Kisti Abes

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Summer Training project Report

on

RECRUITMENT SELECTION

TRAINING DEVELOPMENT

For

HIMALAYA INFRACON L.T.D

Submitted for the partial fulfillment of the AwardsOf

Master of Business Administration

DEGREE

(Session : 2014 - 2015)

SUBMITTED BY

KIRTI AGGARWAL

1303270034

UNDER THE GUIDANCE OF

Mrs. POOJA TIWARI

Department of Business Administration

ABES ENGINEERING COLLEGE, GHAZIABAD

AFFILIATED TO

UTTAR PRADESH TECHNICAL UNIVERSITY,

LUCKNOW


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ACKNOWLEDGEMENT

I take this opportunity to express my sincere appreciation and deepest gratitude to my industry

guideMrs. SanchitaBajpaiand otherstaffn members of HIL. Without their valuable and patient

guidance and cooperation it wont have been possible to complete my project report, which

sustained and stimulated deep interest in the study. Under his guidance and supervision I have

learned many new things and real life working experience.

I really appreciate all the hard work youve done to help me. I have learnt so much, and its all

thanks to you!You were there for me every step of the way, and I wholeheartedly appreciate

everything youve done for me.

I would also like to express my hearties gratitude to Prof. RK SINGHAL( HOD Sir) and

Mrs. Pooja Tiwari who acted as my faculty guide has helped me and motivated me at various

point of times to work and give my best to this project. I also want to thanks all the faculty

members of ABES EC COLLEGE who have helped me in completing my project.

I want to thank all those who have directly and indirectly helped me in completing my project

report.

KirtiAggarwal


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LIST OF CONTENT

PART I

Chapter I

1. Introduction 8-9

2. Company Profile 10-12

3. Need Of The Study 13

4. Scope of study 14

5. Objective of study 15

PART II

Chapter II

1. Research Methodology (sample size, instrument used, and methods of data Collection) 17-20

2. Limitation 21

Chapter III

1.Descriptive work on subtopic of study 23-55

Chapter IV

1. Data Analysis & Interpretation 57-75

Chapter V

1. Finding, Conclusion & Suggestion. 77-85

Chapter VI

1. Bibliography 87

Chapter VII

1.Appendices 89-104


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Part I


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Chapter I


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INTRODUCTION

1.Recruitment and selection are essentially concerned with finding, assessing and engaging

newemployees or promoting existing ones. As such, its focus is on matching the capabilities and

interests of prospective candidates with the demands and rewards of a given job. Recruitment

and selection decisions are amongst the most important of all decisions that managers have to

make because they are a prerequisite to the development of an effective workforce.

It should be noted that recruitment is only one aspect of human resource management. It needs to

be underpinned by a clear linking of the objectives and strategy of the organisation to the jobs

people are asked to do.

It should be supported by properly evaluated HRM systems, such as resource management,

training and development programmes, career progression, performance management, health and

safety and welfare issues.

2.Training can be introduced simply as a process of assisting a person for enhancing his

efficiency andeffectiveness to a particular work area by getting more knowledge and practices.

Also training is important to establish specific skills, abilities and knowledge to an employee.

For an organization, training and development are important as well as organizational growth,

because the organizational growth and profit are also dependent on the training.

But the training is not a core of organizational development. It is a function of the organizational

development.Training and Development is the framework for helping employees to develop their


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COMPANY PROFILE

Himalaya Infracon Ltd. is established premier real estate Developer Company. Customers have

trusted us to deliver innovation and excellence in a board variety of fields. Himalaya Infracon

Ltd. brings the Group Philosophy to the real estate industry by continually raising its

performance and thereby remaining the most professional, reliable & accomplished company in

the country. Himalaya Infracon Ltd. is firmly committed to provide excellence in everything it

does.

The management takes this promise seriously and drives its organization all steps of operations.

The company has thorough procedures for forecasting the potential of location which is lead by

team of highly qualified managers with years of experience in the real estate industry.

Once a location is identified as potential development opportunity. Himalaya Infracon Ltd.

works with best landscape architects & project managers to bring life to the project. Company

surpasses international standards in everything it does. All the systems & basic infrastructure

employed by the organization are calibrated to match the best available in real estate industry.

Himalaya Infracon Ltd. has become a highly successful business due to a simple philosophy,

reliability & excellence of service with optimal utilization of resources available in real estate

industry.

Himalaya Infracon Ltd. believes in constant improvement and sees enormous opportunities for

growth in the coming years. Indias booming economy is dramatically increasing the need for

quality real estate creation & development.


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Company is now ideally situated to build on its successful beginning by leveraging gained brand

image to achieve exponential growth Himalaya Infracon Ltd. is registered under Companies

Registration Act 1956 with the registrar of the companies vide incorporation certificate number

U45400DL2013PTC256718 by considering the business objectives and social responsibilities in

the framework of legalities. India has a great opportunity to work in the field of real estate and

agriculture. By considering this fact, Himalaya Infracon Ltd. developed some benefit plans and

revolutionary models, which provide benefits to all people. Himalaya Infracon Ltd. works under

Companies Act and abides to the rules and regulations, Guidance & Control.


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Himalayan Infracon Private Limited was registered on 21 February, 2008. Himalayan Infracon

Private Limited's Corporate Identification Number (CIN) is U70101AS2008PTC008601,

Registeration Number is 008601.

Their registered address on file is 509 SreemantaMarketa T Road, Guwahati - 781001, Assam,

India.

Himalayan Infracon Private Limited currently have 2 Active Directors / Partner PriyamPorwal,

MadhuPorwal,and there are no other Active Directors / Partners in the company except these 2

officials . Himalayan Infracon Private Limited is currently in Active Status.

Mission

Our mission is to create a culture that leverages the strengths and talents of our employees,

fosters client satisfaction and gives us a framework that helps in forming a niche in the real estate

industry.

Vision

Our vision is to develop ideal investment opportunities and innovative real estate solutions, both

locally and globally that exceed our clients expectations
http://corporatedir.com/officer/00373881http://corporatedir.com/officer/00373881http://corporatedir.com/officer/00379881http://corporatedir.com/officer/00379881http://corporatedir.com/officer/00379881http://corporatedir.com/officer/00373881


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NEED OF THE STUDY

It makes possible to choose the right person in the right time at the right place. it also

makes it possible to acquire the number and type of people necessary to ensure the

continued operation of the organization.

Recruitment follows hr planning and goes hand in hand with selection process by which

organizations evaluate the suitability of candidates with successful recruiting in create a

sizeable pool of candidates even the most accurate selection system is of little use

Training is also necessary for the individual development and progress of the employee,

which motivates him to work for a certain organisation apart from just money.

We also require training update employees of the market trends, the change in the

employment policies and other things.

Change:The word change encapsulates almost everything. It is one of the biggest factors

that contribute to the need of training and development. There is in fact a direct

relationship between the two. Change leads to the need for training and development and

training and development leads to individual and organisational change, and the cycle

goes on and on. More specifically it is the technology that is driving the need; changing

the way how businesses function, compete and deliver.

Development:It is again one the strong reasons for training and development becoming

all the more important. Money is not the sole motivator at work and this is especially

very true for the 21st century. People who work with organisations seek more than just

employment out of their work; they look at holistic development of self. Spirituality and

self awareness for example are gaining momentum world over. People seek happiness at

jobs which may not be possible unless an individual is aware of the self. At ford, for


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SCOPE OF THE STUDY

To define the process and flow of activities while recruiting , selecting and appointing personnel

on the permanent rolls of an organization .

