T& D PROJECT

8/7/2019 T& D PROJECT

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DECLARATION

This is to declare that I have carried out this project work myself in part fulfillment of the

Post Graduate Diploma in Business Administration (PGDBA) Program of SCDL.

The work is original, has not been copied from anywhere else and has not been submitted

to any other University/Institute for an award of any degree/diploma.

Date: 7th February 2009 Signature:

Place: New Delhi Name : Rishina Bahuguna

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ACKNOWLEDGEMENT

A research study cannot be completed without proper supervision, support and

motivation. The learning during the project was immense & valuable.

This is to acknowledge the contribution of Mr. Jagrit Asthana , my guide for the project,

for his constant guidance and support. The project would not have taken its present shape

without his help. I would like to thank him for letting me choose this topic and for

helping me as and when required with his big reservoir of experience and knowledge.

Finally, I would like to thank all my friends and family for lending their helping hand in

successful completion of this project.

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Executive Summary

Every organization needs to have a well trained and experienced people to perform the

activities that have to be done. If current or potential job occupants can meet this

requirement, training is not important. When this not the case, it is necessary to raise the

skill levels and increase the versatility and adaptability of employees.

It is being increasing common for individual to change careers several times during their

working lives. The probability of any young person learning a job to day and having

those skills go basically unchanged during the forty or so years if his career is extremely

unlikely, may be even impossible. In a rapid changing society employee training is not

only an activity that is desirable but also an activity that an organization must commit

resources to if it is to maintain a viable and knowledgeable work force.

The entire project talks about the training and development in theoretical as well as new

concepts, which are in trend now. Here we have discussed :

What would be the input of training if we ever go for ?

How can it be good to any organization in reaping the benefits from the

money invested in terms like (ROI) i.e. return on investment ?

What are the ways we can identify the training need of any employee ?

How to know what kind of training he can go for?

What are the best and latest available trends in training method that an

organization can follow ?

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How the evaluation should be done and how effective is the training all

together .

How the employee can be developed ?

How to develop the identified skills of the employees to sharpen there

knowledge.

TABLE OF CONTENTS

Page. Nos

1. Introduction

Training and development………………………………………………......... 8

Importance of Training……………………………………………………….. 9

2. Objective…………………………………………………………………...11

3. Theoretical perspective ( concepts & theories )………………………....

13-28

Learning and Training .................................................................................... 13

Training Inputs ….…………………………………………………………… 14

Training Cycle ….………………………………………………………..........15

Best time to impart Training ………..................................…………………. 18

Current trends in Training…………..……………………………………….27

Case Study ….………………………………………………………………....28

New Electronic Techniques in Training……………………………………..31

4. Methodology

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INTRODUCTION

Today individuals and organizations must become continuous learners to

survive and hence it is not surprising to find that most successful organizationsoperate in a continuous learning mode. The challenge of globalization,

technological innovation increasing competition and growth through expansion,

diversification and acquisition has had a wide-ranging and far reaching impact

on HRD. There is a need for a continuous process that aims at providing fresh

knowledge and skill inputs to the employees so as to ensure the development of

their competencies, dynamism, motivation and effectiveness in a systematic

and planned way, thereby improving the productivity and overall organizational

effectiveness. As a result, training and development activities have acquired

great significance and are now firmly centre-stage in most of the organizations.

Hence , it can be said that with the advent of free market economy rapid

change in the environment, training and development activities have assumed

an importance never before witnessed in Indian corporate history.

Training is the process of assisting a person in enhancing his efficiency

and effectiveness at work by improving and updating his professional

knowledge developing his personal skills relevant to his work and

cultivating in him appropriate behavior and attitude towards his work

and people he is working with.

Development takes place as a result of training and essentially

implies growth plus change. So, training and development go hand in hand.

The effective functioning of any organization requires :

Employee learn to perform their job at a reasonable level of proficiency.

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The organization need to provide opportunities for the continuous

development of employee not only in the present jobs but also to develop there

capabilities for other jobs which they might look for in the near future.

Training refers to the teaching / learning activities done for the primary purpose of

helping members of an organization to acquire and apply the knowledge skills, abilities,

and attitude needed by that organization to acquire and apply the same. Broadly

speaking “ Training is the act of increasing the knowledge and skill of an employee for

doing a particular job “ . In today’s scenario change is the order of the day and the only

way to deal with it is to learn and grow. Knowledge is the potent symbol of the new

millennium and the only way an organization can strive to excel is to realize that the

success today is not a function of financial muscle of physical assets but of competent

work force. So it high time the organization realize that “train and retain is the mantra of

new millennium.”

Katz and Kahn (1978) have poised that organization must have three basic behaviroul

features.

• People must be attracted not only to join the organization but also to remain in it.

• People must perform tasks for which they are hired and must do so in a dependable

manner.

• People must go beyond this dependable role performance and engage in some form of

creative spontaneous and innovative behavior at work.

Training is the tool to fulfill all these three requirements. To quote Keki Dadiseth “A

Company is nothing without a collective intellect” so in this millennium what is of

prime importance is charging the organization’s emotional and intellectual energy.

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Training is not however, one ‘one-off’ investment. It is a continuing investment.

Not only is it needed to create the skilled workforce, but also maintain the highlevels of skills demanded by the ever changing, highly dynamic work place.

The return on investment on HRD is still controversial in view of the time

variable in achieving the desired change and effectiveness in the employees. The

top management looks at the loss and profit equation for any activity. It is

interested in the benefits to the organization in the terms of increased

productivity, increased profitability, reduction in wastage etc in return for

investment in training. Hence, evaluation of training programmers and

introduction of the necessary corrective measures also assumes considerable

significance.

Training is the most important function that contributes directly to the

development of human resources by creating conditions in which people acquire

new knowledge and skills and develop healthy patterns of behaviour and styles.

Training is essential as technology is developing continuously and at a fast rate ,

systems and practices get outdated soon due to new discoveries in technology,

including technical, managerial and behavioral aspects. So , organizations, which

do not develop mechanisms to catch up with and use the growing technology,

soon become outdated.

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IMPORTANCE OF TRAINING:

Optimum Utilization of Human Resources – Training and Development helps inoptimizing the utilization of human resource that further helps the employee toachieve the organizational goals as well as their individual goals.

• Development of Human Resources – Training and Development helps toprovide an opportunity and broad structure for the development of human

resources’ technical and behavioral skills in an organization. It also helps theemployees in attaining personal growth.

• Development of skills of employees – Training and Development helps inincreasing the job knowledge and skills of employees at each level. It helpsto expand the horizons of human intellect and an overall personality of theemployees.

