TRENDS IN TRAINING & DEVELOPMENT IN SELECTED COMPANIES IN MUMBAI

Project Submitted to

H & G H MANSUKHANI INSTITUTE OF MANAGEMENT in partial fulfillment of the requirements for Master in Management Studies

UNDER THE GUIDANCE OF NIKITA KHATWANI

By SUPRIYA.D.WABLE Roll No. 58 Specialization MMS (H.R.) Batch: 2012-2014

Title of the Project

Project submitted to

H & G H Mansukhani Institute of Management

in partial fulfillment of the requirements for

Master in Management Studies

UNDER THE GUIDANCE OF NIKITA KHATWANI

By SUPRIYA.D.WABLE Roll No. 58 Specialization MMS (H.R.) Batch: 2012-2014

I hereby declare that this report submitted in partial fulfillment of the requirement of MMS Degree of University of Mumbai to H & G H Mansukhani Institute of Management. This is my original work and is not submitted for award of any degree or diploma or for similar titles or prizes.

Name

: SUPRIYA D. WABLE 2

Class

: SY MMS

Roll No. : 58

Place : Ulhasnagar

Date

Students Signature :

Certificate 3

This is to certify that the dissertation submitted in partial fulfillment for the award of MMS degree of University of Mumbai to H & G H Mansukhani Institute of Management is a result of the bonafide research work carried out by Mr. / Ms. SUPRIYA D WABLE under my supervision and guidance, no part of this report has been submitted for award of any other degree, diploma or other similar titles or prizes. The work has also not been published in any journals/Magazines.

Date

Place:

Ulhasnagar

Faculty Guide

Director

(NIKITA KHATWANI)

(Dr. Swati Sabale)

TABLE OF CONTENTS:

Chapter No. Particulars

Page No.

1 2

Executive Summary Introduction Introduction to the subject/ topic Introduction to the industry/sector Introduction to the company

3 4

Literature Review (Secondary Data) Research Methodology Problem Definition Objectives Hypothesis Sources of data Coverage of area Research design Sampling method Sampling size Tools of analysis Limitations Scope of the report

5 6 7 8 9 10

Analysis and Findings Hypothesis validity (if any) Suggestions/Recommendations Conclusions Bibliography and References Annexures 5

List of symbols Questionnaire

EXECUTIVE SUMMARY

Business strategies are dynamic in the present day knowledge-based economy. It is imperative that the workforce is updated in the skill set to meet the challenges and remain afloat in the turbulent business environment. It is critical that new strategies are developed in imparting training to employees.

Training is a continuous process to ensure the development of employee. The function of training is to close the gap between the desired and the actual job performance. The need for quality training programs is on the increase due to the fact that the highly competitive business environment is throwing up new and complex challenges, literally everyday.

This project report is a detailed study of the topic Trends in Training. This project gives a detailed idea of what are the benefits of the training, training process, emergence of new trends in training. The project also includes the feedback sheets of the training programs.

The Manufacturing and Service industry also boasts about the fact that it provides its workforce with competency enhancement training. This ensures that they become competent to take up different roles in the organization and have an insight into various managerial soft skills, which are almost as essential as the technical ones.

The one important resource that can build and transform any organization is its human resources. And this makes it essential to groom ones workforce in order to ensure that maximum productivity is generated. In the fiercely competitive market, one can actually score above others if ones workforce is well equipped and trained appropriately to meet industry requirements.

INTRODUCTION

In the current competitive business environment, the demand of organizations compels Indian Industries to re think their vision and mission about human resource development practices through training and development. Changes are inevitable everywhere i.e. in our personal life, social life, work life, in nature, in society, in universe etc. we cannot avoid changes but we can adjust and adapt to such changes for betterment through training and development. Todays industries are moving towards globalization, and this process is characterized by intense competition, technological innovations, consumer satisfaction, competitive advantages etc. Here, the human resource provides impetus training & development to deal with such competitive and complex situations in the business world. In this day and age, organizations are forced to thrive on the cutting edge competition using the most appropriate technology. For this, managing HR is more effectively through appropriate training to the organizational workforce.

Training might thus mean showing a machinist how to operate his new machine, a new sales person, how to sell his firms product; or a new supervisor how to interview and appraise employees. Training is widely understood as a communication directed at a defined population for the purpose of developing skills, modifying behavior, and increasing competence. Generally, training focuses exclusively on what needs to be known. It is the learning focused upon the competency needed for employees to perform their current job efficiently and be prepared to meet the dynamic requirement in the future.

A business' most important asset is often its people. Training and developing them can be one of the most important investments a business can make. The right training can ensure that your business has the right skills to tackle the future. It can also help attract and retain good quality staff, as well as increasing the job satisfaction of those presently with you - increasing the chances that they will satisfy your customers.

Training plays an important role in man-power development even at the level of industrial unit. Training comes next to recruitment and selection. It is necessary, useful 8

and productive for all categories of workers and supervisory staff. Training is practical in nature and is useful in order to create sense of confidence in the minds of the newly recruited workers.

It is for developing skills among workers. Training is necessary due to technological changes rapidly taking place in the industrial field. Expenditure on training is a profitable investment to the employer. Training is, now, common in all industrial units.

Every organization needs to have well trained and experienced people to perform the activities that have to be done. If the current or potential job occupant can meet this requirement, training is not important. But when this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. As the jobs become more complex, the importance of employee training also increases. In a rapidly changing environment, 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.

Indian Scenario

Continuous learning has become a way of life in the 21st century. With the worldwide 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.

Today, human resource is now a source of competitive advantage for all organizations. Therefore, the training system in Indian Industry has been changed to create 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 maximum possible results.

Training is required in every field be it Sales, Marketing, Human Resource, Relationship building, Logistics, Production, Engineering, etc. It is now a business effective tool and is linked with the business outcome.

With increase in awareness of corporate training in Indian Industry, a gradual shift from general to specific approach has been realized. In Indian market, 50% of the training companys revenue comes from the retail training and rest from other segments.

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

"Unless we learn from the past, we are condemned to repeat it" - Albert Einstein.

A wise person is capable of reflecting on what is currently happening and thus likely to happen in the near future. Seeing things coming puts us in a position in which we can work out how we can best be useful and satisfied in that future. Strategic, innovative and talented people will be the ones who will best leverage off trends.

Trends always have the seeds of counter trends within. We want effective detergents, but we also enjoy homemade soaps from craft shops. Thus while being aware of any trend, we do not slavishly have to follow it. Once we know what is happening, we still need to think through what is best for us.

Training and learning requirements are constantly changing; the courses and content to meet those requirements must be quick and easy to maintain, or they become obsolete before achieving a significant ROI. It must be cost-effective, delivering real, measurable performance improvement to the organization. In addition, it must be instrumental in maintaining employees skills and loyalty to the company through continuous learning. Obviously, instructor-led classrooms alone will be insufficient to provide the competitive edge in the 21st century business environment. Corporations understand that a cost effective learning solution is mandatory. 10

DEFINITION OF TRAINING

Training is a systematic development of attitude and behavior pattern required from an individual in order to perform adequately a given task or job. Training and development refer to the imparting to specific skills ability and knowledge to an employee. A formal definition of training and development is: It is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitudes or increasing his or her skills and knowledge. The need for training and development is determined by the employees performance deficiency, computed as follows: Training and Development need = Standard performance Actual performance.

Training has been a part of personnel management, but it has received a step-motherly treatment as personnel managers are engaged mainly in industrial relations and welfare problems. Training is the area where organization and industrial and individual development can match and where human resource and organization and growth get blended together. Training is a process of learning a sequence of programmed behavior. It is an application of knowledge. It gives people an awareness of the rules and procedures to guide their behavior. It attempts to improve their performance on the current job or prepare them for an intended job.

SOME STATISTICS ON TRAINING

The Indian IT training market can be termed as one of the most matured markets in the global scenario. Currently, it is estimated to be worth Rs 2,100 crore of which around 10 percent pertains to corporate training i.e. around Rs 210 crore. The IT corporate training market however is growing at a faster pace and this year it is expected to grow at 40 percent. Over the next 3 years it is estimated to be an Rs 600 crore market. Hence, there is buoyancy and cheer among all IT training companies.

11

Economic outlook and training Compared with the private sector, a relatively larger proportion of respondents in the public sector had experienced negative economic conditions and decreases in training funding in the past year. The majority of respondents however reported that funding for training had not altered in the last 12 months. 31% of respondents in the private sector and 22% of respondents in the public sector reported that they expected funding for training to increase in the next 12 months

IMPORTANCE OF TRAINING Optimum utilization of human resources Helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.

Development of Human Resources - Helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth. Development of skills of employees It helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees.

Productivity - Helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Team spirit It 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 It helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. 12

Organization Climate Helps in building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers Quality It helps in improving upon the quality of work and work-life. Healthy work-environment Helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety Helps in improving the health and safety of the organization thus preventing obsolescence.

Morale Helps in improving the morale of the work force. Image Helps in creating a better corporate image. Profitability Leads to improved profitability and more positive attitudes towards profit orientation.

Training and Development aids in organizational development Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies.

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

13

Training Process

The steps of Training Process are as under:

Organizational Objectives and Strategies

Assessment of Training Needs

Establishment of Training Goals

Devising Training Programme

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1. Organizational objectives and strategies

The first step in the training process is an organization in the assessment of its objectives and strategies. What business are we in? At what level of quality do we wish to provide this product or service? Where do we what to be in the future? Its only after answering these and other related questions that the organization must assess the strength and weakness of its human resources.

Needs assessment diagnoses present problems and future challenge to be met through training and development. Needs assessment occurs at two levels i.e. group level and individual level, an individual obviously needs training when his or her performance falls short or standards that is when there is performance deficiency. Inadequate in performance may be due to lack of skills or knowledge or any other problem.

The following diagram explains performance deficiency

15

Performance Deficiency

Lack of skills or knowledge

Other causes

Training

Non Training measures

3 Training and development objectives

Once training needs are assessed, training and development goals must be established. Without clearly-set goals, it is not possible to design a training and development programme and after it has been implemented, there will be no way of measuring its effectiveness. Goals must be tangible, verifying and measurable. This is easy where skilled training is involved.

4. Designing training and development program

16

Who are the trainees?

Who are the trainers

What methods & techniques?

What should be the level of training?

What principles of learning?

Where to conduct the program?

5. Conducting training activities

Where is the training going to be conducted and how?

a) At the job itself. b) On site but not the job for example in a training room in the company. c) Off site such as a university, college classroom hotel, etc.

6. Implementation of the training programme

Program implementation involves actions on the following lines:

1. Deciding the location and organizing training and other facilities. 2 Scheduling the training programme. 3 Conducting the programme. 4 Monitoring the progress of the trainees.

7. Evaluation of the results

The last stage in the training and development process is the evaluation of the results. Since huge sums of money are spent on training and development, how far the programme has been useful must be judge/determined. Evaluation helps determine the 17

results of the training and development programme. In the practice, however organizations either overlook or lack facilities for evaluation.

TYPES OF TRAINING

Orientation training: Induction or orientation training seeks to adjust new appointed employees to the work environment. The first few days are very vital to develop confidence in the candidate & allow him to get adjusted to the new work environment. Therefore, the supervisor or the departmental heads must introduce him to other members of the department.

The supervisor should also give a brief about the company. The main purpose of induction is to make the employee more comfortable so that he can easily adjust to the new environment Induction is provided in the following respects: Introduction to existing employees. A brief can be given about special achievement of the new employee to the other employees & also of the other employees to the new employee. Making the new employee aware of company background history, branches, products, market-share etc. Information about the company policies that is applicable to the new employee. Providing on the-job instruction & assisting or advising in any work related matter. Clarifying any doubts & answering any queries that a person may have about the job & the organization.

Proper induction will enable the employee to start on a sound note & work effectively for the organization It refers to the training provided with a view to increase the knowledge & skills of an employee for improving performance on the job. Employees may be taught the correct methods of handling equipment & machines used in a job. Such training helps to reduce accidents, waste & inefficiency in the performance of the job.