The scope of the study covers in depth, the various training practices, modules, formats being

followed and is limited to the company HIL and its employees. The different training

programmes incorporated/facilitated in HIL through its faculties, outside agencies

or professional groups. It also judges the enhancement of the knowledge & skills of employees

and feedback on its effectiveness


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OBJECTIVE OF THE STUDY

To study the recruitment and selection process with training and development at HIL ,

andthen according to make suggestions

To fulfill the ultimate aim of selecting the best human material available.

To Selecting the most suitable candidate in relation to the job in view.

To assist current employees to function better, in terms of their job performance, by

exposing them to latest information, technology and concept.

To reduce grievances and minimize accidental rates.

To enable employees to work in more effective way to reduce learning time.

Supervision, time, wastage and spoilage of raw material and produce quality product.

To enable personal growth and encourage employees morale towards work and

organization.


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CHAPTER II


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RESEARCH METHODOLOGY

Research is a common language refers to a search for knowledge. Research is a scientific and

systematic search for pertinent information on a specific topic. In fact, research is an act of

scientific investigation. Research Methodology is a systematic way to solve research problem

that may be understood as a science of studying how research is done scientifically. In it we

study the various steps that an generally adopted by a researcher in studying his research

problem. It is necessary for the researchers to know not only research methods/techniques but

also the methodology. The scope of research methodology is a wider than that of research

methods.

The research process consists of a series of closely related activities .At times, the first step

determines the nature of the last step to be undertaken how research problem has been defined, in

what way and why hypothesis has been formulated, what data has been collected and what

particular method have been adopted and similar other question are usually answered when we

talk of research methodology concerning a research problem or study.


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SAMPLE SIZE

The sample size of a statistical sample is the number of observations that constitute it. It is

typically denoted n, a positive integer ( natural number )

Trainees: 20

The sample size chosen was Trainers: 10

The 10 faculty members were chosen from the total faculty strength of 50

The respondents were chosen randomly.

The 20 respondent chosen were from different departments and different levels in the

organization. They also were chosen randomly.

My sample size is 60 in which I have taken 20 trainees members and 10 trainers members and 10

faculty members from the total faculty strength which is chosen randomly and 20 respondent

chosen from different department at different level they are also chosen randomly.

My total sample size is 60


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DATA COLLECTION

Data collection is the process to gather information about the relevant topic of research, which is

being done by research .Data collection is a term used to describe a process of preparing and

collecting data.

METHODS OF DATA COLLECTION

PRIMARY DATA

The primary data are those data which are original, that is, those in which little or no grouping

has been made, the instance being recorded or itemized or encounted. They are essential raw

materials.

Primary data was collected through a structured non- disguised questionnaire. Two

questionnaires were designed: one for the trainers and other for the trainees.

Statistical methods used for analysis of data collected were.

Tally Method

Method of moving averages bar graphs and pie charts.

SECONDARY DATA

A secondary source is a publication, reporting the data which have been gathered by other

authorities and for which others are responsible .


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LIMITATION

The main limitation faced while conducting the research was the availability of the staff

members at the training institute of the HIL. It was very difficult to be able to meet

them personally, since most of them were busy with hectic training schedule.

People took a lot of time to fill the questionnaire. In some cases they forget to fill the

questionnaire due to their work overload which required collecting their responses due

to which training period extended.

Sufficient information was not available regarding the recruitment process due to the

confidentiality.

As the HIL has passed only its two years still there is not proper recruitment process

and I did not get much information on


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CHAPTER III

WHAT IS RECRUITMENT


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Recruitment is the process of finding and attracting capable applicants for employment. The

process begins when new recruit are sought and ends when their applications are submitted. The

result is a pool of applicants from which new employee are selected.

In any other words Recruitment is defined as the process of searching for prospective

employees and simulating and encouraging them to apply for a job in an organization.

In the words of Yoder, Recruitment is theprocess to discover the sources of manpower to meet

the requirement of the staffing schedule and to employ effective measures for attracting that

manpower in adequate number to facilitate effective selection on an efficient working force.

RECRUITMENT NEEDS ARE OF THREE TYPES: -

Planned:Planned needs arise from changes in the organization and retirement policies.

Anticipated:These are those movements in personal, which an organization can predict by

studying trends in the internal and external environment.

Unexpected:Resignation, deaths, accidents and illness.

Give rise to unexpected needs.

SOME INTERESTING THINGS ABOUT RECRUITMENT: -


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Recruitment is a process or a series of activities rather than a single act or event.

Recruitment is linking as it brings together those with jobs and those seeking jobs.

Recruitment is a positive function as it seeks to develop a poll of eligible person from

most suitable person can be selected.

Recruiting is a persuasive function as all organization engages in recruiting activities.

Recruiting is a complex job because too many factors affect it. E.g., image of the

organization nature of jobs offered, organizational policies, working condition and

compensation levels in an organization, rate of growth of an organization, past

recruitment record, employment conditions in a community, trade unions attitude, labor

laws, culture and environment, government policies. Most of these factors serve as

constraints restricting the freedom of management in recruitment

.

The basis purpose of recruitment is to locate the source of people required to meet job

recruitment and attraction such people to offer them for employment in an organization.

PURPOSE AND IMPORTANCE OF RECRUITMENT


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The general purpose of recruitment is to be provided a pool of potentially qualified job

candidates. Specially, the purposes are to:

Determine the present and future requirements of the organization in conjunction with

its personnel planning and job-analysis activities.

Increase the pool of job candidates at minimum cost. Help increase the success rate of

selection process by reducing the number of visibly under qualified or overqualified job

applicants.

Meet the organizations legal and social obligations regarding the composition of its

work force.

Begin identifying and preparing potential job applicant who will be appropriate

candidates.

Increase organizational and individual effectiveness in the short term and long term.

Evaluate the effectiveness of various recruitment techniques and sources for all types of

job applicants.

To search for talent globally and not just with in the company.

The RECRUITMENT PROCESS


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Having the right person, in the right place, at the right time, is crucial to organizational

performance. Recruitment is a critical activity, not just for the HR team but also for line

managers who are increasingly involved in the selection process.

JOB ANALYSIS

Before recruiting for a new or existing position, it is important to invest time in gathering

information about the nature of the job.

Ways to gather this information include observation, questionnaires, interviews or work

diaries. This analysis can form the basis of a job description and person specification.

JOB DESCRIPTION

Carrying out a job analysis will form the basis of a written job description. This benefits the

recruitment process by:

Providing information to potential applicants and recruitment agencies that may be

recruiting on your behalf.

Acting as an aid in selection; e.g. when designing assessment activities and making

decisions between candidates.

The analysis can also be used to communicate expectations about standards to

employees and managers to help ensure effective performance in the job.


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PERSON SPECIFICATION/JOB PROFILE

A person specification or job profile states the necessary and desirable criteria for selection.

Increasingly such specifications are based on a set of competencies identified as necessary

for the

performance of the job. In general, specifications should include details of:

Skills, aptitude, knowledge and experience.

Qualifications (which should be only those necessary to do the job - unless

candidates are recruited on the basis of future potential e.g. graduates).

Personal qualities relevant to the job, such as ability to work as part of a team.

ATTRACTING APPLICATIONS

Internal methods

It is important not to forget the internal talent pool when recruiting. Providing opportunities

for development and career progression is an important factor for employee retention and

motivation. These schemes usually offer an incentive to existing employees to assist in the

recruitment of family or friends.


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EXTERNAL METHODS

There are many options available for generating interest from individuals outside the

organization. These include placing advertisements in trade press newspapers and on the

Web.

SCREENING APPLICANTS/MANAGING APPLICANTS

The following steps should be completed when screening the applications are to be

undertaken by the organizational institutes.