• Productivity – Training and Development helps in increasing theproductivity of the employees that helps the organization further to achieveits long-term goal.

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

the zeal to learn within the employees• Organization Culture – Training and Development helps to develop and

improve the organizational health culture and effectiveness. It helps increating the learning culture within the organization .

• Organization Climate – Training and Development helps building thepositive perception and feeling about the organization. The employees getthese feelings from leaders, subordinates, and peers

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

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

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

• Morale – Training and Development helps in improving the morale of thework Force.

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

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

• Training and Development aids in organizational development i.e.Organization gets more effective decision making and problem solving. Ithelps in understanding and carrying out organizational policies .

Prevailing concept New concept

The acquisition of subject matter

knowledge by a participant leads to

action.

Motivation and skills lead to action.

Skills are acquired through practice.

The participant learns what the trainer teaches. Learning is a simple function of

the capacity of the participant to learn

and the ability of the trainer to teach.

Learning is a complex function of themotivation and capacity of the

individual participant, the norms of the

training groups the training methods and

the behavior of the trainers and the

general climate of the institution. The

participant's motivation is influenced by

the climate of his work organization.

Individual action leads to improvement

on the job.

Improvement on the job is complex

function of individual learning the

norms of the working group and the

general climate of the organization.

Individual learning used leads to

frustration.

Training is the responsibility of the

training institution. It begins and ends

with the course.

Training is the responsibility of three

partners: the participant organization the

participant, and the training institution.

It has a preparatory pertaining and a

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subsequent, post-training phase. All are

equally important to the success of

training.

OBJECTIVE

Trainer –

It helps the trainer to measure the progress of trainees and make the requiredadjustments.

Trainer comes in a position to establish a relationship between objectives andparticular segments of training.

Trainee –

It helps in reducing the anxiety of the trainee up to some extent as not knowinganything or going to a place which is unknown creates anxiety that cannegatively affect learning.

It helps in increase in concentration, which is the crucial factor to make thetraining successful.

It helps in increasing the probability that the participants will be successful intraining.

Designer –

The training designer would then look for the training methods, trainingequipments, and training content accordingly to achieve those objectives.

Planning always helps in dealing effectively in an unexpected situation.

The designer will design a training program that will include ways to improve the

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interpersonal skills, such as verbal and non verbal language, dealing inunexpected situation i.e. when there is a defect in a product or when a customer is angry

Evaluator –

It becomes easy for the training evaluator to measure the progress of thetrainees because the objectives define the expected performance of trainees .

SCOPE OF THE PROJECT

The project analyses the training system in different sectors in the Indian Industry :

Training & Development system in Retail / FMCG Sector

Training & Development system in KPO

Training & Development system in Banking / Insurance Sector

Training & Development system in Pharmaceutical Sector

Training & Development system in Automobile Sector

Training & Development system in Hospitality Sector

Training & Development system in IT Sector

Training & Development system in Telecom Sector

Training & Development system in BPO Sector

With the world-wide expansion of companies and changing technologies, Indian

Organizations have realized the importance of corporate training. Training is considered

as more of retention tool than a cost.

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METHODOLOGY OF THE PROJECT

• Interview

• Preparation of the summary expressed

• Recommendation of fall back site

Sample Size:

To understand the training and development scenario and what the trainee

really feels about the training and further what kind of training needed .

Do they really look for any kind of training or not?

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LEARNING AND TRAINING

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

Motivation

A trainee needs to have a desire to learn and benefit from the programme. If he is notinterested, or is de-motivated, the learning outcome is going to be insignificant and thecompany would have spent its money badly. On the other hand, being too intense aboutlearning and outcome may result in setting over ambitious goals for the individual.

Reinforcement

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

Feedback

During the training process, it is useful for the trainee to be told how he is progressing.Several researchers have confirmed that knowledge of results is an effective motivator.

Constant and periodic feedback has positive effects on the trainee’s learning. Unless thetrainee knows how close his performance comes to the desired standard, he will not havean opportunity to improve. Feedback therefore provides a basis for correcting oneself.Secondly, feedback helps to sustain the trainee’s interest in the task, or in each learningthat is taking place, by bringing greater involvement with the learning process. If feedback is to be meaningful, it should follow a learning segment as quickly as possible.

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Transfer of Learning

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

and hence the grater the relevance of the training programme.

Repetition

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

TRAINING INPUTS

There are three basic types of inputs; skills, attitude, and knowledge.

The primary purpose of training is to establishing a sound relationship is at its best whenthe workers attitude to the job is right, when the workers knowledge of the job isadequate, and he has developed the necessary skills.

Training activities in an industrial organization are aimed at making desiredmodifications in skills, attitudes and knowledge of employee so that they perform their jobs most efficiently and effectively.

Skills

Training activities nowadays encompass activities ranging from the acquisition of asimple motor skill to a complex administrative one. Training an employee for a particular skill is undertaken to enable him to be more effective on the job. For instance, newworkers can be trained to achieve levels of output attained by experienced older workers.Similarly existing workers whose levels of output are below par can be retrained.

Attitudes

Through orientation (induction) programmes, organization develops attitudes in new

employees, which are favorable toward the achievement of organizational goals. Trainingprogrammes in industry are aimed at moulding employee attitudes to achieve support for company activities, and to obtain better cooperation and greater loyalty.

Knowledge

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Training aimed at imparting knowledge to employees in the organization provides for understanding of all the problems of modern industry. This knowledge for a worker isspecific to his job and related broadly to plant, machinery, material product, and qualityand standard of product. Knowledge for managerial personnel may be related tocomplexity of problems in organizing, planning, staffing, directing, and controlling.

In general, training initiated for imparting knowledge to employees should consider threeaspects:

1. Knowledge in general about factory and work environment – job context

2. Specific knowledge related to job-job content

3. Knowledge related to quality and standards of product or quality of work

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IDENTIFICATION OF TRAINING NEEDS

TRAINING CYCLE

Every organization need to have experienced and well-trained employee to perform theactivities to them. Rapid changes in the environment have not only made the jobs morecomplexes but have also created the products and services offered to compete in this fastchanging world. Training is necessary to increase the versatility and adaptability of

employee.

Success of any training program largely depends upon proper identification of trainingneeds. The managers feel training needs when they discover deviation between standardperformance and actual performance of its employee. It is not that only worker’s needtraining of course they need training to operates machine, reduce scrap and avoidaccidents. Simultaneously supervisor, managers and executives need to be trained anddeveloped to grow and acquire maturity of thoughts and action apart from other specifictraining too like communication skill, negotiation.