Safety training: Training provided to minimize accidents & damage to machinery is known as safety training. It involves instruction in the use of safety devices & in safety consciousness. 18

Promotional training: Promotions involve vertical transfer of an employee, followed by a change in authority, responsibility, status & pay. Employees with potential are selected & they are given training before their promotion, so that they do not find it difficult to shoulder the higher responsibilities of the new positions to which they are promoted

Refresher training: When existing techniques become obsolete due to the development of better

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METHODS & TECHNIQUES OF TRAINING

On-the-Job Method

Off-the-Job Method

1 Job-Instruction Training 2 Vestibule training 3 Demonstrations and examples 4 Simulation 5 Apprenticeship 6 Training by experienced workmen 7 Training by supervisors 8 Cross Training or Multiskilling

1 Lecture 2 Conferences, Seminars or team discussions 3 Programmed instruction 4 T-Group training 5 Computer based training 6 Retraining 7 Audio Visuals

techniques, employees have to be trained in the use of new methods & techniques. With the passage of time employees may forget some of the methods of doing work. Refreshers training are designed to revive & refresh the knowledge & to update the skills of the existing employees. Short-term refresher courses have become popular on account of rapid changes in technology & work methods. Refresher or re-training programmes are conducted to avoid obsolescence of knowledge & skills. Training is provided to cover several aspects of the employees skill and productivity across technologies, best practices like coding, methodology and product training. Training is also given on soft skills like assertiveness, customer focus etc. Apart from updating skills of the employees, many organizations feel that using innovative on job training helps in attracting and retaining talent.

The methodology used to impart training varies from classroom training to seminars and depends on the requirements and the organizations capability. Instructor led training is 20

given to cover technology, organization orientation and soft skills. For product training, e-learning through learning management systems is used. Some organizations use mentoring for fresh hires that has to be completed in a definite period of time with an assigned senior mentor to guide the trainee It is difficult to say which of the methods or combination of methods is more useful than the other. In fact, methods are multifaceted in scope and dimensions and each is suitable for a particular situation. The best technique for one situation may not be best for different groups or tasks. Therefore, care must be taken while selecting a training method.

1. On the Job Training 2. Off the Job Training

1.

On-the-Job Method (OJT) :

Majority of industrial training is on the job training type. OJT method is mainly adopted while orienting new employees, introducing innovations in products & services and in special skills training. OJT is conducted at the work site and in the context of the job. Often, it is informal, as when an experienced worker shows a trainee how to perform the job tasks.

On-the-job training methods:

1 Job instruction trading [JIT]:

This method is very popular in the states for preparing supervisors to train operatives. The JIT method requires skilled trainers, extensive job analysis, training schedules, ad assessment of the trainees job knowledge. This method is also known as training through step by step learning. It involves listing all necessary steps in the job, each in proper sequence.

The actual training follows the four-step process, beginning with:

21

1.The preparation of the trainee for instructions-this includes putting them at ease, emphasizing the importance of the task and giving a general description of the job duties and responsibilities.

2. Presentation of the instructions giving essential information in a clear

mannerthis

includes position the trainee at work site, telling and showing him each step of the job stressing why and how each step is carried out.

3. Having the trainee try out the job to show that he has understood the instructions, if there are any errors they are corrected; and

4. Encouraging the question and allowing the trainee to work along and the trainee follows a regularly.

The JIT method provides the immediate feedback on results, quick correction of errors, and provision and extra practice when required.

2 Vestibule training [or train center training]

This method attempts to duplicate on-the-job situation in a company classroom. It is a classroom training that is often imparted with the help of the equipments and machines, which are identical with those in the place of the work. This technique enables the trainee to concentrate on learning the new skills rather then on performing on actual job. In other words it is geared to other job duties. Theoretical training is given in the classrooms while the practical work is conducted on the production line. It is a very efficient method of training semi-skilled personnel, particularly when many employees have to be trained for the same kind of work at the same time. Training is generally given in the form of lectures, conferences, case studies, role playing and discussions.

3 Training by experienced workmen

22

By this method training is imparted by experienced senior fellow worker. It is particularly adaptable where experienced need helpers. It is useful for departments in which workmen advanced through successive jobs to perform a series of operations.

4 Training by supervisors:

The workers, immediate supervisors, impart such training on the job. It provides to the trainee opportunities for getting acquainted with their bosses. The bosses, too, have an opportunity the abilities and possibilities of trainee from the point of view of the job performance.

5 Demonstrations and examples:

In the demonstration method, the trainer describes and displays something, as when he teaches an employee how to do something by actually performing theactivity himself and by going through a step by step explanation of why and what he is doing.

6 Stimulation:

Stimulation is the technique, which duplicates as nearly as possible, the actual conditioned encountered in the job. The vestibule training or the business game methods are example of the business stimulation. Stimulation techniques have been most widely used in the aeronautic industry. Trainee interest and employee motivation are both high in stimulation exercise because the actions of the trainee closely duplicate real job conditions. This training is essential in cases in which actual on- the-job practice might result in a serious inquiry, a costly error, or the destruction of valuable material or resources. It is for this reason that the technique is a very expensive one.

7 Apprenticeship:

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For training in crafts, trades and in technical areas apprenticeship training is the oldest and most commonly used method, especially when proficiency in a job is the result offer relatively long training period of 2-3 years for preside of superior ability and from 4-5 years for others. The field in which apprenticeship training is offered is numerous and range from the job of draughtsman, a machineries, a printer, a toolmaker, a mechanic, etc. a major part of training time is spent on the job productive work.

8 Cross Training or "Multiskilling"

As companies looked for ways to respond quickly to changing markets and personnel needs, the concept of cross training began to emerge. In this model, employees are trained in a wide range of skills. If an employee's job becomes obsolete or if there is an overwhelming need somewhere in the corporation, the employee can easily transfer to another position and immediately begin to work productively.

For example, cross training is part of what makes the Japanese automaker Toyota so successful. The company avoided the massive layoffs that U.S. automakers were forced to make in the early twenty-first century. Toyota is the Tiger Woods of flexibility and efficiency; they've got everybody a few strokes behind.

Among other flexible working practices, the company cross-trains workers to build multiple car models on the same assembly lines. These practices help lead to the company's success. Multiskilling will become more important in the competitive market of the twenty-first century.

1. Off-the-Job Training Method

Off-the-job training is mainly adopted for orienting new employees, introducing innovations in products and services, special skills training, safety education, creative, technical & professional education and sales, administrative, supervisory and managerial education. The advantages and disadvantages of some of the important techniques of offthe-job methods are listed below: 24

1 Lectures:

Lecture is a verbal presentation of information by an instructor to a large audience. This method can be made effective when combined with other means of training.

2 Audio-Visuals:

These include television slides, overheads, video-types, films and LCD Projectors.

3 Programmed Instruction (PI):

Training is offered without the intervention of the trainer. Information is provided to the trainee in blocks, either in a book form or through a teaching machine. PI involves: a) Presenting questions, facts, or problems to the learner. b) Allowing the person to respond. c) Providing feedback on the accuracy of his or her answers. d) If the answers are correct, the learner proceeds to the next block.

4 Conferences In this method the participating individuals confer to discuss the points of common interest to each other. A conference is basic to most participative group center methods of development. It is a formal meeting, conducted in accordance with an organized plan in which the leader seeks to develop knowledge and understanding by obtaining a considerable amount of oral participation of the trainees.

There are three types of conference:

a) Directed discussion-the trainer guides the discussion is such a way that the facts, principals, or concepts are explained. 25

b)Training conference- the instructor gets the group to pool its knowledge and past experience and brings different points of view to bear on the problem. c) Seminar conference- answer is bound to question or a solution to a problem. For thi9s, the instructor defines the problem, encourages and ensures full participation in the discussion.

5 T- Group training:

In T-groups, participants themselves (typically, between 10 and 20 people) learn about themselves (and about small group processes in general) through their interaction with each other. A T-group meeting does not have an explicit agenda, structure or express goal. Under the guidance of a facilitator, or 'group leader', the participants are encouraged to share with the group their emotional reactions (such as, for example, anger, fear, warmth or envy) which arise in response to their fellow participants' actions and statements. The emphasis is on sharing emotions, as opposed to judgments or conclusions. In this way, a T-group participant can learn how their words and actions trigger emotional responses in the people they communicate with.

Retraining programs are generally arranged for the employees who have long been in the service of an organization. The retraining program may be necessitated by the following facts:

1 To keep employees active in all round skills. 2 During prolonged layoff periods, employees on certain highly skilled jobs are given retraining when they are called back to work. 3 Technological changes 4 Because of illness, accident or incapacity due to age. 5 Economic depression or cyclical variations

6 Seminars or team discussion:

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Seminars often combine several group methods: lectures, discussions, conferences, demonstrations. Group members are involved in the training. The trainer can use many group methods as part of the seminar activity. This is an established method for training.

7 Computer based training:

Computer based training represents the delivery of training material by use of computer and can also include the use of interactive audio and video. Computer base training is an effective and flexible method of training and can be used by level of the staff.

FACTORS INFLUENCING TRENDS IN TRAINING

The wave of the future of training is breaking on the shore. It's dissolving old ways of thinking and asking organizations to look at training in a whole new way. This is because much of what organizations did for years in training failed to produce the desired results. 27

The agile, changing organizations that will succeed in the future are thoughtfully developing their most important resource: the people they employ.

What happens in training is influenced by what is happening in business, government and education.

Business is becoming global. An outcome is that individual enterprises have to be internationally competitive. Mergers, acquisitions, and closures abound.

Following are the factors that influence training trends: 1. Globalization 2. Business Focus 3. ELearning 4. War for Talent

1. Globalization -- Regionalization, mergers and acquisitions

Globalization is irreversible and will influence training in the following ways. Regionalization

Training departments tend to mirror the centralization of their internal clients. Larger companies divide the world into 3 regions: The Americas, Europe and Asia Pacific. We see an organization such as Esso with its regional training departments being in Kuala Lumpur.

The internal implication is that staff is encouraged to relocate to the regional centre, with small business unit liaison staff remaining as the bridge between internal clients and the central office. External providers will have to work out how to service their clients regionally, if not globally. Mergers and Acquisitions

28

Training departments will have to restructure to accommodate merged organisations. One of the drivers for joining one organization with another is that efficiencies are generated. Thus one does not need two 2 training departments in the new organization. The process leads to a reappraisal of client needs as well as how to meet these. Some services are terminated and some providers become redundant. There is a strong trend for training suppliers to respond to changing client needs by themselves merging and re-engineering. Smaller and one-person training companies are also merging in order to compete on a national and region al basis. Informal alliances are a flexible option

3 elearning

A significant number of organisations deliver a lot of the training in-house. This is particularly so when the training volume is high and the subject matter common to a large number of people.

E.g. Induction, call centre training, supervision, time management, communication etc. The more sophisticated training departments have broadened their expertise to include process consulting. Thus they facilitate change, planning, decision making etc. Functions they realize need not necessarily be performed by external consultants.

The Extent of the eLearning Trend

In Australia it is estimated that the 40% of training is electronically based. As workplaces become more electronically enabled, the demand for PC based learning has exploded. Training departments that do not take this into consideration will be ravaged by it.

Internationally Sourced

On-line programs are internationally sourced. It does not matter to the learner where the source is. The quality and cost of the program will determine its eventual success - not its location.

Some Benefits of eLearning 29

It is accessible to a geographically dispersed audience. It is available at any time. The learner can control the pace. It can be very effective, especially for knowledge based subjects. It can be most cost effective because of the large number of learners who can access it.

Design is more often than not poor. Trainers who are presenters avoid it. Learners can be threatened by the technology. It is impersonal. People like human interaction. The establishment costs can be high, especially if there low numbers of people actually use it. There is so much available that it is hard to know where to start. It takes a long time to assess the value of any particular program.

Motivating the eLearner

The doctorate research by Dr Stephanie Burns on why most people do not achieve their learning goals in self-directed learning serves as a caution in believing that technology will solve learning problems. Just because the information is there, it does not mean that it will be used. A number of organisations that set up self paced learning centers find that their employees do not use the facilities. Many eLearning programs are simply electronic page turning processes, boring. ELearning has to be either like a Nintendo game, or it has to have processes to guide your learning in an interesting and effective way.

