lead to greater synergy in operations, a more efficient utilisation of
capital and create a stronger base for future growth of business in general and the Company in
particular. The amalgamation was expected to result in administrative rationalization,
organizational efficiencies, and optimal utilization of various resources.

 '$

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The Company opens its first hotel, the "Taj Mahal Palace" in Mumbai, India.

!8"

The Company opens its first five star deluxe beach resort, the "Fort ôguada Beach Resort" in
Goa.

The Company begins business in metropolitan hotels by opening the five star deluxe hotel, the
"Taj Coramandel" in Chennai.

!9

The Company opens its first hotel outside India, the "Taj Sheba Hotel" in Sana'a, emen.

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 !9"

The Company entered into a licence agreement to operate the "Taj West End" in Bangalore,
"Taj Connemara" in Chennai and the "Savoy" in Ooty.

!9!

The Company opens a five star deluxe hotel in Calcutta, the "Taj Bengal".

!!

The Company establishes the Taj Kerala Hotels and Resorts Limited with the Kerala Tourism
Development Corporation.

!!9

The Company opens the "Taj Exotica" in Bentota, Sri Lanka.



The Company establishes Taj GVK Hotels and Resorts Limited with the GVK group to operate
three hotels in Hyderabad.

 

The Company is awarded the management contract for the "Taj Palace", Dubai.

The Company launches the "Taj Exotica Spa and Resort" in Maldives.



The Company obtains licences to manage and operate two leisure hotels: the "Rawal-Kot" in
Jaisalmer and the "Usha Kiran Palace", Gwalior.

The Company acquires an equity interest in "Regent Hotel" in Bandra, Mumbai which is later
renamed as the "Taj Lands End".

*

The Company relaunches its flag ship property as the "Taj Mahal Palace and Tower".

"

The company opens its first Jiva Spa at the Usha Kiran Palace in Gwalior.

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The Company launches its first luxury serviced apartments, "Wellington Mews" in Mumbai.

The Company opens its first economy hotel under the brand "Ginger" in Bangalore.

:

The Company obtains a management contract to operate "The Pierre" in New ork, USô.

The Company entered into a management contract to operate the "Taj Exotica" in Palm Island,
Jumeirah, Dubai.

The Company obtained the operating agreement for the "Umaid Bhawan Palace" in Jodhpur.

;

The Company acquires the "W" hotel in Sydney, ôustralia which is later renamed as the "Blue
Sydney".

The Company commences operation of its first wildlife lodge at Mahua Kothi, Bandhavgarh.

8

The Company acquires the "Ritz-Carlton" in Boston, USô which is later renamed as the "Taj
Boston".

The Company commences operation of its second wildlife lodge at Baghvan, Pench.

9

Taj's flagship property in the United Kingdom, 51 Buckingham Gate, Taj Suites and
Residence's South Indian restaurant, Quilon has received the ultimate culinary accolade - a
Michelin star.

Taj Hotels Partner with Saraya Islands to Operate Taj Exotica Hotel in Ras ôl Khaimah, United
ôrab Emirates.

Taj Hotels and the Tashi Group join hands to create the new benchmark for premium hotels in
Bhutan - Taj Tashi Bhutan.

ôLDôR Hotels and Hospitality and Taj Hotels enter into an exclusive agreement involving a
number of hotel projects. The first hotel to be developed by ôLDôR Hotels and Hospitality

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under the agreement is a five-star, 500 room luxury resort hotel which will be in a spectacular
waterfront location on ôLDôR's mega entertainment destination, ôS Island.

The Taj Safaris circuit will be complete in Madhya Pradesh with the addition of two more luxury
lodges in Panna, Pashan Garh and Kanha, Banjaar Tola.

The Taj Mahal Hotel, New Delhi unveils Delhi's first contemporary Japanese restaurant 'WôSôBI
by Morimoto'.

Taj Hotels Resorts and Palaces won 2 prestigious awards at The 2008 World Travel ôwards: 1)
Rajput Suite at The The Taj Mahal Palace & Tower, Mumbai won India's Leading Suite. 2) Taj
Lake Palace, Udaipur awarded India's Leading Castle & Palace.

Taj Boston celebrates the 120th season of summer polo matches at the Myopia Polo Club in
Hamilton, Mô sponsoring the 2nd annual Taj Boston Cup.

Taj International Hong Kong Ltd, signed a management contract with Cuiting Hotspring Hotel
Management Company Ltd. Taj will operate the latter's Temple of Heaven Park property in
Beijing and the Hainan Hotel project.

Taj Safaris unveiled two new luxury lodges: Pashan Garh and Banjaar Tola which will be the
third and fourth lodges added to the Taj Safari circuit.

Taj Hotels Resorts and Palaces Introduces Telepresence Services in Collaboration with Tata
Communications.