Record the names of all applicants who submitted applications/resumes.

Specify the short-list criteria.

Record all short-listed applicants.

DEALING WITH APPLICATIONS

All solicited applications (e.g. responses to advertisements) should be acknowledged, and

where possible all unsolicited applications.

All applications should be treated confidentially and circulated only to those individuals

involved in the recruitment process.

SELECTING THE CANDIDATES

Selection decisions should be made after using a range of tools appropriate to the time and

resources available. All tools used should be validated and constantly reviewed to ensure

their fairness and reliability.


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SHORT LISTING

The first stage in the selection process is the creation of a list from the pool of applications

received of those to be invited for interview or other assessment activity. The process should

be informed by the person specification - if time has not been spent planning an accurate

person specification this process can be overwhelming if a high volume of applications is

received.

SELECTION INTERVIEWS

Interviews have very poor predictive ability of suitability if conducted by untrained

individuals in an unstructured way.

Always be conducted or supervised by trained individuals.

Be structured to follow a previously agreed set of questions mirroring the person

specification or job profile

Allow candidates the opportunity to ask questions.

ASSESMENT CENTRES

Assessment Centers test candidates on a range of work-related activities as individuals and in

groups. Studies have shown that they have higher validity than interviews when predicting

future job performance. Psychological or occupational testing is also a widely used selection

technique.


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MAKING THE APPOINTMENT

Offers of employment should be made in writing. It is important that employers are aware of

the legal requirements of what information should be given in the written statement of

particulars of employment.

JOINING THE ORGANIZATION

Well-planned induction enables new employees to become fully operational quickly and

should be integrated with the recruitment process.

EVALUATION OF RECRUITMENT PROCESS

The recruitment process has the objective of searching for and obtaining applications from job

seekers in sufficient numbers and quality.

Evaluation might include:

Return rate of applications sent out.

Number of suitable candidates for selection.

Retention and performance of the candidates selected.

Cost of the recruitment process.

Time lapsed data.

Comments on image projected.


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FIVE ELEMENTS OF RECRUITMENT PROCESS

Recruitment Policy.

Recruitment organization.

Development sources of recruitment.

Techniques used to tab these resources.

Methods of assessing the Recruitment Programme.


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SOURCES OF RECRUITMENT

There are two sources of recruitment:

RECRUITMENT

INTERNAL SOURCE

Includes present employees, employee referrals, former employees, and former applicants

INTERNAL SOURCES EXTERNAL

SOURCE


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PRESENT EMPLOYEES

Promotions and transfers from among the present employees can be a good source of

recruitment. Promotion to higher positions has several advantages. They are - it is good public

relation, It built morale, it encourages competent individuals who are ambitious.

EMPLOYEE REFERRALS

This can be a good source of internal recruitment. Employees can develop good prospects for

their families and friends by acquainting

them with the advantages of a job with the company, furnishing cards of introduction, and even

encouraging them to apply.

FORMER EMPLOYEES

Former employees are also an internal source of applicants. Some retired employees may be

willing to come back to work on apart-time basis or may recommend someone who would be

interested in working for the company. An advantage with this source is that the performance of

these people is already known.


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ADVANTAGE OF EXTERNAL RECRUITMENT

As recruitments are done from wider market, best selection can be made irrespective of

sex, caste or religion.

Expertise and experience from other organization can be brought.

It helps to bring new blood and new ideas into the organization.

DISADVANTAGE OF EXTERNAL RECRUITMENT

It is more expensive and time consuming to recruit people from outside.

The employees being unfamiliar with the organization, their orientation and training is

necessary.

If higher-level jobs are filled from external sources, motivation and loyalty of existing

staff is affected.

METHODS OF RECRUITMENT

Recruitment methods or technique are the means by which organization establishes contact

with potential candidates, provides them necessary information and encourages them to apply

for the jobs. Various methods employed for recruiting employees can be classified into the

following categories:

DIRECT METHOD

Under this method recruiting scouting, employee contacts, manned exhibits and w waiting

lists are used


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INDIRECT METHOD:

Advertisement in newspaper, journals, on the radio and television are to publicize vacancies.

This method is appropriate when the Organizations wanted to reach out to a large target

group scattered geo graphically.

THIRD PARTY METHOD:

Various agencies can be used to recruit personnel. Public employment exchanges,

management consulting firms, professional societies, trade unions, and labour contractors are

the main agencies. In addition, friends and relations of existing staff and deputation method

can also be used.

RECRUITMENT PRACTICES IN INDIA

In general, the recruitment practice of industries in India depends on the following sources of

recruitment:

Internal Sources

Public Employment Exchanges.

Executive search agencies/consultant


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SELECTION AND SELECTION PROCESS

WHAT IS SELECTION

Selection is the process of choosing the most suitable persons out of all the applicants. In this

process the relevant information about applicants is collected through a series of steps so as to

evaluate their suitability for the applicants with the job requirements. Selection can also be

described as the process of rejection because generally more candidates are turned away than are

hired.

The purpose of selection is to pick up a right person for every job.

Selection is an important function as no organization can achieve its goals without selecting the

right people. Scientific selection and placement of personnel can go a long way in building up

stable workforce. It helps to reduce absenteeism and labor turnover.

Proper selection is helpful in increasing the efficiently and productivity on an enterprise.

SELECTION PROCEDURE

The selection process consists of series of steps. There is no standard selection procedure to be

used in all organizations for all type of jobs. But still the steps involved in employee selection

can be described as under:


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PRELIMINARY INTERVIEW

First of all, initial screening is done to weed out totally undesirable/unqualified candidates at the

outset. Preliminary interview is essentially a sorting process in which prospective candidates are

given the essential information about the nature of the job the company and the candidate.

APPLICATION BANK

Application form is a traditional and widely used device for collecting information from

candidates. The application form should provide relevant to selection. Application form helps to

serve several objectives.

Scrutiny of forms helps to weed out candidates who are lacking in education,

experience or some other eligibility traits.

It helps in formulating questions to be asked in the interview.

Data contained in application form can be stored for further reference.

SELECTION TEST

Psychological tests are being increasingly used in employee selection. A test is a sample of some

aspect of an individuals attitudes, behavior and performance. It also provides a systematic basis

for comparing the behavior, performance and attitudes of two or more person.


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EMPLOYMENT INTERVIEW

An interview is conservation between two people. In selection it involves a personal,

observational and face-to face appraisal of candidates of candidates for employment. Interview is

an essential element of selection and no selection procedure is complete without one or more

personal interviews.

MEDICAL EXAMINATION

Applicants who have crossed the above stages are sent for a physical examination either to the

companys physician or to a medical officer approved for the purpose.

REFERENCE CHECKS

The applicants is asked to mention in his application form the names and address of two or three

persons who know him well. These may be his previous employer, head of education institutions

or public figures. The organization contacts them by mail or telephone. They are requested their

frank opinion about the candidate without incurring any liability.

FINAL APPROVAL

In most of the organization selection process is carried out by the human resources department

are recommendatory. Executives of the concerned departments/units finally approve the

candidate short- listed by the department. Employment is offered in the form of appointment


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letter mentioning the post, rank, Salary grade, and the date by which the candidate should join

and other terms and conditions in brief.

PSYCHOLOGICAL TESTS

Non-Verbal processes like psychological test are also being increasingly used in selecting

employees. These tests are done through eye contract, attitude and behavior of an individual.

Tests help to identify talent that may otherwise be over-looked.

