Training

INTRODUCTION
Training gives new or present employees the skills they need to perform
their jobs. Training might thus mean showing a machinist how to operate his
new machine, a new salesperson, how to sell her firm’s product, or a new
supervisor how to interview and appraise employees. Where as training focuses
on skills needed to perform employees’ current jobs, employee and
management development training is a long term nature. Its aim is to develop
current or future employees for future jobs with the organization or to solve an
organizational problem concerning for, instance poor interdepartmental
communication .The techniques used in both training and development are
often the same, however and the distinction between the two is always some
what arbitrary. Fact training purposes are broader today then they have been in
the past companies used to emphasize production process.
The need for training in part depends upon the company’s selection and
promotion policies. Companies that attempt to employ only people who already
have the needed skills, place less emphasis on training. On the other hand,
firms that stress promotion from within may have to special steps to ensure that
employee developed the skills which will be needed.
Inadequate job performance or a decline in productivity or changes

resulting out of job designing or a technological breakthrough requires some
type of training and development efforts. As the job become more complex, the
importance of employee development also increases. In a rapidity changes
society, employee training and development is not only an activity that is
desirable but activity training and development is not only an activity that is
desirable but also an activity.
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TRAINING DEFINITIONS
“Training of any kind should have as its objective the redirection or

improvement of behaviour so that the performance of the trainee becomes more
useful and productive for himself and for the organization of which he is a
part.” ---------------O.JEFF HARRIS, JR
“Training is a short term-term process utilizing a systamatic and

organized procedure by which non-managarial personal learn technical
knowledge and skill” ----------------------------STEINMEZ
IMPORTANCE OF THE TRAINING
Training is the corner- stone of sound management, for it makes

employees more effective and productive. It is actively and intimately
connected with all the personnel or managerial activities. It is an integral part
of the whole management program, with all its many activities functionally
inter related. Training is a practical and vital necessity because ,apart from
other advantages mentioned above it enables employees to develop and raise
within the organization and increase “market value” ,earning power and job
security it enables management to resolve sources of friction arising from
parochialism to bring home to the employees the fact that the management is
not divisible. It moulds the employee’s attitudes and helps them to achieve a
better co operation with company and a greater loyalty to it .The management
is benefits in the sense that higher standards of quality are achieved.
The importance of training has been expressed in these words training is

a widely accepted problem-solving device indeed, our national superiority in
manpower productivity can be attributed in no small measure to the success of
our educational and industrial training programmes. Training is the art of
increasing the knowledge and skill of an employee for doing a particular job, It
is concerned with and imparting specific skill for particular purpose. Given the
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wide ranging and diverse nature of the job roles in the company a large amount
of staff development is required for continouising professional development.
Again there is no consistent method in place for the allocation, monitoring and
evaluation these events across the division.
The training and development activities that are undertaking appear

primarily interest based, delivered by external providers. Other development
activities such as coaching and monitoring, earning, learning groups job
shadowing do not appear to be utilized to be required extent. The strategy in
regard to training and development should move towards a more focused
approach. That the longer term this would lead to:
 A direct link between organizational strategy and training and
development strategy.
 New methods of training and development being utilized with less
emphasis on traditional class room based training courses
 More effective evaluation of activities.
Training is a widely accepted problem solving device. Indeed, our

national superiority in manpower productivity can be attributed in no small
measure to the success of our educational and industrial training programmes.
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OBJECTIVES OF TRAINING
The major objectives of training are as follows;
 To train the employee in the company culture pattern.
 To train the employee to increase his quality and quantity of output.
This may involve improvement in work methods or skills.
 To train the employee for promotion to higher jobs.
 To train the bright but dronish employee in the formation of his
goals. This may involve instructions in initiative and drive.
 To train the employee towards better job adjustment and high

morale.
 To reduce supervision, wastage and accidents. Development of
effective work habits and methods of work should contribute toward

a reduction in the accident rate, less supervision and wastage of
material.
BASIC PURPOSE OF TRAINING
No organization has a choice of whether to train its employees or not,

the only choice is that of methods. The primary concern of an organization is
its viability, and hence its efficiency. Training imparts skills and knowledge to
employees in order that they contribute to the organization’s efficiency and be
able to cope up with the pressures of changing environment. The viability of an
organization depends to a considerable extent on the skills of different
employees, especially that of managerial care, to relate the organization with its
environment.
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Training is not something that is done once to new employees, it is
used continuously in every well- run establishment. Further technological
changes, automation require updating the skills and knowledge.
 TO INCREASE THE EFFICIENCY
Training plays an active role in increasing efficiency of employees in an

organization. Training increase skills for doing a job in a better way. Though
an employee can learn many things while he is put on a job, he can do much
better if he learns how to do the job. This becomes more important especially
in the context of changing technology because the old method of working may
not be relevant. In such a case, training is required even to maintain minimum
level of output.
 INCREASE IN MORALE OF EMPLOYEES
Training increases morale of the employees. Morale is a mental

condition of an individual or group which determines that willingness to
cooperate. High morale is the evidence by employee enthusiasm, voluntary
conformation with regulations, and willingness to cooperate with others to
achieve organizational objectives. Training increases employees’ morale by
relating their skills with job requirements.
 BETTER HUMAN RELATIONS
Training attempts to increase the quality of human relations in an

organization. Growing complexity of organizations has led to various human
problems like Alienation, inter-personal and inter group problems. Many of
these problems can be overcome by suitable human relations training.
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 INCREASED ORGANISATIONAL VAIBILITY AND
FLEXIBILITY
Training people are necessary to maintain organizational viability and

flexibility. Viability relates to sustain its effectiveness despite the loss of key
personal and making short -term adjustment with the existing personnel. Such
adjustment is possible if the organization has trained people who can occupy
the positions vacated by key personnel.
 TO IMPROVE ORGANISATIONAL CLIMATE:
An endless chain of positive reactions results from a well –planned

training programme.
 OBSOLENCE PREVENTION
Training and development programmes foster the initiative and

creativity of employees and help to prevent manpower obsolesce, which may
be due to age, temperament or motivation, or the inability of a person to adopt
himself to technological changes.
 PERSONAL GROWTH
Employees on a personal basis gain individually from their exposure to

educational experience. Again, “management development programmes seems
to give participants a wider awareness, an enlarged skill, and enlightened
altruistic philosophy, and make enhanced personal growth.
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STEPS IN TRAINING PROGRAMME
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DETERMINING TRAINING NEEDS
In order to determine the training needs of an organization the personnel

manager should seek information on the following points.
a) Whether training is needed?
b) Where training is needed?
c) Which training is needed?
d) Is necessary probably result from problem such as
 Standards of work performance not being met
 Accidents
 Frequent need for equipment repair
 High rate of transfer and turnover
 Too many low ratings on employee evaluation reports
 Many people using different methods to do the same job Excessive
fatigue, fumbling, struggling with the job
 Bottle necks lines not being met.
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CLASSIFICATION OF TRAINING METHODS
On the job Demonstration Apprentiship Simulation

