Dj Project.docx

TRAINING AND DEVELOPMENT

Report on summer Training A project report on Training Development Submitted to PCBT (PTU) In partial fulfillment of requirement for the award of the degree of Master of Business Administration

Study under Tandori chicken (Phagwara) Submitted by KULDIP KAUR 1734747

Submitted to Arpita Mod (Assistance prof.)

MBA (2ND) DEPARTMENT OF MANAGMENT PYRAMID COLLEGE OF BUSINESS AND TECHNOLOGY (PHAGWARA) (2018-2019)

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TABLE OF CONTENTS SR NO 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

TOPIC PREFACE ACKNOWLEDGEMENT CERTIFICATE OF ORIGINALITY ABSTRACT INTRODUCTION TO THE TOPIC BENEFITS OF TRAINING REVIEW OF LITERATURE RESEARCH METHDOLOGY & RESEARCH DESIGN SCOPE OF THE STUDY PROJECT OBJECTIVES COMPANY PROFILE LIMITATION GOALS OF HRD SYSTEM AT SUBWAY DATA ANALYIS AND INTERPRETATION FINDINGS OF THE STUDY RECOMMENDATIONS SCOPE OF FURTHER RESEARCH BIBLIOGRAPHY

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PAGE NO. 3 4 5 6 7-20 21-26 27-30 31-34 35 36 37-60 61 62-64 65-69 70 71 72 73

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PREFACE A well planned properly executed and evaluated industrial training helps a lot in inculcating good work culture. It provides the linkage between student and industry in order to develop the awareness of industrial approach to problem solving based on understanding of the plant, machinery process and mode of operation or industrial organization. My project has enabled me to have broaderknowledge about this system and what are the methods and techniques policy adopted forworking capital. This training also provided an opportunity to gain practical knowledge. Through this report, i have tried to summarized all my observation experience and knowledge acquired in this report.

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ACKNOWLEDGEMENT This project report is an integral part of my MBA programs with since it helped me to apply management studies during the first year program in this project. At the outset, I take this opportunity to express my immense gratitude towards my Project Guide “………………….” at “SUBWAYwho helped me throughout the project. I would also like to express my gratitude towards all line workers, supervisors and Executives for their constant help and support during the entire course of my training. Last but not the least; I would like to thank the whole SUBWAYfamily for their immense help and cooperation during my tenure at SUBWAY. I shall always remain indebted to SUBWAYfor this highly learning experience.

CERTIFICATE OF ORIGINALITY

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This is to certify that the project titled“Training and Development” at SUBWAY. is an original work of HR “submitted in partial fulfillment of the requirement for the award of degree of Master Of Business Administration (MBA) of the At the PYRAMID OF COLLEGE OF BUSINESS & TECHNOLOGY This report has not been submitted earlier either to this university or to any other university /institution for the fulfillment of the requirement of the course of the study.

KULDIP KAUR SIGNATURE OF SUPERVISOR

SIGNATURE OF STUDENT

ABSTRACT 5|Page

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Training and development is vital part of the human resource development. It is assuming ever important role in wake of the advancement of technology which has resulted in ever increasing competition, rise in customer’s expectation of quality and service and a subsequent need to lower costs. It is also become more important globally in order to prepare workers for new jobs. In the current write up, we will focus more on the emerging need of training and development, its implications upon individuals and the employers. Noted management author Peter Drucker said that the fastest growing industry would be training and development as a result of replacement of industrial workers with knowledge workers. In United States, for example, according to one estimate technology is de-skilling 75 % of the population. This is true for the developing nations and for those who are on the threshold of development. In Japan for example, with increasing number of women joining traditionally male jobs, training is required not only to impart necessary job skills but also for preparing them for the physically demanding jobs. They are trained in everything from sexual harassment policies to the necessary job skills. The term 'Training' refers to the acquisition of specific skills or knowledge. Training programs attempt to teach trainees to perform a specific job and a particular activity. The term 'Development' usually refers to improving the intellectual or emotional abilities needed to do a better job. The need for Training and Development Before we say that technology is responsible for increased need of training inputs to employees, it is important to understand that there are other factors too that contribute to the latter. Training is also necessary for the individual development and progress of the employee, which motivates him to work for a certain organisation apart from just money. We also require training update employees of the market trends, the change in the employment policies and other thing. INTRODUCTION TO THE TOPIC

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Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably.” Training is normally viewed as a short process. It is applied to technical staff, lower, middle, senior level management. When applied to lower and middle management staff it is called as training and for senior level it is called managerial development program/executive development program/development program. Objectives/purpose/goals of training and development Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably.” The purpose of training and development can be explained as follows. 1. Improving quality of work force :- Training and development help companies to improve the quality of work done by their employees. Training programs concentrate on specific areas. There by improving the qual ity of work in that area. 2. Enhance employee growth :- Every employee who takes development program becomes better at his job. Training provides perfection and required practice, therefore employee’s area able to develop them professionally. 3. Prevents obsolescence :- Through training and development the employee is up to date with new technology and the fear of being thrown out of the job is reduced. 4. Assisting new comer :- Training and development programs greatly help new employees to get accustomed to new methods of working, new technology, the work culture of the company etc. 5. Bridging the gap between planning and implementation :- Plans made by companies expect people to achieve certain targets within certain time limit with certain quality for this employee performance has to be accurate and perfect. Training helps in achieving accuracy and perfection. 6. Health and safety measures :- Training and development program clearly identifies and teaches employees about the different risk involved in their job, the different problems that can arise and how to prevent such problems. This helps to improve the health and safety measures in the company. 7|Page

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Methods of training operating personnel/factory workers Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably.” There are different methods of training for operating personnel (factory workers). Training these workers becomes important because they handle equipment worth crores of rupees. 1. On the job training method :- In this method workers who have to be trained are taken to the factory, divided into groups and one superior is allotted to every group. This superior or supervisor first demonstrates how the equipment must be handled, and then the worker is asked to repeat whatever he has observed in the presence of the supervisor. This method makes it easy for the employee to learn the details about specific equipment. Once the worker studies the first equipment thoroughly the supervisor moves on to the next equipment and so on. 2. Apprenticeship training :- In this method both theory and practical session are conducted. The employee is paid a stipend until he completes training. The theory sessions give theoretical information about the plant layout, the different machines, their parts and safety measures etc. The practical sessions give practical training in handling the equipment. The apprentice may or may not be continued on the job after training. 3. Vestibule training :- In this method of training an atmosphere which is very similar to the real job atmosphere is created. The surroundings, equipment, noise level will be similar to the real situation. When an employee is trained under such conditions he gets an idea about what the real job situation will be like. Similarly when he actually starts doing the job he will not feel out of place. This method is used to train pilots and astronauts. In some places graphics are also used to create the artificial surroundings. This method involves heavy investment. 4. Job rotation :- In this method the person is transferred from one equipment to the other for a fixed amount of time until he is comfortable with all the equipments. At the end of the training the employee becomes comfortable with all the equipment. He is then assigned a specific task. 5. Classroom method :- In this method the training is given in the classroom. Video, clippings, slides, charts, diagrams and artificial modules etc are used to give training.

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Methods of training for managers/methods development/executive development

of

development/managerial

Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably.” Various methods are used to train personnel for managerial level jobs in the company. These methods can be explained with the help of following diagram. Methods of training  On the job training  Off the job training Job rotation  Classroom method  Planned progression  Simulation Coaching and counseling  Business games Under study Committees  Junior boards Conferences  Readings  In-basket training On the job method :On the job method refers to training given to personnel inside the company. There are different methods of on the job training. 1. Job rotation :- This method enables the company to train managerial personnel in departmental work. They are taught everything about the department. Starting from the lowest level job in the department to the highest level job. This helps when the person takes over as a manager and is required to check whether his juniors are doing the job properly or not. Every minute detail is studied. 2. Planned progression :- In this method juniors are assigned a certain job of their senior in addition to their own job. The method allows the employee to slowly learn the job of his senior so that when he is promoted to his senior job it becomes very easy for him to adjust to the new situation. It also provides a chance to learn higher level jobs. 3. Coaching and counseling :- Coaching refers to actually teaching a job to a junior. The senior person who is the coach actually teaches his junior regarding how the work must be handled and how decisions must be taken, the different techniques that can be used on the job, how to handle pressure. There is active participation from the 9|Page

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senior. Counseling refers to advising the junior employee as and when he faces problems. The counselor superior plays an advisory role and does not actively teach employees. 4. Under study :- In this method of training a junior is deputed to work under a senior. He takes orders from the senior, observes the senior, attends meetings with him, learns about decision making and handling of day to day problems. The method is used when the senior is on the verge of retirement and the job will be taken over by the junior. 5. Junior board :-In this method a group of junior level managers are identified and they work together in a group called junior board. They function just like the board of directors. They identify certain problem, they have to study the problem and provide suggestions. This method improves team work and decision making ability. It gives an idea about the intensity of problem faced by the company. Only promising and capable junior level managers are selected for this method. Off the job training method :- Off the job training refers to method of training given outside the company. The different methods adopted here are 1. Classroom method :- The classroom method is used when a group of managers have to be trained in theoretical aspects. The training involves using lectures, audio visuals, case study, role play method, group discussions etc. The method is interactive and provides very good results. 2. Simulation :- Simulation involves creating atmosphere which is very similar to the original work environment. The method helps to train manager handling stress, taking immediate decisions, handling pressure on the jobs etc. An actual feel of the real job environment is given here. 3. Business games :- This method involves providing a market situation to the trainee manager and asking him to provide solutions. If there are many people to be trained they can be divided into groups and each group becomes a separate team and play against each other. 4. Committee :- A committee refers to a group of people who are officially appointed to look into a problem and provide solution. Trainee managers are put in the committee to identify how they study a problem and what they learn from it.