Managing eLearning

1 Do not dismiss it simply because you are not used to it and do not like it. 2 Never believe that technology can solve all learning challenges. 3 If you do use it, consider combining it with other processes. 4 Ensure the basic instructional design is sound. 30

5 Good instructional design skills are in short supply; learn these skills find someone who has them - not an easy task. 6 It is not necessary to have the technological expertise when there are people who can be hired for their competence. 7 Plan the introduction of any new technology carefully. Just because it is good it does not mean that people will automatically use it.

4. War for Talent

It is paradoxical that while we have high unemployment we also have an increasing skill shortage. We do for example not have sufficient teachers, nurses and trades people. In the human resource development field we have a shortage of instructional designers, cutting edge presenters, eLearning specialists, and consultants who can train, sell and count. There is an increasing demand for innovative as well as conceptual thinking excellence. These shortages have led to a "war for talent" in which leading practitioners are continuously being approached and sometimes

NEW METHODS OF TRAINING

Today, organizations are looking for newer ways of enhancing skills of their employees as the workforce is dispersed all over the world. E-learning is extensively used as a pull 31

mechanism. All information serving as tutorials are available online for employees to access not only objects pertaining to his/her field of operation but also those applicable to the company at large.

1 Web Based Training (WBT)

This move to online learning has created several sub-conversations. One is Electronic Performance Support Systems (EPSS) that deals with the interface between people and software. Another is creating and offering courses that trainees will actually finish; the drop out rate in self-monitored training is high.

2 Performance Consulting

Human Performance Technology or performance consulting is changing the face of the traditional training department forever. Few training organizations offer trainerled, generic classes as the only, or even major, solution to organizational challenges and opportunities any more. Emphasis is now placed on providing a range of potential solutions and assists that include in-depth needs assessment via interviews, surveys and focus groups. Alternatives to training offered by progressive human resource departments include coaching, organizational development or planned change consultation and interventions, facilitated planning sessions and large group processes.

3 Performance Management

Another trend that is sweeping the field of human resources is the integration of training and development into an entire performance management system. Organizations are moving away from the long-established, one-on-one appraisal or performance review with a boss held once per year.

They are designing performance management systems, instead, that provide an individual with personal and professional developmental goals and training opportunities. In a performance management system, people receive more frequent feedback from many points of view including peers, direct reporting staff members and the boss. The 32

feedback, known as 360-degree feedback, provides a more balanced set of observations for the employee.

The performance management system also integrates a performance development plan for the individual. This plan assists the employee to continue to develop his skills and abilities. For these plans, preference is accorded to integrated corporate university courses and internally custom designed and presented training.

Performance development plans may include coursework, but also provide learning activities on the job such as special projects, serving on cross-functional teams, and skill stretching job assignments

4 Intelligent Tutorial System (ITS)

This Intelligent Tutorial system uses artificial intelligence to assist in training or tutoring the participants. This system learns through trainee responses.

Features of Intelligent Tutorial Systems (ITS) 1 It selects the appropriate level of instructions for the participants 2 It guides the trainees 3 It also evaluates the training program 4 It also improves the methodology for teaching the trainee based on the information 5 It is an interactive system 6 It determines the trainees level of understanding

Intelligent Tutorial System (ITS) comprises of 5 components: 1 A domain expert also called the expert knowledge base 2 A trainee model stores the information on how the trainee is performing during the training program 3 A scenario generator 4 A training session manager interprets trainees responses and responds either with tutoring, more content or information 5 A user interface allows the trainee to communicate with the intelligent tutorial System. 33

5 Programmed Instruction (PI)

Programmed instruction is a Computer-based training that comprises of graphics, multimedia, text that is connected to one another and is stored in memory.

Programmed instruction is the procedure of guiding the participants strategically through the information in a way that facilitates the most effective and efficient learning. It provides the participant with content, information, asks questions, and based on the answer goes to the next level of information i.e. if the trainee gives the correct answer; one branch moves the trainee forward to the new information. And if the trainee gives the wrong answer then different branch is activated, taking the trainee back to the review relevant information in more elaborate manner.

This method allows the trainees to go through the content according to the individual speed, and capability. Those trainees, who respond better, move through the content rapidly. Programmed Instruction also comes in Printed form i.e. books Tape Interactive Video Other formats

In programmed instruction, trainees receive information in substantial amount and then tested on their retention of information. If the trainees are not able to retain the information, they are referred back to the original information. If the trainees retain the information, they are referred to the next log of information that is to be learned.

Features of Programmed Instruction: It provides immediate feedback to trainee response It frequently reviews the content It programs small learning steps that results in fewer response errors

It allows trainees to move through the content at their own speed, or capability It requires frequent active responses by the trainees 34

6 Virtual Reality (VR)

Virtual Reality is a training method that puts the participant in 3-D environment. The three dimensional environment stimulates situations and events that are experienced in the job. The participant interacts with 3-D images to accomplish the training objectives. This type of environment is created to give trainee the impression of physical involvement in an environment. To experience virtual reality, the trainee wears devices, like headset, gloves, treadmills, etc.

Virtual Reality provides trainees with an understanding of the consequences of their actions in the work environment by interpreting and responding to the trainees

actions through its accessories: Headset provides audio and visual information Gloves provides tactile information Treadmills is used for creating the sense of movement Sensory devices transmits how the trainees are responding in the virtual workplace to the computer. This allows the virtual reality (VR) system to respond by changing the environment appropriately.

Features of Virtual Reality (VR) System It is poorly understood requires technical understanding It is expensive and time consuming It is flexible in nature It does not incur traveling, lodging, or food cost It requires excellent infrastructure

7 Individualized Learning

The traditional classroom setting is more expensive and less effective than self-paced training videos, CDs or intranet courses. To meet the growing demand, developers of software training packages such as Keystone Learning Systems provide convenient, costeffective courses on video and CD-ROM which trainees can use at home or in 35

the office

Self-paced training allows the student to go as quickly or slowly through a course as the need arises. Hands-on see it, hear it and do it training solutions are the wave of the future.

8 E-Learning

Technology-Based Learning

As e-learning technology continues to grow and develop, more corporations are finding that it is a cost-effective and efficient way to provide training to their employees. Studies show that individuals who participate in e-learning learn faster and retain more information than those who learned in a traditional classroom setting.Although this type of training may be cost-effective, it is not without its challenges.

For example, some employees may resist e-learning because they are unfamiliar or uncomfortable with technology. Some employees are not motivated enough to progress through on-line training programs if there is no one around to keep them motivated.

9 Self Managed Learning

Many people under 25 are taking responsibility for their own development. They seek out organisations that give them opportunities to experiment and learn on the job. Legal and consulting firms use this method of learning.

The technology of teleconferencing is also used to meet educational training needs. It's cheaper than flying the team half way across the world for the pitch. One way video link is established between the transmitting station and the various receiving ends through an 36

OB van and satellite. A two way audio link through fax and telephone is established to provide feedback. But conference calling is fraught with problems. People communicate best when they can see one another, when they can read your face, your eye contact and your body language across a table. Don't forget that with teleconferencing, you have to replace eye contact with verbal contact. Without all the visual signals, there is a possibility of miscommunication. People just have to answer to them, just like most people will automatically respond to an outstretched hand looking for a shake. Keeping people focused and on-board is key to success.

l LEARNING & DEVELOPMENT

SHIFT FROM TRAINING TO LEARNING

There has been new trend in the industry, a shift from training to learning. Learning is a long-term process related to development, while training is a timely, technical skillsbased process that might or might not involve a lower level of skill acquisition.

But as time rolls on and the value stakes surrounding learning, development and training in the enterprise continue to escalate, training might get pushed into the learning and development arena whether it likes it or not. Previous the two words used were training and education, but youre definitely seeing a shift from training to learning and development. Learning, on the other hand, has been viewed as something thats much more broad-based. It isnt necessarily related to a job. For example, in a management series program the organization teach people emotional intelligence. The series focuses on the various soft skills necessary to be emotionally intelligent at your job. None of it is specific task-based training processes. That would be how to fill out a performance review form, whereas learning would be how you give feedback to someone in an emotionally intelligent way when you need to give corrective feedback.

Learning tends to involve longer-range, future-based planning to develop people from a career standpoint in different areas that might not be directly work-related. Learning can be conducted formally or informally via learning networks within organizations where people exchange information. Learning is not as rigidly directed as training within the 37

context of an enterprise. For example, Mr. X learns every day on the job, yet he is not taking formal training courses. He learns professionally every day based on what he have done well or have not done well. There are no specific objectives or programs associated with that. The person may go onto the Web, read newsletters that he subscribes to. This is what learning is about. Its a non-directed, non-formalized way of making yourself better either around implicitly stated objectives or very explicitly stated objectives.

The shift from training to learning Few years back the basic models were trainer centred rather than learner centred. More focused was on what the organization could be deliver rather than what the learner might need

38

Traning
An Instructor-led, content based interventions, leading to desired changes in behavior

Learning
A self directed, workbased process, leading to increased adaptive capacity

Many factors are influential in making this shift, ranging from broad features like the vision and values of the organization to specific features like the degree of support for learning provided by managers. Critically, learning can be cultivated by management practices that raise commitment among employees, creating what might be described as an organizational growth medium. The logic of the growth medium is simple: in the right climate, employees will commit to learning. Following a review of the literature, the CPI researchers identified three conditions that organisations need to meet in order to build a growth medium. First, create a sense of purpose in the workplace; second, give employees the opportunity to act on their commitment; third, provide employees with a supportive learning environment

Because so much learning occurs directly through work, managers should aim to include these responsibilities within their normal repertoire of behaviors, rather than view them as separate learning activities. For that reason, they may be viewed as leadership practices that promote learning rather than learning practices that enhance specific knowledge and skills.

39

Any strategy based on a shift in emphasis from training to learning will require engagement and commitment at all levels in the organization. There has been an increasing role of line managers in learning & development. Effective learning is not something that will just happen; its certainly not something that can be left to training courses or to a training department. It is a diverse, less structured, and more challenging process. But theres a range of actions and interventions that can and should be taken to promote learning. The need for professional input and expertise has become greater, not less.

Mobile Training

Soon it may be possible to learn wherever you are, whenever you are there. In the same way the cellular phone help us from the work desk, there may soon be no need to burden your back carrying scores of hefty training manuals if mobile training kicks off.

Mobile devices have been successfully used in the field to deliver just-in-time training. Personal digital assistants (PDAs) in the form of Pocket PCs were used for conventional e-learning - consisting of pictures, text, audio and video - adapted to suit the learner's location as indicated by markers on the ground.

RESEARCH METHODOLOGY 40

There has been a shift from training to learning & development and the organization are adopting new methods of training and also the attitude of the organization towards training has been changing. So in the project an attempt has been made to study all

the above trends and the successful application in the various organizations. The information has been collected through carrying out a detailed study on the topic and by visiting training centers.

Primary research:

Primary research has been collected by visiting various training centers , organization and asking them the questions related to the topic. For this purpose a questionnaire was also prepared and filled in. I met Manager of the different company. there answers where framed properly and used in the project

Secondary research:

Secondary research was collected by searching the web pages of various sites. The names of the sites have been given in the references. References have been also taken from the Human Resources Management Book also.

OBJECTIVE OF THE STUDY To know about the importance of training and development in HR To study various practices of training and development in organisation to get information about new trend in various organization Shift from training to learning & development

41

COMPANY PROFILES

42

INTRODUCTION OF SHAHRA INDIA

Sahara India- a corporate, which believe that quality, is never an accident it is a result of planning, team work and a commitment of excellence. Sahara India Pariwar is a multi- business conglomerate with diversified business interest that 43

includes finance, real estate, media & entertainment, tourism & hospitality, and service & trading. Sahara India Pariwar Year 1978 India Workers Dependents Asset Establishment No trade union No owner 03 15 2000 01 in Gorakhpur, 2005, headquarter in lucknow India 9.10 lack 45.50 lack Over 50,000 crore 1707

Important points The employees at Sahara India Pariwar greet each other by saying Sahara Pranam Every year, republic day and independence day is celebrated as Bharat Parv (national festival) and Sahara India Pariwar celebrates it as the biggest event of the Pariwar(family). Sahara India Pariwar has been the official sponsors of the Indian cricket team and Indian hockey team. Sahara India Pariwar in often referred as the worlds largest family 910,000 workers/ employees and no trade union Its five star hostel Sahara Star near Mumbai airport has the worlds largest pillar less clear-to-sky dome of its kind Holds the Guinness world record for planning 125,256 trees by 1400 volunteers in 6hours and 35 minutes 0n 5thJune 1988 at amby vally city

44

Hold the record in India for 25%-50% hike in the gross salary of all of its employeesat one go. Conducts mass marriage ceremony of 101 underprivileged girls every year Subrato Roy Sahara is also referred as Saharasri

OVERVIEW

Sahara India Pariwar it is a major entity on corporate scene having diversified business interest that include Finance, Infrastructure & Housing, Consumer Products, Manufacturing, and Services & Trading Media &Entertainment,

Quality is our essence and we, at Sahara India Pariwar , have always stressed on the Qualitative aspect. Consequently in this run for quality, quantity has always pursued us. We look forward to reaching the zenith and reaffirm our commitment to the process of sound nation-building.

