A SUMMER TRAINING PROJECT

On A Study on Employee perception regarding

TRAINING AND DEVELOPMENT initiatives At LIBERTY SHOES LTD , KARNAL

SUBMITTED FOR THE PARTIAL FULLFILLMENT OF THE REQUIREMENT FOR THE DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION (BBA) (SESSION 2010-2013)

SUBMITTED TO MRS.PARKEE BHATNAGAR LECT. At MMIM

SUBMITTED BY SUDIPA PAUL BBA-4th SEM Roll No. 1210027

M.M. INTITUTE OF MANAGEMENT MAHARISHI MARKENDESHWAR UNIVERSITY, MULLANA (AMBALA) HARYANA - 133203

DECLARATION

I here by declared that the summer training

project entitled TRAINING AND

DEVELOPMENT , LIBERTY SHOES LTD., KARNAL Submitted in fulfillment of the required of degree of Bachler of business administration From MAHARISH MARKENDESHWAR UNIVERSITY MULLANA (AMBALA) . Is my original piece of work and submitted for the reward or any other degree, diploma, fellowship or other similar title or prize.

DATE PLACE

SUDIPA PAUL ROLL NO:

CERTIFICATE
This is to certify that MISS SUDIPA PAUL completed her summer training research , ROLL NO : 1210027, student of project on TRAINING AND

MAHARISHI MARKANDESHWAR INSTITUTE OF MANAGEMENT has successfully DEVELOPMENT, LIBERTY SHOES , KARNAL in partial fulfilment of the BBA program of MM UNIVERSITY. This is her original work and has not been submitted elsewhere

DATE: PLACE :

Mrs. Parkee Bhatnagar TRAINEE GUIDE

PREFACE

In modern Industrial System, production is the result of the joint effort of all the factors of production, which are land, labour, capital, organization and entrepreneur. Out of all these, the labour factor is most active. It controls and coordinates the other factors in order to get the maximum output at minimum cost. The human resource is the only resource, which produces an output greater than its input, it is the only resource, which has feelings and improves its skills and efficiency through experience and with the passage of time. Thus, it is very necessary to seek the cooperation of human force, to get the maximum benefits out of the efforts it puts in. In order to achieve the whole hearted cooperation of the3 employees, it is important to raise their morale and make then self sufficient, effective and efficient. So, the organization needs to provide its workers with basic and extra knowledge to improve their skills while, side by side, improving their personalities. For this, the right employees have to be imparted with the right Training and Development programme at the right time. As a part of curriculum of MBA, I was assigned to study & prepare a report on Liberty Shoes Limited, Karnal, in context with training & development while undergoing practical training in the factory. During the training, I understood how LIBERTY SHOES LTD, KARNAL increases the efficiency & effectiveness of its workers by imparting training to them and developing them in all respects.

Acknowledgement
There is always a sense of gratitude which one express to other for the selfless services they render during all phases of life. I have completed this project report with the help of different personalities. I feel obliged to all of these. First of all, I would like to thank the supreme power, the God. A very big thank to my project guide Mr.Parveen Sharma (HR Manager) to provide the most valuable inputs in the terms of experts guidance and moral support and the precious time. I have piled up a huge debt of gratitude to all the heads of department who provides me information about their department. so i plan to redeem the debt by placing the project in the hands of company so that it can be helpful for the coming trainees . I would like to thank all the persons and all the staff of Co. for their corporation. I would like to thanks my parents and friends who provide me with full cooperation for the successful completion of my project. I would like to thank to all of the people who helped me to be successful in my objective.

CONTENT
1. INTRODUCTION
BOARD OF DIRECTORS NATIONAL AND INTERNATIONAL AWARDS

1 7 10

2.

INTRODUCTION TO TRAINING AND DEVELOPMENT

OBJECTIVES TRAINING AND DEVELOPMENT PROCESS

14 20 21

3. 4.

RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION

FINDINGS

34
39 51

5. 6.

CONCLUSION RECOMMENDATIONS AND SUGGESTIONS

52 54

7. 8.

BIBLIOGRAPY QUESTIONNAIRE

55 56

CHAPTER 1 INTRODUCTION

LIBERTY1 AN INTRODUCTION

For a group, which started its operations in the pre-independence era, Liberty has truly liberated itself from a conservative mould to face the challenges of the present competitive scenario. Starting off as a small trading shop called Pal Boot House; the 52 years old group has today evolved into a leading shoe manufacturer in the country and has starmen the export market, too. Though its core business is and will be, for a long time-footwear, the group has also diversified into the manufacture of cigarette lighters. The group has also invested in state of the art manufacturing facilities at Karnal, Libertypuram, Gharaunda, Agra, Kanpur and Saharanpur. While Libertys main manufacturing facility is located at the group headquarters in Karnal, the Delhi office is concerned with the advertising and marketing of the various brands as well as the diversification plans. The company manufactures a wide range of footwear with PVC/leather soles, genuine leather and synthetic uppers, catering to men, women Liberty Shoes Ltd. is the only Indian company that is among the top 5 manufacturers of leather footwear in the world with a turnover exceeding U.S. $100 million and children. With 50 years of excellence, today Liberty produces footwear for the entire family and is a trusted name across the world. In the domestic market it is one of the most admired footwear brands and holds the largest market share for leather footwear. The company has been set up to manufacture and sell leather and non-leather shoes, leather shoes upper and leather garments. Presently, the company is engaged in manufacturing of leather and non-leather shoes.