TYPES OF TEST

TESTS

APTITUDE

TESTS

ACHIEVEMENT

TESTS

PERSONALITY

TESTS

INTEREST TESTS


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INTERVIEWS

Interview is a face-to-face interaction between two persons for a particular purpose. It is widely

used not only in employee selection but also for placement, orientation, appraisal, disciplinary

action, exit or separation, counseling and general problem solving.

In selection process, interviews serve the following purpose:

To crosscheck or verify the information obtained in earlier steps i.e. application form

and tests.

To judge the candidates qualification and characteristics so as to decide whether ornot

to select him.

TYPES OF INTERVIEW

INFORMAL INTERVIEW

Such interview may take place anywhere. It is not planned and is used when the staff is

required urgently. When a candidate inquires about the vacancies after reading and

advertisement, it is an example of informal interview.

FORMAL INTERVIEW

This type of interview is pre-planned and is held in a formal atmosphere. All the formalities

and procedure e.g. the venue, the time, the panel of interviews, and the questions to be asked

are decided in advance.


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PATTERNED OR STRUCTURED INTERVIEW

Such interview is fully planned to a high degree of accuracy and precision. It is based on the

assumption that to be most effective every pertinent details should be worked out in advance.

STRUCTURED INTERVIEW

A predetermined checklist of questions, usually asked of all applicants. Useful for valid result,

especially when dealing with large number of applicant.

Few, if any, planned questions. Questions are made up during the interview. Useful when the

interviewer tries to probe personal details to the candidate to analyze why they are not right for

the job.

UNSTRUCTURED INTERVIEW

STRESS INTERVIEW

The purpose of such interview is to find out how a candidate behaves in stressful situations i.e.

whether he loses his temper, gets confused or frightened or feels frustrated. Stress interview is

used for jobs wherein emotional balance.

PANEL OR BOARD INTERVIEW

Such interview is conducted by a group of interviewers .It seeks to pool the collective wisdom

and judgment of several interviewers. Questions are asked in turn or at random.Interview is a

widely used method of employee selection. But it suffers from several pitfalls, some of which

arePersonal Bias, Halo Effect, Constant Error, Leniency, Projection, Stereotyping


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TRAINING AND DEVELOPMENT

TRAINING

Training is basically a task-oriented activity aimed at improving performance in current of future

jobs. The term management training connotes equipping managers with such knowledge, skills

and techniques as are relevant to managerial task and functions.

DEVELOPMENT

Development encompasses the whole complex process by which employees as individual learn,

grow, improve their abilities to perform a wide variety of roles within and outside organization

and acquires socially desirable attitude and values.

Why is there a need for training and why have we chosen to study this topic?

Organization viability and the transformation process. The primary concern of an organization is

its viability and hence its efficiency. There is continuous environmental pressure for efficiency,

and if an organization does not respond to this pressure it may find itself rapidly losing whatever

share of the market it has. Employee training therefore imparts specific skills and knowledge to

employees in order that they contribute to the organization efficiency and beable to cope

withpressure of changing environment.


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REQUIREMENTS AND ADVANTAGES OF TRAINING

To match employees specification with the job requirements and organization needs.

To match technological advancement.

To overcome organizational complexity.

To cope up with change in job assignment

To prepare employee both new and old to meet the present as well as changing

requirement of the job and the organization.

To build up a second line of competent officers and prepare them to occupy more

responsible positions.

To ensure smooth and efficient working of a department.

To ensure economical output of required quality and improve the quality of work.

To impart the new entrants the basis knowledge and skill they need for an intelligent

performance.


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PROCESS OF TRAINING

ORGANISATIONAL OBJECTIVES AND

STRATEGIES.

ASSESSSMENT OF TRAINING NEEDS.

ESTABLISHMENT OF TRAINING GOAL.

DEVISING TRAINING PROGRAMME.

IMPLEMENTATION OF TRAINING

PROGRAMME.

EVALUATION OF RESULTS


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ORGANISATIONAL OBJECTIVE AND STRATEGIES

The first step in the training process in organization is the assessment of its objectives and

strategies. What business are we in? At what level of quality do we wish to provide this product

or service? Where do we want to be in the future? It is only after answering these and other

related question that the organization must assess the strengths and weaknesses of its human

resources.

NEEDS ASSESSMENT

Need assessment diagnoses present problems and future challenges to be met through training

and development? Organizations spend vast sums of money on training and development. Before

committing such huge resources, organizations would do well to assess the training needs of

their employees.

PERFORMANCE

DEFICIENCY

LACK OF SKILL OR

KNOWLEDGE

OTHER CAUSES

TRAINING NON-TRAINING

MEASURES


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TRAINING AND DEVELOPMENT GOALS

Once training needs are assessed, training and development goals must be established. Without

clearly set goals, it is not possible to design a training and development programme. Goal must

be tangible, verifiable, and measurable.

DESIGNING TRAINING AND DEVELOPMENT PROGRAMME

Every training and development programme must address certain vital issues- who participate in

the programme? Who are trainers? What methods and techniques are to be used for training?

What should be the level of training? What learning principles are needed? Where is the

programme conducted?

WHO ARE TRAINEES?

WHO ARE TRAINERS?

WHAT METHODS AND

TECHNIQUES?

WHAT SHOULD BE LEVEL OF

TRAINING

WHAT PRINCIPLES OF LEARNING?


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TRAINING METHODS

On-the-job.

Off-thejob.

On-the-jobmethods refer to that method that is applied in the workplace, while the employee is

actually working.

Off-the-jobmethods are used away from workplaces.

IMPLEMENTATION OF THE TRAINING PROGRAMME

Once the training programme has been designed, it needs to be implemented.

Programme implementation involves action on the following lines:

Deciding the location and organizing training and other facilities.

Scheduling the training programme.

Conducting the programme.

Monitoring the progress of trainees.


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EVALUATION OF THE TRAINING PROGRAMME

The last stage in the training and development process is the evaluation of result. Since huge

sums of money are spent on training and development, how far the programme has been useful

must be judged/ determined. Evaluation helps determine the results of the training and

development programme.

PRINCIPLES OF EVALUATION

Evaluation of the training programme must be based on the following principles:

Evaluation specialist must be clear about the goals and purpose of evaluation.

Evaluation must be continuous.

Evaluation must be specific.

Evaluation must provide the means and focus for trainers to be able to appraise

themselves, their practices, and their product.

Evaluation must be based on objectives methods and standards.

CRITERIA FOR EVALUATION

HR professionals should try to collect four types of data while evaluating training

programmes:

Measure of reaction.

Learning.

Behavior Change.


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WEAKNESSES, WHICH REQUIRE IMPLEMENTING TRAINING

AND DEVELOPMENT PROGRAMMES:

Low employee morale.

Absenteeism.

Lack of communication.

Less skilled workers.

Tendency of slow working

Risk hazards

Laziness and boredom.

Leave during rainy seasons.

Lack of imitativeness.

Lack of sense of belongingness to company.

Old machinery.

TRAINING INPUT

There are three basis types of skills, attitude and knowledge.

The primary purpose of training is to establish a sound relationship between the worker and

his job- the optimum max-task relationship. Such relationship is at the best when the workers

attitude to the job is right, when the workers knowledge of the job is adequate and he has

developed the necessary skills.


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AREAS OF TRAINING

Areas of training can be classified into the following categories.

Training in company policies and procedures (induction training).

Training in particular skills.

Training in human relation.

Managerial and supervisory training.

Apprentice Training.

LEARNING AND TRAINING

Irrespective of the type or method of training, trainer has to keep in mind some of the principles

of learning or motivation which Would enhance international of what is taught.

