Sunitha T&D

TRAINING AND DEVELOPMENT
SYNOPSIS
EFFECTIVENESS OF TRAINING AND DEVELOPMENT at M/s. Info
Geosoft (India) Private Limited, ISO 9001 Company, Hyderabad.
INTRODUCTION TO TRAINING AND DEVELOPMENT:
Companies have found that investment in human capital in the form of
training and development yields high returns. The ones that recognize the
value of their employees and place a new emphasis on education and
training are becoming more competitive, successful, and profitable as a
result. According to a study conducted on 2002 by Knowledge Assessment
Management, companies in the top 20 percent of those who spend money on
training receive higher returns in the stock market.
Some training and development programs teach new hires to perform a
specific job, while others update the skills and knowledge of established
employees. Some of the money is spent to provide technology-related
training that teaches employees to operate, maintain, or repair equipment
used in the work place. Technology training is needed for workers in
industries as diverse as construction, manufacturing, health and
transportation. Technical professionals include scientists, architects,
engineers, health professionals. Blue-collar technical workers include
1 By, B.RAVI KIRAN, DON BOSCO PG COLLEGE

mechanics, repair people and those in precision production jobs. Technology
as constantly changing and therefore job responsibilities are constantly
changing, requiring many workers to update their skills on a regular basis.
Many of today’s most successful companies realize that their employees are
their greatest asset. Therefore, corporations are increasingly investing in
educating their employees so that they can grow and change within the
company and make it more profitable. The range of training opportunities
varies considerable from company to company so, when researching
potential employers, it is important for job seekers who care about this to
investigate the level and type of training provided to employees. After
employees have been selected for various positions in an organization,
training them for specific tasks to which they have been assigned assumes
greater importance.
According to Flippo, training is the act of increasing the knowledge and
skills of an employee for doing a particular job. The major outcome of
training is learning. Training learns new habits, refined skills and useful
knowledge during the training that helps him improve performance.

FEATURES OF TRAINING:
 Increases knowledge and skills for doing the job,
 Bridges the gap between job needs and employee skills, knowledge
and behavior,
 Job oriented process, vocational in nature,
 Short term activity designed essentially for operatives.
TRAINING NEEDS ASSESSMENT:
Training efforts must aim at meeting the requirements of the organization
(long term) and individual employees (short term). This involves finding
answers to questions such as: whether training is needed? If yes, where it is
needed? Which training is needed? Etc. Once we identify training gaps
within the organization, it becomes easy to design an appropriate training
program. Training needs can be identified through the following types of
analysis:
a. Organizational Analysis: It involves a study of the entire
organization in terms of its objectives, its resources, the utilization of
these resources, in order to achieve stated objectives and its
interaction pattern with environment.

b. Task or Role Analysis: This is a detailed examination of the job, its
components, its various operations and conditions under which it has
to be performed. The focus is here on the roles played by an
individual and the training needed to perform such roles.
Questionnaires, interviews, reports, tests, observations and other
methods are generally used to collect job related information from
time-to-time. After collecting the information, an appropriate training
program may be designed, paying attention to:
 Performance standard required of employees,
 The tasks they have to discharge,
 The methods they will employ on the job and
 How they have learned such methods.
c. Manpower analysis: Here the focus is on individual in a given job.
There are three issued to be resolved through manpower analysis.
First, we try to find whether performance is satisfactory and the
training is required. Second, whether the employee is capable of being
trained and the specific areas in which training is needed. Finally, we

need to state whether poor performances on the job need to be
replaced.
Once training needs are identified, objectives should be set to begin meeting
these needs. Training objectives can be of three types. The most basic
training takes place through orientation programs. The second of training
objective is problem solving. The focus is on solving a specific problem
instead of providing general information about a problem area. The final
objective is innovation. Here the emphasis is on changing the mindset of
workers, supervisors and executives working at various levels.
SELECTION OF TRAINING METHODS
Training methods are usually classified by the location of instruction. On
the job training is provided when the workers are taught relevant knowledge,
skills and abilities at the actual workspace. Off-the-job training, on the other
hand, requires that trainees learn at location other than the real work spot.
Some of the widely used training methods are listed below:
 Vestibule Training,
 Apprenticeship Training,
 Classroom Training,
 Internship Training,

 Job Instruction Training (JIT),
 Coaching and Mentoring,
 Job Rotation and
 Off the job Methods

OBJECTIVES:
 To identify and understand the Training function at M/s. Info Geosoft
(India) Pvt. Ltd.,
 To find out various effectiveness criteria of Training program,
 To study if the existing training functions is achieving its objectives,
 To analyze the Training system for further development and
 To suggest measures for the improvement of the Training program.

SCOPE OF THE STUDY
The training and development activities were studied at M/s. Info
Geosoft (India) Pvt. Ltd., Cherlapally, and Hyderabad.
The statistical test is confined to the employees of that office.
LIMITATIONS
 The statistical study covered only 50 respondents out of the 65
employees working at the office. Therefore, few opinions may have
been left uncovered.
 Time constraint is also one of the limitations.
 Pooling is done in the X2 test (pooling is done when cell frequency
is less than 10).
 Because of the non availability of some of the employees.