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5. Conference :- Conferences are conducted by various companies to have elaborate discussions on specific topics. The company which organizes the conference invites trainee manager and calls for experts in different fields to give presentation or lecture. The trainee manager can ask their doubts to these experts and understand how problems can be solved on the job. 6. Readings :- This method involves encouraging the trainee manager to increase his reading related to his subject and then ask him to make a presentation on what he has learned. Information can be collected by trainee manager from books, magazines and internet etc. 7. In basket training :- In this method the training is given to the manager to handle files coming in and to finish his work and take decisions within a specified time limit. The trainee manager is taught how to prioritize his work, the activities which are important for his job and how to take decisions within limited time limit. Training procedure/process of training :- Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably.” Every company has a specific training procedure, depending upon its requirements. Process/procedure of training      

Determining training need of employee Select a target group for training Preparing trainers Developing training packages Presentation Performance Follow up

1. Determining training needs of employee :- In the very 1st step of training procedure, the HR department, identifies the number of people required training, specific area in which they need training, the age group of employee, the level in organization etc. in some cases the employee may be totally new to the organization. Here the general introduction training is required. Some employees may have problems in specific areas; here the training must be specific. This entire information is collected by HR department. 11 | P a g e

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2. Selecting target group :- Based on information collected in step 1 the HR department divides employee into groups based on the following. Age group i. The area of training ii. Level in the organization iii. The intensity of training etc. 3. Preparing trainers :- Once the employees have been divided into groups, the HR department arranges for trainers. Trainers can be in house trainers or specialized trainers from outside. The trainers are given details by HR department, like number of people in group, their age, their level in organization, the result desired at the end of training, the area of training, the number of days of training, the training budget, facilities available etc. 4. Preparing training packages :- Based on the information provided by trainers, he prepares entire training schedule i.e. number of days, number of sessions each day, topics to be handled each day, depth of which the subject should be covered, the methodology for each session, the test to be given foe each session, handout/printed material to be given in each session. 5. Presentation :- On the first day of training program the trainer introduces himself and specifies the need and objective of the program and then actually stars the program. The performance of each employee is tracked by the trained and necessary feedback is provided. 6. Performance :- At the end of training program the participants reports back to their office or branches. They prepare report on the entire training program and what they have learned. They the start using whatever they have learned during their training. Their progress and performance is constantly tracked and suitable incentives are given if the participant is able to use whatever he has learned in training. 7. Follow up :- Based on the em0ployee performance, after training, the HR department is able to identify what is exactly wrong with training program and suitable correction is made. Evaluation of training program

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Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably.” Effectiveness of training programs are constantly evaluated by the company to find if the money, they have invested has been spend properly or not. Training programs can be evaluated by asking following questions. a) Has change occurred after training? b) Is the change due to training? c) Is the change positive or negative? d) Will the change continue with every training program? A training program should give following resulting changes. 1. Reaction :- Reaction refers to attitude of employee about the training, whether the employee considers training to be +ve or –ve one. If reaction are +ve then people have accepted the program and changes will be possible. 2. Learning :- Another method of judging effectiveness is to identify levels of learning i.e. how much the people have learnt during the training. This can be found out by trainers mark sheet, the report submitted by the employee, and actual performance. 3. Behavior :- The HR department needs to understand behavior of the employees, to understand the effectiveness of training. The behavioral change can be seen in how the person interacts with juniors, peer groups and seniors. They mark change in behavior and inform the HR department of the success of training program. 4. Result :- Results provided by employee in monetary terms also determines effectiveness of training program i.e. employee success in handling the project, the group performance before and after training etc. 5. Effectiveness of training program must lead to i. Increase in efficiency of worker ii. Reduction in labour turnover 13 | P a g e

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iii. Increase in discipline iv. Reduction in wastage and therefore cost of production v. Proper care of tools and equipments vi. Employee development in career terms vii. Overall efficiency in the company Advantages of training programs/training Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably.” The following are the advantages of training program to the company 1. Increase in efficiency of worker :- Training programs can help workers to increase their efficiency levels, improve quality and thereby increase sales for the company. 2. Reduced supervision :- When workers have been formally trained they need not be supervised constantly. This reduces the work load on the supervisor and allows him to concentrate on other activities in the factory. 3. Reduction in wastage :- The amount of material wasted by a trained worker is negligible as compared to the amount of material wasted by an untrained worker. Due to this the company is able to reduce its cost its cost of production. 4. Less turnover of labour :- One of the advantages of the training program is that it increases the confidence of employees and provides them with better career opportunities. Due to this employee generally do not leave the company. There by reducing labour turnover. 5. Training helps new employees :- A person, who is totally new to the company, has no idea about its working. Training helps him to understand what is required from him and helps him to adjust to the new environment. 6. Union management relations :- When employees are trained and get better career opportunities. The union starts having a possible attitude about the management.

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They feel that the management is genuinely interested in workers development. This improves union management relations. The following are the advantages of training program to the employee 1. Better career opportunities :- Training programs provide the latest information, develops talent and due to this the employee is in a position to get better jobs in the same company or other companies. 2. High rewards :- Effective training programs result in improved performance. When performance appraisal is done excellent performance from the employee is rewarded by giving him incentives and bonus. 3. Increased motivation :- Employees who have been trained are generally more confident as compared to others. Since their efforts will be rewarded in future they are very much interested in improving their performance. Therefore we can say that their motivation levels are very high. 4. Group efforts :- Training programs are not only technical programs but are also conducted in areas like conflict management, group dynamics (formal and informal groups), behavioral skills, stress management etc. this enables employees to put in group effort without facing problems that groups normally face. In other words training teaches people to work in a group. 5. Promotion :- People who attend training programs learn from them and improve themselves are generally considered for promotion. Thus training increases chances of promotion. Training is the process of assisting a person for enhancing his efficiency and effectiveness at work by improving and updating his professional knowledge, by developing skills relevant to his work and cultivating appropriate behavior and attitude towards work and people. Training could be designed either for improving present capabilities at work or for preparing a person for assuming higher. Responsibilities in future which would call for additional knowledge and superior skills. Training is different from education particularly formal education. While education is concerned mainly with enhancement of knowledge, training aims essentially at 15 | P a g e

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increasing knowledge, stimulating aptitude and imparting skills related to a specific job. In India, considerable importance has been accorded to training in social development and this is evident form the fact that the community spends roughly six million dollars annually on training every year. But there are complains about the ineffectiveness of training and possible waste of resources because of the use of stereotyped and conventional methods in training which are often not set completely in tune with job requirements. The Training Cycle A training cycle consists of a series of steps which lead to a training event being undertaken. Evaluation provides feedback which links back to the initial stages of training design. Indeed, it is the evaluation/feedback process which makes this a cyclical event without it training would be a linear process leading from initiating training through to its implementation. The steps in the cycle are:Stage1: Identification of training needs. Examining what skills and attributes are necessary for the job to be undertaken, the skills and attributes of the job holder and the extent of the gap. Stage2: Design, preparation and delivery of training. Stage 3: Discovering the trainee’s attitude to training (reaction) and whether the training has been useful from the point of view of training. Reaction involves the participant’s feelings towards the training process, including the training content, the trainer and the training methods used. Learning is the extent to which the trainee has actually absorbed the content of the learning event. 16 | P a g e

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Stage 4: Discovering whether the lessons learnt during training have been transferred to the job and are being used effectively in doing the job. Stage5: Evaluating the effects of the training on the organization. Thus is the area on which there is perhaps most confusion, subsequently little real action to clear it. Stage 6: Reinforcement of positive behavior. It is optimal that positive outcomes are maintained for as long as possible. It is not rare event for changes in behavior to be temporary, with a gentle slide back to previous ways of working. It is important to note the feedback loops. Feedback on the process of actually delivering the training can comefrom the reaction and learning stage, the transfer of 17 | P a g e

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the training to the work place and the evaluation of the impact of the training. The main, feedback for the identification of training needs comes from an assessment of the transfer of work to the training and the evaluation of the impact on the organization. It is important to note that these feedback loops may consist of two very different types of information. •To determine the worth of training to the organization- a process best done by quantitative methods and with hard, numerical data. •Allowing insights into the method of learning, where the experience of those involved are the main focus, thus using mainly softer, qualitative information. Identification of training needs The procedure of identifying training and development needs is crucial for the success of the training function and requires to be carried out systematically on a regular basis, preferably every year. How are training needs identified to match the organizational requirements in terms of technology /task/ people? Has the training bought the desired change in the individuals’ performance and if so, how is it assessed? These are the focal points, which require attention of the HR professionals to assess the training needs of the employees working in the organization. Many organizations have their own system to identifying training needs every year. However, need identification exercise can do real harm if the needs are not met by conducting suitable programs. Managers mustperceive that their recommendations are grown due consideration and suitable actions are initiated to satisfy the felt needs. Only then, they will take this exercise seriously. Hence, formulation of suitable and need based training programs and their timely implementation is very important for the success of any training program. Evaluation of Training Programs Training programs are conducted with a view to help the employees to acquire the knowledge, skills and attitude necessary to perform the task assigned to them. They are conducted in order to bring about a planned change which in turn involves substantial investment of money, time and efforts.