And Examples
Vestibule Off the job
Programmed
Role-playing
Lectures Conference Case study Instruction
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EVALUATION OF TRAINING EFFECTIVENESS
Evaluation of training effectiveness is a highly desirable step in total

training programmes so that one can judge the value or worth of the training.
Hamblin has defined training evaluation as “any attempt to obtain information
(feed back) on the effect of a training programme and to assess the value of the
training in the light of that information”. Training as a service quality results
requires continuous evaluation to achieve continuous improvement. Evaluation
should pervade the training process. The four main dimensions of evaluation
are:
 Evaluation of contextual factors
 Evaluation of training inputs
 Evaluation of the training process
 Evaluation of training out comes
TRAINING AND HRM
Technological developments and organizational change have gradually

led some employers to the realization that success relies on the skills and
abilities of their employees, and this means considerable and continuous
investment in training and development. This has been underscored by the rise
in human resource management with its emphasis on the importance of people
and the skills they possess in enhancing organizational efficiency. Such HRM
concepts as ‘commitment’ to the company and the growth in the ‘quality’
movement have led senior management teams to realize the increased
importance of training, employees development and long term education.
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The first step of vital importance in human resource development (HRD)
is the identification of needed skills and active management of employee
learning for their long-range future in relation to explicit corporate and
business strategies.
HRM programmes are continuous and shaped to fit the cultural changes in
the organization in relation to the needs of the individual. In this way training
and HRD become tools for effecting change and the policy ramification can be
wide ranging and strategic .As a result training takes on a variety of forms and
covers a multitude of subjects. Training is just one of the instruments at the
disposal of the HR department and the organization in creating HR strategy,
and as keep reminds us.
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TRANINING CYCLE BASED ON HRD PLAN
Organizational strategy HRM strategy
Training and
development strategy
Analysis of needs
Training programmes
Monitor and evaluate
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TRAINING AT GEOJIT
Every organization big or small, productive or non productive

,economical or social, old or newly established should provide training to all
employees irrespective of their qualification, skill, suitability of the job etc.
thus no organization can choose whether or nor to train employees. Trainings
are something that is done once to new employees; it is used continuously in
every well- run establishment. Further technological changes, automation
require updating the skills and knowledge.
Geojit financial services limited have been conducted internal and

external training programmes to bring in awareness and effectiveness among
the workers on this company. Mainly Geojit providing three types of training
programmes to the employees.
INDUCTION TRAINING
Induction training programme is being conducted every month, initially

this training programmes duration is of 8 days and it is held in main head
office. Apart from the training they also provide with soft skill and product
training. Induction programme is mainly conducted to make the newly
recruited candidates familiar with the organization and the people working
within the organization. The internal faculties it self are the one’s handling the
programme. Induction training is compulsory for each and every person
working that organization.
SOFT SKILL TRAINING
Soft skill training is bringing out one’s inner talent and caliber. This
training is conducted for two days. External faculties are handling this training
programme. The candidates working in that organization should attend at
least one of the soft skill training. The organization conducts this training
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program weekly. The training department looks for the areas to be improved
in employees through soft skill training. In this competitive world soft skill
training is very important for one’s development.
PRODUCT TRAINING
In this training it is to give more knowledge about the product as well as

more familiar with that product. This is conducting every month. Both the
external and internal faculties are handling this programme. To improve the
profitability of the company they should give training or ideas to improve the
productivity. The candidate working in that organization should attend at least
one product training.
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INDUSTRY PROFILE
GLOBAL PRESENCE
Over the last decade of reforms, one of the things that are remarkable
about India has been the ratoer dramatic development of our equity market. If
nothing else, it has been a puzzle trying to figure out why our equity market
appears to vacillate between suffering from scams and market misconduct, and
being one of the best developed markets in the world.
After the reforms, the markets have became transparent and accessible
uniformaly to every one in the country, without bias to in caste, religion,
gender or location .Over the second half of the nineties, this showed up in an
unprecedented growth in the country , the fall in the brockage fees and the
number of depositary accounts that were opened. Millions of people who were
once spectators of the stock market now became participants,
This rosy picture of lower cost and more reliable trading practices for
investors was marred by a procession of “crises” or episodes of market
misconduct. The CRB mutual fund, a fund licensed and regulated by SEBI,
absconded with investor’s money in 1997. Harshad Metha, who had
manipulated the market in 1992, was able to manipulate stock prices again in
1998, with the help of the management of the companies and the Bombay
Stock exchange. US 64 reported a large drop in its NAV in 1998, for which the
ministry of Finance put up roughly Rs 1800 crore of public money.
There were portents of the explosion that ripped up the facade of a

reformed and secure equity market in 2001, with there Ketene Parekh scam,
and the closing of the redemption of US64. When the dust had settled, the
market had dropped by 15% in a week. Newspaper headlines spoke about
malpractices at exchange; a SEBI that seemed unprepared and unable to take
corrective action; a UTI which announced because its NAV had yet again
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dropped to very low levels .It was yet another event with a substantial loss in
the wealth of investors.
From 1994 to 1996, the markets did get enormous changes to the
technology of trading, but the basic structure of the market was unchanged.
There was still trading over. An “account period” of a week, followed by
settlement the next week. Even this once a week settlement was optional
because the markets were still running badla. The last nail in the coffin was the
unseemly spectacle of SEBI dragging its feet from 1996 onwards on the,
moving from badla to derivatives.
The recent years witnessed significant reforms in the capital market. It is

well known that trading platform has become automatic, electronic,
anonymous, order driven, nation –wide and screen aced. Shouting and
gesticulations have yielded place to punching and clicking Speed and
efficiency and the hallmark of the current system. Across the system, multitude
of market participants trade with one another anonymously and
simultaneously... On any trading day, more than 10,000 termini’s come alive,
in 400 towns and cities; information is flashed on real time basis. Equal
opportunity is provided for all concerned to access the information.
Transparency is provided for all concerned to access the information
Transparency is ensured in respect of dissemination of information,
price and quantum of the order; but member’s identity is sought to be hidden to
prevent any bias in response.
An investor, today, need not wait with his fingers crossed, for a fortnight
or more, for getting crossed cheques or crisp notes for the sale proceeds of his
securities. The trading cycle has been shorted to T +2. The shortening of the
cycle has been done in phased manner but in a rapid succession – from T+5 to
T+ 3 to T+ 2, all in a matter of two years.
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The corporate governance and corporate performance do reflect and get
reflected in the conditions of capital market. As a market regulator and
protector, SEBI is concerned with corporate governance practice on an on
going basis. According to the Economic Intelligence unit survey of 2003
regarding corporate governance across the countries, “Top of the country class,
as might be expected, was Singapore followed by Hong Kong and somewhat
surprisingly, India.”It is significant to note that Singapore and Hong Kong
claiming the top positions, was not a matter of surprise, but India coming as
third, surprised the world.
It shall be our collective endeavour to eliminate the “surprise element”.