Graze, the Modern European dining restaurant at Taj Residency, the only restaurant in
Bangalore to be honoured the coveted Wine Spectator ôward of Excellence 2008 from
ômerica's leading wine appreciation magazine Wine Spectator.

The Taj Mahal Hotel launches VôRQ.

Taj Hotels Resorts and Palaces have won the Condé Nast Traveller UK in 10th Readers' Travel
ôwards. Taj's luxury properties have been recognised within the following categories: Overseas
Business Hotel, the World's Top 100 and Overseas Leisure Hotel in ôsia and the Indian
Subcontinent.

Taj Hotels Resorts and Palaces unveiled a premium business hotel - Taj Residency Trivandrum.
Enters into a Management contract with Dodla Intenational Limited.

Taj Hotels Resorts and Palaces, launched a new brand "The Gateway Hotel".

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Taj Hotels Resorts and Places has ranked No. 1 in the Best Hotel Chain in India category at the
Business Traveller ôwards 2008. The spas at the Usha Kiran Palace, Gwalior and theRambagh
Palace, Jaipur have been included among The 101 Best Spas in The World - Tatler Spa Guide
2008.

Taj Boston is the First United States Hotel and 51 Buckingham Gate, Taj Suites and Residences is
the First UK Hotel introducing Cisco TelePresence Rooms for Public Use Taj Hotels Resorts and
Palaces in collaboration with Tata Communications and Cisco.

Taj Boston in cooperation with Susan Cole of Boston ôssemblies launches Social Style for
Children. These etiquette programs for children provide easy access to the social skills essential
in daily life.

The Taj Mahal Palace & Tower, Mumbai was under siegh during the 26/11 Mumbai Terror
attacks.

The Taj Boston was named the best hotel in Boston and for the second year in a row ranked
#22 among the world's top 100 hotels in the latest survey of hotels worldwide by Institutional
Investor magazine.

The Taj Hotels Resorts & Palaces 'No room for the Ordinary' advertising campaign for the print
media bagged the 2008 PôTô Gold ôward in the Marketing - Hospitality category and also won
a second award - the 2008 Gold Magellan ôward.

The Gateway Hotel ôthwa Lines Surat has added a new block of rooms to take up its inventory
to 208 making it the largest hotel in Gujarat. It also launches three brand new restaurants -
"Flow" the all day dining restaurant, "Spice" an Indian specialty restaurant and "T3" a Tea
lounge and Deli.

Taj launches The Jiva Spa Boat at Taj Lake Palace, Udaipur.

On December 21st, The Taj Mahal Palace & Tower reopens the rooms in the The Taj Mahal
Tower.

Taj Hotels Resorts & Palaces announced the opening of their 'Upper Upscale' brand in
Bangalore. The hotel bears a new name and identity: "Vivanta by Taj - Whitefield, Bangalore".

With the announcement of its forthcoming reopening, The Taj Mahal Palace & Towerprovides
further details on the reopening of the Tower Wing. 268 rooms will be available, which include

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9 Suites and 26 Taj Club Rooms. Exclusive services to commemorate the special occasion of the
hotel's reopening have been introduced with the opening of the Tower Wing.

The Taj Group set up a public service welfare Trust fund named - "Taj Public Service Welfare
Trust" (TPS Welfare Trust), In response to the unprecedented attack on Mumbai between
November 26 to 29, 2008, where many people from the security forces, the Police, Fire service,
hotel employees, guests of the Taj and general public were killed or wounded.

Taj Hotels Resorts and Palaces unveiled a new world-class premium hotel in Chennai - Taj
Mount Road.

!

Taj Lake Palace, Udaipur voted as the winner of the Editor's Choice ôward 2008 for Gallivanter's
Guide.

Taj Boston awarded 2009 Mobil Four-Star honors in recognition of its gracious and efficient
service and luxurious accommodations and public spaces.

Taj Hotels Resorts and Palaces introduces Kefi - the Mediterranean restaurant at Taj Mount
Road.

Taj Safaris open doors of its new luxury lodge, Banjaar Tola at Kanha National Park from
February 18, 2009.

The Pierre, re-opens on June 1 following a meticulous $100 million renovation to create new
guestroom and bath interiors and to reconfigure first floor public areas to accommodate a new
restaurant, Le Caprice at The Pierre, as well as 2 East, a new lobby lounge, and a graciously
welcoming reception area.

Taj Hotels Resorts and Palaces announce their new premium hotel, "Vivanta by Taj - Panaji,
Goa", slotted in the "upper upscale" segment.

Indian Hotels Company Limited announced that it is going to acquire a controlling stake in ELEL,
the company which holds a long term sub-lease for the land on which the Sea Rock Hotel is
located in Bandra, Mumbai, for Rs. 680 crores.

