Effectiveness of Training

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A STUDY ON EFFECTIVENESS OF TRAINING PROGRAMME

TABLE OF CONTENTS

ACKNOWLEDGEMENT.i

ABSTRACTii

LIST OF TABLES....iii

LIST OF CHARTSiv

CHAPTER TITLE PAGE NO

I 1.1 INTRODUCTION1.2 INTRODUCTION TO THE STUDY

1

10

II REVIEW OF LITERATURE 11

III OBJECTIVES OF STUDY 16

IV RESEARCH METHODOLOGY 17

V DATA ANALYSIS AND INTERPRETATION 20

VI FINDINGS OF THE STUDY 44

VII 7.1 SUGGESTIONS AND RECOMMENDATIONS

7.2 CONCLUSION

45

46

VIII 8.1 LIMITATIONS OF THE STUDY

8.2 SCOPE FOR FURTHER STUDY

47

48

ANNEXURES

I. QUESTIONNAIRE..II. BIBLIOGRAPHY.

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ABSTRACT

Training is a learning experience, in that it seeks a relatively permanent change in an individual

which will improve his (or) her ability to perform on the job. We typically say training can change

the skill, knowledge, attitude and social behavior. It means changing what employees know, how

they work, their attitude towards their work or their interaction with their co-workers or their

supervisors.

THE EXPECTED RESULTS OF TRAINING PROGRAMME

HIGHER PRODUCIVITY: Training helps to improve the level of Performance. Trained employees

perform better by using better method of work.

BETTER QUALITY OF WORK: In formal training, the best methods are standardized and taught

to employees perform better by using better method of work.

COST REDUCTION: Trained employees make more economical use of materials and machinery.

Reduction in wastages and spoilage together with increase in productivity help to minimize cost of

operation per unit.

REDUCTION SUPERVISION: Well-trained employees tend to be self reliant and motivated.

The training objectives are designed in accordance with the company goals and objectives. The

general objectives of any training programme are:

To inculcate the basic knowledge and skill to the new entrants and to enable them to perform

their jobs well.

To enable the employee to meet the changing requirements of the job and the organization.

To demonstrate the employees the new techniques and ways of performing the job or

operations.

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LIST OF TABLES

Table No Tables Page No.

5.1 Age of respondents 20

5.2 Educational qualification of respondents 21

5.3 Gender 22

5.4 Marital status 23

5.5 Awareness of training programme 24

5.6 Attended training programme 25

5.7 Nature of training programme 26

5.8 Undertake training programme in future 27

5.9 Quality of training programme 28

5.10 Technical skills 29

5.11 Leadership skills 30

5.12 Soft skills 31

5.13 Better performance 32

5.14 Customer service skills 33

5.15 Chances of promotion 34

5.16 Relevance of topics in training programme 35

5.17 Topics covered in training programme 36

5.18 Topics covered within right time 37

5.19 Topics covered easy to understand 38

5.20 Satisfactory level 39

5.21 Suggestions on improvement 40

5.22 Analysis of opinions regarding quality of

topics covered and satisfactory level

41

5.23 Analysis of opinions regarding awareness of

training programme and undertake training

programme in future

43

LIST OF CHARTS

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Chart No Charts Page No.

5.1 Age of respondents 20

5.2 Educational qualification of respondents 21

5.3 Gender 225.4 Marital status 23

5.5 Awareness of training programme 24

5.6 Attended training programme 25

5.7 Nature of training programme 26

5.8 Undertake training programme in future 27

5.9 Quality of training programme 28

5.10 Technical skills 29

5.11 Leadership skills 30

5.12 Soft skills 31

5.13 Better performance 32

5.14 Customer service skills 33

5.15 Chances of promotion 34

5.16 Relevance of topics in training programme 35

5.17 Topics covered in training programme 365.18 Topics covered within right time 37

5.19 Topics covered easy to understand 38

5.20 Satisfactory level 39

5.21 Suggestions on improvement 40

CHAPTER-I

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1.1 INTRODUCTION

1.1.1 COMPANY PROFILE (HCL Technologies Overview):

While HCL Enterprise has a 30-year history, HCL Technologies is a relatively young company

formed, eight years ago, in 1998. During this period, HCL has built unique strengths in IT

applications (custom applications for industry solutions and package implementation), IT

infrastructure management and business process outsourcing, while maintaining and extending its

leadership in product engineering. HCL has also built domain depth through a micro-verticalization

strategy in industries such as financial services, hi-tech and manufacturing, retail, media and

entertainment, life sciences, and telecom. HCL has created the ability to distribute value across the

customer's IT landscape through its well-distributed services portfolio, significant domain

strengths, and locally relevant geographic distribution. HCL has the widest service portfolio among

Indian IT service providers, with each of its services having attained critical mass, and HCL

dominates several emerging areas.

Our five mature lines of business are R&D and Engineering, Custom Applications, Enterprise

Applications, IT Infrastructure Management, and BPO Services. In addition, HCL has recently

launched its Enterprise Transformation Service Offerings comprising of Business, Technology,

Application and Data Transformation the four broad needs of any enterprise. Our ability to

synergistically integrate these service lines across the entire IT landscape creates new zones for

value creation. Additionally, HCL has created unique service leadership in each of these areas

through best-of-breed unique propositions. HCLs leadership in these service areas has been

recognized by several leading independent analysts. HCL started questioning the linearity of scale-

driven business models adopted by service providers (largely in the IT application business). The

questioning led us to the belief that the market was rapidly approaching a point of inflection, that is

a point where the volume and value proportionality would change, opening up new opportunities

for service providers who aspire to focus on value. With this realization, HCL embarked on atransformational journey that will focus on value centricity in customer relationships and on

leveraging new market opportunities, while creating a unique employee experience.

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Today, HCL is entering a new phase of evolution transforming it from a volume-driven service

provider to value-centric enterprise that turns technology into competitive advantage for all its

customers across the globe.