As a part o its endeavour towards continual improvement, SEBI has got
corporate governance code and practice reviewed, by Narayana Murthy
Committee. The committee’s recommendations for refinement were evolved
through consultative process. Transparent deliberations and democratic
approach. These were posted on SEBI`s website for 21 long days. Thereafter,
they were got incorporated in Clause 49% of listing agreement. No sooner was
this done, this corporate quitted was disturbed and a spate of representations
followed.
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COMPANY PROFILE
Mr. C.J. George and Mr.Ranajit Kanjilal founded Geojit as a partnership

firm in the year 1987. In 1993 ,Mr.Ranajit Kanjilal retired from the firm and
Geojit became a public limited company by the name Geojit securities LTd
.The Kerala state Industrial Development Corporation Ltd ,(KSIDC),in 1995
,become a co promoter of Geojit acquiring 24% stake in the company ,the only
instance in India of a government entity participating in the equity of a stock
brocking company . Geojit listed at the Stock Exchange, Mumbai (BSE) in the
year 2000.In 2003, and the Company was renamed as Geojit Financial Services
Ltd (GFSL).The board of the company consists of professional directors;
including a Kerala government nominee with 2/3rd of the board members being
Independent Directors. With effect from ha July 2005, the company is also
listed at The National Stock Exchange (NSE). Geojit is a charter member of the
Financial Planning Standards Board of India and is one of the largest DP
brokers in the country.
OVERSEAS JOINT VENTURES
Barjeel Geojit Securities, LLC, Dubai, is a joint venture of Geojit with

Al Saud Group belonging to Sultan bin Saud Al Qassemi having diversified
interests in the area of equity markets, real estates and trading. Barjeel Geojit is
a financial intermediary and the first licensed brokerage company in UAE. It
has facilities for off-line and on-line trading in Indian capital market and also in
US, European and Far-Eastern capital markets. It also provides Depository
services and deals in Indian and International Funds. An associate company,
Global Financial Investments S.A.O.G provides similar services in Oman.
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VISION OF THE ORGANIZATION
To be a leading financial and commodities market intermediary for

individual and institutional clients from India and overseas.
We will continually strive to raise our product and service standards by

intelligent application of technology and processes.
VALUES AND BELIEFS
We understand and respect customer needs to consistently deliver total

quality solutions through constant skill up gradation.
We believe that our company culture helps to attract and retain the best
talent.
We up hold compromising ethical standards and strive to maintain a

distinctive identity in public mind share through innovation and quality.
We are committed to achieve profitable progress consistently.
We freely share our investment experience across all ages and strata of
society
To encourage wise investment for a better future.
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PRODUCT PROFILE
PRODUCTS AND SERVICES
 EQUITIES: Equities are the main business of Geojit. They act as a
broker for the clients for buying and selling of shares of listed
companies.
 DERIVATIVES: A derivative is a financial contract, between two or

more parties, which is derived from the future value if an underlying
asset. At any point of time there will always be available near three
months contracting periods.
 INTERNET TRADING: It is the mode of doing trading through
computer network. It was Geojit who first introduced internet trading in

India in the year 2000.
 DEPOSITARY SERVICES: It just like the banking transaction it
holds securities such as shares, debentures, bond, government securities,

units etc of investors in electronic form.
 PORTFOLIO MANAGEMENT SERVICES: Equities are

traditionally known to yield better returns over long periods of time as
compared to bonds, fixed deposits and other similar investments.
Prudent investors should essentially include equities in their investment
portfolio to maximize returns.
 INVESTMENTS: PMS is ideal for those smart investors seeking the
higher returns that investment in equities can earn but lacking the skills
or time to manage equity investment.
 EQUITY MARKET RESEARCH: In Geojit there is a full fledged
research group, who is conducting the research about the market
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situation and the price fluctuations and the reasons. And they provide
relevant information and details to the clients.
 LOANS AGAINST SHARES: Like banks provide loan by pledging,
Geojit also provide loans for their clients by pledging shares.
 COMMODITY TRADING: It is a contractual obligation to make or
accept delivery of a specified quantity of a commodity during a

specified time in the future at a price agreed upon at the time the
commitment is made. It is just same as that of equity trading but the
only difference is that instead of shares in commodity market they deals
with the commodities like oilseeds, Soya, pulses rice, gold, silver, crude
oil etc.
 WEALTHMANAGEMENT PRODUCTS
• LIFE INSURANCE: Insurance is one of the booming sectors so that

the growth of industry is also getting stronger.
 MUTUAL FUNDS: Now a day’s one of the most

profitable ways is to invest in mutual funds. It is a trust
that pools the savings of a number of investors who share
common financial goal. Anybody with an investable
surplus of a little as a few thousand rupees can invest in
mutual funds.
Geojit, a member of NSE and BSE, has a network of over 300 branches
in India and abroad, rendering quality equity trading services Geojit not only
has a strong offline presence but also provides automated online trading
services.
Geojit also provide a call & Trade facility to its customers wherein they
can place and track their orders through our dedicated call Centre Desk by
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dialing the toll free number 1800-425-5501 or 91-484-2405822(slanderer rates
apply).
The online trading system allows customers to track the markets by

setting up their own market watch, receiving research tips, stock alerts, real-
time charts and news and many more features enable the customer to take
informed decisions.
The brokerage structure makes Geojit Online trading all the more
attractive.
• 0.03%for day trading (application on both sides )
• 0.03% for delivery.
CHOOSE YOUR PLATFORM
You can choose trading platforms that are suits you best. Geojit offers
three versions to meet customer needs:
Silver
Gold and Silver platforms are quite similar as they are both web based.
In Silver version the feeds are updated every minute and not real-time as in the
Gold platform. However one can click the refresh button as many times to view
the latest stock prices. There are no minimum brokerage charges for this
platform. A normal investor who does not engage in speculative transactions
may find the Silver version most suited to his needs.
GOLD
This platform is a web-based solution and the customer can login to the
trading platform from anywhere in the world. During market hours the stock
prices are refreshed seamlessly and the delay I transmission would be a few
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seconds, which is mostly dependant on the bandwidth connectivity used by the
customer. In this, the trader will receive live quotes as the rates are refreshed
every second.
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A minimum brokerage of Rs.300/- per month is required to be generated
to avail this platform. Those who are generally on the move and may no be able
to use their own computer for trading generally use this platform. Since it is a
web-based system, one can login from any where in the world and take
advantages of the price movements.
PLATINUM
The platinum version acts as a virtual dealer’s terminal providing live

updates and confirmation. The executable program is downloaded on the
customer’s computer so that he can trade from the comfort of his home/ office.
Stock prices are real – time and continuum system. This is generally used by
those who trade heavily intra- day and take very little delivery. Therefore the
need for real –time prices and the quick orders entry like that of a dealer
terminal come handy these customers.
MARGIN TRADING FUNDING SCHEME
Geojit Financial Services Ltd. Offers Margin trading Funding Facility to

all offline customers under the scheme of
Margin Funding approved by SEBI.
Key features of the Scheme are as follows:
1. All securities defined under Group 1 of NSE are eligible for Margin
Funding.
2. No processing fees
3. Easy and prompt account opening formalities margin funding of up
to 50% of the purchased value
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4. Shares purchased are credited to customers Demat account
maintained specifically for the purpose of Margin Trading
5. Bonus, and Rights are also directly credited to the customers said
demat account. Similarly dividend shall be credited to the bank
account stated in the said demat account.
6. Margin calls are made if there is fall of 10 % in the Margin funded

portfolio. Margins can be replenished by cheque or by transferring
funds from normal trading account.
7. Liquidation if margins are not topped on a 20 % falls in the funded

portfolio.
8. Interest rate is 18% p.a
9. No limit on time up to which he can keep the position open
10. Purchases can be made only against clear funds
11. Margin trading is permitted only in NSE
LOANS FOR COMMODITIES TRADING
Geojit credits pvt.ltd offers loans against pledge of warehouse receipts

