Project on

“Training And Development Of Reliance”

Submitted byMr. Jitendra A. Jayswal

Roll no. 16M. Com (Part I)

Under the Guidance ofProf. Anita S. Pasbola

Academic Year2013-14

POST GRADUATION DEPARTMENTDnyansadhana College ofArts, Commerce & Science

Near Eternity Mall, Of Eastern Express Highway, Thane (w) - 400604

CertificateThis is to certify that Mr.Jitendra A. Jayswal with Roll No. 16 student of M. Com. – I (BusinessManagement)Dnyansadhana College has

completed the project work and has submitted a report for the same in

partial fulfillment of requirement of the course by University of Mumbai for

the year 2013-14 in the Topic “Training And Development” for the

subjectHuman Resource Management.

The student has worked under our guidance as directed.

Signature Signature

Internal Guide External Guide

Signature Signature

Principal of college Head of Department

Acknowledgement

I would like to extend my sincere gratitude to all those people

who helped me in the successful completion of my project titled-

“Training And Development”.

I thank all my teachers for their involvement in my project work

and timely assessment that provided me inspiration and valued

guidance throughout.

I am also thankful to the staff members of our organization who

have helped me in spite of their busy schedule, they shared their

time and gave the required information and explained me the

basic concept.

My special thanks to my friends for their constant support and

assistance, to make this project worth presenting before you.

Mr. Jitendra A. Jayswal

Declaration I Mr. Jitendra A. Jayswal student of M. Com I hereby declare that I

have completed this project on “Training And Development” in the

academic year 2013-14.

The information submitted is true and original to the best of my

knowledge.

Place: THANE

Date:

Sign.of student

IndexSr.no. Topic

1. Introduction 2. Migration Models 3. Migration Statistics 4. Different types of Migration5. Migration Stages6. Theories for Migration 7. Reasons for Migration8. Effect of Migration 9. Trend in Migration

10. Suggestion 11. Conclusion 12. Bibliography

CHAPTER-1INTRODUCTION

Employee training tries to improve skills, or add to the existing level of knowledge so that employee is better equipped to do his present job, or to prepare him for a higher position with increased responsibilities. However individual growth is not and ends in itself. Organizational growth need to be measured along with individual growth. Training refers to the teaching /learning activities done for the primary purpose of helping members of an organization to acquire and apply the knowledge skills, abilities, and attitude needed by that organization to acquire and apply the same. Broadly speaking training is the act of increasing the knowledge and skill of an employee for doing a particular job.In today’s scenario change is the order of the day and the only way to deal with it is to learn and grow. Employees have become central to success or failure of an organization they are the cornucopia of ideas. So it high time the organization realize that “train and retain is the mantra of new millennium.”

SCOPE OF THE STUDY

The scope of the study covers in depth, the various training practices, modules, formats being followed and is limited to the company Reliance Money and its employees. The different training programmes incorporated/facilitated in Reliance Money through its faculties, outside agencies or professional groups. It also judges the enhancement of the knowledge & skills of employees and feedback on its effectiveness.

OBJECTIVE OF THE STUDY

The broad objective of the study of training policies in Reliance Money is to study the impact of training on the overall skill development of workers. The specific objectives of the study are:

1. To examine the effectiveness of training in overall development of skills of workforce.2. To examine the impact of training on the workers.3. To study the changes in behavioral pattern due to training.4. To measure the differential change in output due to training5. To compare the cost effectiveness in implanting training programmes.

CHAPTER-2

Introduction to Reliance Anil DhirubhaiAmbani Group

The Reliance – Anil DhirubhaiAmbani Group is among India’s top three private sector business houses on all major financial parameters, with a group market capitalization of Rs 200,000 crore (US$ 50 billion), and net worth to the tune of Rs 58,000 crore (US$ 13 Billion)Across different companies, the group has a customer base of over 150 million, the largest in India, and a shareholder base of over 12 million, among the largest in the World. Through its products and services, the Reliance - ADA Group touches the life of 1 in 8 Indians every single day. It has a business presence that extends to over 5000 towns and Cities in India, and served by 12,000 distribution outlets, 500,000 business partners and 30,000 strong motivated workforce.The interests of the Group range from communications (Reliance Communications) and Financial services (Reliance Capital Ltd), to generation, transmission and distribution of Power (Reliance Energy), infrastructure, media and entertainment.