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Therefore, one has to know whether such an investment in training yielded the desired results. This desire naturally leads to evaluation of training. Evaluation means literally, the assessment of value or worth. Strictly speaking the act of evaluating training is the act of judging whether or not it was worthwhile in terms of some criterion of value, in the light of the information available. Evaluation is the tool whereby information about the result of trainees, interaction with the learning experiences systematically collected and analyzed. Thus, evaluation can provide useful data both for improvement of training and enhancement of learning. In brief it is important in 3 ways. •It indicates whether appropriate monetary investment is made on the implementation of training programs. •It determines the degree of effectiveness and success of the training programs. •It provides a basis for introductory the necessary correctivemeasures. The benefits of constructive, practical evaluation of training substantially outweigh the costs six direct benefits of evaluating training programs are:Quality Control: Quality control systems are designed to ensure that products or services are fit for their intended purpose. Evaluation in training will assess the extent to which workrelated results can be demonstrated to arise from the training. Successful, positive elements of training can be maintained and reinforced, whilst negative elements removed or revised. If results cannot be justified, then it becomes hardto justify the commitment of any resources to the training activity andthey can be re-allocated toWhere they may make a greater impact. Efficient training design: It throws an emphasis on those elements of atraining system which matter, such as proper definition of objectivesand setting criteria on now these objectives are to be measured. 19 | P a g e

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Enhanced professional esteem: Training professionals can gainenhanced stature from having systematic evaluation of data rather thanintuitive assessment of their contribution to the business. Being assessed on their contribution to the ‘bottom-line’ of the business puts the HRDfunction on the same footing as other functions, instead of claiming that the nature of their work does not allow an application of the same criteria. This helps to break down the barriers facing the integration of HRD professionals within the organization. Enhanced negotiating power: On much the same tack evaluation makes it possible for the HR function to demonstrate a successful contribution to the business over a period of time. When resources are to be allocated and new investment decisions to be made, them being able to show the outcomes of training would be invaluable. Appropriate criteria of assessment: Individuals within an organization will make judgments about how effective the training function is, regardless of whether an evaluation system is in place or not. Given this, it is very important that the HR controls the choices of appropriate criteria, which it can most safely do on the back of a formal evaluation process. Intervention strategy: Evaluation can be a tool for changing the way that training is integrated into the organization. It offers a means by which the HR function can build on its enhanced esteem and negotiating power to play a more active role in developing policies

BENEFITS OF TRAINING

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Training usually is a strategic human resource activity because it plays a major role in determining the effectiveness and efficiency of an organization. Successful training and development program will achieve the following benefits: 1.Improve the quality and quantity of work done. 2.Reduce the learning time required for employees to reach acceptable standards of performance. 3.Create more favorable attitudes, loyalty and cooperation. 4.Satisfy human resource planning requirements. 5.Reduce the number and cost of accidents. 6.Help employees in their personal development and advancement. 7.Help organizations to respond to dynamic market conditions and changing consumerdemands. Different jobs require different capabilities. These capabilities can be considered under four categories: 1. Technical 2. Managerial 3. Behavioral 4. Conceptual TECHNICAL CAPABILITIES: They deal with the technology of the job or the tasks the employee is expected to perform. They include information, skills and knowledge. MANAGERIAL CAPABILITIES: They include the ability to organize, coordinate, plan, monitor, evaluate and redesign a variety of activities. As managers have the task of getting things done by others with optimal use of resources for achieving the best possible results, they need to possess managerial capabilities. Knowledge of management techniques like PERT, systems analysis, performance budgeting etc. are evidences of managerial 21 | P a g e

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capabilities. Management skills involve the application of these techniques for better planning, better coordination, better monitoring, and for better achievement of results. BEHAVIOURAL CAPABILITIES: These include leadership skills, ability to motivate others, communication skills, ability to work as a team member, dynamism, initiative etc. Mere knowledge of behavioral sciences does not ensure that person has behavioral capabilities. Attitudes and orientations play an important role in determining the effectivenessof the employees to a great degree On-The-Job Coaching : On-the-job coaching is another way of training employees. This type of training is given to employees who are new to a given job (not necessarily to the organization). The purpose of this kind of training is to equip the employee with the capabilities required to perform various tasks of his job. This may involve skill training by the supervisor of the employee, either on a day-to-day basis or periodically. On-the-job training techniques also include job instruction training, job rotations, internships, coaching and counseling. On-the-job training should be particularly stressed upon during the early stages of their careers. 3. Apprentice Training: Apprentice training is given to those who have just completed their studies and are about to enter the organizational world. The apprenticeship involves practical training under the guidance of one or more instructors designated by the organization to train the trainees. IN-HOUSE TRAINING: In-house training programs are programs offered exclusively for the employees of an organization by the organization. The Training Department assesses the training needs of various categories of employees periodically, invite suggestions from the senior executives of that company on the training needs as perceived by them, keep in touch with the new developments taking place in the outside world that have relevance to their own 22 | P a g e

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organizational activities and periodically invite outside trainers to train their employees. In the in-house training Programmes, the training department may use its own senior employees as trainers or may depend exclusively on outsiders or may use both sets of resources. SPONSORED TRAINING: As most organizations do not have sizeable units of training, it is easier for them to sponsor a few employees for training by outside agencies. DISTANCE TRAINING: Distance training is the training conducted without the trainer being physically present near the trainee. The most well known forms of distance training are correspondence courses, auto-teaching machines, programmed instruction materials, video and audio cassette programs, alumni bulletins etc. This form of training is useful mainly to keep the trainee informed about various developments in his field or to acquaint him with new technology, processes etc. CAREER DEVELOPMENT PROGRAMS Career Development programs help people grow and continue after they begin their employment. Career Development refers to helping individuals plan their future careers within the organization. The objectives of career development are to help individuals achieve maximum self-development and also to help the organization achieve its objectives. INDIVIDUAL BENEFITS: For the individual, the most immediate benefits of career development include a better job, more money, increased responsibility, greater mobility, and the acquisition of skills that improve productivity. Career Development also provides less tangible benefits for individuals, such as increased job satisfaction, the development of a career orientation rather than a job orientation, increased involvement at work, greater exposure, a better understanding of what is expected and broader knowledge of additional areas of career interest. 23 | P a g e

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ORGANIZATIONAL BENEFITS: Through the development of competent employees, organizations are able to identify future managers and prepare them to achieve organizational goals. By developing competent replacement managers, an organization is able to practice promotion from within, which increases the level of motivation for aspiringmanagers. Employees who remain in the same position for an extended period typically become obsolete, either because of a lack of training or a lack of motivation. Career planning helps to prevent the problems of obsolescence by providing employee training by moving employees into different jobs, and by motivating employees to make valuable contributions to the organization. An organization that tries to help employees’ plan their careers can benefit directly through lower turnover and personal costs. DEVELOPMENTAL PROGRAMS: 1. Mentoring: Some organizations assign an experienced employee to serve as a mentor for new employees. A mentor is a trusted counselor, coach or advisor who provides advice and assistance. Effective mentors teach these new employees a number of things, which include: 1. Provide instruction in specific skills and knowledge critical to successful job performance. 2. Help in socializing them in the culture of the organization and understanding the unwritten rules of the organization. 3. Answer questions and provide useful insights. 4. Offer emotional support and encouragement.5.Serve as a role model.6.Create an environment in which mistakes can be made without losing self-confidence. 2. Career Counseling: Most organizations provide some form of career counseling on various occasions: during employment interviews when employees are first hired, during employees ‘annual performance evaluation interviews, and as part of the special career counseling that is provided for high-potential employees. 24 | P a g e

