A STUDY ON TRAINING AND DEVELOPMENT WITH SPECIAL REFERENCE TO

ASAR IT TECHNOLOGIES

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT

OF

BACHELOR OF COMMERCE
of

BANGALORE UNIVERSITY

By
CHAITHANYA KRISHNA SAI A S

(REG.NO.U03AX21C0074)

Under the Guidance of

PROFESSOR SHASHIKALA.K
Assistant Professor
Department of Commerce

BANGALORE INSTITUTE OF MANAGEMENT STUDIES

#35, Mysore road, Bangalore-560059 Opp. R V Collage of engineering

[2023-2024]

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2
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 STUDENT DECLARATION

I, CHAITHANYA KRISHNA SAI A S Student of 6th Semester B. Com, BANGALORE INSTITUTION

OF MANAGEMENT STUDIES bearing Reg No (U03AX21C0074) here by declare that the internship
entitled AN INTERNSHIP REPORT ON TRAINING AND DEVELOPMENT during (10-04-2024) to (10-
05-2024), has been carried out by me under the super vision of internal Guide (PROF. SHASHIKALA.K )
Asst. Professor and submitted in partial full Filment of the requirements of the degree of Bachelor of
Commerce by the Bangalore University during the academic year 2023-2024. This report has not been
submitted to any other Organization / University for any award of degree or certificate.

Date: Signature:

Place: Bengaluru
CHAITHANYA KRISHNA SAI A S

Reg No: U03AX21C0074

GUIDE SIGNATURE;-
SHASHIKALA K

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 CERTIFICATE OF ORIGINALITY

This is to certify that the dissertation titled “A STUDY ON TRAINING AND DEVELOPMENT with
REFERENCE TO ASAR IT TECHNOLOGIES” is original work of CHAITHANYA KRISHNA SAI A
S bearing University Register Number U03AX21C0074 and is being submitted in partial fulfilment for the
award of the master’s degree in business administration of Bangalore University.
The report has not been submitted earlier either to this University/ Institution of the fulfilment of the
requirement of a course of study. CHAITHANYA KRISHNA SAI A S is guided by Prof. SHASHIKALA.
K who is faculty guide as per the regulation of Bangalore University.

Signature Faculty Guide: Signature of Principal/HOD

Date: Date:

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 ACKNOWLEDGEMENT

The satisfaction and happiness that accompany the successful completion of any task would be done
but incomplete without mention of the people who made it possible, whose constant guidance and
encouragement crowned our efforts with success. I thank my parents for supporting me throughout the
completion of the internship.

I offer my sincere thanks to Prof. VALLIAMMAI, HOD, Bachelor of Commerce, Pinnacle Institute of
Management and Science, Bengaluru for her encouragement and guidance through out my internship.

I sincerely convey my regards and thank to my internal guide, PROF. SHASHIKALA K Asst.
Professor, Department of Commerce, BANGALORE INSTITUTE OF MANAGEMENT STUDIES,
Bengaluru for his/her encouragement and cooperation.

I thank all my teaching and non-teaching staff of department of Commerce, who has helped me in
completing my internship successfully.

CHAITHANNYA KRISHNA SAI A S

(U03AX21C0074)

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 TABLE OF CONTENT

CHAPTER TITLE PAGE NO.

EXICUTIVE SUMMARY 8

01. INTRODUCTION 9-31

02. DESIGN OF THE STUDY 32-33

03. DISCUSSION OF THE STUDY 34-77

04. LEARNING OUTCOME 78-84

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 EXICUTIVE SUMMARY

When creating a summary for the training and development of an executive, it's essential to provide a
comprehensive overview of the executive's professional growth and skill enhancement. The summary
should include details about the specific training programs, workshops, or educational opportunities the
executive has participated in, as well as the resulting impact on their performance and leadership abilities.

Additionally, the summary should highlight any new skills, competencies, or certifications acquired by the
executive, along with examples of how these have been applied in their role.

Furthermore, it's important to address any plans for ongoing development and future training initiatives, as
this demonstrates a commitment to continuous improvement and staying updated with industry best
practices.

In essence, the training and development summary for an executive should showcase their dedication to
personal and professional growth, and how it aligns with the organization's strategic objectives.

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 CHAPTER-01
INTRODUCTION

INTRODUCTION TO THE STUDY

The Importance of HR Training and Development in the Footwear Industry

ASAR IT TECHNOLOGIES a crucial segment of the global fashion market, is characterized by rapid
changes in consumer preferences, technological advancements, and competitive pressures. Human Resource
(HR) training and development play a pivotal role in enabling companies within this industry to adapt to
these changes, enhance productivity, and maintain a competitive edge.

Evolution
Traditionally, the footwear industry relied heavily on manual labor and craftsmanship. However, the advent
of technology has transformed production processes, from the use of computer-aided design (CAD) systems
to advanced manufacturing techniques such as 3D printing. This evolution necessitates continuous training
and development of the workforce to ensure that employees are equipped with the latest skills and
knowledge.

INDUSTRY PROFILE

Overview of the Indian technologies

The Indian footwear industry is one of the largest in the world, ranking second only to China in terms of
production. It is a significant segment of India's leather industry, contributing substantially to exports,
employment, and the overall economy. The industry is diverse, encompassing a wide range of products
from traditional handcrafted footwear to modern, high-tech athletic shoes. Major hubs include Agra,
Kanpur, and Chennai, with numerous small and medium enterprises (SMEs) alongside larger companies.

Importance of HR Training and Development

Given the industry's vast and varied nature, HR training and development are critical for enhancing the
skills and capabilities of the workforce. This is particularly important as the industry faces increasing
demands for high-quality, innovative, and sustainable products.
Effective HR practices can help Indian footwear manufacturers compete globally by ensuring a skilled,
adaptable, and motivated workforce.

Key Areas of HR Training and Development

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Technical Skills Enhancement:

Modern Manufacturing Techniques: Training on the use of automated and semi-automated machinery,
computer-aided design (CAD), and 3D printing.
Quality Control: Techniques for maintaining high standards in production, essential for both domestic and
international markets.
Soft Skills Development:

Communication and Teamwork: Building effective communication and teamwork skills to improve
workplace collaboration.

Leadership Training: Developing leadership skills among mid-level and senior managers to drive strategic
initiatives and manage teams effectively.

Creativity Workshops: Encouraging innovative design and thinking to create unique and marketable
footwear products.

Trend Analysis: Training on global fashion trends to help designers stay ahead in a competitive market.

Workplace Safety: Ensuring workers are trained in safety protocols to reduce accidents and injuries.

Compliance Training: Educating employees on compliance with national and international labor laws and
environmental regulations.

Eco-friendly Manufacturing: Training on sustainable materials and processes to meet the growing demand
for environmentally responsible products.

Waste Management: Techniques for reducing waste and recycling materials in the production process.

Challenges in HR Training and Development

Diverse Workforce: The industry employs a mix of skilled and unskilled labor, making it challenging to
design training programs that address varying levels of expertise and education.
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Technological Adaptation: Rapid technological advancements require continuous updates in training
programs, which can be resource-intensive.

Financial Constraints: Many SMEs face budgetary limitations that hinder their ability to invest in
comprehensive training programs.

Employee Turnover: High turnover rates in certain segments of the industry can reduce the return on
investment in training initiatives.

Government and Industry Initiatives

To address these challenges, various initiatives have been launched:

Footwear Design and Development Institute (FDDI): The FDDI offers specialized programs and courses
aimed at skill development in design, manufacturing, and management within the footwear sector.

Skill India Mission: This government initiative aims to provide vocational training and skill development
across various industries, including footwear.

Partnerships with International Organizations: Collaborations with global organizations for technology
transfer and training programs to enhance local capabilities.

Subsidies and Grants: Government subsidies and grants for SMEs to invest in employee training and
development.

Bata India
Established in 1931, Bata India is a subsidiary of the Bata Shoe Organization, one of the world's largest
manufacturers and retailers of footwear. Bata India has a strong presence in the Indian market with a wide
range of products catering to different demographics. With over 1,200 stores across India, Bata is known for
its affordability, quality, and durability. The brand continually innovates in design and technology to meet
evolving consumer demands.

Relaxo Footwears

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Founded in 1976, Relaxo Footwears is one of India's leading footwear manufacturers, renowned for popular
brands like Relaxo, Sparx, and Flite. These brands cater to various market segments, focusing on affordable
and comfortable footwear. Relaxo boasts a strong distribution network in both urban and rural areas,
emphasizing quality and innovative designs. The company also has a significant export market alongside its
robust domestic presence.

Liberty Shoes
Established in 1954, Liberty Shoes is a prominent player in the Indian footwear industry, recognized for its
stylish and comfortable footwear. Liberty exports to over 25 countries worldwide and offers a wide range of
products including casual, formal, sports, and school shoes. The brand is known for blending traditional
craftsmanship with modern technology and has a strong retail presence through exclusive brand outlets and
online platforms. Liberty Shoes is committed to quality and customer satisfaction.

Metro Shoes
Founded in 1947, Metro Shoes is a well-established brand known for its fashionable and high-quality
footwear. Metro operates through a network of exclusive stores across India, focusing on premium quality
and contemporary designs. The brand offers a variety of products from casual to formal and party wear,
emphasizing customer experience and in-store service. Metro Shoes also collaborates with international
brands to provide a wider variety of footwear options.

Lakhani Footwear
Lakhani Footwear, part of the Lakhani Armaan Group, is a major player in the Indian footwear market,
specializing in athletic and sports shoes. Known for its durable and affordable products, Lakhani has an
extensive distribution network that caters to both urban and rural markets. The company focuses on
innovation and product development to keep up with market trends and consumer preferences.

Red Chief
Launched in 1997 by Leayan Global Pvt. Ltd., Red Chief has become synonymous with highquality leather
footwear in India. Specializing in leather shoes for men, Red Chief offers a range of styles including formal,
casual, and outdoor. The brand is known for its rugged, durable, and stylish footwear and has a strong retail
presence with exclusive brand outlets. Red Chief emphasizes craftsmanship and the use of premium
materials to ensure top-notch quality.

