“A STUDY ON TRAINING AND DEVELOPMENT OF BERYL

SPRINGS INFRASTRUCTURES PVT LTD,

HYDERABAD, AP”

BY

R. VIDYA ARUNA

ROLL NO.121410672048

CLASS: MBA II A

INTERNAL GUIDE: Mrs.A.Mary FRANCINA

EXTERNAL GUIDE: Mr. P. RAGHUNATH

CHAPTER - I

INTRODUCTION

Human Resource Management :“Human Resource Management is managing the

functions of employing, developing and compensating Human Resources resulting in

creating and developing Human Relations and utilization of Human Resources with a

view to contribute proportionately to the organizational, individual and social goals”.

1.1 NEED & IMPORTANCE OF THE STUDY

 Every organization needs to have experienced and well-trained employees to perform the

activities assigned to them. Training is a medium through which one can improve their

performance in the changing times; training is gaining importance as a pervasive HR

function. The success of any training program depends on the varied impact it has on

people, which helps in determining the effectiveness of their skills and abilities.

The importance of human resource management to large extent depends on human

resources development. Training is the most important technique of human resources the

organizational requirements..  Hence, training is important to develop the employee and

make him suitable to the job.

Hence training and development greatly effects motivational level of the individual to

perform more skillfully. Therefore the training and development has been selected as the

theme of the project.

NEED FOR TRAINING ARISES

To Match the Employee Specifications with the Job Requirements and

Organizational Needs.

Technological Advances

Human Relations

Increase Productivity. Improve quality of the product/service Help a company to fulfill its future personnel needs

Improve organizational climate Improve health and safety

- Benefits of the individual which in turn ultimately should benefit the organization

Helps the individual in making better decisions and effective problem solving

Through training and development motivational variables of recognition,

achievement, growth, responsibility and advancement are internalized and

operationalized.

Aids encouraging and achieving self-development and self-confidence

Helps a person handle stress, tension, frustration and conflict

Provides information for improving leadership knowledge, communication skills

and attitudes

Provides the trainee an avenue for growth and a say in his/her own future

Develops a sense of growth in learning

Helps a person develop speaking and listening skills; also writing skills when

exercise are required.

Helps eliminate fear in attempting new tasks

1.2 OBJECTIVES OF THE STUDY:

The objectives of the study are as follows:

To study the training programs at Beryl Springs, infrastructure Pvt ltd

To study the development programs at Beryl Springs, infrastructure Pvt ltd

To compare the training and development process of Beryl Springs Infrastructure

with the theoretical perspective.

To make suitable suggestions to make the process of training more effective.

1.3. RESEARCH METHODOLOGY:

RESEARCH DESIGN:

The Research method followed in this project is ‘Descriptive Research’. This

method is chosen as the basic objective of the project was to study about the Employee

Motivational factors prevailing in the company, and suggest some suitable changes in

existing system in order to make it more positive and meaningful in achievement of

desired organizational goals.

SAMPLING TECHNIQUE: Random sampling technique has been adopted to

choose the respondents for the total population to conduct the study.

SAMPLE SIZE:

The sample size selected was 50 employees from the total population.

Sample Distribution. Out of total 100 employees at Beryl Springs infrastructure pvt ltd, a

sample size of 50 employees is studied at Beryl Springs Infrastructure Ltd. (50% of total

population)

DATA COLLECTION: The study is carried on by using both the primary and secondary data.

i PRIMARY DATA: Primary source data refers to the first hand data, which is

collected directly from the respondents. The source of primary data in the research is

1. Questionnaires

2 Interviews

3 Observations

ii Secondary Data : Secondary data refers to the second hand data which is not

collected directly from the respondents. Source of secondary data are:

1 Internet

2 Books

3 Company website

4 Records

5 HR manual

Data Analysis and interpretation:

Data analysis and interpretation is done through percentile method, The data is analyzed

using the Statistical techniques. In this Project Bar Diagrams and Pie charts have been

used to analyze the out comes of the Project study.

Scope of the Study

The study is conducted at Beryl Springs Infrastructure pvt ltd, Hyderabad with reference

to Training and Development. The study includes a sample size of 50 employees

belonging to middle level and high level. The sample includes executives, supervisors

and the employees working under them. The study is conducted for the year 2011. The

research will be helpful in understanding the current Training and Development programs

followed in the company.