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Career counseling typically occurs as part of the day-to-day relationship between a supervisor and subordinate. Moreover, some organizations provide special career counseling by conducting psychological assessments of employees and helping them interpret their individual results. 3. Career Pathing: Career pathing refers to identifying a sequence of jobs through which an individual can expect to progress towards high levels of management. Some organizations provide job progression plans for all new employees, while others do it only for exceptionally bright and promising candidates. Career path information must be provided to the employees before a possible career path can be charted out for them. 4.Career Development Programs: Career development includes any and all activities that prepare a person for progression along a designated career path. Career development usually involves both formal and informal means. These programs maybe conducted in-house or by external sources, such as professional organizations or colleges and universities and are organized by the T&D department of an organization. Internal Mobility There is a possibility in organizations that over a period of time an employee willchange his role or position, from one job to another – laterally or vertically in theorganization structure. This kind of employees’ movement within an organization is known as internal mobility. Internal mobility includes a cluster comprising, may take place between jobs in section, sections, departments, division or even between plants in multi - plant operations. Promotion

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Promotion is the upward reassignment of an individual in an organization’s hierarchy, accompanied by increased responsibilities, enhanced status, and usually with increased income, though not always so. On being promoted, the promoter’s duties and responsibilities increase, and the higher one goes in an organization the greater the implications of the individual’s decisions on the viability of the enterprise. After promotion, an individual’s duties and responsibilities usually becomes qualitatively different from those of this earlier job. The following are the objectives of promotion: 1.It is recognition of a job well done by an employee. 2.It is a device to retain and reward and employee for his years of service to thecompany. 3.It is to increase individual and organizational effectiveness. 4.It is to promote a sense of job satisfaction in the employee. 5.It is to build loyalty, morale and a sense of belongingness in the employee 6.It is to impress upon others that opportunities are open to them also in the organization, if they perform well. An internal mobility system also needs as supportive information system to make itviable. It is desirable to have a central, maintain a detailed inventory of the skills of all employees and coordinate all information – promo -table posts available, posts vacant, number of employees on transfer, permanent and temporary posts. When making internal mobility decisions, organizations tend to place emphasis on their objectives, filling job vacancies, eliminating employee surpluses, correcting behavioral problems, etc. Promotion maintains organizational effectiveness through maintenance of employee moral and favorable attitudes towards the organization. Demotions frequently used as from of disciplinary action since it represents loss of status and earning. Transfers are required in the process of organization job requirements, job rotations and filling in absenteeism, separations and termination, such as discharge and dismissal, from a part of the outward mobility of an organization. 26 | P a g e

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REVIEW OF LITERATURE At the enterprise level, employee training and development are main areas of human resource development. The efficiency of an organisation depends directly on the capability and talent of its personnel, and how motivated they are. Capability of a person depends on his ability to work and the type of training he receives. While his personal capability is evaluated through proper selection procedure, his training is taken care of by the organisation after he has been employed by the organisation. After employee have been selected for various positions in an organisation, training them for those specific tasks to which they have been assigned assumes great importance. It is true in many organisations that before an employee is fitted into a harmonious working relationship with other employees, he is given adequate training. Training is the act of increasing the knowledge and skills of an employee for performing a particular job. The major outcome of training is learning. A trainee learn new habits, refined skills and useful knowledge during the training that helps him improve performance. Training enables an employee to do his present job more efficiently and prepare himself for a higher level job Training, Education, Learning and Development Training Training is an act of increasing knowledge, skill and attitude of an employee for improving his performance on the job. Training is concerned with imparting specific skill for doing particular job. For example, a clerk on typing. It is task-oriented activity. It is for job related purpose and short-term. Education Education is concerned with increasing general knowledge and understanding of an employee’s total environment. Education is directed more towards the future of an individual .It prepares him for future challenges of life,shapes his career and grooms him for social responsibilities.

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Learning Learning is the process of accumulation of knowledge,skills and attitudes by whatever means. Learning is a broad one which includes both training and education. Learning is observable modification of behaviour as a result of some experience. Learning may be through experience, reading, observation, discussions, electronic media including internet, experimentation, facing the new challenges, travel and exploration, etc. Development Development has a broader meaning. Its aim is to grow or improve the overall personality of an individual. It is continuous process and is on the initiative from individual. Development is to meet an individual’s future needs. Efforts towards development often depend on personal drive and ambition. It helps individual’s in the progress towards maturity and actualisation of their potential capacities. Development is whole process by which employee learns, grows, improves his abilities to perform variety of roles within and outside the organisation. He acquires socially desirable attitudes and values. Training Training is narrow and specific job related. Although training is concerned with the future of an individual, his past and present nonetheless provide a crucial frame of reference. Training is for short duration. Applied and practical. Training has less emphasis on ideology and social values as it stresses development of competencies. Societal forces play very less significant role than they do in education. In training, the group comes together for a specific purpose and disperses after the programme objectives are assumed to have been achieved.

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Education Education is broad and general. Education is mainly towards the future of an individual and any reference to his present state is incidental. Education is for long duration. Pure and theoretical. Education is firmly rooted in the culture of the society. One of the key concerns of education is the inculcation of socially accepted values in an individual. In education, the group is more enduring and there is sustained interaction over a long period of time.

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Difference between Training and Development

Training Short term process. Knowledge and skills for a specific purpose. Primary related to technical skills learning. Training is a reactive process to meet current need. From management managementexternal motivation. Develops specific job related skills. Training is for non-managerial personnel.

Development Long term process. For overall development. Related to managerial, behavioral and attitude development. Development is a reactive to meet future needs. From individual himself-internal motivation. Develops total personality. Development is for managerial personnel.

Types of Training Training is required for several purposes. Accordingly, training programmes may be of the following types: 1. Orientation TrainingIn orientation training, new hires get a first hand view of what the company stands for, how the work is carried out and how to get along with colleagues. In short, they learn the specific ways of doing things in proper manner. When a new employee is from different country and culture, this initial training is important in helping new employees adjust in the company. 2.Job Training It refers to the training provided with a view to increase the knowledge and skills of an employee for improving performance on-the-Job. Employees may be taught the correct methods of handling equipment and machines used in a job. Such training helps to reduce accidents, waste and inefficiency in the performance of the job. 3.Safety Training Training provided to minimize accidents and damage to machinery is known as safety training, It involves giving instructions in the use of safety devices and in safety consciousness. 4.Promotional Training :It Involves training of existing employees to enable them to perform higher level jobs .Employees with potential are selected and they are given

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training before their promotion, so that they do not find it difficult to shoulder the higher responsibilities of the new positions to which they are promoted. 5.Refresher Training :Rapid changes in technology may force companies to go in for this kind of training. When existing techniques become obsolete due to the development of better techniques, employees have to be trained in the use of new methods and techniques. By organizing short-term courses which incorporate the latest developments in a particular field, the company may keep its employees up-todate and ready to take on emerging challenges. It is conducted at regular intervals by taking the help of outside consultants who specialize in a particular descriptive. 6.Remedial Training: Such training is arranged to overcome the shortcomings in the behavior and performance of old employees. Some of the experienced employees might have picked up appropriate methods and styles of working. Such employees are identified and correct work methods and procedures are taught to them. Remedial training should be conducted by psychological experts.

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Research in common parlance refers to a search for knowledge. One can also define research as a scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation. It is the pursuit of truth with the help of studies, observation, comparison and experiment. In short the search for knowledge through objective and systematic method of finding solution to a problem is research. According to Clifford Woody, “Research comprises defining and redefining problems, formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, making deductions and reaching conclusions to determine whether they fit the formulating hypothesis”.  RESEARCH DESIGN The research design is purely the framework or plans for a study that guides the collection and analysis of data. It is a blue print that is followed in completing a study. It may be a worthwhile to mention here that a research design is essentially the framework for the study. Scope of Study : This research provides me with an opportunity to explore in the field of Human Resources. This research also provides the feedback of people satisfies with the motivation provided to them by company. Types of Research Designs Research design is mainly of three types: 1. Exploratory research 2. Descriptive research 3. Experimental research Exploratory Research: - It is often the initial step in the series of studies designed to supply information for decision-making. The main purpose of this research is for formulating the problem for more precise investigation or of developing a working hypothesis from an operational point of view. The major emphasis in such studies is on the discovery of ideas and insights. 31 | P a g e

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Descriptive Research: - It includes surveys and fact-finding enquiries. The descriptive research is typically concerned with determining the frequencies with which something occurs or determining the degree to which variables is associated. It is guided by an initial hypothesis. Experimental Research: - In this some variables are manipulated to observe their effect on other variables. Experimentation is defined as a process where events occur in a setting at the discretion of the experiment and controls are used to identify the source of variants in the subject. Thus they are those where the researcher tests the hypothesis of the causal relationship between variables. The method of the research used here is DESCRIPTIVE. Descriptive research includes surveys and fact finding enquiries of different kinds. It is used to portray accurately the characteristics of a particular individual, situation or a group. This research include survey and fact finding enquiries of different kind. Basic purpose of this type of research is that it describes the state of affairs in current scenario. It is being generally used in social science and business research. This study is also termed as “ex post facto” Main characteristic of method are that research has no control over the variables he can only report what happening. Here in descriptive research we have prepared questionnaire and done surveys of different individuals The research methodology adopted for the project can be stated as follows –  An extensive study of the topic through various sources like internet, books and work done on some topics  A questionnaire was prepared to analyze the level of absenteeism in NFL Nangal.  data.