It had also set up a joint venture in Russia to manufacture shoes in 1991 under the name M/s Liberty & Co. with Gorky Production (shoes unit) Gorky city. Subsequently, the name of the joint venture was changed to Liberty & Nino vide No.1/43/89-ep (01) dated 29.04.1991 of Ministry of commerce, Govt. of India.
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Entered into an agreement with one of the group firms . Liberty shoe Ltd. for using the established brand name LIBERTY. As per the terms of this agreement the company can use this trademark initially for a period of 5 years on a royalty payment of Rs.20 Lac spread over even in Europe and other advance countries the show industry has only growth of ancillary industries.

ABOUT LIBERTY 2

Liberty Footwear is the only Indian company that is among the top 5 manufacturers of leather footwear of the world with a turnover in excess of U.S. $100 million. Producing more than 50,000 pairs of footwear a day. A range that is among the largest in the industry, covering virtually every age group and income category. Marketed across the globe through 150 distributors, 350 exclusive showrooms and over 6000 multi-brand outlets, and sold in thousands every day in more than 25 countries including fashion-driven, quality-obsessed nations like France, Italy, and Germany.

WELCOME TO THE WORLD OF LIBERTY

Like all enterprises this company too is seeped in history. It was on 25 Th December 1954 when India was nurturing its growth as a free country that three dreamers in a small town in erstwhile Punjab thought of producing an Indian brand of footwear to make a basic necessity available to their countrymen. Mr. D P Gupta, Mr. P D Gupta and Mr. R K Bansal allowed their vision to cross every barrier and brought in technology to ensure that the feed to the market was of world class. Soon the product and the name became generic to quality footwear in the domestic market and this allowed the company to invest further for enhancing production capacities and cater to international markets too.
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With 50 years of excellence behind it Liberty today is amongst the five largest footwear manufacturers of the world. It produces footwear for the entire family and is a trusted name in many households across India and the world. In the domestic market we are one of the most admired footwear brands and hold the largest market share for leather footwear.

CORPORATE PHILOSOPHY3

Steeped in a philosophy that has at its core innovation, technology and advancement, we at Liberty, pride ourselves over and above everything else on our healthy and heart-felt respect for the human ethos, which projects itself in the expectancy and excitement with which one greets the arrival of the new combined with a sincere and deep regard for the old, which is appreciative of and adopts at every stage the unique balance between modernization and tradition". Liberty as a brand is constantly evolving to keep pace with the changing trends, styles, beliefs, and aspirations of people while maintaining the sanctity of certain traditions like workmanship and good value.

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OUR CREDO4

To ensure that the method we use is the latest technology the world over. To follow the highest standards of honest workmanship in whatever we make. To walk the extra mile to ensure customer satisfaction worldwide. To remain a true cosmopolitan to the spirit. To remain a great corporation to associate with, to work for. To know that

We are about people".

SOCIAL RESPONSIBILITY
Liberty conducts its business with honesty, integrity and respect for all those who come in contact with it in course of business. Fully appreciative of the fact that its reputation stems from not just quality products and technological innovations but also from the manner of its dealings with customers, suppliers, government officials and all those who are outside the Liberty Group. Utmost importance is also given to ensuring a safe, healthy and nondiscriminatory work environment for all Liberty employees where they are free from harassment of any form by supervisors, seniors, co-workers, customers and suppliers. Ethical standards and practices are rigorously adhered to which is why Liberty finds place in the most favored list of respectable brands like Wal-Mart, Reebok, Nike, etc who recognize it as an Equal Opportunity Employer.

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WHY LIBERTY?5
At Liberty we always believe in our people, the highly talented and energetic individuals, who make us the success that we are. The company makes sure that every individual must have proper environment for personal and professional growth. The company offers comprehensive benefits that provide excellent health, protection against injury, and a secure future.

CORPORATE SAGA
With people as its leitmotif, Liberty, has for over 50 years, always stayed in touch with the aspirations of every successive generation even as it developed the largest range in the industry catering to every income bracket and age segment. Using the patented ' Humantech ' approach that combines the best of talent with the latest in technology. From the price-conscious, value for money seeking buyer to the trendy, global, price-indifferent customer from the with it all attitude teenager to the conservative seen it all adult, just about everybody today finds a good reason for being in Liberty. Liberty is today consolidating and expanding its following from the fashion alloys to the sidewalks with styles that compliment the newest most happening trends. And also by turning footwear selling into a byword for personalized service in an ambience of five star comforts. This can be experienced in the hundreds of Liberty five star showrooms and shoe stations in India and abroad. But beyond that lies another but equally significant involvement. It's all about making a difference in the lives of thousands of people all over India by ensuring direct and indirect employment. Creating wealth, sharing prosperity, and generating progress. For Liberty, there can be no greater honour than that and no bigger reason for walking tall.
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BOARD OF DIRECTORS
6

Adesh Gupta (Chief Executive Officer) Adesh Gupta is a Mechanical Engineer, having specialization in Polyurethane applications in Footwear and joined Liberty in 1983.He pioneered PU technology for the in India and helped make Liberty a leader in Domestic Market. He has also put into place a road map for Liberty foray in the International markets and aggressively marketed the brand. With a string of diversification Adesh has changed the company into a multi product conglomerate with interests in Retailing, Automotive, Chemicals, Construction and Real estate sectors. Adesh has won many prestigious awards and a key functionary of CII and also the Chairman of IMC, ITI, Karnal. Adarsh Gupta (Executive Director) Having honed his business skills over the last twenty years, Adarsh is widely traveled across the globe and understands the nuances of doing business at the global stage. An avid learner Adarsh continues to enhance his skills and acumen through development programs, many of which have international acclaim. Adarsh has done a diploma in Footwear design from the world acclaimed ARS Sutoria Institute, Milan, Italy.