India's Share in the Global Footwear Industry

India is a significant player in the global footwear industry, known for its extensive production capacity,
diverse range of products, and competitive pricing. The country's footwear sector is a key contributor to the
economy, supporting millions of jobs and generating substantial revenue from exports. As the second-

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largest producer of footwear in the world, India produces millions of pairs annually, catering to a wide
range of markets from high-end fashion to affordable everyday wear, thus ensuring a broad global reach.

A substantial portion of India's footwear production is aimed at international markets, with significant
exports to regions including North America, Europe, and the Middle East. Major export products include
leather shoes, sandals, and athletic footwear. Indian brands and manufacturers are recognized for their
quality and adherence to international standards, making them preferred suppliers for many global retailers.
The country's footwear industry boasts several competitive advantages, such as a skilled workforce
proficient in both traditional craftsmanship and modern manufacturing techniques, competitive labor costs,
and the availability of raw materials locally, which help keep production costs low and allow Indian
footwear to be priced competitively in the global market.

Despite these strengths, the Indian footwear industry faces several challenges that could impact its global
market share. Inadequate infrastructure can lead to inefficiencies in production and logistics, affecting the
timely delivery of products to international markets. Additionally, meeting the stringent regulatory and
quality standards of different countries can be challenging, especially for smaller manufacturers. The
industry also faces intense competition from other major footwear producers like China, Vietnam, and
Indonesia, posing a constant challenge. Moreover, continuous innovation is necessary to keep up with
changing consumer preferences and global fashion trends, requiring ongoing investment in research and
development.

To strengthen India's position in the global footwear market, various initiatives have been undertaken.
Government and industry collaborations aim to enhance the skills of the workforce through specialized
training programs. Financial incentives and subsidies are provided to exporters to make Indian footwear
more competitive globally. Efforts are also being made to improve infrastructure facilities, including the
establishment of footwear parks and upgrading existing manufacturing hubs. Furthermore, there is an
increasing emphasis on sustainable and eco-friendly manufacturing practices to meet global environmental
standards and cater to the growing demand for sustainable products.

India's footwear industry plays a pivotal role in the global market, driven by its large production capacity,
skilled workforce, and competitive pricing. While challenges exist, ongoing initiatives and investments in
technology, infrastructure, and skill development are poised to enhance India's share in the global footwear
industry. By leveraging its strengths and addressing its weaknesses, India can continue to be a major player
on the international stage, contributing significantly to the global footwear market.

Production Capacity and Global Standing

India is the second-largest producer of footwear in the world, trailing only behind China. The country's
production is vast, with millions of pairs of shoes being manufactured annually. Indian footwear caters to a
wide range of markets, from high-end fashion to affordable everyday wear, ensuring a broad global reach.

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Export Market
A substantial portion of India's footwear production is aimed at international markets. The country exports a
significant percentage of its footwear to various regions, including North America, Europe, and the Middle
East. Major export products include leather shoes, sandals, and athletic footwear. Indian brands and
manufacturers are recognized for their quality and adherence to international standards, making them
preferred suppliers for many global retailers.

Competitive Advantages
India's footwear industry has several competitive advantages that contribute to its global market share:

Skilled Workforce: The industry benefits from a large pool of skilled artisans and workers who are
proficient in both traditional craftsmanship and modern manufacturing techniques.

Cost Efficiency: Competitive labor costs and the availability of raw materials locally help keep production
costs low, allowing Indian footwear to be priced competitively in the global market.

Diverse Product Range: Indian manufacturers produce a wide variety of footwear, from high-fashion leather
shoes to durable athletic footwear and affordable everyday shoes, catering to diverse consumer preferences.

Technological Adoption: The industry is increasingly adopting advanced technologies such as computer-
aided design (CAD) and automated manufacturing processes to enhance productivity and maintain high-
quality standards.

Government and Industry Initiatives

To strengthen India's position in the global footwear market, various initiatives have been undertaken:

Skill Development Programs: Government and industry collaborations aim to enhance the skills of the
workforce through specialized training programs.

Incentives for Exporters: Financial incentives and subsidies are provided to exporters to make Indian
footwear more competitive globally.

Infrastructure Development: Efforts are being made to improve infrastructure facilities, including the
establishment of footwear parks and upgrading of existing manufacturing hubs.

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Sustainability Focus: Increasing emphasis on sustainable and eco-friendly manufacturing practices to meet
global environmental standards and cater to the growing demand for sustainable products.

COMPANY PROFILE
ASAR technologies Footwear, based in Bangalore, is a key player in the Indian footwear industry, known
for its commitment to quality, innovation, and customer satisfaction. As a part of the renowned Lakshmi
Machine Works (LMW) Group, the company leverages advanced technology and engineering expertise to
produce high-quality footwear that meets the needs of diverse consumer segments.

Product Range
Lakshmi Technology Footwear offers an extensive range of products that cater to various market segments,
including men, women, and children. Their product portfolio includes:

Casual Footwear: Stylish, comfortable shoes designed for everyday wear.

Formal Footwear: Elegant and durable shoes suitable for office and formal occasions.
Sports Shoes: High-performance athletic footwear tailored for different sports and physical activities.
Sandals and Slippers: Comfortable and fashionable options for casual and home wear.
School Shoes: Durable and affordable footwear specifically designed for school children.

Manufacturing and Technology

The company prides itself on its state-of-the-art manufacturing facilities located in Bangalore. These
facilities are equipped with the latest technology and machinery, ensuring high standards of precision and
quality in every product. By integrating advanced manufacturing processes such as computer-aided design
(CAD) and automation, Lakshmi Technology Footwear maintains efficiency and consistency in its
production line. The company places a strong emphasis on using high-quality materials and adheres to
rigorous quality control measures to deliver durable and comfortable footwear.

Market Presence
Lakshmi Technology Footwear has established a strong market presence in India, particularly in the
southern regions. The company’s products are available through a wide distribution network, which
includes exclusive brand outlets, multi-brand retail stores, and a comprehensive online platform. This
extensive reach ensures that their footwear is accessible to customers across urban and rural areas.
Additionally, the company is actively exploring international markets, exporting its products to various
countries and gaining recognition for its quality and innovation.

Brand Philosophy

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The brand philosophy of Lakshmi Technology Footwear centers around delivering value to its customers
through innovative designs, superior quality, and affordable pricing. The company is dedicated to
continuous improvement and staying ahead of market trends by incorporating the latest technologies and
materials in its products. Customer satisfaction is a core focus, and the company strives to exceed customer
expectations with every product it offers.

Corporate Social Responsibility (CSR)

Lakshmi Technology Footwear is committed to corporate social responsibility and engages in various
initiatives aimed at community development and environmental sustainability. The company supports
educational programs, healthcare initiatives, and environmental conservation efforts, reflecting its
dedication to being a responsible corporate citizen. These CSR activities are integral to the company's
operations and ethos.

Achievements and Recognition

Over the years, Lakshmi Technology Footwear has garnered numerous accolades and awards for its
contributions to the footwear industry. The company’s dedication to quality, innovation, and customer
service has earned it a respected position in the market. These achievements are a testament to the
company's strong leadership, skilled workforce, and commitment to excellence.

Future Outlook
Looking ahead, Lakshmi Technology Footwear aims to expand its product line and increase its market share
both domestically and internationally. The company plans to continue its focus on technological innovation,
quality enhancement, and customer-centric strategies. Additionally, there is a strong emphasis on
sustainable practices and the use of eco-friendly materials to meet the growing demand for environmentally
responsible products. This forward-looking approach positions Lakshmi Technology Footwear well for
sustained growth and success in the competitive footwear industry.

PRODUCTION DEPARTMENT
The production department in the footwear industry is the heart of manufacturing operations, responsible for
transforming raw materials into finished products through a series of wellcoordinated processes. This
department manages various stages of production, including design implementation, material selection,
cutting, stitching, assembly, and finishing. Each step requires precision and expertise to ensure the final
product meets quality standards and customer expectations. Advanced technologies and machinery are often
utilized to enhance efficiency and accuracy in production. Additionally, the production department must
adhere to strict timelines and maintain high levels of productivity while minimizing waste and costs.
Collaboration with other departments, such as design, marketing, and supply chain management, is essential
to ensure that production aligns with market trends and consumer demands. Continuous improvement
initiatives, such as lean manufacturing and quality control measures, are implemented to optimize processes
and maintain competitive advantage. Overall, the production department plays a crucial role in driving the
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success and sustainability of the footwear industry by delivering high-quality products efficiently and
effectively.

The Role of the Production Department in the Footwear Industry

The production department in the footwear industry is a vital component of manufacturing operations,
responsible for the transformation of raw materials into high-quality finished products through a sequence
of meticulously planned processes. This department plays a pivotal role in ensuring that the footwear
produced not only meets design specifications but also adheres to the highest standards of quality,
durability, and consumer satisfaction. The efficient functioning of this department is crucial for the overall
success and competitiveness of a footwear manufacturing company.

Key Functions and Processes

Design Implementation:
The production process begins with the implementation of designs created by the design team. This involves
interpreting design specifications and translating them into production plans. Detailed blueprints and
prototypes are created to guide the production process, ensuring that every shoe produced aligns with the
original design intent.

Material Selection:
Selecting the right materials is a critical step in the production process. The quality of materials used,
including leather, textiles, rubber, and synthetic components, directly impacts the durability and aesthetics
of the final product. The production department works closely with suppliers to source high-quality
materials that meet the required standards.

Cutting:
Once materials are selected, they are cut into specific shapes and sizes required for different parts of the
shoe. This process involves the use of precision cutting tools and machinery to ensure accuracy and
minimize material wastage. Advanced computer-aided design (CAD) systems are often used to optimize the
cutting patterns and improve efficiency.

Stitching and Assembly:

The cut pieces are then stitched together to form the upper part of the shoe. This stage requires skilled labor
and high levels of craftsmanship to ensure strong and durable seams. The upper is then assembled with the
sole, which involves attaching various components like insoles, outsoles, and midsoles. This assembly
process can be highly mechanized, with automated machines ensuring precision and consistency.

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Finishing:
The finishing stage involves adding final touches to the shoes, such as polishing, adding laces, and
performing quality checks. This stage is critical for ensuring that the shoes are aesthetically pleasing and
free from defects. The finished products undergo rigorous quality control checks to ensure they meet the
company’s standards and customer expectations.