1.1.2 HISTORY:

Shiv Nadar is the founder of HCL. He founded HCL in 1976 in a Delhi "barsaati". In 1978, HCL

developed the first indigenous micro-computer at the same time as Apple and 3 years before IBM's

PC. In 1980, HCL introduced bit sliced, 16-bit processor based micro-computer. In 1983, HCL

Indigenously developed an RDBMS, a Networking OS and a Client Server architecture, at the same

time as global IT peers. In 1986, HCL became the largest IT company in India. In 1988, HCL

introduced fine grained multi-processor Unix-3 years ahead of "Sun" and "HP". In 1991, HCL

entered into a joint venture Hewlett Packard and HCL-Hewlett Packard Ltd. was formed. The joint

developed multi-processor Unix for HP and heralded HCL's entry into contract R&D. In 1997,

HCL Infosystems was formed. In the same year HCL ventured into software services. In 1999,

HCL Technologies Ltd issued an IPO and became a public listed company. In 2001, HCL BPO was

incorporated and HCL Infosystems became the largest hardware company. In 2002, software

businesses of HCL Infosystems and HCL Technologies were merged. In 2005, HCL set up first

Power PC architecture design centre outside of IBM. In the same year HCL Infosystems launched

sub Rs.10,000 PC. In 2006, HCL Infosystems became the first company in India to launch the New

Generation of High Performance Server Platforms Powered by Intel Dual - Core Xeon 5000

Processor. Today, HCL has a turnover of over US$4billion.

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1.1.3 HCL SNAPSHOT:

1.1.4 MILESTONES OF HCL:

HCL Infosystems Ltd is one of the pioneers in the Indian IT market, with its origins in 1976. For

over quarter of a century, we have developed and implemented solutions for multiple market

segments, across a range of technologies in India. We have been in the forefront in introducing new

technologies and solutions. The highlights of the HCL saga are summarised below:

Y E A R H I G H L I G H T S

1976

- Foundation of the Company laid- Introduces microcomputer-based programmable calculators with wide acceptance in the scientific /education community

1977

- Launch of the first microcomputer-based commercial computer with a ROM -based Basic interpreter- Unavailability of programming skills with customers results in HCL developing bespoke applications fortheir customers

1978 - Initiation of application development in diverse segments such as textiles, sugar, paper, cement , transport

1980- Formation of Far East Computers Ltd., a pioneer in the Singapore IT market, for SI (System Integration)solutions

1981 - Software Export Division formed at Chennai to support the bespoke application development needs of

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Singapore

1983

- HCL launches an aggressive advertisement campaign with the theme ' even a typist can operate' to makethe usage of computers popular in the SME (Small & Medium Enterprises) segment. This propositioninvolved menu-based applications for the first time, to increase ease of operations. The response to the

advertisement was phenomenal.

- HCL develops special program generators to speed up the development of applications

1985

- Bank trade unions allow computerisation in banks . However , a computer can only run one applicationsuch as Savings Bank, Current account , Loans etc.

- HCL sets up core team to develop the required software - ALPM ( Advanced Ledger Posting Machines ) .The team uses reusable code to reduce development efforts and produce more reliable code . ALPM becomesthe largest selling software product in Indian banks

- HCL designs and launches Unix- based computers and IBM PC clones

- HCL promotes 3rd party PC applications nationally

1986

- Zonal offices of banks and general insurance companies adopt computerization

- Purchase specifications demand the availability of RDBMS products on the supplied solution (Unify, Oracle).HCL arranges for such products to be ported to its platform.

- HCL assists customers to migrate from flat-file based systems to RDBMS

1991

- HCL enters into a joint venture with Hewlett Packard

- HP assists HCL to introduce new services: Systems Integration, IT consulting, packaged support services( basicline, teamline )

- HCL establishes a Response Centre for HP products, which is connected to the HP Response Centre inSingapore.

- There is a vertical segment focus on Telecom, Manufacturing and Financial Services

1994

- HCL acquires and executes the first offshore project from IBM Thailand

- HCL sets up core group to define software development methodologies

1995

- Starts execution of Information System Planning projects

- Execution projects for Germany and Australia

- Begins Help desk services

1996

- Sets up the STP ( Software Technology Park ) at Chennai to execute software projects for internationalcustomers

- Becomes national integration partner for SAP

1997

- Kolkata and Noida STPs set up

- HCL buys back HP stake in HCL Hewlett Packard

1998 - Chennai and Coimbatore development facilities get ISO 9001 certification

1999

- Acquires and sets up fully owned subsidiaries in USA and UK

- Sets up fully owned subsidiary in Australia

- HCL ties up with Broadvision as an integration partner

2000

- Sets up fully owned subsidiary in Australia

- Chennai and Coimbatore development facilities get SEI Level 4 certification

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- Bags Award for Top PC Vendor In India

- Becomes the 1st IT Company to be recommended for latest version of ISO 9001 : 2000

- Bags MAIT's Award for Business Excellence

- Rated as No. 1 IT Group in India

2001

-Launched Pentium IV PCs at below Rs 40,000

-IDC rated HCL Infosystems as No. 1 Desktop PC Company of 2001

2002

-Declared as Top PC Vendor by Dataquest

-HCL Infosystems & Sun Microsystems enters into a Enterprise Distribution Agreement

- Realigns businesses, increasing focus on domestic IT, Communications & Imaging products, solutions &related services

2003

- Became the first vendor to register sales of 50,000 PCs in a quarter

- First Indian company to be numero uno in the commercial PC market

- Enters into partnership with AMD

- Launched Home PC for Rs 19,999

- HCL Infosystems' Info Structure Services Division received ISO 9001:2000 certification

- Launches Infiniti Mobile Desktps on Intel Platform

- Launched Infiniti PCs, Workstations & Servers on AMD platform

2004

- 1st to announce PC price cut in India, post duty reduction, offers Ezeebee at Rs. 17990