Introduction to Reliance Money

Reliance Money provides investors with the facility of anytime-anywhere online trading in all major asset classes, namely:Equities, Equities and Commodity derivatives IPOs, Mutual Funds Life and General Insurance productsForeign exchange derivativesMoney transfer, Money changing, Precious metal retailingCredit CardsLoansWealth Management products

Network of kiosks have been set up across the country to facilitate the above trading activities

Reliance Money provides entire commodity related services such as brokingdistribution and warehouse receipt financing

Expanded its presence to 20,000 touch points. It has 10,000 outlets across 5,000 towns and cities across India.

Currently 2200+ employees across 162 locations spread across the country.

The Corporate Office at Worli, Mumbai has approx 350 people belonging to thesevarious functions

Acquired 2.5 million customers

Accounts for daily traded volumes of over Rs 2,000 crore ( US$ 454 million ), or 3-4 % of the average daily volume of transactions logged on the stock exchanges

Among the Top 3 private sector companies in financial services sector

Moved into International arena- West Asia, South East Asia, Africa and Europe.

TRAINING AND DEVELOPMENT

It is a subsystem of an organization. It ensures that randomness is reduced and learning orbehavioral change takes place in structured format.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVLOPMENT

Traditional Approach – Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing.

The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results.

TRAINING DEFINED

It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of employees.

Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time.Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development.

Importance of Training and Development

• Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.

• Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.

• Development of skills of employees – Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employeesProductivity – Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal

• Team spirit – Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees

• Organization Culture – Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization.

• Organization Climate – Training and Development helps building the positiveperception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.

• Quality – Training and Development helps in improving upon the quality of work and work-life.

• Healthy work-environment – Training and Development helps in creating the healthyworking environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal.

• Health and Safety – Training and Development helps in improving the health and safety of the organization thus preventing obsolescence.

• Morale – Training and Development helps in improving the morale of the work force.

• Image – Training and Development helps in creating a better corporate image.

• Profitability – Training and Development leads to improved profitability and more positive attitudes towards profit orientation.

• Training and Development aids in organizational development

• Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

Models of Training

Training is a sub-system of the organization because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs).

THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization. The System Approach views training as a sub system of an organization. Organization are working in open environment i.e. there are some internal and external forces, that poses threats and opportunities, therefore, trainers need to be aware of these forces which may impact on the content, form, and conduct of the training efforts.The internal forces are the various demands of the organization for a better learning environment; need to be up to date with the latest technologies.

The three model of training are:

1. System Model

2. Instructional System Development Model

3. Transitional model

System Model Training

The system model consists of five phases and should be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. The steps involved in System

Model of training are as follows:

1. Analyze and identify the training needs i.e. to analyze the department, job,

2. employees requirement, who needs training, what do they need to learn, estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated.

3. Design and provide training to meet identified needs. This step requires developing objectives of training, identifying the learning steps, sequencing and structuring the contents.

4. Develop- This phase requires listing the activities in the training program that will assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives.

5. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program.

6. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices

Instructional System Development Model(ISD)Model

Instructional System Development model was made to answer the training problems. This model is widely used now-a-days in the organization because it is concerned with the training need on the job performance.

The Instructional System Development model comprises of five stages:

1. ANALYSIS – This phase consist of training need assessment, job analysis, and target audience analysis.

2. PLANNING – This phase consist of setting goal of the learning outcome, instructional objectives that measures behavior of a participant after the training, types of training material, media selection, methods of evaluating the trainee, trainer and the training program, strategies to impart knowledge i.e. selection of content, sequencing of content, etc.

3. DEVELOPMENT– This phase translates design decisions into training material. It consists of developing course material for the trainer including handouts, workbooks, visual aids, demonstration props, etc, course material for the trainee including handouts of summary.

4. EXECUTION – This phase focuses on logistical arrangements, such as arranging speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and other training accessories.