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Collection of questionnaire took place after a couple of weeks to analyze

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 All the responses were studied and certain findings and recommendation were given.  A detail and systematic report was prepared. Sampling Design Sampling is used to collect primary data when the source of data is far too many to be exhausting handled. Sampling is the integral part of data collection process. The way of selecting a sample is known as sample design. Data Collection Methods The work does not end by framing is design, it is necessary to acquire the various details. The collected information is aimed at getting a truthful & clear result. The results can be further analyzed to get the necessary inputs and is a tough task to undertake. Hence the selection of best possible method for collecting data becomes very vital for this type of study. Data is basically collected in two methods. They are classified in to two ways 1. Primary data

2. Secondary data

Primary Data The primary data are those, which are collected afresh and for the first time, and thus happen to be original in character. There are different methods available in collection of primary data.  Observation  Personal interview  Questionnaire  Telephone enquiry  Feedback form Secondary Data

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Secondary data means, data that are already available that is they refer to the data which have already been collected and analyzed by someone else and which have already been passed through the statistical process. Secondary data may either be published data or unpublished data and can be gathered through :  Internet,  Books,  Magazines,  Manuals,  Journals etc Here in my research I have used both the primary as well as secondary data for research topic. Primary data that I have used is the structured questionnaire. I have designed a structured questionnaire as they are simple to administer and relatively inexpensive to analyze Provision of alternative replies, helps to understand the meaning of questions clearly questions. The data was collected by conducting personal interview of respondents with the help of questionnaire. Along with the primary data obtained through use of questionnaire. I have used secondary data from various sources like financial websites, newspapers, journals etc Sample Size The sample size for this study is taken as40. Sample AREA SUBWAY

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SCOPE OF THE STUDY The significance of the study on training and development by the new researchers has increased due to rapidly changing technology and work culture in industrial environment due to an increasingly skilled workforce and very competitive global marketing. Training is very much essential to upgrade skills of employees in this scenario, for the development of self as well as the organization. Thus, study on Training and Development is extremely important as it reveals and identifies the lacunas in the training policy and the areas where the organization can improve for the betterment of the organization as well as the industry All training activities must be related to the specific needs of the organization and the individual employees. A training programme should be launched only after the training needs are assessed clearly and specifically. The effectiveness of a training programme can be judged only with the help of training needs identified in advance. In order to identify training needs, the gap between the existing and required levels of knowledge, skills performance and aptitudes should be specified. The problem areas that can be resolved through training should also be identified.

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PROJECT OBJECTIVES The objective of my study is to examine the training and development process being followed by SUBWAY.Honing up identified functional skill areas of personnel, for more effective contribution to the organization. Providing platforms for professional growth and exploration leading to overall improved organizational health and quality of life. Developing human resources in consonance with broader corporate horizon and long range vision of the organization. This will done on the basis of four parameters which forms the basis of the questionnaire 1. Purpose of training: What is purpose of training at SUBWAYIdentifying training needs- How will the training needs be identified 2. Administration set up for training.- What is the set up like 3. Effectiveness- How effective is the system This analysis will be solely on the perception of individuals who have gone through this process. The outcome will depict whether difference in perception exists between two levels of employees or not.

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COMPANY PROFILE COMPANY PROFILE Subway Logo

History The Subway Story The story of the Subway brand started more than 50 years ago when Dr. Peter Buck, a nuclear physicist, changed the life of a college student with a few simple words, “Let’s open a submarine sandwich shop.”

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It was Peter Buck that gave college freshman Fred DeLuca the idea to open a submarine sandwich shop to help pay his tuition. Peter provided an initial investment of $1000, and a business relationship was forged that would change the landscape of the fast food industry and the lives of thousands. The partners opened their first restaurant in Bridgeport, Connecticut, where they served fresh, affordable, made to order sandwiches. The popularity of the sandwiches and the brand continued to grow over the decades but one thing remained the same and that was their core values and principles: a) Always provide exceptional service to your valued guests; b) Provide the highest quality menu items at a price everyone can afford and enjoy; and c) Keep operating costs low and ensure you have great systems in place and never stop improving. These early principles continue to serve as the foundation for Subway restaurants around the world. Subway, the Franchise By 1974, the duo owned and operated 16 submarine sandwich shops throughout Connecticut. Realizing they would not reach their 32 store goal in time, they began franchising, launching the SUBWAY® brand into a period of remarkable growth which continues to this day.

A Fresh Future Today, the SUBWAY® brand is the world's largest submarine sandwich chain with more than 40,000 locations around the world. We’ve become the leading choice for people seeking quick, nutritious meal options that the whole family can enjoy. From 38 | P a g e

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the beginning, Fred has had a clear vision for the future of the SUBWAY® brand. As we continue to grow, we are guided by his passion for delighting customers by serving fresh, delicious, sandwiches made-to-order right in front of you

SUBWAY® Timeline 1965 THE 17 YEAR OLD ENTREPRENEUR How did the SUBWAY® chain start? Where did it all begin? A recent high school graduate, 17 year old Fred DeLuca, and family friend Dr. Peter Buck team up to open their first submarine sandwich shop in Bridgeport, Connecticut. Originally called “Pete’s Super Submarines,” they sell 312 sandwiches the first day. The average cost of a sub was between 49 cents and 69 cents. 1966 THE DREAM TEAM Partners DeLuca and Buck form Doctor’s Associates Inc. The name is derived from Dr. Buck, who holds a Ph.D., and the fact that DeLuca hoped to earn enough money in the sandwich business to pay his college tuition and eventually become a doctor. 1968 WELCOME TO SUBWAY®! The SUBWAY® name is used for the first time 1974 39 | P a g e

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FAST FORWARD TO FRANCHISING DeLuca and Buck decide that franchising is the best way to kick-start the chain’s growth. The first franchised SUBWAY® restaurant opens in Wallingford, Connecticut. 1975 BIGGEST, MEATIEST, TASTIEST The chain’s flagship sandwich, the classic BMT, is first introduced. It is named for the Brooklyn-Manhattan Transit system, but later it is referred to as “Biggest, Meatiest, Tastiest,” in advertising campaigns. Also this year, the first SUBWAY® restaurant located outside of Connecticut opens in the state of Massachusetts. 1977 IT'S SNAK TIME The “Snak” sub sandwich is introduced. The name is later changed to the “6-inch.” 1980 NEXT STOP, SUBWAY® RESTAURANTS The SUBWAY® chain introduces its New York City transit system themed mural as a décor item in a restaurant in Ithaca, New York. 1981 PICKING UP SPEED The development of the SUBWAY® chain picks up, with the 200th restaurant opening in Renton, Washington. 1982 FULL SPEED AHEAD In just one year, the SUBWAY® chain opens an astounding 100 restaurants, with the opening of the 300th location.

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1983 FRESH OUT OF THE OVEN SUBWAY® restaurants introduce freshly baked bread at U.S. locations. People begin to notice the remarkable growth of the chain since the first shop opened, with Entrepreneur Magazine® ranking SUBWAY® restaurants “Number One” in the sub sandwich category for the first time. 1984 EXPANDING OVERSEAS The chain ventures into the international arena and opens in the Middle Eastern nation of Bahrain. Party Platters and the SUBWAY® Club sandwich are introduced. 1985 White or Wheat? The SUBWAY® restaurant chain celebrates the opening of the 500th unit, and the opening of the first restaurant in Puerto Rico. Steak and Cheese and wheat bread are added to the menu. 1986 Oh, Canada! The neighbors to the north now can enjoy everyone’s favorite submarine sandwich, as the SUBWAY® chain opens its first Canada location in St. John’s, Newfoundland. 1987 Growing, Growing, Growing Continuing to grow at a rapid rate, 1,000 SUBWAY® restaurants are now open. This year, the chain opens its first locations in the state of Hawaii and in the Bahamas. Aloha!

