SUMMER INTERNSHIP PROJECT REPORT

ON

TRAINING PROGRAM IN CIBC

Submitted in partial fulfillment of the requirements of

Bachelor of Business Administration (BBA)

Training Supervisor: Made by:

Vipul Singh Amanpreet Kaur

(10821401712)

Guru Gobind Singh Indraprastha University

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ACKNOWLEDGEMENT

I owe my sincere thanks and gratitude to Mr. Vipul Singh (Project guide) who inspired me

by her able guidance and was a constant guiding light during the course of project study.

The support and knowledge provided by her has been a great value addition for me and

will go a long way in building a promising career.

First of all I would like to thank Dr. Ravi. K. Dhar (Director, JIMS) who gave me this

golden opportunity to learn something new about project writing.

I last but not the least I would like to thank my friends and family members who supported

me and gave me valueable suggestions in this project.

Amanpreet Kaur

BBA (G) 5th semester

Enrollment No.:- 10821401712

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STUDENT DECLARATION

This is to certify that I have completed this Project titled study training programs in CIBC

under the guidance of Mr. Vipul Singh partial fulfillment of the requirement for the award

of degree of Bachelor of Business Administration at Jagannath International Management

School, Delhi. This is an original piece of work and I have not submitted it earlier

elsewhere.

Signature:

Name: Amanpreet Kaur

University Roll No: 10821401712

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TABLE OF CONTENT

S.No Topic Pg No.

1 Chapter 1 - Introduction

1.1 Introduction to Industry

1.2 Introduction to Company

2 Chapter 2 - Conceptual Discussion

3 Chapter 3 - Research Methodology

3.1 Title

3.2 Title Justification

3.3 Objective of the study

3.4 Research Design

3.5 Sampling

3.6 Sources of Data Collection

4 Chapter 4 - Data Analysis and Interpretation

5 Chapter 5 - Findings

6 Chapter 6 – Suggestion

Conclusion

Annexure:-

Bibliography

Questionnaire

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CHAPTER 1

1.1 Introduction to the Industry

Management consulting, the practice of helping organizations to improve

their performance, operates primarily through the analysis of existing organizational

problems and the development of plans for improvement. Organizations may draw upon

the services of management consultants for a number of reasons, including gaining

external (and presumably objective) advice and access to the consultants' specialized

expertise.

As a result of their exposure to and relationships with numerous organizations, consulting

firms are also said[by whom?] to be aware of industry "best practices", although the

specific nature of situations under consideration may limit the transferability of such

practices from one organization to another.

Consultancies may also provide organizational change management assistance,

development analysis, technology implementation, strategydevelopment, or operational

improvement services. Management consultants often bring their own

proprietary methodologies or frameworks to guide the identification of problems and to

serve as the basis for recommendations for more effective or efficient ways of performing

work tasks.

Function

The functions of consulting services are commonly broken down into eight task

categories. Consultants can function as bridges for information and knowledge, and that

external consultants can provide these bridging services more economically than client

firms themselves.

Marvin Bower, McKinsey's long-term director, has mentioned the benefits of a

consultant's externality, that they have varied experience outside the client company.

Consultants have specialised skills on tasks that would involve high internal coordination

costs for clients, such as organization-wide changes or the implementation of information

technology. In addition, because of economies of scale, their focus and experience in

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gathering information worldwide and across industries renders their information search

less costly than for clients.

Approaches

In general, various approaches to consulting can be thought of as lying somewhere along a

continuum, with an 'expert' or prescriptive approach at one end, and a facilitative approach

at the other. In the expert approach, the consultant takes the role of expert, and provides

expert advice or assistance to the client, with, compared to the facilitative approach, less

input from, and fewer collaborations with the client(s). With a facilitative approach, the

consultant focuses less on specific or technical expert knowledge, and more on

the process of consultation itself. Because of this focus on process, a facilitative approach

is also often referred to as 'process consulting,' with Edgar Schein being considered the

best-known practitioner. The consulting firms listed above are closer toward the expert

approach of this continuum.

Many consulting firms are organized in a structured matrix, where one 'axis' describes a

business function or type of consulting: for example, strategy, operations, technology,

executive leadership, process improvement, talent management, sales, etc. The second axis

is an industry focus: for example, oil and gas, retail, automotive. Together, these form a

matrix, with consultants occupying one or more 'cells' in the matrix. For example, one

consultant may specialize in operations for the retail industry, and another may focus on

process improvement in the downstream oil and gas industry.

Specialization

Management consulting refers generally to the provision of business services, but there are

numerous specialties, such as information technology consulting, human resource

consulting, virtual management consulting and others, many of which overlap, and most of

which are offered by the larger diversified consultancies. So-called "boutique"

consultancies, however, are smaller organizations focusing upon a few of such specialties.