The Taj Residency Ummed in ôhmedabad migrated to The Gateway Hotels portfolio, making
this its third property in Gujarat and the 31st Gateway hotel in India.

Taj launches Vivanta by Taj in Maldives.

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Karambir Singh Kang, General Manager, The Taj Mahal Palace & Tower, Mumbai has been
awarded the prestigious Virtuoso Hotelier of the ear ôward, 2009 at the Virtuoso "Best of the
Best" Hotel ôwards held in Las Vegas recently during the Virtuoso's 21st ônnual Travel Mart
Conference.

Taj Lands End introduces 125 new rooms comprising 107 Taj Club rooms and 18 Suites,
increasing the inventory to 493 rooms.

The Gateway Hotels has signed a management contract to set up a 125 room hotel on a 16-acre
prime location in Shirdi.

Rambagh Palace, Jaipur has been voted the Best Hotel in the World by Condé Nast Traveller
in the Readers Travel ôwards for 2009 across travel and industry categories, in the World Top
100. It also tops the list of 'Overseas Leisure Hotels for ôsia and the Indian sub-continent'.
Scoring an overall 95.62, Rambagh Palace has the 'best ambience/décor' (98.12) and
'location' (96.5) of all hotels in the category.

Taj Exotica Resort & Spa, Maldives has been ranked 18th best Overseas Leisure Hotel in Middle
East, ôfrica & the Indian Ocean Islands in the Condé Nast Readers' ôwards 2009.

Taj Coromandel relaunches Golden Dragon - The signature Specialty Schezwan restaurant in the
city.

The Taj Palace launches Blue Ginger thus introducing Vietnamese cuisine to the Delhi.

Taj Palace introduces 'The Blue Bar'.

Taj Exotica Resort & Spa, Maldives has challenged to protect the natural tropical flora and fauna
and surrounding blue waters of Emboodhu Finolhu island.

On 26th of November 2009, The Taj Mahal Palace & Tower, Mumbai saw the coming together
of employees and families of staff members, for a remembrance meeting that paid respects to
those who lost their lives last year. There were multi faith prayers held for peace and harmony.

The standalone hotel, previously known as the Ummeid Jodhpur, was migrated to the brandThe
Gateway Hotel Jodhpur. This is the third Gateway property in Rajasthan after Jaisalmer and
Jaipur and the 33rd property in the country overall.

The Taj celebrates the opening of Taj Khazana at Taj Lands End, its first signature boutique store
in Mumbai.

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The Taj Mahal Palace & Tower, Mumbai announced the reopening of the iconic restaurant
Golden Dragon on the 25th of November 2009.

The legendary Wasabi and the historical Harbour Bar at The Taj Mahal Palace & Tower,
Mumbai reopened their doors on Dec 3, 2009.

The Indian Hotels Company Ltd announces its foray into Srinagar, in Jammu and Kashmir. ô
management contract for a hotel under the upper upscale brand Vivanta by Taj was signed on,
December, 10, 2009 at Srinagar with SôIFCO Hill Crest Hotels Pvt. Ltd, part of a well-known
business house in the state.

Taj Hotels Resorts & Palaces has been recognised for its excellence and service for its properties
- Taj Exotica Resort & Spa, Maldives and Taj West End, Bangalore - at the Leading Hotels of the
World ônnual Convention held in Venice, Italy in November 2009.

 

The Umaid Bhawan Palace, Jodhpur has been voted the Hotel Of The ear by the Gallivanter's
Guide Editor's Choice ôwards.

Taj Hotels Resorts and Palaces, one of ôsia's largest and finest group of hotels, and VICTORIô-
JUNGFRôU COLLECTION, an exclusive hotel group comprising four of Switzerland's leading
luxury hotels have entered into a strategic joint marketing alliance to develop cross-
promotional opportunities for both companies to harness each other's strengths in their
respective markets.

Taj Hotels Resorts and Palaces announced the opening of Taj Cape Town. This new luxury hotel
in the historic city of Cape Town is a joint venture between Indian Hotels Company Ltd and city
centre developers Euro cape, with the investment in the project topping R500 million.

Taj Hari Mahal, Jodhpur won the award in 'Hotel Providing Best Facilities for Differently ôbled
guest' category. Chef ônanda Solomon, Executive Chef, Taj President Mumbai and Corporate
Chef Taj Group of Hotels along with Chef V.K. Chandrassekaran, Executive ChefTaj West End,
Bangalore has been awarded as 'Best Chef in India' in the National Tourism ôwards 2008-2009
by The Ministry of Tourism, Government of India.

The Indian Hotels Company Ltd announced a new hotel in North-East India, with the unveiling
the foundation stone for Vivanta by Taj - Guwahati, ôssam.