CORE COMMITMENTS - OUR STRENGTH

1 Emotion 2 Discipline 3 Duty 4 No discrimination 5 Quality 6 Give respect 7 Self-respect 8 Truth 9 Collective Materialism 10 Religion 11 Absolute Honesty

Need 45

India needs effective consumer protection and protection of workers' genuine rights. There are various agencies, promising protection & action. But no external body can provide justice unless the company becomes 'QUALITY CONSCIOUS' WITHSTRI CTLY NO DISCRIMINATION POLICY AND JUSTICE CONSCIOUSNESS as its very dominating nature.

Motto

We not only believe but practice NO DISCRIMINATION, JUSTICE & HIGHQUALITY - means enthusiastic, productive performance of duty "KARTAVYA' towards the consumer', workers' genuine satisfaction.

Aim

To provide justice be it a matter of the tiniest imperfection or injustice in our COMMITMENT - products or services. Direct or indirect, short term or long term. Where Kindly rush your grievances/suggestions or any queries related to Sahara India Pariwar to the nearest Sahara establishment and/or to:

The major activities performed by the Training and Developing function in Sahara India Prewar are as follows:

1. Training needs identification/ assessment

From employees through interviews, questionnaires, etc. and secondly through HOD recommendation

46

HOD Recommendation
TNI IN SAHARA INDIA PARIWAR

TNI Exercice / survey

2. Training (Internal/External):

Training depends upon its scope, whether needs of the training can be met within the organization or whether has to be taken to a n environment outside the organization.

3. Certified corporate trainer

Certified corporate trainers are the employees of the company itself. It is their voluntary involvement. If they feel like in their service tenure that they can, for some time, train the employees of the company on the base of their experience, then send in their CVs and on approval by the respective authority, become certified corporate trainers.

4. Types of training given in Sahara India Pariwar

a) Induction/Orientation training 47

b) Soft skill development training

a) INDUCTION/ORIENTATION TRAINING

These terms are interchangeably used to give a friendly welcome to the new employees as members of the organization so also to introduce the new employee with the available installations (plant and machineries, systems), work norms, organizational objectives and the job position of the employee.

Content:

1 The company size, structure of the organization, history, market share 2 Achievements, objective and mission. 3 Product training 4 Shop floor-rules and regulations 5 Personnel policies 6 Union contract 7 Company services 8 Service department

b) SOFT SKILL DEVELOPMENT TRAINING

Modules of soft skill development training in sahara india pariwar : 1 Personality and positive attitude 2 Business communication 3 Team building and leadership 5 Stress management and work-life balance 6 Business etiquettes and corporate grooming

1) PERSONALITY & POSITIVE ATTITUDE

48

Background

Personality as a whole cannot be defined without the positive attitude. It is the positive attitude of a person that plays an important role in various decision making process and reaction to responsibilities and challenges in work and life. The module has been

developed to help the individual to develop the understanding that how individual personalities organizational development & the organizational success. can influence the

Objective of the Module

To understand the concept of Personality & positive attitude in relation to organizational success.

Coverage of the Module

What is personality Attributes of personality Three levels of Personality Personality is uniqueness Internal & External Qualities What are the determinants of personality What is a Organizational Personality Linking personality and organizations effectiveness How Positive Attitude can influenced Personality

2) BUSINESS COMMUNICATION

Background

Effective communication is very crucial in the business success. It is the life blood of a businesss organization It includes conveying messages to other people clearly and unambiguously. It's also about receiving information that others are sending to you, with 49

as little distortion as possible. Doing this involves effort from both the sender of the message and the receiver. And it's a process that can be fraught with error, with message muddled by the sender , or misinterpreted by the recipient.

When this isn't detected, it can cause tremendousconfusion, wasted effort and missed opportunity.

Objective of the Module

To understand the importance of Business Communication in order to enhance thecapabil ities of understanding and implementing the correct communication channel to bring the effectiveness of the organization in order to succeed in business, and maintain good relationships with clients, customers and employees.

Coverage of the Module What is communication? Need of communication Communication flow Types of Communication Barriers of Communication Overcoming tips of barrier Essentials of effective communication 3 ) TEAM BUILDING & LEADERSHIP

Background

In the context of globalization only high performing managers can survive, grow and excel. This calls for continuous enhancement of the dynamics of leadership capabilities of managers. Todays managers will have to demonstrate positive leadership capabilities by creating and sustaining trust, shared vision as well as synergy to achieveor ganizational goals.

Objective of the Module Understanding the role of leadership, teamwork and team-building.

50

 Improving business results by managing team dynamics; flexibility and resilience, self management and emotional maturity

Coverage of the Module Team Vs. Group Team & -Team Work The essentials of winning Team A good team player Stages of Team Building Leadership, teamwork & team-building Leader vs Manager Improving performance

4 STRESS MANAGEMENT & WORK LIFE BALANCE

Background

During the last 20 years, the nature of jobs across globe has changed substantially resulting in jobs becoming less and less physically demanding. Coupled with this, the change in life style, has led to stress level increasing day by day, both at work place and at home . health

It is therefore of utmost importance to understand the various transientsaffecting

and fitness levels of individuals. In view of this, the module will help to take a proactive approach to stress management in order to establish a work environment that is healthy, stress-free and fit.

Objective of the Module

To understand the stress level, its symptoms and various impacts and to develop a better work life balance strategies for leading a better life.

51

Coverage of the Module What is stress? Reasons of stress Symptoms of stress Impact of stress Managing Stress ABC Strategy Tips of de-stressing

6 BUSINESS ETIQUETTE & CORPORATE GROOMING

Background Self improvement and self development has become imperative for survival in the changing and competitive environment. Business Etiquette is a very important factor in determining the success or failure of a business or a person. This module will guide to enhance the focus for Business Etiquette & Corporate Grooming.

Objective of the Module

To understand the importance of Corporate grooming, Power Dressing and how to make our body language effective in order to enhance personal effectiveness with goodmanners and etiquettes in order to succeed in your business, be liked by people and maintain good relationships with clients, customers and employees.

Coverage of the Module Business etiquette Corporate grooming 52

 Corporate ground rules Social niceties Work norm Meeting protocol Dining etiquette

Visit report

The project report gives the details about Training and Methods of training use in Sahara India pariwar. The report gives the importance and needs of training to the employee in the Organization. It states that different kind of training methodology is required for different kinds of work to be performed. The Training needs of different individuals / Employees are different. Training is required to be given in a systematic manner and it is continuous process through the career of the employee. It is necessary that the training program is designed according to the needs of the individual and requirements of the Organization. Evaluation is necessary to measure the effectiveness of the Training Program. Training Objective and its methodology should change according to the changing environment. The trainer should be appropriately trained before giving the training to make the training more effective. Well designed training program results in effective learning and transformation of the employee. The Effective training program results in gaining a competitive edge and customer satisfaction.

53

UNION BANK OF INDIA

INTRODUCTION TO UBI 54

Union Bank of India was inaugurated by Mahatma Gandhi and the Bank commenced its operations in 1920. The Bank is firmly committed to consolidating and maintaining its identity as a leading, innovative commercial Bank, with a proactive approach to the changing needs of the society. This has resulted in a wide gamut of products and services, made available to its valuable clientele in catering to the smallest of their needs. Today, with its efficient, value added services, sustained, growth, consistent profitability and development of new technologies, Union Bank has ensured complete customer delight, living up to its image of, GOOD PEOPLE TO BANK WITH. Anticipative bankingthe ability to gauge the customer's needs well ahead of real-time - forms the vital ingredient in value-based services to effectively reduce the gap between expectations and deliverables.

The key to the success of any organization lie with its people. No wonder, Union Bank's unique family of about 26,000 qualified / skilled employees is and ever will be dedicated and delighted to serve the discerning customer with professionalism and whole heartedness

Union Bank is a Public Sector Unit with 55.43% Share Capital held by the Government of India. The Bank came out with its Initial Public Offer (IPO) in August 20, 2002 and Follow on Public Offer in February 2006. Presently 44.57 % of Share Capital is presently held by Institutions, Individuals and Others.

Over the years, the Bank has earned the reputation of being a techno-savvy and is a front runner among public sector banks in modern-day banking trends. It is one of the pioneer public sector banks, which launched Core Banking Solution in 2002. Under this solution umbrella,2388 branches 121 extension counters of the Bank have been 1105 networked ATMs, with online Telebanking facility made available to all its Core Banking Customers - individual as well as corporate. In addition to this, the versatile Internet Banking provides extensive information pertaining to accounts and facets of banking. Regular banking services apart, the customer can also avail of a variety of other value-added services like Cash Management Service, Insurance,

VISION 55

To become the Bank of first choice in our chosen areas by building beneficial and lasting relationship with customers through the process of Continuous improvement.

MISSION A logical extension of the Vision Statement is the Mission of the Bank, which is to gain market recognition in the chosen areas. To build a sizeable market shares in each of the chosen areas of business through effective strategies in terms of pricing, product packaging and promoting the product in the market. To facilitate a process of restructuring of branches to support a greater efficiency in the retail banking field. To sustain the mission objective through harnessing technology driven banking and delivery channels. To promote confidence and commitment among the staff members, to address the expectations of the customers efficiently and handle technology banking with ease.

Training system Training and Employee Development

They believe that they have one of the leading systems in India for customized banking sector training and staff development. There commitment to staff development and training has been rewarded by the Institute of Directors in New Delhi, which has awarded there staff college at Bangalore the prestigious Golden Peacock Training Award for the best training system in India three times over..

56

They have eight training facilities spread across the country including there Staff College in Bangalore. All of the training that they impart in these facilities has been designed, implemented and assessed by there training consultants Vinstar Limited (AGL Group) of New Zealand. These training programs are designed to be interactive and directly relevant to the work of each employee that undertakes the program. They monitor the effectiveness of there training through post-course evaluation.

In addition, they have established ten computer-learning centers that are equipped to train there staff in Core Banking Solution programs. Staff College

There Staff College is located on the outskirts of Bangalore. It is a dedicated live-in learning center equipped with lecture theatres, hostel-style rooms, recreational areas, a jogging track, swimming pool and landscaping.

The training programs available at Staff College are also offered to staff of other Indian banks and financial institutions, including the Oriental Bank of Commerce and Vijaya Bank, and international banks, such as the Vietnam Bank for Agriculture and Rural Development.

The following programs are regularly conducted at the College:

Credit Appraisal Program (Industrial and Commercial Advances); Credit Monitoring and Recovery Program (Industrial and Management Skills Program; Marketing Skills and Customer Service Program; Imports for Officers Program; Exports for Officers Program; Asset Liability Management Program; and Preventive Vigilance Program. Commercial Advances);

They conducted following programs in association with Institute of Chartered Financial 57

Analysts of India Business School, Bangalore:

Finance for Non-Financial Executives; Leadership Skills and Styles; Treasury and Forex Management; IT for Banking; Customer Relations Management; Effective Services Marketing; Software Project Management; and Practical Team Building

They also conduct the following customized programs:

Advanced Credit Program for Audit Officers of the Oriental Bank of Commerce; Program on HRD for Key Members of Staff; Branch Manager Training for Vijaya Bank; General Faculty Development Program - Train the Trainers; Base Level Program on Forex for Vijaya Bank; and Advance Program on Forex for Vijaya Bank.