MOTIVATION

A trance needs to have a desire to learn and benefit from the program. If he is not interested, or is

demotivated, then the learning outcome is going to be insignificant and the company will have to

spend its money badly. On the other hand, being too intense about learning and outcome may

result in setting over ambitious goals for the individuals.

REINFORCENMENT

Following on the concept of motivation is that of reinforcement for learning to take place and be

internalized to the desire extent, trainees rewarded or given some encouragement.


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FEEDBACK

During the training process, it is useful for the trainee to be told how he is progressing. The

knowledge of result is, several researchers have confirmed, an effective motivation. Constant and

periodic feedback has positive effects on the trainees learning. Unless the trainee knows how

close his performance comes to the desired standard, he will not have an opportunity to improve.

TRANSFER OF TRAINING

The 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 elements are incorporated in the training situation from the

job role, either existing or proposed.

REPETITION

Repetition etches a pattern into our memory e.g.- when one studies for an examination; it is

necessary to repeatedly go over ideas so that they can be recalled latter.

RELEVANCE

Relevance relates to the meaningful use of material, which aids learning. Trainers usually

explain in the overall purpose of a job to trainees before assigning them a particular task.

BENEFITS OF TRAINING

The several positive benefits of training are: -

Training helps employees to learn their job and attain desired levels of performance


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speedlythus cutting costs and contributing to better utilization of machines and material

for ex, in workers categories.

Training help to reduce the cost of raw material and product reducing losses due to

waste, poor quality products and damage to machinery which wouldresult if an

untrained employee were to learn on his own.

Employee motivation is enhanced when employees know that the firm would provide

them training opportunities to increase their skill and knowledge, thus enabling them to

develop and qualify for higher posts. Thus cooperation could help to reduce employee

turnover, absenteeism, accidents, dissatisfaction and grievances.

Finally, training aids in the development of individual skills, better methods, and new

equipment, and sometimes-new work place, relationship such as process would also

facilitate technological change by updating the visibility of employees.

TRAINING BUDGETS

A training budget for each internal program has to prepared, which include cost of facilities like

training room, food, transport, guest faculty, if any and cost of teaching materials. In fact, the

cost to the organization should also include the wages and salary of employee participants who

would be temporarily pulled out of their regular jobs being done by some one else. The reason

for costing the trainee employees, salary would be that they would not be making any

contribution to the company during the training period, and that this is an additional burden on

the companys finances.


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EVALUATION OF TRAINING

Evaluation of any activity is important, since in evaluating one tries to judge the value or worth

of the activity, using the information available.

PURPOSE OF EVALUATION

Evaluation, by bringing to the fore weakness and failures strength and successes, help to

improve training methods. Evaluate helps management to answer the following question.

The relevance of the programmes to the organizations needs what changes if any should be made

in existing programmes to realign to the organizations needs.

Feedback on the choice of areas of training will also need to be examined in the context of its

contribution to the organizations effectiveness.

Should the money continue to be spent on this activity, or another more relevant

activity that will improve attainments of the organizations objective?

Reaction from trainees about the training program can help identify its strength and weaknesses.

These reactions can be used as a base for the improvement of programmes, but those evaluating

must first be definite about the aspects they are interested in investigating.

An evaluation of training method or system must also take into account the suitability of

objectives if the objective were inadequately formulated in the first place, even a good training

programme has a really no chance to effective ,Evaluation of objectives helps to bridge the gap

between needs and objective.


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Chapter IV

DATA ANALYSIS AND DATA INTERPRETATION


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Data analysis is a process of gathering, modelling and transforming data with the goal of

highlighting useful information, suggesting conclusions and supporting decisionmaking

Statistical methods used for analysis of data collected were.

Tally Method

Method of moving averages bar graphs and pie charts.

Are the employees involved in identifying their training needs/areas of training?

Which are the various areas in which training is imparted?

Company policies and procedure.

Functional Skills.

Human Relation.

Problem Solving.

Management and Supervising.

Apprentice Training.

RESPONSES NO OF RESPONDENT SAYING

Yes 17

No 3


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ON-THE-JOB: -

Different location with the location in change.

Practical Work.

OFF-THE- JOB: -

Lectures.

Audio-visual Aids.

simulation.

Discussions.

Seminars.

Workshop.

Project Work.

DO you think methods used are relevant and effective?

What are your objective in attending a training program?


Yes 17

No 3


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Gain Knowledge in my area.

To enjoy social get together.

Develop Competencies.

Self-Development.

Personal Satisfaction.

Overcome mental blockage

Eliminate complacency.

Do you think your objective of attending the training program is normally achieved?

What are the areas in which training should be imparted?

Technical Skills

Managerial Skills.

Computers.

Functional Areas.

Interpersonal Relation.

Behavioral Skills.

Handling workforce in the age group of 45-50.


Yes 20

No 0


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Human Relations.

Communication Skills.

Are you provided with adequate continuing training to keep you abreast of changes in

the environment?

What are the methods used to evaluate the effectiveness-training program?

Feedback after training.

Improvement in performance.

Written test exams.

Does management take into consideration your training opinion on the training program

planning?


Yes 15

No 5


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Identify the shortcoming in the training programs, if any, regarding the following?

Physical Arrangement.

Faculty.

Training Methods.

Contents of the program.

Any other please specify

Participants not involved in training program planning .No other shortcoming were

mentioned

Have you communicated these problems to the management?


Yes 6

3


Yes 19

No 2


Yes 6

No 3

Not Applicable 11


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The tabulation of data collected was done in the previous chapter.

Here we will analyze and interpret the data and try to reach some final conclusion in the next

chapter. We first begin with the analysis of the data collected from the t & d staff. We will

analyze the responses to each of the question in sequence.

Methods used for training needs analysis from the data gathered, we can observe the

following

The training needs analysis is done generally by discussion with superiors and

departmental heads.

However, the participants themselves also play a vital role in identifying their own

training needs.

However, the participants themselves also play a vital role in identifying their own

training needs.

Also, performance appraisal sessions and customer feedback are two important way

through which training needs can be analyzed.


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DATA INTERPRETATION

IDENTIFICATION OF TRAINING NEEDS

90% of the respondents said that they were involved in the identification of their training needs,

whereas only 10% of respondents said that they were not involved.

EFFECTIVENESS OF TRAINING METHODS USED

15%

85%

yes

no

90%

10%

yes

no


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85% of the respondents said that the training methods used were relevant and effective.

ACHIEVEMENT OF TRAINING

Objectives

95% of the respondents felt that their main objective in attending a training program was

satisfied i.e. they gained what they expected to gain from the training program

CONTINUING TRAINING

95%

5%

yes

no

60%

40%yes

no


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Almost 40% of respondents felts that they were not being provided adequate training to keep

them abreast of the changing environment.

Although they agreed that they benefited from training program, They thought that emphasis

should be on training individual to prepare them for future uncertainties, for ex, managing

change.

INVOLVEMENT IN PROGRAM PLANNING

45% of the respondents said that the management does not take into consideration their opinion

on the training program planning. They are involved in TNA, but not in the program training

55%

45%yes

no


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COMMUNICATION OF PROBLEMS TO MANAGEMENT

Out of the 9 respondents who said that they were not involved in the TP planning. Only 6 (30%)

have communicated their dissatisfaction to the management.

Element that makes training program successful?

The table for earlier chapter is respondent here for convenience. From the above table, we can

obtain the ranking for each of the elements for example, we can clearly see that clear objective

has been ranked first by most of the respondents, hence we place it at the first position, as the

most important element in making as training program successful.

Reward and incentives has been ranked 7th

by most respondents, hence we assigned rank 7th

.

Good faculty is ranked 2nd

.By using the methods of moving averages we can see that contents

will be assigned rank 3rd

and right training method will be ranked 4th

.