NEED FOR THE STUDY
Every organization big or small, productive or non-productive,
economic or social, old or newly established should provide training
to all employees irrespective of their qualification, skill, suitability for
the job etc.
Specifically, the need for training arises due to the following reasons
 To match the Employee specifications with the Job Requirements.
 Organizational Viability and the Transformation process
 Technological Advances
 Organizational Complexity
 Human Relations
 Change in the Job Assignment
The need for training also arises to:
 Increase productivity
 Improve quality of the product / service.
 Help a company to fulfill its future personnel needs.
 Improve organizational climate.
 Improve health and safety.

 Prevent obsolescence.
 Effect the personal growth.
 Minimize the resistance to change.

RESEARCH METHODOLOGY
Research Design
The Research Design is Exploratory, as it is undertaken to primarily study
the effectiveness of the Training and discover insights into its working and
activities in the Organization.
Sample Design
The sample size taken was 50 and the technique used was Non Probability
Sampling Technique.
Data Collection
For any statistical enquiry the collection of data or information is done
through principle sources identically i.e., by primary sources and secondary
sources of data.
Primary Data:-
Primary data are those which are collected a fresh and for the first
time. Primary data for the study is collected through questionnaire
and questionnaire is used closed form.

Secondary Data:-
Most of the data used for the study is secondary in nature and has
been collected from the company and from the records of Info
Geosoft (India) Pvt Ltd.
Questionnaire Design
There are a total of 15 questions that aims to cover all aspects of the
Training & Development activities of the organization. It includes multiple
choice questions (Interval Scale).
Data Analysis
The statistical tool CHI-SQUARE TEST/TEST OF INDEPENDENCE is
used for analysis the data pertaining to different dimensions of employees.
Simple statistical data like % are used in interpretation of data results are
illustrated by means of pie charts.

Industrial Profile
India having 26 States and 4 Union Territories and each state has been
divided into Districts and then to Villages and Thesiles and so on. There is
Land, which belongs to Government, land which is Private Property, land
which is totally unused. As population grows, infrastructure tends to grow
and property value starts increasing. India is also known for Family disputes
where close knit family with members as big as 100 number has become
PAST. The family disputes in villages make more and more divisions on the
land. So keeping Land Records has become a necessity.
The function of Land Records can be described as follows:
1. To make Property Maps and to do settlement.
2. To do Topographic survey for Infrastructure development.
3. To keep database records related to property.
4. To evaluate the property value.
5. To divide the property in case of disputes.
6. To work in tandem with Board of Revenue, Public works
departments, Utility companies etc.

Most of the land records in India are using Conventional Methods in their
day to day work which are as follows:-
• Chains to measure distances
• Old Opto mechanical Theodolites
• Vernier Theodolites
• Paper maps etc.
(These maps or data is called “LADDER DIAGRAM" from Land records
point of view)
Disadvantages of using Conventional Method:
Land Records have realized the following disadvantages.
1. Chains data can be taken only in perpendicular direction, while
actually land/fields is of Zig Zag shape.
2. Chain data is always inaccurate. The land cost of today demands a
more accurate method.
3. The maps generated by manual methods by draftsman can not be
reproduced at user required scale. If scale has to be changed then
whole map has to be redrawn.

4. Attribute data for a field can not be attached on a paper map.
For example The name of the owner, the area , the cost etc. has no
relation with the map.
5. Decision making process using old paper maps becomes very
cumbersome and some time it leads to wrong decision.
How Technology Can help Department of Land Records:
Today's technology like Computers, Total Stations, GPS, Mapping Software,
GIS Software etc . can do the following for Land records.
1. Making a map using Coordinates rather than by Angles and distances.
The advantage is just by press of a key you have the position on the
ground.
2. Area computation can be done using Total Stations as well as GPS
then and there it self.
3. This feature can be used for solving property disputes.
4. Using Total Stations and Mapping Software the maps can be created
automatically. No need of manual data entry, manual line joining and
manual creating a lot.

5. Map at any scale can be created because of availability of data in
electronic format. In very short time user or specific maps can be
generated.
6. Existing old data (Ladder Diagram) can be inputted into the same
mapping software to bring years old data to the same level of today.
7. Using Total Stations, Mapping Software and Geographical
Information Software a full-fledged GIS can be generated so that just
be click of a key all the attributes corresponding to a land piece can be
obtained. The decision making process becomes very simple and cost
effective.
Leica's Total Solution for Land Records
Total Stations are surveying instruments used for land surveying and
Mapping. Since Total Stations are capable of measuring distances up to 2.5
Km to 3 Km these are most of the time used for Plot/Lot survey, Detail
Mapping instruments which and establishing control points or temporary
points over a small area. Global Positioning System (GPS) as the name
stands can give position of a point anywhere on the globe with high
accuracy. GPS can measure base lines for High accuracy control points
without any line of sight requirement. Since Total Stations works on the
principle of signal reflection line of sight must be there between Total

Station and Prism reflector. This makes GPS more effective tool for control
points establishment. However GPS cannot be used in a area with lot of
trees, High rise buildings because of satellite signal interference. The BEST
way is to mix Total Stations and GPS together for effective survey of Land.
Following solutions are offered by Leica Geosystems, Ag Switzerland for
Land Records:
1. Cadstral/land records mapping using Total Stations: ( TPS300 series,
TPS700 Series, TPS1100 Series )
2. Differential GPS for control point establishment.
3. Real Time GPS for Cadstral mapping wherever obstructions are
minimum and in open area.
4. Mapping Software for Land Records “ LISCAD”
5. Local Language software for customization of maps and database.
(For eg. Tulika Software for Malayalam Language)