for delivery at commodity exchanges.
Key features of the scheme
1. Loans against pledge of physical and Demat warehouse receipts
2. Loan up to 80% of sale value price contracted for futures delivery
3. Loans are also considered against Pledge of warehouse receipts

without Futures Sell contract on a case basis at higher margins
ranging from 30% to 50% of the value.
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4. Loans available till sale proceeds are realized on settlement from the
Commodity Exchange else up to a maximum of three months.
5. provision to switch between different future contracts(subject to

validity of warehouse receipts)
6. Simple documentation.
7. Speedy disbursal of loans through RTGS.
DEPOSITORY
A depository can be compared to a bank. It holds securities such as

shares, debentures, bonds, government securities, units etc. of investors in
electronic form. There are two depositories in India, The National Securities
Depository Limited (NSDL) and Central Depository Services Limited
(CDSL).An individual who desires to avail the depository services can
approach a Depository Participants (DP).Banks, financial institutions,
custodians, brokers or any other entity eligible as per SEBI (Depository and
Participants) Regulations, 1996 can apply to the Depository to become a
depository participants. As on 31st December 2005 there were 221 depository
participants in India.
DP FACILITIES OFFERED BY GEOJIT
• De-materialization: You can convert your physical shares into electronic
form by surrendering the shares for dematerialization at the Geojit branch.
• Re-materialization: Re-materialization enables you to convert the

dematerialized shares into physical form.
• Re-purchase: This facility helps you to submit the units of open-ended
mutual funds in case of re-purchase.
• Transfer: You can transfer securities from one demat account to another.
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• Pledge: You can pledge securities to avail a loan.
• IPOs: In case you have applied for an IP account and receive an allotment
then the securities are transferred directly to your demat for account. The
same applies for bonus and rights issues.
• Commodity demats account: If you a commodity player, you may need to
open a commodity De-mat account with Geojit.
• Speed - e: If you register for speed-e services, then transfer instruction can
be placed online over the internet to pre-notified clearing members pool

A/C. This does away wit the need to submit a physical delivery instruction
slip.
• Internet services: If you have access to internet then you can register with
us to view your demat account the internet. This is very beneficial as you
can avail of a host of services at no extra cost. You will be able to view your
holdings, reports, and ledger and will have free access to our research
reports at any time.
INTRODUCTION TO COMMODITIY FUTURES TRADING
A Geojit commodity, a subsidiary of Geojit financial services limited,

is mainly engaged in the business of commodity futures trading Geojit
commodities are a member of:
• National Multi- commodity exchange of India limited (NMCE)
• National Commodity & Derivatives Exchange limited (NCDEX)
• Multi-commodity exchange (MCX)
• India pepper and spice Trade association (IPSTA)
• Singapore Commodity Exchange (DGCX)
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Geojit provides information on commodity futures, along with technical
and fundamental and fundamental analysis online at its website and also
through the company’s large branch network .The Company conducts
seminars, distributions free in-house literature and holds interactive sessions
that help raise awareness on the futures markets. The number of participants is
Continuously on the rise thus leading to increased volumes and market

efficiency. Geojit commodity offers futures trading through multiple
exchanges in varied commodities such as;
• Agri commodities: Oilseeds, Soya, groundnut, pulses, rise, wheat,

sugar,spices,rubber,guar,pepper,cardamom,coffee,etc
• Precious metals: Gold and silver.
• Base metals: steel, aluminum, nickel, zinc, copper,etc
• Energy product : crude oil and furnace oil
Geojit clientele in commodities range from investors, co-operative

societies, state and national institutions to dealers, traders, manufactures,
financiers, speculators, arbitagersss, etc.
Open a trading account and maintain initial margin with Geojit.
• When an order request is entered for buying/ selling for a match with the
existing orders in the exchange system. If the order matches another
order in the system it results in a trade.
• Contract note is issued in the exchange specified format containing

details such as transaction, quantity price etc. Contract note is a legal
document enforceable in the court of law.
• Mark to market margin is levied in the contract.
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• The open purchase/ sale positions can be squared of fat nay time during
the contract period.
• NMCE however does not allow members to enhance their position

during the settlement month .Existing positions can be squared off.
• On the first (tenth in case of gold &silver) day of settlement month,

margins on existing position are increased by20%.
• From 1st to 15th of the contract month (10th to 15th in case of gold &
silver), seller can tender warehouse receipts for settlement.
This means that the seller has the right to make delivery of the sold
position any time between the 1st to 15th (10th to 15th in the case of gold &
silver) of the contract month. The first buyer (as per the exchange records) shall
have to necessarily take delivery of the same. The seller shall receive payment
from the exchange on T+3day while the buyer has to make payment on
T+1day. (T is the transaction day).
• The seller who places his commodity with Central Warehousing

Cooperation (CWC) is issued a CWC receipt against this delivery. This
receipt is accepted by Geojit and sent to the exchange that gives it the
buyer. The buyer presents it at CWC and takes delivery of his
commodity.
COMMODITY DEPOSITORY
1. The commodity depository account cane opened by individuals,

partnerships firms, companies, etc. Unlike in the capital market
segment where partnership firms cannot open the demat account in
the firm name.
2. The content of the agreements shall differ for each category
30
3. Depository charges differ for each category
4. Only warehouse electronic receipts are considered for the purpose

debating/ crediting depository account.
5. Commodities depository account can be availed at both the

Depositories i.e., NSDL and CDSL.
6. The commodities Identification Number i.e., INC is akin to the ISIN.
PORTFOLIO MANAGEMENT SERVICES
 Investment objectives
To generate medium to long-term capital growth (2-3 years) by

identifying undervalued stocks and those with growth opportunities from select
list of well –researched stocks.
 Strategy
Identifying growth stocks from a select list through extensive research.
 Minimum Investment
Rs .10 lacks for Indian resident and Rs.25 lacks for Non-resident Indians
 Reports
Portfolio and NAV are communicated bi-weekly via e-mail.
 Risk factors
PMS Fee
Option 1:3% P.a (charged @ o.75% at the end of every quarter on the
average of beginning and ending NSV)
31
Performance fee
20% on gain in NAV and above 12% p.a based on the high watermark
concept charged at the end of the year or on withdrawal.
DISTRIBUTION
Geojit undertakes the distribution of variety financial instruments such

as mutual funds, bonds, life insurance products, fixed deposits; etc the wealth
centre team understands the universe of investment options, analysis the risk
and return from these options and recommends investment options to clients to
help them achieve their financial goals.
DEPARTMENT PROFILE
Departmentalization creates flexibility, adaptability and in action with in

the firm by the efficient and effective grouping of job into meaningful work
units to coordinate numerous jobs for the expedious accomplishment of the
organization1s objectives.
There are mainly five departments in Geojit.
1. OPERATIONAL DEPARTMENT
2. TECHNOLOGICAL DEPARTMENT
3. DISTRIBUTION DEPARTMENT
4. FINANCE DEPARTMENT
5. HUMAN RESOURCE DEPARTMNENT
6. OTHER DEPARTMENTS
 LEGAL DEPARTMENT
32
 COMLIANCE DEPARTMENT
 ADMINISTRATION DEPARTMENT
 COMPANY SECRETARIAT AND CORPORATE

