Ooredoo Qatar is Telecommunications Company founded in 1987. Ooredoo Qatar has a responsibility to provide better communications services as well as the mission in Qatar and therefore, Ooredoo Qatar work as an Ooredoo to provide comfort and benefits to the stakeholders. However, the company focuses to provide the core values related to caring, connecting. Moreover, there are efficient concerns of the administration in the human resources area; so that stakeholders stay satisfied. Training is provided to the employees to get better output. Ooredoo focuses on providing the culture of equality to all the employees to draws excellence from several nationalities. There is a focus on the unique ambiance; Ooredoo has created thousands of indirect employment opportunities. Ooredoo also concerned to devote significant energy towards the employee's training and developing and to recognize the local talent (Ooredoo.qa, 2019).

Ooredoo is getting a maximum output as well as the profitability in the communications sector because of providing the best services in the sector. The employees also help the company to provide the best services in Qatar. Ooredoo in Qatar is the fast-moving communications sector; the company had opportunities for customers and employees; as there are jobs and best services in the sectors. Ooredoo Qatar is worried about giving world-class correspondences benefits so that there could be amazing client experience. There are concerns towards the employees so the company could have a highly competitive business and employees can be customer-oriented.

Ooredoo Qatar is concerned about providing world-class communications services so that there could be excellent customer experience for the people of Qatar. Ooredoo is providing advantages to the partners and there are proficient worries of the organization in the HR region. Ooredoo centers on giving the way of life of balance to every one of the workers to draws greatness.

Problem statement of Research Proposal about Return on Investment (ROI) of Training and Development in Ooredoo Qatar

Companies are not getting return on investment (ROI) after spending time, money and other resources on the employees training. However, companies should invest in the workforce training or not this will be concerned by evaluating the case study of Ooredo Qatar. In the 19^th century the company was established, the country gives firm instructions to the company that it would not be run so longer against open market force and environmental consequences. If company wants to survive in such an environment they need a great change and from the beginning. A good and well-established company re-creates itself into a more powerful organization to compete with others. Ooredo Qatar makes a strategy of training and modifies the behavior of the employes to improve and polish their skills. With these techniques and skills the whole year, he made his business environment and made his company successful in the world and the country. There are top benefits for the employees of the company so that there could be the best pay-for-performance culture to efficiently retain talented Qataris. Ooredoo Qatar in the past, present and future are focused on the dedicated programs so that company through a balanced workforce can achieve the goal.

 Aims and objectives of Research Proposal about Return on Investment (ROI) of Training and Development in Ooredoo Qatar

Following are aims and objectives of the current study:

·         To access the renewal executives of global standards, high management experiences would provide by Ooredoo Qatar.

·         To analyze the Qatar Ooredoo achieves and maintains customers with his services and outclasses products in the world.

·         To ascertain the Ooredoo Qatar’s creativity, competing for skill, and contribution of recognition, he makes his environment learning.

·         To measure how trained employees are providing benefits to the Ooredoo Qatar’s in terms of ROI.

Significance of the study of Research Proposal about Return on Investment (ROI) of Training and Development in Ooredoo Qatar

The significance of the study analyzes the return on investment implications from the training and development example:

·         The most influencing factor to drive return on investment is pressure from senior managerial staff and client. 

·         The intense scrutiny of all expenses is caused by the competitive economy.

·         The HDR department and staff members support the accountability of the employees after and before the training program.

·         To support a training program it is must to clear its impact on organizational performance. 

Research questions of Research Proposal about Return on Investment (ROI) of Training and Development in Ooredoo Qatar

Following are reasrech questions of the current study:

1.      How the renewal executives of global standards, high management experiences would provide by Ooredoo Qatar?

2.      How Qatar Ooredoo achieves and maintains customers with his services and outclasses products in the world?

3.      What are some steps focused by Ooredoo Qatar’s to achieve creativity, competing for skill, and contribution of recognition, he makes his environment learning?

4.      How trained employees are providing benefits to the Ooredoo Qatar’s in terms of ROI?

References of Background of study of Research Proposal about Return on Investment (ROI) of Training and Development in Ooredoo Qatar

Alhejji, H., Garavan, T., Carbery, R., O'Brien, F., & McGuire, D. (2016). Diversity training programme outcomes: A systematic review. Human Resource Development Quarterly, 27(1), 95-149.

Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. The effect of training on employee performance, 5(4), 137-147.

Fleissig, A. R. (2014). Return on investment from training programs and intensive services. Atlantic Economic Journal, 42(1), 39-51.

Kirkpatrick, D. L. (2009). Evaluating Training Programs: The Four Levels: Easyread Edition. ReadHowYouWant.com.

Ooredoo.qa. (2019). Our Company. Retrieved from http://careers.ooredoo.qa/ooredoo/Page.aspx?Businessunitid=651

Phillips, J. J. (2011). Return on investment in training and performance improvement programs. Routledge.