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The Taj Mahal Palace & Tower, Mumbai announced the reopening of the elegant and legendary
Ballroom, in the iconic Heritage Wing of the property on the March 30th , 2010.

Indian Hotels Company Limited has been recognised for its employment engagement at the
workplace and is one of the 25 organisations to win the 'Gallup Great Workplace 2010' awards
announced by The Gallup Organization.

The Indian Hotel Company Limitied was chosen by the Credit Suisse Research Institute as one of
the 27 'Great Brands of Tomorrow'.

The Gateway Hotel Beach Road Calicut has been voted India's Best Five Star Hotel in the
National Tourism ôwards 2008-2009 by The Ministry of Tourism, Government of India.

Taj Hotels Resorts and Palaces launches a new brand "Vivanta by Taj" in the Upper Upscale
segment.

 

Taj Hotels Resorts and Palaces opens a new hotel - Vivanta by Taj - Dal View, Srinagar.

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There's a buzz in New Delhi. Just 17 km from the domestic airport and a mere 22 km from the
international terminal. Located in close vicinity of Delhi's prominent landmarks such as the
Lodhi Gardens, Humanyun's Tomb and The Indian Habitat Centre. ô short 10 min drive to the
city's main commercial, shopping centre Connaught Place.

Drive in from the airport delighting in backseat surprises (we're not revealing here). ou'll see
how we mean business in a quiet efficient way from the moment you step in. Our lobby is a
unique mix of chic and classic.

Vivanta by Taj - ômbassador, New Delhi is an INTôCH listed heritage building, built in 1945 by
the colonial architect Walter George is a poetic medley of British and ôrt Deco style. This arrival
zone sets the tone for guestrooms and banquet facilities that deliver the ultimate in urban
relaxation. Get set to be delighted with small surprises from the moment you enter.
Discover the most happening restaurants which create an enticing food corridor offering the
best in world cuisine. Technology is woven through it all. Vivanta by Taj - ômbassador, New
Delhi has all the entertainment and connectivity options today's traveller requires. Become a
part of our world. Feel the pulse of an international business and conferencing destination.
Soak in the colonial charm. Experience the buzz.

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Modern architecture marks cosmopolitan rooms. Relax in leisure where yesterday meets
tomorrow. ônd business meets pleasure.

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Jc our work. our terms. The lines between business and leisure become more blurred all
the time. Our guests need to be ready to work, or play at a moment's notice so that's
what Vivanta by Taj provides.

The entire hotel is wired for connectivity but sometimes you need more than just the
Internet. That's where the business centre comes in. "Office hours" are a thing of the
past, so we keep it open around the clock to accommodate any schedule, time zone or
brilliant inspirations whenever they may strike.

Our boardroom is quite literally the next best office space to your own. This trendy
boardroom can accommodate 10-12 guests in high-tech, take-charge space with all the

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 right technological advantages. Geared with a 63-inch LCD screen with laptop
connectivity and built in whiteboards. There are integrated digital audio systems and
automated lighting. The boar Open 24 hours

Jc High speed Internet access

Jc Wi-Fi access
Jc Boardroom that accommodates 12 delegates
Jc Facsimile
Jc Photocopying
Jc Laptop computers & printers on hire
Jc Translation/interpretation services with advance arrangements
Jc Video-conferencing & Webcasting facilities
Jc Workstations

Room is fully equipped for those high-powered meetings and videoconferences.

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Stay energized. Work up a sweat. Cool down. Stretch out. The Vivanta by Taj Fitness Centre has
everything you need to meet your health and fitness requirements on the go.

Jc Open 24-hours, instructor available from 6:30 a.m. to 9:00 p.m

Jc Equipped with Life Fitness circuit training and cardio machines
Jc Personal training
Jc oga

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What would you like to do today? Laze by the pool? Explore the city? Plan a romantic evening
without the kids? Whether it's edgy or unexpected, we can arrange it. Vivanta by Taj loves to
delight.

Jc 24-hour in room dining

Jc Beauty Salon
Jc Fitness centre
Jc Outdoor swimming pool
Jc Gift Shop
Jc DVD Library

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When you need something done in New Delhi, our concierge is the man to ask.

Jc City sightseeing tours

Jc Tailor-made itineraries
Jc Car rentals
Jc Restaurant & theatre bookings
Jc Special requests
Jc Local errands - shopping/medicines/telecommunication etc


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Jc Currency exchange
Jc Doctor-on-call
Jc Babysitting, with 24 hours prior notification
Jc 24 hour Express laundry/Dry cleaning
Jc Postal & Parcel Services
Jc Travel & Tours desk
Jc ôirport and railway transfers
Jc Shoe shine

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New Delhi is an ever expanding, ever changing city and the restaurants at Vivanta by Taj -
ômbassador, certainly keep up.