Advanced Technologies and Machinery

The footwear production department utilizes advanced technologies and machinery to enhance efficiency
and accuracy. Automation plays a significant role, with computerized machines handling tasks such as
cutting, stitching, and assembly. This not only speeds up the production process but also ensures a higher
degree of precision and consistency. Additionally, technologies such as 3D printing are increasingly being
integrated into the production process, allowing for rapid prototyping and customization.

Quality Control and Assurance

Maintaining high standards of quality is paramount in the footwear industry. The production department
implements stringent quality control measures at every stage of the production process. This includes
inspecting raw materials, monitoring production techniques, and conducting final product inspections.
Quality assurance teams are tasked with identifying and addressing any defects or issues to ensure that only
the best products reach the market.

Lean Manufacturing and Continuous Improvement

To remain competitive, the production department adopts lean manufacturing principles aimed at optimizing
efficiency and reducing waste. Continuous improvement initiatives, such as Six Sigma and Kaizen, are
implemented to streamline processes, improve productivity, and reduce costs. These methodologies focus
on enhancing every aspect of the production process, from workflow management to employee training and
development.

Collaboration with Other Departments

Effective collaboration with other departments is crucial for the production department’s success. Close
coordination with the design team ensures that production plans align with design specifications. Working
with the marketing department helps in understanding market trends and consumer preferences, which in
turn informs production strategies. Additionally, the supply chain management team ensures a steady flow
of materials and resources needed for uninterrupted production.

Challenges and Solutions

The production department faces several challenges, including fluctuating raw material costs, maintaining
consistent quality, and meeting tight production deadlines. To address these challenges, companies invest in
robust supply chain management systems, implement advanced production planning and scheduling
software, and continuously train employees to adapt to new technologies and processes.
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Employee Training and Development
Investing in employee training and development is essential for the production department’s success.
Comprehensive training programs are designed to equip employees with the necessary skills and knowledge
to operate advanced machinery, adhere to quality standards, and implement lean manufacturing techniques.
Continuous learning opportunities, such as workshops, e-learning modules, and certification programs, are
provided to keep employees updated with the latest industry trends and technologies.

FLOW CHART

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EMPLOYEE TRAINING AND DEVELOPMENT
Employee training and development in the footwear industry are pivotal to maintaining a competitive edge
and ensuring high-quality production. The rapidly changing landscape of fashion trends, consumer
preferences, and technological advancements necessitates continuous learning and skill enhancement among
employees. The process begins with a thorough needs assessment to identify skill gaps and align training
objectives with the company's strategic goals. For instance, if a company aims to introduce a new line of
ecofriendly shoes, the training program should include modules on sustainable materials and manufacturing
processes.

Training programs encompass a variety of areas, including technical skills, soft skills, and health and safety.
Technical training focuses on machinery operation, quality control, and production techniques, ensuring
employees are proficient in the latest manufacturing methods and technologies. Soft skills training enhances
communication, leadership, and customer service abilities, fostering a collaborative and effective work
environment. Health and safety training is critical for preventing workplace accidents and ensuring
compliance with industry regulations.

Several methods are employed to deliver these training programs. On-the-job training (OJT) allows
employees to learn through hands-on experience under the supervision of experienced colleagues, making it
particularly effective for practical skills. Workshops and seminars, conducted by internal experts or external
consultants, provide focused, short-term training on specific topics. E-learning platforms offer flexibility,
enabling employees to learn at their own pace through interactive courses and quizzes. Mentorship and
coaching pair less experienced employees with seasoned mentors, facilitating knowledge transfer and
personalized guidance. Cross-training, which involves training employees to perform multiple roles,
enhances versatility and aids in workforce management.

Development programs are also crucial, particularly for leadership development and career progression.
Leadership development programs prepare employees for future leadership roles through training in
strategic thinking, decision-making, and team management. Career pathing provides clear progression
paths, encouraging employees to set and achieve career goals. Succession planning ensures a smooth
transition and continuity in key roles by identifying and developing potential leaders within the
organization.

Evaluating the effectiveness of training programs is essential for continuous improvement. This can be
achieved through pre- and post-training assessments, performance metrics, and employee feedback. Based
on these evaluations, training programs should be regularly updated to remain relevant and effective. Case
studies from industry leaders like Nike and Adidas highlight the impact of robust training programs. Nike
invests heavily in a range of training programs, from technical skills to leadership development, using a mix
of e-learning, workshops, and mentorship. Adidas focuses on developing future leaders through
comprehensive programs that include international assignments and exposure to different business aspects.

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The footwear industry also faces unique challenges that training and development programs must address.
Seasonal demand fluctuations, for instance, require a flexible workforce that can scale production up or
down efficiently. Training programs that emphasize cross-training can prepare employees to handle various
roles and responsibilities, making it easier to adapt to changing production needs. Additionally, the rise of e-
commerce has shifted consumer expectations towards faster delivery times and greater product variety.
Training employees in supply chain management and logistics can help meet these demands.

Sustainability is another critical area. As consumers become more environmentally conscious, footwear
companies must adapt by incorporating sustainable practices into their operations. Training programs
focused on sustainability can educate employees on eco-friendly materials, waste reduction techniques, and
energy-efficient manufacturing processes. This not only meets consumer demand but also aligns with global
sustainability goals.

Digital transformation is reshaping the industry as well. The integration of advanced technologies such as
artificial intelligence (AI), machine learning, and the Internet of Things (IoT) in production processes
requires a workforce skilled in these areas. Training programs that cover digital literacy and advanced
technology usage can equip employees with the skills needed to operate and maintain these technologies,
leading to improved efficiency and innovation.

Furthermore, the importance of cultural and ethical training is gaining recognition. In a global industry,
understanding and respecting cultural differences can enhance teamwork and international collaboration.
Ethical training ensures employees are aware of the company's values and standards, fostering a workplace
environment built on integrity and respect.

Employee well-being and mental health are increasingly becoming focal points of development programs.
Providing training on stress management, work-life balance, and mental health awareness can improve
overall employee satisfaction and productivity. Companies that invest in the holistic well-being of their
employees often see lower turnover rates and higher engagement levels.

Finally, the role of feedback and continuous improvement in training programs cannot be overstated.
Establishing a feedback loop where employees can share their training experiences and suggest
improvements helps in refining the programs. Regularly updating training content to incorporate new
industry trends, technologies, and feedback ensures that the workforce remains competent and competitive.

PRODUCTION PROCESS FLOW CHART

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The Footwear Packing Process
The footwear packing process is a critical final step in the production of shoes, ensuring that the products
are securely packaged for transportation, storage, and retail display. This process involves several
meticulous steps to maintain product quality, enhance presentation, and protect the footwear from damage.
Here is an in-depth look at the various stages of the footwear packing process:
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1. Quality Control Inspection
Before the packing process begins, each pair of shoes undergoes a thorough quality control inspection. This
step ensures that the footwear meets the company’s quality standards and is free from defects. Inspectors
check for issues such as stitching errors, material flaws, color inconsistencies, and overall construction
quality. Only shoes that pass this inspection move on to the packing stage.

2. Cleaning and Preparation

Once the shoes pass the quality control inspection, they are cleaned and prepared for packing. This involves
removing any dust, dirt, or manufacturing residues. Shoes may be brushed, wiped, or polished to ensure
they are in perfect condition for the customer. Additionally, any accessories or extra components, such as
laces, insoles, or tags, are attached to the shoes.

3. Inserting Support Materials

To maintain the shape of the shoes during transit and storage, support materials are inserted. Common
support materials include tissue paper, foam inserts, and cardboard shapers. These materials prevent the
shoes from deforming and protect delicate parts such as the toes and heels. For certain types of footwear,
such as boots, additional support may be necessary to keep the structure intact.

4. Pairing and Bundling

Shoes are then paired and bundled together. Each pair is matched correctly and any size, style, or color
labels are double-checked for accuracy. The shoes are often tied together using a soft material or placed in a
protective sleeve to ensure they stay paired throughout the packing and shipping process.

5. Primary Packaging
The next step is primary packaging, where each pair of shoes is placed in an individual shoe box. These
boxes are designed to protect the shoes and provide an appealing presentation for retail. The shoe boxes are
usually made from sturdy cardboard and may include branding elements such as logos, product information,
and decorative designs. Inside the box, additional tissue paper or padding may be used to prevent movement
and further protect the shoes.

6. Labeling and Barcoding

Each shoe box is labeled with important information such as the brand, model, size, color, and any special
features. Barcodes are also applied to facilitate inventory management and sales tracking. Proper labeling
and barcoding are essential for efficient logistics and accurate stock control in warehouses and retail outlets.

7. Secondary Packaging
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For bulk shipping and storage, individual shoe boxes are then packed into larger cartons or containers,
known as secondary packaging. These cartons are designed to hold multiple pairs of shoes securely. They
are often lined with additional padding or dividers to prevent the boxes from shifting during transit.
Secondary packaging also includes labeling and barcoding for easy identification and inventory
management.

8. Palletization and Wrapping

The packed cartons are then placed on pallets for easier handling and transportation. Palletization involves
stacking the cartons in a stable manner to maximize space and minimize the risk of damage. Once the
cartons are arranged on the pallet, they are wrapped with stretch film or shrink wrap to secure the load. This
wrapping protects the cartons from dust, moisture, and mechanical damage during transit.

9. Final Inspection and Documentation

Before the pallets are moved to the shipping area, a final inspection is conducted to ensure that all
packaging steps have been completed correctly and that the shipment is ready for dispatch. Documentation,
including packing lists, shipping labels, and customs paperwork (if applicable), is prepared and attached to
the shipment. This documentation is crucial for tracking and verifying the shipment during transit.

10. Shipping and Logistics

The final step in the packing process is shipping. The pallets are loaded onto trucks, containers, or other
transportation modes for delivery to distribution centers, warehouses, or retail stores. Efficient logistics
planning ensures that the footwear reaches its destination on time and in perfect condition. Tracking
systems are often used to monitor the shipment's progress and ensure timely delivery.