It has been seen that many organizations invest considerable resources in training and

development but never really examine how and where this can be most effectivelypromote organizational objectives and individual growth. The failure to analyze trainingneeds with the organization will lead to lesser of benefits and huge investment in thetraining program of the institute. Hence it would be pertinent to analyze training needsfirst and then imparting training accordingly.

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PERFORMANCEPLANNING

EMPLOYEE ASKEDABOUT

RECRUITMENT /SELECTION

WEAKNESS OFEMPLOYEE

SUPERVISOR FEED

BACK/PERFORMANCE

APPRAISAL

TRADE UNION

TRAINING NEED OF

SUBORDINATES

TRAINING NEEDS OFEMPLOYEE

TRAININGNEEDIDENTIFICATION



Training Design System

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

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

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

Training climate – A good training climate comprises of ambience, tone, feelings,positive perception for training program, etc. Therefore, when the climate is favorablenothing goes wrong but when the climate is unfavorable, almost everything goeswrong.

Trainees’ learning style – the learning style, age, experience, educational

background of trainees must be kept in mind in order to get the right pitch to thedesign of the program.

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

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

Sequence the contents – From simple to complex

Topics are arranged in terms of their relative importance

From known to unknown

From specific to general

Dependent relationship

Training tactics – Once the objectives and the strategy of the training programbecomes clear, trainer comes in the position to select most appropriate tactics or methods or techniques. The method selection depends on the following factors:

Trainees’ background

Time allocated

Style preference of trainer

Level of competence of trainer

Availability of facilities and resources, etc

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Training System Implementation

To put training program into effect according to definite plan or procedure is called

Training implementation. Training implementation is the hardest part of the systembecause one wrong step can lead to the failure of whole training program. Even the besttraining program will fail due to one wrong action. Implementation phase requirescontinual adjusting , redesigning and refining .

Training implementation can be segregated into :

• Practical administrative arrangements

• Carrying out of the trainingimplementation

The trainer – The trainer need to be prepared mentally before the delivery of content.

Trainer prepares materials and activities well in advance. The trainer also set groundsbefore meeting with participants by making sure that he is comfortable with coursecontent and is flexible in his approach.

Physical set-up – Good physical set up is pre-requisite for effective and successfultraining program because it makes the first impression on participants. Classrooms shouldnot be very small or big but as nearly square as possible. This will bring people together both physically and psychologically. Also, right amount of space should be allocated toevery participant

Establishing rapport with participants – There are various ways by which a trainer can

establish good rapport with trainees by:• Greeting participants – simple way to ease those initial tense moments

• Encouraging informal conversation

• Remembering their first name

• Pairing up the learners and have them familiarized with one another

• Listening carefully to trainees’ comments and opinions

• Telling the learners by what name the trainer wants to be addressed

• Getting to class before the arrival of learners

• Starting the class promptly at the scheduled time

• Using familiar examples

•

Varying his instructional techniques• Using the alternate approach if one seems to bog down

Reviewing the agenda – At the beginning of the training program it is very important toreview the program objective. The trainer must tell the participants the goal of theprogram, what is expected out of trainers to do at the end of the program, and how theprogram will run.

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CATEGORIES OF ORGANIZATIONAL EMPLOYEE

PROBLEM CHILDREN STARS

DEAD WOOD WORK-HORSE

1) Dead Wood : Those with low potential and low performance level, these could be

outcome of faulty selection policy of the organization.

2) Work horses: Those employees with high performance level but with low potential.

These are good performance for the existing and routine jobs but lack confidence for

higher level responsibilities hence need training.

3) Problem children: Is the employee with high potential but not willing to perform.

Organization face difficulty in handling them and they need attitudinal training to

develop positive attitude towards work.

4) Stars: the employee upon which the organization may feel pride.

Keeping in view the category of employee the major area of organizational training arehuman relation, value system, attitude, motivation and morale, stress management andcommunication and mutual trust but then it depends from organization to organization asto what they would conduct according to there need and requirement.

Generally for organizational success individuals work in groups. For a performing groupmutual respect team spirit and co-operative environment is must. Hence training need for groups may be human relation, safety method improvement, times management,communication, cost and control techniques, problem solving, business planning conflictmanagement team spirit and work culture. Individual act as core component for organizational success or failure.

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HIGH

POTENTIAL

LOWLOW PERFORMANCE LEVEL HIGH



BEST TIME TO IMPART TRAINING TO

EMPLOYEE

NEW RECRUITS TO THE COMPANY

It is needed for induction into the company as a whole in terms of its business activitiesand personnel policies and provisions, the terms, conditions and benefits appropriate tothe particular employee, and the career and advancement opportunities available.

TRANSFERS WITHIN THE COMPANY

It is needed to people who are moved from one job to another, either within the samework area, i.e. the same department or function, or to dissimilar work under a differentmanagement. Under this heading we are excluding promotions, which take people into

entirely new levels of responsibility.

PROMOTIONS

Although similar to the transferee in that there is a new job to be learned in newsurroundings, he is dissimilar in that the promotion has brought him to a new level of supervisory or management responsibility. The change is usually too important anddifficult to make successfully to permit one to assume that the promotes will pick it upas he goes along and attention has to be paid to training in the tasks and theresponsibilities and personal skills necessary for effective performance.

NEW PLANT OR EQUIPMENT

Any latest trend in the machinery which people that are responsible for has to be learntto understand , each to his own need and requirement. Some of this can be dealt with byquick on-the-job re-instruction some demands additional longer planning and teaching of the job.

NEW PROCEDURES

Mainly for those who work in offices in commercial and administrative functions butalso for those who we workplace is on the shop floor or on process plant on any occasion

on which there is a modification to existing paperwork or procedure for, say thewithdrawal of materials from stores, the control of customer credit the approval of expense claims, there needs to be instruction on the change in the way of working inmany instances, a note bringing the attention of all concerned the change is assume tobe sufficient, but there are cases, such as when total new systems in corporating ITupdates are installed, when more thorough training is needed.

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NEW STANDARDS, RULES AND PRACTICES

Changes in any one these are likely to be conveyed by printed note or by word of mouthby the manager to his subordinates, and this can be the most satisfaction way of dealingwith the change from the point of view of getting those affected to understand their new

responsibility. However not all changes under this heading can be left to this sort of handling. Even the most simple looking instruction may be regarded as undesirable or impracticable by whoever has to perform it he may not understand the purpose behindthe change and lose confidence in a management which he now believes to be ‘messingabout’, or he may understand the purpose and have a better alternative to offer if it is nottoo late. Each change rather the introduction of each change, has to be examined andtreated on it merits, in terms of what we have now called ‘management intentions andside effects.