Vivanta by Taj - ômbassador, New Delhi entices guests into our superb food zone. The
atmosphere is lively. The crowd, exceptional. Jet set foodies sample different exotic menus
night after night. ellow Brick Road rocks round the clock and offers an interesting mix of
cuisines including Thai, Continental, and Indian. The large number of guests seated in the lobby
waiting for a table is proof of its popularity. The quaint décor at Larry's China is well-matched to
a charming selection of Chinese dishes. ônd everyone gravitates to InSomnia for a fast and
fashionable late night chill out. Perhaps you may choose to simply unwind in the sunken pool
bar. Or get away from it all for an exclusive Prive Soirée five course alfresco dinner on the
fourth floor.

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Our venues are a treat for the senses. The flavours. The aromas. The live cooking sounds. ônd
the artistic display. ôll come together in a fine harmony. Dig in. Be thrilled.

Let the spirit of Vivanta by Taj enliven you.

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Colourful and vibrant, the décor offers an inspired joie de vivre. Vintage advertising posters and
faux jaded furniture make ellow Brick Road a lively scene, even at the oddest hour. The look is
chic, the vibe informal. Splashes of colour, trendy furnishings, and artistic food presentations
set the tone.

Here's where iconic dishes on the menu complement a lavish breakfast buffet. Not to be missed
is Bull's Eye. People drive miles and wait in the lobby for this rich warm chocolate dessert
topped with vanilla ice-cream. ônd also for the BR Chicken. There is no better choice for 3 a.m.
coffee or snack attack. Fans rave about the Idli Chaat. Whenever you need to eat, ellow Brick
Road is there with exactly what you need. We'll even pack you a breakfast to go.


 

Unwind. Chill out. Then watch the night warm up at InSomnia, the high-energy nightspot at
Vivanta by Taj - ômbassador. The drinks flow easy.
See fresh fruit and herbs happily muddled to make refreshing cocktails. Sheer poetry in motion
as the bar man creates amazing cocktails. From Tamarind Margaritas to the BR Martini. ou
must try the house special, 'InSomniac' - a smooth vodka based cocktail blended with jaggery,
cardamom and clove.
Find yourself spoilt for a choice of international spirits. InSomnia boasts of fine selection of rare
whiskies (labels such as Bruichladdich, Dalmore, White and Mackay), Premiums Malts, Vodkas
(labels such as Kauffman, Ciroc, Van Gogh), a variety of domestic and imported Beers (21 labels)
with the best selections of cognacs and liqueurs. The barman is proud to offer Bruichladdich -
Islay Single Malt aged 40 years for a little over Rs 28,200 for a 60 ml serving.
The food offerings have been created with an eclectic touch to suit all tastes. Groove to
superbly selected music that will have you on your feet. It's all happening here.

2 = 

Larry Carrington Goodrich (born in 1894), was an ômerican photographer who catalogued a
comprehensive photo collection of China, its land, people and culture. That's the inspiration
behind this amazing Chinese restaurant. The quaint décor at Larry's China is well-matched to a

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memorabilia and navigational equipment create a feel that would make you want to explore.
Discover amazing Cantonese and Szechuan Cuisine. Be it Crispy Konjee Lamb, Sliced Fish in Corn
& Ginger Sauce or Mandarin Glass Peach over Vanilla Ice Cream.

P 23 

Dip a little longer.Soak in the relaxed groove of this sunken pool bar. Perfect for an afternoon
chat over a choice of beverages, cool cocktails and multi-cuisine snacks. ôrrive before sunset
and bask in a mellow afterglow of calmness as the sun InSomnias its way down to the other
side of the hemisphere. Dip. Sip. Dip.

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Blending ancient Indian wisdom with contemporary therapies, our spa offers the best in Indian
rejuvenation therapies ranging from Indian aromatherapy massages, time-honoured Indian
treatments, body scrubs and wraps. Our spa experiences are offered by trained experts using
exclusive natural products in a fresh and harmonious setting. Signature Spa experiences bring
guests the essence of traditional wellness and therapeutic experiences.

For the resident time-conscious executive, an exclusive menu with short duration, express
massage treatments have been developed. Guests can avail of a spa treatment at any time of
the day or evening with prior intimation to the fitness centre.

Our long stay guests can now benefit from a personalised fitness program complemented by a
cuisine regime designed by a nutritionist and the hotel chef.

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Vivanta by Taj - ômbassador, New Delhi has dynamic meeting space for modern meeting and
conference needs. Our meeting venues are high-tech, high-energy rooms comfortably designed
for the long hours that delegates put in. No matter what your agenda, Vivanta by Taj -
ômbassador will complement it with the appropriate space, staff and service. ônd when the
day's work is done, Vivanta by Taj offers a sophisticated blend of options to entertain and
recharge your group.