24
PACKING PROCESS FLOW CHART

25
HUMAN RESOURCE DEVELOPMENT
Human Resource Development (HRD) in the footwear industry is a comprehensive and strategic approach
aimed at enhancing the skills, knowledge, and capabilities of employees to drive organizational success.
Given the dynamic nature of the industry, marked by rapid fashion trends, technological advancements, and
evolving consumer preferences, HRD plays a critical role in maintaining a competitive edge and fostering
innovation. This document explores various facets of HRD in the footwear industry, emphasizing its
significance, methodologies, challenges, and future directions.

Importance of HRD in the Footwear Industry

The footwear industry relies heavily on a skilled workforce to produce high-quality products that meet
consumer demands. HRD is essential for:

Skill Enhancement: Ensuring employees are proficient in the latest manufacturing techniques and
technologies.
Innovation: Fostering a culture of continuous improvement and creativity.
Quality Assurance: Maintaining high standards of product quality through comprehensive training.
Employee Retention: Providing career development opportunities to retain top talent.
Operational Efficiency: Streamlining processes and improving productivity through effective training
programs.
Components of HRD
1. Training and Development:
Training and development are core components of HRD, involving a variety of programs designed to
enhance employee skills and knowledge.

Technical Training:
Technical training focuses on the specific skills required to operate machinery, use software, and perform
manufacturing tasks. This includes training on new technologies such as automation and computer-aided
design (CAD) systems, which are increasingly prevalent in modern footwear production.

Soft Skills Training:

Soft skills are crucial for effective communication, teamwork, and leadership. Training in areas such as
conflict resolution, customer service, and interpersonal skills helps create a harmonious and productive
work environment.

Health and Safety Training:

26
Given the physical nature of footwear manufacturing, health and safety training is paramount. Programs
focus on proper use of equipment, ergonomic practices, and compliance with safety regulations to prevent
workplace injuries.

Leadership Development:
Leadership development programs are designed to prepare employees for managerial and supervisory roles.
These programs cover strategic thinking, decision-making, and team management skills.

2. Career Development:
Career development initiatives help employees map out their career paths within the organization. This
includes mentorship programs, career counseling, and opportunities for further education and certification.

Succession Planning:
Succession planning ensures that there are qualified individuals ready to step into key roles as they become
available. This involves identifying potential leaders and providing them with the necessary training and
development to prepare for future responsibilities.

Training Methods
On-the-Job Training (OJT):
OJT allows employees to learn by doing, under the guidance of experienced colleagues. This method is
effective for acquiring practical skills and knowledge specific to the company's operations.

Workshops and Seminars:

These are short-term training sessions focused on specific topics, such as new technologies, regulatory
changes, or industry best practices. Workshops and seminars provide opportunities for interactive learning
and knowledge sharing.

E-Learning:
E-learning platforms offer flexibility, enabling employees to complete training modules at their own pace.
These platforms often include interactive courses, videos, and quizzes that cover a wide range of topics.

Mentorship and Coaching:

27
Mentorship and coaching involve pairing less experienced employees with seasoned mentors who can
provide guidance, support, and knowledge transfer. This personalized approach helps employees develop
their skills and advance their careers.

Cross-Training:
Cross-training involves training employees to perform multiple roles within the organization. This enhances
workforce flexibility and helps in managing staffing needs during peak periods or when there are absences.

Evaluating Training Effectiveness

Pre- and Post-Training Assessments:
These assessments measure the knowledge and skills of employees before and after training to evaluate the
effectiveness of the programs.

Performance Metrics:
Monitoring key performance indicators (KPIs) such as productivity, quality, and efficiency helps assess the
impact of training on business outcomes.

Employee Feedback:
Gathering feedback from employees about their training experiences provides valuable insights into the
relevance and effectiveness of the programs.

Continuous Improvement:
Based on evaluation results, training programs should be regularly updated to ensure they remain relevant
and effective. This involves incorporating new industry trends, technologies, and feedback from employees.

Challenges in HRD
Rapid Technological Advancements:
Keeping up with rapid technological changes requires continuous updating of training programs and
materials. Companies must invest in the latest technologies and ensure employees are proficient in using
them.

28
Workforce Diversity:
Managing a diverse workforce with varying levels of experience and skill sets can be challenging. HRD
programs must be inclusive and cater to the needs of all employees.

Resource Constraints:
Implementing comprehensive training programs requires significant investment in terms of time, money,
and resources. Balancing these investments with other business priorities can be difficult.

Resistance to Change:
Employees may be resistant to new training programs or changes in their roles. Overcoming this resistance
requires effective communication and demonstrating the benefits of training.

Future Trends in HRD

Digital Transformation:
The integration of digital technologies such as artificial intelligence (AI), machine learning, and the Internet
of Things (IoT) is transforming the footwear industry. HRD programs will need to focus on digital literacy
and training employees to use these technologies effectively.

Personalized Learning:
Personalized learning experiences tailored to individual needs and learning styles will become more
prevalent. This approach increases engagement and improves the effectiveness of training.

Virtual and Augmented Reality:

Virtual reality (VR) and augmented reality (AR) are emerging as powerful tools for immersive learning
experiences. These technologies can simulate real-world scenarios, providing hands-on training in a virtual
environment.

Sustainability Education:
As sustainability becomes increasingly important, HRD programs will need to include training on
sustainable practices, materials, and processes. This will help companies meet consumer demand for eco-
friendly products and align with global sustainability goals.

29
Holistic Employee Development:
Focusing on the holistic development of employees, including their mental and emotional well-being, will
become a priority. Training programs will incorporate stress management, work-life balance, and mental
health awareness to create a supportive and productive work environment.

Case Studies and Best Practices

Nike’s Comprehensive Training Programs:
Nike invests heavily in employee development, offering a range of training programs from technical skills
to leadership development. Their approach includes a mix of e-learning, workshops, and mentorship,
ensuring employees are well-prepared for their roles.

Adidas’ Leadership Development Initiatives:

Adidas focuses on developing future leaders through comprehensive leadership programs that include
international assignments and exposure to different business aspects. This prepares employees for strategic
roles and ensures a strong leadership pipeline.

Puma’s Sustainability Training:

Puma has integrated sustainability into its HRD programs, educating employees on sustainable materials
and practices. This not only meets consumer demand for eco-friendly products but also aligns with the
company’s commitment to sustainability.

MARKETING DEVELOPMENT
Marketing development in the footwear industry is a dynamic process that involves strategic initiatives
aimed at enhancing brand visibility, driving sales, and maintaining competitive advantage. In a highly
competitive market characterized by evolving consumer preferences and trends, effective marketing
strategies are crucial for footwear companies to stand out and attract target audiences.

Key components of marketing development include thorough market research to understand consumer
behaviors, preferences, and buying patterns. This research informs the development of targeted marketing
campaigns that resonate with specific customer segments. Branding plays a vital role in establishing a
unique identity and positioning within the market. Strong brand identities convey values, aesthetics, and
quality, helping to differentiate products from competitors.

Digital marketing has become increasingly essential, leveraging platforms such as social media, e-
commerce websites, and search engines to reach and engage consumers effectively. Social media platforms
like Instagram and TikTok are particularly valuable for showcasing new footwear collections, engaging
with followers, and building brand communities. Ecommerce platforms provide opportunities for seamless

30
online shopping experiences, supported by search engine optimization (SEO) strategies to improve visibility
and attract organic traffic.

Retail strategies also play a significant role in marketing development. Physical stores offer opportunities
for customers to interact with products firsthand, enhancing brand experiences and driving sales. Omni-
channel strategies that integrate online and offline channels enable brands to provide consistent messaging
and customer service across all touchpoints, enhancing brand loyalty and customer satisfaction

Moreover, effective promotional strategies such as product launches, collaborations with influencers or
other brands, and seasonal sales promotions help to create buzz and stimulate consumer interest. Evaluating
marketing effectiveness through key performance indicators (KPIs) such as sales growth, website traffic,
and customer engagement metrics is essential for optimizing strategies and allocating resources effectively.

Looking ahead, sustainability, technological advancements like artificial intelligence (AI) and augmented
reality (AR), and the evolution of influencer marketing are anticipated to shape the future of marketing
development in the footwear industry. Brands that adapt to these trends while maintaining a focus on
consumer insights and innovative marketing strategies will be well-positioned to thrive in the competitive
footwear market.

31
 CHAPTER-02
DESIGN OF THE STUDY

OBJECTIVES
The study on the footwear industry aims to investigate several key objectives to gain comprehensive
insights into various aspects of the industry. This section outlines the specific objectives and the proposed
design of the study.

 to know the key objective and analysis in the footwear industry

 to determine the training methods adopted in companya name

 to know the hr polices followed in company name

 to analysis the experience of employe and job factores

RESEARCH METHODOLOGY

1. Research Methodology:
Qualitative and Quantitative Approaches: Utilize a mixed-methods approach combining qualitative
techniques (interviews, focus groups) and quantitative methods (surveys, statistical analysis).
Secondary Research: Conduct extensive literature review of academic journals, industry reports, market
analyses, and case studies to establish a foundational understanding of the footwear industry.

2. Sampling Strategy:
Population: Target stakeholders within the footwear industry, including manufacturers, retailers, consumers,
and industry experts.
Sampling Techniques: Employ stratified sampling to ensure representation across different segments (e.g.,
footwear types, geographic regions)

32
3. Data Collection:
Primary Data Collection: Gather primary data through surveys, interviews, and focus groups with industry
professionals, consumers, and key stakeholders.
Secondary Data Collection: Collect secondary data from reputable sources such as industry reports,
government publications, and scholarly articles.

4. Data Analysis:
Quantitative Analysis: Utilize statistical methods to analyze survey responses and quantify trends in
consumer behavior, market dynamics, and technological adoption.
Qualitative Analysis: Conduct thematic analysis of interview and focus group transcripts to identify
patterns, themes, and insights related to industry practices and challenges.

5. Reporting and Recommendations:

Present findings in a comprehensive report format, outlining key insights, conclusions, and implications for
stakeholders in the footwear industry.
Provide actionable recommendations based on research findings to support decision-making, strategic
planning, and future directions for industry stakeholders.