5. EVALUATION – The purpose of this phase is to make sure that the training program has achieved its aim in terms of subsequent work performance. This phase consists of identifying strengths and weaknessesand making necessary amendments to any of the previous stage in orderto remedy or improve failure practices.

CHAPTER-3

LEARNING AND TRAINING

Irrespective of the type or method of training, a trainer has to keep in mind some of the principles of learning or motivation, which would enhance internationalization of what is taught.

MotivationA trainee needs to have a desire to learn and benefit from the programme. If the is not interested, or is de-motivated, the learning outcome is going to be insignificant and the company will have spent its money badly. On the other hand, being too intense about learning and outcome may result in setting over ambitious goals for the individual.

ReinforcementFollowing on the concept of motivation is that of reinforcement. For learning to take place and be internalized to the desired extent, a trainee is rewarded or given some encouragement. This reinforcement, or the acknowledgement that what has been acquired is desirable, can be either an extrinsic or intrinsic reward-external praise or some tangible reward, or the individual’s feeling of a sense of progress. Current stress is on positive support and helpful behavior, even when mistakes are made.

FeedbackDuring the training process, it is useful for the trainee to be told how he is progressing. Several researchers have confirmed that knowledge of results is an effective motivator. Constant and periodic feedback has positive effects on the trainee’s learning. Unless the trainee knows how close his performance comes to the desired standard, he will not have an opportunity to improve. Feedback therefore provides a basis for correcting oneself. Secondly, feedback helps to sustain the trainee’s interest in the task, or in each learning that is taking place, by bringing greater involvement with the learning process. If feedback is to be meaningful, it should follow a learning segment as quickly as possible.

TransferofLearningThe maximum use of training can be made if the trainee is able to transfer his learning to his actual work role. This is possible if identical elements are incorporated in the training situation from the job role, either existing or proposed. The more similar the learning situation is to the job situation, the higher the degree of transfer the trainee can expect, and hence the grater the relevance of the training programme.

RepetitionRepetition etches a pattern into our memory, e.g., when one studies for an examination, it is necessary to repeatedly to over ideas so that they can be recalled later.

RelevanceRelevance relates to the meaningful fuse of material, which aids learning, e.g., trainers usually explain in the overall purpose of a job to trainees before assigning them a particular task.

BENEFITS OF TRAINING

Employees and the organization need to realize the importance of contribution and learning for mutual growth and development. Training is the answer to deal with stagnation stage by constantly updating it in every field. Other benefits of training include:

Hiring appeal: companies that provide training attract a better quality Workforce. Assessing and addressing any performance deficiency. Enhancing workforce flexibility.Cross-cultural training is essential for them for better adjustment in the new

environment. Increasing commitment: Training acts as a loyalty booster. Employee motivation is also enhanced when the

employee knows that the organization would provide them opportunities to increase their skills and knowledge.

It gives the organization a competitive edge by keeping abreast of the latest changes; it acts as a catalyst for change.

Higher customer satisfaction and lower support cost results through improved service, increased productivity and greater sufficiency.

Training acts as benchmark for hiring promoting and career planning. It acts act as a retention tool by motivating employee to the vastopportunities for growth available in an

organization.

A TRAINING TOOL: INSPIRING OTHERS

In the new era new era, challenges for the trainer are to create learning environment. Trainer needs to innovate new ways design and deliver the training inputs. Wide range of technique like interactive methods like teaching, experiential learning cases inventories games, including humour. Where as we have the ancient way of story telling as a powerful tool to create learning for adult managers of industry. Sharing ones own perception, experience and ideas learning value can be increased exponentially.

Methods of Training

There are various methods of training, which can be divided in to cognitive and behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training.Cognitive methods are more of giving theoretical training to the trainees. The various methods under The various methods that come under Cognitive approach are:

LECTURES – A Method of Training

It is one of the oldest methods of training. This method is used to create understanding of a topic or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form. Lecture is telling someone about something. Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic. Training is basically incomplete without lecture. When the trainer begins the training session by telling the aim, goal, agenda, processes, or methods that will be used in training that means the trainer is using the lecture method. The trainer in case of straight lecture can decide to vary from the training script, based on the signals from the trainees, whereas same material in print is restricted to what is printed.A good lecture consists of introduction of the topic, purpose of the lecture, and priorities and preferences of the order in which the topic will be covered.