The 1990s saw an increase in what has been termed a 'future-based' approach. This

emphasized language and alignment of people within an organization to a common vision

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of the future of the organization, as set out in the book "Three Laws of Performance". The

essential concept here was that the way people perform is seen to correlate to the way that

world occurs for them, and that future-based language could alter the way the future

actually occurs for them. These principles were increasingly employed in organizations

that had experienced a market transition or a merger requiring the blending of

two corporate cultures. However, towards the end of the 1990s the approach declined due

to a perception that the concept outlined in this book did not in practice offer added value

to organizations.

Current state of the industry

Management consulting has grown quickly, with growth rates of the industry exceeding

20% in the 1980s and 1990s As a business service, consulting remains highly cyclical and

linked to overall economic conditions. The consulting industry shrank during the 2001-

2003 period, but grew steadily until the recent economic downturn in 2009. Since then the

market has stabilized.

Currently, there are three main types of consulting firms. Large, diversified organizations,

Medium-sized management consultancies and boutique firms that have focused areas of

consulting expertise in specific industries, functional areas, technologies, or regions of the

world.

Revenue model

Traditionally, the consulting industry charged on a time and materials basis, billing for

staff consultants based upon the hours worked plus out-of-pocket expenses such as travel

costs. During the late 1990s and early 2000s, there was a shift to more results-based

pricing, either with fixed bids for defined deliverables or some form of results-based

pricing in which the firm would be paid a fraction of the value delivered. The current trend

seems to favor a hybrid with components of fixed pricing and risk-sharing by both the

consulting firm and client.[citation needed]

Trends

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The use of management consultancy is becoming more prevalent in non-business fields

including the public sector; as the need for professional and specialist support grows, other

industries such as government, quasi-government and not-for-profit agencies are turning to

the same managerial principles which have helped the private sector for years.

An industry structural trend which arose in the early part of the 21st century was the spin-

off or separation of the consulting and accounting units of the large diversified

professional advisory firms most notably Deloitte, Ernst & Young, PwC and KPMG. For

these firms, which began operation as accounting and audit firms, management consulting

was a new extension to their organization. But after a number of highly publicised

scandals over accounting practices, such as the Enron scandal, these firms began

divestiture of their management-consulting units, to more easily comply with the tighter

regulatory scrutiny that followed. In some parts of the world, this trend is now being

reversed where the firms are rapidly rebuilding their management consulting arms, as their

corporate websites clearly demonstrate.

Rise of internal corporate consulting groups

Added to these approaches are corporations that set up their own internal consulting

groups, hiring internal management consultants either from within the corporation or from

external firms' employees. Many corporations have internal groups of as many as 25 to 30

full-time consultants.

Internal consulting groups are often formed around a number of practice areas, commonly

including: organizational development, process management, information technology,

design services, training, and development.

Advantages

There are several potential benefits to employing internal consultants:

If properly managed and empowered, internal consulting groups evaluate

engagement on projects in light of the corporation's strategic and tactical

objectives.

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Often, the internal consultant requires less ramp up time on a project due to

familiarity with the corporation, and is able to guide a project through to

implementation — a step that would often be too costly if an external consultant

were used.

Internal relationship provides opportunities to keep certain corporate information

private.

It is likely that the time and materials cost of internal consultants is significantly

less than external consultants operating in the same capacity.

Internal consulting positions can be used to recruit and develop potential senior

managers of the organization.

.Internal consultants may be specifically suited to either:

1. Lead external consulting project teams, or

2. Act as organizational subject matter experts ‘embedded’ with external consulting

teams under the direction of organizational management.

A group of internal consultants can closely monitor and work with external consulting

firms. This would ensure better delivery, quality, and overall operating relationships.

External firms providing consulting services have a dichotomy in priority. The health of

the external firm is in aggregate more important than that of their client (though of course

the health of their client can have a direct impact on their own health).

Disadvantages

The internal consultant may not bring the objectivity to the consulting relationship

that an external firm can.

An internal consultant also may not bring to the table best practices from other

corporations. A way to mitigate this issue is to recruit experience into the group

and/or proactively provide diverse training to internal consultants.

Internal consultants may face corporate politics just as any group in an

organization.

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Where the consulting industry is strong and consulting compensation high, it can

be difficult to recruit candidates.

It is often difficult to accurately measure the true costs and benefits of an internal

consulting group.

When financial times get tough, internal consulting groups that have not effectively

demonstrated economic value (costs vs. benefits) are likely to face size reductions

or reassignment.

Internal consultants are employees themselves, thus do not question their own job

Criticism

Despite consistently growing revenues, management consultancy also consistently attracts

a significant amount of criticism, both from clients as well as from management scholars.