COMPANY PROFILE
INFO GEOSOFT (INDIA)
PRIVATE LIMITED (IGI) is an
ISO 9001:2002 companies,
Hyderabad based global service
provider in Remote Sensing, Digital Image Processing, Digital
Photogrammetric, Computer Aided Drafting and Designing (CAD) and
Geographic Information Systems (GIS) catering to the needs of various
sectors.
The organizational strength of IGI is its professionals of diverse academic
background having substantial training and
hands-on work experience in India and abroad.
This lead in building confidence among the
clients to use our services in a broad perspective
of planning and management to arrive at feasible

and optimal solutions. We believe in providing innovative, quality and cost-
effective on-site and offshore consultancy services using the state of art of
information technology. Our ability to apply the latest technology
advantages in Digital Photogram metric, Digital Image Processing and
Remote Sensing the acquisition of the specific mapping data requirement
and our ability to seamlessly convert and integrate maps / information and
build the GIS or AM/FM database that is specially tailored to specific
requirements. We provide derived information in any specific software
format.
IGI is AN ISO 9001:2000 COMPANY with a scope of “Geographic
Information Systems (GIS), Customization, Application Development,
Natural Resources Mapping, Remote Sensing Data Management, Digital
Image Processing and Computer Aided Designing & Drafting”.
“The collection and customization of land related information
is the cornerstone of our business and the development of unique and
innovative solutions of diversity of challenges and applications is our core
asset”

Vision
To become the leading provider of Mapping solutions for clients with
higher-quality with reduced risks and cost. The vision is to provide highest
quality of GIS Mapping and Application development process. Info Geosoft
aims in building a long-term relationship with each customer-a partnership
founded on commitment to quality and trust.
Mission
The mission of M/s. Info Geosoft (India) Pvt. Ltd. is to give high-quality and
cost effective services/solutions to clients by providing efficient
professionals. To help clients meet the complex needs of business growth
with GIS/mapping solutions and services delivered in a manner that builds
lasting partnerships. IGI also aims to provide innovative, competitive and
top-quality services to customers. The first responsibility is to meet
customers’ requirements, to finish the project on time and within budget

Technical Support & Services
IGI believes in synergies various disciplines of Geometrics, Identifying and
Applying appropriate technology solutions and transforming digital
information into Map, Image and Integrated Information Products.

Project Services
Info Geosoft (India) Private Limited IGI offers specialized services in the
following areas:
• Vectorisation of Large Scale Satellite data to prepare/update
City/Utility maps on 1:1000 scales.
• Remote Sensing Applications both Visual and Digital for mapping
Natural Resources at various abstraction levels and on scales
ranging from 1:1000 to 1:50000.
• Geographic Information System (GIS) for
• User needs and assessments and Feasibility
Analysis
• Multi Attribute Decisions
• Query shells for Decision Support Systems
• Web Based Applications
• Automated Mapping and Facilities Management
Mapping

• Land / Water use decisions,
• Watershed Management
• Multi Thematic Integration
• Watershed Prioritization
• Map/Data Capture and Conversions
• Database creation, Management and Maintenance
• Natural Resources Management and Mapping using Remote
Sensing
• Land Use / Land Cover Mapping,
• Environmental Impact Assessment Studies,
• Geomorphologic Mapping,
• Ground Water Potential Zone Mapping,
• Urban Infrastructure Mapping,
• Watershed Management and Base Map Updating.
• Computer Aided Designing and Drafting
• Drafting of Civil, Mechanical, Architectural,
Electronic and Electrical drawings
• Conversion of Topographic Maps
• Digital maps preparation meeting the specific

standards
• 3-D / 2-D Designing
• Photogrammetric and Digital Image Processing
• Aero Triangulation data acquisition
• Ortho image generation,
• Map Updating,
• Mono and Stereo Plotting,
• Image / Digital Maps Generation,
• Digital Elevation Model Generation
• Raster Image Conversions,
• Image Enhancements and
• Digital Image Classifications
• Land Surveys
• Topographical land survey,
• Development of Land Information Systems (LIS)
using Global Positioning Systems and other
modern equipments.
• Watershed Management
• Resource Assessment,

• Resource management planning based on
watershed principles,
• Watershed resource mapping,
• Socio-economic data Collection and analysis,
• Watershed modeling and
• Ground Water Investigations
• Ground water investigations,
• Regional water resource assessment,
• Water management,
• Groundwater modeling and Water Resource
Mapping
• Database Development
• System Consulting, User needs studies, Data
sourcing,
• Database design, Structuring, Linkage, Data
attribution and
• Database Maintenance
IGI’s Quality Policy
“We are committed to Quality Products and services for the complete

satisfaction of the customers and strive for continual improvement of all our
processes in product life cycle. Every one of us will involve, nurture and
uphold the quality policy of the organization”
IGI is client-oriented. It aims utmost client satisfaction. Its commitment to
implement quality systems extends beyond “hand-holding” to a concerted
effort of transfer of skills to the client organizations. To affect this as well as
to ensure implementation of solutions, IGI encourages client participation in
the process of consulting.
Infrastructure
IGI is equipped with the state of art equipment positioned by virtue of
having an in-depth knowledge of wide range of hardware systems and also
procured software for providing optimal solutions to its clients in the wide
spectrum of CAD Conversions, Geographic Information Systems, Remote
Sensing, Digital Image Processing and Digital Photogrammetric.
Resource Pool - A resource pool of over 65 professionals with expertise in
technology spectrum of Application Development, GIS Consulting, CAD
Conversions, Utility Mapping, Image Analysis.
Targeted HR Policies