Demonstration Training Method

This method is a visual display of how something works or how to do something. As an example, trainer shows the trainees how to perform or how to do the tasks of the job. In order to be more effective, demonstration method should be should be accompanied by the discussion or lecture method. To carry out an effective demonstration, a trainer first prepares the lesson plan by breaking the task to be performed into smaller modules, easily learned parts. Then, the trainer sequentially organizes those modules and prepares an explanation for why that part is required. While performing the demonstration, trainer:

Discussion Training Method

This method uses a lecturer to provide the learners with context that is supported, elaborated, explains, or expanded on through interactions both among the trainees and between the trainer and the trainees. The interaction and the communication between these two make it much more effective and powerful than the lecture method. Questioning can be done by both ways i.e. the trainees and the trainer. When the trainees ask questions, they explain their thinking about the content of the lecture. A trainer who asks questions

stimulates thinking about the content of the lecture. Asking and responding questions are beneficial to trainees because it enhance understanding and keep the trainees focused on the content. Besides that, discussions, and interactions allow the trainee to be actively engaged in the material of the trainer. This activity helps in improving recall.

Computer-Based Training (CBT)

With the world-wide expansion of companies and changing technologies, the demands for knowledge and skilled employees have increased more than ever, which in turn, is putting pressure on HR department to provide training at lower costs. Many organizations are now implementing CBT as an alternative to classroom based training to accomplish those goals.

         According to a recent survey, about 75% of the organizations are providing training to employees through Intranet or Internet. Internet is not the method of training, but has become the technique of delivering training. The growth of electronic technology has created alternative training delivery systems. CBT does not require face-to-face interaction with a human trainer. This method is so varied in its applications that it is difficult to describe in concise terms.

Another Method is MANAGEMENT DEVELOPMENT METHOD –

COACHING

Coaching is one of the training methods, which is considered as a corrective method for inadequate performance. According to a survey conducted by International Coach Federation (ICF), more than 4,000 companies are using coach for their executives. These coaches are experts most of the time outside consultants.

Mentoring

Mentoring is an ongoing relationship that is developed between a senior and junior employee. Mentoring provides guidance and clear understanding of how the organization goes to achieve its vision and mission to the junior employee.

Job Rotation

For the executive, job rotation takes on different perspectives. The executive is usually not simply going to another department. In some vertically integrated organizations, for example, where the supplier is actually part of same organization or subsidiary, job rotation might be to the supplier to see how the business operates from the supplier point of view. Learning how the organization is perceived from the outside broadens the executive’s outlook on the process of the organization. Or the rotation might be to a foreign office to provide a global perspective.

OFF THE JOB TRAINING –

There are many management development techniques that an employee can take in off the job. The few popular methods are:

SENSITIVITY TRAINING

TRANSACTIONAL ANALYSIS

STRAIGHT LECTURES/ LECTURES

SIMULATION EXERCISES

Training Need Analysis (TNA)

An analysis of training need is an essential requirement to the design of effective training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance.

Why training need analysis?

Training need analysis is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where training might not be appropriate but requires alternate action.

Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group.

Organizational Level –Training need analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats.

Individual Level –Training need analysis at individual level focuses on each and every individual in the organization. At this level, the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of training.However, individual competence can also be linked to individual need.

Operational Level –Training Need analysis at operational level focuses on the workthat is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation, psychological test; questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the time.

Training-Design

The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program.

The trainer – Before starting a training program, a trainer analyzes his technical, interpersonal, judgmental skills in order to deliver quality content to trainers.

The trainees –A good training design requires close scrutiny of the trainees and their profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design.

Training climate – A good training climate comprises of ambience, tone, feelings, positive perception for training program, etc. Therefore, when the climate is favorable nothing goes wrong but when the climate is unfavorable, almost everything goes wrong.

Trainees’ learning style – the learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program

Training strategies –Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included.

Training topics –After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics, ad modules. These topics and modules are then classified into information, knowledge, skills, and attitudes.

Training tactics – Once the objectives and the strategy of the training program becomes clear, trainer comes in the position to select most appropriate tactics or methods or techniques.