Management consultants are sometimes criticized for overuse of buzzwords, reliance on

and propagation of management fads, and a failure to develop plans that are executable by

the client. A number of critical books about management consulting argue that the

mismatch between management consulting advice and the ability of executives to actually

create the change suggested results in substantial damages to existing businesses. In his

book Flawed Advice and the Management Trap, Chris Argyris believes that much of the

advice given today has real merit. However, a close examination shows that most advice

given today contains gaps and inconsistencies that may prevent positive outcomes in the

future.

More disreputable consulting firms are sometimes accused of delivering empty promises,

despite high fees, and charged with "stating the obvious" or lacking the experience upon

which to base their advice. These consultants bring few innovations, instead offering

generic and "prepackaged" strategies and plans that are irrelevant to the client’s particular

issue. They may fail to prioritise their responsibilities, placing their own firm’s interests

before those of the clients.

Another concern is the promise of consulting firms to deliver on the sustainability of

results. At the end of an engagement between the client and consulting firms, there is often

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an expectation that the consultants will audit the project results for a period of time to

ensure that their efforts are sustainable. Although sustainability is promoted by some

consulting firms, it is difficult to implement because of the disconnect between the client

and consulting firms after the project closes.

Further criticisms include: disassembly of the business (by firing employees) in a drive to

cut costs, only providing analysis reports, junior consultants charging senior rates,

reselling similar reports to multiple clients as "custom work", lack of innovation, over-

billing for days not worked, speed at the cost of quality, unresponsive large firms and lack

of (small) client focus, lack of clarity of deliverable in contracts, not customizing specific

research report criteria and secrecy.

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1.2 COMPANY PROFILE

Name of company – Concept International Business Consulting

1.2 Profile of the Organization

Since 2009, CIBC has served as the Market Entry Consulting division of Concept

Management Consulting Limited (CMCL), an established Strategy Consulting company.

Since 1997 CMCL was running India Entry assignments internally which were hived off

into a new entity in 2009. Overseas companies appreciate our unique ability to understand

markets, investigate opportunities and initiate start up operations in BRIC markets. CIBC

also shows companies how to compete more effectively and expand more efficiently in

emerging markets. With more than 200 years of combined consulting experience across

industry sectors, we become the one to rely on when foreign companies want to achieve

their emerging market entry goals.

For companies not already present in emerging markets, CIBC offers strategic advice and

implementation assistance, including incubation support to reduce risks of higher costs and

higher gestation times.

For foreign companies already doing business in emerging markets, we help improve

profitability and overall performance by performing a diagnostic assessment of the

company and key competitors. Some of the best companies in their respective industries

have benefitted from our key role in helping them with their International business plans.

At CIBC we demand excellence in ourselves and in others. This allows us to attract and

retain extraordinary talent, which, in turn, allows us to deliver sustainable, long term

economic value to our clients. Let us be your outsourced implementation partner for

setting up business in the Indian market

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Business

What we do- CIBC was started with only one mission, to help global business leaders

succeed in the most challenging economies abound with opportunities. The bigger the

challenge, the greater the reward, is what laid our very foundation. Since last 17 years,

we've successfully translated our local knowledge and expertise into success for US and

European companies today thriving in India. Deep understanding of the local markets

earned over decades of experience, coupled with our unique approach and methodology,

has enabled business leaders reach a go or no-go decision quickly and realize success. We

created an efficient, value oriented strategy to traverse the many issues and challenges that

are unique to successfully expanding into India. And, unlike many other Indian strategy

consulting firms, we've the most experienced team with all partners having more than 15

years of hands on experience

Why the firm is Better - We are proud to declare that we are not big. Nor are we small. In

actuality we are sized enough that when you hire us, you get only highly seasoned

professionals who have an intimate understanding of emerging markets. Your work will

never be transferred to immature & less experienced personnel. Importantly, we are also

big enough to have infrastructure, financial other critical services required by American &

European businesses that want to expand into Indian markets. To date, we have helped

more than 75 Fortune 1000 companies and more than 225 American & European

companies successfully expand into India.

Approach

At CIBC, we peg our success to your success. We pay equal attention to learning

everything about your needs, business, objectives, as we pay to delivering. "Begin on a

clean slate and without assumptions", this tenet has been a "stepping stone" in deriving an

innovative strategy to win locally. We don't partake as your consultant or an extended

team, but become a part of your team and go hand in hand from the stage of

conceptualization to commissioning. Our engagement model necessitates an active

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involvement of clients so it transforms their arm's length experience into immersive

experience. Our ability to help you transfer your core competencies and making it

responsive to meet local market’s needs, sets our implementation capabilities apart from

our others and be a bellwether in our space.