NEW RELATIONSHIP AND AUTHORITIES

These can arise, as a result of management decisions, in a number of ways. Although thechange in work content for each clerk and supervisor is defined clearly for each person inthe new procedures, there is nevertheless a need for each person to know where he standsin the new set up, which is responsible for what, and where to direct problems andenquiries as they arise in the future. The personal relationships stand to gain if the others,in turn, more precisely understand the role of each person. This knowledge cannot begained accurately in a casual fashion; some effort has to be made by management tosupplement what the employee learns accurately and inaccurately, in the course of theday.

MAINTENANCE OF STANDARDS

It is concerned with maintenance of standards through training, for it must beremembered that supervision and inspection and qualify control are continuouslyresponsible for standards and exercise their own authorities to this end. Although it isgenerally agreed that some retraining from time to time, taking varied forms even for theon group of employees, does act as both a reminder and a stimulus, there is not muchagreement on the next frequency and form that such retraining should take, of there is asyet little scientific knowledge on this subject which is of much use in industrialsituations. Most attention is given, not unexpectedly, where it is clear that a fall instandard of performance much produce human disaster. Hence the constant refresher training characteristic of petroleum, nuclear and some chemical plant; airline flight staff,

airfield fueling crews; firemen, and so on. In these cases the permissible error rate iszero, the cost of actual error very high in human and financial terms, and the cost of frequent retraining very small in comparison with both normal operating costs and thecost of disaster.In other types of work the equation is not so clear, not the impulse toavoid error at any price, but the matter still requires attention and an appropriate low costsolution worked out.

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THE MAINTENANCE OF ADAPTABILITY

Adaptability would be of little importance it there was no reason ever to change thecontent and environment of a persons work, but changes do occur for many people with

increasing frequently. The paradox is that those whose jobs do change with someregularity are likely to retain their flexibility, thanks to the exercise of their minds whichis produced by the changes themselves. It is those who are not undergoing such frequentchange who need special attention, sore-establish mental flexibility in anticipation of thetime when they too have to learn new skills, work methods and relationships.The methodto be employed here cannot readily be merely a retraining in the present job. Sometimesa form of job rotation is provided in order to oblige people to learn and think a new,sometimes in company courses designed to stretch and shake up, sometimes externalcourses in company or person time to broaden outlook; but in each case an element of mind stretching is included

THE MAINTENANCE OF MANAGEMENT SKILLS & STANDARD SKILLS

In supervising, employee appraisal, communications, leadership etc are important in allcompanies. Some of these skills are seen to be critical to major developments in companyorganization, culture, employee empowerment and so on. Initial training in these skills isnot uncommon in the largest companies on appointment into management andsupervision. But continuous training and performance monitoring is rare, despite thecommon knowledge that standards are as varied as human nature.

RETIREMENT AND REDUNDANCY

Employees of any position in the company who are heading towards retirement willbenefit from learning about health, social life, work opportunities money managementetc. Internal or external courses are best attended a year or two before retirement date, ina few companies a member of Personnel will act as a counselor as required.

Those made redundant may need a lot of help in overcoming shock in restoring their self respect, and in binding new work individual counseling and information about externalagencies can be valuable. Adopted departure from the contemporary with completefreedom to job hunt during that item, is sometimes possible to arrange and is, for somepeople, very valuable, particularly if there is continuous access to company.

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OBJECTIVES OF TRAINING METHODS

Training methods have a number of overlapping objectives. As stated earlier, they haveto be chosen in relation to the programmer design requirements. The main objectives of individual training methods could be demonstration value, developing interest andfinally, appeal to senses. However, more than one or even all three objectives may befound in one method.

Demonstration value: Complete demonstration of job requirements is training of a kindof enables the trainee to grasp the meaning of ideas, concepts, or procedures visually.Such a method can be used effectively as an aid to over come the “breakdown of communication”. People remember things that they see and hear, much longer than theydo information they receive through talks or reading, alone.

Developing interest: one of the factors to be kept in mind in choosing a method is itsability to hold and arouse the interest of the trainee in the learning situation A trainee hasto consider alternative methods of presenting training material to participants in order tostimulate their interest and facilitate retention of the matter. For instance, if traditionallythe matter has been presented through lectures, perhaps audiovisual methods could beused, or instead project work be assigned which would mean learning by doing or researching the subject oneself.

Application of these basic objectives or guidelines alone would not be enough. For the

appropriate use of a method, problem analysis and needs identification are alsonecessary. The trainer has to understand and identity the problem area; what is wrong,and where is the correction needed? He has to examine whether there is a problem withthe manner in which the task is done, i.e. an operational problem, or whether there is aproblem with an individual or individuals, i.e. a human relations problem. Secondly,selecting the appropriate method would be dependent on the level of the trainee in anorganizations hierarchy, is he a shop floor worker, supervisor or a manager? Finally,before selecting a training method, the trainer should keep in mind cost effectiveness.

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TRAINING METHODS

There are various methods of training, which can be divided in to cognitive andbehavioral methods. Trainers need to understand the pros and cons of each method,also its impact on trainees keeping their background and skills in mind before givingtraining.

Cognitive methods are more of giving theoretical training to the trainees. Thevarious methods under Cognitive approach provide the rules for how to dosomething, written or verbal information, demonstrate relationships among concepts,etc. These methods are associated with changes in knowledge and attitude bystimulating learning.

The various methods that come under Cognitive approach are:

• LECTURES : It is one of the oldest methods of training. This method is usedto create understanding of a topic or to influence behavior, attitudes throughlecture. A lecture can be in printed or oral form. Lecture is telling someoneabout something.

• DEMONSTRATIONS : This method is a visual display of how somethingworks or how to do something. To carry out an effective demonstration, atrainer first prepares the lesson plan by breaking the task to be performed intosmaller modules, easily learned parts. Then, the trainer sequentially organizes

those modules and prepares an explanation for why that part is required.

• DISCUSSIONS : This method uses a lecturer to provide the learners withcontext that is supported, elaborated, explains, or expanded on throughinteractions both among the trainees and between the trainer and the trainees.

• COMPUTER BASED TRAINING (CBT) : According to a recent survey,about 75% of the organizations are providing training to employees throughIntranet or Internet. Internet is not the method of training, but has become thetechnique of delivering training. The growth of electronic technology hascreated alternative training delivery systems.