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Shammi Bansal (Executive Director)7 Shammi Bansal is an eminent name in the leather and footwear industry of India. He started his quest for innovation and excellence in 1982 when he joined Liberty Shoes Ltd. and introduced P.U. technology in India. A man of extraordinary acumen and progressive ideas, he was responsible for bringing in the use of E.P. Polymers to the industry. Today, he is credited with many firsts in the field of footwear and leather technology. Besides initiating the practice of blending T.P.E. (Thermo Plastic Electromers) with P.V.C. for the first time in India in 1997 and Injection E.V.A. compounding for the first time in Asia, he also pioneered Injection Moulding technology for sandals. A proud recipient of many prestigious awards including the coveted Productivity Award' from The President of India, Shammi Bansal has diversified into the domains of Real Estate and Trading, with the promise of spearheading many groundbreaking movements. Sunil Bansal (Director) Russia, Hungary, Slovakia, Dubai, Germany, Italy, France are some of the countries that appear on his mental radar with a continuous blip reminding of action. Even as he oversees the export of the Liberty products to these fashion destinations, Sunil patiently updates himself on trends the world over Raman Bansal (Director) A graduate with a Diploma in Shoe Designing under his belt Raman goes about his task with a sense of precision taking along with him a vast number of dealers and distributors. Sharing the marketing and sales policies with them and identifying the success component of each based on continuous feedback from the market. Adish Gupta (Director) Looking closely at the expansion plans and the corresponding human resource requirements, Adish is constantly planning and strategizing to ensure the right resource is available at the right time and continuous inputs for the growth of the individual.

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Vivek Bansal (Director) He heads the Non Leather and PVC production facilities of the company. From procuring raw materials, to keeping the focus on fashion trends Vivek enjoys the hectic pace he sets for himself to innovate and surprise the system.

Anupam Bansal (Director) A keen learner Anupam has trudged through the retail markets in the country to get a first hand feel of the business of retailing. He is spearheading the company's focus on making the products available at fashion stores around the country.

NATIONAL AND INTERNATIONAL AWARDS

8

Leather Export Promotion Merit Award (1975), till 1982. Haryana Government Export award (1978-79). International Asian Award, Jakarta (1982). European Awards, Paris (1987). National Award for best Export of leather Garments (1987-88). International Award for Good Quality, Brussels, Belgium (1988). Leather Export Award for Government of India (1991-92). National Productivity Award from president (1997). Council of Leather Export (CLE), Indias apex body of Leather products exporters, during the International Leather fair held at Chennai, conferred is highest award the DOYEN OF INDUSTRY upon Mr. P.D. Gupta on 5th Feb., 1998.

Worldwide Prestige Award (WPA)-2001.

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LITRATURE REVIEW
9

A review of literature on evaluation of training was conducted to identify methods of effectiveness evaluation for training programs. Five definitions of evaluation were identified in the literature. Kirkpatrick, 1971 Kirkpatricks first level of measurement, reaction, is defined as how well the trainees liked the training program. The second measurement level, learning, is designated as the determination of what knowledge, attitudes, and skills were learned in the training. The third measurement level is defined as behavior. Behavior outlines a relationship of learning (the previous measurement le vel) to the actualization of doing. Kirkpatrick recognized a big difference between knowing principles and techniques and using those principles and techniques on the job. The fourth measurement level, results, is the expected outcomes of most educational training programs such as reduced costs, reduced turnover and absenteeism, reduced grievances, improved profits or morale, and increased quality and quantity of production. Paquet,Kasl, Weinstein, & Waite, 1987 One study was found by a major corporation that measured change in productivity and ROI of a training program. CIGNA Corporations corporate management development and training department, which provides training for employees of CIGNA Corporations operating subsidiaries, initiated an evaluation program to prove management training made a business contribution. The research question posed was, Does management
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training result in improved productivity in the managers

workplace? The team conducting the research identified that data collection needed to
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be built into the training program for optimal data gathering. If managers could use the evaluation data for their own benefit as part of their training, they would be more likely to cooperate.