COMMUNICATION.
1. OPERATION DEPARTMENT
Operation department is considered as a vital department, Operation

department is headed by the chief operations officer and its business is stock
brocking, commodity futures, PMS, research and depositary.
2. TECHNOLOGY DEPARTMENT
Technology department is headed by the chief technology officers, the

technological assistance will be given by the technological department.
3. DISTRIBUTION DEPARTMENT
Distribution department is headed by the chief distribution officer and

its main business areas are sales of mutual funds, insurance, bonds, IPO’s and
fixed deposits etc
4. FINANCE DEPARTMENT
Finance department is headed by chief financial officer and under this

department; they have various departments like finance and accounts, risk and
settlement and NBFC operations.
5. HUMAN RESOURSES DEPARTMENT
Human resources department is headed by the chief of the human

resources and their functions are training and development of employee,
recruitment, payroll calculations, provident fund, ESI etc.
33
6. OTHER DEPARTMENTS
There are certain small departments. They are legal, complaints,

administration, company secretariats and cooperate communication etc.
HUMAN RESOURSES DEPARTMENT
Human resources being the main asset of any organizations. Managing,

It is the most important function of this department. This department is mainly
Responsible for the personnel functions of the company for resulting in timely
Action for maintaining smooth industrial relations leading to high employee
Morale and productivity.
LINE OF AUTHORITY
CHIEF MANAGER – Human Resource
ASSISTANT CHIEF MANAGER
GENERAL MANAGER
MANAGER
HR EXECUTIVES
34
VISION OF THE HR DEPARTMENT
“To serve as benchmark for other departments in Geojit in terms of

service standards, knowledge level, people development and interpersonal
relations”
The main functions of the personnel department are as follows.
TRAINNG AND DEVELOPMENT
INDUCTION PROGRAM FOR NEW RECRUITS
Induction is the process of orienting the employee with the company

and its surrounding it will take one week to complete induction training. This is
conducted every month for new recruits in every region on a specific date. The
program will be one week duration in which there will be talk about the
company, the employee’s policy, organizational structure, products and
services, nature of work that candidates has to perform and what the company
expect them.
SOFT SKILL TRAINING
Soft skill training is mainly conducting by the external faculties. It is

mainly for the developments of the employees.
PRODUCT TRAINING
Product training is also given by the external faculties. Product training

is compulsory for all new employees. Product training is helpful for the
employee for their better performance.
35
PAYROLL CALCULATIONS
The salary calculations of the employees are done by the HR

department. Different branches of the company are under various regions. In
the department each region is given to a specific executive and he/she will do
the calculation of salary of the employees in that region. In Geojit salary
includes basic pay, city compensator allowance, the house rent allowances, risk
allowances (given to those employees who passed several exams).etc
RECRUITMENT AND SELECTION
It is the process of recruiting the right person at the right place at the
right time. Locating potential candidates for the employments through the
various methods of recruitment and the selection of the employees for the
different branches are done by the HR departments. Selection of the
appropriate candidate from different applicant is done by the HR department
and the preliminary interview is done by the assistant general manager of the
department.
The sources of the recruitment being from:
a) Internal sources: It includes personnel already on the payroll of this
organization.
b) External sources: Advertisement, campus interview and through
other references.
36
CHAPTER - III
OBJECTIVES AND RESEARCH METHODOLOGY
INTRODUCTION
Research is a systematic and scientific search for pertinent information on

as specific topic. Research methodology is an essential part of a scientific
study. This chapter narrates the activities involving in doing this study and
deals with research methodology steps have been used for the purpose of
exploration.
TITLE OF THE STUDY
A STUDY ON EFFECTIVENESS OF EMPLOYEES TRAINING AT

GEOJIT FINANCIAL SERVICES LTD, ERNAKULAM.
OBJECTIVES OF THE STUDY
SPECIFIC OBJECTIVES
A primary objective of the study is to determine the training

effectiveness of the existing training programmes adopted by Geojit.
GENERAL OBEJCETVES
1) To analyses the existing training system followed by Geojit.
2) To identify the employees perception regarding the training

programme.
3) To find out the effectiveness of training in employees performance.
4) To study how the training programmes influencing for improving the

skills of employees.
37
5) To find out, if the mandatory training man days are achieved or not
38
RESEARCH DESIGN
Research design is the conceptual structure with in which research is

conducted. It constitutes the blue print for the collection, measurement and
analysis of data. Research design adopted for this study is descriptive research.
This research is essentially a fact finding approach related largely to the
present and abstracting generalization by the cross sectional study of the
current situations.
RESEARCH INSTRUMENTS
The questionnaire places the main character in this work to collect the
data from the employee.
SOURCES OF DATA
1. PRIMARY DATA
Primary data are collected through questionnaire it indicates all

respondents are asked the same questions the same style and they are
informed the purpose of the study.
2. SECONDARY DATA
The investigator may make use of the data collected by others for the
purpose of the investigation. This is known as secondary data. The main
sources of secondary data needed to prepare this project report was obtained
from,
• Company Records.
• Magazine and Government publications
• Company Website
• Journal of Firm
39
• Internet
SAMPLE SIZE
Sample size: 100 Respondents
DATA COLLECTION
After drawing the required number the researcher approached the

personnel department officers and submitted list requested to space the worker
for as per convenience without disturbing the work. Hence the questionnaire
was conducted in with the selected sample the usage approach the 100 and with
the structure questionnaire.
SAMPLING DESIGN
A Sample design is a definite plan for obtaining a sample from a given

population The Simple Random sampling method was used in this study.
UNIVERSE
Total strength of the employees working in Geojit Finacial services

LTD,that is 850 employees.
40
LIMITATIONS OF THE STUDY
1. Data’s were collected in a short period of time.
2. The sample size has been limited to 100 because of time constraints.
3. Personal biases are likely to affect the results of the survey.
4. The study is limited to Geojit financial services limited. At

Ernakulam
41
TABLE- 1
AGE GROUP OF RESPONDENSTS
Age No of Respondents Percentage
20 – 30 years 53 53
30 – 40 years 37 37
Above 40 years 10 10
Total 100 100
Source: primary data
Sample Size: 100
INFERENCE
The above table shows that out of 100 respondents 53% belongs to the
age group of 20-30 years. 37% of the respondents belongs to 31-40 years age
group and 10% of the respondents belong to the age group of above 40 years.
42
CHART 1
AGE GROUP OF RESPONDENTS
60
53
50
40 37
Percentage
30
20
10
10
0
20 – 30 years 30 – 40 years Above 40 years
Years
43
TABLE 2
EXPERIENCE OF RESPONDENTS
Years of Experience No of Respondents Percentage
Below 1year 30 30
1- 5 years 43 43
6-10 years 17 17
11-15 years 10 10
Total 100 100
Source: Primary Data

Sample Size: 100
INFERENCE
The above table shows that out of 100 respondents 30 % of the

respondents are having below 1 year, and 43% having 1-5 years experience, 17
% having 6-10 years experience and remaining 10 % having 11-15 years
experience.
44
CHART-2
EXPERIENCE OF RESPONDENTS
50
45 43
40
35
30
Percentage
30
25
20 17
15
10
10
5
0
Below 1year 1- 5 years 6-10 years 11-15 years
Years
45
TABLE -3
THE RESPONEDNTS ON THE BASIS OF TRAINING