Jc The Dome, Tango & Lutyen's Lawns are sure to make headlines for:
Jc Corporate meetings
Jc Product launches

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Jc Grand Weddings



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Over 4,450 sq ft of conference space spread over 3 type of conference spaces Dome, Tango &
Lutyen's Lawn with seating capacities for up to 70 delegates in board room-style and 400 for
theatre-style receptions.

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In simple words, training and development refers to the imparting of specific skills,
abilities, knowledge to an employee. ô formal definition of training and development is
determined as follows:

͞It is any attempt to improve current or future employee performance by increasing an

employee͛s ability to perform through learning, usually by changing the employee͛s attitude or
increasing his or her skills and knowledge.͟

The need for training and development is determined by the employee͛s performance
deficiency, computed as follows:

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We can make a distinction among training, education and development. Such

distinctions enables us to acquire a better perspective about the meaning if the term training.
Which refers to the process of imparting specific skills, Education, on the other hand is confined
theoretically learning in classroom

To distinct more, the training is offered in case of operatives whereas development

programs are conducted for employees at higher levels. Education however is common to all
the employees

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ôny training and development programme must contain inputs which enable the
participants to gain skills, learn theoretical concepts and help acquire vision to look into the
distant future. The inputs of training and development are as follows:

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Training is imparting skills to the employees. ô worker needs skills to operate machines, and
use other equipments with least damage and scrap. This is basic skills without which the
operator will not function.

There is also a need of motor skills or psychomotor skills as they are refer to performance of
specific physical activities .These skills involve learning to move various parts of their body in
response to certain external and internal stimuli. Employees particularly like supervisors and
executives, need interpersonal skills mostly know as people skills. These skills helps a person
understand oneself and others better and act accordingly. Examples of interpersonal skills
include listening. Persuading and showing an understanding of others feelings.

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The purpose of education is to teach theoretical concepts and develop a sense of reasoning and
judgment. That any training and development programme must contain an element of
education is well understood by the HR specialist.

In fact, sometimes, organizations depute or encourage employees to do courses on a part time

basis. Chief executive officers (CEO͛s) are known to attend refresher course conducted in many
Business schools. The late Manu Chabria, CMD, Shaw Wallace, attended such a two month
programme at the Harvard business school. Education is more important for managers and
executives than for lower-cadre workers.

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ônother component of a training and development programme is development which is less

skill ʹ oriented but stress on knowledge. Knowledge about business environment, management
principles and techniques, human relations, specific industry analysis and the like is useful for
better management of a company.

Development programme should help an employee to be a self-starter, build sense of

commitment, motivation, which should again helps him being self generating. It should make
their performance result oriented and help them in being more efficient and effective. It should
also help in making the employee sensitive towards the environment that is his work place and
outside. This programme should keep the employee aware of him i.e. his potentials and his
limitations. Help him see himself as others see him and accept his self image as a prelude to
change. It helps teach an individual to communicate without filters, to see and feel points of
view different from their own. ôlso helps them understand the powers in their hands and
thereby develop leadership styles which inspire and motivate others. ônd finally helps install a
zest for excellence, a divine discontent, a nagging dissatisfaction with the status quo.

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There is a need for imparting greater ethical orientation to a training and development
programme. There is no denial of the fact that ethics are largely ignored in businesses. They are
less seen and talked about in the personnel function this does not mean that the HR manager is
absolved if the responsibility. If the production, finance or marketing personnel indulge in
unethical practices the fault rest on the HR manager. It is his/her duty to enlighten all the
employees in the organization about the need for ethical behavior.

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ôttitudinal represents feelings and beliefs an individual towards others. ôttitudes affect
motivation, satisfaction and job commitment. Negative attitudes needs to be converted into
positive attitudes. Changing negative attitudes is difficult because of 

(1)c Employees refuse to change

(2)c They have prior commitments and
(3)c Information needed to change attitudes may not be sufficient.
ôttitude must be changed so that the employee feels committed to the organization and give
better performance.

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Decision making and problem solving skill focus on methods and techniques for making
organizational decision and solve work related problems. Learning related to decision making
and problem solving skills seeks to improve trainee͛s abilities to define and structure problems,
collect and analysis information, generate alternatives. Training of this type is typically provided
to potential managers, supervisors and professionals

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There are many benefits of Training and Development to the organization as well as
employee. We have categorized as under

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a)c Improves communication between group and individuals.

b)c ôid in orientation of new employee and those taking new job through transfer or
promotion.

c)c Provides information on equal opportunities and affirmative action.

d)c Provides information on other government laws and administration policies.

e)c Improve interpersonal skills.

f)c Makes organizational policies, rules and regulations viable.

g)c Builds cohesiveness in group.

h)c Provides a good climate for learning, growth and co ordination.

i)c Makes the organization a better place to work and live.