Paulet & Moult, 1987 British Airways assessed the effectiveness of the Managing People First (MPF) training by measuring the value shift, commitment, and empowerment of the trainees. An in-depth interview was used to measure the action potential (energy generated in the participants by the course) and level of action as a result of the course. A want level was used to measure the action potential and a do level for the action. Each measurement was assigned a value of high, medium, or low. However, high, medium, and low were not defined. The study showed that 27% of all participants (high want level and high do level) were committed to MPF values and pursued the programs aims/philosophy. Nearly 30% of participants were fully committed to the aims/philosophy of MPF although they did not fully convert commitment to action (high want level and medium and low do level). Approximately one-third of the participants (29%) moderately 11converted enthusiasm into committed action (medium and low want level and medium and low do level). But 13% remained truly uncommitted (low want level and low do level).Behavioral changes (level three of the Kirkpatrick Model) were measured following low impact Outdoor-Based Experiential Training with the goal of team building Alliger and Horowitz (1989) Numerous studies reported use of components of the Kirkpatrick Model; however, no study was found that applied all four levels of the model. Although level one is the least complex of the measures of evaluation developed by Kirkpatrick, no studies were found that reported use of level one as a sole measure of training. One application of the second level of evaluation, knowledge, was reported by. In this study the IBM Corporation incorporated knowledge tests into internally developed training. To ensure the best design, IBM conducted a study to identify the optimal test for internally
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developed courses. Four separate tests composed of 25 questions each were developed based on ten key learning components. Four scoring methods were evaluated including one that used a unique measure of confidence. The confidence measurement assessed how confident the trainee was with answers given. Tests were administered both before and after trainingThe development of the confidence index was the most valuable aspect of the study. Alliger and Horowitz stated that behavior in the workplace was not only a function of knowledge, but also of how certain the employee was of that knowledge. Two studies were found that measured job application and changes in behavior (level three of the Kirkpatrick Model). 13

CHAPTER 2

INTRODUCTION TO TRAINING AND DEVELOPMENT

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INTRODUCTION TO TRAINING AND DEVELOPMENT12

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Training is basically the act of imparting knowledge and upgrading the skills.
It is basically the technique to improve and develop the skills that may be already been acquired or else to impart new knowledge or to make aware about new developments and technologies. Training is also even given for personal development of the employees and for their growth and advancement. A persons performance is improved by showing him/her how to master a new or established technology. The technology may be a piece of heavy machinery, a computer, a procedure for creating a product, or a method of providing a service.

Earlier it was stated that there are four inputs to a system: people, material, technology and time. Training is mainly concerned with the meeting of two of these inputs-people and technologies i.e. having people learn to master a given technology. In other words training improves, changes, and moulds the employees knowledge, skill, behavior, aptitude and attitude towards the requirements of the job and organization. Thus training is the acquisition of technology, which permits employees to perform their present job to standards. It improves human performance on the job the employee is presently doing or is being hired to do. Also, it is given when new technology is introduced into the workplace.

Development is training people to acquire new horizons, technologies or

viewpoints. It enables leaders to guide their organizations onto new expectations by being proactive rather than reactive. It enables workers to create better products, faster services, and more competitive organizations. It is learning for growth of the individual, but not related to a specific present or future job. Unlike training an education, which can be completely evaluated, development cannot always be fully evaluated. This does not mean that we should abandon development programs, as helping people to grow and develop is what keeps an organization in the cutting edge of competitive environments. Development can be considered the forefront of what many now call Learning Organization.

The survival of the organization requires development throughout the ranks in order to survive, while training makes the organization more effective and efficient in its dayto-day operations. In this way, Development is a related process; it covers not only those activities, which improve job performance, but also those activities, which bring about growth of the personality, helps individuals in the progress towards maturity.

Training 13is one of the most important functions of the human resource, which is
taken up in every organization to retain good and competent workforce as its main purpose is to: Improve the efficiency of the employees. To motivate the employees. To make them aware about new developments. For effective utilization of resources. For their personal growth and career development. So, its the process of enhancing the knowledge and skills acquired by an employee to do a particular job.

TYPES OF TRAINING14
The various trainings being conducted in various organizations are mainly categorized into two categories:
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I. II.

ON THE JOB TRAINING. OFF THE JOB TRAINING.

ON THE JOB TRAINING These basically include the program, which are being conducted in the workplace itself. So skills and knowledge are imparted through practical exposure to work that basically include induction training, job rotations, apprenticeship training, internship training etc. These programs are taken up to upgrade the skills and techniques, which are used by the person to do the immediate job in which he is engaged. OFF THE JOB TRAINING These programs are conducted other than at the actual workplace. These include theoretical concepts and demonstrations that follow the policy of classroom teaching to impart knowledge on the basic concepts. It basically includes lectures, seminars, conferences, case studies, role-playing and other management games. These programs are taken up for the growth and development of the personnels where artificial environment is created to learn the basic concepts first and then to implement them in practical work.

Typical Reasons for Employee Training and Development15: Training and development can be initiated for a variety of reasons for an employee or

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group of employees, e.g.:

a.) When a performance appraisal indicates performance improvement is needed. b.) To "benchmark" the status of improvement so far in a performance improvement effort. c.) As part of an overall professional development program. d.) As part of succession planning to help an employee be eligible for a planned change in role in the organization. e.) To "pilot", or test, the operation of a new performance management system. f.) To train about a specific topic.

Typical Topics of Employee Training: 1. Communications: The increasing diversity of today's workforce brings a wide variety of languages and customs. 2. Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks. 3. Customer service: Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers. 4. Diversity: Diversity training usually includes explanation about how people have different perspectives and views, and includes techniques to value diversity 5. Ethics: Today's society has increasing expectations about corporate social responsibility. Also, today's diverse workforce brings a wide variety of values and morals to the workplace. 6. Human relations: The increased stresses of today's workplace can include misunderstandings and conflict. Training can people to get along in the workplace. 7. Quality initiatives16: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc.
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8. Safety: Safety training is critical where working with heavy equipment, hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.

9. Sexual harassment: Sexual harassment training usually includes careful description of the organization's policies about sexual harassment, especially about what are inappropriate behaviors.