In February 2001, our staff college was awarded ISO 9001 certification for the design and development of customized training programs by Det Norske Veritas of the Netherlands Management Education Programme (MEP)

They have introduced a 15-month management education program along the lines of MBA programs offered by prestigious management institutes, to identify and develop inhouse talents to groom up leadership skills among the employees. Successful candidates are awarded a certificate and entrusted with higher responsibilities.

58

Leadership Programs at Indian School of Business (ISB), Hyderabad

We have arranged training programs on leadership qualities amongst the executives of the Bank at the Indian School of Business, Hyderabad. All branch managers have been put through a one-week training program at internal training colleges on leadership and the challenges faced by the Bank. Training up to the lowest level (part time sweepers) in the Bank has been undertaken to improve operational efficiency and customer centricity.

We have trained all our front line officers on customer relationship management and have equipped them with a mobile phone for excellent CRM.

59

Visit Report 1) Various Products Deposits (Liability products), Advances (Asset Products) and Third Party Products. 2) Computer Based Training is also given. 3) Training is basically given to bring in an attitudinal change in the employees which would result in employees going out and reaching customers and customers reaching them. 4) Training is given to Peons, Clerks, officers as well as Managers. They also conduct some orientation programmes 5 )Training is also imparted on Alternate Delivery channels like ATM, Telephone banking , Internet banking 6) Training is given not only to employees but also to the Customers by the particular branch people i.e. the staff of the Bank as to how to avail various facilities 7)Training need is determined either by directly asking the staff or as per the decision taken by the authorized person. 8) The training methods that are adopted by the UBI are as follows: - On the job training (practical training for e.g. by showing how to open saving account for the customer and so on) 2) lectures 3) Group Discussion 4) case study 5) presentation 6) Field visit 7) Films 8) CDs based on attitudinal change, motivation, team building etc. 9) Library 10) Defreezing games 10 The no. of training days per employee per year is not fixed. For fresher the training period is usually longer while the senior managers are given training for a shorter period of time as they are interested only in the training programmes that give direct benefit. 11 They are having feedback system where the employees after undergoing training programmes rate infrastructure and the effectiveness of the overall program including faculties. 60

12 The trainers are either internal or outsourced. They are having tie up with Training agencies and college for training faculties such as Narsee Monji College, Bottom Line agency, Dale Carnegie Training Institute. 13 Pre-selection test as well as interviews is conducted for the selection of the trainers. 14 They also have the provision for Train The Trainer. Providing training to the trainer on various scales like attitudinal change, presentation skills etc. 15 They considered training as an incentive by giving opportunity to the outperforming employee to go abroad and they also show photograph of those who perform better. 16 To them training is an investment as the attrition percentage is less. 17 The effectiveness of the Training programme is evaluated by issuing questionnaire to the employee, on the basis of objectives and asking them objective type questions. 18 They outsource Training basically for Scale One Officers and branch managers. Here they conduct a two day Workshop inclusive of Training on Communication Skills and Personality Development, which not included in their training schedule 19 Union Bank of India has Staff Training Centre at various places like Bombay, Ahmedabad, Bangalore, Bhopal, Lucknow, Bhubaneshwar, Gudgoan, and South Alvai. 20 They also follow the concept of Back to School Concept .21 They a tie-up with IIM Bangalore, where a 3 year Management Education programme is conducted

GlaxoSmithKline

61

INTODUCTION TO GSK: There mission is to improve the quality of human life by enabling people to do more, feel better and live longer They are a research-based pharmaceutical company They are committed to tackling the three "priority" diseases identified by the World Health Organization: HIV/AIDS, tuberculosis and malaria There business employs around 100,000 people in over 100 countries They make almost four billion packs of medicines and health care products every year Over 15,000 people in there research teams to discover new medicines They screen about 65 million compounds every year in there search for new medicines

62

 They supply one quarter of the world's vaccines and by the end of February 2008 they had 24 vaccines in clinical development January 2008 marked the tenth anniversary of there programme to help eliminate

lymphatic filariasis (elephantiasis). During those ten years they donated 750 million albendazole tablets, reaching over 130 million people In 2007 they marked 15 years of there Positive Action programme that helps

communities living with HIV/AIDS In the developing world, they provide certain medicines at preferential prices ensuring that the porrest can still benefit from there treatments and vaccines In 2007, our total community investment was valued at 282 million, equivalent to 3.8 per cent of Group total profit before tax Many of there consumer brands are household names: Ribena, Horlicks, Lucozade, Aquafresh, Sensodyne, Panadol, Tums, Zovirax

GSK company has a rich history that goes back to the early eighteenth century. Headquartered in the UK and with operations based in the US, they are one of the industry leaders, with an estimated seven per cent of the world's pharmaceutical market. But being a leader brings responsibility. This means that they care about the impact that they have on the people and places touched by there mission to improve health around the world. It also means that they must help developing countries where debilitating disease affects millions of people and access to life-changing medicines and vaccines is a problem. To meet this challenge, they are committed to providing discounted medicines where they are needed the most. As a company with a firm foundation in science, they have a flair for research and a track record of turning that research into powerful, marketable drugs. Every hour they spend more than 300,000 (US$562,000) to find new medicines. they produce medicines that treat six major disease areas asthma, virus control, infections, mental health, diabetes and digestive conditions. In addition, we are a leader in the important area of vaccines and are developing new treatments for cancer

63

Mission

We have a challenging and inspiring mission: to improve the quality of human life by enabling people to do more, feel better and live longer. This mission gives us the purpose to develop innovative medicines and products that help millions of people around the world. In fact, we believe we are the only pharmaceutical company researching both medicines and vaccines for the World Health Organizations three priority diseases HIV/AIDS, tuberculosis and malaria, and are very proud to have developed some of the leading global medicines in these fields. Our company is managed by the Board of Directors and the Corporate Executive Team. The Board is comprised of five executive and 11 non-executive directors who are responsible for our corporate governance and ultimately accountable for our activities, strategy and performance. The Chief Executive Officer (CEO) is responsible for the management of the business and is assisted by the Corporate Executive Team that manages our activities. Each member is responsible for a specific part of the business and reports to the CEO.

strategy

strategy is to strive for excellence in the following five key areas of our business:

1) Optimizing the performance of key products

Both there Pharmaceutical and Consumer Health care businesses focus on ways to improve the return from our intellectual property by maximizing sales of key products. Our activities include: achieving worldwide sales force excellence achieving Pharmaceutical and Consumer Health care marketing excellence maintaining the highest ethical standards improving the cost-effectiveness of operations

2)Delivering the product pipeline for patients

They aim to create the best product pipeline in the industry for the benefit of society. 64

This includes developing a focused strategy to support the pipeline and manage the full life cycle of compounds from launch as prescription medicines through to potentially becoming over-the-counter products. They measure R&D productivity by the number and level of innovation of the products it creates, and by the ability to address unmet patient needs.

3) Being the best place for the best people to do their best work

GSK are committed to creating the best place for the best people to do their best work by:

recruiting and developing the best people in the industry supporting a culture of high reward for high performance ensuring good communication and employee involvement maintaining a diverse and healthy workforce

4) Commitment to diversity

What is diversity?

Understanding the role of diversity within company means that they need to be aware of the contribution that can be made by everyone with whom they do business. This includes our employees, customers and other stakeholders. For employees, they must create an environment that allows them to do their best work by being themselves. For customers, it means understanding and responding to their often changing needs. For other stakeholders, we must provide the right information in a timely and effective way.

How does diversity effect what we do? 65

By encouraging diversity, GSK can: recruit and retain the best people respond to our customers' needs in a way that builds their confidence in our company and our products work effectively with other organizations

5) Training and awareness GSK have training and awareness programmes to make sure employees understand there policies, comply with the law and know what standards of behavior are required. Training starts with an induction course for new employees This covers the GSK's Code of Conduct and other relevant policies. Induction training for new sales and marketing employees covers there marketing codes of practice. These induction courses ensure that new employees understand the importance of ethical conduct from day one, know how to deal with dilemmas and where to seek help. GSK provide additional training for employees who will be working in areas where there are additional regulatory requirements such as R&D, manufacturing and sales and marketing.

Sales representatives receive detailed training on the medicines they promote and the diseases they are designed to treat. Sales employees are given training on appropriate marketing practices and are required to pass a test on our marketing code before starting their sales role.

Regular refresher courses are held for all sales and marketing employees at least annually. For example, in some markets, employees look at examples of ethical dilemmas and issues that they could face in their work and guidance is provided to help them understand appropriate responses. Employees are encouraged to ask themselves the following questions before making a decision: Would I be embarrassed if my friends or family knew what decision I have made? How would my decision look to a cynic? 66

What could the newspaper headline look like? Am I still confident that this is the right decision for GSK?

They monitor the success of training and awareness programmes.

Training objective Review the Performance with Integrity face-to-face induction training session and make appropriate changes for new staff Launch an additional ethics e Learning and face-to-face training package, building on the Ethical Decision Making workshop for managers. GSK goal is to be the best place for the best people to do their best work is central to our business strategy and key to business success. They aim to create a positive working environment, offer competitive reward packages that emphasis performance, provide opportunities for training and advancement, and listen and respond to employee feedback. They expect employees to meet high standards in the way they carry out their work for GSK. The GSK Spirit defines culture and the principles they expect employees to work by. These are: Performance with integrity Entrepreneurial spirit Focus on innovation A sense of urgency Passion for achievement Regular performance appraisals assess whether employees have upheld these principles and the requirements of our Code of Conduct in their work. The results affect bonuses and career progression.

GSK invests in training and development to enable employees to perform to the best of their ability and to develop their careers. Our talent management processes help us identify and develop leadership candidates.

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Training process

GSK provide job-related training courses for all employees and leadership training for managers. Employees can enroll in training programmes through there my Learning intranet site . employees attended 368 development programmes i. Similar opportunities exist for employees worldwide the people attended Leadership Edge, there global

programme for senior managers, and 108 attended Leadership at GSK, the programme for middle managers.

GSK ran five Inspirational Leadership Workshops attended by 72 executives and senior leaders, with significant influence over large numbers of staff. These focus on the senior leadership role of inspiring and motivating people to high performance to meet business challenges. A further 79 employees attended foundation programme for new managers, Management at GSK. This programme is designed to help managers improve the performance of their staff and to increase their insight into differing work styles, strengths and motivation.

Development

Regular performance appraisals reward strong performance and help employees set objectives and identify the training they need. More than two-thirds of GSK employees receive an annual performance appraisal through our Performance and Development Planning (PDP) programme. PDP includes an assessment of how well employees have implemented the GSK

Spirit - the principles we use to define culture. It can have a significant impact on bonus payments, potentially reducing them to zero if an employee is found not to have followed the Spirit, and can also affect future career development.

Talent management

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They identify the highest performing employees in each business and function through there annual talent management cycle. Talented individuals take part in leadership programmes and are exposed to top management through programmes such as the Chief Executive Forum.

A pool of potential successors is identified for all Vice-President and senior management positions. These are reviewed annually by the appointments subcommittee of the Board.

