CERTIFICATE

This is to certify that the project work done on “Impact of Training and Development on

Employee Retention” at SDNA Global, Noida an original work carried out by Naincy

Tiwari, MBA Student of College of Commerce and Management, Surajmal University,

Kichha under the guidance of Assistant Professor Chetna Joshi, Surajmal University, Kichha.

The project report is submitted towards the fulfillment of a two-year, Full-time Master of

Business Administration.

This work has not been submitted anywhere else for any other degree/diploma.

Date: 28th July 2025

Project Guide : Assistant Professor Chetna Joshi (Surajmal University, Kichha)

 DECLARATION

I hereby declare that this project titled “Impact of Training and Development on Employee

Retention” at SDNA Global, Noida submitted to Surajmal University has been carried out by me.

Further I declare that this is my original work carried out under the guidance of my seniors in

partial fulfillment of MBA program.

All the contents of this project report are true and to my best of knowledge have not been

submitted earlier to any University of institution for award of Degree/ Diploma/ Certificate or

published anytime earlier.

Naincy Tiwari

Roll Number - 2312110007

MBA 2nd Year, Surajmal University

 ACKNOWLEDGEMENT

I take this opportunity to express my heartiest gratitude to College of Commerce and

Management, Surajmal University for permitting me to undertake this research and supporting

me during this research.

I would like to thank Assistant Professor Chetna Joshi who not only played the role of guide but

also mentored me at every stage of my project work. I would like to extend my hearty thanks to

the entire faculty members of the MBA for their constant cooperation and support intake

decisions during the course of my research. Indeed, I shall remain ever grateful to them.

The experience I gained during this research project is of immense importance academically and

professionally.

Thank You,

Naincy Tiwari
Roll Number - 2312110007
MBA 2nd Year, Surajmal University

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 CONTENTS

[Link] Topic

1 Introduction

2 Company Profile

3 Literature Review

4 Objective of the Study

5 Research Methology

6 Data Analysis and Interpretation

7 Findings

8 Scope of the study

9 Conclusion

10 Challenges and Limitations

11 References

12 Annexure

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 INTRODUCTION

HRM is vital in a business because it allows managers to better manage human resources and
develop retention tactics. Management Human resource practices is crucial to the success of any
firm.

The five key Human Resource Management practices are talent acquisition, training and
development, incentives and recognition, performance management, and health and safety.

The intention to stay has a statistically significant impact on talent acquisition. In every firm,
talent acquisition is critical to keeping talented employees. Training and development are HRM
practices in which firms invest in the improvement of their employees' knowledge, skills,
abilities, and other critical capabilities in order to increase productivity. Training and
development are inextricably tied to an employee's desire to stay with the company.

Employee retention is heavily influenced by the company's reward and recognition policies.
Employees who are satisfied with the organization's regular reward and recognition package are
more likely to opt to stay on the job and improve extra-role performance.

The intention to stay is strongly linked to performance appraisal. Staff motivation is harmed by a
lack of performance appraisal, which adds to employee turnover plans. As a result, performance
evaluation is an important aspect of HRM practices that can affect employee retention.

A safety atmosphere is defined in the literature as a set of ideas and expectations that employees
have about the safety of their job. Human resource techniques have been employed by businesses
to increase their performance and productivity, particularly in terms of retention. HRM strategies
that are well-structured help to maintain employees in the organization and reduce turnover.

Human resource management procedures are a company's valuable asset through which they
provide a competitive advantage. Employees will be more devoted to their work and the
organization if they are happy with their jobs, and their performance, productivity, and
willingness to stay with the company will all improve. Job discontent, a lack of supervisory help
and feedback, a lack of training and growth, and inefficient remuneration are all common reasons

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for employees

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to leave. Because a corporation may spend more time creating and less time educating
employees, employee retention is crucial for the firm's economic success. Employees may have a
positive or negative attitude toward specific work duties, products or services, coworkers or
management, or workplace organization.

Employee retention is crucial for every company's long-term profitability and growth. Today's
businesses must fight not only with exterior rivals, but also with internal employee retention.