 Streamlining the pay structure
 Introduction of MBO system
 Development of Internal Trainers
 Career Planning
 Team Building
 Quality Circles
 Appreciation / Reward for best performer
TRAINING & DEVELOPMENT AT IGI
The training Objectives at IGI are as follows:
 The skills and knowledge of employees are aligned with the latest
technology and development.
 To enable them to do the job in more effective way so as to reduce
learning time.
Types of Training:
A wide variety of training programs are used in different organizations,
depending on requirements and size of their manpower. Some of the
commonly used programs at NCL are as follows:

Orientation training: It tries to put the new recruits at ease. Each new
employee is usually taken on a formal tour of the facilities, introduced to key
personnel and informed about company policies, procedures and benefits.
Job Instruction training: It consists of the following steps:
 Orient trainees to the job situation by providing them with an
overview of the job.
 Evaluate employee performance periodically and offer supplementary
training, if necessary.
Refresher Training: Rapid changes in technology may force companies to
go in for this kind of training. By organizing short-term courses which
incorporates the latest developments in a particular field, the company may
keep its employees up-to-date and ready to take on emerging challenges. It is
conducted at regular intervals by taking the help of outside consultants who
specialize in a particular descriptive.
Needs Analysis
 There is a review meeting every month wherein the training needs
of the employees are discussed and assessed.

 After assessing the training need, the personnel those who need
training are identified, and the details of which are sent to the
Personnel Dept.
 After the training needs and personnel are identified, the suitable
trainer is identified, either in-house (internal) or external.
Designing the training program
Once the training needs are assessed, the H.R. Dept. and the trainers jointly
design the training program. The contents are worked out keeping in mind
the objective, the target group and the skills required. Other factors like –
nature of work performed and existing competencies play a role in the
development of the programs. There are a number of predefined and
designed training programs that are organized frequently, for example,
personality development programs, communication skills and other technical
programs.
Conducting training programs

The trainers for the program are decided based on the contents of the
program. The choice of the faculty depends on the topic to be covered, the
grasping power of the trainees and the budget.
Methods used
At IGI, Lecture method is the basic techniques used through few trainers
also make use of group discussions and games. Though, this gets quite
monotonous, it is preferred by both the trainees and the trainers here.
Evaluating the training program
The most common form of evaluating the training program is the feedback.

Theoretical Frame Work
Human resource management (HRM) is the strategic
and coherent approach to the management of an organization’s most valued

assets-the people working there who individually and collectively
contributes to the achievement of the objective of the business. The terms
“human resource management” and “human resource” (HR) have largely
replaced the term “personnel management” as a description of the process
involved in managing people in organizations. Human resource management
is evolving rapidly. Human resource management is both an academic
theory and a business practice that addresses the theoretical and practical
techniques of managing a work force.
The basic premise of the academic theory of HRM is
that human are not machines: therefore we need to have an interdisciplinary
examination of people in the workplace. Fields such as psychology,
sociology, industrial engineering, industrial and organizational psychology
and industrial relations and critical theories like post modernism and post
structuralism ply a major role. The goal of human resource management is to
help an organization to meet strategic goals by attracting, and maintaining
employees and also to manage them effectively. The key word is “fit”, i.e. a
HRM approach seeks to ensure a fit between the management of an
organization’s employees, and the overall strategic direction of the company.

HRM is concerned with people dimension in
management. Since every organization is made up of people, acquiring their
service, developing their skills, motivating them to higher levels of
performance and ensuring that they continue to maintain their commitment
to the organization are essential to achieving organizational objectives. This
is true, regardless of the type of organization – government, business,
education, health, recreation or social action.
Major HR challenges faced by the Indian organization
 Managing Knowledge Workers
Essentially, here we are looking at different kind of people who does not
obey the principles of management for the traditional group. This boils
down to higher educational qualifications, taking up responsibilities at a
lesser age and experience, high bargaining power due to the knowledge
and skills in hand, high demand for the knowledge workers, and techno
suaveness. The clear shift is seen in terms of organization career
commitment to individualized career management. Managing this set of
people is essential for the growth of any industry but especially the IT,
BPOs and other knowledge based sectors.
 Managing Technological Challenges

In every arena organizations are getting more and more technologically
oriented. Though it is not in the main run after the initial debates,
preparing the work force to accept technological changes is a major
challenge. We have seen sectors like banking undergoing revolutionary
changes enabled by technology. It is a huge challenge to bring in IT and
other technology acceptance all levels in organizations.
 Competence of HR Managers
As it is more and more accepted that lot of success of organizations
depend on the human capital, this boils to recruiting the best, managing
the best and retaining the best. Clearly HR managers have a role in this
process. Often it is discussed about lack of competence of HR managers
in understanding the business imperative. There is now a need to develop
competent HR professionals who are sound in HR management practices
with strong business knowledge.
 Developing Leadership
It is quite interesting to note that there is less importance given to
developing leadership at the organizational level. Though leadership is

discussed on basis of traits and certain qualities, at an organizational level
it is more based on knowledge. The challenge is to develop individuals
who have performance potential on basis of past record and knowledge
based expertise in to business leaders by imparting them with the
necessary “soft skills”.
 Managing Change
Business environment in India is volatile. There is boom In terms of
opportunities brought forward by globalization. However this is also
leading to many interventions in terms of restructuring, turnaround,
mergers, downsizing, etc. Research has clearly shown that the success of
these interventions is heavily dependent on managing the people issues in
the process. HR has a pivotal role to play here.
The need for training arises due to the following reasons

 To match the Employee specifications with the Job Requirements.
 Organizational Viability and the Transformation process
 Technological Advances
 Organizational Complexity
 Human Relations
 Change in the Job Assignment
The need for training also arises to:
 Increase productivity
 Improve quality of the product / service.
 Help a company to fulfill its future personnel needs.
 Improve organizational climate.
 Improve health and safety.
 Prevent obsolescence.
 Effect the personal growth.
 Minimize the resistance to change.