Behavioral methods are more of giving practical training to the trainees. The variousmethods under Behavioral approach allow the trainee to behavior in a real fashion.These methods are best used for skill development.

The various methods that come under Behavioral approach are:

• GAMES & SIMULTATIONS : Games and Simulations are structured and

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sometimes unstructured, that are usually played for enjoyment sometimes areused for training purposes as an educational tool

• BEHAVIOR – MODELING : Behavior Modeling uses the innate

inclination for people to observe others to discover how to do something new.It is more often used in combination with some other techniques.

• BUSINESS GAMES : Business games are the type of simulators that try topresent the way an industry, company, organization, consultancy, or subunitof a company functions.

• CASE STUDIES : Case Studies try to simulate decision-making situationthat trainees may find at their work place. It reflects the situations andcomplex problems faced by managers, staff, HR, CEO, etc. The objective of the case study method is to get trainees to apply known concepts andideologies and ascertain new ones.

• EQUIPMENT STIMULATORS : Equipment simulators are the mechanicaldevices that necessitate trainees to use some actions, plans, measures, trials,movements, or decision processes they would use with equipment back on thetheir respective work place.

• ROLE PLAYS : Role play is a simulation in which each participant is givena role to play. Trainees are given with some information related to descriptionof the role, concerns, objectives, responsibilities, emotions, etc. Then, ageneral description of the situation, and the problem that each one of themfaces, is given.

• IN-BASKET TECHNIQUE : It provides trainees with a log of written textor information and requests, such as memos, messages, and reports, whichwould be handled by manger, engineer, reporting officer, or administrator

MANAGEMENT DEVELOPMENT METHOD :

It is more future oriented method and more concerned with education of theemployees. To become a better performer by education implies that managementdevelopment activities attempt to instill sound reasoning processes. Both the methodscan be used effectively to change attitudes, but through different means.

This method is divided into two parts :

ON THE JOB TRAINING METHOD : The development of a manager’s abilitiescan take place on the job. The four techniques for on-the job development are:

• COACHING : Coaching is one of the training methods, which is considered

28



as a corrective method for inadequate performance. According to a surveyconducted by International Coach Federation (ICF), more than 4,000companies are using coach for their executives. These coaches are expertsmost of the time outside consultants.

• MENTORING : Mentoring is an ongoing relationship that is developedbetween a senior and junior employee. Mentoring provides guidance and clear understanding of how the organization goes to achieve its vision and missionto the junior employee.

• JOB ROTATION : It provides the employees with opportunities to broaden

the horizon of knowledge, skills, and abilities by working in differentdepartments, business units, functions, and countries

• JOB INSTRUCTION TECHNIQUE (JIT) : Job Instruction Technique(JIT) uses a strategy with focus on knowledge (factual and procedural), skillsand attitudes development.

OFF THE JOB TRAINING : These are many management development techniquesthat an employee can take in off the job. The methods are:

• SENSITIVITY TRAINING : Sensitivity training is about making peopleunderstand about themselves and others reasonably, which is done bydeveloping in them social sensitivity and behavioral flexibility.

• TRANSACTIONAL TRAINING : Transactional Analysis provides traineeswith a realistic and useful method for analyzing and understanding thebehavior of others.

• STRAIGHT LECTURES / LECTURES : Straight lecture method consistsof presenting information, which the trainee attempts to absorb. In this

method, the trainer speaks to a group about a topic. However, it does notinvolve any kind of interaction between the trainer and the trainees. A lecturemay also take the form of printed text, such as books, notes, etc.

• SIMULATION EXERCISES : Simulation is creating computer versions of real-life games. Simulation is about imitating or making judgment or opininghow events might occur in a real situation.

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CURRENT TRENDS IN TRAINING

Today, human resource is now a source of competitive advantage for allorganizations. Therefore, the training system in Indian Industry has been changed tocreate a smarter workforce and yield the best results. With increase in competition,every company wants to optimize the utilization of its resources to yield the maximumpossible results. Training is required in every field be it Sales, Marketing, HumanResource, Relationship building, Logistics, Production, Engineering, etc. It is now abusiness effective tool and is linked with the business outcome.

With increase in awareness of corporate training in Indian Industry, a gradual shiftfrom general to specific approach has been realized

According to NASSCOM (National Association of Software and ServicesCompanies), the IT corporate training market is expected to reach Rs 600 crore in2010 from Rs 210 Crore in 2006.

In Indian market, 50% of the training company’s revenue comes from the retailtraining and rest from other segments

30



On the other hand, in many organizations training is regarded as non-essential or aneed based activity. Some organizations start a training department in order to look modern. In fact, some organizations are headed by unwanted employees rather thanemployees of outstanding merit. While some organizations do not have a separatebudget to hire highly qualified trainers for training and development.

31



NEW ELECTRONIC TECHNIQUES IN

TRAINING

Interactive computer video technology:

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

Broadcast television / cable television:Televisions system in which programme is sent out by radio wave and are seen ontelevision. Indira Gandhi National Open University (IGNOU) is very well using thistechnology its educational and training programme.

Computer aided instruction:An educational concept which places the student in a conversational mode with acomputer which has programmed study plan. The programmed course selects the nexttopic or phase of study according to previous responses from the student allowing eachstudent to progress at pace directly to his or her learning capability.

Interactive video /interactive computer:

The phrase ‘interactive video’ refers to a video programme with which user (trainee) caninteract. Interactivity takes place between user and the system, some thing for IC also, thesystem composed of four basic components (1) monitor or video display unit(2) videotape or video disc (3) a computer (4) a disc drive, the computer controls the video or

video disc. Disc drive loads a programme into the computer.

Laser disc:

A video disc, typically 30 cm in diameter with a silvery reflective surface. The disc Asilver beam reads the disc, hence its name. Due to a tough protective coating on it a laser disc is very durable.

Tele-text:

A one way information service in which information is displayed as pages of test andother visual material. T.V. is required to be specially equipped to receive suchinformation.

Tele-conferencing:

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

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BENEFITS OF TRAINING

Employees and the organization need to realize the importance of contribution andlearning for mutual growth and development. An organization with a myopic viewcannot realize the importance of training. Organizations that lack vision undergostagnation, decline, and crisis after success. Training is the answer to deal with stagnationstage by constantly updating it in every field. Other benefits of training include:

• Hiring appeal: companies that provide training attract a better quality

workforce.

• Assessing and addressing any performance deficiency.

• Enhancing workforce flexibility, for example in the IT industry,

employees are sent to different countries for diverse projects and assignments.