VISIT REPORT At GSK they special rooms allotted for training purpose. They have around 3 rooms, 1 Auditorium and some small classrooms occasionally used for imparting training. They have a separate training department. They have a Training Staff consisting of 22 members (Under each trainer there are around 100 trainees) Under each Head Office trainer there are six area trainers The Participants in training programme range from 2-140 depending upon the type of training They give following trainings : 1 Induction training 2 Medical training 3 4 5 Training on Selling Skills Competency Based Training Personality Development

6 Communication Skills and so on

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They provide as per the individual requirements as well as based on group requirement and also when it is required for the company as a whole Training is imparted also on the basis of Training Policy, internal requirement and need based. Trainers are Selected on the basis of following Criteria:

1. Having minimum 1-2 years experience as a Business Manager 2. 5-7 years experience in Sales and Marketing with minimum 1-2 years 3. experience in Sales Training. 4. Minimum qualification in Bachelor of Science or Bachelor of Pharmacy. 5. Superior Disease Product Knowledge. 6. Excellent Communication, Facilitation and Coaching skills. 7. I.T. Savvy

8. First line Managers 9. Area Managers Based on Industry track records Fast Trackers Undergone Mastery Coursework

Responsibilities: Assess Training Needs Prepare quarterly and annual Regional Training Plans in consultation with Field Managers Field Coaching Product launch Training and Refreshers Develop Medical Representatives competencies Interviews of Medical Representatives Support Event Management programs Feedback to Field Managers and Marketing on competition and customers. They also hire sometimes trainers from outside. GSK follows the concept of Train the Trainer.(e-meetings, Video conferencing). They have some General Management Programme, for which they have a tie-up with S.P Jain Institute. It is basically for the sales force only. Top Management at times attends Management Development Programmes at IIM's as well internationally 70

 GSK has a Training Academy in UK from where Trainers come and conduct Training Workshops. They have both On-the-Job training and Off-the-Job training Programmes/ On-the-Job training is conducted by those 16 internal trainers only. On-the-Job training includes: 1. Personal Guidance and Coaching 2. Projects 3. Classroom Teaching 4. Presentations 5. Videos 6. Exercises 7. Role plays 8. Case Studies The total cost incurred on overall training last year was around Rs.400 Crores of which Rs.1.5 Crore is on field training This year's overall training cost is projected to be around Rs.6 Crores They conduct lots of tests for evaluating the trainees like-

1. Tests 2. During induction everyday tests are conducted 3. Study and come 4. Written tests 5. Viva test 6. Role plays 7. Feedback The employee strength is 2000 including field forces and other officers. The Objective of Training is:

1. Increase Productivity 2. Mandatory/Audit requirement 3. Client requirements 4. Management Development 5. Succession Planning 6. Attrition Management

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 They identify the training needs of an employee based on conceptual, Behavioral and technical requirement. Need is also identified based on Past Performance and Competencies, even Individual wise, Region wise , Group wise and Brand wise. For individual need, they take in consideration two aspects namely Competencies and Commitment. They follow the Kirk Patrick's model of evaluating Training (Only Reaction and Learning). GSK have plans to include behavior also as a method of evaluation. At present, they have behavior assessment only for the individual level not for classroom training. The Leaning value of training program is calculated through feedback, productivity as well as attrition percentage. GSK's in house trainers are demanded overall by other organizations. They have home grown staff. At GSK they have a Developmental Culture, wherein employees are trained to emerge as leader. Their main focus of Training is on Leadership, Value System, Competencies,Grooming, Individual Promotion, change in Behavior of People. GSK has 360 degree feedback survey for the evaluation. They 19000 man days of training.(per day 3 employees are trained at least). They follow Back to School concept wherein they sent their employees to for MBA degrees and also they are given opportunity to take guidance at ISTD. The level of training is very high because the employees need to educate Doctors. They also insist on Individualized Learning for which they have a website called mylearning.com wherein any employee can login anytime and gain the inputs for personal development. They won various Commercial Excellence and Diversity Awards.

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JINDAL IRON & STEEL COMPANY LIMITED

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INTRODUCTION

JISCO was originally promoted in 1972 as PIRAMAL Steel Ltd by Dr Mohanlal PIRAMAL. To start with, the Company had a manufacturing plant with steel making and billet casting capacity of 18,000 TPA. The Company turned sick by late 70s and was taken over by JINDALS in 1982. Over the years, under JINDAL management, JISCO Company turned into a healthy profit making company. The product mix was changed from long to flat products. In 1990, Naveen Alloys Ltd, a closely held JINDAL company with a plant to manufacture HR plates was merged with JISCO.

JINDAL Iron and Steel Company Limited (JISCO), a part of the $2 billion JINDAL Organization, is a leading manufacturer of flat steel products in India. JISCO is the market leader in galvanized steel products and sells its product through a large 74

distribution network both in India and abroad. JISCO is also exporting to countries, which include China, Italy, Spain, Portugal, Germany, UK, France, Netherlands, USA, Canada, Brazil, Greece, Middle East, African Countries etc.

India's largest integrated galvanizing facilities in India accounting for 17% of total galvanizing production in the country, Engaged in Hot Rolling, Cold Rolling and Galvanizing business. Export of 75% of production to over 45 countries. Company has significantly improved its performance in the export segment. JISCO exports constitute more than 1/3rd of India's total exports of galvanized products. Seventy five percent of JISCO's galvanized products go to over 45 countries developing & developed, where the JINDAL brand GalvPlus occupies the number one position.

Human resources philosophy is based on dignity of work, forecasting a culture of learning, meritocracy sans bias of any kind & commitment to highest standards of safety at the workplace. Modern business demand quickness of mind and action. System by them does not deliver, people do, as do people led skills & initiatives. We have always invested in people & believe in creating an environment where people are valued as individuals & clear HR practices, participative management, excellent welfare activities have made the company one of the most preferred employers in the steel industry. The role of HR in JISCO is to be a Change Agent of the organization in order to align people & possesses to the companys strategic objectives. The steel industry not only in India but also the world over continues to face tumultuous times, where change is the only constant. The HR focus is to make change seamless & to ensure CHANGE, BEFORE CHANGE CHANGES YOU.

We believe that people hold the key to achieving organizational excellence. Our Human Resources function is the process owner for constantly upgrading people skills, realizing their potential and helping them lead purposeful lives. JISCO has deployed comprehensive systems of Recruitment, Performance Management and Training and Development. The HR function of the company caters to the needs of nearly 1,528 employees.

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MAJOR INITIATIVES: JISCO's guiding principles (Code of conduct) were adopted with an objective to integrate values and ethics in all transactions. Job Swaps: The organization has done job swaps at the top management level to develop cross-functional competencies. Depending upon the skills and aspirations of the employees and the organizational needs, job rotations are done at all levels One of the key HR initiatives last year was BRACE (Business Results Achievement through Competence & Ethics), an in-house executive development programme, for our young managers. Spanning over three months, it offered latest insights in managerial skills. Managers undergoing this programme were released from their daily operational responsibilities to enable them to focus on the programme. A SWOT analysis is being carried out for the entire management staff, to help them better understand their potential and prepare their individual development plan. Action Oriented Leadership programs are being initiated for senior level management, developing cross-functional areas, to keep them in tuned with the changing environment. In the point of Appraisals the organization aims to reward merit. This is achieved by having in place, a structured performance appraisal system, which is upgraded keeping in abreast with the latest developments. The key components of our performance appraisal system are: a) quarterly reviews, b) Measurement against goals, skill employment and potential to take up higher responsibilities. c) Form the year 2011, Peer Appraisal has been introduced for senior level management. d) The process of mentoring is being developed in-house to guide young talent. Employees have been sent abroad for benchmarking studies. Life-enrichment series are organized to focus on how to tackle challenges on business and personal fronts.

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TRAINING & DEVELOPMENT:

HRD Centre, a large training facility at Vasind is the focal point of training in the company. Faculty includes HR staff, line / functional Managers and external experts. Training in technical areas is supplemented with managerial and behavioral training.

ANALITICAL WORK AT JINDAL

The work done by me at JINDAL was to identify the training needs of the employees there. This included different of employees from shop flour level to middle level management level.

TRAINING PROCESS

Training in the company is aimed at the systematic development of knowledge, skills & attitude. The superiors have to look at their subordinates development as a key target area. The development of an individuals performance skills leads to an improvement in performance & in turn adds value to the organization. Objective

To get access to a broad spectrum of the practical knowledge relating to training. 77

 To identify the training needs of employees from L-06 to L-12 and to categorize them as per department. To find out which training need is required by most of employees. Identification of Training Needs

Training will be imparted on the basis of: 1. Needs identified from the performance review on yearly basis at the individual level. 2. Needs identified at the division/departmental level by the division/departmental head on areas which are specific to his division/departmental. 3. Needs identified at functional level by functional head like Marketing/Human Resources/Purchase/Finance. 4. Organizational level training programs such as programs on Total

Quality Management, Supervisory Development, Cost Improvement, etc. Based on the number of people & the identified need, the programs would be held within the organization (internal training programs) or the employees will be nominated to various institutes of repute (external training programs).

The first step in whole of training procedure is the identification of training needs of employees. Need assessment diagnoses present problems and future challenges to be met through training. Organizations spend vast sum of money on training. Before committing such huge resources, organization would do well to assess the training needs of their employees. Organization that implements training programs without conducting needs assessment may be making errors. For example, a need assessment exercise might reveal that less costly interventions (e.g. selection, compensation package, and job redesign) could be used instead of training. PROCEDURE FOR NOMINATION:

The concerned HOD has to nominate in the prescribed format in line with the training needs identified at the beginning of the year also in line with the training plan to the 78

Human Resource Department who will obtain the necessary approvals. Internal employee will facilitate most of the programs. In case external faculties are approached for conducting certain sessions, prior approval of Head-HR has to be taken for the payment of professional fees & the course content. The concerned coordinator will also organize to collect an evaluation feedback form, which will be handed over to the location Human Resource Department for analysis & future reference.

INTERNAL TRAINING If the number of people identified with a specific need is large, then the programs will be held within the organization using the available resources like people with professional expertise, in-house venues like HRD centre. The annual training plan will be drawn by Human Resource Department based on the identified needs. This will circulate every year during the month of July, along with all details regarding the programs. EXTERNAL TRAINING In the event of number of employees being identified with a specific area of improvement being few, then the division/department head will communicate to Human Resource Department the need for identifying institutes where they can be deputed. The training calendar from various institutes will be available with the Human Resource Department, for helping managers to take the necessary decision.

The immediate superior will initiate the nomination after discussion with the concerned employee. The nomination form is then sent to the Human Resource Department, justifying the needs of employee to attend the program & the action plan, which would be drawn up after the completion of the course. Human Resource Department will process the nomination & make necessary payments to the institutes/agencies. In case the program duration is 2 days or more & the course fees is more than Rs.5000/-, approval from the Joint Managing director & CEO has to be obtained before the nomination is processed.

The Human Resource Department will also ensure to get the feedback form from the employee after his completion of the course. A half day session by the employee for a 79

few managers to transfer the learning should be organized by the Human Resource Department, within 15 days of the return of the concerned manager. The employee shall submit the course material to the Human Resource Department for the purpose of maintaining the library & if so required retain a copy of the same. TRAINING FEEDBACK

This forms an integral part of the entire training process. Evaluation/Feedback from the training indicates appropriate changes that have to be made in the program design/content, which will improve the effectiveness of the program.

The feedback will also consist of an action plan by the concerned employee with a specific time frame to implement the learning to the actual performance. The feedback forms are available with the Human Resource Departments. It is the responsibility of the head of the department & the Human Resource Department to work together to assess the effectiveness of the training attended by the employee. This will also help in updating the training records of the individuals & in conducting an analysis of various training programs

OTHER ACTIVITIES

Welfare center is an activity center at JINDAL colony for the belonging of employees & workers presently running under Mrs. Vidya Gorakshakar. The activities taken place in this centre was Adult Literacy, Training in Tailoring, Pickle & Papad making, etc at initial stages. Now the activities conducting there are like Festival Celebration at large, counseling regarding health , Hygiene, Development of children, community development, self help & skill development,, awareness regarding small savings, road safety, safety at home, Alcohol addiction & its affects, cancer awareness, Aids awareness, career guidance, hobby classes, library, etc.

Induction is an opportunity to for the company to show their concern for their new employees, it makes the employees feel at home & experience their work at pleasure. It is a standardized process followed for the orientation of new employees with a view to familiarizing them with the company, its values, culture, systems & people. It ensures 80

that the mew employee fits into his or her designated role & become effective on the job, in the shortest possible time.

Britannia Industry Ltd.

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INTRODUCTION

j. B. Mangharam is a very old factory; it was established in 1951 under the name of J. B. Mangharam & Company with the objectives of manufacturing of biscuits & confectionary product. The company was restructured in 1969 & 1977 after the death of Seth J. B. Mangharam. In 1983, the company stated manufacturing biscuits for Britannia Industry Limited originally the production started with Marigold & Bourbon varieties if biscuits. To meet increasing volume of production targets and customer satisfaction, the company went into the expansion plan in 1994 and operation shifted to balding with state of art technology in biscuit manufacturing. The old hybrid oven were replaced by LDO (Light Diesel Oil) fired oven & LPG fired ovens.