- IDC India-DQ Customer Satisfaction Audit rates HCL as No.1 Brand in Desktop PCs

- Maintains No.1 position in the Desktop PC segment for year 2003

- Enters into partnership with Port Wise to support & distribute security & VPN solutions in India

- Partners with Microsoft & Intel to launch Beanstalk Neo PC

- Becomes the 1st company to cross 1 lac unit milestone in the Indian Desktop PC market

- Partners with Union Bank to make PCs more affordable, introduces lowest ever EMI for PC in India

- Launched RP2 systems to overcome power problem for PC users

- Registers a market share of 13.7% to become No.1 Desktop PC company for year 2004

- Crosses the landmark of $ 1 billion in revenue in just nine months

2005

- Launch of HCL PC for India, a fully functional PC priced at Rs.9,990/-

- Rated as the No.1 Desktop PC company by IDC India -Dataquest

- 'Best Employer 2005' with five star ratings by IDC India -Dataquest.

- 'The Most Customer Responsive Company 2005'

-IT Hardware Category by The Economic Times -Avaya Global Connect.

-Top 50 fastest growing Technology Companies in India' & 'Top 500 fastest Growing Technology Companiesin Asia Pacific' by 'Deloitte & Touche'. by 'Deloitte & Touche'

-'7th IETE -Corporate Award 2005' for performance excellence in the field of Computers &

Telecommunication Systems by IETE.

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-'Best Bhoomi Brand 2005' by 360 magazine-in the PC category-in the LCD Monitor category.

-India 's 'No.1 vendor' for sales of A3 size Toshiba Multi Functional Devices for the year '04 -'05 by IDC.

-Toshiba'Super Award 2005 towards business excellence in distribution of Toshiba Multifunctional products,

-Strategic Partners in Excellence' Award by Infocus Corporation for projectors.

-'Most valued Business Partner' Award for projectors by Infocus Corporation in 2005

2006

(till June)

- 75, 000+ machines produced in a single month

- HCL Infosystems in partnership with Toshiba expands its retail presence in India by unveiling 'shopToshiba'

- HCL Infosystems & Nokia announce a long term distribution strategy

- HCL the leader in Desktops PCs unveils India's first segment specific range of notebooks brand - 'HCLLeaptops'

- IDBI selects HCL as SI partner for 100 branches ICT infrastructure rollout

- HCL Infosystems showcases Computer Solutions for the Rural Markets in India

- HCL Support wins the DQ Channels-2006 GOLD Award for Best After Sales Service on a nationwidecustomer satisfaction survey conducted by IDC

- HCL Infosystems First in India to Launch the New Generation of High Performance Server PlatformsPowered by Intel Dual - Core Xeon 5000 Processor

- HCL Forms a Strategic Partnership with APPLE to provide Sales & Service Support for iPods in India

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1.1.5 VISION STATEMENT:

"Together we create the enterprises of tomorrow"

1.1.6 MISSION STATEMENT:

"To provide world-class information technology solutions and services to enable our customers to

serve their customers better

1.1.7 BUSINESS MODEL:

The HCL Enterprise comprises two companies listed in India, HCL Technologies and HCL

Infosystems. HCL Technologies is the IT and BPO services arm focused on global markets, while

HCL Infosystems is the IT, Communication, Office Automation Products & System Integration

arm focused on the Indian market. Together, these entities have uniquely positioned HCL as an

enterprise with service offerings spanning the IT Services and Product spectrum.

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The range of offerings span Product Engineering and Technology Development, Application

Services, BPO Services, Infrastructure Services, IT Hardware, Systems Integration, and

Distribution of Technology and Telecom products in India.

1.1.7 HCL PERIPHERALS:

HCL Peripherals founded in the year 1983 has established itself as a leading manufacturer of

computer peripherals in India. HCL Peripherals is a Group company of HCL Corporation (turnover

Rs. 4300 Crores), the leading giant in IT industry in India.

The Research and Development department at HCL Peripherals equipped with the latest

Design tools for product designing. A full fledged EMI lab has been set up with a complete set of

EMI/EMC test equipments, KeyTek surge/EFT generators and Schaffner ESD Gun for Pre

compliance testing.

This department is represented by a group of highly motivated engineers, who have not

only customised products to suit Indian conditions but have also been responsible for new products

development.

HCL Peripherals is fully equipped with the state-of-the art manufacturing CNC Machinessuch as MURATA turret punch presses, KOMATSU NC press brake, MURATEC CNC press

brake and CAD/ CAM systems supported by AUTODESK. These facilities enable the manufacture

of precision products as per customer's requirement. The latest production facilities include SEHO

wave soldering machine, MINOITA colour analyser, YORCO baking chamber and a host of other

renowned equipments. This ensures that only the best quality products come out of HCL

Peripherals. The latest production facilities include SEHO wave soldering machine, MINOITA

colour analyser, YORCO baking chamber and a host of other renowned equipments. This ensures

that only the best quality products come out of HCL Peripherals.

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1.1.7 HARDWARE PRODUCED:

COLOUR MONITOR

FLAT LCD MONITORS

KEYBOARD

VINBEE

LIFE SCAN CABLE

THERMAL UNITS

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1.2 INTRODUCTION TO THE STUDY

A Study on Effectiveness of training programme at HCL PERIPHERALS, Industrial

estate, Thattan Chavady. Pondicherry

Training is an area in which there have been considerable advances over the past few years

including new methods, approaches, training aids and technology. HCL PERIPHERALS has been

continuously training their employees. This study has been conducted with a view towards being

able to contribute to these programmes in a constructive manner.

Training programmes assists in enhancing the efficiency and effectiveness of a person at work

by improving and updating his professional knowledge, skill relevant to his work, cultivating

appropriate behaviour and attitude towards work and people. Also the training program involves

considerable investment in terms of time, money and efforts. Thus it becomes necessary to study

the effectiveness of the training program.