Other ranking can be obtained similarly.

As the project topic was recruitment and selection process, in this unstructured interview with

the HR head of HIL was adopted.

30%

15%55%

yes

no

na


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ANALYSIS AND INTERPRETATION OF RECRUITMENT AND SELECTION

Perception of employees regarding the awareness of recruitment process.

The above analysis shows that 38% of the employees agree whereas 62% of them slightly agree

on the above statement as the mean score is 2.38 that mean that although the employees are not

fully aware of recruitment process in HIL but still they are slightly aware of recruitment process.

Recruitment process helps the HIL to attract best among the talent.

RESPONSE CATEGORY %COLUMN MEANSCORE

STRONGLY AGREE 0 2.38

AGREE 38

SLIGHHTLY AGREE 62

ISAGREE 0


STRONGLY AGREE 25

AGREE 62 2.99

SLIGHHTLY AGREE 0

DISAGREE 13


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the above statement. The mean score of the above analysis is 2.99 hence it could be interpreted

that the majority of employees feel the HIL is able to attract best talent pool through its

recruitment process.

Methods for recruitment process are satisfactory

From the above analysis it is clear that 25% of the employees strongly agrees, 49% of them

agrees and 13% of them slightly agrees but 13% of them disagree on the above statement, which

means that most of the employees feel that method implied for recruitment process are quite

satisfactory.

Internal source should be considered for the selection of various post


STRONGLY AGREE 25

AGREE 49 2.86

SLIGHHTLY AGREE 13

DISAGREE 13


STRONGLY AGREE 37

AGREE 25 2.61

SLIGHHTLY AGREE 0

DISAGREE 38


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The above analysis shows that 37% of the employees strongly agrees and 25% of them agrees on

the above statement but 38% of them disagrees as the mean score of the above analysis is 2.61

thus it could be interpreted that more emphasis should be given to the internal sources for the

selection for various posts.

Employee suggestion should be taken into consideration for recruitment

From the above analysis it is clear that 37% of the employees strongly agree and 37% of them

disagree on the above statement. While 13% of the employees agrees and other 13% of them

slightly agrees. As the mean store comes to be 2.50, that the employee partly feel that for

recruitment employees suggestion should be taken into consideration.

Effective man power planning facilitates the recruiting efforts


STRONGLY AGREE 37

AGREE 13 2.50

SLIGHHTLY AGREE 13

DISAGREE 37


STRONGLY AGREE 37

AGREE 37 2.98

SLIGHHTLY AGREE 13

DISAGREE 13


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At the 37% of the employee strongly agree and other 37 of them agree on the above statement

while 13% of the employee slightly agrees and other 13% of them disagree on the statement. The

mean score of the above analysis is 2.98 therefore it could be interrelated that majority of

employees feel that manpower planning greatly facilities the recruitment efforts.

Recruitment for higher post should be done exclusively by internal sources

\The above analysis shows that 50% of the employees agrees and 25% of them strongly agree

whereas other 25% of them slightly agree on the above statement and also the mean score is 3

which means that partially employees feel that recruitment for higher post should be done

exclusively by internal source.

The objective of recruitment are fulfilled by current recruitment process


STRONGLY AGREE 25

AGREE 50 3

SLIGHHTLY AGREE 25

DISAGREE 0


STRONGLY AGREE 0

AGREE 75 2.75

SLIGHHTLY AGREE 25

DISAGREE 0


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A 62% of the employees strongly agrees, 25% of them agrees and 13% of them disagrees while

the mean score is 3.36 therefore it could be interpreted that almost all the employees strongly

feels that policies for selection through promotion.


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ANALYSIS OF EXECUTIVES(E1 TO E6)

E1 E2 E3 E4 E5 E6

Perception of employee regarding

The awareness of recruitment process in HIL

2.48 2.5 2.13 3 2.5 2.9

Recruitment process helps the HIL to attract best among the

talent.

3.08 2.3 3 3 3.5 3.1

Methods for recruitment process are satisfactory. 2.24 3.05 3.13 3 2.3 2.3

Internal source should be considered for the selection of

various parts.

3 3.5 1.4 1 3.1 4

Employee suggestion should be taken into consideration for

recruitment

3.8 2.7 1 2.95 1.7 1

Effective manpower planning facilitates the recruiting

efforts.

3.8 1 1.46 2.7 2.7 3

Recruitment for higher post should be done exclusively by

internal source.

3.32 3.1 3 3.33 2.4 3

The objective of recruitment are fulfilled by current 2.68 2.8 3 2.35 3 3


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recruitment process.

The rate of recruitment should be in proportion of the actual

need within the organization.

3.68 3.7 3.4 3.25 3.9 4

The promotion policies for selection to be modified. 4 3.7 3.4 2 3.1 4

It could be interpretedfrom the analysis of executives (E1 to E6) that the opinion of executives

vary to large extent regarding the fairness of practice of promoting executives, as some

executives responds positively while other were of different opinion.

There is also a constant variation in opinion among the executives at all levels regarding the

satisfaction of promotional policies of HIL. The analysis shows that the executives hold different

view regarding the reputed manpower, consultancies for giving the contract, for recruitment at

entry level. Perception of executives at all levels regarding the statements i.e. employees

suggestion should be taken into consideration for recruitment to very large extent.

Thus it could be interpreted that the executives at different levels hold different perception

regarding the statement


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Chapter V

FINDINGS


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HIL has its different department such as marketing, Logistic, Finance and HR dept.

whenever the need for any recruitment occurs or there is any vacancy in any of the

department of HIL, than the Head of the department asks for approval.

HR department of HIL maintains its own database of the resumes. The database is

maintained by resumes which the HR department keeps on getting from the people by

mail or which somebody drops in there. So when the need for recruitment is there, first

the HR department of HIL see whether the vacancy or recruitment can be filled from

within (its own internal recruitment through the existing employees), it is not possible

than they look in its own database of resumes, if something matches then the availability

of the person is checked, if the availability of that person is not there and none of the

resume matches with the job description then, HIL goes to consultants.

HIL have a number of consultants in its panel, which arranges right from the

advertisement to the collection to the scrutinizing of the resumes. And if any of the

resumes match with the job description then they send them to the HR department of

HIL.

Once the consultant send the matching resumes to the HR department of HIL, then the

HR department further matches the resumes with the job description and the job

specification, and further scrutinize them It with respect to the recruitment any reference

of friends or relatives is given by any of the employees, then that reference is welcome

and if it matches with job description and job specification than that person is called for

further selection process


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HIL prefers first to look in for internal recruitment. Through promotion or transfer, than

looks in its own database for any matching candidate or for any reference of family or

friends and then if nothing is found than only goes for consultants. This is because of the

cost factor, as going to the consultants is not cheap affairs, it is an expensive affair. But if

nothing is found suitable than it prefers to go for consultants rather than giving their own

advertisement in the paper etc, because it is a time consuming affair.

Therefore,whenever a situation like this arises, HR department of HIL, prefers to pass

this responsibility of recruitment, right from the advertisement to the collection and

scrutinizing of resumes to the consultants.

But this is not a foolproof process, as the main problem in this process of going to the

consultants, is that sometimes the consultants are not able to properly match the

description and job specification with the right candidate, hence provided with wrong

candidates for the job. HIL has overcome this problem by further matching the resumes

of the candidates provided by the consultants with the proper job description and job

consultants written specifications and details of the job rather than giving them verbally,

which they used to do easily.