SCOPE OF THE STUDY

The scope of ASAR Technologies in the footwear industry encompasses a wide range of activities and
capabilities that contribute to its position and operations within this sector. Here are several key aspects that
define the scope of ASAR Technologies in the footwear industry:
ASAR Technologies engages in the manufacturing of footwear, producing various types of shoes ranging
from athletic and casual to formal and specialized footwear. The company's manufacturing capabilities
include:
Production Facilities: ASAR Technologies operates state-of-the-art manufacturing facilities equipped with
advanced machinery and technology for efficient production processes.

LIMITATIONS
 Time constraints
 Lack of information provided by the company
 Technologies barriers
 Cost and Resource Intensive
 Motivational Issue

33
 CHAPTER-03
DISCUSSION OF THE STUDY

ANALYSIS
Analyzing the objectives within the footwear industry involves a comprehensive examination of various
goals that companies and stakeholders strive to achieve. These objectives are pivotal in shaping strategies,
guiding operations, and determining success within this dynamic sector.

Key Objectives and Analysis in the Footwear Industry

1. Market Analysis and Positioning
Objective: To conduct thorough market analysis and establish a strong market position.

Analysis: Understanding market trends, consumer preferences, and competitive dynamics is crucial.
Companies aim to identify niche markets, assess demand for different types of footwear (athletic, casual,
formal), and strategize based on regional variations. Effective positioning involves leveraging strengths
(e.g., quality, affordability, style) to differentiate from competitors and capture market share.

2. Product Innovation and Development

Objective: To innovate and develop footwear products that meet consumer needs and preferences.

Analysis: Innovation drives competitiveness. Objectives include developing new materials, enhancing
comfort and performance, and integrating technology (e.g., smart footwear). Companies conduct R&D to
stay ahead in design, functionality, and sustainability, responding to trends like eco-friendly materials and
customization.

3. Branding and Marketing Strategies

Objective: To build brand equity and implement effective marketing strategies.
Analysis: Establishing a strong brand identity is crucial for consumer recognition and loyalty. Objectives
include creating compelling brand stories, engaging with target audiences through digital platforms (social
media, e-commerce), and collaborating with influencers. Marketing strategies focus on enhancing visibility,
driving sales, and maintaining brand relevance amid evolving consumer preferences.

4. Operational Efficiency and Supply Chain Management

Objective: To optimize operations and ensure efficient supply chain management.

34
Analysis: Improving efficiency in manufacturing processes, sourcing quality raw materials, and managing
logistics are key objectives. Companies aim to minimize production costs, reduce lead times, and enhance
flexibility to meet demand fluctuations. Integration of technology (e.g., ERP systems) and sustainability
practices (e.g., ethical sourcing, waste reduction) are increasingly prioritized.

5. Consumer Engagement and Customer Satisfaction

Objective: To enhance consumer engagement and achieve high levels of customer satisfaction.

Analysis: Objectives include providing exceptional customer service, gathering feedback to improve
products/services, and building long-term relationships. Engaging consumers through personalized
experiences, loyalty programs, and responsive communication channels strengthens brand loyalty and
encourages repeat purchases.

6. Sustainability and Corporate Social Responsibility (CSR)

Objective: To integrate sustainable practices and demonstrate corporate social responsibility.

Analysis: Objectives encompass reducing environmental impact (e.g., eco-friendly materials, recycling
initiatives), promoting ethical labor practices, and contributing to community development. Companies
align with global sustainability goals (e.g., UN Sustainable Development Goals) to enhance brand
reputation and meet consumer expectations for ethical consumption.

7. Financial Performance and Growth

Objective: To achieve sustainable financial growth and profitability.

Analysis: Objectives include achieving revenue targets, improving profitability margins, and optimizing
financial resources. Companies focus on cost management, revenue diversification (e.g., expanding product
lines, entering new markets), and strategic investments in innovation and marketing to drive long-term
financial stability and growth.

35
 TABLE NO. 3.1.1 SHOWING AGE GROUP OF RESPONDENTS:

Series 1 Series 2 Series 3

Category 1 4.3 2.4 2

Category 2 2.5 4.4 2

Category 3 3.5 1.8 3

Category 4 4.5 2.8 5

Analysis: table showing that category 1-4 has 3 seriers and where it is showing the age
group of the respondent. Majority (69%) of the respondents fall in the age category of 20-
25 yrs

36
3.1.1 GRAPH SHOWING AGE GROUP OF REPONDENTES

Chart Title
6

0
Category 1 Category 2 Category 3 Category 4

Series 1 Series 2 Series 3

INTERPRETATION:

From the above table Out of 140 respondents 9% of employees are under 19, 69% of
employees between the ages of 20-25,16% of employees are between the ages of 26-30,and
6% of employees are between the ages of above 30.

TABLE NO.3.1.2 GENDER OF RESPONDENTS:

37
 GENDER NO OF RESPONDENT PERCENTAGE

Male 59 42

Female 81 58

TOTAL 140 100

Analysis: table showing that category male and female has and where it is showing the
respondent And percentage

3.1.2 GRAPH SHOWING THE GENDER OF RESPONDENT

Male
38
8
1
INTERPRETATION:

From the above table Out of 140 respondents, 58% of employees are male, and 42% of
employees are female.

TABLE NO .3.1.3 QUALIFICATION OF RESPONDENTS:

QUALIFICATION NO OF RESPONDENT PERCENTAGE

Diploma 4 3

UG 71 51

PG 40 28

Professionally qualified 15 11

Others 10 7

TOTAL 140 100

39
Analysis: table showing that qualifications of the resondents has the more percentages
In every qualification 3% of employees are done with diploma 51% of
employees are UG, 28% of employees are PG, 11% of employees are
professionally qualified, 7% of employees are other.

3.1.3 GRAPH SHOWING QUALIFICATION OF RESPONDENTS

NO OF PERC
RESPONDEN ENT
7
1

5
1
4
0
2
8
1
5 1
4 3 1

U P Professionally
G G
qualified

INTERPRETATION:

From the above table Out of 140 respondents ,3% of employees are done with diploma
51% of employees are UG, 28% of employees are PG, 11% of employees are
professionally qualified, 7% of employees are other.

40
INCOME NO OF RESPONDENT PERCENTAGE

Below15,000 51 38

15,000-25,000 41 30

25,000-50,000 25 18

50,000-1,00,000 13 10

Above 1,00,000 5 4

TOTAL 140 100

TABLE NO.3.1.4 INCOME OF RESPONDENTS:

41
 Analysis:
table showing that, 38% of employees earn below 15,000, 30% of employees are
getting salary between 15000-25000, 18.0% of employees are getting salary between 25000-
50000, 10% of employees are getting salary 50,000-1, 00,000, 4% of employees are above
1,00,000

3.1.4 GRAPH SHOWING INCOME OF RESPONDENTS

NO OF PERCE
RESPONDENT NTAGE

5
1

4
3 1
8

3
0
2
5

1
8
1
3 1
0
5 4

42
Below15,000 15,000-25,000 25,000-50,000 50,000-1,00,000 Above 1,00,000
INTERPRETATION:

From the above table Out of 140 respondents, 38% of employees earn below 15,000, 30% of
employees are getting salary between 15000-25000, 18.0% of employees are getting salary
between 25000-50000, 10% of employees are getting salary 50,000-1, 00,000, 4% of
employees are above 1,00,000

43
TABLE NO.3.1.6 RESPONDENTS VIEW ON HR POLICIES:

PARTICULARS NO OF RESPONDENT PERCENTAGE

Strongly agree 46 32.9

Agree 68 48.6

Neither satisfied or dissatisfied 22 15.7

Disagree 3 2.1

Strongly disagree 1 0.7

TOTAL 140 100

ANALYSIS: From the above table Out of 140 respondents, 46% of employees Strongly agree, 68% of
employees agree, 22% of employees Neither satisfied or dissatisfied, 3% of employees Disagree ,1% of
employees of Strongly Disagree employees.

3.1.6 GRAPH SHOWING RESPONDENTS VIEWON HR POLICIES:

NO OF RESPONDENT PERCENTAGE

6
8

4
4 8 44
6

3
2
INTERPRETATION:

From the above table Out of 140 respondents, 46% of employees Strongly agree, 68% of
employees agree, 22% of employees Neither satisfied or dissatisfied, 3% of employees
Disagree ,1% of employees of Strongly Disagree employees.

45
TABLE NO. 3.1.7 WORK CONTRIBUTION OF RESPONDENTS:

PARTICULARS NO OF RESPONDENT PERCENTAGE

Satisfied 95 68.8

Dissatisfied 20 14.5

Neither satisfied or dissatisfied 13 9.4

Highly satisfied 10 7.2

highly dissatisfied

TOTAL 140 100

ANALYSIS: From the above table Out of 140 respondents, 46% of employees
Strongly agree, 68% of employees agree, 22% of employees Neither satisfied or
dissatisfied, 3% of employees Disagree ,1% of employees of Strongly Disagree
employees.
3.1.7 GRAPH SHOWING WORK CONTRIBUTION OF RESPONDENTS:

NO OF PERCEN
RESPONDENT TAGE
46
9
5
INTERPRETATION:

From the above table Out of 140 respondents,68.8% of employees are satisfied, 14,5% of
employees are dissatisfies,9.4% of employees Neither satisfied or dissatisfied ,7.2%of
employees are highly satisfied.

47
TABLE NO. 3.1.8 RESPONDENTS VIEW ON CHANGES IN HR PRACTICES :

PARTICULARS NO OF RESPONDENT PERCENTAGE

Strongly agree 63 39.3

Agree 55 45

Neither satisfied or dissatisfied 17 12.2

Disagree 5 3.6

Strongly disagree

TOTAL 140 100

ANALYSIS: From the above table Out of 140 respondents,39.3% of employees Strongly agree
,45% of employees agree,12.2% of employees Neither satisfied or dissatisfied
,3.6%of employees Disagree.

48
3.1.8 GRAPH SHOWING RESPONDENTS VIEW ON CHANGES IN HR PRACTICES

NO OF RESPONDENT

6
3
5
5
4
3 5
9

1
7 1
2
5 3
.

Stron A Neither satisfied S

gly g t
Disagree r

INTERPRETATION:

From the above table Out of 140 respondents,39.3% of employees Strongly agree
,45% of employees agree,12.2% of employees Neither satisfied or dissatisfied
,3.6%of employees Disagree.