Industry practices

Automotive

Industrial and Manufacturing

Consumer

Food and beverages

Construction and Building material

Chemicals

Infrastructure and Engineering

Electrical and Electronics

Healthcare

Paper and Packaging

Emerging markets and India entry business advisory

India Market Strategy - India is one of the leading consumption based emerging markets

and offers enormous potential for foreign companies who would like to leverage the

growth in the middle class.A critical step in entering a BRIC market is to determine

whether there is sufficient opportunity to make the effort worthwhile. For this to happen

properly, it takes an intimate knowledge of the marketplace, consumers, the competition

and the regulations and financial aspects of the venture. Because CIBC has extensive

experience in helping companies, both American & European, to set up and expand into

the Indian Market; we are well qualified to execute the preferred strategy, which emanates

from meaningful insights derived from the following:

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Determining addressable market size & potential

Competitive intelligence

Determining regulations, duties and taxes

Getting end customer feedback on needs gaps

Determining price, positioning and branding

Developing a proposed India market strategy

Hosting client India "experience" visit

Emerging Market Strategy

Why India, and not Brazil or another BRIC market? To answer this, it is vitally important

for our clients to understand the marketplace and possibilities for expansion into other

emerging markets. To make this happen, we build thorough market strategies for India by

determining size of market, the competition, pricing, regulations, and taxes. The product

adaptation and customization which happens as per need gaps, helps the client to replicate

the success into other meaningful emerging markets.

Global Expansion Strategy

In a flat world, economies that have traditionally been at the fringe of the World Economy

are now becoming global players. Companies that sit on the sidelines during times of great

global economic changes are sacrificing their own global potential. What's more, you don't

have to go overseas to experience international competition. Sooner than later the world

will come to you.

The global marketplace is fast paced and information driven. Learning quickly and moving

at the speed of business are critical skills for companies moving into new emerging

markets.

For smaller companies we have a value proposition structured around a low cost, light

asset startup model to test the market they intend to go to before making any substantive

investments. We help our clients mitigate not just the risks of setting up in a new market

but also help save costs & time to set up. Today local markets are thronged with global

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competition, which drives us to help companies to leverage their low cost advantages to

better serve global markets.

Mergers & Acquisitions

Acquiring or merging with a company across borders involves a significant level of

complexity. Our Transaction Services Practice has highly experienced professionals with a

successful track record for closing cross border deals in Pharma, Industrial, Engineering,

Auto Components, Consumer Durables and many other business sectors.

Our transaction process includes:

Understanding the drivers & business objectives of the proposed transaction

Defining acquisition / JV Criteria & short listing potential targets

Initial discussions with potential targets to understand willingness to transact

Preparing IM/investor documents

Business valuation

Signing term sheet

Representing Client interest in dealing with Intermediaries

Coordinating due diligence – legal, financial, cultural, Environmental etc.

Facilitating financing arrangements (if any)

Negotiations between parties & signing SPA / SHA

Closing

Post closing integration issues

Performance Improvement

Most multinationals in India struggle to go past the 1% contribution to global revenues.

Over the last decade many foreign companies have come into India, not all have been

successful. Under performing subsidiaries have begun to be relooked into for improving

overall business results at the corporate level.

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Companies live and die by their ability to improve performance at all levels of business.

They compete on price, quality, innovation and many other factors that are well

understood in a company's home market. When expanding into another market, it is

paramount that benchmarks be established that define performance improvement in a new

market. To do this, we perform a diagnostic assessment of the India business and find

strategic need gaps to help achieve accelerated growth. We have a multi disciplinary

approach to a mix of the following, which helps us deliver in this area.

Business Operations

Product line alignment and enhancement

Re-look at the sales and distribution model

Human resources

Process and costs

Governance & Compliances

Finance Structure

Cultural AdaptationBeing able to bridge cultural gaps quickly is of utmost importance when expanding into

any new market. We have decades of experience in mating cultures quickly and

seamlessly. The results are capabilities, efficiency and productivity that reach international

standards.

We achieve cultural parity through:

Understanding the key local cultural issues & differences

Bridging cultural gaps by training and adaptation to local markets

Strategic performance management in line with business objectives

Change management orientation at different intervals

Creating a culture of harmony across the leadership

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Localization & Innovation

An important factor for success in India is establishing a local presence not just for sales

activities but also for product localization and adaptation to emerging markets.

Investments in local assembly and manufacturing activities is necessary in most cases to

be competitive. Understanding the needs of the middle-income group and developing

products around them is key.