. This centre is well known for its quality and consistency in performance and its bench marketed for many activities. 1996 Jim Jam production was started and this is the National Centre for this variety. Beside of these Britannia 50-50 and Britannia Milk Bikis are the two other varities which are manufacturing in the industry. J. B. Mangharam Foods Pvt. Ltd. is managed by J. B. Mangharam & Company but products are made of Britannia 82

Company Overview:

The story of one of India's favourite brands reads almost like a fairy tale. Once upon a time, in 1892 to be precise, a biscuit company was started in a nondescript house in Calcutta (now Kolkata) with an initial investment of Rs. 295. The company we all know as Britannia today.

The beginnings might have been humble-the dreams were anything but. By 1910, with the advent of electricity, Britannia mechanized its operations, and in 1921, it became the first company east of the Suez Canal to use imported gas ovens. Britannia's business was flourishing. But, more importantly, Britannia was acquiring a reputation for quality and value. As a result, during the tragic World War II, the Government reposed its trust in Britannia by contracting it to supply large quantities of "service biscuits" to the armed forces. As time moved on, the biscuit market continued to grow and Britannia grew along with it. In 1975, the Britannia Biscuit Company took over the distribution of biscuits from Parry's who till now distributed Britannia biscuits in India. In the subsequent public issue of 1978, Indian shareholding crossed 60%, firmly establishing the Indianness of the firm. The following year, Britannia Biscuit Company was re-christened Britannia Industries Limited (BIL). Four years later in 1983, it crossed the Rs. 100 crores revenue mark.

On the operations front, the company was making equally dynamic strides. In 1992, it celebrated its Platinum Jubilee. In 1997, the company unveiled its new corporate identity - "Eat Healthy, Think Better" - and made its first foray into the dairy products market. In 1999, the "Britannia Khao, World Cup Jao" promotion further fortified the affinity consumers had with 'Brand Britannia'.Britannia strode into the 21st Century as one of India's biggest brands and the pre-eminent food brand of the country. It was equally recognized for its innovative approach

to products and marketing: the Lagaan Match was voted India's most successful promotional activity of the year 2001 while the delicious Britannia 50-50 Maska-Chaska became India's most successful product launch. In 2002, Britannia's New Business Division formed a joint venture with Fonterra, the world's second largest Dairy 83

Company, and Britannia New Zealand Foods Pvt. Ltd. was born. In recognition of its vision and accelerating graph, Forbes Global rated Britannia 'One amongst the Top 200 Small Companies of the World', and The Economic Times pegged Britannia India's 2nd Most Trusted Brand Today, more than a century after those tentative first steps, Britannia's fairy tale is not only going strong but blazing new standards, and that miniscule initial investment has grown by leaps and bounds to crores of rupees in wealth for Britannia's shareholders. The company's offerings are spread across the spectrum with products ranging from the healthy and economical Tiger biscuits to the more lifestyle-oriented Milkman Cheese. Having succeeded in garnering the trust of almost one-third of India's one billion population and a strong management at the helm means Britannia will continue to dream big on its path of innovation and quality. And millions of consumers will savour the results, happily ever after. . Britannia in fact is an older company originally incorporated as Britannia Biscuit Company Ltd. in Kolkatta in 1918. Subsequently they moved to Mumbai during early seventies and finally shifted their headquarters to Bangalore. Currently Britannias controlling stake is jointly help by Group Danone & Nusli Wadia of Bombay Dyeing. About 83% of the company business is biscuits. Bread constitutes only about 5% of their business and Cake and Rusk about 2%.

MISSION

Britannia as all of us can recollect had a stated Mission to make every third Indian a Britannia Consumer.

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TRAINING PROCESS

PROCESS

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IDENTIFICATION OFTRAINNING NEEDS AT THE BEGNING(PROVIDED BY DEPERMENT HEAD) -PERRSONAL

PERSSONAL DEPARMENT ANNUAL TRAINNING CALANDER

APPROVED BY PERSONNAL MANAGER

NOMINATION OF PERSONNAL FROM DEPARMENT BASED ON COMPETENCY AND JOB REQUIRMENT - BY DEPARMENT HEAD -TRAINNING NOTIFICATION TO NOMINETED EMPLOYEE -PERSONNAL MANAGER

CORECTIVE PREATIVE ACTION

TRAINNIG

UPDATING IN TRAINNING CALANDER

FEEDBACK FROM TRAINE

ASSESMENT OF EFFECTIVNESOF TRAINNING AFTER 3 MONTHES AS REQUIRED -PERSONAL MANAGER

DATA ANALYSIS

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IDENTIFYING TRAINING NEEDS

All training activities must be related to the organization and the individual employees. The effectiveness of training programme can be judged only with the help of training needs identified in advance. In order to identify training needs the gap between the existing and required levels of knowledge, skills, performance and aptitude should be specified. The problem areas that can be resolved through training should also be identified.

JOB

PRESENT PERFORMANCE

DESIRE

GAP

Training needs can be identified through the following types of analysis:

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o Analysis of Objectives long term and short term objectives. o Resource Utilization Analysis in meeting the operational targets. o Task or Role Analysis to identify job contents, the knowledge, skills and aptitude required. o Manpower Analysis In this, the persons to be trained and the changes requires in the knowledge, skills and aptitude of an employee are determined.

TRAINING CALENDAR

Training Calendar consist of decision about the subjects on which training has to be given according to the need and about the Man Days, i.e., time period of training then total man-days in how many months. (Duty of 8 hours = 1 Man-Day) Subjects of training at J. B. Mangharam Foods Pvt. Ltd. are: o Food Safety Policy and Objectives o General awareness of HACCP & HACCP Plan o Personnel Hygiene o General Safety o Format Filling o Monitoring of CCP and Zero FBC o OperationalPR

o Cleaning & Sanitation o General PRP Glass and Brittle Plastic o Food Safety management ISO 22000, key elements & requirements o Positive attitude and Food Safety o Fire Fighting

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o Art of Timing o Food Safety

TRAINING PROGRAMMES

Training need is defines as a gap, which exists between the required and actual standards of performance in a task that can be bridged by training. With the help of training and development programs organization has improves its productivity & efficiency level to an utmost position.

Training is required for several purposes. Accordingly, training programmes that are organized in J. B. Mangharam Foods Pvt. Ltd. are as follows: 1. Orientation Training: Induction or orientation training seeks to adjust newly appointed employees to the work environment. It is brief and informative. 2. Job Training: Employees may be taught the correct method of handling equipments and machines used in a job. 3. Safety Training: Training provided to minimize accidents and damage to machinery. It involves instruction in the use of safety devices. 4. Promotional Training: It involves training of existing employees to enable them to perform higher level jobs. 5. Refresher Training: Employees to be trained in the use of new methods and techniques. This training is designed to revive and refresh the knowledge and to update the skills of the existing employees.

VISIT REPORT Above survey shows that they are very health conscious and give employees The manager surrey if he find needs then they pass tranning notification Training like induction training is given to new employees 89

training to the

 Safety handling of equipments or machine training is given to employees On job training methods are used Refreshing training methods are used Calendar training method is used External and internal tranning methods are used

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CENTRAL BANK OF INDIA

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INTRODUCTION OF A BANK It was established on 21 December 1911 by Sir Sorabji

Pochkhanawala with Sir Pherozeshah Mehta as Chairman, and is the first SWADESHI BANK completely owned and managed by Indians. The birth of Central Bank of India is unique in Indian banking history. While other Indian banks were established by Englishmen or wealthy businessmen and managed by Europeans, this was the first bank established by Indians and managed by Indians. Today nearly one hundred years later on 31 st March 2013, with 4294 branches, 13 extension counters, 33 satellite offices, 2529 ATMs and in 3 of the 7 union territories, it is among the largest banks in India. Central Bank of India has one overseas office, which is a joint venture with Bank of India, Bank of Baroda, and the Zambian government. The Zambian government holds 40 per cent stake and each of the banks has 20 per cent. Recently it has also opened a representative office at Nairobi, in Kenya and also at Dubai.

OBJECTIVES OF BANK a. To promote good and fair banking practices by setting minimum standards in dealing with you; b. To increase transparency so that you can have a better

understanding of what you can reasonably expect of the services; c. To encourage market forces, through competition, to achieve higher operating standards; d. To promote a fair and cordial relationship between you and your bank.

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PRODUCT AND SERVICES Presently Bank have 30 Products/Schemes out of which major products are Credit Home, Cent Vehicle, Cent Vidyarthi, Cent Trade, Cent Personal Gold Loans, Personal Loans, Reverse Mortgage Products, Cent Sahyog. Individual and NRI- CBI offers wide range of product and services such as saving account, deposits, mutual funds, debit card, credit card, NRI account, Money transfer facility, Remittance facility, various loan facilities, senior citizen account, etc. Corporate- To corporate it offers various products and services such as corporate accounts, loans, RTGS, NEFT, CMS, etc. Rural- In order to provide financial assistance it offers products and services catering its various requirements. It also has two subsidiaries namely Cent bank Financial & Custodial Services and Cent bank Home Finance. Cent bank Financial & Custodial Services provides specialized services and facilities to protect investments and estates during owner lifetime and dispose them according to his will or trust. Cent Combo A combination of home loan & vehicle loan scheme came up at affordable EMIs and hassel free loan sanction process. The scheme has been designed keeping the corporate sector employees in view. Cent Home Swabhiman Plus Special reverse mortagage scheme for senior citizens. Cent Premium New Premium variant of savings account, has been introduced along with new welcome kit for our premium customers. Cent Swa Shakti New variant of Flexi RDS scheme has been introduced for sustained growth in core deposit. 93

 Cent Lakhpati RDS Scheme has been repackaged by introducing variant to attract our rural & semi urban clientele.

TRAINING AND DEVELOPMENT IN CENTRAL BANK OF INDIA Introduction: Todays banking investment environment is complex, dynamic and challenging. Its not superior infrastructure or technology or the deposits which keep it ahead of competition, but its ability to manage investments. The banks ability to manage its investments requires knowledge of investment markets and instruments, as well as an understanding of the regulatory, accounting, financial, and economic forces that affect investment performance and how they all interrelate to each other. Having understood this to be perquisite, the greatest resource of any organization is the potential of its people. It is the basket of competencies that its employees possess, which

differentiates one organization from the other, in fact, a successful one from all the rest in the race. Employees who are motivated- not simply instructed- are a banks true assets. But the fact is that employees do not come ready-made, fitting to the organizational requirements. They have to be shaped and developed and tailored in terms of their skills, attitudes and behaviours in order to stay compatible with the organizations culture and goals, thus, contributing to its productivity andprofitability. Precisely speaking, they have to be trained. Beginning from the policy of the organization, the basic rules of the job, to key concepts, to team performance, to catering to the rising customers demands, training is a necessary tool

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without which viability, if not success, is impossible in this era of cutthroat competition. The training and development function, under the present as well as the future scenario, plays a pivotal role in the entire Banking sector, as it increasingly deals with knowledge employees and intelligent customers. In the field of parallel products monitored by stiff regulatory guidelines, the race is not only to outshine but also to outwit

Objective Of Training: To formulate training contents which remain topical and proactive to the changing industrial scenario as well as the corporate goal. To develop specialized Core Banking Skills. To induct and/or revive domain knowledge and introduce new initiatives in order to bridge skill gaps. To create a value chain across the bank through TRAIN THE TRAINER initiatives. To initiate e-learning, an alternate training methodology. To develop customized soft like group dynamics, leadership qualitie To impart technical knowledge and skills specially related to

Information Technology.

Scope & Coverage: The Training Policy envisages creating a uniform training

mechanism, customized to meet the present and future needs of

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every category of staff through the Training colleges and Zonal Staff Training Centres.