ATTENDED
Training Programmes. No. of Respondents Percentage

Induction training. 6 6
Soft skill training 4 4
Product training 5 5
Induction& soft skill
35 35
training.
Induction& product
12 12
training
Soft skill & product
8 8
training.
All the three training. 30 30
Total 100 100
Sample Size: 100
INFERENCE
The above table shows that out of 100 respondents 6% of the

respondents are attended induction training only , 4% of the employees are
attended product training only,5%, of the respondent are attended the soft
skill training , apart from that some of them are attended two training
programmes, 35 % of respondents are attended induction and soft skill
training , 12 % are attended induction and product training, 8 % are attended
soft skill and product training, 30 % of the employees are attended all the
training programme.
46
CHART -3
RESPONDENTS ON THE BASIS OF TRAINING ATTENDED
6% 4% Induction
training.
29% 5% Soft skill training
Product training
Induction& soft
skill training.
Induction&
product training
8% 36%Soft skill &
product training.
All the three
12% training.
47
TABLE-4
THE BASIS OF TRAINING NEEDED IN A YEAR
Option No of respondents Percentage
One 12 12
Two 23 23
Three 35 35
More than three 30 30
Total 100 100
Sample Size: 100
INFERENCE
The above table shows that out of 100 respondents 12% were needed
only one training programme in a year, 23% needed twice in year, 35% needed
thrice and rest of the 30 members needed more than 3 training programmes in a
year.
CHART-4
48
THE BASIS OF TRAINING NEEDED IN A YEAR
40
35
35
30
30
Percentage
25 23
20
15 12
10
5
0
One Two Three More than
three
No of times
TABLE 5
49
LEVEL OF SATISFACTION WITH THE TRAINING SCHEDULE
Opinion No. of respondents Percentage
Highly satisfied 31 31
Satisfied 26 26
Partially satisfied 27 27
Not satisfied 16 16
Highly dissatisfied 0 0
Total 100 100
Sample Size: 100
INFERENCE
The above table shows that out of 100 respondents 31% are highly
satisfied with training schedule, 26% are satisfied with this, 27% are partially
satisfied 16% respondents are not satisfied, with the training schedule.
50
CHART 5
LEVEL OF SATISFACTION WITH THE TRAINING SCHEDULE
35
31
30 27
26
25
Percentage
20
16
15
10
5
0
0
Highly Satisfied Partially Not satisfied Highly
satisfied Opinion satisfied dissatisfied
51
52
TABLE 6
OPINION ABOUT THE PRODUCT TRAINING
Satisfied 28 28
Not satisfied 16 16
Total 100 100
Sample Size: 100
INFERENCE
satisfied with the product training, 28% are satisfied with this, 20% are
partially satisfied, 16% respondents are not satisfied and 10% are highly
dissatisfied with the product training.
CHART 6
53
OPINION ABOUT THE PRODUCT TRAINING
30 28
26
25
20
20
Percentage
16
15
10
10
0
satisfied satisfied dissatisfied
Opinion
54
TABLE-7
OPINION ABOUT THE SOFT SKILL TRAINING
Satisfied 36 36
Not satisfied 20 20
Total 100 100
Sample Size: 100
INFERENCE
satisfied with the soft skill training , 36% are satisfied with this, 10% are
partially satisfied, 20% respondents are not satisfied and 15% are highly
dissatisfied with the soft skill training.
CHART-7
55
OPINION ABOUT THE SOFT SKILL TRAINING
40
36
35
30
25
Percentage
19 20
20
15
15
10
10
0
Opinion
56
TABLE-8
OPINION ABOUT THE QUALITY AND LOCATION OF THE

TRAINING PROGRAMME
Satisfied 28 28
Not satisfied 3 3
Total 100 100
Sample Size: 100
INFERENCE
satisfied, 28% are satisfied, 31% are partially satisfied, 3% respondents are not
satisfied with the quality and location of the training
57
CHART-8
OPINION ABOUT THE QUALITY AND LOCATION OF THE

TRAINING PROGRAMME
40 38
35
31
30 28
Percentage
25
20
15
10
5 3
0
0
Opinion
58
TABLE-9
OPINION ABOUT THE ABILITY OF THE TRAINER
Satisfied 48 48
Not satisfied 5 5
Total 100 100
Sample Size: 100
INFERENCE
satisfied, 48% are satisfied, 21% are partially satisfied, 5% are not satisfied
with the trainer.
59
CHART-9
OPINION ABOUT THE ABILITY OF THE TRAINER
60
50 48
40
Percentage
30 26
21
20
10
5
0
0
Highly Satisfied Partially Not Highly
satisfied satisfied satisfied dissatisfied
Opinion
60
TABLE-10
OPINION ABOUT THE TRAINING WAS WORTH WHILE IN

TERMS OF THEIR TIME AWAY FROM NORMAL JOB DUTIES
Satisfied 44 45
Not satisfied 2 2
Total 100 100
Sample Size: 100
INFERENCE
with the worthiness of the training programme.
61
CHART-10
OPINION THAT THE TRAINING WAS WORTH WHILE IN

TERMS OF THEIR TIME AWAY FROM NORMAL JOB DUTIES
50
44
45
40 37
35
Percentage
30
25
20 17
15
10
5 2
0
0
Opinion
62
TABLE-11
OPINION ABOUT THESTATEMENT THAT TRAINING IS

HELPFUL TO THE RESPONDENTS FOR RECOGNIZING
THEIR FULL POTENTIAL
Satisfied 37 37
Not satisfied 3 3
Total 100 100
Sample Size: 100
INFERENCE
with the statement that training is helpful for recognizing the full potential.
CHART-11
63
OPINION ABOUT THE STATEMENT THAT TRAINING IS
HELPFUL TO THE RESPONDENTS FOR RECOGNIZING
THEIR FULL POTENTIAL
45
40 39
37
35
30
Percentage
25
21
20
15
10
5 3
0
0
Opinion
TABLE-12
64
OPINION ABOUT THE STAEMENTTHAT TRAINING HELPS
EMPLOYEES TO ADJUST THEIR JOB WITH COMPLICATED
SITUATION
Satisfied 20 20
Not satisfied 28 28
Total 100 100
Sample Size: 100
INFERENCE
and 24% are highly dissatisfied with training adjust their job in complicated
situations.
CHART-12
65
OPINION ABOUT THE STATEMENT THAT TRAINING HELPS
EMPLOYEES TO ADJUST THEIR JOB WITH COMPLICATED
SITUATION
30 28
25 24
20
20
Percentage
16
15
12
10
0
Opinion
TABLE 13
66
OPINION ABOUT THE STAEMENT THAT TRAINING IS
HELPFUL FOR INDUSTRIAL GROWTH
Opinion No of respondents Percentage
Yes 78 78
No 22 22
Total 100 100
Sample Size: 100
INFERENCE
The above table shows that out of 100 respondents 78% are agree and
22% are not agree with the training help for industrial growth.
CHART-13
67
OPINION ABOUT THE STATEMNET THAT TRAINING IS
HELPFUL FOR INDUSTRIAL GROWTH
90
78
80
70
60
Percentage
50
40
30 22
20
10
0
Yes No
Opinion
TABLE-14
68
OPINION ABOUT THE TRAINING HELPS TO IMPROVE THE
EFFICIENCY AND EFFECTIVENES OF THE WORK
Satisfied 46 46
Not satisfied 3 3
Total 100 100
Sample Size: 100
INFERENCE
The above table shows that out of 100 respondents 31% were Highly
satisfied, 46% are satisfied, 13% are partially satisfied, 3% of the respondents
are not satisfied and 7% are highly dissatisfied with the efficiency and
effectiveness of the work after training programme.
CHART-14
OPINION ABOUT THE TRAINING HELPS TO IMPROVE THE