Because other companies or organizations cannot replace their personnel, organizations

frequently aim to retain the desired employees to obtain a competitive advantage. Employee
retention refers to the various programs and activities that an organization implements throughout
time to ensure that its employees stay with the company.

Employee psychological outcomes (e.g., organizational commitment and engagement) will

improve as a result of HR policies, resulting in increased employee productivity and innovation.
Existing research on HR and innovation, such as product, process, and repair innovation, has
primarily focused on developed countries, as their Training and Development practices have
become major issues for all organizations, as human workforces are the greatest assets of both the
manufacturing and service sectors.

The connect between training and development and innovation performance, according to Julia
Nieves and Agustin Quintana, has numerous unsolved problems. To begin, some training
programs may have a direct impact on innovation performance, while others have an indirect
impact by supporting the development of resources and competencies.

According to F. Deepakshi Jaiwal and Rajib Lochan Dhar (2017), this industry needs to develop
new ideas, processes, and innovations that can become a significant aspect of long-term company
performance in order to establish and preserve competitive advantage. In the expanding
knowledge-based economy, employee creativity management is reconised as one of the most
significant management techniques. Through innovation, employee creativity can lead to
improved organisational performance.

To create high-performance work systems, specific training and development that encourages
creative behavior must be designed.

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Steps in a Training Needs Assessment

Training Methods

[Link] techniques exist in a wide range of forms and sizes, and the number of options is
growing year after year. This implies that any team, department, and organization may pick and
select the best training techniques for their needs.

1. Classroom-Based Training Programs

Classroom learning takes place in a visible area or out of place during a fixed period of time and
is usually supervised by an assistant. A series of presentation slides and exercises are provided to
groups of employees, such as sample reviews or information about business policy concerns.

Class-based training offers the advantage of allowing a large number of employees to learn at the
same time. Unfortunately, this form of training has additional drawbacks, such as the high cost of
renting accommodation, travel expenses, and drinks. Employees may find this type of training a
bit stressful.

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2. Interactive Training

Collaborative training is one of the most successful corporate training approaches since it
involves students with their learning skills. Acting, scenes, role-playing games, quizzes, and
games may be used as part of this instruction.

Students become more engaged and likely to retain what they have learnt when they exercise
their new abilities and use them in real-life settings. When done in person, however, it might take
a long time, particularly if readers constantly want comments from a subject expert.

3. On-The-Job Training

Employees who are offered internships are expected to actively participate in their academics as
well as real-world activities that are relevant to their present or future jobs. This is one of the
most effective sequence planning teaching tools available. Because employees are thrust into
deeper edges, this form of training may result in faster learning. For some employees, this
experience may be frustrating, not to mention time-consuming, due to the frequent installation
necessary.

4. Off- The- Job Training

Off-the-Job Training is a form of training in which employees / employees learn their jobs
outside the workplace. Simply put, on-the-job training requires employees to learn skills and
become familiar with the tools and procedures that will be used in a real workplace on a
designated training grounds, which may be close to the actual workplace

5. Online Training

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Online training, often known as e-learning, has become one of the most popular methods for
efficiently teaching personnel. Online workplace training programs can take the shape of
eLearning courses, webinars, videos, and other formats, and they provide a number of methods
to deliver and assess content.

Employees may learn in a number of ways, depending on their learning styles and their
requirements, thanks to the availability of online training courses. They may be able to study
while traveling once more. What exactly is the problem? In development and maintenance
(LMS) fees, a decent Learning Management System will only cost you a few hundred dollars..

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 ABOUT SDNA GLOBAL
SDNA Global is a premier consulting and services firm established in 2010, headquartered in
Chandigarh, India, with additional offices in London, Singapore, and Chicago. We specialize in
delivering comprehensive solutions in:
Data Analytics – transforming raw data into actionable insights
Digital Transformation – reshaping workflows via cutting-edge technologies
Strategy & Management Consulting – guiding organizations through growth, innovation, and
change
Over the past 15 years, SDNA Global has supported clients across industries—financial services,
healthcare, retail, manufacturing, and public sector—with a mission-driven approach grounded in
expertise, innovation, and trust.