The study was conducted at HCL PERIPHERALS for Human Resource Department. The sample

survey based on structured questionnaire was conducted among the junior executives, operators and

apprentice trainees who have undergone the training programme.

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CHAPTER-II

REVIEW OF LITERATURE

2.1 CONCEPT OF TRAINING:Training is the process of increasing the knowledge and skills for doing a particular job. It is an

organized procedure by which people learn knowledge and skill for a definite purpose. The purpose

of training is basically to bridge the gap between job requirements and present competence of an

employee. Training is aimed at improving the behaviour and performance of a person. It is a never

ending or a continuous process. Training is closely related with education and development but

needs to be differentiated from these terms.

2.2 OBJECTIVES OF TRAINING:

The main objective of training is to bridge the gap between the existing performance

ability and desired performance.

The training objectives are designed in accordance with the company goals and

objectives. The general objectives of any training programme are,

To inculcate the basic knowledge and skill to the new entrants and to enable them to

perform their jobs well.

To enable the employee to meet the changing requirements of the job and the organization.

To demonstrate the employees the new techniques and ways of performing the job or

operations.

2.3 TYPICAL TOPICS OF EMPLOYEE TRAINING:

Communications: The increasing diversity of today's workforce brings a wide variety of

languages and customs.

Computer skills: Computer skills are becoming a necessity for conducting administrative

and office tasks.

Customer service: Increased competition in today's global marketplace makes it critical

that employees understand and meet the needs of customers.

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Diversity: Diversity training usually includes explanation about how people have different

perspectives and views, and includes techniques to value diversity

Ethics: Today's society has increasing expectations about corporate social responsibility.

Also, today's diverse workforce brings a wide variety of values and morals to the

workplace.

Human relations: The increased stresses of today's workplace can include

misunderstandings and conflict. Training can people to get along in the workplace.

Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,

benchmarking, etc., require basic training about quality concepts, guidelines and standards

for quality, etc.

Safety: Safety training is critical where working with heavy equipment , hazardous

chemicals, repetitive activities, etc., but can also be useful with practical advice for

avoiding assaults, etc.

2.4 METHODS OF TRAINING:

Generally, the training methods can be classified into two types:

a) On-the-job methods

b) Off-the-job methods

a)On-the-job methods:

These methods are briefly discussed below:

1. On-the job Training

In this training an employee will be placed in a new job and is told how it is to be

performed. It aims at developing skills and habits consistent with the existing practices of an

organization and by orienting him to his immediate problems.

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2. Vestibule Training or Training-Centre Training

This is otherwise known as classroom training, which is imparted with the help of

equipment and machines identical to those in use at the place of work.

3. Simulation

It is more or less like vestibule training. The trainee works in closely duplicated real job

conditions. This is essential in cases in which actual on-the-job practice is expensive, might

result in serious injury, a costly error or the destruction of valuable material or resources, e.g.,

in aeronautical industry.

4. Demonstration

Under this method, there will be a description and demonstration of how to do a job. He

performs the activity himself, going through a step-by-step explanation of the why, how and

what of what he is doing.

5. Apprenticeship

Under this method, each apprentice or trainee will be given a programme of assignments

according to a predetermined schedule, which provides for efficient training in trade skills

6. Job Instruction Training

The JIT Method is a four step instructional process involving preparation, presentation,

performance try out and follow up.

7. Coaching and Mentoring

Coaching establishes one-on-one relationship between trainees and supervisors, which

offer workers, continued guidance and feedback on how well they are handling their tasks.

8. Job Rotation

It means the movement of trainee from one job to another. This helps him to understand how

the job functions.

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Off-the-Job Methods:

Under this method, training will be given in company classroom, an outside place owned by

the organization, an education institution, or association, which is not the part of the company. The

following are the methods.

1. Lectures

These are classroom lectures given by an instructor on specific topics, formally. This method

is useful when philosophy, concepts, attitudes, theories and problem solving have to be discussed.

2. Conferences

Normally a conference will be held in accordance with an organized plan. Different topics

with their problems relating to training of personnel are discussed.

3. Seminars or Team Discussion

A group will constitute a team for discussion. The group learns through discussion of a

subject on a selected subject.

4. Case Discussion

Testing of a real problem will be undertaken under this method. In other words, a real

business problem or situation demanding solution is presented to the group and members are

trained to identify the problems present, they must suggest various methods for tackling them,

analyze each one of these, find out their comparative suitability, and decide for themselves the best

solution.

5. Role Playing

This method is also called role reversal, socio drama or psycho drama. Here trainees act

out a given role as they would in a given play. Two or more trainees are assigned roles in a given

situation, which is explained to the group.

6. Programmed Instruction

Under this method, there will be two essential elements, (a) a step-by-step series of bits of

knowledge, each building upon what has gone before, and (b) a mechanism for presenting the

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series and checking on the trainees knowledge. Questions are asked in proper sequence and

indication given promptly whether the answers are correct.

2.5 FROM THE JOURNALS AND ARTICLES:

O.Jeff Harris, Jr. Obseeves states that

Training of any kind should have as its objective the redirection or improvement of

behavior so that the performance of the trainee becomes more useful and productive for himself

and for the organization of which he is part/ training normally concentrates on the improvements of

either operative skills, interpersonal skills, decision making skills, or a combination of these.

EDWIN B.FLIPPO states that

Training is the act of increasing the knowledge and skill of an employee for doing a particular

job.

Written by CARTER McNAMARA,MBA,PhD, Authenticity Consulting,LLC

As a brief review of terms, training involves an expert working with learners to transfer to them

certain areas of knowledge or skills to improve in their current jobs.

PENN STATE HARRISBURGdefines

The Training and Development profession focuses on analyzing and improving employee

learning and performance. It encompasses such activities as performance analysis, training, career

development, organization development, and program evaluation.