EFFICIENCY AND EFFECTIVENES OF THE WORK
69
50 46
45
40
35 31
Percentage
30
25
20
15 13
10 7
5 3
0
Opinion
TABLE-15
THE RESPONDENTS ON THE BASIS OF GAINING

KNOWLEDGE
70
Satisfied 56 56
Not satisfied 0 0
Total 100 100
Sample Size: 100
INFERENCE
The above table shows that the level of knowledge acquiring through
the training programme 39% of the respondents are highly satisfied ,56% are
satisfied and 5% are partially satisfied with knowledge through the training
programme.
71
CHART-15
THE RESPONDENTS ON THE BASIS OF GAINING

KNOWLEDGE
50 47
45
40
35 30
Percentage
30
25 21
20
15
10
5 2
0
0
satisfied Opinionsatisfied dissatisfied
72
TABLE-16
THE RESPONDENTS ON THE BASIS OF MOTIVATING AND
ENCOURAGING FACTORS
Satisfied 47 47
Not satisfied 2 2
Total 100 100
Sample Size: 100
INFERENCE
The above table shows that 30% of the respondents are highly satisfied,
47% are satisfied, 21% are partially satisfied and 2% are not satisfied the
motivational factors.
CHART-16
73
THE RESPONDENTS ON THE BASIS OF MOTIVATING AND
ENCOURAGING FACTORS
50 47
45
40
35
30
Percentage
30
25 21
20
15
10
5 2
0
0
Opinion
74
TABLE-17
THE RESPONDENTS ON THE BASIS OF EFFICIENT

USE OF TIME
Satisfied 44 44
Not satisfied 0 0
Total 100 100
Sample Size: 100
INFERENCE
44% are satisfied 8% are partially satisfied with the time efficient use of time
during the training programme.
CHART-17
75
THE RESPONDENTS ON THE BASIS OF EFFICIENT
USE OF TIME
60
50 48
44
40
Percentage
30
20
10 8
0 0
0
Opinion
76
TABLE-18
THE RESPONDENTS ON THE BASIS OF INCREASING

SELF CONFIDENCE
Satisfied 48 48
Not satisfied 0 0
Total 100 100
Sample Size: 100
INFERENCE
The above table indicates that out of 100 respondents 59% of the
respondents are highly satisfied, 23% are satisfied and rest of the 18% are
partially satisfied with increasing level of self confidence after attending the
training programme.
CHART-18
77
THE RESPONDENTS ON THE BASIS OF INCREASING SELF
CONFIDENCE
60
50 48
40
Percentage
30
23
20 18
10
0 0
0
Opinion
TABLE-19
78
THE RESPONDENTS ON THE BASIS OF LEARNING
SKILLS AND TOOLS
Satisfied 22 22
Not satisfied 32 32
Total 100 100
Sample Size: 100
INFERENCE
22% are satisfied, 10% are partially satisfied, 32% are not satisfied and 28%
are highly dissatisfied with getting level of learning skills.
CHART-19
THE RESPONDENTS ON THE BASIS OF LEARNING

SKILLS AND TOOLS
79
35
32
30 28
25
22
Percentage
20
15
10
10 8
0
Opinion
80
TABLE-20
THE RESPONDENTS ON THE BASIS OF OPPORTUNITIES

AVAILABLE TO UPDATE SKILLS THROUGH TRAINING
PROGRAMME
Satisfied 43 43
Not satisfied 2 2
Total 100 100
Sample Size: 100
INFERENCE
43% are satisfied, 17% are partially satisfied and 2% are not satisfied with
getting the level of updating skills.
CHART-20
81
THE RESPONDENTS ON THE BASIS OF OPPORTUNITIES’
AVAILABLE TO UPDATE SKILLS THROUGH TRAINING
PROGRAMME
50
45 43
40 38
35
Percentage
30
25
20 17
15
10
5 2
0
0
Opinion
TABLE-21
82
THE RESPONDENTS ON THE BASIS OF IMPROVEMENT IN
TECHNICAL SKILL
Excellent 28 28
Good 49 49
Average 18 18
Poor 5 5
Very poor 0 0
Total 100 100
Sample Size: 100
INFERENCE
The above table shows that 28% of the respondents are rated as
excellent, 49% are good, 18% are average and 5% are poor in technical skill.
CHART-21

TECHNICAL SKILL
83
60
49
50
40
percentage
28
30
18
20
10 5
0
0
Excellent Good Average Poor Very poor
Opinion
84
TABLE-22

INTERPERSONAL SKILL
Excellent 38 38
Good 43 43
Average 10 10
Poor 9 9
Very poor 0 0
Total 100 100
Sample Size: 100
INFERENCE
The above table indicates that out of 100 respondents, 38% of the
respondents are rated as excellent, 43% are good, 10% are average and 9% are
poor in interpersonal skill.
CHART-22
85
INTERPERSONAL SKILL
50
45 43
40 38
35
30
Percentage
25
20
15
10 9
10
5
0
0
Opinion
TABLE-23
86
PROBLEM SOLVING SKILL
Excellent 33 33
Good 49 49
Average 12 12
Poor 6 6
Very poor 0 0
Total 100 100
Sample Size: 100
INFERENCE
The above table shows that 33% of the respondents are rated as
excellent, 49% are good, 12% are average and 6% are poor in problem solving
skill.
CHART-23

PROBLEM SOLVING SKILL
87
60
50 49
40
33
Percentage
30
20
12
10
6
0
0
Opinion
TABLE-24

LEADERSHIP SKILL
88
Excellent 31 31
Good 41 41
Average 25 25
Poor 3 3
Very poor 0 0
Total 100 100
Sample Size: 100
INFERENCE
The above table shows that 31% of the respondents are excellent, 41%
are good, 25% are average and 3% are poor with leadership skill.
CHART-24

LEADERSHIP SKILL
89
45
41
40
35
31
30
Percentage
25
25
20
15
10
5 3
0
0
Opinion
TABLE-25
THE RESPONDENTS ON THE BASIS OF ACHIEVEMENT THE

SATISFACTORY LEVEL OF PERFORMANCE
90
Satisfied 22 22
Not satisfied 21 21
Total 100 100
Sample Size: 100
INFERENCE
22% are satisfied, 17% are partially satisfied, 21% are not satisfied and 18%
are highly dissatisfied with present training system.
91
CHART-25
THE RESPONDENTS ON THE BASIS OF ACHIEVEMENT THE

SATISFACTORY LEVEL OF PERFORMANCE
30
24
25 22 21
20 18
Percentage
17
15
10
0
Opinion
92
TABLE-26
THE RESPONDENTS ON THE BASIS OF RELEVANCE OF THE