Sometimes, when people keep on sending their resumes to the HR department for the

jobs, and at thattime if, there is no current need for vacancy or recruitment in the

organization, but if the HR manager Finds this resume an interesting one, i.e. finds this

person of a good potential, then HR manager forwards this resume with a note, that this

is an interesting resume, if something can be done about it, to the HOD of that concerning

department.


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Then, further of HOD of that concerned department finds this resume of real potential

and thinks that this kind of employee can add an advantage to the organization, than the

HOD further forwards this resumes to the ED with a note that this person can really add a

value to our organization by giving his inputs, so if anything can be done for this

candidate. Then if Ed really thinks so, that this is really an advantage for our

organization, then if, there is a vacancy at that time suitable for this type of candidate

then he is allotted that vacancy, but, if there is no vacancy in the organization at that

particular time, than a new position can be created for that kind of person.

Once all the resumes are short-listed through own database or through consultants, than a

particular date are fixed and those who are short-listed are called for the selection

process.

For the selection of a right candidate a panel of interviewers are decided upon. This panel

keeps on changing from the nature of the job and the department. For e.g. if the job

nature is of the marketing department than the panel would consist of Head of department

of that particular department and the HR head of HIL and some other senior employees

of Marketing and HR department. The number of people in the panel is never fixed.

The selection tools which are used by HIL, for the selection of the right candidate differs

from the nature of job to job. If the recruitment is taking place for the HR, or Finance

department than the face-to-face personnel interviews is proffered. But if the nature of

the job is somewhat technical i.e. or some practical knowledge of that candidate is

checked upon.

In the process of selection, the right kind of attitude of the candidate is the most primary

and important factor along with some knowledge of the concerned area, which is, looked


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in for a candidate, besides his/her knowledge, confidence, experience. The HR

department of HIL believes that it is the candidate possesses right kind of attitude, along

with the basic knowledge of the concerned area, than that person is sure is right kind of

person to fit in the organization.

Once the best candidate is choused, among the rest of the candidate than that person is

sent to the second round of interview. Meanwhile, a second option is always kept in mind

if something does not work out with this candidate. If the job is HR or Finance

department than after the selection of the candidate the candidate is send to the corporate

office of the HIL for further approval.

If the candidate is selected at HIL, and is not approved by the Ed or by the panel at the

corporate office of HIL than the candidate is dropped of and no further discussion is

finally selected. The candidate to whom this letter is finally given, has to give his consent

to this selection letter to the company.

Once the consent comes thatthe candidate is given the date and time of joining with

certain terms and conditions with the joining letter.

When a selected candidate is given the selection letter than there is a particular period,

within which that person has to give his consent to the organization. But if within that

timeframe the consent of the person does not come than a follow up is taken, and if that

person is not interested in joining, than the second option is looked upon. If the people of

the panel of the interview are pretty sure about the second best option, and that persons

availability is there, than the second best candidate again goes to for his approval and the

whole process takes place again. But if the panel is not sure about the second best option


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or that persons availability is not there, than again the whole interview and the selection

of the right candidate take place.

In the interview and the selection of the right candidate salary factor is always kept in

mind, and is always negotiated. At HIL no contract or legal bond is signed from the

candidate at his joining. The probation period of any person joining the company is 6

months, Before that person becomes the permanent employee of the company.

CONCLUSIONS


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From the analysis done in the previous chapter, we can arrive at the following conclusions:

Taking HIL whole as a group, organization has both centralized and decentralized

recruitment system. As a part of HIL group, conduct the interview for the lower level

jobs in decentralized manner. These are carried out exclusively by HIL group. At this

point it has a decentralized recruitment system. Whereas, the interviews for the top-level

jobs for the post of COO, Sr.Executivesetc are carried out in a centralized recruitment

system and the interviews are conducted in a centralized manner.

The sources of recruitment at HIL are both internal as well as external, but it prefers

internal recruitment. The selection process at HIL is also of face-to-face interview; at

some productive posts it prefers tests, etc.

Training needs analysis is done taking into consideration the views of not only the

superiors, but also the trainees themselves. This was confirmed from the responses of

both the trainees and the trainers. The trainees felt good that they were involved in the

analysis of their own needs and also said that the management was very cooperative and

tried to incorporate their views and suggestion to the extent possible. Thus as far as this

aspect is concerned the trainees were satisfied with the procedure followed.

Both the trainers and the trainees felt that the thrust in future should be on developing

people skills and not only functional skills. They also said that it would be a focus area.

Many trainees felt that they were not being given adequate training to keep them abreast

of the changing environment

Most of the times trainees were not involved in the training program planning.

Both the trainees and the trainers were in agreement on the most essential elements that


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Enhancing the importance of training programme among employees making them

aware about the impact of training on their work performance.

Demos and practical to be conducted time to time so that workers may get the meaning

of the word training.

Management must redefine and redesigns the jobs in order to provide more job clarity

to its personnel.

Training should not be seen as a responsibility of HR dept only but it should be taken

as responsibility of all sectional/departmental heads also.

Topics like house keeping, safety & communication must be taken at least after every

two months.

Exam should be conducted after providing training to find out its effectiveness.

Freedom must be given by HOD.

Head of the department should visit other plants and find new techniques being

followed there and give training to its subordinates.

The no of training programs should be increased so as to give them exposure to outside

world.

Stress management programs, should be conducted for all employees like yoga,

meditation

Certain incentive should be given to employees attending the programs like silver

coins, certificate etc.

Training should be skillful blend of theory & practices


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More and more audio, visual aids should be used.

With increased awareness among employees by displaying the schedule at

noticeboard, with regard to objective and benefits of a particular training


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CHAPTER VI

BIBLIOGRAPHY


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BOOKS

K AswathappaHuman Resource and Personnel Management , Tata McGraw Hill Publishing

Company Ltd, New Delhi, 5th

Edition, 2003.

C.B Gupta Human Resource Management Sultan Chand and Sons, New Delhi, 6th

Edition

(2005), 1996.

Stephen P.Robbions Personnel/HRM, Prentice Hall of India Pvt Ltd, New Delhi, 3rd

Edition,

1998.

Gary Dessler Human ResourseManagement,Prentice-Hall of India Pvt Ltd NewDelhi, 7th

Edition,1999.

DeepaliMonga, Pof. RN JhaPersonal Growth & Training anddevelopment, Savera Publishing

House Meerut (U.P), 1st

Edition,2006.

Rolf Plynton, UdaiPareek Training and Development, Vistaar Publication New Delhi, 2nd

Edition, 1978.

WEBSITE

www.lgi.org/recruitment/purpose.htm

www.gla.ac.uk/services/humanresources/policiesandprocedures.

www.ico.gov.uk/eventualaspx*?id=437

Pamphlet & Brochure of the company.Newspapers& Magazine
http://www.lgi.org/recruitment/purpose.htmhttp://www.lgi.org/recruitment/purpose.htmhttp://www.gla.ac.uk/services/humanresources/policiesandprocedureshttp://www.gla.ac.uk/services/humanresources/policiesandprocedureshttp://www.ico.gov.uk/eventualaspx*?id=437http://www.ico.gov.uk/eventualaspx*?id=437http://www.ico.gov.uk/eventualaspx*?id=437http://www.gla.ac.uk/services/humanresources/policiesandprocedureshttp://www.lgi.org/recruitment/purpose.htm


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CHAPTER VII

ANNEXURES

QUESTIONNAIRE FOR TRAINERS


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What are the methods used for the analysis of your training needs?

Are the employees involved in identifying their training needs/ areas of training?

Yes No

What are the various areas in which training is imparted?

Company policies and procedures.

Functional Skills.

Human Relation.

Problem Solving.

Managerial and supervisory training.

Apprentice training.