Cross-cultural training is essential for them for better adjustment in the new

environment.

• Increasing commitment: Training acts as a loyalty booster. Employee

motivation is also enhanced when the employee knows that the organization

would provide them opportunities to increase their skills and knowledge.

Business is not just about transaction but it is about relationships.

• It gives the organization a competitive edge by keeping abreast of the

latest changes; it acts as a catalyst for change.

• Higher customer satisfaction and lower support cost results through

improved service, increased productivity and greater sufficiency.

• Training acts as benchmark for hiring promoting and career planning.

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• It acts act as a retention tool by motivating employee to the vast

opportunities for growth available in an organization.

• In certain cases training can also act as a tool for reward and recognition.

Candidates showing high potential can be trained for advanced training in

their field. Thus one can trace the link of training with performance appraisal

and potential evaluation,

BENEFITS OF OUT DOOR TRAINING PROGRAMME :

The success of outdoor training and development:

1) Selected participants should be given briefing including questionnaire

before attending the course, this generates an awareness of the process of the

programmes issue to be discussed and feedback on their own and other

delegates performance.

2) Managers of the participants should be briefed so that they land

support to implement the inputs gained in the course.

3) The workforce place questionnaire (submitted by the participants)

forms the basis of agenda for the course with individual’s aims.

The outdoor or alien environment encourages the participants to be candid about their problems, fears weaknesses and gain an awareness of how they do things rather thanwhat they. The programme mainly aims at personal development as long termsobjective, the learning from the programme is reinforced through periodic follow up,discussions between the tutor and delegates and further weekend programmes, and one

should also encourage self development by finding job related programmes which their managers may decide to hold in out door places.

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THE EVALUATION OF TRAINING

There are a number of expressions used to describe steps taken by management and bytraining offices at the conclusion of training and during the days or weeks afterwards.These expressions include validation, evaluation, follow-up and implementation, as wellas cost benefit, which have appeared in more recent years.

Validation is establishing that what you set out to do, you have actually done. Thus the

validation that is concerned with training means that, when the training is finished,

someone inspects the evidence available to see whether the right things have been taught,

in the agreed manner and to agreed standard’s and that the trainees have learnt to an

expected level of proficiency.

Evaluation of training, or, indeed of anything, consists simply of putting a value to it.

The person who undertakes to validate is not immediately concerned with saying whether

he likes the thing he is validating, or whether any benefit arises from it, or whether it was

the right thing to have done. He is concerned simply with saying whether or not it

happened. But to evaluate training means undertaking a search for the effect that it has

had on the people and the situations, which it influences, and then trying to measure or

estimate whether this is advantageous or disadvantageous.

Follow up is an expression which has acquired a variety of meanings, but as some of

these have now been allocated to the expressions defined above we can give to follow up

a definition which is used already by some and is of particular pertinence to training. It is

an action of a further training nature, taken in order to reinforce learning. Follow-up and

the consequent reinforcement, sometimes occurs naturally or spontaneously, and

sometimes it has to be organized .

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

4. Implementing is the hardest part of the system because one wrong step can lead to the

failure of whole training program.

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

Instructional System Development

Model(ISD)Model

Instructional System Development model was made to answer the training problems. This

model is widely used now-a-days in the organization because it is concerned with thetraining need on the job performance. Training objectives are defined on the basis of jobresponsibilities and job description and on the basis of the defined objectives individualprogress is measured. This model also helps in determining and developing thefavorable strategies, sequencing the content, and delivering media for the types of

37



training objectives to be achieved.

The Instructional System Development model comprises of five stages:

The Instructional System Development model comprises of five stages:

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

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

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

4. EXECUTION – This phase focuses on logistical arrangements, such as arranging

speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and other training accessories.

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

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TRAINING ANALYSIS

Training and Development in Retail-FMCG SectorFMCG Sector is the most booming sector in the Indian economy and is expected to reachUS$ 175-200 billion by 2016. With this rapid expansion and coming up of major playersin the sector, the need of human resource development has increased. Lack of skilledworkers is the major factor that is holding back the retail sector for high growth. Thesector is facing the severe shortage of trainers. Also, the current education system is notsufficiently prepared to address the new processes, according the industry majors.

Some of the training programs that are needed in the retail sector are:

•

Sales Training

• On-the-Job Training

• Seminars/Workshops

• Customer Relationship Management

• Online Course

• Group Study

• Computer-Based Training

• Self-Directed Training

Training in Banking and Insurance Sector

Favourable economic climate and number of other factors such as, growingurbanization, increasing consumerism, rise in the standard of living, increase infinancial services for people living in rural areas, etc has increased the demand for wide range of financial products that has led to mutually beneficial growth to thebanking sector and economic growth process. This was coincided by technologydevelopment in the banking operations. Today most of the Indian cities havenetworked banking facility as well as Internet banking facility. Some of the major players in the banking sector are State Bank of India, HDFC Bank, Citibank, ICICI

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http://www.naukrihub.com/job-openings/banking-india

http://www.naukrihub.com/job-openings/banking-india



Bank, Punjab National Bank, etc.

In the Insurance sector also, rapid expansion has created about 5 lakh jobopportunities approximately in the past five years. These openings are mainly in thefield of insurance advisors or marketing agents. The eligibility criteria for these jobs

is graduation with some experience in marketing or become insurance agents after completing school but this needs some relevant training. Earlier there were notraining programs as such for insurance agents but on-the-job training only that wasgiven once the new agent was appointed. But now the scenario has been changed,with the coming up of big players like ICICI Life Insurance, ICICI Lombard, HDFCLife Insurance, Tata AIG General Insurance, etc in this sector, people who've hadsome formal training are preferred while recruitment because it can be helpful in theinsurance field. However, only the insurance degree in this field does not guaranteesuccess. To be successful an agent must have strong interpersonal, networking, andcommunication skills .

Training and Development in Automobile Sector

The Indian automobile sector is growing at a rate of about 16% per annum and isnow going to be a second fastest growing automobile market in the world. Thesector is going through a phase of rapid change and high growth. With the comingup of new projects, the industry is undergoing technological change. The major players such as, Honda, Toyota, Bajaj, Maruti are now focusing on masscustomization, mass production, etc. and are expanding their plants.

According to National Development and Reform Commission (NDRC), India’s auto

making capacity is expected to become 15 million units by the end of the year 2007exceeding the yearly demand of about 7 million units.