49
TABLE NO. 3.1.9 RESPONDENTS VIEW ON TRAINING METHOD:

PARTICULARS NO OF RESPONDENT PERCENTAGE

Job rotation 53 38

Job shadowing 41 30

Case study 31 10

Internship 14 22

TOTAL 140 100

ANALYSIS: From the above table Out of 140 respondents,38% of employees Strongly agree
,22% of employees agree,10% of employees Neither satisfied or dissatisfied
,30%of employees Disagree.

50
3.1.9 GRAPH SHOWING RESPONDENTS VIEW ON TRAINING METHOD

Chart Title
6

0
Category 1 Category 2 Category 3 Category 4

Series 1 Series 2 Series 3

51
TABLE NO. 3.1.10 RESPONDENTS VIEW ON TRAINING PERIOD:

PARTICULARS NO OF RESPONDENT PERCENTAGE

3 months 67 50

6 months 51 38.1

after 6 months 16 11.9

TOTAL 140 100

52
3.1.10 GRAPH SHOWING RESPONDENTS VIEW ON TRAINING PERIOD:

NO OF PERC
RESPONDEN ENT

6
7

5 5
0 1
3
8

1
6 1
1

3 6 after 6
m m month

INTERPRETATION:

From the above table Out of 140 respondents, 50% respondents provide training in 3
months, 38.1% respondents provide training in 6 months and 11.9% provide training after 6
months.

53
TABLE NO. 3.1.11 RESPONDENTS VIEW ON HEALTH CARE POLICIES:

PARTICULARS NO OF RESPONDENT PERCENTAGE

Strongly agree 75 31.4

Agree 44 53.6

Neither satisfied or dissatisfied 15 10.7

Disagree 3 2.1

Strongly disagree 3 2.1

TOTAL 140 100

ANALYSIS:From the above table Out of 140 respondents 31.4% of employees

Strongly agree, 53.6% of employees agree, 10.7% of employees Neither satisfied
or dissatisfied ,2.1% of employees Disagree ,2.1% of employees of Strongly
Disagree employees.

54
 3.1.11 RESPONDENTS VIEW ON HEALTH CARE POLICIES

NO OF RESPONDENT

7
5

5
3
4
4

3
1

1
5 1
0
3 2 3 2
. .

Strongly A Neither satisfied S

agree g t
Disagree r
o

INTERPRETATION:

From the above table Out of 140 respondents 31.4% of employees Strongly agree, 53.6%
of employees agree, 10.7% of employees Neither satisfied or dissatisfied
,2.1% of employees Disagree ,2.1% of employees of Strongly Disagree employees.
TABLE NO. 3.1.12 RESPONDENTS VIEW ON 360 DEGREE APPRISAL:

PARTICULARS NO OF RESPONDENT PERCENTAGE

Strongly agree 57 31.4

Agree 44 40.7

Neither satisfied or 27 19.3

dissatisfied

Disagree 10 7.1

Strongly disagree 2 1.4

TOTAL 140 100

ANALYSIS:From the above table Out of 140 respondents ,31.4% of employees Strongly
agree ,40.7% of employees agree,19.3% of employees Neither satisfied or dissatisfied
,7.1% of employees Disagree ,1.4% of employees of Strongly Disagree employees.

3.1.12 GRAPH SHOWING RESPONDENTS VIEW ON 360 DEGREE APPRISAL:

NO OF RESPONDENT

5
7
From the above table Out of 140 respondents ,31.4% of employees Strongly agree
,40.7% of employees agree,19.3% of employees Neither satisfied or dissatisfied
,7.1% of employees Disagree ,1.4% of employees of Strongly Disagree employees.
TABLE NO. 3.1.13 RESPONDENTS VIEW ON RATING HR POLICIES:

PARTICULARS NO OF RESPONDENT PERCENTAGE

LOW 12 8.6

VERY LOW 4 2.9

AVERAGE 46 32.9

HIGH 57 40.7

VERY HIGH 21 15

TOTAL 140 100

ANALYSIS:From the above table Out of 140 respondents 8.6% of employees are
low,2.9% are very low of employees ,32.9% are average employees 40.7% of
employees high and 15% are very high.
3.1.12 GRAPH SHOWING RESPONDENTS VIEW ON 360 DEGREE APPRISAL:

NO OF RESPONDENT

PERCENTAGE

57

46

2
1
1
1 5
2 8
.
4 2
.

L VE A H VE
O RY V I RY

INTERPRETATION:

From the above table Out of 140 respondents 8.6% of employees are low,2.9% are very low of
employees ,32.9% are average employees 40.7% of employees high and 15% are very high.
TABLE NO. 3.1.14 SATISAFACTORY LEVEL OF RESPONDENTS:

PARTICULARS NO OF RESPONDENT PERCENTAGE

Strongly agree 66 31.4

Agree 44 47.1

Neither satisfied or dissatisfied 27 19.3

Disagree 2 0.9

Strongly disagree 1 1.4

TOTAL 140 100

ANALYSIS: From the above table Out of 140 respondents ,31.4% of employees Strongly
agree ,47.1% of employees agree, 19.3% of employees Neither satisfied or dissatisfied
,0.9% of employees Disagree ,1.4% of employees of Strongly Disagree employees.
3.1.14 GRAPH SHOWING SATISAFACTORY LEVEL OF RESPONDENTS:

NO OF RESPONDENT

PERCENTAGE
6
6

4
4 7
4

3
1
2
7
1
9

2 0 1
.

Strongly Agree
agree Neither satisfied S
t
r
o

INTERPRETATION:

From the above table Out of 140 respondents ,31.4% of employees Strongly agree
,47.1% of employees agree, 19.3% of employees Neither satisfied or dissatisfied
,0.9% of employees Disagree ,1.4% of employees of Strongly Disagree employees.
TABLE NO. 3.1.15 RESPONDENTS VIEW ON EXPERIENCE:

PARTICULARS NO OF RESPONDENT PERCENTAGE

Strongly agree 81 34.3

Agree 48 57.9

Neither satisfied or dissatisfied 5 3.6

Disagree 3 2.1

Strongly disagree 3 2.1

TOTAL 140 100

ANALYSIS:From the above table Out of 140 respondents ,34.3% of employees Strongly
agree ,57.9% of employees agree, 3.6% of employees Neither agree or disagree ,2.1% of
employees Disagree ,2.1% of employees of Strongly Disagree employees.
 3.1.15 GRAPH SHOWING RESPONDENTS VIEW ON EXPERIENCE

NO OF PERCE
RESPONDENT NTAG

8
1

5
7
4
8

3
4

5 3 3 3
.

Strongl A Neither satisfied S

y agree g t
Disagree r
o

INTERPRETATION:

From the above table Out of 140 respondents ,34.3% of employees Strongly agree
,57.9% of employees agree, 3.6% of employees Neither agree or disagree ,2.1% of employees
Disagree ,2.1% of employees of Strongly Disagree employees.
TABLE NO. 3.1.16 RESPONDENTS VIEW ON EXPERIENCE:

PARTICULARS NO OF RESPONDENT PERCENTAGE

Strongly agree 81 32.1

Agree 48 50

Neither satisfied or dissatisfied 5 3.6

Disagree 3 5.7

Strongly disagree 3 8.6

TOTAL 140 100

ANALYSIS: From the above table Out of 140 respondents ,32.1% of employees Strongly
agree ,50% of employees agree, 3.6% of employees Neither satisfied or dissatisfied ,5.7% of
employees Disagree ,8.6% of employees of Strongly Disagree employees.
3.1.16 GRAPH SHOWING RESPONDENTS VIEW ON EXPERIENCE

NO OF PERC
RESPONDEN ENT
8
1

4 5
8 0
3
2

8
5 3 3 5 3 .
. .

Stron A Neither satisfied S

gly g t
Disagree r

INTERPRETATION:

From the above table Out of 140 respondents ,32.1% of employees Strongly agree
,50% of employees agree, 3.6% of employees Neither satisfied or dissatisfied ,5.7% of
employees Disagree ,8.6% of employees of Strongly Disagree employees.
TABLE NO. 3.1.17 RESPONDENTS VIEW ON EXPERIENCE:

PARTICULARS NO OF RESPONDENT PERCENTAGE

Strongly agree 81 34.3

Agree 48 42.9

Neither satisfied or dissatisfied 5 11.4

Disagree 3 9.3

Strongly disagree 3 2.1

TOTAL 140 100

ANALYSIS:From the above table Out of 140 respondents of employees 34.3%

Strongly agree 42.9%,of employees agree, 11.4% of employees Neither satisfied
or dissatisfied ,9.3% of employees Disagree ,2.1% of employees of Strongly
Disagree employees.

3.1.17 GRAPH SHOWING RESPONDENTS VIEW ON EXPERIENCE

NO OF PERC
RESPONDENT ENTA
GE

8
1
INTERPRETATION:

From the above table Out of 140 respondents of employees 34.3% Strongly agree 42.9%,of
employees agree, 11.4% of employees Neither satisfied or dissatisfied
,9.3% of employees Disagree ,2.1% of employees of Strongly Disagree employees.
TABLE NO. 3.1.18RESPONDENTS VIEW ON JOB FACTORS:

PARTICULARS NO OF RESPONDENT PERCENTAGE

Strongly agree 84 29.3

Agree 41 58.6

Neither agree or disagree 13 9.3

Disagree 2 1.4

Strongly disagree 1.4

TOTAL 140 100

ANALYSIS:From the above table Out of 140 respondents of employees 29.3% Strongly
agree,59.6%,of employees agree, 9.3% of employees Neither satisfied or dissatisfied ,1.4%
of employees Disagree ,1.4% of employees of Strongly Disagree employees
3.1.18 GRAPH SHOWING RESPONDENTS VIEW ON JOB FACTORS

NO OF PERCE
RESPONDENT NTAG

8
4

5
8

4
1

2
9

1
3 9
.
2 1
.