MACTEC states that

A company is only as good as its people, and MACTECs goal is to have the best. We focus

on recruiting and retaining exceptional people, but we dont stop there: we are committed to the

ongoing training and development of our staff. Ongoing development benefits not only our

employees, but also our clients because it keeps us at the leading edge of changing technologies

and regulatory issues

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CHAPTER-III

OBJECTIVES

3.1 PRIMARY OBJECTIVE:

To study the effectiveness of Training Programme of HCL Peripherals.

3.2 SECONDARY OBJECTIVES:

To know the employees awareness of Training Programme.

To know the impact of Training Programme on trainees.

To identify the employees opinion regarding the Training Programme of the company.

To understand the existing Training Programme conducted at HCL Peripherals.

To give suggestions based on findings.

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CHAPTER IV

RESEARCH METHODOLOGY

Researchmethodology is a science of collecting, identifying and presenting facts in such a way thatit leads to unearthing some truths (or) angles of reality.

Research in common parlance refers to search for knowledge. In fact, research is an art of

scientific investigation.Research methodology is the science of collecting, identifying and

presenting facts in such a way that it leads to unearthing some truths or angles of reality.

4.1 Geographical area:

The study has been conducted at HCL PERIPHERALS, Industrial

estate, Thattan Chavady. Pondicherry4.2 Period of coverage:

The study has been undertaken for a period of 1 month. In the month of August.

4.3 Type of research:

In this study, descriptive research is used. Descriptive research is carried out for the

purpose of collecting descriptive information like employees opinion, benefits, personal

details, awareness, etc.

4.4Sampling procedure:

Simple Random Sampling (probability sampling)

4.5 Data collection method:

Two techniques were used for collecting data, namely

A) Primary data collection technique

B) Secondary data collection technique

A) Primary data:

Primary data are collected afresh and for the first time. It is the data originated by the researcher

specifically to address the research problem. In this study, Primary data was collected through the

Interview Schedule with a well Structured Questionnaire.

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B)SECONDARY DATA:

In this study Secondary data, are those which have already been collected by someone

else and which have already been passed through the statistical process.

Secondary Data was collected from the publications, internets, journals, books and

company records.

4.6 Data collection instrument:

Data is collected by questionnaire and interview schedule, the questionnaire consists

of a list of questions, which are relevant in getting the facts. Questionnaires are likely any

scientific experiment. One does not collect data and then see if they are found something

interesting. One forms a hypothesis and an experiment that will help prove or disprove thehypothesis. The questionnaire has been constructed on the basis of two types, they are

multiple choices and close ended questions.

4.7 Sampling design:

A sample design is a definite plan for obtaining a sample from a given population. It refers to

a technique or the procedure the researcher would adopt in selecting items for the sample.

4.8 Population/universe:

The universe of the current study comprises of 250 employees.

4.9Sample units:

Sample units consist of employees.

4.10 Sample size:

The sample size taken for the current study is 50.

4.11 Tools Used For Analysis:

Percentage method

Chi-square test

Correlation

4.12 PERCENTAGE METHOD:

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In this project Percentage method test was used. The formula is as follows

Percentage of Respondent = No. of Respondent X 100

Total no. of Respondents

4.13CHI-SQUARE ANALYSIS:

Karl Pearson developed a test for testing the significance of discrepancy between experimental

values and the theoretical values obtained under some theory or some hypothesis. This test is

known as Chi square test or Test of goodness of fit. Chi-square test has been used in this study to

find the association between quality of training programme and satisfactory level of employees.

The formula for computing chi-square (2) is as follows

4.14CORRELATION:

correlation analysis deals with the association between two or more variables. Correlation does not

necessary imply causation or functional relationship though the existence of causation always

implies correlation, by itself it establishes only co-variation. Correlation is the technique of

determining the degree of correlation between two variables in case of ordinal data where ranks are

given to the different values of the variables.

Spearmans co-efficient of correlation

r = 1- 6 di2/ n(n2-1)

di= Difference between ranks of the two variables.

N= Number of pair of observation.

CHAPTER V

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DATA ANALYSIS AND INTERPRETATION

TABLE 5.1

AGE OF RESPONDENTS

INFERENCE

The above table shows that 28% of the respondents are at the age group from 18-25years, 32%

respondents are from 25-30years of age, 28% of the respondents are from 30-35 years of age and

12% of the respondents are above 35 years of age.

CHART 5.1

OPINION NO.OFRESPONDENTS PERCENTAGE (%)

18-25 14 28.0

25-30 16 32.0

30-35 14 28.0

>35 6 12.0

Total 50 100.0

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18-25 25-30 30-35 >35

AGE OF RESPONDENTS

0

5

10

15

20

NO.OF.RESPONDENTS

AGE OF RESPONDENTS

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TABLE 5.2

EDUCATIONAL QUALIFICATION OF RESPONDENTS

INFERENCE

The above table shows that 28% of the respondents completed secondary. 26% of the respondents

completed Diploma. 36% of the respondents completed UG and remaining 10% of the of the

respondents completed PG.

CHART-5.2

secondary diploma ug pg

EDUCATIONAL QUALIFICATION

0

5

10

15

20

NO.OFRESPONDENTS

EDUCATIONAL QUALIFICATION


secondary 14 28.0

diploma 13 26.0

ug 18 36.0

pg 5 10.0

Total 50 100.0

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TABLE 5.3

GENDER

INFERENCE

The above table shows that 62% of the respondents are male and 38% of the respondents are

female.

CHART 5.3

male female

GENDER

0

10

20

30

NO.OFRESPONDENTS

GENDER


male 31 62.0

female 19 38.0

Total 50 100.0

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TABLE 5.4

MARITAL STATUS


married25 50.0

unmarried25 50.0

Total50 100.0

INFERENCE

The above table shows that 50% of the respondents are married and 50% of the respondents are

unmarried.