Creating and building products for local markets is challenging in any country. Doing so in

a new expanding market is especially difficult. We help clients understand local needs and

offer a different value proposition for emerging market consumers. This puts companies

on the right path towards innovating, testing and manufacturing the right products for the

right people in the right markets by:

Understanding product need gaps

Defining products and problems

Determining how to adapt to local market needs

Initiating ideation

Developing solutions

Conducting market testing

Continuing improvement and testing

Implementing and scaling solutions through localization

Business implementation

Company Formation and Regulatory Compliances

In India, setting up a new company is not normally done by attorneys and law firms. It is

the responsibility of chartered accountants. Our chartered accountants can take care of all

regulatory, statutory & compliance matters for any kind of company. Indicative sequence

of activities is as given below:

Name approval for new business entity

Incorporation of new company

Getting PAN, TAN, import/export number, VAT number

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Opening of bank account

Setting up licenses depending on proposed business activities

Shops & establishments registration

Employees provident fund

Employees state insurance

Product registration (pharmaceuticals, food and cosmetic companies only)

Sales & Distribution Partnerships

We help American & European businesses create a complete array of marketing and

sales services across product categories by:

Partnering directly with clients

Helping clients set up industry and product-specific third party distribution (regional

and national)

We take responsibility for all marketing issues with American & European brands,

including:

De-facto sales office in India

Technical sales

Appointing and managing regional and national distributors

Corporate branding

Service after sales support

Create and manage online presence through specific portals and distribution platforms

Toll manufacturing

Building Logistics, Supply Chain and Distribution

Setting up logistics, a supply chain and distribution in an expanding market is hard. Using

our existing logistic and distribution infrastructure with a partner, during startup and in the

first few years, is easy for us. Our comprehensive market expansion services enable you to

use our targeted services such as:

Customs clearance and handling

Importation documentation

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Repackaging and labeling

Warehouse management

Invoicing

Greenfield Setup

We have been engaged in Greenfield project management for well-known global leaders in

Healthcare, Food, Industrial and Automotive sectors. Couple that with our strong

understanding of the local business environment and we demonstrate the ability to offer a

full range of greenfield setup services while managing client projects from start to finish

We take the time to understand each client's unique needs and develop a strategic approach

for each project's objectives and budget. Our project management delivery model is ideal

for clients who want us to manage the multiple stakeholders involved. Because we provide

an independent opinion, without any bias to particular industrial areas, it has helped our

clients mitigate risks while setting up their first manufacturing facility in India.

Our Greenfield Project Management Services include:

Location analysis Site selection and negotiation

Appointment of EPC Firm / PEB supplier / contractors / vendors - civil, electrical,

mechanical etc.

Preconstruction

Statutory approvals – consent to establish

Detailed engineering work

Tendering & procurement

Construction management

Construction phase

Certification of bills

Commission and startup

Getting commercial registrations

As-built drawings

Statutory approvals – consent for operation

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Import / Support in purchase of capital equipment

Incubation Support

Our Incubation Support Services allow American & European businesses to test the

market without making any capital investments. Several clients have taken advantage of

our Incubation Support Services before putting up their own subsidiary in India. Our

incubation services include:

Manage recruitments

Providing ready office infrastructure

Maintaining / reporting of accounts & finance/ MIS

IT, HR & admin support

Handling regulatory compliances & statutory filings, etc.

Handling all tax filings

Handling quarterly & annual returns, disclosures etc

Providing regular strategic inputs to the team

Financial advisory and support

Equity & debt syndication

Syndicated over INR 20 billion in debt

Expertise in all domestic and international credit facilities reducing Cost of Capital &

Debt Restructuring

Expertise in structuring and achieving financial closure

Structured several unprecedented financial products and customized financial solutions

to help SMBs

Advised clients in sugar, media, construction and environment sectors on raising equity

through private equity and capital markets

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Shared CFO

The Chief Financial Officer (CFO) in a BRIC expansion is highly critical to success. Yet,

far too often, small & mid size businesses end up retaining a CFO with insufficient skills,

largely due to the budget available for this position.Working closely with our parent

company, Concept Management Consulting Limited (CMCL) we offer highly competent

CFO services that are shared, thus reducing cost while increasing quality of output.

Private Equity

Global investors are convinced about India's long-term growth prospects and India has

now arrived as a promising emerging market across Asia. Our population is driving

consumption and this is attracting foreign investors to participate in this consumption led

growth story. Our in house research team have a knack for identifying small & mid size

companies, which are mirroring the country's growth story.

We look for businesses with a competitive edge, growth oriented business model and an

outstanding team steering the company. We look for prospects to graduate to a regional /

national leader and evaluate the business plan which supports the need for growth capital

and provides for a clear exit strategy.

We treat capital with an owner's mindset and follow a phased investment approach, which

involves:

Pro Active deal sourcing

Deal evaluation

Due diligence

Investment commitment

Investment structuring

Investment monitoring via active management

Value addition

Exit strategies

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CHAPTER 2

CONCEPTUAL DISCUSSION

Training:

Training usually involves educational or inspirational activities designed to improve

knowledge, skill, and performance at the individual level. Training basically refers to a

planned effort by a company to facilitate employees‟ learning of job related

competencies.