About the Founder :

Stanley David & Associates, widely known as SDNA Global, was founded in 2010 in the UK under
the name Stanley David & Associates .
The organization was established by Stanley David, leveraging extensive experience in talent
acquisition, to build a global recruitment firm focused on IT and engineering sectors. Over the years,
SDNA has grown significantly, expanding into regions such as Europe, the Middle East, the USA,
and India .
Under Stanley David's vision, SDNA Global became known for its customer-first approach and
deep domain expertise, especially in executive and leadership recruitment. The firm serves global
businesses with a structured six-phase model and proprietary tools like SALT (Cloud-based
candidate portal) and LIME (AI-based hiring tool) .

Vision
To become the most trusted global partner for organizations seeking to unlock the full potential of
data and digital transformation—by delivering lasting impact and sustainable value.

Mission

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1. Empower data excellence
Equip organizations with tools and insights that enable smarter decisions and better outcomes.

2. Accelerate digital transformation

Modernize operations by integrating cloud-native, scalable technologies and automation.

COMPETITORS :

1. Vision India Services Pvt Ltd

It is a leading provider of staffing and Human Resources Management solutions that cater to the
dynamic and diverse needs of businesses across the world. We offer a comprehensive bouquet of
services that include Staffing Solutions, Payroll Management, Human Resource Consulting,
Compliance Management, Capability Building, and Training and Development, woven around
employee management.
Our technology-driven approach ensures seamless integration of our solutions & platforms with the
existing systems and processes of our clients, delivering a seamless integration, empowering clients
to streamline their operations and optimize productivity and profitability. We take pride in being the
preferred staffing partner for a diverse range of industry segments, including IT, healthcare, finance,
engineering, hospitality, and many more.
Vision India's Quality Management certifications are a testament to our commitment to quality and
excellence in all that we do and deliver for our clients. We strive to continuously enhance the value
we offer to our clients and are dedicated to providing exceptional customer service.

2. Gi Group
The group is active in the field of Temporary and Permanent Staffing, Site Managed Services,
Search & Selection, Domestic & International Recruitment, Recruitment Process Optimization
(RPO), Executive Search and HR Consulting & Training. We have direct and indirect presence and
strategic partnerships in about 57 countries across Europe, Asia, America and Africa. Gi Group has
developed a strong expertise through its specialist divisions and dedicated local and international
teams.
Gi Group has been present in India since last two decades, helping clients implement highly
crucial projects by hiring and managing great talent. In India Gi Group actively works with

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customers across the country through a network of offices in 10 major cities. We help
organizations achieve accelerated growth by helping them acquire the right kind of talent and
providing them with a continuum of staffing solutions, from short term to long term and
incidental to strategic, for organizations of all sizes and across multiple locations. Our list of
clients ranges from global Fortune 500 companies to large Indian Companies and New Economy
Start-ups. We service our customers through a combination of technology and an extremely agile
and responsive team of recruiters and process specialists, thus enabling our clients to focus on
business performance and productivity.

3. Ven Consulting India

It was founded in 2010 and became fully operational in 2012. With over a decade of expertise, we
have successfully deployed 6000+ engineers across diverse terrains, supporting 900+ projects and
partnering with 200+ clients. Our deep industry insights, commitment to excellence, and ability to
tailor solutions to each project's unique demands have made us a trusted partner for leading
corporations across various sectors.

Organizational Structure :

To effectively serve its diverse global clientele, SDNA Global operates a flexible yet robust organizational
framework.

Global Leadership Team:

1. Chief Executive Officer (CEO): Mr. Gaurav Narang, he oversees strategic vision, global expansion, industry
partnerships.

2. Chief Operating Officer (COO): Mr. Ajit Jacob manages day-to-day operations, regional coordination, 3
operational efficiency.

3. Chief Financial Officer (CFO): Mrs. Ruchi Satapathy oversees financial planning, budgeting, compliance,
investor relations.