CHART 5.4

married unmarried

MARITAL STATUS

0

5

10

15

20

25

NO.OFRESPONDENTS

MARITAL STATUS

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TABLE 5.5

AWARENESS OF TRAINING PROGRAMME


yes48 96.0

no2 4.0

Total50 100.0

INFERENCE

The above table shows that 96% of the employess are aware of the training programme and 4% of

the employees are not aware.

CHART 5.5

yes no

AWARENESS OF TRAINING

PROGRAMME

0

10

20

30

40

50

NOOFRESPONDENTS

AWARENESS OF TRAINING

PROGRAMME

30


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TABLE 5.6

ATTENDED TRAINING PROGRAMME


yes 48 96.0

no 2 4.0

Total50 100.0

INFERENCE

The above table shows that 96% of the employees have attended training programme and 4% of the

employees have not attended.

CHART 5.6

yes no

ATTENDED TRAINING

PROGRAMME

0

10

20

30

40

50

NOOFRESPONDENTS

ATTENDED TRAINING PROGRAMME

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TABLE 5.7

NATURE OF TRAINING PROGRAMME


mostly related to work 36 72.0general 13 26.0

not related to work 1 2.0

Total 50 100.0

INFERENCE

The above table shows that 72% of the employees find the training programme mostly related to

their work.26% of employees find it in general and 2% find it not related to work.

CHART 5.7

mostly related towork

general not related towork

NATURE OF TRAINING

PROGRAMME

0

10

20

30

40

NOOFRESPONDENTS

NATURE OF TRAINING PROGRAMME

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TABLE 5.8

UNDERTAKE TRAINING PROGRAMMES IN FUTURE


yes 43 86.0

no 7 14.0

Total 50 100.0

INFERENCE

The above table shows that 86% of the employees are willing to undertake training programme in

future and 14% of the employees are not willing to undertake.

CHART 5.8

CHART 5.8

TABLE 5.9

33

yes no

UNDERTAKE TRAINING

PROGRAMMES IN FUTURE

0

10

20

30

40

50

NOOFRESPONDENTS

UNDERTAKE TRAINING PROGRAMMES

IN FUTURE


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TABLE 5.9

QUALITY OF TRAINING PROGRAMME


excellent 20 40.0

good30 60.0

Total50 100.0

INFERENCE

The above table shows that 40% of the respondents find the quality of the training programme to be

excellent and 60% of the respondents find it good.

CHART 5.9

TABLE 5.10

34

excellent good

QUALITY OF TRAINING

PROGRAMME

0

5

10

15

20

25

30

NOOFRESPONDENTS

QUALITY OF TRAINING PROGRAMME


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TECHNICAL SKILLS


agree 39 78.0

neither agree nor disagree 8 16.0

disagree 3 6.0

Total 50 100.0

INFERENCE

The above table shows that 78% of the employees agree that training programme helps them to

pick up new technical skills.16% of the employees neither agree nor disagree and 6% of the

employees disagree.

CHART 5.10

TABLE 5.11

LEADERSHIP SKILLS

35

agree neither agreenor disagree

disagree

TECHNICAL SKILLS

0

10

20

30

40

NOOFRESPONDENTS

TECHNICAL SKILLS


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agree 35 70.0


disagree 3 6.0

Total 50 100.0

INFERENCE

The above table shows that 70% of the respondents agree that attending training programme helps

them to pick up leadership skills, 24% of the respondents neither agree nor disagree and 6% of the

respondents disagree.

CHART 5.11

36


disagree

LEADERSHIP SKILLS

0

10

20

30

40

NOOFRESPONDENTS

LEADERSHIP SKILLS


37/57

TABLE 5.12

SOFT SKILLS


agree 39 78.0


disagree 3 6.0

Total 50 100.0

INFERENCE


them to pick up soft skills, 16% of the respondents neither agree nor disagree and 6% of the

respondents disagree.

CHART 5.12

37


disagree

SOFT SKILLS

0

10

20

30

40

NOOFRESPONDENTS

SOFT SKILLS


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TABLE 5.13

BETTER PERFORMANCE


agree36 72.0

neither agree nor disagree11 22.0

disagree3 6.0

Total50 100.0

INFERENCEThe above table shows that 72% of the employees feel that attending training programme leads

them to perform better at work.22% of the employees neither agree nor disagree and 6% of the

employees disagree.

CHART 5.13

38


disagree

BETTER PERFORMANCE

0

10

20

30

40

NOOFRESPONDENTS

BETTER PERFORMANCE


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TABLE 5.14

CUSTOMER SERVICE SKILLS


agree 28 56.0


disagree 5 10.0

Total 50 100.0

INFERENCE


them to pick up customer service skills, 34% of the respondents neither agree nor disagree and 10%

of the respondents disagree.

CHART 5.14

39


disagree


0

5

10

15

20

25

30

NOOFRESPONDENTS



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TABLE 5.15

CHANCES OF PROMOTION


agree31 62.0

neither agree nor disagree12 24.0

disagree7 14.0

Total50 100.0

INFERENCE

The above table shows that 62% of employees agree that attending training programme leads themto the chances of promotion.24% of the employees neither agree nor disagree and 14% of the

employees disagree with it.

CHART 5.15

40

agree neither agree

nor disagree

disagree


0

10

20

30

NOOFRESPONDENTS



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TABLE 5.16

RELEVANCE OF TOPICS IN TRAINING PROGRAMME


yes44 88.0

no6 12.0

Total50 100.0

INFERENCE

The above table shows that 88% of the employees find the topics relevant to the training

programme and 12% of the employees dont find it relevant.

CHART 5.16

TABLE 5.17

TOPICS COVERED IN TRAINING

41

yes no

RELEVANCE OF TOPICS IN

TRAINING

0

10

20

30

40

50

NOOFRESPONDENTS

RELEVANCE OF TOPICS IN TRAINING


42/57

TABLE 5.17

TOPICS COVERED IN TRAINING PROGRAMME


agree34 68.0

neither agree nor

disagree13 26.0

disagree3 6.0

Total50 100.0

INFERENCEThe above table shows 68% of the respondents agree that relevant topics related to programme

objectives were covered in the training programme,26% of the respondents neither agree nor

disagree and 3% of the employees disagree.