General Benefits from Employee Training and Development: There are numerous sources of on-line information about training and development. Several of these sites suggest reasons for supervisors to conduct training among employees. These reasons include:
1. Increased job satisfaction and morale among employees. 2. Increased employee motivation. 3. Increased efficiencies in processes, resulting in financial gain. 4. Increased capacity to adopt new technologies and methods. 5. Increased innovation in strategies and products. 6. Reduced employee turnover. 7. Enhanced company image, e.g., conducting ethics training. 8. Risk management, e.g., training about sexual harassment, diversity training.

BRIEF ANALYSIS OF TRAINING AND DEVELOPMENT ACTIVITIES17

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All the training and development activities are look after by Mr. parveen sharma , Manager (HR). This is one of the most important activities of HR department which is being planned, organized and conducted at a regular basis to attain the predetermined objectives of the company starting from determining its budget to evaluation of the results or gains of various trainings as compare to the expenses incurred on these.

OBJECTIVES
To increase efficiency of manpower. To improve their effectiveness. To upgrade their skills. To make them compatible with new changes and new technologies. To help them in their personal growth and development. To develop and retain competent work force. To develop a more disciplined work environment.

STEPS OF TRAINING AND DEVELOPMENT PROCESS18 1. DEFINING A TRAINING PLAN AND HR STRATIGIES:
The first and foremost step of the training and development process is defining and designing the training plan and training calendar for the entire year which are according to the corporate training and HR policies laid down by the corporate office and get revised every year. It basically defines what kinds of programs to be conducted, for whom to be conducted and what are the objectives and what are the strategies related to these. HR STRATEGIES:

Identification of 100 workmen to be the core team for change.

Identification on basis of age, skills, educational qualifications, Disciplinary records etc. Identified workmen to be taken through training in three phases 1. Attitudinal. 2. Skills such as communication. 3. Team building. Educate the trade union. Combined program for union leader and shop floor supervisors.

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Program for workmen:19

Coverage Inter personal style and effectiveness. Skills in Inter personal communication. Elements of team building. Trust building and the skills of self-discloser. Management of feeling and coping the stress. Resolving inter personal conflicts. Team roles and their implications. Managing change in teams 8o workmen already covered.

Educate the union leaders

Constructive role of union leaders . 1. in changing business scenario. 2. Improving productivity. 3. Improving work culture. Discipline. Work ethics. Fundamental of shop floor safety. Managing stress.

So this was the plan of training and development activities that was pre designed by the PDC department with reference to corporate policies according to which programs are already being conducted or will be conducted.
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After this the budget for the training and development activities is also being defined which gives all the details of the no. of programs, its details, type, no of persons to be included, duration, training man days, faculty, locations and the budgeted expenses to be incurred.

2. IDENTIFICATION OF TRAINING NEEDS:20

As the training plans and budget is being prepared the next important step in training process is to identify training needs of the workforce. For this purpose a training need identification form is designed by the department according to the guidelines of the corporate/head office. This is designed separately for workers, supervisors, clerical and management staff that are again categorized according to the levels.

These forms are distributed to individual to identify individual needs.

There are

certain dimensions given in the form according to which the individual have to make their choices and then these forms are appraised by one or two appraisers and reviewer. Then these training needs are finalized by HR resource with consultation of individuals and appraiser/reviewer.

A schedule of the need identification process is also being determined once in a year, which is a step-by-step process.

Schedule for year Individual undertakes self assessment of training needs: (According to the format, as appropriate) Individual discusses his needs with his superior and obtains his approval. Location HR head arranges to finalize needs with consultation With the reviewer.
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 Location It

HR head arranges to finalize needs in compile the data and forward

compiled training needs. undertakes development planning and shares with

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Business Heads

Finalization of training calendar. On soft skills On functional areas business HR Heads

Roll out Development initiatives

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Mainly three forms are designed for three level categories 1. Level Supervisors (L1-L2) 2. Middle management (L3-L4) 3. Senior management (L5-L6)

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MID YEAR PERFORMANCE APPRAISAL AND NEED IDENTIFICATION PROCESS

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Commencement of mid year appraisal

Mid year appraisal (by self and appraiser)

Re-alignment of targets

Feedback Session

Trg needs identification Session Functional needs Soft skills needs

Compilation and Forwarding to MDRG Sharing Development Plans

Action (Dev plg & inputs) Soft skills by MDRG Functional by Business PDC
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3.

DESIGNING

AND

CONDUCTING

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THE

TRAINING

PROGRAMS:
After the HR department identifies the training needs, the next step of the training procedure is designing the training programs according to the needs. Different types of training programs are being conducted.

Different types of training are: IN HOUSE TRAINING PROGRAMS. OUT HOUSE TRAINING PROGRAMS.

INHOUSE TRAINING PROGRAMS

In In house training programs various kinds of technical and non-technical programs are conducted at workers level, supervisory level, and at high management level. In house training programs also include solving different analytical problem, solving assignments like case studies or logical reasoning exercises provided by the PDC department to various employees to improve their analytical knowledge and skills. Company also organize various presentations which are given by the employees itself on certain topics in a group of 3 to 4 members, which help them to develop the way of presenting and communication skills.

Other types of non-technical in-house training program include: Workers educational and awareness programs which mainly deals with the topics like

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Communication and motivation Work ethics Productivity Lunch Quality Safety Security Estate Welfare Counseling skills Self development and personal growth

Training Programs are also conducted for retiring officers to help them to plan their retire life.