Support facilities – It can be segregated into printed and audio visual. The various requirements in a training program are white boards, flip charts, markers, etc.

TYPES OF TRAINING METHODS ADOPTED BY RELIANCE MOBILE

The training methods which are generally used in an organization are classified into two i.e.

1) On the job: On-the-job training places the employees in an actual work situation and makes them appear to be immediately productive. It is learning by doing. For jobs, that either are difficult to simulate or can be learn quickly by watching and doing on-the-job training makes sense.

One of the drawbacks to on-the-job training can be low productivity while the employees develop their skills. Another drawback can be the errors made by the trainees while they learn. However, when the damage the trainees can do is minimal, where training facilities and personnel are limited or costly, and where it is desirable for the workers to learn the job under normal working conditions, the benefits of on-the-job training frequently offset its drawbacks.

(i) Job Instruction Training: JIT consists of four basic steps:

(a) Preparing the trainees by telling them about the job and over coming their uncertainties

(b) Presenting the instruction, giving essential information in a clear manner;

(c) Having the trainees try out the job to demonstrate their understanding; and

(d) Placing the workers into the job, on their own, with a designated resource person to call upon should they need assistance.

2) Off the job: Off-the-job training covers a number of techniques – classroom lectures, films, demonstrations, case studies and other simulation exercises, and programmed instruction. The facilities needed for each of these techniques vary from a small make shift classroom to an elaborate development center with large lecture halls, supplemented by small conference rooms with sophisticated audiovisual equipment, two-way mirrors, and all the frills.

(i) Classroom lectures/conferences: The lecture or conference approach is well adapted to conveying specific information – rules, procedures, or methods. The use of audiovisuals or demonstrations can often make a formal classroom presentation more interesting while increasing retention and offering a vehicle for more interesting while increasing retention and offering a vehicle for clarifying more difficult points. The lecture’s liabilities include possible lack of feedback and the lack of active involvement by the trainees.

(ii)Simulation exercises: Any training activity that explicitly places the trainee in an artificial environment that closely mirrors actual working conditions can be considered a simulation. Simulation activities include case exercises, experimental exercises, complex computer modeling, and vestibule training.

(iii)Vestibule training: In vestibule training, employees learn their jobs on the equipment they will be using, but the learning is conducted away from the actual work floor. In the 1980s many large retail chains train cashiers on their new computer cash registers – which are much more complex because they control inventory and perform other functions in addition to ringing up orders – in specially created vestibule labs that simulated the actual checkout-counter environment.

Training of employees is not merely the responsibility of the management or the training cell alone, but the responsibility of department managers as well. The human resource department must enable the involvement of the department managers in the process of employee training and development.

Stakeholders in Training

There are three major stakeholders in training program

1. The Organization

2. The Trainee

3. The Trainer

Stakeholders in the training take a training plan forward, perhaps over a period of one year, and sets parameters and priorities for the implementation stage. General

Questions, which are asked in relationships to the training systems, are:

• What type of training is required?

• Why the training is required?

• What is the budget of the training?

• What are the most sensitive and critical areas?

• How the training will be carried out?

• By whom the training program will be carried out?

• Where and when will the training program be carried out?

Questionnaire on Study on Effectiveness of Training & Development

An organization has a very close relationship with the trainee and the trainer because it is the first contact for both.

The demand for the training in the organization increases when the organization wants:

• To hire new people – training as a means of training new recruits

• To Expand – When the company wants to increase its headcount

But the problem arises when the organization outsource the training process. In this situation the organization assumes that the trainer must be aware of the type of training need s of the participants and their organization and their content will meet those needs. This leads to failure of the program, which results in collusion. Therefore, it’s a foremost duty of the organization to make the trainer and their organization aware of their culture, climate, responsibilities of organization, etc.

The trainee is a major stakeholder in a training program. The whole training program is developed for the trainees only. Each candidate plays an important role in the transfer of training because one participant’s attitude regarding the training influence the other participants and also each participant can assist by advancing the learning process to realize the training objectives.