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1988 2000th SUBWAY® restaurant The Cold Cut Combo is introduced and the chain’s 2,000th location opens. Entrepreneur Magazine® lists the chain as the number one franchise opportunity for the first time in their annual Franchise 500 ranking. 1990 5000th SUBWAY® Restaurant! The SUBWAY® restaurant chain reaches its goal of 5,000 restaurants with an opening in Texas. The first SUBWAY® restaurant opens in Mexico. 1991 Just for Kids! Kids can be excited about the brand’s new Kids’ Pak™, which includes a sandwich, drink, cookie, and a toy. The first SUBWAY® network TV commercial airs. SUBWAY® products are featured in the motion picture “Terminator 2: Judgment Day.” 1992 What’s For Lunch? Students begin to enjoy SUBWAY® lunches in school cafeterias, as the chain participates in its first school lunch program. This year, the first SUBWAY® restaurants open in Japan and Saudi Arabia. 1993 Fuel Up Looking to fit into spaces anywhere and everywhere, the SUBWAY® chain ventures into “non-traditional” locations such as gas stations, convenience stores, truck stops, and rest areas. The popularity of the chain continues and is featured in more movie scenes- this year in “The Coneheads” and “The Beverly Hillbillies.”

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1995 Start Your Engines The SUBWAY® chain begins first motorsports sponsorship with an Indy race car. The brand becomes a supporter of the Produce for Better Health Foundation’s National 5-A-Day program. SUBWAY® restaurants open in China, Costa Rica, Ecuador, Egypt, El Salvador, Honduras, Ireland, Jamaica, New Zealand, Spain, Switzerland and Taiwan. The SUBWAY® brand is featured in scenes in the movie “Ace Ventura--When Nature Calls” and on TV in the animated series, “The Simpsons.” 1996 Subway on the Web The SUBWAY® website, www.subway.com officially launches. The motion picture, “Happy Gilmore” features numerous scenes at a SUBWAY® restaurant. International expansion booms, with SUBWAY® restaurants arriving in Colombia, Denmark, Guatemala, Kuwait, Martinique, Nicaragua, Philippines, Singapore, South Africa, Turkey, United Kingdom, Uruguay and Venezuela. 1997 7 Under 6™ Centered around fresh, better-for-you sandwiches and salads, the brand introduces the 7 under 6™ menu, featuring seven sandwiches with 6 grams of fat or less. 2004 Goin’ to the Chapel SUBWAY® restaurants can fit just about anywhere, from airports to zoos. This year, the True Bethel Baptist Church in Buffalo, NY opened a SUBWAY® restaurant. The franchisee, who is also the pastor of the church, uses the restaurant to teach job and professional skills to underprivileged youth in the community. 2005 Would You Like That Toasted? 43 | P a g e

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Toasted subs are introduced, a welcomed new option by customers looking for a warm, melty sub. A SUBWAY® restaurant opens at the South Carolina regional headquarters of Goodwill Industries. The restaurant is part of a program dedicated to helping people with barriers to employment learn the skills needed to better provide for themselves and their families. 2007 Going Green The first SUBWAY® Eco-Restaurant opens in Kissimmee, Florida to incorporate more environmentally responsible operations and to introduce the chain’s Eat Fresh, Live Green™ initiative. Eco-elements include low-flow faucets, energy efficient equipment, and solar tubes for lighting. The SUBWAY® chain launches its Fresh Fit® and Fresh Fit for Kids™ meals. 2008 5….5 dollar…5 dollar Footlong™! The SUBWAY® brand introduces its long running $5 Dollar Footlong™ promotion. The 30,000th SUBWAY® restaurant opens. 2010 SUBWAY® Goes Undercover The brand’s Chief Development Officer goes undercover on the hit TV show, “Undercover Boss.” Customers can now rise and shine with SUBWAY® restaurants, with 25,000 locations throughout the U.S. and Canada introducing the brand’s new national breakfast offerings. Options include a variety of sandwiches and melts, with the choice of egg whites or whole eggs, veggies, toppings, and sauces. 2011 Bravocado! With more locations than any other restaurant chain worldwide, the 35,000th SUBWAY® restaurant opens, including the 8000th non-traditional SUBWAY® restaurant. The chain receives the first ever “A” in the Eat This, Not That! Restaurant Report Card, as well as top honors from Zagat. Five more Eco Restaurants open, 44 | P a g e

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bringing the total up to 14, with other locations incorporating eco elements. Super food avocado is introduced to the menu. 2012 Heart Check Approved Lots of people are talking about SUBWAY®, as the brand receives recognition as the “Most Loved Fast Food Chain in the US” by YouGov’sBrandIndex Buzz Rankings. In June, SUBWAY® restaurants is the first quick service restaurant to receive the American Heart Association’s Heart Check Certification on a number of menu items and meals. SUBWAY® restaurants are now open in 100 countries. 2013 They Really “Like” Us! The SUBWAY® Facebook page reaches 20 million fans in January. At the end of January, the Build Your Own Virtual SUBWAY® Challenge launches globally in 100 countries to inspire young entrepreneurs about owning your own business, with potential career opportunities with the SUBWAY® franchise. The challenge coincides with the release of an educational documentary, “SUBWAY® Restaurants: How a 17-year-old Built the #1 Restaurant Chain in the World through Franchising” by Young & Successful Media. 2017 Pile on the Veggies The SUBWAY® brand teams up with the Partnership for A Healthier America to encourage kids to eat more vegetables. For the second consecutive year, the Produce for Better Health Foundation (PBH) names the SUBWAY® brand “Industry Champion” for its dedication to the Fruits and Veggies More Matters message. Subway Plan Learn about our policies and commitments on environmental impact, helping the community, promoting well-being, and beyond. We created this policy area of our website to address the broad range of topics that matter to our business and our stakeholders including, suppliers, customers, employees, associates, Franchisees, Sandwich Artists™, communities, government 45 | P a g e

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agencies, and NGO partners. The information draws upon materials from our existing policies and performance; and is the basis for any commitments or actions we undertake. Promote Well-being We care about food. Where it comes from and how it nourishes us is just as important as how it tastes.

Explore Our World There are more SUBWAY restaurants in the world than any other restaurant chain, making us a leader in the global development of the quick service restaurant industry. Click any link below to visit that country’s web site and learn more:

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Our Veterans, Their Stories We recognize the commitment of veterans and current military personnel, and these stories highlight the connections between the SUBWAY® family and communities that we serve. We also believe in opportunity – many veterans have turned to SUBWAY® as a post-military career choice, and they’ve used their leadership skills to build their business, and help their teams grow. Here are some of their stories.

Michael McNeil SUBWAY franchisee, Michael McNeil of Irmo, South Carolina is a veteran of the US Air Force. He served as a an Aircraft Avionics System technician, Instructor Supervisor, First Sergeant, Section Chief and Command Superintendent spanning from 1984 to 2007. He now owns seven restaurants in South Carolina.

“Subway always focuses on health and the well-being of others, which has always been my focus on life. I’ve always loved the product and I was very impressed with the leadership and vision of Subway. I used to operate under a tremendous amount of pressure, so I know and understand how to build a strong team to accomplish the mission. My time in service has helped in owning a business due to developing people to maximize their potential, following guidelines, respect for authority, leadership, and team work.

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I’ve already convinced three other military veterans to become Subway franchisees. Most veterans are accustomed to following guidelines, inspections, training, and supporting their community. Subway is the perfect fit for a veteran.”

Walmart Greeter Joins Local SUBWAY® Family

For a longtime SUBWAY® employee and an 87-year-old veteran in Watertown, Wisconsin, a bond that started eight years ago has grown. Melvin Klug, a Korean War veteran, was hired as a greeter in the Watertown Walmart, where Misty Drebenstedt works in a SUBWAY® restaurant. The two struck up a friendship, and soon Melvin became an extended part of Misty's SUBWAY® family. The two started spending the holidays together, and franchisees Randy and Kathy Van Duser invited Melvin to attend employee Holiday parties When Misty heard of Stars and Stripes Honor Flights, an organization that provides paid trips to Washington DC for WWII and Korean War veterans to see their memorials, she mentioned to Melvin that he should go. Melvin, who was a Marine Corps Sergeant in Korea, agreed to go, but only if Misty accompanied him as his "guardian," someone under 65 who pays $500 for the privilege of escorting them for the day. Franchisees Randy and Kathy encouraged Melvin to complete the form and generously covered Misty's fee. They took to the air on Nov. 7 and enjoyed a memorable day touring DC's memorials. Pictured above (left-right) are Melvin, Milwaukee Brewers Catcher Jonathan Lucroy and Misty, enjoying a day at the memorials. 49 | P a g e

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Monica Friesner Local territory Director of Operations, Monica Friesner of Palmyra, New York is a US Navy veteran. She served as an Air Traffic Controller from 1990 to 1995 at Moffett Field, CA and also Atsugi Japan. She now manages several territories in numerous New York locations. My plan after I got out of the Military was to become a Police Officer, however that plan changed after I had my 2nd child. I moved back to my home town of Rochester, NY in 2001 and managed my father’s fine dining restaurant for three years. As my children got older, I needed a job with day-time hours. I saw a listing for a Field Consultant in the local Subway office and applied. That is how I started at Subway three and a half years ago. I was promoted to Director of Operations in December of last year, overseeing a large group of restaurants and their efficiencies. My military experience has helped me as Director of Ops to always be prepared, and to think ahead. I would recommend Subway to veterans who are looking for a company to grow with. There are many levels to Subway just like in the Military; you can move up from Sandwich Artist to Manager, General Manager or even look to buy your own franchise. The possibilities are endless. James Hampton SUBWAY franchisee, James Hampton of Tampa, Florida is a veteran of the US Navy. He proudly served his country as a Nuclear Petty Officer and plank owner for the USS Theodore Roosevelt CVN 71. He now owns four restaurants in Florida.