4. Chief Technology Officer (CTO): Mr. Bhushan Aggarwal leads innovation, R&D, tech architecture,
ecosystem partnerships.

5. Chief Human Resources Officer (CHRO): Mr. Dushyant Bhawsar drives recruitment, culture development,
and talent management.

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 LITERATURE REVIEW

Training and development are key pillars of Human Resource Management (HRM) that
significantly influence employee satisfaction, performance, and retention. Several studies have
emphasized the strategic role of HR practices, especially in sectors like hospitality, where service
quality and employee engagement are closely linked. The following review explores relevant
literature focused on HR practices, innovation, training, and employee outcomes.

Dr. K. Lalitha, Dr. M.S. Narayana, and M. Vaishnav (2017), in their study on HRM practices in
the hotel industry in Vijayawada, found that structured training programs and employee
development initiatives had a significant effect on reducing employee turnover. Their findings
emphasized that hotels focusing on employee learning had better retention rates and improved
staff morale.

Similarly, Dr. Kannan and M.A. Ravichandran (2016), in their research on five-star hotels in
Tamil Nadu, confirmed that implementing the right HR practices, including well-designed
training modules, contributes positively to employee motivation, efficiency, and retention. They
noted that ongoing learning enhances job satisfaction, which in turn strengthens organizational
loyalty.

Julia Nieves and Agustin Quintana (2018), through their research at the University of Las Palmas
de Gran Canaria, emphasized the mediating role of human capital between HR practices and
innovation in the hotel industry. They concluded that investment in training not only increases
knowledge retention but also boosts innovation capacity, which is essential for organizational
sustainability.

Similarly, Fang Lee Cooke and Debi S. Saini (2010) explored how HR strategy supports
innovation-oriented business goals. They found that firms that prioritize continuous employee
development foster a culture of innovation, which in turn improves retention, especially in

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dynamic industries like hospitality and IT.

Ajeet Kumar Lal Mohan and Dharamraj Arumugam (2016) conducted a study on HR practices in
selected hotels in Chennai. Their findings revealed that training, skill development, and career
progression programs were critical determinants of employee retention. A structured HR system
directly impacts how long employees choose to stay with an organization.

Likewise, S.C. Bagri, Suresh Babu, and Mohit Kukreti (2010) studied HR practices in
Uttarakhand’s tourist hotels and concluded that staff training and career growth programs were
directly linked to retention and performance. They emphasized the need for consistent HR policy
implementation across all service levels.

Mohinder Chand (2010) examined how HRM practices affect service quality, customer
satisfaction, and business performance in Indian hotels. His findings highlighted that continuous
employee training improves not only staff capability but also customer experience—indirectly
leading to better employee satisfaction and lower attrition rates.

Kuldeep Singh (2004) found that perceived firm performance was positively influenced by HR
practices such as training, internal promotions, and performance-based incentives. Employees
were more loyal and productive in organizations where development and learning were valued.
Training is also essential for the employee's personal development and advancement, which
motivates him to work for a particular company for reasons other than the pay. We also require
training to keep employees informed about market trends, changes in employment policies, and
watch their staff and provide training recommendations based on performance issues or gaps.

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 OBJECTIVES OF THE STUDY

The need for training is a process that serves as a diagnostic tool to assess what training is
needed. This study collects information to identify what training is needed to help individuals
and organizations achieve their goals and objectives. The assessment should look at how much
money is needed to complete business operations, increase efficiency, and deliver quality goods
and services. This is a test that examines the knowledge of people and organizations, skills, and
abilities in order to find and fill gaps in knowledge, skills, and abilities.

Once you have determined your training needs, you will need to find out what kind of goals to
grow in training that will help you achieve them.

The motive behind of a training needs assessment is primarily to identify performance

requirement.

1. To analyze the employee’s perception and understanding of training within the organization.

2. To assess the effectiveness of the processes used to identify employees’ training and professional
development needs.

3. To evaluate the alignment between employee training needs and the training identified by
management.

4. To examine the frequency and consistency of training needs assessment and review cycles.

5. To identify the key functional areas in which training has been provided and its impact on
productivity and performance.