CHAPTER - II

REVIEW OF LITERATURE

Introduction

Human resource management or personnel management is concerned with management

of people at work. People at work are the essential ingredient in every organization. the

way which people are recruited, developed and utilized by management largely

determined whether the organization will achieve its objects.

            The effectiveness with which human resource are co-ordinates and utilized is

directly responsible for success of any organization. Managing HUMAN RESOURCE

effectively for the development of the organization is considered as HUMAN

RESOURCE MANAGEMENT

DEFINITION:

Edwin B.FLIPPO offers a comprehensive definition as follows:

Personnel management is  planning, organizing, directing and controlling of the

procurement, development, compensation, integration, maintenance and separation of

human resource to the end that individual, organization and societal objects are

accomplished. This definition covers both the management function and the operative

function. The purpose of all these functions is to assist in the accomplishment of basic

organization, individual, and societal goals.

Human resource management is needed by every organization that is interested in

Stabilizing

Growing

Diversifying

Renewing it to become more effective

Improve its system and services

Changing and becoming more dynamics

Playing leadership roles

TRAINING AND DEVELOPMENT:

         Organization and individual should develop and progress simultaneously for their

survival and attainment of mutual goals.  So every modern management has to develop

the organization through human resources development.  Employee training is the

important sub-system of human resources development. Employee training is a

specialized function and is one of the fundamental operative functions for human

resources management.

MEANING

          After an employee is selected, placed and introduced him or she must be provided

with training facilities; Training is the act of increasing the knowledge and skill of an

employee for doing a particular job.  Training is a

short-term educational process and utilizing a systematic and organized procedure by

which employees learn technical knowledge and sills for a definite purpose; Dale S.

Beach defines the training as “. The organized procedure by which people learn

knowledge and skill for a definite purpose”

          In other words training improves, changes, moulds the employee’s knowledge

skill, behavior, aptitude, and attitude toward the requirements of the job and organization

training refers to the teaching and learning activities carried on for the primary purpose of

helping members of an organization, to acquire and apply the knowledge, skills, abilities

and attitudes needed by a particular hob and organization

Thus, training bridges the differences between job requirements and employee’s

present specifications.

Area:                  Training

Content:             Technical skills and knowledge

Purpose:             Specific job-related

Duration:           Short-term

For whom:         Mostly technical and non-managerial

                          Personnel

Orientation:       Application

Emphasis:          Technical

Learning:           On-the-job and off-the-job

Scope:                Specific tasks

Payment:            Trainee is paid to learn

IMPORTANCE OF TRAINING

    The importance of human resource management to large extent depends on human

resources development. Training is the most important technique of human resources the

organizational requirements..  Hence, training is important to develop the employee and

make him suitable to the job.

BENEFITS OF TRAINING

How training benefits the Organization

Leads to improved profitability and more positive attitudes towards profits

orientation.

Improves the job knowledge and skills at all levels of the organization

Improves the morale of the workforce

Helps people identify with organizational goals

Helps create a better corporate image

Fastens authenticity, openness and trust

Improves the relationship between boss and subordinate

Aids in organizational development

Learns from the trainee

Helps prepare guidelines for work

Aids in understanding and carrying out organizational policies

Provides information for future needs in all areas of the organization

Organization gets more effective decision-making and problem solving.

Aids in increasing productivity and/or quality of work

Helps keep costs down in many areas, e.g., production, personnel, administration,

etc.

Develops a sense of responsibility to the organization for being competent and

knowledgeable

Improves labor-management relations

Eliminates sub-optimal behavior (such as hiding tools)

Creates an appropriate climate for growth, communication

Aids in improving organizational communication

Helps employees adjust to change

Aids in handling conflict, thereby helping to prevent stress and tension.

Benefits of the individual which in turn ultimately should benefit the

organization

Helps the individual in making better decisions and effective problem solving

Through training and development motivational variables of recognition,

achievement, growth, responsibility and advancement are internalized and

operationalized.