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“While awaiting discharge, I helped run Special Services on the Navy's largest naval base in Norfolk, Virginia. The training I received was the best in the world. It taught me attention to detail, verbatim repetition and the ability to manage a large work force for multiple fast food, entertainment facilities and marine support. The Navy taught me most of my management skills. Subway is a great business for Veterans because it gives you the opportunity to utilize all your training and skills in an environment to be profitable and successful. We currently own four restaurants and my entire family has been involved in the business with me. It has paid for my 3 kids to go to college and is what I consider, a life in paradise.” Showing Gratitude for WWII Veteran Mr. Gilbert In Muscle Shoals, Alabama, 93-year-old WWII veteran called Mr. Gilbert has frequented the same SUBWAY® restaurant on Woodward Ave. each day for a turkey sandwich and drink – for over two years. One day during his routine visit, a woman ahead of him in line noticed that he was a veteran and asked to buy his lunch. Since that day, the simple act of kindness has gone viral on social media, and hundreds of others have continued to show their love and gratitude for Mr. Gilbert in the form of free SUBWAY® sandwiches. There's even a Facebook page for the cause, titled "Buy Mr. Gilbert's Lunch."

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Mr. Gilbert is grateful for the show of support and enjoys talking with other customers at the restaurant. "There's a lot of good people in the world still," he said. Those who stop in to cover Mr. Gilbert's tab receive a free 6in sub for themselves, and anyone who takes to time to sit and listen to his stories will be rewarded with an unforgettable lunch break.

Randy Burke SUBWAY franchisee and Field Consultant, Randy Burke of Tampa, Florida is a US Air Force Veteran who served doing Medical Logistics for seven years in Germany, Washington DC and Turkey. Randy now owns one Subway restaurant in Florida. “I have never forgotten the values that were instilled in me when I was in the military. ‘Service before self’. This holds true to this day with the brand. If I am successful, the brand is successful.” To fellow veterans, Randy advises, “Do not think twice about it. You will not find a better run franchise concept than this one.”

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John Pringle SUBWAY® franchisee, John Pringle of Charleston, South Carolina is a US Army Force Veteran who served as an Air Traffic Control Radar Technician from 1994 to 2002. John now owns three SUBWAY® restaurants in South Carolina. “My then girlfriend (and now wife) and I ate Subway in college all the time. We went to the University of Southern Mississippi in Hattiesburg, Mississippi. I was a business major. I had an assignment in my entrepreneur class to write a business plan about a business I would like to open. I chose Subway and got an 'A'. I realized how “easy” it was to run a restaurant and was hooked! My Air Force training involved, in my opinion, a lot of discipline. I guess I needed it. Actually, I'm very thankful for it. Subway's well-structured organization is what attracted me. With my eight years serving, I became accustomed to structure. When I was finally discharged, I craved it. Subway was my answer. My long term goals include building my business in each individual restaurant with catering and providing prompt, exceptional customer service and building my organization by purchasing more locations. To recommend the Subway system to a fellow Veteran, John has but one thing to say: “Best decision this Airman ever made!” Products of Subway The goal of Subway is to offer quality made-to-order sandwiches that are specially customize based on what customers have ordered in order to fulfill each of their tastes. Sandwiches in Subway are been classified into three types which are classic, favorites and premium. For classics sandwiches, there are Spicy Italian, Steak & Cheese, Chicken Teriyaki, Meatball Marinara, Seafood & Crab and Veggie Delite. Each a la carte classic sandwich costs A set of classic sandwich which come together with a sandwich, a beverage and a cookie/snack For favorites sandwiches, there are Roasted Chicken, Roast Beef, Turkey Breast, Tuna, Turkey Breast & Chicken Slice and Chicken Slice. Each a la carte 53 | P a g e

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favoritessandwich costs A set of favorites sandwich which come together with a sandwich, a beverage and a cookie/snack For premium sandwiches, there are Subway Melt, Italian B.M.T and Subway Club. Each a la carte premium sandwich A set of premium sandwich which come together with a sandwich, a beverage and a cookies/snack Besides 6-inch of sandwich, customers are also offer "Make it a FootLong" and "Make it a FootLongMeal"(a sub, a cup of drinks and a piece of cookies/snack) sandwiches. Customers are allowed to pick the bread, the veggies and the sauces of their sandwich according their personal tastes. Bread choices, 1. Hearty Italian 2. Wheat 3. Honey Oat 4. Italian 5. Parmesan Oregano 6. Wrap Veggies choices, 1. Lettuce 2. Tomatoes 3. Cucumber 4. Peppers 5. Red onion 6. Pickles 7. Olives 54 | P a g e

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8. Jalapenos Sauces choices, 1. Yellow mustard 2. Sweet Onion 3. Mayonnaise 4. Olive oil blend 5. Chili 6. Ketchup 7. BBQ 8. Ranch 9. Thousand Island Besides sandwiches, Subway is also selling some side foods which include soup(mostly is chicken soup), cookies, salad, chips and beverages. Cookies choices, 1. Oatmeal Raisin 2. Chocolate 3. Double Chocolate 4. White Chocolate Mocha Beverages choices, 1. Bottled Water - Rm2.50 2. Can Drinks - Rm2.50 3. Hot Drinks - Rm3.00 4. Cappucino Mocha - Rm3.90

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5. Flavour Tea - Rm3.90 6. Bottled Juice - Rm3.90 Subway is currently having four types of promotions which are Sub of the Day, Buy 1 Free 1 Coupon Fresh Combo, and Breakfast Set. 1. Sub of the Day From Monday to Friday, there are different menu available for customers. Each menu is giving customer an offer to purchase a 6-inch of sandwich ● Monday - Italian B.M.T ● Tuesday - Tuna ● Wednesday - Meatball Marinara ● Thursday - Turkey Breast & Turkey Ham ● Friday - Smoked Turkey ● Saturday - Seafood & Crab ● Sunday - Chicken Teriyaki 2. Buy 1 Free 1 Coupon By presenting the original copy coupon as well as purchase one regular 6-inch sandwich and one 22oz drink, all Subway outlets in Malaysia is giving a 6-inch sandwich for free. The promotion is until 15th January 2013. However, this coupon is not valid with "Sub of the Day" or any other offer & discounts. 3. Fresh Combo Fresh combo which include a sandwich, a cookie and a 16oz drink. There are two types of menu which include, 56 | P a g e

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● Chicken Teriyaki + Cookie + 16oz drink (Originally Rm14.90) ● Chicken Slice + Cookie + 16oz drink (Originally rm15.50) 4. Breakfast Set Subway breakfast set which include a sandwich and a hot beverage(coffee, white coffee and Milo). There are four types of menus available until 11am daily. The menus include, ● cheese& egg, ● turkey ham & egg, ● breakfast strips & egg, and ● tuna& egg. SUBWAY

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INDIA

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SUBWAY FAQs General FAQ 1. How many company owned restaurants do you have? The company doesn’t own any Subway® restaurants. Subway® is unique in that the restaurants are owned by more than 21,000 franchisees—small business owners who operate their neighborhood Subway® restaurants in more than 100 countries around the world. 2. Is Subway® a publicly traded company? No, we are a privately held company and not traded on any stock exchange. 3. I’ve always thought about owning my own Subway® restaurant - where would I start? We’d love to have you join our team! You’ll be part of a group of more than 21,000 Subway® franchisees who share your entrepreneurial spirit. It’s easy to get started - check out the Own a franchise section and you’ll be on your way to opening your first Subway® restaurant. 4. I would love to work for Subway®. Where can I explore job opportunities? From the restaurants to our global offices, there are many ways you can get involved with Team Subway®. To get started, visit our Careers page to see 58 | P a g e