CONCEPTUAL FRAMEWORK
DEFINITIONS OF TRAINING:-
The process of providing employees with specific skills or helping those
correct deficiencies in their performance.
----- Luis R. Gomez Mejia,
----- David B Balkan.
 Training is a process whereby people acquire capabilities to aid in the
achievement of organizational goals.
----- Robert L Mathis,
----- John H. Jackson.
 Training is a process to increase an employee’s ability to perform
through learning, usually by changing the employee attitude or
increasing his or her skills and knowledge.
----- K. Aswathappa.
 The process of teaching new employees, the basic skills they need to
perform their jobs.
----- Gary Dazzler.

 Training is the act of increasing the knowledge and skills of an
employee for doing a particular job.
----- Flippo.
Training
Training is something we hope to integrate into every manager’s mindset”.
Development
Development is mainly considered for the executives or the management. So
the concept is elaborated and described as under executive or management
development.
Definitions:-
 Management development is a systematic process of growth and
development by which the managers develop their abilities to manage.
It is the result of not only participation in formal courses of instruction
but also of actual job experience.
----- V S P Rao.

 It is any attempt to improve current or future management
performance by imparting knowledge, changing attitudes, or
increasing skills.
----- Gary Dazzler.
Training and Development
Companies have found that investment in human capital in the form of
training and development yields high returns. The ones that recognize the
value of their employees and place a new emphasis on education and
training are becoming more competitive, successful, and profitable as a
result. According to a study conducted in 2002 by Knowledge Assessment
Management, companies in the top 20 percent of those who spend money on
training receive higher returns in the stock market.
Some training and development programs teach new hires to perform a
specific job, while others update the skills and knowledge of established
employees. Some of the money is spent to provide technology-related
training that teaches employee to operate, maintain, or repair equipment
used in the workplace. Technology training is needed for workers in
industries as diverse as construction, manufacturing, health, and
transportation. Technical professionals include scientists, architects,

engineers, and health professionals. Blue-collar technical workers include
mechanics, repair people, and those in precision production jobs.
Technology is constantly changing and therefore job responsibilities are
constantly changing, requiring many workers to update their skills on a
regular basis.
Many of today’s most successful companies realize that their employees are
their greatest asset. Therefore, corporations are increasingly investing in
educating their employees so that they can grow and change within the
company and make it more profitable. The range of training opportunities
varies considerably from company to company so, when researching
potential employers, it is important for job seekers who care about this to
investigate the level and type of training provided to employees.
After employees have been selected for various positions in an organization,
training them for the specific tasks to which they have been assigned
assumes greater importance.
According to Flippo, training is the act of increasing the knowledge and
skills of an employee for doing a particular job. The major outcome of
training is learning. A trainee learns new habits, refined skills and useful
knowledge during the training that helps him improve performance.

Features of training
 Increases knowledge and skills for doing a job.
 Bridges the gap between job needs and employee skills, knowledge
and behavior.
 Job oriented process, vocational in nature.
 Short term activity designed essentially for operatives.
HRM AND TRAINING
Recognition of the importance of training in recent years has been heavily
influenced by the intensification of overseas competition and the relative
success of economies like Japan, Germany and Sweden where investment in
employee development is considerably emphasized. Technological
developments and organizational change have gradually led some employers
to the realization that success relies on the skills and abilities of their
employees, and this means considerable and continuous investment in
training and development.
This has also been underscored by the rise in human resource management
with its emphasis on the importance of people and the skills they possess in
enhancing organizational efficiency. Such HRM concepts as ‘commitment’

to the company and the growth in the ‘quality’ movement have led senior
management terms to realize the increased importance of training, employee
development and long term education. There has also been more
recognition of the need to complement the qualities of employees with the
needs of the organization. Such concepts require not only careful planning
but a greater emphasis on employee development.
HRD programs are continuous and shaped to fit the culture changes in the
organization in relation to the needs of the individual. In this way training
and HRD become tools for effecting change and the policy ramification can
be wide ranging and strategic. As a result training takes on a variety of forms
and covers a multitude of subjects.
Training Objectives
 To upgrade the skills and prevent obsolescence.
 To develop healthy and constructive attitude.
 To prepare employees for future assignments.
 To minimize operational errors.
 To enhance employee confidence and morale.