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 RESEARCH METHODOLOGY

Type of research

“Research design is the determination and statement of the general research approach or strategy adopted
or the particular project.”

Following research design have been used in this study: Descriptive Research.

Descriptive Research:

The research attempted to describe, explain, and understand current situations. The goal was to look
into a phenomena that was happening at a given location and time. The research looked at the
current circumstances, practices, structures, differences, or linkages, as well as views, ongoing
processes, or emerging trends.

Sampling Design:

The study based upon Probability sampling- RANDOM SAMPLING.

Source of Data:

Primary Data:

Data Collected is from the immediate employees of the organization. Information is collected
through questionnaire filled through employees of the organization with a specific intention and
on specific subject. sample of the questionnaire is also attached with the report.

Secondary Data:

Data gathered from studies, surveys, or experiments and research. The secondary data in this
research will be collected through articles, journals, magazine, and published research paper only
for the literature review section.
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Designing of the Questionnaire:

Primary data was collected mainly through the help of survey information (Questionnaire). A
concise questionnaire was prepared keeping in mind the information specification and the
objective of the report.

Data collection Tool\ Instruments

The research instrument - Questionnaire

The respondents - Employees

Sample configuration - Sample size of the respondents

Methods of Data collection

The data collected is mainly through Quantitative method- Questionnaire. However

Qualitative methods has also been used for having the wider prospective about the timings in
the personal interviews.

Research Tools\Techniques used

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Samples Size 50 (from a particular sector of organization)

Target population Employees of the organization

Types of questionnaire Structured

Number of questions asked 15

Scale Multi-option, single option. Rating scale.

Identifying the training needs of the employees and

measure the effectiveness is training need
Data captured for identification

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 DATA ANALYSIS AND INTERPRETATION

Question 1.

Data Interpretation:

1. Most employees (38%) have joined the organization in the last year, indicating either
recent expansion, high turnover, or ongoing hiring.

2. About 60% of employees have been with the company for 2 years or less, which reflects a
relatively young or growing workforce.

3. Only 6% of the workforce has been associated for over 4 years, suggesting limited long-
term retention so far.

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Question 2:

Data Interpretation:

1. Research and Development – 79% (≈ 40 out of 50 respondents)

This is the dominant division among respondents. It indicates that the survey mainly
reached people involved in R&D work. It may suggest that findings of this survey (like
training impact) are more reflective of the R&D department than others.
2. Sales and Marketing – 12% (≈ 6 respondents)
Second-largest group. It shows moderate representation in the survey. Their training
needs might differ significantly from R&D staff.
3. Staffing and Recruitment – 5% (≈ 2–3 respondents)
Very limited input from this division.
Insights from this group might not be strongly represented due to low participation.
4. Finance and Budgeting – 4% (≈ 2 respondents)
Smallest group in the survey.
Their specific needs or opinions might be underrepresented.

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Question 3:

Data Interpretation:

1. Majority (50%) gave the highest rating (5) — indicating they find the process very effective.
2. 26% rated it 4, showing overall positive feedback from most respondents (a combined 76%
rating it 4 or 5).
3. Only 8% rated it as 1 or 2, showing very low dissatisfaction.
4. The remaining 16% were neutral (rating of 3), which may indicate the process is decent but
has room for improvement.

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Question 4:

Data Interpretation:

1. 68% of respondents (Agree + Strongly Agree) support the idea that training enhances
productivity and performance, indicating a strong positive sentiment.
2. Only 22% (Disagree + Strongly Disagree) are opposed to this belief, which suggests
limited skepticism.
3. 10% Neutral indicates a small portion of employees may not have experienced the impact
of training or are undecided.

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 Question 5:

Data Interpretation:

[Link] (50%) gave the highest rating (5) — indicating they find the process very effective.
2.26% rated it 4, showing overall positive feedback from most respondents (a combined 76% rating
it 4 or 5).
[Link] 8% rated it as 1 or 2, showing very low dissatisfaction.
[Link] remaining 16% were neutral (rating of 3), which may indicate the process is decent but has
room for improvement.