Aids encouraging and achieving self-development and self-confidence

Helps a person handle stress, tension, frustration and conflict

Provides information for improving leadership knowledge, communication skills

and attitudes

Increases  job satisfaction and recognition

Moves a person toward personal goals while improving interactive skills

Satisfies, personnel needs of the trainer(and trainee)

Provides the trainee an avenue for growth and a say in his/her own future

Develops a sense of growth in learning

Helps a person develop speaking and listening skills; also writing skills when

exercise are required.

Helps eliminate fear in attempting new tasks.

Benefits in Personnel Human Relations, Intra and inter group Relations

and Policy Implementation

Improves communications between groups and individuals

Aids to orientation for new employees and those taking new jobs through transfer

of promotion

Provides information on equal opportunity and affirmative action

Improves interpersonal skills

Makes organization policies, rules and regulations viable

Improves morale

Builds cohesiveness in groups

Provides a good climate for learning, growth, and co-ordination

Makes the organization a better place to work and live.

          The increasing competition,, among other things increases the significance of

training.  Training matches the employee with the job from time to time.  Further, the

trained employees invite organizational change and ready to take up any type of

assignment.  The success of any organization, to a greater extent depends on the amount,

qualitative and timely training provided by and organization.

NEED FOR TRAINING

         Every organization big or small, productive of non-productive, economic or social,

old or newly established should provide training to all employees irrespective of their

qualification, skill, and suitability for the job etc.  Thus, no organization can choose

whether or not to train employees.

           Training is not something that is done once to new employees; it is used

continuously in every well-run establishment.  Further, technological change, automation,

require up-dating the skills and knowledge.  As such an organization has to retrain the old

employees.

NEED FOR TRAINING ARISES

To Match the Employee Specifications with the Job Requirements and

Organizational Needs.

Organizational Viability and the Transformation Process.

Technological Advances

Human Relations

Increase Productivity

Improve quality of the product/service

Help a company to fulfill its future personnel needs

Improve organizational climate

Improve health and safety

Prevent obsolescence

FACTORS THAT DETERMINE THE SUCCESS OF TRAINING

Factors Purposes

Technological Advance Improve Productivity

Organizational

Complexity

Job Requirements Prevention of

Obsolescence

Human Relations

Preparation for Higher

Level Job

Top Management

Support

Learning Principles

Improved Morale

Personnel Function

TRAINING OBJECTIVES:

      Generally line managers ask the personnel manager to formulate the training policies.

The Personnel Manager formulates the following training objectives in keeping with

Company’s goals and objectives:

To  prepare the employee both new and old to meet the present as well as the

changing requirements of the job and the organization

To prevent obsolescence

To impart the new entrants the basic knowledge and skill they need for an

intelligent performance of definite job.

To prepare employees for higher level tasks

To assist employees to function more effectively In their present positions by

exposing them to the latest concepts, information and techniques and developing

the skills they will need in their particular fields.

To build up a second line of competent officers and prepare them to occupy more

responsibilities positions.

To develop the potentialities of people for the next level job

To ensure smooth and efficient working of a department

To ensure economical output of required quality

To promote individual and collective morale, a sense of responsibility cooperative

attitudes and good relationships.

ASSESSMENT OF TRAINING NEEDS

Training needs are identified on the basis of organizational analysis, job analysis

and man analysis.  Training programmed, training methods and course content are to be

planned on the basis of training needs. Training needs are those aspects necessary to

perform the job in an organization in which employee is lacking attitude/aptitude,

knowledge, a skill: Training Needs = Job and organizational requirement - Employee

specifications Training needs can be identified through identifying the organizational

needs based on

1.Organizational Analysis:

This includes analysis of objectives, resource Utilization, environment scanning

and organizational climate: organizational  Strengths and weaknesses in different areas

like accidents, excessive scrap,  Frequent breakage of machinery, excessive labor-turn-

over, market share,   And other marketing areas, quality and quantity of the output,

production  Schedule, raw materials and other production areas, personnel, finance, etc.

2. Departmental Analysis:

Department strength and weakness including special Problems of the department or a

common problem of a group of employees like acquiring skills and knowledge in

operating computer by accounting Personnel.

3. Job/Role Analysis:

This includes study of jobs/roles, design of jobs due to Changes, job enlargement, and job enrichment etc.

4. Manpower Analysis:

Individual strengths and weakness in the areas of job Knowledge, skills, etc.