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restaurant, regional and Headquarter job openings. Also, check us out on LinkedIn to see more opportunities. 5. Do you have any incentives for veterans? Our franchise fee is waived for any honorably discharged veteran who opens a Subway® restaurant on a government or military installation. The fee is reduced by 50 percent for any veteran opening in any non-military or non-government location if they obtain government-sponsored financing under a program designed specifically for US veterans. Many veterans have joined our franchisee team, and say opening their own restaurant was a great post-military career choice. Read some of their stories here. 6. What charities or organizations are you affiliated with? Nationally, we partner with organizations that share our mission to promote healthy lifestyles for both adults and kids through balanced eating, such as the American Heart Association and The Partnership for a Healthier America. On a local level, Subway® franchisees are active members of their communities, donating thousands of subs each year to schools, kids programs, and charity races and walks. 7. Can I bring my guide dog into a Subway® restaurant? All Subway® restaurants allow service animals into the restaurant with their owners and comply with the American Disability Act guidelines. For more information about ADA guidelines, visit www.ada.gov. 8. The subs in the commercials don’t look like the one I get in my local Subway® - why? The subs are actually the same, we just use some food styling during our commercial shoots to make them look great under all those lights. They have the same amounts of meats, veggies, and toppings- but our Sandwich Artists™ will make it however you like. 9. Is your bread really baked in the restaurant? Yes! Several times throughout the day, in fact. We’ve been baking bread fresh daily right in the restaurants for over thirty years. 10. Are all of your sandwiches healthy? 59 | P a g e

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We give you lots of choices when you visit. If you’re looking for a more nutritious option, our eight Fresh Fit™ sandwiches have five grams of fat or less. We have indulgent sandwiches too, if that’s what you’re looking for. You can also ask for any sub as a salad. You may also not know that we fortified our bread with Calcium and Vitamin D- so when you eat a 6-inch sub, you’re getting the equivalent to a glass of milk. Now, our 9-Grain Wheat has 24 grams of whole grain per 6-inch serving. And when made to standard formula, you’ll get two full servings of veggies. 11. Where can I see a list of ingredients in your food? Take a look at our Products and ingredients guide. We update this regularly, as we’re continuing to make our products even better. 12. Where can I find allergen information so I know what to order when I am in a Subway® restaurant? Check out our Allergy and Ingredient info. And as always, our Sandwich Artists™ can make your meal just the way you want it. CARRERS

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

   

LIMITATION The topic was such that it required vast and thorough study necessistating complete enumeration of the organization and analysis of several issues thtat considerable time which was a major limiting factor. Collecting information from people during the working hours was also critical. Also the interviews were limited to some time Time is limited for interview Sample size is limited to 40.

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GOALS OF HRD SYSTEM AT SUBWAY •To create on enabling climate that continuously identity, nurtures and utilize the capabilities of employees. •To develop the capacity of each employee as an individual •To develop the capacity of each employee in relation his/her present job/role. •To develop the capacity of each employee in his/ her expected future job/role •To develop a mutually supporting relationship between each employee and his/her supervision. •To develop team spirit and effective functioning of every subsystem of the organization. •To develop overall health and self reasoning capabilities in theorganization. The goals of HRD system are realized through various subsystems practiced on the company. They are as follows: •Performance appraisal •Suggestion scheme •Training •Awards •Grievance procedure for the employees •Incentive and reward scheme •Employee participation •Communication policies •Socio cultural activities •Employee welfare and quality of work life

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Training and Development Keeping in view the principle of Right person for the management position, PKL take adequate care while selecting the employee. Merit is always recognized and given weight age. To meet the demands of competition, high premium is attached to training activities. Training Objectives High premium is placed on training and development activities in the organization keeping in view the following objectives•To achieve systematic integration of training in the organizations mission. •To upgrade skills, abilities and capabilities of the employees. •To establish a distinctive work culture in the organization. •To meet the organizations need for success, better performance and growth. •To prepare employees the job meant for them while on first application, on transfer or on promotion and impact to them, the required skills and knowledge. •To assist the employees to function more effectively in their present positions by exposing them to the latest concepts, information, techniques and developing the skills that would be required in the particular fields.SUBWAY is relentlessly trying to materialize these objectives to the fullest extent TRAINING SET UP Main thrust areas of training •Management training in house •External programs •Overseas programs •Training of trainees •Pre employee training scheme •Apprentrenship training 63 | P a g e

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•Vocation training coming from other institutions •Other training programs Training policy Formulation of training policy Training and development function Responsibility of Training and development

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DATA ANALYSIS AND INTEPRETATION Q No 1 : Do you think that Consistency & loyalty of the employee for the company is an important part in training and development? TABLE 1.1 SR NO. 1

YES OR AGREE 30

NO OR DISGREE 10

Q no 2 :How much do you have experience and training that is required for the company needs? SR NUMBER 1

0-2 YEARS 5

3-5 YEARS 12

TABLE 1.2

FIGURE 1.2 65 | P a g e

6-10 YEARS 18

ABOVE 10 YEARS 5

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Q No 3 Do you think that there must be job responsibility. If not it must be bounded by some guidelines? TABLE 1.3 SR NO. 1

YES OR AGREE 37

NO OR DISGREE 03

Figure 1.3 Q No 4 Do you think that there must be a clarity for the job responsibility for the company? TABLE 1.4 SR NO. 1

YES OR AGREE 35

Figure 1.4 66 | P a g e

NO OR DISGREE 05

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Q no 5. Do you think that there must be an extra classes for the training and development of the employee? TABLE 1.5 SR NO. 1

YES OR AGREE 38

NO OR DISGREE 02

Figure 1.5 Q No 6 Do you agree that the training and development leads to the benefit of the company? TABLE 1.6 SR NO. 1

YES OR AGREE 39

Figure 1.6 67 | P a g e

NO OR DISGREE 01

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Q no 7 Do you think that there must be skill development enhancement during the training and development? TABLE 1.7 SR NO. 1

YES OR AGREE 36

NO OR DISGREE 04

Figure 1.7 Q no 8 Do you think that there must a introduction of technical and professional skills of the employee in training and development? TABLE 1.8 SR NO. 1

YES OR AGREE 30

Figure 1.8 68 | P a g e

NO OR DISGREE 10

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Q No 9 Do you think that every employee must go through the proper training and development? TABLE 1.9 SR NO. 1

YES OR AGREE 36

NO OR DISGREE 04

Figure 1.9 Q No 9 Do you think that training and development sharps the skills and career of the employee? TABLE 1.10 SR NO. 1

YES OR AGREE 40

Figure 1.10 69 | P a g e

NO OR DISGREE 0

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FINDINGS OF THE STUDY 

75.00% of the employee think that Consistency & loyalty of the employee for the company is an important part in training and development  45.00 % of the employee have 6-10 years in experience and training that is required for the company needs  92.50% think that there must be job responsibility. If not it must be bounded by some guidelines  87.50% of the employee think that there must be a clarity for the job responsibility for the company  95.00% of the employee think that there must be an extra classes for the training and development of the employee  97.50% of the employee agree that the training and development leads to the benefit of the company  90.00% of the employeethink that there must be skill development enhancement during the training and development  75.00% of the employee think that there must a introduction of technical and professional skills of the employee in training and development  90.00% of the employee think that every employee must go through the proper training and development  100 % of the employeethink that training and development sharps the skills and career of the employee

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RECOMMENDATIONS 1.Training should be given according to the job profile of theemployees.e.g. Managers should be made to attend more of team orientedworkshops since they are required to work in teams. Whereas anofficer level employee needs to enhance his computer skills. Hencetraining Programmes have to be designed accordingly. 2.Since a few employees felt that the training they had undergone in the last two years didn’t help them at all, a feedback session should be made mandatory after every training session, in order to ascertain whether the above idea behind the training programme had been accomplished or not. 3.Every now and then the employees should be encouraged to identify their own training needs which would enhance employee morale and also shift the burden from the superior to the employee him self. 4.Rather than just investing money on various training programmes,SUBWAY.. should also concentrate on regular training evaluation

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SCOPE OF FURTHER RESEARCH The training needs analysis is the base for all training activities in,SUBWAYEfforts at all levels of the organisation are made to identify and meet the training needs of the employees. Priority is given to ‘need base training’ which can have direct impact on the employees’ performance and improve work efficiency. The training and development department takes into consideration the annual appraisal report of the employees for analyzing the training needs. The training programmes usually provided valuable inputs to the trainees for performing present as well as future roles effectively. Also, at the end of each training session trainers impressions about the session should be recorded in a register which gives a weight into the trainee’s performance during the training period. The timely feedback of both the trainers and the trainees helps in taking corrective action for future training programmes. This analysis has depicted what common training and development techniques are adopted by from and has provided an insight into the training and development system followed by , SUBWAY But still much more can be done. Suitable strategies can be framed to develop a team of highly motivated and committed work force so that the company can make inroads into the international markets and buildfavorable image there. The quest for improvement should never ends it is an endless journey

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BIBLIOGRAPHY •https://www.subway.com/en-US/AboutUs/Timeline •HR.com •Mirza S. Saiyadain- Human Resource Management 2ndEditionPublishers – Tata McGraw-Hill. •V.K. Dubey – Management of Training and Development andMotivation Skills

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