Topics covered are: Financial management24 Post retirement saving Social life Health balanced diet, proper sleep, regular physical exercise. Treatments Psychological Financial advice Health advice Yoga inputs

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4.

FEEDBACK AND 25FOLLOW UP:

As the programs are conducted there effectiveness is then measured through feedback of the participants and follow up done by their superiors. To take the feedback of the participants those who have attended the program a feedback form is provided designed by the HR department at the end of the program, which include the following:

Rating and grading the different aspect of the topic covered in the program, Suggestions to improve, What kind of knowledge is gained by the participants while attending the How can they use those skills in day-to-day activities?

program and

To measure the actual effectiveness of these programs the feedback is also taken from the superiors of the participants on given form, which include the: Broad areas covered, summary of key learnings as per the feedback record at the end of the program and It ask for the comments of the departmental heads on positive changes in the participant after attending the training program like About learning the concept. On implementation of the concept. On the perceived behavioral change. Illustrative examples signifying the above.

The suggestions made by most of the participants for the programs are that

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These programs should be conducted on regular basis, For longer durations and Practical demonstrations should be given.

Suggestions made by the workers are also that these Programs should conducted on regular basis, For longer durations, Should be conducted in Hindi Their family member should also be included.

Other types of training include:26

Induction training: It is taken up whenever any new entry/recruitment occurs in the unit, to make him aware about his work, the organization, structure, process, rules and regulations etc. The PDC department is scheduling an induction-training program in advance. The duration of the induction program is scheduled for 15 20 days, in which the new entry being made aware of all the departments in the unit. Schedule of this prepared in advance according to which the new entry personally meet various departmental heads to get familiar with the overall working of the unit.

For example:
Summer training:

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The unit also absorbs many graduates and postgraduates students during the summers from various professional institutes and collages as summer trainees for some shortterm projects and gives them all kind of practical assistance and exposer. GET Graduate engineer trainees The also absorbs graduate engineers in various department of there manufacturing plant, these graduate engineers are given on the job training before making them permanent. Management trainees Company also takes fresh management students of professional institutes as management trainees for a specific period of time after that co. make them permanent on their performance basis. They are also given on the job training for that specific period to make them acquaintance with job and job responsibilities. ISO 9001 awareness training programs It is an international standard on quality management system, applicable for all types of enterprises across the globe, irrespective of the size, type and nature.

Its importance -:
Certification to ISO 9001 gives the organization and its customers assurance that it is operating effectively. Global customer acceptance. Earn customer confidence.

Employees are 27expected to

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Continue to work with same zeal/enthusiasm.

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Continue to work in the line with existing system. Continue to make improvements at work place.

CERTAIN TOPICS ON WHICH TRAINING IS GIVEN AT LIBERTY ENTERPRISES

5S & House keeping Attitude heightened awareness Clicking Closing Cutting FARQ How to get the Most (for Yourself) from training ISO 9001/2000 Awareness session ISO 9000 Auditors Training Latest Development in PU (Polyurethane) Leadership with affection Lean Manufacturing Injection, Quality Improvement Importance of Training Fire-fighting Pink Factor Packing Of shoes Preparing for the next Mi9llenium28 Principles of self assessment for business Excellence Process Approach

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TRAINING EFFECTIVENESS29
What's Training Good for Anyway? There are good reasons to mandate training and development in your organisation and there are bad reasons for mandating training. There are also good reasons for NOT training, in some circumstances, and bad reasons to refuse. Knowing what training can and cannot accomplish enables you to make the right decisions at the right time, ensuring that your limited training dollars are used effectively.

What Training Can Do? Training can accomplish many things. It can help people learn the new skills that are required to meet new expectations, both formal and informal. For example, a support staff person may have been hired originally for his/ her ability to type, to answer the phone and file. But now, with increased workloads, we want that person to be able to do much more perhaps to solve client problems, to use desktop publishing processes, to handle more of the day to day issues, so we can use our time more effectively. Training can help people accept the challenge of their evolving jobs. Training can also help to: Build a common understanding of the organizations purpose. Show management's commitment and loyalty to employees. Development people so they can increase their responsibilities and contribute to the organisation in new ways.

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What Training Cannot Do?30 Training on its own, cannot change ineffective employees into effective ones. Training is unlikely to address ALL the causes of poor performance. Limited training also will not turn a poor supervisor or manager into an effective one, unless it is coupled with ongoing coaching. Training will not erase problems that occur as a result of poor structuring of work, mismatching of work with the person,

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CHAPTER 3 RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY31
A. RESEARCH DESIGN

I have used Descriptive Research as a tool to study the employees views about training programmes and its effect on their performance. Descriptive Research Studies are those studies, which are concerned with specific predictions, with narration of facts and characteristics concerning individual, group or situation. Scope of Study

Data will be collected by department wise, to study the employees view about training programmes and its effect on their improving skills, knowledge and attitude for performing the various jobs in company. Area Of Study The unit selected for the purpose of study is Liberty Shoes Ltd. at Karnal and deals with respect to Training & Development measures being implemented in the mentioned organization.

Objective of Study To study the training and development methods and activities in the organization.

To study the employee perception regarding training and development initiatives of the company.

B.