ASSESSMENT METHODS

       The following methods are used to assess the training needs:

1. Organizational requirements/weakness

2. Departmental requirements/weaknesses

3. Job specifications and employee specifications,

4. Identifying specific problems

5. Anticipating specific problems

6. Anticipating future problems

7. Management’s requests

8. Observation

9. Interviews

10. Group conferences

11. Questionnaire surveys

12. Test of examinations

13. Check lists

14. Performance appraisal

TRAINING METHODS

          As a result of research in the fields of training, a number of programmers are

available.  Some of these are new methods, while others are improvements over the

traditional methods.  The training programmers commonly used to train operative and

supervisory personnel are classified into on-the-job and off-the-job training programmers.

                                             

                                           

    

    TRAINING METHODS

---------------------------------------------------------------------------------------

ON-THE-JOB METHOD OFF-THE-

JOB METHOD

-Vestibule

training

-Job rotation -Role

Playing

-Coaching -Lecture

methods

-Job instruction -Conference

of

-Committee Assignments

Discussion

TRAINING METHODS

ON-THE-JOB TRAINING METHODS

   This type of training, also known as job instruction, training, is the most

commonly used method.  Under this method, the individual is placed on a regular job and

taught the skills necessary to perform that job.  The trainee learns under the supervision

and guidance of a qualified worker or instructor.  On- the-job training has the advantage

of giving first hand knowledge and expense under the actual working conditions.  While

the trainee learns how to perform a job, he is also regular worker rendering the services

for which he is paid.  The problem of transfer of trainee is also minimizes as the person

learns on-the-job.  The emphasis is placed on rendering services in the most effective

manner rather than learning how to perform the job.

1. JOB ROTATION:

This type of training involves the movement of the trainee   from one job to

another.  The trainee receives job knowledge and gains experience from his

supervisor or trainer in each of the different job assignments.  Though this

method of training is common in training managers for general management

positions, trainee can also be rotated from job to job in workshop jobs.  This

method gives an opportunity to the trainee to understand the problems of

employees on other jobs and respect them.

2. COACHING:

The trainee is placed under a particular supervisor functions as a coach in training

the individual.  The supervisor provides feedback to the trainee on his performance and

offers him some suggestions for improvement.  Of the trainee shares some of the duties

and responsibilities of the coach and relieves him of his burden.  A limitation of this

method of training is that the trainee may not have the freedom or opportunity to express

his own ideas.

3. JOB INSTRACTIONS:  

This method is also known as training through step by step.  Under knowledge and

skills and allows him to do the job.  The trainer appraises the performance of the trainee,

provides feedback information and corrects the trainee.

4. COMMITTEE ASSIGNMENTS:

Under the committee assignment, group of trainees are given and asked to solve an

actual organizational problem.  The trainees solve the problem jointly.  It develops

teamwork.

OFF-THE JOB METHOD

           

 Under this method of training, trainee is separated from the job situation and his

attention is focused upon learning the material related to his future job performance since

the trainee is not distracted by job requirements, he can place his entire concentration on

learning the job rather than spending his time in performing it. There is an opportunity for

freedom of expression for trainee. Off-the-job training methods are as follows.

1. VESTIBULE TRAINING:

In this method, actual work conditions are simulated in a class room. Material,

files and equipment those are used in actual job performance are also used in training.

This type of training is commonly used for training personnel for clerical and semi-

skilled jobs. The duration of this training range from days to a few weeks. Theory can be

related to practice in this method.

2. ROLE-PLAYING:

It is defined as method of human interaction that involves realistic behavior in

imaginary situation. This method of training involves action, doing and practice. The

participants play the role of certain character, such as the production manager,

mechanical engineer, superintendents, malignance engineers, quality control inspectors,

foreman, workers and the like. This method is mostly used for developing interpersonal

interaction and relation.

3. LECTURE METHOD:

The lecture is a traditional and direct method of instruction. The instructor

organize the material and given it to a group of trainees in the room of a talk. To, be

effective, the lecture must motivate and create interest among the trainees. An advantages

of lecture method is that it is direct it can be used for a large group of trainees. Thus,

costs and time involved are reduced. The major limitation of the lecture is that it does not

provide for transfer of training effectively.