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Question 6:

Data Interpretation:

1. A majority (62%) of respondents sometimes experience a mismatch between the training

they feel they need and what management assigns.
2. 28% report no mismatch at all, which is a good sign of alignment.
3. A small proportion experience it frequently (6%) or always (4%), indicating a potential area
of concern for a minority.

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 Question 7:

Data Interpretation:

1. Half of the respondents (50%) indicated that training needs are reviewed monthly,
suggesting a fairly regular and consistent review cycle.
2. 16% said once a week, implying a small group experiences very frequent review—
possibly those in dynamic or fast-paced roles.
3. 20% reported a six-month review cycle, indicating a more periodic check-in for certain
functions.
4. 14% said reviews occur annually, which might reflect less flexible or slower-changing
departments.

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Question 8:

Data Interpretation:

1. Market Research (30%) is the most commonly reported training area, indicating a strong
organizational focus on data, trends, and consumer insights.
2. Soft Skills (28%) training is also a priority, reflecting efforts to improve communication,
teamwork, and interpersonal effectiveness.
3. Operational (14%) and IT training (10%) come next, indicating technical and functional
upskilling.
4. Less emphasis appears on Product Design (6%) and Business Planning (12%), possibly
indicating niche roles or lower demand.

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 FINDINGS

1. Almost every employee expresses satisfaction with the company's current training
procedures.

2. Employees benefit from the programs in a variety of ways, including increased

production and efficiency, as well as promotions. It aids in the production of favorable
results and a pleasant working atmosphere in the organization

3. Most of the training has been provide in the areas like Market Research, Soft Skills and
operations and very less to business planning and products design.

4. If we talk about the quality of the Training, the employees rated it as good that is 44% of
the employees think the quality is good. However 44% employees rated as excellent and
3-4 % rated it as bad or poor respectively.

5. The result of the analysis shows that the existing process is good for most the employees
and it has shown a level of effectiveness of training in increasing employees’s
performance of the present job. However certain employees we unsatisfied by the
training need identification process and find it to be ineffective or moderately effective is
certain cases.

6. Employees reported that their managers and colleagues have noticed a positive change in
their performance as 36% employees says to some extent and 44% says to great extent
which has the major proportion of the employees.

7. 64% employees are ok with On-Job training programs existing one being held in the
company.

8. Almost 80% of the employees think that feedback can actually help in evaluating the
training programs which include one-on-one session session with the trainer or the
managers.

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 SCOPE OF THE STUDY

The scope of this study is centered on understanding how training and development initiatives
influence employee retention within the organization. This research is based on observations and
experiences during the internship period at SDNA Global, and it focuses on examining the
relationship between the company’s training practices and the motivation, satisfaction, and long-
term commitment of employees.

This study explores:

1. The effectiveness of training programs implemented at SDNA Global.

2. How training influences employee engagement, job satisfaction, and intention to stay.
3. The role of continuous learning opportunities in reducing employee turnover.
4. Employees’ perceptions of the learning environment and professional growth.
5. Gaps or inconsistencies in the current training framework that might affect retention.

The study is limited to the internal practices and data available during the internship period, and
therefore does not include a long-term statistical analysis of retention trends. However, it provides
valuable insights through observations, informal feedback, and discussions with HR and employees.

By narrowing the focus to a single organization (SDNA Global), the study aims to present a more
realistic and in-depth understanding of how training initiatives directly impact employee retention in
a corporate setting.

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 CONCLUSION

The entire endeavor was really beneficial to the learning process. In the Training Needs
Identification Process, I came across a variety of techniques.

During my research for the project, I learned about many parts of training plan and
development program, as it can be used for getting insight into employees' strong and
weak areas in terms of successful role and activity performance, styles, and qualities.
Impact on others, qualities, capabilities (knowledge, attitude, skills).