This rapid expansion is because of growing urbanization, rise in the standard of livingof consumers, easy availability of finance, liberalization, privatization, andglobalization of Indian Industry. This rapid expansion has created lots of jobopportunities. Interested one in this sector has to specialize in automobile/mechanicalengineering. Currently, automobile sector in India is retaining around 10 millionemployees and is expected to employ more people in near future. Unorganized sector in employing 67% people while, organized sector is employing only 33% people,which is a major drawback for automobile sector.

With this rapid expansion and coming up of major players in the sector, the focus ismore on the skilled employees and the need of human resource development hasincreased. The companies are looking for skilled and hard working people who cangive their best to the organization. Various companies are opening training institutesto train interested ones in this sector, like Toyota has recently opened ToyotaTechnical Training Institute (TTTI) near Bangalore that will offer 4 courses inautomobile assembly, mechatronics (a combination of mechanical and industrial

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electronics), automobile weld and automobile paint. TTTI will provide both a highstandard of education and training in automotive technology as well as employmentopportunities.

Training and Development in Telecom Sector

Telecom is one of the fastest growing sectors in India with a growth of 21% andrevenue of Rs 86,720 crore in the year 2006. The sector is expected to grow over 150% by 2012. With increase in competition between the major players like BSNL,MTNL, Hutchison Essar, BPL, Idea, Bharti Tele services, Tata, etc, the requirementfor mobile analysts, software engineers, and hardware engineers for mobile handsetshas increased. However, holding an engineering degree is not enough to survive inthe Telecom Sector. There is constant need of updating of knowledge, skills, andattitudes.

With this rapid growth in Telecom Sector, the need for trained professionals in boundto rise and so is the training need. The total training market in Telecom Sector isestimated to be Rs 400 crore .

Many top players are spending a huge amount on training and development, for example BSNL alone spends more than 100 crore on training and development of itsemployees through the Advanced Level Telecommunications Training Centre

(ALTTC) and 43 other regional training institutes. Reliance has also establishedDhirubhai Ambani Institute of Information and Communication Technology. Inaddition to that, Bharti has also tied-up with IIT Delhi for the Bharti School of Telecommunication Technology and Management.

With the increase in competition, availability of huge amount of informationthrough internet, magazines, newspapers, TV, etc, and increased awarenessamong customers, the demand to impart proper training in non-technologicalareas like customer care and marketing has increased too.

Training and Development in KPO SectorKPO is Knowledge Processing Outsourcing, not to be confused with BPO, which isBusiness Processing Outsourcing. KPO is about providing knowledge based servicesin the areas like market research, business research, financial research, legal services,etc., while BPO is about providing customer care services, technical support, tele-sales etc. KPO market is expected to grow from US $ 1.3 billion in the year 2003 toUS $ 17 billion in the year 2010. KPO sector is expected to grow at a compounded

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annual growth rate (CAGR) of 49.5% till 2010. According to the NationalAssociation of Software and Services Companies (NASSCOM),

But according to Rocsearch, a UK based research firm, KPO sector will be able toreach 100,000 employees only instead of 250,000 employees. Therefore, to fill thedemand and supply gap training has now become an important tool like every other technical industry.

With the expected increase in number of employees, training has become the core of KPO industry as well. No matter how much qualified the person is he needs to be

trained on processes. As the name itself implies, “knowledge”, this sector requires high level of functional know-how as well as domain know-how. Thereis a constant need of well-planned training programs as the work profile requires

understanding of market research objectives and methodologies. This sector requires behavioral training as well as training to handle stress because of odd

working hours.

Training and Development in Pharmaceutical

Sector

India Pharmaceutical market is valued at about US $8 billion and is expected to reachto US $12 billion by 2010. Indian pharmaceutical market is 2% of world’spharmaceutical market. In the last two years, 3900 new generic products have beenlaunched because of which its market value has been increased to about US $355

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million.

Training Areas

• Brand Protection

• Contamination Control

• Drug Verification

• Supply Chain Visibility

• Recall Management

• Shrinkage Reductions

Training and Development in Hospitality Sector

Hospitality sector is growing at a very fast rate in India. The sector is growing at a rate of approximately 8%. This sector can be classified into hotel industry, travel and tourism,restaurants, pubs, clubs and bars, contract catering, and aviation. Other than that,opportunities also exist in universities, sporting venues, exhibition centers and smaller events management companies.

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The major challenge of this sector is shortage of skilled employees along with thechallenge of attrition rate. Skilled chefs and managers are in great demand. Managersrequire huge range of competencies such as, people management, viable skills, businessinsights, analytic skills, succession planning, and resource development in order to

get success in this sector. In addition to that, employees are not enough trained on

Business Etiquettes, Courtesy, and Business Communication. Hospitality is all abouthandling people. So an employee must have right attitude, tolerance, and listening skills inorder to move up the hierarchy. There is still a long way to go to inculcate good publicrelation, interpersonal skills.

Training Programs are available for the following areas:

• Food Production

• Food and Beverage Service

• Front Office

• Housekeeping

Training and Development in IT Industry

The Indian IT sector is growing at a very fast pace and is expected to earn a revenue of US $87 billion by 2008. In 2006, it has earned revenue of about US $ 40 billion with agrowth rate of 30%. IT sector is expected to generate 2.3 million jobs by 2010, accordingto NASSCOM (National Association of Software and Service Companies)

With this rapid expansion of IT sector and coming up of major players and newtechnologies like SAP, the need of human resource development has increased.According to the recent review by Harvard Business Review, there is a direct link between training investment of the companies and the market capitalization. Thosecompanies with higher training investment had higher market capitalization. It clearlyindicates that the companies which have successfully implemented training programshave been able to deliver customer goals with effective results. It shows that good

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training results in enhancement of individual performance, which in turn, helps theorganization in achieving its business goals. Training is a tool that can help in gainingcompetitive advantage in terms of human resource. Companies now kept aside 3-5% of revenue for training programs. As an example, some of the major players like Tata Elexiand Accenture are allocating 7% and 3% respectively of the company’s overall revenue.

Training and Development in BPO Industry

BPO is Business Process Outsourcing. It is an agreement between two parties for specific business task. The BPO industry is growing at an annual growth rate of 14% and is expected to cross $310 billion by 2008. Job seekers prefer BPO’s over other sectors because it is providing high paying jobs to graduates/undergraduates.To deliver desired services to customer, who is 10,000 miles away, it is important tohave good amount of business knowledge and required expertise

The various reasons behind the increasing training need in the BPO industry are:

1. BPO industry is expected to generate 1.1 million jobs by 2008, and 6 millionjobs by 2015, which is why training need has increased more than ever before.