4. CONFERENCE OR DISCUSSION:

It is a method in training the clerical, professional and supervisory personnel. This

method involved a group of people who pose ideas, examine and share facts, ideas and

data, test assumption, and draw conclusion, all of which contribute to the improvement of

job performance. Discussion has the distinct advantage over the lecture method in that the

discussion involves two-ways communication and hence feed back is provided. The

participants feel free to speak in small group. The success of this method depends on the

leadership qualities of the person who leads the group.

5. PROGRAMMED INSTRUCTION:

In recent years this method has become popular. The subject matter to be learned

is presented in a series of carefully planned sequential units. These units are arranged

from simple to more complex levels of instruction. The trainee goes through these units

by answering or filling the blanks. This method is expensive and time-consuming

THE TRAINING PROCEDURE:

Training Process

STEP 1: Preparing the instructor

STEP 2: Prepare the trainees

STEP 3: Getting ready to teach

STEP 4: Presenting the operation

STEP 5: Try out the trainee’s performance.

STEP 6: Follow-up.

              The important steps in training procedure.

1. PREPARING THE INSTRUCTOR:

The instructor must know about both the job to be taught and how to teach it. The

job must be divided into logical parts so that each can be taught at a proper time without

the trainee- losing plan. For each part one should have in mind the desired technique of

instruction, that is, whether a particular point is best taught by illustration, demonstration

or explanation.

2. PREPARING THE TRAINEE:

As in interviewing, the fest step in training is to attempt to place the trainee and

ease. Most people are some what nervous when approaching an unfamiliar task. Through

the instructor may have executed this training procedure, many times he or she never

forgets its newness to the trainee. The quality of empathy is a mark of the good instructor.

3. GETTING READY TO TEACH:

This stage of the program is class hour teaching involving the following activities.

Planning the program.

Prepare the instructor’s outline.

Do not try to cover too much material.

Keeps the session moving along logically.

Discuss each item in depth.

Repeat, but in different words.

a. Take the material from standardized texts when it is available when the

standardized text is not available develop the program and course content based on group

approach. Group consists of employer skilled employees, supervisors, trade union leaders

and other familiar with job requirement. Group prepares teaching material.

b. Teach about the standard for the trainee like quality, waste or scrap, ability to

work without supervision, knowledge or procedure, safety rules human relation etc.

c. Take periodical progress of the trainee, and application into account. Planning

training session

d. There are various alternative ways of Presenting the operation, viz., explanation,

demonstration etc. An instructor mostly uses these methods of explanation. In addition

one may illustrate various points through the use of picture, charts, diagrams and other

training aids.

TRAINING AIDS:

  

Films, Slides, Projectors, Moves, Stills.

Charts, Graphs, Flash cards, Flannel Boards, Pictograms.

Pamphlets, Brochures, Handbooks, Manuals.

Libraries and reading rooms.

Teaching Machines, Closed circuit TV.

Notice Boards, Bulletin Boards, and Enlarged Drawing,

Cartoons, Comic Books, Books.

4. TRY OUT THE TRAINEE’S PERFORMANCE:

As a continuation of the presentation sequences given above, the trainee

should be asked to start the job or operative procedure. Some instructors prefer that the

trainee explain each step before doing it. Particularly, if the operation involves and

danger. The trainee, through repetitive practice, will acquire more skill.

4. FOLLOW UP:

The final step in most training procedures is that of follow-up. When people are

involved in any problem or procedure, it is unwise to assume that things are always

constant. Follow-up can be adapted to a variable reinforcement schedule as suggest in the

discussion of learning principles.

EVALUATION OF TRAINING PROGRAMME:

          The specification of values forms a basis for evaluation. The basis of

evaluation and the mode of collection of information necessary for evaluation

should be determined at the planning stage. The process of training evaluation has

been defined as “any attempt to obtain information on the effect of training

performance, and to assess the value of training in the light of that information.

Evaluation leads to controlling and correcting the training program. Hamblin

suggested five levels at which evaluation of training can take place, viz., reaction,

learning, job behavior and organization and ultimate value.

4. REACTION:

Training program is evaluated on the basis of training reaction to the

usefulness of coverage of the matter, depth of the course content, method of

presentation, teaching methods etc.