Methods of Employee Training

On the job

Job Rotation: Employees move to various positions in the organization in an effort to

expand their knowledge, skills, and abilities.

Assistant–To positions: Employees with potential sometimes work under successful

managers often in different departments of the firm; this helps the assistant to get

successful virtues from his superior. This helps a lot to get an informal but most effective

training.

Committee assignment: committee assignment can allow the employee to share decision

making, to learn by watching others and to investigate organizational problems. The Firm

allows its employees to express their best toward the organizational development by

individual potential.

Off the job

Lecture course and seminar: arranges trainings for its employees at it‟s own training

institute. The trainers use lecture courses and seminar to train the Employees.

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Training Characteristics

The Center offers outcome-based, job-related training programs with all of these important

characteristics:

Competency-based focus that brings “the right people to the right training at the right

time”

Manager-trainer-trainee partnerships that reinforce learning

“Before, during, and after” training strategies that ensure transfer of learning directly to

the job

Outcome-based curricula that identify best practice goals, worker abilities, and

measurable results

Innovative training technologies, including multimedia, teleconferencing, and e-

learning

Evaluation of the impact of training on workforce performance—including interactive,

real-time electronic evaluation that provides immediate participant feedback

Collaborative partnerships with academic and subcontractor agencies that contribute

current research and “real world” input into training content and design

Integration of training into the overall organizational climate, with attention to agency

programs and goals

Organizational assessment consultations to determine whether training is the most

immediate need

Technical assistance in organizational development, program planning, leadership

development, and coaching

Benefits of Training

As the business world is continuously changing, organisations will need to provide their

employees with training throughout their careers. If they choose not to provide continuous

training they will find it difficult to stay ahead of the competition.

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The other benefit of training is that it will keep your employees motivated. New skills and

knowledge can help to reduce boredom. It also demonstrates to the employee that they are

valuable enough for the employer to invest in them and their development.

Training can be used to create positive attitudes through clarifying the behaviours and

attitudes that are expected from the employee.

Training can be cost effective, as it is cheaper to train existing employees compared to

recruiting new employee with the skills you need.

Training can save the organisation money if the training helps the employee to become

more efficient.

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CHAPTER 3

RESEARCH METHODOLOGY

Business research is a systematic enquiry that provides information to guide business

decision and aimed to solve managerial problems. Business research is of recent origin and

it is largely supported by business organizations that hopes to achieve competitive

advantages Research Methodology is a way to systematically solve the problems. It may

be understood as a science of studying how research is done scientifically. It include the

overall research design, the sampling procedure, data collection method and analysis

procedure.

3.1 Title: To study, evaluate and analyze the training programs of CIBC

3.2 Title Justification

Training Effectiveness is the process wherein the management finds out how effective it

has been at training and developing the employees in an organization. This study gives

some suggestions for making the present training and development system more

effective.It gives organization the direction, how to deal differently with different

employees. It identifies the training & development needs present among the employees.

3.3 Objectives of study

To study types of training in CIBC.

To study Prevailing training policy in CIBC

To take feedback and analyze the level of satisfaction amongst the employees of CIBC

in respect of training activities and suggest alternatives.

3.4 Research design

In this study, we specify what kinds of training is provided to the employees and how

much satisfied they are with these training. Research design is descriptive.

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3.5 Sampling

Sampling technique - Probability technique

Sampling type - Simple Random Probability technique

Sample unit- Employees of CIBC

Sample size- 17 employees

Sample Area- Company, Gurgaon

3.6 Data Collection Method

Data Collection is an important aspect of any type of research study. It is a term used to

describe a process of preparing and collecting data from all sources and observation. Data

was collected from various primary and secondary sources.

Primary Data: It includes unstructured interview conducted with management trainee from

office and various employees who provided valuable information regarding the

organization and its working.

Secondary Data: Data was collected from books, magazines, web sites, going through the

records of the organization, etc. It is the data which has been collected by individual or

someone else for the purpose of other than those of our particular research study

Annual Report of BAL

Website

Branch Training Manuals

Other training papers

Journals, Reports

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CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

SHOWING TYPE OF TRAINING UNDERGONE BY EMPLOYEES

TYPE NO OF RESPONDENTS PERCENTAGE

ON JOB TRAINING 6 35%

OFF JOB TRAINING 9 53%

BOTH 2 12%

TOTAL 17 100%

Sales

On the jobOff the jobboth

Interpretattion:

: from the above illustration we can see, the off job training figure is 53%, off job is 35 %

and both is 12%. CIBC focuses on off job training mostly rather than on job training.