Strongl A Neither agree or S

y agree g t
Disagree r
o
disagree

INTERPRETATION:

From the above table Out of 140 respondents of employees 29.3% Strongly agree,59.6%,of
employees agree, 9.3% of employees Neither satisfied or dissatisfied ,1.4% of employees
Disagree ,1.4% of employees of Strongly Disagree employees
 TABLE NO. 3.1.19 RESPONDENT VIEW ON JOB FACTORS:

PARTICULARS NO OF RESPONDENT PERCENTAGE

Strongly agree 84 35

Agree 41 45

Neither satisfied or 13 15
dissatisfied

Disagree 2 1.4

Strongly disagree 2.1

TOTAL 140 100

ANALYSIS:From the above table Out of 140 respondents ,35% of employees

Strongly agree, 45% of employees agree, 15% of employees Neither satisfied or
dissatisfied ,1.4% of employees Disagree ,2.1% of employees of Strongly Disagree
employees.
 NO OF PERC
RESPONDENT ENTA
GE
8
4

4
4 5
1
3
5

1
1 5
3

2 2
.

Strongl A gree Neither satisfied Strongly

y
agree Disagree disagree

3.1.19 GRAPH SHOWING RESPONDENTS VIEW ON JOB FACTORS

INTERPRETATION:

From the above table Out of 140 respondents ,35% of employees Strongly agree, 45% of
employees agree, 15% of employees Neither satisfied or dissatisfied ,1.4% of employees
Disagree ,2.1% of employees of Strongly Disagree employees.
[Type here]

TABLE NO.3.1.20 BASED ON SATISFIED OR UNSATISFIEDJOB

FACTORS

PARTICULARS NO OF RESPONDENT PERCENTAGE

Strongly agree 84 35

Agree 41 45.8

Neither satisfied or dissatisfied 13 10.7

Disagree 2 2.1

Strongly disagree 6.4

TOTAL 140 100

Source: primary data

ANALYSIS:From the above table Out of 140 respondents of

employees 35%Strongly agree, 45.8% of employees agree, 10.7% of
employees Neither satisfied or dissatisfied, 2.1% of employees
Disagree ,6.4% of employees of Strongly Disagree employees.
[Type here]

NO OF RESPONDENT PERCENTAGE

8
4

4
4 5
1
3
5

1
3 1
0 6
2 2 .
.

Strongly A Neither satisfied S

agree g tr
Disagree o
n
or dissatisfied gl

3.1.20 GRAPH SHOWING RESPONDENTS VIEW ON JOB

INTERPRETATION:

From the above table Out of 140 respondents of employees 35%Strongly

agree, 45.8% of employees agree, 10.7% of employees Neither satisfied or
dissatisfied, 2.1% of employees Disagree ,6.4% of employees of Strongly
Disagree employees.
[Type here]

TABLE NO. 3.1.21 RESPONDENTS VIEW ON EXISTING HR POLICIES:

PARTICULARS NO OF RESPONDENT PERCENTAGE

LOW 11 7.9

VERY LOW 1 0.7

AVERAGE 44 31.7

HIGH 62 44.6

VERY HIGH 21 15.1

TOTAL 140 100

ANALYSIS:From the above table Out of 140 respondents of employees 35%Strongly

agree, 45.8% of employees agree, 10.7% of employees Neither satisfied or dissatisfied,
2.1% of employees Disagree ,6.4% of employees of Strongly

3.1.21 GRAPH SHOWING RESPONDENTS VIEW ON EXISTING HRPOLICIES

[Type here]

NO OF RESPONDENT PERCENTAGE

4 4
4 4
.

3
1
.

2
1
1
5
1 .
1 7
.
9
1

L VER AV H VERY
O Y ER I HIG
W LO AG G H

INTERPRETATION:

From the above table Out of 140 respondents of employees 35%Strongly

agree, 45.8% of employees agree, 10.7% of employees Neither satisfied or
dissatisfied, 2.1% of employees Disagree ,6.4% of employees of Strongly
Disagree employees.
.
[Type here]

FINDING:
In the findings of the respondents with the existing employes Out of 140 respondents of
employees 35%Strongly agree, 45.8% of employees agree, 10.7% of employees Neither
satisfied or dissatisfied, 2.1% of employees Disagree ,6.4% of employees of Strongly
respondents of employees 35%Strongly agree, 45.8% of employees agree, 10.7% of employees
Neither satisfied or dissatisfied, 2.1% of employees Disagree ,6.4% of employees of Strongly
Disagree employees. of 140 respondents of employees 35%Strongly agree, 45.8% of
employees agree, 10.7% of employees Neither satisfied or dissatisfied, 2.1% of
employees Disagree ,6.4% of employees of Strongly Disagree employees.

SUGGESTIONS:

1. Needs Assessment: Conduct a thorough analysis to identify the specific training needs
of your employees and the organization as a whole. This can be done through surveys,
interviews, performance evaluations, and observation.

2. Customized Programs: Tailor training programs to meet the unique needs and learning
styles of your employees. Consider offering a mix of online courses, workshops, seminars,
on-the-job training, and mentoring opportunities.

3. Continuous Learning Culture: Foster a culture of continuous learning where

employees are encouraged to seek out new skills and knowledge. Provide resources such
as access to online learning platforms, books, and workshops.

4. Leadership Development: Invest in leadership development programs to groom future

leaders within the organization. Offer opportunities for aspiring leaders to enhance their
skills in areas such as communication, decision-making, and conflict resolution.

5. Feedback and Evaluation: Regularly solicit feedback from employees to assess the
effectiveness of training programs and identify areas for improvement. Use this feedback
to make adjustments and enhancements to future training initiatives.
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6. Career Development Plans: Work with employees to create personalized career

development plans that align with their goals and aspirations. Provide opportunities for
advancement through promotions, lateral moves, and cross-training.

CONCLUSION FOR THE STUDY

In conclusion, effective HR training and development initiatives are pivotal to the success
and sustainability of the footwear industry. By investing in continuous learning and skill
enhancement programs, companies can cultivate a skilled workforce capable of adapting to
technological advancements and industry trends. Training programs tailored to specific
roles within production, design, marketing, and customer service not only improve
employee productivity and job satisfaction but also contribute to overall operational
efficiency and customer satisfaction.

Furthermore, development opportunities that emphasize leadership skills, innovation, and

sustainability practices are essential for grooming future leaders and fostering a culture of
continuous improvement within organizations. HR strategies should align closely with
business objectives, promoting a proactive approach to talent management that addresses
both current and future industry challenges.

Ultimately, a well-trained and motivated workforce is a valuable asset in the competitive

footwear industry, driving innovation, quality improvement, and organizational growth. By
prioritizing HR training and development, companies can position themselves for long-term
success amidst evolving market dynamics and consumer expectations.
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CHAPTER-4
LEARNING OUTCOME

JOB RESPONSIBILITY

Job responsibilities related to learning outcomes in HR training and development within the
footwear industry typically encompass a range of activities aimed at enhancing employee
skills, performance, and overall organizational effectiveness. Here are key responsibilities
aligned with learning outcomes in this context:

Training Needs Analysis:

Conduct thorough assessments and analyses to identify training needs across various
departments and job roles within the footwear industry.
Collaborate with department heads and managers to understand specific skill gaps and
performance deficiencies that require targeted training interventions.

Design and Development of Training Programs:

Develop comprehensive training programs and learning initiatives tailored to address
identified needs and enhance employee competencies.
Utilize instructional design principles to create engaging and effective training materials,
including modules, workshops, e-learning courses, and simulations.

Implementation and Delivery of Training:

Coordinate and schedule training sessions, ensuring logistical arrangements and participant
enrollment are managed efficiently.
Facilitate training sessions either independently or through external trainers, ensuring
content delivery aligns with learning objectives and participant engagement.

Evaluation and Assessment:

Conduct evaluations of training effectiveness through assessments, surveys, and feedback
mechanisms to measure learning outcomes and training impact.
Analyze evaluation data to identify strengths, areas for improvement, and adjustments
needed in future training programs.
[Type here]

A THEORY ON JOB RESPONSIBILITY OF LEARNING OUTCOME

In the footwear industry, the role of HR training and development involves several key
responsibilities aimed at enhancing employee skills and organizational effectiveness.
Firstly, conducting thorough training needs analyses is essential to identify gaps in
knowledge and skills across various departments and roles. This involves collaborating
closely with department heads and managers to understand specific requirements and
performance deficiencies that training programs can address.

Following the needs analysis, HR professionals are tasked with designing and developing
comprehensive training programs. These programs are tailored to meet the identified needs,
utilizing instructional design principles to create engaging content such as modules,
workshops, and e-learning courses. Delivery of these programs requires efficient
coordination and scheduling of training sessions, ensuring that logistical arrangements are
in place and that participants are adequately enrolled.

Once training programs are implemented, HR oversees their delivery, either through
internal facilitators or external trainers, ensuring alignment with learning objectives and
fostering active participant engagement. Evaluating training effectiveness is another critical
responsibility, achieved through assessments, surveys, and feedback mechanisms.
Analyzing evaluation data helps HR gauge the impact of training on employee development
and identifies areas for improvement in future programs.

Beyond training, HR supports employee development initiatives such as career progression

programs, mentorship, and coaching sessions. These initiatives aim to cultivate a culture of
continuous learning and skill enhancement within the organization. HR also plays a pivotal
role in performance management, assisting in goal setting, performance reviews, and
providing resources for managers to effectively manage and develop their teams.

Maintaining compliance with industry standards, regulatory requirements, and internal

policies is crucial throughout all training and development activities. HR professionals
ensure accurate documentation of training activities, participant progress, and certifications
obtained, supporting organizational audits and reporting requirements.

Lastly, HR in the footwear industry is committed to continuous improvement and

innovation in training methodologies. Staying abreast of industry trends and leveraging
emerging technologies enables HR to enhance training effectiveness, streamline processes,
and optimize resource allocation. By fulfilling these responsibilities, HR contributes
significantly to building a skilled workforce, fostering employee growth, and maintaining
the industry's competitive edge through strategic training and development initiatives.
[Type here]

Learning outcomes associated with job responsibilities in HR training and development

within the footwear industry are crucial for enhancing employee skills, improving
organizational effectiveness, and driving business growth. Here’s a detailed exploration of
these learning outcomes:

Training Needs Analysis:

Outcome: Develop the ability to conduct comprehensive training needs assessments across
various departments and roles within the footwear industry.
Skill Development: Gain proficiency in identifying specific skill gaps and performance
deficiencies through data analysis and stakeholder consultations.