4. LEARING:

Training program, trainer’s ability and trainee- ability are evaluated on the job

basis of quality of content learned and time in which it is learned and learner’s

ability to use or apply, the content he learned.

4. JOB BEHAVIOUR:

This evaluation includes the manner and extent to which the trainee has

applied his learning to his job.

4. ORGANIZATION:

This evaluation measures the use of training, learning and change in the job

behavior of the organization in the form of increased productivity, quality,

morale, sales turnover and the like.

4. ULTIMATE VALUE:

It is the measurement of ultimate result of the contribute of the training

program to the company goals like survival, growth, profitability etc. And to the

individual goals like development of personality and social goals like maximizing

social benefit.

DEVELOPMENT

            The purpose of human resources development is to improve the

intellectual and emotional abilities needed to handle greater responsibilities,

through formal or informal means.

   

OBJECTIVES OF MANAGE DEVELOPMENT:

To overhaul the management machinery

To improve the performance of the managers

To give the specialists and overall view of the functions of an organization

and equip them to co-ordinate each others efforts effectively

To identify the persons with the required potential and prepare them for

senior position

To increase the versatility of the management group

To increase the morale of the members of the management group

To keep the executives abreast with the changes and developments in their

respective fields.

To create the management succession which can take over in case of

contingencies?

To improve thought process and analytical ability.

To broaden the out-look of the executive regarding his role, position and

responsibilities.

To understand the problems of human relations and improve human

relations skills.

To stimulate creative thinking.

FORMULATING THE EMPLOYEE DEVELOPMENT PLANS:

0. Who will be trained?

1. The type of programs

2. The time frame

3. The person responsible

4. The resource and facilities to be used

PROBLEMS IN DEVELOPMENT:

Some of the common problems in development which are often repeated are

5. Inaccurate need analysis.

6. Trying to substitute training for selection.

7. Encapsulated development, which is a result of sending employees to

learn new methods and ideas but not changing the old attitudes and

methods existing in the organization. There fore, the new knowledge

learned by the trainees remains encapsulated because of his inability to

implement them in the unchanged work situation.

20 DIFFERENCE BETWEEN TRAINING AND

DEVELOPMENT.

LEARNING TRAINING DEVELOPMENT

Who No technical person Managerial personnel

What Technical and mechanical

operations

Theoretical and

conceptual ideas

Why Specific job related

purpose

General knowledge

When Short term Long term

CHAPTER - III

COMPANY PROFILE

Beryl springs Infrastructure Pvt Ltd was Founded in the year 2009 at Hyderabad,

the Beryl springs has grown by leaps and bounds, and is today, a specialist

multidisciplinary organization focused on Construction, Infrastructure

Development, Waste Management, Design-build-own-operate

(BOO/BOOT/BOT) Projects, Real Estate, Infrastructure Consultancy, Finance

and Investment.

Beryl Springs......is all about feeling good with Enriching Life. Very

professionally and highly committed individuals are part of the Beryl Springs

Family having core mandated to develop Premier Real Estate into Luxury,

Leisure and Residential Landmarks with Natural Landscaping.

We believe in building lasting Relationships with focused customer centric

approach and transparency in all Spheres and conducting Fair Business Practice

with Rock Solid Values and Integrity. Customer Needs are our Paramount.

Existing Project Details:

We welcome you to Green Meadows at Moinabad, up co

ming community in the heart of new Hyderabad. A very strategically located between

Gachibowli / Financial District (25 mins drive) and International Airport (15 mins drive)

which will be ready to construct houses just 6 months for now.

Facilities that Add Value to Our Investment Avenue Plantation & Parks.

Underground Drainage.

Electricity with Street Light's.

Water supply through Overhead Tank and a Lake Side Club House.

Our objective is to provide infrastructure, infra-consulting, estate and farms, environ-

engineering and hassle free production environment for manufacturing units based on

engineering and science and relating particularly to the protection, maintenance and

enhancement of the built and natural environments.

In fulfilling our objective our goal is:

To be a successful business and contribute to the society.

To value our customers, investors and employees

    Our commitment is to serve our clients faithfully with skill and diligence, to

understand each client’s individual requirements, needs and circumstances, to identify

opportunities for adding value beyond normal expectations, and to deliver high quality

advice and project services on time and to budget.