CHART 5.17

TABLE 5.18

42


disagree


0

10

20

30

40

NOOFRESPONDENTS



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TOPICS COVERED WITHIN RIGHT TIME


yes 44 88.0

no6 12.0

Total50 100.0

INFERENCE

The above table shows that 88% of the respondents accept that the topics taken for the training

programme are covered within the right time and 12% of the respondents dont accept with it.

CHART 5.18

43

yes no

TOPICS COVERED WITHIN RIGHT

TIME

0

10

20

30

40

50

NOOFRESPONDENTS

TOPICS COVERED WITHIN RIGHT TIME


44/57

TABLE 5.19

TOPICS COVERED EASY TO UNDERSTAND


yes44 88.0

no6 12.0

Total50 100.0

INFERENCE

The above table shows that 88% accept that the topics covered in training programme are easy to

understand and 12% of the respondents dont accept with it.

CHART 5.19

44

yes no

TOPICS COVERED EASY TO

UNDERSTAND

0

10

20

30

40

50

NOOFRESPONDENTS

TOPICS COVERED EASY TO

UNDERSTAND


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TABLE 5.20

SATISFACTORY LEVEL


very satisfied20 40.0

satisfied21 42.0

neither satisfied nor

unsatisfied9 18.0

Total50 100.0

INFERENCE

The above table shows that 40% of the employees are very satisfied with training programme.42%of the employees are satisfied and 18% of the employees are neither satisfied nor dissatisfied.

CHART 5.20

TABLE 5.21

45

very satisfied satisfied neither satisfiednor unsatisfied

SATISFACTORY LEVEL

0

5

10

15

20

25

NOOFRESPONDENTS

SATISFACTORY LEVEL


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SUGGESTIONS ON IMPROVEMENTS


no improvements needed 28 56.0

make the content more

relevant3 6.0

shorten the training

programme13 26.0

lengthen the training

programme6 12.0

Total 50 100.0

INFERENCE

The above table shows the suggestions on improvement where 56% of the employees feel no

improvement is needed.6% of the employees suggest on making the content more relevan.26% of

the employees suggest to shorten the period of training programme and 12% of the employees

suggest to lengthen the period of training programme

CHART 5.21

noimprovements needed

make thecontent

morerelevant

shorten the

trainingprogramme

lengthenthe training

programme

SUGGESTIONS ON IMPROVEMENTS

ANALYSIS OF OPINION OF RESPONDENTS REGARDING

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QUALITY OF TOPICS COVERED AND SATISFACTORY LEVEL OF

EMPLOYEES

[USING CHI SQUARE]

TABLE 5.22

QUALITY OF TOPICS COVERED * SATISFACTORY LEVEL Crosstabulation

Observed Count

QUALITY OF TOPICS COVERED * SATISFACTORY LEVEL Crosstabulation

Expected Count

OPINION

SATISFACTORY LEVEL

Total

very

satisfied satisfied

neither

satisfiednor

unsatisfied

QUALITY

OF TOPICS

COVERED

excellent 7.2 7.6 3.2 18.0good

12.8 13.4 5.8 32.0

Total 20.0 21.0 9.0 50.0

NULL HYPOTHESIS:

Ho: There is no association between quality of topics covered and satisfactory level of the

employees.

ALTERNATE HYPOTHESIS:

H1: There is association between quality of topics covered and satisfactory level of the

employees.

TABLE 5.22.1

OPINION

SATISFACTORY LEVEL

Totalvery

satisfied satisfied

neither

satisfied

nor

unsatisfied

QUALITYOF TOPICS

COVERED

excellent 8 8 2 18good

12 13 7 32

Total 20 21 9 50

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COMPUTATION OF CHI-SQUARE TESTS.NO (O) (E) (O-E) (O-E)2 (O-E)2/E

1 8 7.2 0.8 0.64 0.0889

2 12 12.8 -0.8 0.64 0.05

3 8 7.6 0.4 0.16 0.0210

4 13 13.4 -0.4 0.16 0.0119

5 2 3.2 -1.2 1.44 0.45

6 7 5.8 1.2 1.44 0.2482

TOTAL 0.870

Calculated value=0.870Degrees of freedom=(R-1)(C-1)= (3-1)(4-1)

=6Level of Significance= 5%Tabulated value=0.920

Calculated value=0.870

The calculated value is less than tabulated value. Null hypothesis is accepted

INFERENCE

There is no association between quality of topics covered in Training Programme and satisfactory

level of the employees.

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ANALYSIS OF OPINION OF RESPONDENTS REGARDING AWARNESS OF

TRAINING PROGRAMME AND UNDERTAKE TRAINING PROGRAMME IN FUTURE

[USING RANK CORRELATION]TABLE 5.23

OPINION YES NO

Awareness of training

programme (x)

48 2

Undertake training

programme in future (y)

43 7

TABLE 5.23.1

X Y (xi-yi)2

1 1 0

2 2 0

r = 1- 6di2

n(n

2

-1)

=1- 6(0)2(22-1)

=1- 0/ 2(4-1)

=1- 0/6

=1

INFERENCE

Awareness of training programme and undertake training programme in future are positively

correlated.

CHAPTER-VI

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6.1 FINDINGS OF STUDY

The data collected were analysed carefully and the following findings were drawn.

From the study it is inferred that all the respondents are educated and 96% of the employees

are aware of the Training Programme and have attended the training programme conducted

at their organization.

72% of the employees find the Training Programme related to their work.78% of the

employees agree that attending Training Programme has helped them to pick up new

Technical skills and soft skills.

Most of the employees find the quality of the training programme to be excellent. 72% of

the employees feel that attending training programme leads them to perform better at work.