 To bring down costs of production.
 To bring down labor turn over and absenteeism.
Training vs Development
Training often has been referred to as teaching specific skills and behavior.
The skills are almost always behavioral as distinct from conceptual or
intellectual.
Development, in contrast, is considered to be more general than training and
more oriented towards individual needs in addition to organizational needs
and it is most often aimed toward management people. Usually the intent of
development is to provide knowledge and understanding that will enable
people to carry out non technical organizational functions more effectively,
such as problem solving, decision making and relating to people.
Training & Development Distinctions
Table
Learning Training Development
Dimension
Who Non-managers Managers
What Technical- Theoretical-
Mechanical Conceptual ideas

Operations
Why Specific job related General knowledge
information
When Short Term Long Term
Areas of Training
The areas of training in which training is offered may be classified into the
following categories:
 Knowledge - Here the trainee learns about a set rules and
regulations about the job, the staff and the products or services
offered by the company. The aim is to make the new employee
fully aware of what goes inside and outside the company.
 Technical Skills - The employee is taught a specific skill (e.g.
operating a machine, handling computer etc.) so that he can
acquire that skill and contribute meaningfully.
 Social Skills - The employee is made to learn about him and
other, develop a right mental attitude towards the job,
colleagues and the company. The principal focus is on teaching
the employee how to be a team member and get ahead.

 Techniques - This involves the application of knowledge and
skill to various on-the –job situations. In addition to improving
the skills and knowledge of employees, training aims at
molding employee attitudes: when administered properly
A systematic approach to training
Table
1.Assessment 2.Implementation 3.Evaluation
Determine training Select training methods. Compare training
needs. outcomes and

Identify training Conduct training.
criteria.
objectives.
Training Methods: There are two kinds of main training methods.
 On-the-job training methods.
 Off-the-job training methods.
Training Methods

On-The-Job Methods Off-The-Job Methods
• Vestibule Training • Evaluation of Training

Programs.
• Apprenticeship
Training a. Reactions
• Classroom Training
• Internship Training b. Learning
• Job Instruction
Training(JIT).
c. Job Behavior
• Coaching and
Mentoring
• Job Rotation d. Organization
Selection of training methods
Training methods are usually classified by the location of instruction. On the
job training is provided when the workers are taught relevant knowledge,
skills and abilities at the actual workplace. Off-the-job training, on the other
hand, requires that trainees learn at location other than the real work spot.
Some of the widely used training methods are listed below:
Vestibule Training - In this method, a training center called vestibule
is set up and actual job conditions are duplicated or simulated in it.

Expert trainers are employed to provide training with the help of
equipment and machines, which are identical with those in used at the
workplace.
Apprenticeship Training - In this method, theoretical instruction and
practical learning are provided to trainees in training institutes. In
India, the government has established Industrial Training Institutions
(ITI) for the purpose. Under the Apprenticeship Act 1962 employers
in specified industries are required to train the prescribed number of
persons in ‘designated trade’.
Classroom Training - Training is provided in company classrooms
or in educational institutions. Lectures, case studies, group
discussions, and audio visual aids are used to explain knowledge and
skills to the trainees. Classroom training is suitable for teaching
concepts and programs. Some companies maintain their own training
institutes or schools. Special training courses are designed e.g.,
management course for foremen, computer course for typists, etc.,
Internship Training - It is a joint program me of training in which
educational institutions and business firms cooperate. Selected
candidate’s carry on regular studies for the prescribed period. They

also work in some factory or office to acquire practical knowledge
and skills. This method helps to provide a good balance between
theory and practice. However, it involves a long time due to slow
process. This method of training is used in professional work e.g.,
MBBS, CA, ICWA, Company Secretaries, etc.
Job Instruction Training (JIT) - The JIT is a four step instructional
process involving preparation, presentation, performance try up and
follow up. It is used primarily to teach workers how to do their current
jobs. A trainer, supervisor or co-worker acts as a coach. The four steps
are as follows:
a. The trainee receives an overview of the job, its purpose and its
desired outcomes, with a clear focus on the relevance of
training.
b. The trainee demonstrates the job to give the employee a model
to copy. The trainer shows the right way to do the job.
c. Finally, the employee does the job independently without
supervision.
Coaching and Mentoring - Coaching is a one-on-one relationship
between trainees and supervisors which offer workers continued

guidance and feedback on how well they are handling their tasks.
Mentoring is a particular form of coaching used by experienced
executives to groom junior employees. Normally, mentoring involves
the one-on-one coaching for a period of several years until the
individual is eventually capable of replacing the mentor.
Job Rotation - This kind of training involves the movement of trainee
from one job to another,. This helps in to have a general
understanding of how the organization functions. Apart from releasing
boredom, job rotation allows workers to built rapport with a wide
range of individuals within the range of organization, facilitating
future cooperation among departments.
Off the Job Methods - Under this method of training, the trainee is
separated from the job situation and his attention is focused upon
learning the material related to his future job performance. Since the
trainee is not distracted by the job requirements, he can place his
entire concentration on learning the job rather than spending his time
in performing it.
Evaluation of training program - The process of training evaluation
has been defined as “any attempt to obtain information on the effects

of training performance and to assess the value of training in the light
of bad information”. Evaluation helps in controlling and correcting
the training program. Evaluation of training takes place at 5 levels:
a. Reactions: The trainees reactions to the overall usefulness of
the training including the coverage of the topics mark the
method of presentation, the techniques used to clarify things,
throw light on the effectiveness of the program.
b. Learning: Training program, trainer’s ability and trainee’s
ability are evaluate don the basis of quantity of content learned
and time in which it is learnt and learner’s ability to use or
apply, the content he learnt.
c. Job Behavior: This evaluation includes the manner and extent
to which the trainee has applied his learning to his job.
d. Organization: This evaluation measures use of training,
learning and change in the job behavior of the
department/organization in the form of increase productivity,
quality, morale, sales turnover and the like.
e. Ultimate value: It is the measurement of ultimate results of the
contribution of the training program to the company goals like