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2. High attrition rate in this sector reason being unsatisfied employee, monotonouswork, neglected talent, inadequate know-how, etc

3 Coming up of high profile BPOs ; training has become a major tool to retainemployees. People working in BPO sector face the problem of night shift, job stress thatresults in de motivation. Well designed training program with clear career path increasesthe job satisfaction among the young professionals and help them in becoming efficientand effective at the work place. Therefore, organizations have to handle such challengesof meeting training needs, although, the sector is taking a lot of initiatives in conductingtraining for new joinees. Companies are now aligning business goals with training costs.But what more important is, is the development of the skills of middle management.Various BPO’s have an elaborate training infrastructure that includes Computer -BasedTraining rooms, and specially trained and qualified in-house trainers.

The companies are now busy designing training programs for their employees. Thesecompanies try identifying the strengths and weaknesses and are emphasizing more ontheir personalities, problem-solving skills, and leadership skills.

With constant change in processes, technologies, techniques, methods, etc, there is aconstant need of updating, developing and training the BPO employees to consistently

deliver customer goals.

ORGANISATION STRUCTURE

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http://www.naukrihub.com/job-openings/computer-india

http://www.naukrihub.com/job-openings/computer-india



TRAINING UNDERGONE

Different companies adopt different training and development as per the needs of traineeas well as organization so that person don't lack in any area of his activity, which in turnwon't affect the company at large. Hence training as per the need arising up.

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42

3532

26

51

0

10

20

30

40

50

60

New

Technique

HR

training

General



IDEAL SIZE OF THE TRAINING

49

19

16

10

1

4

0

2

4

6

8

10

12

14

16

18

20

Batch 10 Batch 15 Batch 20 Batch 25 Batch 30



"Too many cooks spoils the broth", many Indian utter confusion, keeping this in mind.Accordingly many of the respondent feels that no of trainee whether in house or our house should be in and about 10-15 and should not exceed this where as few that it

should be in the batch of 20 as they together is better, and very negligible feels that batchof 25-30 would also be suitable for training. We find out from this study that people likethe concept of "small is beautiful".

NEED IDENTIFICATION

50

38%

39%

23%

Superior assessment Employee himself

Appraisal



CONCLUSION

Making training and development process and entirely in house activity to reduce cost. In

house means trainer as well as venue for the training if to be held.

It is found that the average age group of trainees are in their twenties or earlythirties which signifies that the consumer durable industry need more of youngblood as enthusiasm is an integral part of the industry.

The maximum emphasis is given to job instruction methods where the trainee aremade to understand their job thoroughly and the role they are going to play inperforming their job.

Lecture as well as the presentation is the major part of imparting the educationand training them.

Respondent are not the part of planning and designing of the training programmer they do approach either to training team or the team head and in rare case they goto trainer itself.

The entire respondent felt that they were encouraged to come out with their ownideas (innovation training) and concepts too.

The training objective are in keeping with needs and abilities of the

trainee and it is this that proves to be the major reason for success of the trainingas whole.

To equip the trainee with new and relevant knowledge is one of the major

objectives of the training programme and this also helps in maintaining thecuriosity of the trainee through out the training session.

The trainee fill the feedback form and from time to time test are conducted toknow the gauge the effectiveness of training to employee to check their memoryif they retain anything or not.

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

Last but not least behavioral training is more important as while doing the

study it was found that people are less cooperative and outgoing to help out.Rather they felt as if study won't do any harm to them in terms they woulddivulge information.

Apart from all other training even meditation training if can be done then wethink it would add to a greater advantage to the employee as they would feel morerelaxed and light while working as sitting all the day in front of their laptop or personal computer they get tired. It’s good to start new thing.

Training should be given according to the job profile of the

employees. E.g. Managers should be made to attend more of team orientedworkshops since they are required to work in teams. Whereas an officer levelemployee needs to enhance his computer skills. Hence training programmers haveto be designed accordingly.

Since few employees felt that the training they had undergone didn’t helpthem at all, a feedback session should be made mandatory after everytraining session, in order to ascertain whether the above idea behind thetraining programme had been accomplished or not.

Every now and then the employees should be encouraged to identify their own training needs which would enhance employee morale and also shift theburden from the superior to the e mployee himself.

Rather than just investing money on various training programmes,

they should also concentrate on regular training evaluation .

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BIBLIOGRAPHY

•

http://traininganddevelopment.naukrihub.com/training-evaluation.html

• http://traininganddevelopment.naukrihub.com/training.html

• http://www.allinterview.com/showanswers/1517.html

• www.ficci.com/media-room/speeches-presentations/2007/feb/air- con/Session6/BNM.Rao.doc

• http://www.cmcltd.com/careers/learning.htm

• http://www.coolavenues.com/forums/showthread.php?t=6183

• http://www.citehr.com/73796-objectives-training-development.html

• www.humancapitalonline.com

• www.mindtools.com

• www.humanlink.com

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http://traininganddevelopment.naukrihub.com/training.html


http://www.allinterview.com/showanswers/1517.html


http://www.ficci.com/media-room/speeches-presentations/2007/feb/air-con/Session6/BNM.Rao.doc



http://www.cmcltd.com/careers/learning.htm


http://www.coolavenues.com/forums/showthread.php?t=6183


http://www.citehr.com/73796-objectives-training-development.html


http://www.humancapitalonline.com/


http://www.mindtools.com/


http://www.humanlink.com/















ANNEXURES

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Proposal

Name of the Learner Rishina Bahuguna

Registration No. 200614898

Program Name PGDBA (Human Resource)

Address A-4 , Navrachna Apartment East Arjun Nagar ,New Karkardooma Court , Delhi-110032

Title of the project

The title of the project is “ Training & Development ”.

Objectives

The objective of the project is to learn the practical applicability of training &

development concepts in the Indian Industry . The entire project talks about the training

and development in theoretical as well as new concepts, which are in trend now . Thelatest trends in the environment i.e need of training and development in the organization

structure for the development of employees that results in the achievement of

organizational goals .

Need for the topic

In any organization , trainer has a very close relationship with the trainee because it isthe first contact for both. The demand for the training in the organization increases when

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

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Methodology

.

Chapterisation

Concepts and theories:

Analysis:

Findings and conclusion

Bibliography

Information of the Guide

Name of the guide : JAGRIT ASTHANA

Residential Address : 48 C , PROMISE APARTMENTS , VIKAS PURI

Qualification : MBA

Work Experience :

Current Organization :

Current Designation :

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T& D PROJECT

Documents

Transcript of T& D PROJECT