88% of the employees find the topics relevant to the training programme and they also find

the topics covered during the Training Programme are easy to understand.

88% of the respondents accept that the topics taken for the training programme are covered

within the right time It is also inferred that the quality of the topics covered reflects high

level of satisfaction among the employees at the organization

According to the study majority of the employees who are aware of the Training

Programme conducted in their organization have shown their willingness to attend the

Training Programme in future.

CHAPTER-VII

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7.1 SUGGESTIONS AND RECOMMENDATIONS

Individual attention may be provided to the trainees in order to encourage their participation

and make them perform better at their job.

Employees feedback should be regularly obtained in order to understand the effectiveness

of the training programme. In this study, 18% of the employees are not satisfied with the

training programme. It is important to understand why these employees are not satisfied

with the training programme and what can be done to satisfy these employees.

Training programme should also focus on improving the customer servicing skills of the

employees. In this study, 34% of the people did not feel that their customer servicing skills

have improved after attending the training programme. In todays service oriented society,

it is important for employees to have a strong customer servicing skills.

7.2 CONCLUSION

Training programmes main objective is to improve the productivity of the companys

employees which in turn will improve the companys profitability. Through training

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programmes, the employees skill levels are upgraded which will make the employees more

productive.

Training programme is also set up to help employees get used with new roles and

responsibilities usually after promotion. When an employee gets promoted from one level to

next level, the skills required to do his/her job changes and training programmes are essential in

equipping the employee with the new skills.

Training programme is also a way for the company to showcase to its employees that it cares

for employees self development. This plays a big role in increasing the loyalty that an

employee feels towards its organization

Employees feedback on the training programme is essential to understand the effectiveness of

training programme. Most times, employees better understand the kind of training programme

that would help them. It is important to get employees opinion before the creation of new

training programmes.

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CHAPTER-VIII

8.1 LIMITATIONS OF THE STUDY

.Given that HCL peripherals in a national player, it is not easy to understand the true nature

of the training programmes by surveying HCL Peripherals employees based out of

Pondicherry. The local factors such as training facilities in Pondicherry and quality of the

trainers play a big role in the determining employees perception of the training

programmes.

The results are only based on 50 HCL Peripherals employees selected in a random manner.

For a division as large as HCL Peripherals, it may not be indicative of the overall

perception of the training programmes.

Given that the study was conducted over a short period of time, it is impossible to surface

all the aspects of training programmes.

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8.2 SCOPE FOR FURTHER STUDY

This study could compare HCL Peripherals training programmes with its peers in the same

industry group. Through the comparison, one can establish how well the company trains itsemployees when compared to its competition.

This study could be conducted to understand the relationship between the money spent on

training an employee and the money saved on through an increase in employees efficiency.

This could throw light on whether training programmes are good for the company.

This study could be conducted on training programmes at different levels of the employee

hierarchy. It would be interesting to note if the company pay the same level of focus in

developing low-level employees as it does in developing upper-management.

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ANNEXURE-IQUESTIONNAIRE

A STUDY ON EFFECTIVENESS OF TRAINING PROGRAMME AT HCL

PERIPHERALS

I. General Questions:

1.name:

2.age:a)18-25 b)25-30 c)30-35

3.gender: a)male b)female

4.educational qualification: a)secondary b)diploma c)UG d)PG

II. Employees view:

1.Are you aware of the training programme conducted in your organization? a)Yes b)No

2. Have you attended any training programmes so far? a)Yes b)No

3. What do you feel about the nature of training programme you have attended?

a)Mostly related to my work b)General c)Not related to my work

4. Do you wish to undertake training programmes in the future? a)Yes b)No

5. How will you rate the overall quality of the training programmes you have attended?

a)Poor b)Good c)Excellent

III. Impact of training programme on trainees:

1. Do you agree that the training programme helped you to pick up new technical skills?

a)Agree b)Neither Agree Nor Disagree c)Disagree

2. Do you agree that the training programme helped you to develop leadership skills?


3. Do you agree that the training programme helped you to develop soft skills like communications

skills, team work skills etc.? a)Agree b)Neither Agree Nor Disagree c)Disagree

4. Do you agree that after attending the training programme, you can perform better at your job?


5.Do you agree that the training programme helped you to develop customer service skills?


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6. Do you agree that attending the training programme has improved your chances of getting

promoted? a)Agree b)Neither Agree Nor Disagree c)Disagree

IV. Quality of topics covered:

1. Were the topics covered in the program relevant, interesting and pertinent to your work? a)Yes

b)No

2. Do you agree that all the relevant topics related to the programme objectives were covered in the

training programme?


3. Was the right amount of time spent on each of the topics covered during the training

programme?

a)Yes b)No

4. Were the topics covered easy the understand? a)Yes b)No

5. Overall, how do you rate the quality of the topics covered?

a)Poor b)Good c)Excellent

V. Trainees feedback:

1. How satisfied were you with your organization training programmes?

a)Very Satisfied b)Satisfied c)Neither Satisfied Nor Unsatisfied d)Unsatisfied e)Very

Unsatisfied

2. What type of improvements would you suggest to the training programmes?

a)No Improvements Needed b)Make the content more relevant and interesting

c)Shorten the training programmed)Lengthen the training Programme

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ANNEXURE-II

BIBLIOGRAPHY

BOOKS:

1.KOTHARI,C.R RESEARCH METHODOLY,PUBLISHED BY TATA MC.GRAW-HILLPUBLISHING COMPANY LTD.,13TH EDITION,1982.2. GUPTA,S.P.,AND GUPTA M.P,BUSINESS STATISTICS,PUBLISHED BY SULTANCHAND & SONS, THIRTY FOURTH EDITIONS,2005.

WEBSITES:

1. www.managementhelp.org

2. http://www.hbg.psu.edu

3. http://www.mactec.com

4. http://www.hrcouncil.com

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