No matter how good the training program is, in the end it is the participant only who decides whether to change his behavior or not. Trainees do not change their behavior merely because someone tells them to do. They change when they feel there is a need of it. They do it with their own learning style. The trainer and the organization can only try to remove the mental blocks of the trainee, rest depends on trainee itself.

NEW ELECTRONIC TECHNOLOGIES IN TRAINING

1) Interactive computer video technology:

The use of computers and videotapes in the field of training is now well established. Some leading institution like MANAGE, Hyderabad is using this technology in training programme.

2) Broadcast television / cable television:

Televisions system in which programme is sent out by radio wave and are seen on television. Indira Gandhi National Open University (IGNOU) is very well using this technology its educational and training programme.

3) Computer aided instruction:

An educational concept which places the student in a conversational mode with a computer which has programmed study plan. The programmed course selects the next topic or phase of study according to previous responses from the student allowing each student to progress at pace directly to his or her learning capability.

4) Interactive video /interactive compute:

The phrase ‘interactive video’ refers to a video programme with which user (trainee) can interact. Interactivity takes place between user and the system,the system composed of four basic components

(1) monitor or video display unit

(2) video tape or video disc

(3) a computer

(4) a disc drive, the computer controls the video or video disc. Disc drive loads a programme into the computer.

\5) Tele-conferencing:

A two way audio and one way video system. It is used nowadays by many institutions for education and training purpose.

TRAINING EFFECTIVENESS

Cutting edge of competition today demands every organization, to measure its activities in terms of effectiveness, efficiency, excellence (triple E). To achieve this triple C a lot of investment is made by the organization but the sword of sure short success hangs on the head of the HRD manager, this is because he has to handle the most complex resource i.e. human resource. The next toughest thins is to maintain is the ROI (return on investment) of training and development. It is not only the ROI but the performance management, retention level, motivation, morale, creativity, innovation conflicts, loyalty and commitment etc. of the manpower which are not easy to handle.

Keeping all these factors in mind the focus of vision falls on training and development. The training effectiveness is obviously in terms of enhanced skill and knowledge to achieve the present goals, through the increased learnt behavior. In the process of training effectiveness is the most important /vital area, where by the individual and organizational goals are integrated to bring about the desired performance levels. How to reduce the gap?

METHODOLOGY OF THE PROJECT

Interview

Preparation of the summary expressed

Recommendation of fall back site

Questionnaire design

TOOLS USED FOR DATA COLLECTION

Primary data collected through questionnaires and informal interviews.

Secondary data collected through magazines, journals, websites, and other corporate publications

PR OCEDUREFOR DATA COLLECTION.

Communication, asking questions and receiving a response in person

Visiting the various organizations, libraries, internet and also preparation of the questionnaire with the help of the project guide.

DATA ANALYSIS AND INTERPRETATIONS

Q1.Your Organization considers training as a part of organizational strategy. Do you agree with this statement? 

Response No. Of Respondents Percentage

Agree

Disagree

Partly Agree

Can’t Say

Total

Series1

Interpretation:-The above graph indicates that Organization considers training as a part of organizational strategy.

Q 2. How many training programmes will you attend in a year? 

Response No. of respondants Percentage

Less than 10

10 - 20

20 – 40

More than 40

Total

Series1

INTERPRETATION:-The above chart indicates that less training programmes are held in the organization.

Q 3. To whom the training is given more in your organization? 

Response No. of respondants Percentage

Senior staff

Junior staff

New staff

Based on requirement

Total

Series1

INTERPRETATION:-

Training is provided on the basis of requirement.

Q 4. What are all the important barriers to Training and Development in your organization? 

Response No. of respondants Percentage

Time  

Money

Lack of interest by staff

Non-availability of skilled trainer  

Total

Series1

INTERPRETATION:-The above graph indicates that the important barriers to Training and Development in the organization is Non-availability of skilled trainers.

Q 5. Enough practice is given for us during training session? Do you agree with this statement? 

Respondants No. of respondants Percentage

Strongly Agree

Agree

Somewhat agree

Disagree

Total

Series1

INTERPRETATION:-

This graph indicates that enough practice is given for employees during training sessions.

Q6.The training sessions conducted in your organization is useful. Do you agree with this statement? 