DATA COLLECTION32

The task of data collection begins after a research problem is being defined and research design chalked out.
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DATA TYPE33
a) b) a) Primary Sources Secondary Sources Primary Sources : The primary data are those which are collects fresh and for the first time, and thus happen to be original in character. b) Secondary Sources : The secondary data are those which have already been collected by someone and which have already been passed through the statistical process.

Collection of Data for Project

PRIMARY SOURCE Personal Interviews, Questionnaires

SECONDARY SOURCE Files, Documents, and records of the company and details available on companys website i.e.www.libertyshoes.com

In order to collect the information for the research study I used the questionnaire which had both open-ended and close-ended questions. The questionnaire was filled by the investigator herself. C. DATA ANALYSIS After the data collection, various parameters have been used for the purpose of data analysis & the information collected has been presented in different tables & on the basis of these tables analysis & interpretation has been made & the same has been presented in the form of graphical representation.. D. SAMPLING DESIGN A sample design is a definite plan for obtaining a sample from a given population. There are many sample design from which a researcher can choose. Researchers must prepare /select a sample design which should be reliable and appropriate for their research only.

SAMPLE SIZE
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This refers to the organizations surveyed. Although large samples are more reliable But due to shortage of time and money this organization has been selected. Sample Size Type of Question Instrument Used Interviews Area covered Type Of Universe : : karnal Infinite : : : 75 Close-ended & Open-ended Questionnaire, Personal

Sampling Technique This refers to procedure by which the organizations have been chosen. This is: Non-Random Sampling : Convenience sampling

LIMITATIONS OF THE STUDY

LIMITED TIME:34
Although the staff of Ballarpur Industries Limited was highly co-operative and devoted enough of its valuable time on us but because of time constraints we were not able to devote as much time with their employees. LACK OF COMPARATIVE DATA

Due to non availability of comparable data of other industries in the paper market we were not able to do interfirm comparison. SECRECY

Some of the information in any organization is not to be disclosed to any person whatsoever. Also I was not able to access this information. In spite of these difficulties I still put up our best effort in trying to do the full justice to the subject matter and to the report.

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CHAPTER 4 DATA ANALYSIS AND INTERPRETATION

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GRAPHICAL PRESENTATION OF QUESTIONNAIRE RESULTS

1. How frequently training programmes are designed by the

company for employees?

options Frequently Rarely Cant say TOTAL No. of respondents 40 25 10 75

Table-1

Graph-1
INTERPRETATION: (ON ASKING WHETHERTHE FREQUENTLY TRAINING PROGRAMME ARE DESIGNED BY THE COMPANY FOR EMPLOYEE ) organization 40% responded in favor where as 25% are rarely agree and 10% are cant say .It is clear that majority of employees (at sr. staff level and staff level) are aware of training framework. Its process, its organization, training calendar of their organization. They know the things, which they are expected to know. 2. According to you, what method of on-the job

training, used by the company is most effective?

OPTIONS Coaching Mentoring Job rotation total

NO.OF RESPONDENTS 13 25 37 75

Graph-2
INTERPRETATION: On asking, methods of on-the job training used by company is effective or not, 13% gave response in Yes while 25% gave response that we are satisfied with the mentoring.and 13%are respondent says that we are satisfied with the job-rotation .
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3.According to you, what method of off-the job

training, used by the company is most effective?

options Lecture Case study Demonstration Total No.of respondents 26 30 19 75

Graph-3 INTERPRETATION:
On asking what method of off-the job training used by the company 26% respondents find it lecture is effective. It is clear that majority of the employees find it effective where as 30% find case study effective. And 19% of the respondent find demonstration effective. It is clear that the majority of the employees find it effective, as they find themselves at par with their competitors.

4. The training programmes organized by the company

help in acquiring technical knowledge and skill?36

OPTIONS Yes No total NO.OF RESPONDENT 66 9 75

Table-4

Graph-4
INTERPRETATION On asking whether training programme organized by the company helps in acquiring technical knowledge and skills.66% of respondent says that they are agree with the training programme.and 9% are says that they are not agree with the training programme.

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5. Is there adequate emphasis on developing

managerial capabilities of the managerial staff through training? 37

OPTIONS Yes NO Total NO.OF RESPONDENTS 53 22 75

Graph-5
INTERPRETATION:

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On asking whether the adequate emphasis on developing managerial capabilities of the managerial staff through training. On asking in what way, they responded training sharpens their capabilities. It helps to combat barriers like psychological, technical and gives it exposure. And 53% are agree and 22% Dis-agree.

6. Human relations competencies are adequately developed in your organization through training in human skill?38

Options Yes No Total

No.of respondents 64 11 75

INTERPRETATION: On asking does training and development have overall impact on their growth whether work related or personality development, most of all respondents about 71% responses were in yes. On asking in what way, they remarked that it is the primary aim of training program; they learn new things, more practical knowledge that works.

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7. Training of workers is given adequate importance in your organization?39

OPTIONS YES NO Total

NO.OF RESPONDENT 54 21 75

Graph-7

INTERPRETATION: On asking whether the workers is given adequate importance in your organization capabilities,54% respondents were in favour of statement whereas 21% respondents were not. On asking in what way, they responded that it provides better understanding and develops ability to take appropriate decisions. Moreover it improves communication skills.