1. Sometimes there are mismatch between the training needs and

employees and what the organization is providing them with because
sometimes training needs are not demanded by majority of the employees
and hence it becomes difficult for organization to cater to different individual
training needs of few people.

2. Training has led to improved productivity and efficiency of

employees and even most of the employees could put their training to use by
helping train their colleagues which save cost and time as well at times.

3. The assignment assisted me in getting valuable industry

experience, and I learned about the company's real-world issues and the
reactions of various departments and individuals at various levels to those
events.

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 CHALLENGES

1. Limited Access to Confidential HR Data

One of the primary challenges during my internship was the restricted access to internal HR records.
Employee training history, attrition rates, retention metrics, and performance appraisals are
considered confidential in most organizations, including SDNA Global. Due to company policies
and data privacy norms, I was unable to access this sensitive information.
This lack of access made it difficult to analyze the exact correlation between training initiatives and
employee retention statistically. Without actual data, the project had to rely more on observational
insights and informal feedback, which may not always provide a complete picture. This limitation
also restricted the depth and accuracy of findings.

2. Difficulty in Obtaining Employee Feedback

Gathering employee feedback on training programs and their views on retention was another
significant challenge. Many employees were either working remotely or engaged in client projects,
which made it hard to schedule discussions or circulate surveys.
Even when opportunities were created for informal interaction, not all employees were willing to
openly share their thoughts, especially if their feedback was negative. Some were cautious about
giving honest opinions, fearing it might reflect poorly on them or their teams. This reluctance
limited the authenticity and volume of qualitative data, affecting the diversity of perspectives
included in the study.

3. Time Constraints of the Internship Period

The internship period was limited in duration, which posed a major constraint. Studying the impact
of training on employee retention ideally requires long-term observation and access to historical
data. However, with only a few weeks or months available, it was not possible to track retention
patterns or analyze employee turnover before and after training initiatives.

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As a result, I could only focus on existing systems and the short-term perceptions of employees,
rather than identifying long-term outcomes. This time limitation also affected how deeply I could
explore the effectiveness of various training modules, especially those that were recently
implemented.

4. Inconsistency in Training Practices Across Departments

Another challenge was the lack of standardization in training approaches across departments.
While SDNA Global does offer training programs, their design, delivery, and frequency varied
from team to team. For example, the technical department had more structured and frequent
training sessions, while administrative or support teams had fewer formal learning opportunities.

This inconsistency made it difficult to draw a uniform conclusion about the impact of training on
retention across the company. The variation in practices often led to conflicting feedback and
made comparison difficult. A standardized training framework could have made analysis more
consistent and reliable.

5. Absence of a Centralized Learning Management System (LMS)

During the internship, I also noticed the lack of a centralized Learning Management System.
Without a digital platform to track and manage training sessions, it became difficult to gather
accurate records of participation, completion rates, or progress.

This absence of a structured platform also impacted how employees engaged with training
material. Some employees reported that they were unaware of upcoming sessions or did not
receive follow-up learning resources. A proper LMS would have improved data availability and
transparency, supporting both analysis and employee development more effectively.

6. Limited Interaction with Senior HR Professionals

Due to their busy schedules, I had limited opportunities to engage deeply with senior HR
personnel who were involved in strategic planning and decision-making.

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 LIMITATIONS:

This project has given me a lot of knowledge on how training needs are assessed in an
organization. But there is certain no. of limitation of study which are as followed:

● It was time consuming and it required a lot of efforts in generating responses from
the employees.

● Many employees responded haphazardly because of their work pressure.

● Some errors arise because respondents gave inaccurate answers because

respondents didn’t understand questions correctly despite making them clear.

● Respondents gave inappropriate answers because they were afraid of their names
being disposed of even after providing them with this information that their
responses would be anonymous.

● Due to small size company, the sample size was small.

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 REFERENCES AND BIBLIOGRAPHY:

Primary data : Personally collected the Data from the employees.

Secondary Data:

1. Dr. K Lalitha, Dr. MS Narayana, M Vaishnav, Human resource management practices in

the hotel industry in Vijayawada, published International Journal of Academic Research and
development, 2017, 10(4), 629-632.