development of personality and social goals like maximizing
social benefits
DATA ANALYSIS AND INTERPRETATION
1. Training program improves efficiency
In the above question the employees are asked about whether the training
program improves efficiency. The employee’s opinions are tabulated as
follows
TABLE Opinion of the employees on whether the training program

improves efficiency
Opinion of the No. of respondents Percentage

respondents
Strongly agree 12 24
Agree 30 60
Neutral 2 4
Disagree 6 12
Strongly disagree 0 0
TOTAL 50 100.0
CHI SQUARE ANALYSIS:
CHI SQUARE TEST/TEST OF INDEPENDENCE is used for analysis.

Null hypothesis (Ho): Improvement in efficiency is independent of the

training program with the belief that the numbers of respondents agree that
the training program improves efficiency.
Level of significance =5% Degrees of freedom = n-1 = 5-1 = 4
Total number of respondents = 12+30+2+6+0 = 50
Expected frequency (Ei) =(Total no of respondents)/no of opinions

=50/5=10
CHI-SQUARE (x2) = ∑ [Oi-Ei)2/Ei]
Where Oi = Observed frequency, Ei = Expected frequency
TABLE Calculation of x2
Opinion Observed Expected (Oi-Ei) (Oi-Ei)2 (Oi-Ei)2/Ei

frequency frequency
(Oi) (Ei)
Strongly 12 10 2 4 0.4
agree
Agree 30 10 20 400 40

Neutral 2 10 8 64 6.4
Disagree 6 10 4 16 1.6
Strongly 0 10 10 100 10
disagree
∑ [(Oi-Ei)2/Ei] = 58.4
CHI-SQUARE (x2) = ∑ [(Oi-Ei) 2/Ei]
The calculated x2 value is 58.4
The table value of x2 for Degree of Freedom 4, at 5% level of

significance is 9.49
x2 computed value = 58.4
x2 table value = 9.49
INTERPRETATION - Since x2 (computed value) > x2 (Table value), Null

hypothesis is rejected. So, improvement in efficiency is not independent of
the training program with the belief that the numbers of respondents agree
that the training improves efficiency. 42 out of 50 employees studied agree
that training programs improves efficiency. So, the organization is
conducting training programs which improve efficiency.

2. Training program improves communication
program improves communication. The employee’s opinions are tabulated
as follows

improves communication

respondents
Strongly agree 6 12
Agree 34 68
Neutral 1 2
Disagree 9 18
TOTAL 50 100.0
CHI SQUARE ANALYSIS: CHI SQUARE TEST/TEST OF
INDEPENDENCE is used for analysis.
Null hypothesis (Ho): Improvement in communication is independent of

the training program.
Alternative hypothesis (Ha): Improvement in communication is not

independent of the training program with the belief that the numbers of
respondents agree that the training program improves communication.

Expected frequency(Ei)=(Total no of respondents)/no of opinions=50/5 =

10
CHI-SQUARE (x2) = ∑ [(Oi-Ei) 2/Ei]
Where Oi = Observed frequency Ei = Expected frequency.
Opinion Observed Expected (Oi-Ei) (Oi-Ei)2 (Oi-Ei)2/Ei

frequency frequency
(Oi) (Ei)
Strongly 6 10 4 16 1.6
agree
Agree 34 10 24 576 57.6
Neutral 1 10 9 81 8.1
Disagree 9 10 1 1 0.1
Strongly 0 10 10 100 10
disagree
∑ [(Oi-Ei)2/Ei] = 77.4
CHI-SQUARE ( χ2 ) = ∑ [(Oi-Ei)2/Ei] = 77.4

The table value of x2 for Degree of Freedom 4, at 5% level of significance is

9.49
x2 computed value = 77.4 x2 table value = 9.49
INTERPRETATION: Since x2 (computed value) > x2 (Table value), Null

hypothesis is rejected. So, improvement in communication is not
respondents agree that the training program improves communication. When
the question is asked 40 out of 50 employees feel that training programs
improves communication. So, most of the employees agree in the firm agree
that training program improves communication.

3. Training program improves efficiency
program improves promotional aspects. The employee’s opinions are
tabulated as follows

improves promotional aspects

respondents
Strongly agree 3 6
Agree 25 50
Neutral 6 12
Disagree 15 30
TOTAL 50 100.0
Null hypothesis (Ho): Improvement in promotional aspects is independent

of the training program.
Alternate Hypothesis (Ha): Improvement in promotion aspects is not

respondents agree that the training program improves promotion aspects.

Expected frequency(Ei)=(Total no of respondents)/no of opinions= 50/5 = 10
CHI-SQUARE (x2) = ∑ [(Oi-Ei)2/Ei]
Where Oi = Observed frequency, Ei = Expected frequency
Opinion Observed Expected (Oi-Ei) (Oi-Ei)2 (Oi-

frequency frequency Ei)2/Ei
(Oi) (Ei)
Strongly 3 10 7 49 4.9
agree
Agree 25 10 15 225 22.5
Neutral 6 10 4 16 1.6
Disagree 15 10 5 25 2.5
Strongly 1 10 9 81 8.1
disagree
∑ [(Oi-Ei)2/Ei] = 39.6


9.49

hypothesis is rejected. So, improvement in promotional aspects is not
respondents agrees that the training improves promotional aspects. 28 out of
50 employees feel that training programs improves promotional aspects on
the basis that training program improves employee’s skills which in turn
increases promotional opportunities.