Any other, please specify

In future what according to you would be the potential areas of training?

What are the various training methods employed

a. On-the-job. b. off- the-job..

Do you think the methods used are relevant and effective?


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Yes No

If no, which methods do you think should be selected? Give reasons?

What are your objectives in attending a training program?

Gain knowledge in your area.

Get promotion.

Get free holiday.

To enjoy social get together

Any other, please specify

Do you think your objectives of attending the training program is normally

achieved?

Yes No

What according to you are the key areas .in which training should be imparted?

Are you provided with adequate continuing training to keep you abreast of the

changes in the environment?

Yes No


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If no, in what areas do you think the company should impart continuing training?

What are the methods used to evaluate the effectiveness of a training program?

Feedback after training.

Improvement in performance.

Promotion/increment.

Written test/Exam.

Any other, please specify.

Does the management take into consideration your opinion on the training

program planning?

Yes No

Identifying the shortcoming in the training program if any, regarding the

following

Physical Arrangements

Faculty

Training Methods.

Contents of the program.

Any other, please specify.

Have you communicated these problems to the management?


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Yes No

In what ways would you like to be involved in improving/ planning the training

program in future?

Take our views individually.

Hold a comm. unication meeting.

Conduct a survey.

Suggestion Box.

Feedback session on performance appraisal.

Any other, please specify..

In your opinion what are inputs that would make a training program successful?

(Rank the following in order of importance.)

Clear objective (Gain Knowledge/skills).

Good faculty

Right training methods.

Physical Arrangement

Duration of training program.

Contents of the training program

Reward/incentive after training program.


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On what basis do you decide to conduct training externally?

On what basis do you select the external agencies?

What according to you are the advantages of external training?

What generally is the frequency of a training program?

Quarterly.

Half Yearly.

Yearly.

What normally is the duration of a training program?

How do you decide on the training budget?

What methods do you use to evaluate the effectiveness of a training program?

Observation.

Ratings.

Trainee Survey.

Trainee Interview.

Test before and after.

Comparative study between trained and non-trained groups.

Class presentation

Any other, please specify..

What are the changing trends in T & D today? How is it different from what was

done one year ago?

What according to you are the roles and responsibilities of trainer and trainee in


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order to make training program successful?

Trainer:

Trainee:

What are the essential elements that go into making a training program

successful? (Rank them in the order of importance)

Clear Objectives.

Good Faculty.

Right training methods.

Physical Arrangement

Duration of training program.

Contents of the training program.

Reward/incentives after the training program.

What are the main problems you come across while training individuals?

What methods are used to select and overcome learning blockage that may be

present?

How important is training as a tool for employee retention?

In future, what according to you would be the potential areas of training?

TRAINERS:


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What are the rules and procedures that govern the standard and scope of

training in your organization?

1.Each individual has to undergo seven days of training in a year.

a. Need based intervention (for gap).

b. Planned Intervention (for development).

2. Yearly program are mentioned with the duration in the training calendar.

a. Excellence, experienced faculty is existed.

b. Individual feedback is sought after each program.

3. Training needs analyses is done at corporate and profit level.

a. Training schedules is made on the basis of training need analysis (TNA).

b. The total training policy is guided by HR development rules.

What methods are used for training need analysis?

By individual in a form supplemented by their superiors, ranking is done.

a. Meeting the coordinator.

b. Understanding the profile of participant.

c. Understanding the process the participant is undergoing.

By taking feedback, discussing with the participant, department heads and project

heads.


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Identification through a mechanism of TNA between the employee and supervisor

at all levels.

Through questionnaires and personal interaction with the heads of department.

a. Actual interview with COO, Sr. executive and some partices

b.Feedback

c.Performanceappraisal

d. Needs identified by management.

Organizational need, customs, feedback and practical experience.

What are the various areas in which training is imparted?

Company policies and procedures.

Functional Skills

Human Relation.

Problem Solving.

Managerial and supervisory Training.

What are the various training methods employed?

On-the-job:

Practical training on site/plant.

Theoretical as well as hands on training.

On the job training is generally used at induction level.

Off-the-job:


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Lectures

Seminars.

Case Studies.

Simulation.

Exercises.

Management input and developing of managerial competencies

On what basis do you select the training methods to be used?

As per the need, experience and job requirement, also depending on organizational and

personal goal.

Availability of resources.

Based on participant performance Depends on type of training to be imparted.

On the basis of objectives, training interventions and its impact.

Survey and analysis.

On what basis do you decide to conduct training externally?

If resource-faculty and facility are not available at HIL.

Once in year.

In case of new program, where HIL has no experience.

If workload at HIL is more.

When in house faculty for the subject concerned is not available.


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On what basis do you select the external agencies?

Through their market reputation, past experiences, and faculty profile.

Interaction with agencies.

References

Charges.

Based on feedback obtained regarding the agencies and any past experience with the

agency for similar type of program.

Based on credentials, associated with HIL.

What according to you are the advantages of external training?

It is change for participants. Also, they interact with participant of other organization

and can hence benchmark.

In case of new program, it gives a good idea for the development of HIL personnel in

that field.

New ideas.

Sharing of workload.

Boarder Perspectives.

Some training requires a conditioned environment, which can be taken care of.

Some of the topics such as Wagon maintenance can only be seen and understood in

external training program.

It is more systematic, as they have expertise in their field.


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What generally, is the frequency of training program?

Training program is on at HIL all year round. However, frequency of the program

depends on the type of program. For ex computer sessions are held weekly, executive

trainee program are held once in a year.

What normally is the duration of a training program?

Duration of the training program depends on the type of training program. For ex,

training on computer basics are generally of 3-5 days duration while those for executive

are of one-year duration

How do you decide on the training budget?

Yearly budget allocation is done to HIL by the head office.

Training program is made on the basis of

Training calendar of the organization.

Projection of any training aids procurement.

Normal administrative expenditure.

Past experience and benchmarking with the current scenario.

Cost per participant * no of participant to be trained.

What methods do you use to evaluate the effectiveness of training program?

Observation


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Rating.

Trainee Survey.

Test before and after

Classroom Presentation.

Reviewing the effectiveness after certain interval.

Through their reporting officer.

What according to you are the roles and responsibilities of trainer and

trainee in order to make a training program successful?

1.Trainer

Well Experienced

Good Leader.

Patient Listener.

Conviction.

Through knowledge.

Dedication.

Appropriate Preparation.

Should evaluate the effectiveness of the program.

Learner-Centered.

2.Trainee

Effective and alternative listener.


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Seriousness and Commitment

Co-operation.

Proper feedback on the session.

Positive attitude.

Each should function in partnership and the trainer should be concerned about the

development of the learner.

What are the main problems you come across while training individual?

For some people, training is merely a relief from regular monotony. So they want to

relax during the training days instead of taking it seriously.

Sometimes participants are sent not on the basis of their needs, but to satisfy the

statistics.

If the batch is not homogeneous, it is a problem to maintain the flow in training

program.

Caliber of individual is of different levels.

Mindset.

Participants sometimes dont have the prerequisite background for training.


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What methods are used to detect and overcome learning blockage that may be

present?

The program can be presented in a very attractive way, linking with practical life, its

problem, earning atmosphere can be made friendly to have an open discussion.

Having a good tiebreaker at the beginning of the session.

By involving the participants, letting him express his views, listening to his views and

problems and by solving them to some extent.

Trainers should identify the level of understanding of each participant and accordingly

exercise should be given to make them comfortable.

Behavioral techniques & Personal Interaction.

In future what according to you would be the potential areas of training?

Techno-managerial capabilities.

Actualization of moral values.

Kisti Abes

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