VARIOUS TRAINING PROGRAMMES IN CENTRAL BANK OF INDIA 1) Other Strategies: Locational Training Programme :- Location Training Programme are been done for Zone/Region/Bank according to the specific

requirements. The identified coaches will be those officers who have reasonable knowledge and experience in their respective fields and have an aptitude for communication/teaching. The Zonal/Regional Managers will identify such officers, who are willing to work as an Instructor and recommend their names to Central Office. Even, Retired Officers can be included in the post if they have mobility and suitable knowledge. 1)Special Training Programmes:- Special Training Programmes are given to the Award and Officers staff in areas of soft skills, credit, Foreign Exchange, Treasury, Risk Mangement, HR Skills and

Government Directives, Marketing Etc. 2)CBS and IT Training:- Minimum 3 days of hand on CBS training is given to each staff as Special Training Programmes for CBS which

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will run parallel to regular Functional, Managerial and Behavioural Training Programmes to ensure that all staff members (Clerical and Officer) should get atleast three days of hands on CBS Training each year. 3)Overseas Training Programme:- Officers with excellent performance and high potential will be sent to Overseas Proreammes for wider exposure mainly in Functional areas. 4)External Training Agencies: In External Training Agencies, training is given on specially in Behavioral and Marketing Skill areas through External Agencies in core areas Management. Institutes like AIMA, IIBFs, NHRD,NIBM,IIBM, NABARD etc. conducts this Specialized Training for Officers of the bank. The Field General Managers will be empowered to tie up with External Training Agencies having at least three years of field experience, in order to conduct trainings in specialized areas. It should be ensured that as per training objectives of the Bank, every staff member is trained at least once in their functional areas. like Credit, Foreign Exchange, Treasury and Risk

2)Training on Linguistics :

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As Officers are being posted to different Linguistic Regions, lack of working knowledge of local languages becomes a barrier in

communication with customers and in transacting day to day banking operations. In order to bridge this language gap and also to ensure better customer service, training is been given to Officers according to basic language module designed.

3)On Boarding Of Newly Recruited Staff : As a part of Man Power Planning, officers are recruited at various levels of management including officers at the entry level, as also of recruitment of clerical staff. In order to equip these new staff members to face the challenges of modern day banking as well as to give them secure space, especially considering the age gap between the new incumbents and the existing staff, training module has curriculum such as group discussions, role play, presentations and other activities conducting survey on socially relevant issues, debates, games and visits. In order to familiarize with various bank functioning newly recruited officers were imparted induction training programmes. Like wise training have been imparted through outside experts/agency as well as intensive training through classroom training and on the job training at branches within 6 Months training curriculum.

4)Training the newly promoted Branch Managers : Consequently fast tracking of officers has become necessity, so to inculcate skills, higher roles and responsibilities, special training programmes or knowledge have to be imparted.

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5) E-Learning :

An E-Learning module gives the choice to people in what & how & when to learn and develop. E-learning of the bank is being designed to facilitate a continuous learning environment and culture, to impart knowledge and training on Anybody from Anywhere basis.

Structure of Training, Infrastructure & Architecture:

Training Vertical Training

In House Training

External

1)Training Vertical : The Peripheral objective of the Training Vertical is to create a ripple effect of awareness through the participants of all Training

Programmes. All participants should be enthused for knowledge sharing. The Training Vertical will integrate, facilitate and coordinate the training functionality of the Bank by formulating Course Designs, Programme calendars, Nomination Mechanism etc. Keeping in view

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the corporate Goal of the Bank. The vertical will facilitate setting up of Centres of Excellence(COEs). Objective: A)To facilitate in creating a Centre of Excellence in various area of Banking. b)To have an integral approach in Training and Learning. c)To develop the E-Learning Module as a complementary learning channel. Functions: (a) Budgeting. (b) Finalizing the Training Programmes. (c) Standardizing lesson plans. (d) Standardizing Case Studies. (e) Stardarizing study materials. (f) Publication of periodicals, booklets and training tool kits. (g) Finalizing the Training Programmes. (h) Maintaining an archive of publications. (i) Annual assessment of Faculty Requirements and initiate identification and selection process. (j) Management of Nomination facilities. (k) Reporting on Training to all concerns. (l)E-Learning. (m)Specific Training Request Management. (n) Hosting and maintenance of Training Website.

Integration of Training Vertical with the HRMS Module: The HRMS Module will have a separate Training Segment which will incorporate the entire operations of the Training Vertical of the Bank.

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This Module will generate the MIS and will also incorporate the Nominal Process Flow as described:Training Data Master: Data Master will be a historical data on training received by all categories of staff from the last two years along with updation of current data. Training Gap Analysis: The Training Data Master will help to conduct Gap Analysis to assess the Training Days Utilization and Training Capacity Utilization. Training Frequency Analysis: This module will provide the frequency of Training to each staff member of the bank. Training Needs Analysis: Due to fast changing scenario, it has become essential to recognize the new challenges, to learn and to face them, proper, timely and continuous training is needed. Training Utilization Data: Training utilization is low mostly because of factors like inadequate planning, logistical constraints and man power constraints. The Training Utilization Data will provide an insight to this problem and historic data will suggest means to avoid this problem. Training Satisfaction Ratio: This Module will incorporate post training comments of each participants on training satisfaction by means of ratings.

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2) In House Training: Sir Sorabjee Pochhkhanwala Bankers Traning College (SPBTC): This Training College cover 25 Regional Offices of the Bank, including Central Staff Department for level-I Programmes. Level II Programmes on Forex & Corporate Finance Including infra Structure Finance for all 78 regions of the Bank along with special Soft Skills Programmes for Executives of the bank. Central Bank Officers Training College, Bhopal (CBOTC-B)- This College covers 28 regions of the Bank for level-I programmes. Level- II Programmes on Agriculture Finance is conducted for all 78 regions of the Bank. Central Bank Officers Training College, Kolkata (CBOTC K)- This

College covers 25 Regions of the Bank for Level I programmes. Level II Programmes on HR including Soft Skills for all 78 Regions of the Bank. Zonal Staff Training Centres (ZSTCs) Currently there are 16 ZSTCs at various Regional head quarters and they primarily handle the training needs of award staff members of the Bank and the Training for newly promoted Branch Managers/Special Locational Trainings for officers in critical areas as per the requirement of the Management. Locational Training Locational Training is given to maximize reach, solve logistic issues and to save man days. 3) EXTERNAL TRAINING: External Training Agencies: In External Training Agencies Officers are sent to attend trainings/workshops conducted by reputed professional bodies such as AIMA,NHRD,CII,IIBFs, NIBM, NABARD, IIBM etc. Over seas Training Programme: Officers with excellent performance and high potential will be sent to Overseas programs mainly in functional areas for wider exposure.

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 PARTICIPANTS EXPECTATIONS FROM A TRAINING PROGRAMME Improved and solving specific problems confronted in job functions. As a means to improve growth in organization. For professional growth in organization. To develop understanding of specific subjects covered in training programmes. As a change for routine job schedule. To get acquainted with new technology. For personal growth. To gain new and pertinent knowledge. Acquire specific approaches, skills or techniques that can be applied on the job. Help and confirm some earlier ideas. Acquaint with problems, ideas and solutions from other departments.

Visit report Training Department has a training calendar, which is sent to all the departments. The Training programs are conducted by the training department on various programmes as under: Self Development programme/Life Skills/Soft Skills. Basic Credit Awareness. Basic Credit Awareness Officers. Marketing & Retail Banking. Marketing & Retail Banking Officers. Recovery & NPA Management. Recovery & NPA Management Officers.

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Customer Design. Priority Sector Advances. Agriculture Finance & Govt. Sponsored Schemes. Priority Sector , Agriculture Finance & Govt. Sponsored Schemes. Computer Application in Banking. Special Programs for Head Cashiers. Para Banking. IT Awareness, Retail Products & Delivery Channel. Mera Karya Meri Bhoomika.

FINDINGS a) Training initially was an area of HR. Now, its a Business need. This is a shift in thinking. b) Typically both Soft skills and Technical training earlier was out sourced since we looked at competency which could be delivered from the market and we will incur cost. Now, I could see majority of the organization wish to deliver training using internal trainers, which has many advantages. c) Earlier training was delivered with a structured annual calendar. Like UBI, Britannia & GSK. Now, more of need basis. Of course, based on the skills of the organization. d) we could see that competency based training and customized programs have taken more weightage above, standard modules that use to be delivered.

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e) now technology coming into play, VOD format for some of the standard programs are being used. f) Online test and programs have gained importance. g) ELearning is coming in a big way. Like UBI ,central bank of India and shara india. Many companies have taken this as their core business. h) In GSK they preferred Individualized Learning. i) many of them are trying to acquire new technology and tries to developed in soft skills j) many companies send there employees to abroad for training like GSK, central bank of India ,UBI. k) many of the organization invest corores of rupees for tranning

RECOMMENDATIONS Value Difference:

"If this is what everyone else is doing, should I be doing it too?" One of the things that make individuals successful is difference. By doing something different one stands out and assuming one is competent, this is a good thing. . Seek Treasure in Niches There are many niches to be successful in. Just because everyone is going one way, it does not mean that everyone is going the same way. As training brokers many consultants with very nice businesses quietly earning in niches such as evaluation,diagnostics, mergers, actors for role-plays etc. Play to Your Strengths If you have computers there is no point in you trying to get into the field because the best you will ever be is mediocre - the Nintendo Generation will always out perform you. We should all stick to what we are good at and what we love 105

because people are swayed by passion. Moreover, you need to satisfy yourself as well as others. Form Alliances Learn to work with people who are on trend and who can work in partnership with you. While the trends predicted above might not pan out as predicted, we do know that there will be an acceleration of change in the way training and learning takes place in the next 10 years. Training professionals need to be aware of these changes if they are to capitalize on them, or avoid become irrelevant because of them. There will always be niches in the market for people who excel in doing things that are not necessarily mainstream. Continued success is not guaranteed. Failure is not irreversible. As the world moves faster and competition becomes more intense due to globalization, human talent will determine which organisations will be successful in the future.

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CONCLUSION A shift is taking place from training, an instructor-led content-based intervention to learning, which is self directed work based process, leading to increased adaptive capacity. 10 years ago the majority of training was traditional off-the-job classroom based delivery, today it is much more likely to be on-the-job, e-learning or one-to-one coaching of one form or another. This has had implications for people working in the training and development field and the skills they need to support the development of others. As the 1990s dawned, America's Secretary of Education warned that traditional learning methods were in a time warp when measured against the mushrooming explosion in technology. This warning has specific application for the technology training industry. Too often, the chalkboard or out-of-town seminars are still the norm. Yet in this fast-moving world of intranet and Internet education, it is vital to sort out the glitz from the gold. What's needed is a holistic and realistic look at the trends affecting technology training today and in the future. One training trend is for sure. Traditional classroom training is no longer the exclusive opportunity to learn. The age of training that includes training CDs, email classes, online learning, and blended learning and university degrees online is exploding. Coaching has experienced the largest increase in usage in the last few years, compared with other forms of training provision. E-learning followed a close second. Over three-quarters of the respondents tackle the lack of time for training/learning by making learning opportunities more bite size, relying on flexible provision of learning materials and making courses shorter. Whether it is e-learning or classroom training, the bottom line is clearknowledge is a powerful tool and enhancing that knowledge is absolutely necessary.

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 As a retention tool, it serves have the urge to learn more. From the findings of these project I have come to the conclusion that the trends studied above to some extent are followed in the organization and others trends are gaining importance

ANNEXURE

Notification form to employees provided by Britannia pvt ltd during tranning

J. B. MANGHARAM FOODS PVT. LTD., GWALIOR TRAINING NOTIFICATION

To, __________________________________

__________________________________

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This is to inform you that you have been nominated for the following training programmes. The description of the training programme is as follows:

Subject:

Date & Time:

Place:

Please show the importance of training programme to the Personnel Manager by attending this program

Personnel Manager

Date

QUESTIONNAIRE What are the training process followed in your organization? While assessing the needs of training which aspects you take into

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consideration- is it group or individual? On which bases trainers are selected? Who are the trainees? What are the different methods used in training programmes, whether most of them are on-the- job or off-the-job? If it is on-the-job or off-the job, then what are the techniques used? How much cost is incurred in training and development of the employees? How many training programmes are conducted in a year? Do you conduct any tests/evaluations for your trainees? The current employee strength of the organization is Target training days per employee per year is:

: How do you identify training needs of an individual? Please rank the following training essentials according to your preference: 1 Product 2 Process 3 People 5 Place 6 Technology Which training model is adopted by your organization? The learning value of a training program is calculated through: What methods of calculating participant satisfaction are used to evaluate success of the training program?

References Bibliography Human Resource & Personnel Management by K Aswathappa Human Resource Management by Mamoria 110

 Indian Journal of Training & Development

Webliography www.google.com www.citehr.com http://traininganddevelopment.naukrihub.com/ humanresources.about.com/od/trainingtrends/a/training_trends.htm www.unionbankofindia.co.in http://www.jisco.com/ www.gsk.com

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