2. Julia Nieves and Agustin Quintana, Human resource practices and innovation in the hotel
industry: The mediating role of human capital, University of Las Palmas de Gran Canaria,
Spain, published by SAGE publisher, 2018, 12(7), 72-83.

3. Dr. Kannan, M.A Ravichandran, A study on impact on the right practice of human resource
management and its relevance with their reference to Tamilnadu five star hotels, published by
Research Publish Journal, 2016, 56(6), 783-789.

4. Ajeet Kumar Lal Mohan, Dharamraj Arumugam, A study on evaluation of human resource
practices in with special reference to selected hotels in Chennai city, published by HRMARS,
2016, 6(4), 268-273.

5. S.C. Bagri, Suresh Babu and Mohit Kukreti, Human Practices in hotels: A study from the
tourist state of Utrakhand, published by Routledge, 2010, 15(13), 286-299.

6. Mohinder Chand, The impact of HRM practices on service, quality, customer satisfaction
and performance in the Indian industry, published by Routledge, 2010, 21(4), 551-566.

7. Julia Nieves and Agustin Quintana, Human resource practices and innovation in the hotel
industry: The mediating role of human capital, University of Las Palmas de Gran Canaria, Spain,
published by SAGE publisher, 2018, 12(7), 72-83.

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8. Dr. Kannan, M.A Ravichandran, A study on impact on the right practice of human resource
management and its relevance with their reference to Tamilnadu five star hotels, published by
Research Publish Journal, 2016, 56(6), 783-789.

9. Ajeet Kumar Lal Mohan, Dharamraj Arumugam, A study on evaluation of human resource
practices in with special reference to selected hotels in Chennai city, published by HRMARS,
2016, 6(4), 268-273.

10. S.C. Bagri, Suresh Babu and Mohit Kukreti, Human Practices in hotels: A study from the
tourist state of Utrakhand, published by Routledge, 2010, 15(13), 286-299.

11. Mohinder Chand, The impact of HRM practices on service, quality, customer satisfaction
and performance in the Indian industry, published by Routledge, 2010, 21(4), 551-566.

12. Fang Lee Cooke and Debi S. Saini, (How) Does the HR strategy support an innovation
oriented business strategy? An investigation of institutional context and organizational practices
in Indian firms, Published by Wiley Periodicals, Inc., 2010, 24(16), 377-400.

13. Rajib Lochan Dhar, The effects of high performance human resource practices on service
innovative behavior, published by Elsevier Ltd. 2015, 9(4)67-75.

14. Deepakshi Jaiswal & Rajib Lochan Dhar, Impact of human resource practices on employee
creativity in the hotel industry: The impact of job autonomy, published by Routlegde Taylor &
Francis Group, LLC, 2017, 22(14),1-21.

15. Kuldeep Singh, Impact of HR practices on perceived firm performance in India, published
by SAGE publications, 2004, 18(11), 1-18

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 QUESTIONNAIRE:

1. How many years have you been associated with your current organization?

_____________

2. Which division do you work in?

• Research and Development

• Sales and Marketing

• Staffing and Recruitment

• Finance and Budgeting

3. What do you understand by Training?

• Learning

• Enhancement

• Sharing Information

• All of the above

4. Training is must for enhancing productivity and performance.

• Strongly Disagree

• Disagree

• Neutral

• Agree

• Strongly Agree

1
3
5. How would you rate the effectiveness of process used to identify your training and

professional development needs?

1______________2______________3______________4______________5

Where:

1. Completely Ineffective

2. Ineffective

3. Neutral

4. Effective

5. Completely Effective

6. Is there any mismatch between the Training you need and the Training identified

by your manager or management?

• Not at all

• Sometimes

• Frequently

• Always

7. How often are your identified training needs reviewed in the period from one

assessment to the next?

• Once a week

• Monthly

• Every six months

• Annually
1
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8. In what areas has training been provided?

 Information Technology

 Market Research

 Business Planning

 Product Design

 Soft Skills

2
3