Our approach is founded on our core values:

Integrity to act fairly whilst acting in our client’s interest.

Excellence building on a proven track record through continuous improvement of

our performance and organization

Innovation from continuing creativity supported by knowledge from research and

our past achievements

Reliability by devising robust solutions from an understanding of the risks.

Safety and Security from our business approach and through regard for our staff

and the general public.

Responsibility through clear lines of communication and accountability

Sustainability by taking a longer term view of the interests of the community,

investing in our staff and capabilities

VISION:

We strongly believe that customer satisfaction is the most important factor that will

pave the way for growth in the chosen line of the activity of the Company.

- To play an active role in the Realty Sector in our country and create landmarks that

will add beauty to the environment.

- To ensure improvement in quality standards and meeting with customers

requirements in a changing environment.

- To make constant efforts to increase the wealth of the stake holders by following

high ethical standards.

MISSION:

As part of our commitment to sustainable growth, to balance economic progress

with environmental care and social responsibility, and to bring increasing value to the

hands of all our associates and stake holders.

Corporate Profile

The Beryl infrastructure is a dynamic, organization that is playing a pioneering

role in developing the infrastructure sectors in AP. Set up in 2009, the group today has a

presence and a turnover of Rs. 2 crores.

A Real Estate company with the implementation of various residential and commercial

projects. The company has developed several residential properties in AP and is currently

executing projects for high-end apartments and independent villas across Moinabad, Hyd.

Responsibilities:

Identify & acquire new lines for business growth

Identify projects (Acquisition / Bid route) that can significantly contribute to

Company’s growth and is in-line with the overall business strategy of the

Company

Support engineering for obtaining various costs for the projects

Thorough expertise in Financial Engineering including taxation

Has thorough expertise in various policies, acts & regulations in regard to the

Industry

Identify various risks involved in Project development and also suggest mitigation

methods for the same

Other routine activities like Preparation of Budget for the BD team, reporting

activities etc.

Business development and promotions through partners and principals

Identifying customer segments and preparing business plans

Leading the team

Desired profile:

Should possess good influencing skills

Presentable, clarity in communication & objective driven

Good analytical skills where the incumbent understands the impact on

organization and systems

Leadership skills & team orientation

Creativity & Risk Aptitude

TRAINING AND DEVELOPMENT AT BERYL SPRINGS

INFRASTRUCTURE LIMITED

TRAINING PROCESS

IDENTIFICATION

BERYL SPRINGS Infrastructure Limited’s penchant for training

Beryl Springs Infrastructure Limited’s preeminent status not only stems from their

industry, but from their extra ordinary concern for people who power their endeavor, for

the environment and the society.

FORMAT

FEEDBACK

YES

CONSOLIDATION

CALENDAR

EVALUATION

IF HOD RECOMMEND

SAGAIN

END

NO

Training, thus has found favor with the upper echelons of the management for job

specific and overall development of its people.

THE TRAINING PROCESS AT BERYL SPRINGS INFRASTRUCTURE LIMITED

1. Company goal

State-of-the-art plants and machinery, stringent quality control and total commitment to

customer satisfaction are the various areas marked for company excellence.

4. Training objectives

To prepare the employee both new and old to meet the present as well as the

changing requirements for the job and the organization.

To affect personality development through active participation in the training

programs.

To prepare employees for higher-level tasks by improving their skills.

To train employees for effective implementation of quality management system

and environment management system.

To protect obsolescence.

3. Need assessment

    Training programs, training methods and course content are to be planned on the basis

of training needs. At BERYL SPRINGS the HRD department through the analysis of

performance appraisal does identification of training needs.

    For the management and non-management staff self-appraisal is affected, where as for

the workmen performance appraisal is carried out quarterly in three stages. Training

needs are also assessed on the recommendation of the head of the respective department

and immediate supervisors.

4. Designing of the training program.

After the training needs have been assessed, the next logical step is to design a suitable

training program. For that, the issues have to be taken care of.

A Who are the trainees?

All those for whom training needs have been identified, covering the entire workforce i.e.

management, non-management staff and workers.

B Who are the trainers?