Respondants No. of respondants Percentage

Strongly agree

Agree

Somewhat

Disagree

Total

Series1

INTERPRETATION:-

The above graph indicates that the training sessions conducted in the organization is useful.

Q7. Employees are given appraisal in order to motivate them to attend the training. Do u agree with this statement?

 Respondants No. of respondants Percentage

Strongly Agree

Agree

Somewhat

Disagree

Total

Series1

INTERPRETATION:-

The above graph shows that Employees are given appraisal in order to motivate them to attend the training.

Q8. What are the skills that the trainer should possess to make the training effective? 

Respondants No. of respondants Percentage

Technical skills  

People skills or Soft skills

Generalist makes better Personnel managers than Specialist Fond of talking to people  

Total

Series1

INTERPRETATION:-

The above graph indicates that the trainer should possess technical skillsto make the training effective

Q9. What are the general complaints about the training session? 

Respondants No. of respondants Percentage

Take away precious time of employees  

Too many gaps between the sessions  

Training sessions are unplanned  

Boring and not useful  

Total

Series1

INTERPRETATION:-

The above graph indicates that there are two many gaps between the training sessions.

Q10. Reason for shortage of skilled man power at workplace are:

Respondats No. of respondants Percentage

Lack of planning   

Lack of support from senior staff  

Lack of proper guidance and training at workplace   Lack of quality education at primary and secondary level  

Total

Series1

INTERPRETATION:-

The above graph indicates that reason for shortage of skilled man power at workplace are lack of support from senior staff.  

FINDINGS

1. The firms follow an effective training process.

2. The training is given to those employees who need it.

3. But the barrier for the training process in the organization is the non-availability of skilled trainers.

4. There are gaps between the training sessions organized by the company that’s why trainees lost touch with that.

5. As the work load is much on employees therefore less attention is given to training sessions by the employees.

6. The Organization also appoints trainers from outside or from different firms to ensure better training to its employees.

CHAPTER-5LIMITATIONS

Every scientific study has certain limitations and the present study is no more exception. These are:

1. The terminology used in the subject is highly technical in nature and creates a lot of ambiguity.2. All the secondary data are required were not available.3. Respondents were found hesitant in revealing opinion about supervisors and management.

SUGGESTIONS

Under noted few suggestions cum conclusion can be taken as for implementation to reap furthers benefits. Making training and development process and entirely in house activity to reduce cost. It is found that the average age group of trainees are in their twenties or early thirties which signifies that

the consumer durable industry need more of young blood as enthusiasm is an integral part of the industry. The maximum emphasis is given to job instruction methods where the trainee are made to understand

their job thoroughly and the role they aregoing to play in performing their job. Lecture as well as the presentation is the major part of imparting the education and training them. The training objective are in keeping with needs and abilities of the trainee and it is this that proves to be the

major reason for success of the training as whole... The trainee fill the feedback form and from time to time test are conducted to know the gauge the

effectiveness of training to employee to check their memory if they retain anything or not. We think that time management is one of the thing on which Reliance Mobile team must emphasis so that

there employee can be more productive as it was found during the visit to the corporate office people they lack in managing themselves.

Stress management training is more important for employee as it was observed that people are all the time in tension like situation as to how todo what to do when to do, no time and things like that which kept them tensed all time.

Last but not least behavioural training is more important as while doing the study it was found that people are less cooperative and outgoing to help out.

Conclusion

The project report on “Training and Development” at Reliance Money has given me an exposure to the real working in the company. I get practical exposure to various aspects of Human Resource Management such as function of HR, records, joining formalities, induction program etc.

Before starting my project I had an idea of conducting Training and Development only on the function of Human Resource Management. All files and records were available, which helped me a lot in my project.

This was a very live project for me because carrying out the entire process at my own gave me a great insight to learn various aspects of Training and Development process in the company.

CHAPTER-6

BIBLIOGRAPHYBOOKS:

David A. Decenzo/Stephen P. Robins (2004) Personal and Human Resource Management

A. Monappa (2004), Personal Management

Allan Pepper (1999) A Handbook on Training and Development

WEBSITES:

www.Reliancemoney.com

www.wikipedia.org

www.google.com