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a)c Helps and individual in making better decision and effective problem solving.

b)c Through training and development, motivational variables of recognition

achievement, growth, responsibility and advancement are internalized and
operationalised.

c)côid in encouraging and achieving selfʹdevelopment and self confidence.

d)c Helps a person handle stress, tension, frustration and conflict.

e)c Provides information for improving leadership, knowledge, communication skills and
attitudes.

f)cIncreases job satisfaction and recognition.

g)c Moves a person towards personal goals while improving interactive skills.

h)c Satisfies personal needs of a trainee.

i)cProvides the trainee an avenue for growth in his or her future.

j)cDevelops a sense of learning.

k)c Helps eliminate fear in attempting new task.

l)cHelps a person improve his listening skill, speaking skills also with his writing skills.

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a)c Improves communication between group and individuals.

b)c ôid in orientation of new employee and those taking new job through transfer or
promotion.

c)cProvides information on equal opportunities and affirmative action.

d)c Provides information on other government laws and administration policies.

e)c Improve interpersonal skills.

f)c Makes organizational policies, rules and regulations viable.

g)c Builds cohesiveness in group.

h)c Provides a good climate for learning, growth and co ordination.

i)c Makes the organization a better place to work and live

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The steps of Training Process are as under:




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The first step in the training process is an organization in the assessment of its
objectives and strategies. What business are we in? ôt what level of quality do we wish to

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these and other related questions that the organization must assess the strength and weakness
of its human resources.

b) , 


Needs assessment diagnoses present problems and future challenge to be met through
training and development. Needs assessment occurs at two levels i.e. group level and individual
level, an individual obviously needs training when his or her performance falls short or
standards that is when there is performance deficiency. Inadequate in performance may be due
to lack of skills or knowledge or any other problem.

The following diagram explains performance deficiency

Performance

Deficiency

Lack of skills other causes

Or knowledge

Training Non training measures

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Once training needs are assessed, training and development goals must be established.
Without clearly-set goals, it is not possible to design a training and development programme
and after it has been implemented, there will be no way of measuring its effectiveness. Goals
must be tangible, verifying and measurable. This is easy where skilled training is involved

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Who are the trainees? Who are the trainers? What methods
ônd techniques?

What is the what are the where to conduct

level of training principles of learning the program

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Where is the training going to be conducted and how?

Jc ôt the job itself.

Jc On site but not the job for example in a training room in the company.
Jc Off site such as a university, college classroom hotel, etc.


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Program implementation involves actions on the following lines:

Jc Deciding the location and organizing training and other facilities.

Jc Scheduling the training programme.

Jc Conducting the programme.

Jc Monitoring the progress of the trainees.

g)
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The last stage in the training and development process is the evaluation of the results.
Since huge sums of money are spent on training and development, how far the programme has
been useful must be judge/determined. Evaluation helps determine the results of the training
and development programme. In the practice, however organizations either overlook or lack
facilities for evaluation.

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ô multitude of techniques are used to train employees. Training techniques represent

the medium of imparting skills and knowledge to employees. Training techniques are means
employed in the training methods. They are basically of two types.

6c 2'
It is the verbal presentation of information by an instructor to a large audience. The
lecturer is presumed to possess knowledge about the subject. ô virtue in this method is that it
can be used for large groups and hence the cost of training per employee is very low. However,
this method violates the principle of learning by practice. ôlso this type of communication is a
one-way communication and there is no feedback from the audience because in case of very
large groups it is difficult to have interactive sessions. Long lectures can also cause Boredom.

6c / 

This is an extension of the lecture method. This method includes slides, OHPs, video
tapes and films. They can be used to provide a range of realistic examples of job conditions and
situations in the condensed period of time. It also improves the quality of presentation to a
great extent.

*6c ) #

It is used primarily to teach workers how to do their present jobs. Majority of the
industrial training is on the job training. It is conducted at the work site and in the context of
the job. Often, it is informal, as when experienced worker shows a trainee how to perform
tasks. In this method, the focus of trainer͛s focus is on making a good product and not on good
training technique. It has several steps; the trainee first receives an overview of the job, its
purpose and the desired outcomes. The trainer then demonstrates how the job is to be
performed and to give trainee a model to copy. ônd since a model is given to the trainee, the
transferability to the job is very high. Then the employee is allowed to mimic the trainer͛s
example. The trainee repeats these jobs until the job is mastered.

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In this method, training is offered without the intervention of the trainer. Information is
provided to the employee in blocks, in form of books or through teaching machine. ôfter going
through each block of material, the trainee goes through a test/ answers a question. Feedback
in the form of correct answers is provided after each response. Thus PI involves:

Jc Presenting questions, facts, and problems to the learner.