Designing Training Programs:

Outcome: Acquire skills in designing tailored training programs that address identified
needs effectively.
Skill Development: Learn instructional design principles to create engaging and relevant
training content, including modules, workshops, and digital learning materials.

Implementing Training Initiatives:

Outcome: Demonstrate competence in coordinating and delivering training sessions,
ensuring seamless logistics and participant engagement.
Skill Development: Develop organizational and time management skills to execute training
plans efficiently, whether through internal facilitation or external providers.

Evaluating Training Effectiveness:

Outcome: Ability to assess the impact of training programs on employee performance and
organizational goals.
Skill Development: Gain proficiency in designing evaluation frameworks, analyzing
feedback data, and making data-driven decisions to improve future training interventions.

Employee Development Programs:

Outcome: Foster a culture of continuous learning and growth through effective career
development initiatives.
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Skill Development: Develop skills in mentoring, coaching, and fostering professional

development opportunities that align with individual career aspirations and organizational
objectives.

Performance Management Support:

Outcome: Support managers in implementing performance management processes that
align with training outcomes and organizational goals.
Skill Development: Gain knowledge of performance appraisal systems, goal-setting
techniques, and feedback mechanisms to enhance employee performance and development.
Compliance and Documentation:
Outcome: Ensure adherence to industry regulations, standards, and internal policies related
to training and development activities.
Skill Development: Acquire proficiency in maintaining accurate records, documentation,
and compliance with legal and ethical guidelines to support organizational audits and
reporting requirements.

Innovation in Training Practices:

Outcome: Stay updated on emerging trends and technologies in HR training and
development.
Skill Development: Develop innovative approaches to enhance training effectiveness,
integrate new technologies, and adapt to changing industry demands for continuous
improvement.
These learning outcomes equip HR professionals in the footwear industry with the
necessary skills and competencies to effectively manage training and development
initiatives. By focusing on these outcomes, organizations can foster a skilled workforce,
improve employee engagement, and achieve sustainable growth in a competitive market
environment.

Retention and Application of Learning:

Challenge: Ensuring that employees retain and apply newly acquired skills and knowledge
in their daily roles post-training.
Impact: Without ongoing reinforcement and application opportunities, the effectiveness of
training programs may diminish over time, limiting the return on investment (ROI) for
training initiatives.
[Type here]

Measurement of Training Effectiveness:

Challenge: Assessing the impact and ROI of training programs in terms of improved
employee performance and organizational outcomes.
Impact: Without robust evaluation mechanisms, it can be difficult to demonstrate the
tangible benefits of training initiatives to stakeholders and justify continued investment in
employee development.

Globalization and Cultural Diversity:

Challenge: Operating in a global marketplace with diverse workforce demographics and
cultural backgrounds.
Impact: Designing and delivering training programs that resonate with diverse learner
preferences and cultural norms can be challenging, requiring customization and localization
of content.

Addressing these challenges requires proactive strategies, including thorough needs

assessments, strategic resource allocation, stakeholder buy-in, and continuous evaluation of
training effectiveness. By overcoming these hurdles, organizations in the footwear industry
can enhance learning outcomes, foster employee development, and maintain
competitiveness in a rapidly evolving market landscape.

In the realm of HR training and development within the footwear industry, several
persistent challenges impact the effective implementation of learning outcomes. Firstly,
identifying precise skill gaps across various departments and roles can be complex,
especially in a sector characterized by diverse job functions and evolving skill
requirements. This challenge is compounded by resource constraints, where limited budgets
may restrict investments in comprehensive training programs and modern learning
technologies. Integrating new technologies, such as e-learning platforms or virtual reality
tools, presents another hurdle, requiring upfront capital and technical expertise that may not
always be readily available.

Moreover, resistance to change within organizational culture can hinder the adoption of
new training methodologies or technologies, affecting the pace and depth of learning
initiatives. Time constraints further exacerbate these challenges, as balancing operational
demands with training schedules often results in rushed or insufficient learning experiences.
Ensuring the retention and application of learned skills post-training is also a concern, as
without ongoing reinforcement and practical application opportunities, the effectiveness of
training efforts may diminish over time.
[Type here]

Measuring the impact of training programs on employee performance and organizational

outcomes remains critical yet challenging. Without robust evaluation mechanisms in place,
demonstrating the tangible benefits and return on investment (ROI) of training initiatives to
stakeholders becomes difficult. Lastly, operating in a global marketplace introduces
additional complexities, including cultural diversity among employees and the need for
localized training approaches that resonate across different regions.

Addressing these challenges requires strategic planning, stakeholder engagement, and a

commitment to continuous improvement in training methodologies. By overcoming these
hurdles, organizations in the footwear industry can enhance workforce capabilities, drive
innovation, and maintain competitive advantage in an ever-evolving market landscape.

when undertaking a project focused on HR training and development in the footwear industry,
several challenges may arise:

Access to Industry Insights: Obtaining relevant and up-to-date information specific to HR

practices within the footwear industry can be challenging, especially if access to industry
reports, data, or insider knowledge is limited.

Industry-Specific Knowledge: Understanding the unique dynamics, trends, and challenges

within the footwear sector requires specialized industry knowledge that may not be readily
available or easily accessible.

Company Cooperation: Gaining cooperation and buy-in from footwear industry companies
to participate in the project, share data, or provide insights can be challenging due to
competitive concerns or reluctance to disclose internal practices.

Data Collection and Analysis: Collecting comprehensive data on HR practices, training

programs, and development initiatives within footwear companies may be hindered by data
privacy issues, incomplete records, or varying data quality.

Time and Resource Constraints: Limited timeframes and resources allocated to the project
can impact the depth and scope of research, analysis, and recommendations that can be
feasibly developed.
[Type here]

Stakeholder Management: Managing diverse stakeholders' expectations, including industry

experts, company representatives, and project sponsors, requires effective communication
and alignment of objectives throughout the project lifecycle.

Adapting to Industry Changes: The rapid evolution of technology, market trends, and
regulatory landscapes within the footwear industry necessitates flexibility in project
planning and responsiveness to emerging challenges or opportunities.

Ethical Considerations: Ensuring ethical research practices, confidentiality, and compliance

with legal requirements, particularly when handling sensitive HR data or proprietary
information, is crucial throughout the project.

Navigating these challenges requires careful planning, stakeholder engagement, and a

proactive approach to research methodology and project management. Addressing these
hurdles effectively can lead to valuable insights and recommendations that contribute to
enhancing HR practices and fostering growth within the footwear industry.
[Type here]

Annexure- I
(QUESTIONNAIRE)
[Type here]

Name;

1.AGE

a) Under
b) 20-25
c) 26-30
d) Above 30

2.GENDER

a) Male
b) Female

3.Qualification

a) Diploma
b) UG
c) PG
d) Professionally qualified
e) Others
[Type here]

2. Monthly income

a) below15,000
b) 15,000-25,000
c) 25,000-50,000
d) 50,000-1,00,000
e) Above 1,00,000

3. Experience

a) Below 1 yr
b) 1-3 yrs
c) 3-5 yrs
d) 5-10 yrs
e) Above 10 yrs

4. The HR policies of the company are excellent

a) Strongly agree
b) Agree
c) Neither agree or disagree
d) disagree
e) Strongly disagree

5. Do you know how your work contributes to the company’s overall objectives?
[Type here]

a) Satisfied
b) dissatisfied
c) Neither satisfied or dissatisfied
d) Highly satisfied
e) Highly dissatisfied

6. The existing HR policies of the company should be improved

a) Strongly agree
b) Agree
c) Neither agree or disagree
d) disagree
e) Strongly disagree

7. Which training method would you prefer?

a) Job rotation
b) Job shadowing
c) Case study
d) Internship

8. What is the training period?

[Type here]

a) months
b) months
c) after 6 months

9. Employees are satisfied with the health care policies of the company
a) Strongly agree
b) Agree
c) Neither agree or disagree
d) disagree
e) Strongly disagree

10. The 360-degree performance appraisal is not calculated fairly

a) Strongly agree
b) Agree
c) Neither agree or disagree
d) disagree
e) Strongly disagree

11. Are you a happy employee?

a) Strongly agree
[Type here]

b) Agree
c) Neither agree or disagree
d) disagree
 [Type here]

Log sheet/ Attendance sheet with weekly report

Date Days Topic company Signature of the
employer
10 /4/2024 Monday introduction

1st Week 11/4/2024 Tuesday Importance of hr performanace

management
12/4/2024 Wednesday Company profile

14/4/2024 Thursday Industry Data collection

15/4/2024 Friday Working process

16/4/2024 Saturday Meeting various employers for data

collection
COMPANY
SEAL AND
SIGNATURE

Date Days Topic company Signature of the

employer

Monday Design of study

18/4/2024
Tuesday Objectives of study
2nd
Week 19/4/2024
Wednesday Scope of the study
20/4/2024

Thursday Market analysis

21/4/2024
Friday Methodology & research
22/4/2024
Saturday Limitations of company
23/4/2024
COMPANY
SEAL AND
SIGNATURE
 [Type here]

Date Days Topic company Signature of the

employer
25/4/2024 Monday Desing of study

26/4/2024 Tuesday Analysis on the company

3rd
Week
27/4/2024 Wednesday Chart and theory

28/4/2024 Thursday Interpretation

29/4/2024 Friday Finding suggestion

30/4/2024 Saturday Visiting other industry on suggestion

COMPANY
SEAL AND
SIGNATURE
 [Type here]

Date Days Topic company Signature of the

employer
1/4/2024 Monday Conclusion

4th 2/4/2024 Tuesday Learning outcomes

Week
3/4/2024 Wednesday Learning outcomes

4/4/2024 Thursday Visiting the company

5/4/2024 Friday Data presentation & analysis

6/4/2024 Saturday Challenges faced on collecting

information

COMPANY
SEAL AND
SIGNATURE

Date Days Topic company Signature of the

employer

8/5/2024 Monday Job responsibility

9/5/2024 Tuesday Referring form websites

5th 10/5/2024 Wednesday Collected information from the
Week company

COMPANY
SEAL AND
SIGNATURE
[Type here]