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8. Does the company undertake needs assessment before providing training?40

options Yes No Total

No.of respondent 70 5 75

Table-8

Graph-8

INTERPRETATION: On asking, does company undertake needs assessment before providing training . 70% respondents were in favor whereas 5% respondents were against. It is clear that program are need based and provide such kind of measures, tools, they can fulfill the requirement of management effectively. It provides multi-skilling, technical expertise and makes them perfect.
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9. Employees in the organization participate in determining the training they need?41

options Yes No Total

No.of respondent 49 26 75

Table-9

Graph-9

INTERPRETATION: On asking, whether the organization participate in training they need ., 49% respondents gave favourable response while 26% respondents were not in favor. On asking in what way, they remarked that by better understanding the goal of the organization and putting more effort in the direction, they perform in a better way.
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10. Does the company take employee feedback for evaluating the effectiveness of the training?42 options Yes No Total No .of respondent 33 42 75

Table-10

Graph-10
INTERPRETATION: On asking, company take employee feedback for evaluating the effectiveness of the training . The reason I found was 33% of the respondent are in favour and 42% are not in favour.

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11. Rate the overall effectiveness of the training programmes conducted by the company?43 options Poor Average Good Excellent No.of respondent 3 15 34 25

Table-11

Graph-11
INTERPRETATION: On asking, training programs is effective for the employee, responses were following: Poor 3% Average 15% Good: 34% Excellent: 25% It is obvious that 75% respondents find training program at par to their expectations.

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FINDINGS
Ive designed separate questionnaire for workers. Sample size was 75.For workers convenience questions were very simple that can be easily understood and answered. Evaluation of questionnaire result is as follows:

On asking, whether the training programme are frequently designed for the employee or not .all the responses are given on the basis of the frequently , rarely, cant say. And 40% of the majority are satisfied.

On asking, which method of on the job training is effective for the employees all the responses are given on the basis of coaching, mentoring , job rotation . And 37% are satisfied with the job rotation.

On asking, which method of off the job rotation is effective for the employees all the responses are given on the basis of lecture , case study, demonstration And 30% are satisfied with case study .

On asking, training programme organized by the company helpful for the development of the technical knowledge and skills of the employees.And 66% of the majority says yes.

On asking, company provide adequate managerial capabilities of the managerial staff throught training .and all he responses are yes. On asking, human relation and human skills are developed for employee through training. And majority says yes. On asking, training for the workers are given adequate importance . And majority says yes. Does the company take employee feedback for the evaluation of effectiveness of training. Majority says no.

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CHAPTER 4 CONCLUSION & RECOMMENDATIONS

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CONCLUSION

As in todays scenario human capital is one of the most inputs of any value generating process, so the scope of human resource practices and policies is also increasing day by day. LIBERTY SHOES LTD. which is the SECOND top shoe manufacturing industry also believes that tacit knowledge of human resource actually make a big difference which ultimately help to achieve the targets according to vision, mission, goals and objectives. So libety shoes ltd. has a very strong human resource prospective as compare to any other prospective of the company and they believe that personal growth and development of their manpower is important to be competitive by retaining competitive workforce. So to develop an efficient workforce it has been taking up various kinds of training programs every year, which is bringing lot of positive differences with in the workforce like in their behavior, skills, working habits, efficiency, life style, up gradation of knowledge, etc And these will continue in near future also so as to remain at TOP.

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RECOMMENDATIONS AND SUGGESTIONS

At first the training needs should be properly identified for both the management staffs and for workers also. Technical or work related programs should include more live demonstrations. Non technical programs which are very subjective in nature should be on more continues basis and proper reading materials should also be provided to the participants as to improve there retention power. What ever the training programs are been conducted the departmental head of the participants should also be given a copy of the contents of the programs, as this can help to analyze the training effectiveness. To improve the process, inter departmental training programs can be conducted, so that the related departments can get aware of each others process. Training programs on general topics can be conducted as on line computer training through LAN connection, which will save time and money of the organization. To develop the training process personals of PDC department should go for frequent plant visit, so that needs can be identified at shop floor level. Counseling sessions should be organized for the shop floor workers before implementing any training program on change in behavioral pattern which is it self very complex in nature.

So these suggestions might help to improve the training procedure at its very best as it is now also.

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BIBLIOGRAPHY
Flippo, Edwin B. Personnel Management, Dec. 1st 1979,

McGraw-Hill Inc.,US.
Mamoria, C.B and Mamoria, Satish Dynamics of Industrial Relations 2007, Himalayan publication.

Website www.liberty.com. www.icap.org www.scribd.com

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TRINING AND DEVELOPMENT Questionnaire for workers

Please tick mark as your answer. 1 Do you agree with the structure of training frame work of your organization? a) YES
2

B) NO

Do you think the quality of training is excellent? a) YES B) NO Is training effective to Bridge the gap with the External Environment Existing in Same Kind Of Industry? a) YES B) NO

Does Training Help In Developing Individual Personality? a) YES B) NO Do you think the training programs is well designed and well shared? a) YES B) NO

Does Training Have Overall Impact On Your Growth Whether Work Related Or Personality Development? a) YES B) NO Does training emphasis on managerial and technical capabilities? a) YES B) NO
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Does Training Help You In Becoming More Efficient And Effective So that you Become More Productive To The Organization? a) YES B) NO

Do you think training is given adequate importance? a) YES B) NO

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Which Training Method You Find More Effective For Yourself?

a) Technical 11

B) Non technical

Training programs is sufficient for the employees or not?

a) satisfied

b) dis satisfied

c)partially satisfied

d)fully satisfied

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