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SHOWING THE RESPONSE WHETHER THE TRAININGS MEETING EXPECTATIONS

RESPONSE NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 4 24%

AGREE 11 65%

NEUTRAL 0

DISAGREE 2 11%

STRONGLY DISAGREE 0

Total 17 100

Strongly AgreeAgreeNeutralDisagreeStrongly Disagree

Interpretation:

as we can see from the above illustration, 65% employees marked the trainings met their

expectations, 24 % marked on agree and 11% marked on disagree. 89% of the respondent

think the training met their expectations.

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ABILITY TO APPLY THE KNOWLEDGE LEARNED FROM TRAINING

RESPONSE NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 8 47%

AGREE 5 29%

NEUTRAL 2 12%

DISAGREE 1 6%

STRONGLY DISAGREE 1 6%

TOTAL 17 100%

Strongly Agree Agree Neutral Disagree Strongly Disagree0

1

2

3

4

5

6

7

8

9

Interpretation:

the illustration shows us that 47% employees strongly believe that they will be able to

apply the knowledge learned from the trainings and 29% agrees with the same statement

while 12% of the respondent are neutral and other 6% disagree and 6% strongly disagree.

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TRAINING OBJECTIVE FOR EACH TOPIC WAS IDENTIFIED AND FOLLWED

RESPONSE NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE

AGREE 9 53%

NEUTRAL 5 29%

DISAGREE 3 18%

STRONGLY DISAGREE 0

TOTAL 17 100%

Strongly AgreeAgreeNeutralDisagreeStrongly Disagree

Interpretation:

From the above illustration we can see 9 employees among 17 employees agree the

training objective for each topic were identified and followed and 5 employees neutral and

3 employees disagree with the statement

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THE TRAINER MET THE TRAINING OBJECTIVE

RESPONSE NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE

AGREE 9 53%

NEUTRAL 5 29%

DISAGREE 3 18%

STRONGLY DISAGREE

TOTAL 17 100%

Strongly AgreeAgreeNeutralDisagreeStrongly Disagree

Interpretation:

From the above illustration we can see 53% employees of BAL agrees they trainer met the

training objectives, 29% remains neutral and 18% doesn‟t think the trainer met the training

objective.

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CLASS PARTICIPATION AND INTERACTION WERE ENCOURAGED

RESPONSE NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 6 35%

AGREE 9 53%

NEUTRAL 2 12%

DISAGREE

STRONGLY DISAGREE

TOTAL 17 100%

Strongly Agree Agree Neutral Disagree Strongly Disagree0

1

2

3

4

5

6

7

8

9

Interpretation:

From the above illustration we can see, 53% employees agree that class participation and

interaction were encouraged in the training class and 35% strongly agrees with the

statement

ADEQUATE TIME WAS PROVIDED FOR QUESTIONS AND DISCUSSIONS

RESPONSE NO. OF RESPONDENTS PERCENTAGE

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STRONGLY AGREE 4 24%

AGREE 10 59%

NEUTRAL 3 18%

DISAGREE

STRONGLY DISAGREE

TOTAL 17 100%

Strongly AgreeAgreeNeutralDisagreeStrongly Disagree

Interpretation:

From the above illustration we can see 58% employees agree, 24% strongly agree that

adequate time was provided for questions and discussions after the training session. And

18% employees remain neutral

EXAMPLES, VISUAL AIDS USED

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RESPONSE NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE

AGREE 9 53%

NEUTRAL 8 47%

DISAGREE

STRONGLY DISAGREE

TOTAL 17 100%

Strongly AgreeAgreeNeutralDisagreeStrongly Disagree

Interpretation:

From the above illustration we can see 53% of the employees agree that examples, visual

aids are used in the training sessions and 47% of the employees answers as neutral.

THE TRAINERS WERE KNOWLEDGEABLE

RESPONSE NO. OF RESPONDENTS PERCENTAGE

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STRONGLY AGREE 2 12%

AGREE 10 59%

NEUTRAL 5 29%

DISAGREE

STRONGLY DISAGREE 0

TOTAL 17 100%

Stronngly AgreeAgreeNeutralDisageeStrongly Disagree

Interpretation:

From the above illustration we can see 10 employees agree that the trainer was

knowledgeable and 5 employees remain in neutral answer and 2 strongly agree.

HOW DO YOU RATE THE OVERALL TRAINING

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RESPONSE NO. OF RESPONDENTS PERCENTAGE

EXCELLENT 6 35%

GOOD 5 29%

AVERAGE 4 24%

POOR 2 12%

VERY POOR

TOTAL 17 100%

ExcellentGoodAveragePoorVery Poor

Interpretation:

From the above graph we get to know that most of the employee are satisfied with the overall training.

CHAPTER 5

FINDINGS

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From the above analysis 1 found that

Training meeting expectation of the employees: From the analysis of the data we

can say the training that CIBC organizes for its employees are meeting their

expectation.