At BERYL, both external and internal faculty imparts training. The company has

a strong in-house faculty, which has been strengthened over the years. The in-house

trainers include head of various departments, engineers of personal heads senior

executives and other qualified members of the company. The trainer is chosen as per the

necessity, specialization and financial feasibility. The motto is to learn while teaching.

People are encouraged to take training classes in the company for their own development.

C Methods and techniques of training

Both on-the-job and off-the-job training programs are conducted at Beryl,

depending upon the training requirement and accordingly training is planned.

ON-THE-JOB METHODS AT BERYL SPRINGS

Computer orientation skills

Technical up gradation for new skills

Dealing with customer complaints

Supervisory skills

Orientation on the job

Implementation of the system related techniques like

ISO-9002 and ISO 14001

Job rotation in order to develop a multi skilled workforce

On-the-job training is also provided to newly recruited operatives:

I. Experienced operatives

A weeklong observation and work method correction shall be carried out under

the guidance of the supervisor. The best training faculty trains operator under the

supervision of the training in charge. Any correction required during the period will be

effected. She/he will be made very clear about do’s and don’ts and about the job

description in the weekly induction program.

Their performance will be regularly monitored on day-to-day basis as he achieves

standard production levels.

II. Fresh operatives

 

The approved work shall be explained through part analysis method, to make the

operatives understand the right practice in a quick and easy manner.

After establishing the right method, the operatives’ performance is regularly

recorded, monitored measured and feedback is given in comparison with expected

standard performance.

Poor performance trainees will be retrained in order to bring to the normal phase.

The non-suitable trainees are transferred to a more suitable job.

After completion of 3 months an ability test is conducted to judge his work

method skills and performance.

After observing, if the result is satisfactory, the trainee will be given responsibility

at a lower level assessment (i.e.30%)

His/Her performance shall be reviewed after 6 months and this information

regarding his performance shall be an input for increment.

After one year the feedback is obtained regarding overall performance and if it is

satisfactory he/she will be treated as an experienced operative.

OFF THE JOB TRAINING AT BERYL SPRINGS

a. Lectures at the company-training hall are conducted on the

following topics:

Quality circles

Concepts of five’s

Effective of communication skills

Interpersonal skills

Personality development

Motivation

Productivity concepts and problem solving

Cost control and waste reduction techniques

Organization policy on quality and environment

b. Senior executives are also sent for external programs     

Like:

Time management

Purchase management in the new millennium

Prevention of chemical accidents

Industrial energy saving equipment

Energy audit and efficiency improvement

Manage leadership in the twenty-first century.

c. Special emphasis is laid on safety procedures at BERYL

SPRINGS and thus safety programs on fire fighting and emergency procedures

are conducted regularly to safeguard company property and for personal safety.

d Implementation of training program

A) Location and facilities

The in-house programs are conducted at the company-training hall, which

is well equipped with an OHP and effective sound system. The company loans to

add an LCD in the future in the future. In between the training classes a tea break

is provided. Arrangements for the external programs are taken care by the

organizing party.

a. Scheduling the training program

For the internal program, a plan for their execution is devised and

approval is obtained from the head of the organization. A copy of the training

calendar is sent to the concerned heads of the departments well in advance in

order to facilitate a successful fulfillment of training needs.

As per the external programs, the executives are sent, when notification received.

b. Conducting the program

Training programs are conducted on a rotational basis at BERYL

SPRINGS so that everyone gets a fair chance of acquiring new skills and

knowledge. Frequency of the programs is monthly or quarterly depending on

individual requirements.

c. Monitoring the progress

For the Programs on quality circles and 5’s implementation teams have been

set up for various departments, the teams meet weekly to discuss their problems and to

evolve solutions.

For the rest of the programs, deviation in learning is communicated by the superior, head

of the department and retraining is conducted.

5. Evaluation of training:

Feedback forms are given to the participants immediately after the programs

to assess the quality, content and reception of the training conducted. For certain

Programs like QC and 5’s short tests are administrated to judge how much the

participants grasped. Besides actively organizing training programs, the company also

encourages the employees to enroll higher education. For example, a diploma holder

is encouraged to pursue a B.Tech degree. Also, a person with a diploma and work

experience can directly be admitted to the third year of B.Tech at the state university.