Jc ôllowing the person to respond
Jc Providing feedback on the accuracy of the answers
Jc If the answers are correct, he proceeds to the next block or else, repeats the
same.
However it is an impersonal method and the scope of learning is less as compared to
other methods of training. ôlso the cost of preparing books, manuals and machinery is very
high.

:6c 
'46
This is an extension of the PI method. In this method, the learner͛s response determines
the frequency and difficulty level of the next frame. This is possible thanks to the speed,
memory and the data manipulation capabilities of the computer.

;6c 
 
It is any equipment or technique that duplicates as nearly as the possible the actual
conditions encountered at the job. It is an attempt to create a realistic for decision-making. This
method is most widely used in ôeronautical Industry.

86c / #

This method utilizes equipment which closely resembles the actual ones used in the job.
It is performed in a special area set aside for the purpose and not at the workplace. The
emphasis is placed on learning skills than on production. It is however difficult to duplicate
pressures and realities of actual situations. Even though the kind of tension or pressure may be

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employees behave differently in real situations than in simulations. ôlso additional investment
is required for the equipment.

96c  
It is a written description of an actual situation in the business, which provokes the
reader to think and make decisions/ suggestions. The trainees read the case, analyze it and
develop alternative solutions, select the best one and implement it. It is an ideal method to
promote decision making skills. They also provide transference to an extent. They allow
participation through discussion. This is the most effective method of developing problem
solving skills.

The method /approach to analysis may not be given importance. Many a times only the
result at the end of the case may be considered and not the line of thinking to approach it. This
is a major disadvantage since case studies must primarily be used to influence or mend the
attitude or thinking of an individual.

!6c P # 3 $#

This method mainly focuses on emotional (human relation) issues than other ones. The
essences are on creating a real life situation and have trainees assumed parts of specific
personalities (mostly interchanged roles of boss and subordinate to create empathy for one
another). The consequence is better understanding of issues from the other͛s point of view.
Concept of Behavior Modeling:

Jc Fundamental psychological process by which new patterns of behavior can

be acquired and existing ones can be altered.
Jc ͞Vicarious process͟ learning takes place not by own experience but by
observation or imagination of others͛ action.

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that it a behavior is learned or modified through observation of other͛s
experiences.
Jc This change may be videotaped and showed to the trainee and he can review
and critique it.
Jc It also helps him see the negative consequences that result from not using
the behavior as recommended.
6c$ #

It uses small number of trainees usually less than 12 in a group. They meet with a
passive trainer and get an insight into their own behavior and that of others. These meetings
have no agenda and take place away from the workplace. The discussions focus on why
participants behave the way they do and how others perceive them. The objective is to provide
the participants with increased awareness of their own behavior, the perception of others
about them and increased understanding of group process. Examples: Laboratory training,
encounter groups. Laboratory training is a form of group training primarily used to enhance
interpersonal skills. It can be used to develop desired behaviors for future job responsibilities. ô
trained professional serves as a facilitator. However once the training is over employees get
back to being the way they are.

6c '  '#


It is involved learning from more experienced employee/s. This method may be
supplemented with other off-the-job methods for effectiveness. It is applied in cases of most
craft workers, carpenters, plumbers and mechanics. This approach uses high levels of
participation and facilitates transferability. Coaching is similar to apprenticeships. But it is
always handled by a supervisor and not by the HR department. The person being trained is
called understudy. It is very similar to on the job training method. But in that case, more stress
is laid on productivity, whereas here, the focus is on learning.

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 In this method skilled workforce is maintained ʹ since the participation, feedback and
job transference is very high. Immediate returns can be expected from training ʹ almost as
soon as the training is over the desired outcomes can be seen in the trainee

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Gone are the days when training was a 2 hour process on the first day of the job.
Training & Development has transformed from an add-on function to a core function of
companies. It has become more of a science with systematic rules and formats guiding the
companies on how to go about training and development. ônd that is the way it should be.

Training and development is a necessity for both the trainer and the trainee. The trainer
(the company) would want to make its staff more efficient in this highly competitive world. It
would want its employees to know the latest trends and technologies and use them according
to the company͛s principles and objectives. The trainees (staff) on the other hand, view training
and development as a stepping stone for enriching their career and fulfilling their personal
needs. Training and development is another round of education for them, the knowledge from
which is to be applied later. So, it͛s more of a mutual necessity and agreement between the
companies and their respective employees when it comes to training and development.

The future would demand more from the employees as well as the companies in terms
of productivity. New technology, multi-tasking, group culture, etc. will be more emphasized
upon. This means training and development is going to be even more important, complex and
rigorous. Companies already foresee this and are already in preparations to make their staff
better equipped. On this we conclude our report with the following words ͞Education ends with
school but learning ends with life.͟

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