The training objectives are clear to the employees: The training objectives are fully

clear to the employees; the employees know why they are having the trainings and

how the trainings will help them in their work.

The training materials were useful and pertinent: All the employees believe that the

training materials were useful and those were relevant to the specific training.

Time distribution was better for the training programs: Employees agrees that the

time sliced for each training course was better and they enjoyed plenty of time to

understand the training topics in the class room.

The trainers were knowledgeable: From the employees response it is seen that the

trainers were knowledgeable to operate the training operation to the trainees.

The class participation and interaction were not that much encourage

employees think the trainers do no encourage themselves to participate in the class

and to do interaction regarding the training topics.

Employees are optimistic to transfer the learning knowledge to the work:

employees think that they will be able to apply their knowledge that they have

learned from the training in their work.

Training time need to be expanded for some trainings: some employees thinks that

training time need to be expanded for some specific training.

Overall training quality was Good: All the employees think that the overall quality

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of the training was good but they expect the trainings to be better.

Employees are aware about their trainings: From the questionnaire survey I have

found out that, all the employees are aware about the training programs and the

implementation of the knowledge they get from the training.

.

CHAPTER 6

SUGGESTION

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CIBC should arrange other trainings (managerial trainings, English

speaking/reading/writing training, quick customer service trainings, etc) rather than only

traditional banking trainings for its employees.

Training time for specific trainings need to be expanded.

CIBC should arrange on job training rather than off job training.

CIBC needs to hire more skillful trainer to deliver the training.

Employees should get comprehensive training on operating and maintaining the

software STELAR.

No need analysis is done for the employee before training; CIBC should

implement need analysis for its employees.

The HR department should find out why employees think out side institution

trainings are more useful than in house trainings.

CIBC HR department should take ideas regarding designing the training session

from the employees based on their experience.

The ROI – The return on investment made towards training and development

activity need to be measured. Employee has to be aware about the cost invested by

company indirectly and they will be motivated to get the desired result output.

CONCLUSION

'The Summer Internship project has helped me gain huge practical Imowledge which can't

be gained only through books. This experience gave me an opportunity to learn new things

40

which provided me a peek into the corporate culture. Being a fresher, I would never be

exposed to a corporate environment if it were not for this project. I thank IDBI Federal life

insurance for giving me the chance to work ‘vith them as a summer intern and showing me

the path of knowledge and experience which will help me succeed in my career and enter

into a bright future.

Successful training and development can develop highly trained employes in the CIBC,

who can serve the customer well, and can achieve customer satisfaction for the

organization, by proper training and development process employees become more

efficient and can contribute well in the organization in every work. Well structured and

constructive training can ensure competitive advantage by the employees for the

organization. So this is the right time for the HR departments of CIBC to start effective

training and development programs for the employees by implementing effective Human

Resource Management.

ANNEXURE

BIBLIOGRAPHY

41

QUESTIONNAIRE

a) Name ……………… b) Occupation ………………

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c) Age ………….. d) Income …………….

e) Address:- …………………………………………………….

Q1. Gender

A) Male

B) Female

Q2. SHOWING TYPE OF TRAINING UNDERGONE BY EMPLOYEES?

A) On the job

B) Off the job

c) Both

Q3.SHOWING THE RESPONSE WHETHER THE TRAININGS MEETING

EXPECTATIONS?

A) Strongly Agree

B) Agree

C) Neutral

D) Strongly Disagree

E) Agree

Q4.ABILITY TO APPLY THE KNOWLEDGE LEARNED FROM TRAINING?

A) Strongly Agree

B) Agree

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C) Neutral

D) Strongly Disagree

E) Agree

Q5.TRAINING OBJECTIVE FOR EACH TOPIC WAS IDENTIFIED AND

FOLLWED?

A) Strongly Agree

B) Agree

C) Neutral

D) Strongly Disagree

E) Agree

Q6. CLASS PARTICIPATION AND INTERACTION WERE ENCOURAGED?

A) Strongly Agree

B) Agree

C) Neutral

D) Strongly Disagree

E) Agree

Q7. ADEQUATE TIME WAS PROVIDED FOR QUESTIONS AND DISCUSSIONS?

A) Strongly Agree

B) Agree

C) Neutral

D) Strongly Disagree

E) Agree

Q8. EXAMPLES, VISUAL AIDS USED?

A) Strongly Agree

B) Agree

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C) Neutral

D) Strongly Disagree

E) Agree

Q9. THE TRAINERS WERE KNOWLEDGEABLE?

A) Strongly Agree

B) Agree

C) Neutral

D) Strongly Disagree

E) Agree

Q10. HOW DO YOU RATE THE OVERALL TRAINING?

A) Excellent

B) Good

C) Average

D) Poor

E) Very Poor

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