COURSE WITH RESPECT TO THE EMPLOYEES NEEDS
Satisfied 53 53
Not satisfied 0 0
Total 100 100
Sample Size: 100
INFERENCES
satisfied, 53% are satisfied, 13% are partially satisfied with the relevance of the
course with respect of their needs.
CHART-26
93
THE RESPONDENTS ON THE BASIS OF RELEVANCE OF THE
COURSE WITH RESPECT TO THE EMPLOYEES NEEDS
60
53
50
40
34
Percentage
30
20
13
10
0 0
0
Opinion
TABLE-27
94
THE RESPONDENTS ON THE BASIS OF PERSONNEL
GROWTH AND DEVELOPMENT THROUGH TRAINING
PROGRAMME
Satisfied 61 61
Not satisfied 0 0
Total 100 100
Sample Size: 100
INFERENCES
The above table shows that 30% are highly satisfied, 61% are satisfied,
and 9% are partially satisfied with personal growth and development.
CHART-27
95
THE RESPONDENTS ON THE BASIS OF PERSONNEL
GROWTH AND DEVELOPMENT THROUGH TRAINING
PROGRAMME
70
61
60
50
Percentage
40
30
30
20
9
10
0 0
0
Opinion
FINDINGS AND SUGGESTIONS
96
FINDINGS
 Most of the respondents (53%) belong to 20 to 30 years age group.
 43% of the respondents are 1 to 5 years of experience.
 35% of the respondents are attended Induction and soft skill training.
 57% of the respondents are satisfied with training schedule prepared by
the company
 54% of the respondents are satisfied with the product training.
 Most of the respondents (60%) are satisfied with soft skill training.
 Most of the respondents (66%) are satisfied with quantity and location
of the training.
 74% of the respondents are satisfied with the abilities of the trainer.
 79% of the respondents are satisfied with training was worth in terms of
time away
from normal job.
 76% of the respondents are satisfied with training helps them for
recognizing for
full potential
 52% of the respondents are not satisfied with the training helps their job
in complicated
situations.
 Majority of the respondents (78%) are said training help to industrial
growth.
97
 Most of the respondents (77%) are satisfied with the efficiency and
effectiveness of
the work after training programme.
 56% of the respondents are satisfied with the training provide gaining
knowledge of
subject
 77% of the respondents are satisfied with the training ,that provides
motivation and
encourage.
 92% of the respondents are satisfied with the training is efficient use of
time.
 82% of the respondents are satisfied with the increasing self confidence.
 60% of the respondents are not satisfied with the learning skills and
tools.
 81% of the respondents are satisfied with opportunities available to
update skills
through training programme.
 77% of the respondents are satisfied with technical skills.
 81% of the respondents are satisfied with interpersonal skills.
 82% of the respondents are satisfied with problem solving.
 72% of the respondents are satisfied with leadership skills.
 54% of the respondents are satisfied with the present training system
helps their
achieve the satisfactory level of performance.
98
 87% of the respondents are satisfied with the relevance of the course
with respect of
their needs.
 91% of the respondents are satisfied with the personal growth and
development.
SUGGESTIONS
 Training is vital tool for employee development and assigned great
importance due to unprecedented rate of charge in the internal and

external environments of Geojit financial services
 Due to regarding researcher’s survey suggest some of the points to
increase their training program.
 To increase the interpersonal relationship to coworker.
 To increase the duration of the training program and also training
schedule.
 The company should improve the present training system
 Their should be pervasive need for training that could be done only
by genuinely identify what the employee lacks in or the areas that
needs improvement rather than just forcing them to one training
program or the other .
 To develop and implement a more effective long term evaluation

process that can demonstrate a clear link to learning and
organizational results.
99
 More of practical training could be administered than the
monotonous class room kind of training.
 Training imparting specific skills is more advisable than those
imparting general skills. So the company gives the more learning

skills and tools.
 Interpersonal and inter departmental coordination requires

improvement.
 Even though HR department is mainly responsible for training of
employees, there should be active participation from all other

departments. So as to make sure that there employees benefit from
the training and to ensure that training is not a window dressing.
 The supervisors should make sure that employee get hold of enough
opportunities to implements there training inputs at workplace.
 Improvements need to be made in regarding and monitoring of

training and developing needs.
Training is a valuable activity in the modern scenario of industrial setup,

because in the modern days especially the traditional industries work required
most of the time. Training is a part of day to day activity to upgrade and
extensive of knowledge.
100
CONCLUSION
Training is an organized procedure for increasing the knowledge and
skills of people for a specific purpose. Training improves the performance of
employees on present jobs and prepares them for taking up new assignments in
future. Every organization needs the services of trained person for performing
the activities in a systematic way. The changing technological developments
make the knowledge of employees obsolete. They require constant training to
cope with the needs of the jobs. After selecting the employees the next task of
management is to give those people training. Training is an instrument of
behavioral change must be carried out in systematic manner. An overall
conclusion of this study is that training program is more effective and useful in
this company. For most of the queries the response is good or average .Which
implies the satisfaction of the employee over training programmes.
101

Training

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Training

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INTRODUCTION

Inadequate job performance or a decline in productivity or changes

“Training of any kind should have as its objective the redirection or

“Training is a short term-term process utilizing a systamatic and

IMPORTANCE OF THE TRAINING

Training is the corner- stone of sound management, for it makes

The importance of training has been expressed in these words training is

The training and development activities that are undertaking appear

 A direct link between organizational strategy and training and

 New methods of training and development being utilized with less

emphasis on traditional class room based training courses

 More effective evaluation of activities.

Training is a widely accepted problem solving device. Indeed, our

The major objectives of training are as follows;

 To train the employee in the company culture pattern.

 To train the employee to increase his quality and quantity of output.

This may involve improvement in work methods or skills.

 To train the employee for promotion to higher jobs.

 To train the bright but dronish employee in the formation of his

goals. This may involve instructions in initiative and drive.

 To train the employee towards better job adjustment and high

 To reduce supervision, wastage and accidents. Development of

effective work habits and methods of work should contribute toward

BASIC PURPOSE OF TRAINING

No organization has a choice of whether to train its employees or not,

 TO INCREASE THE EFFICIENCY

Training plays an active role in increasing efficiency of employees in an

 INCREASE IN MORALE OF EMPLOYEES

Training increases morale of the employees. Morale is a mental

 BETTER HUMAN RELATIONS

Training attempts to increase the quality of human relations in an

Training people are necessary to maintain organizational viability and

 TO IMPROVE ORGANISATIONAL CLIMATE:

An endless chain of positive reactions results from a well –planned

Training and development programmes foster the initiative and

Employees on a personal basis gain individually from their exposure to

In order to determine the training needs of an organization the personnel

a) Whether training is needed?

b) Where training is needed?

c) Which training is needed?

d) Is necessary probably result from problem such as

 Standards of work performance not being met

 Frequent need for equipment repair

 High rate of transfer and turnover

 Too many low ratings on employee evaluation reports

 Many people using different methods to do the same job Excessive

fatigue, fumbling, struggling with the job

 Bottle necks lines not being met.

On the job Demonstration Apprentiship Simulation

Vestibule Off the job

Evaluation of training effectiveness is a highly desirable step in total

 Evaluation of contextual factors

 Evaluation of training inputs

 Evaluation of the training process

 Evaluation of training out comes

TRAINING AND HRM

Technological developments and organizational change have gradually

Organizational strategy HRM strategy

Monitor and evaluate

Every organization big or small, productive or non productive

Geojit financial services limited have been conducted internal and

Induction training programme is being conducted every month, initially

SOFT SKILL TRAINING