4. Training program improves behavior and attitude of the employees
program improves behavior and attitude of the employees. The employee’s
opinions are tabulated as follows

improves behavior and attitude of the employees

respondents
Agree 26 52
Neutral 3 6
Disagree 3 6
TOTAL 50 100.0
Null hypothesis (Ho): Improvement in behavior and attitude of the

employees is independent of the training program.
Alternate Hypothesis (Ha): Improvement in behavior and attitude of the

employees is not independent of the training program with the belief that
the numbers of respondents agree that the training program improves
behavior and attitude of the employees.
Level of significance =5%

Degrees of freedom = n-1 = 5-1 = 4
Expected frequency(Ei)=Total no of respondents/no of

opinions=50/5=10
Where Oi = Observed frequency,
Ei = Expected frequency.

(Oi) (Ei)
Strongly 18 10 8 64 6.4
agree
Agree 26 10 16 256 25.6
Neutral 3 10 7 49 4.9
Disagree 3 10 7 49 4.9
Strongly 0 10 10 100 10
disagree
∑ [(Oi-Ei)2/Ei] = 51.8

9.49


hypothesis is rejected. So, improvement in behavior and attitude of the
employees is not independent of the training program with the belief that the
numbers of respondents agrees that the training program improves behavior
and attitude of the employees. 44 out of 50 employees are having the
impression that training program improves behavior and attitude of the
employees. Only 3 employees are neutral and 3 disagree that training
program improves the behavior and attitude of the employees.

5. Training program improves behavior and attitude of the employees
program improves job knowledge. The employee’s opinions are tabulated as
follows

improves job knowledge

respondents
Agree 38 76
Neutral 2 4
Disagree 0 0
TOTAL 50 100.0
Null hypothesis (Ho): Improvement in job knowledge is independent of the

training program.
Alternate Hypothesis (Ha): Improvement in job knowledge is not

respondents agree that the training program improves job knowledge.
Level of significance =5% Degrees of freedom = n-1 = 5-1

=4

Expected frequency (Ei) = (Total no of respondents)/no of opinions
= 50/5 = 10
Where Oi = Observed frequency, Ei = Expected frequency.

(Oi) (Ei)
Strongly 10 10 0 0 0
agree
Agree 38 10 28 784 78.4
Neutral 2 10 8 64 6.4
Disagree 0 10 10 100 10
Strongly 0 10 10 100 10
disagree
∑ [(Oi-Ei)2/Ei] = 104.8


INTERPRETATION:
Since x2 (computed value) > x2 (Table value), Null hypothesis is rejected.

So, improvement in job knowledge is not independent of the training
program with the belief that the numbers of respondents agrees that the
training program improves job knowledge. So, training program improves
job knowledge. 48 out of 50 employees feel that training program improves
job knowledge.

6. Training program improves professional skills
program improves professional skills. The employee’s opinions are
tabulated as follows

improves professional skills

respondents
Strongly agree 6 12
Agree 42 84
Neutral 2 4
Disagree 0 0
TOTAL 50 100.0
Null hypothesis (Ho): Improvement in professional skills is independent

of the training program.
Alternate Hypothesis (Ha): Improvement in professional skills is not

respondents agree that the training program improves professional skills.

Expected frequency (Ei)=Total no of respondents/no of opinions=50/5=

10
Where Oi = Observed frequency

(Oi) (Ei)
Strongly 6 10 4 16 1.6
agree
Agree 42 10 32 1024 102.4
Neutral 2 10 8 64 6.4
Disagree 0 10 10 100 10
Strongly 0 10 10 100 10
disagree
∑ [(Oi-Ei)2/Ei] = 130.4

9.49


hypothesis is rejected. So, improvement in professional skills is not
independent of the training program with the belief that the number of
respondents agrees that the training program improves professional skills. 46
out of 50 employees agree that the training program improves professional
skills. None of the employees from the sample are disagreed that training
program improves professional skills. So, the organization is conducting
training programs which aims at increasing professional skills.

7. The internal trainers are very effective
In the above question the employees are asked about the effectiveness of the
internal trainers. The employee’s opinions are tabulated as follows
TABLE Opinion of the employees on the effectiveness of the internal

trainers

respondents
Agree 32 64
Neutral 2 4
Disagree 6 12
TOTAL 50 100.0
Graphical Representation - The internal trainers are very effective
INTERPRETATION

 20% of the employees strongly agree that internal trainers are very
effective.
 64% of the employees agree that internal trainers are very effective.
 12% of the employees disagree that internal trainers are very effective
 So, 42 out of 50 employees feel that internal trainers are very
effective.

8. The external trainers are very effective
In the above question the employees are asked about the effectiveness of the
external trainers. The employee’s opinions are tabulated as follows
TABLE Opinion of the employees on the effectiveness of the external

trainers

respondents
Strongly agree 2 4
Agree 20 40
Neutral 4 8
Disagree 24 48
TOTAL 50 100.0
Graphical Representation - The external trainers are very

effective

INTERPRETATION:
 4% of the employees strongly agree that external trainers are very

effective.
 40% of the employees agree that external trainers are very effective.
 42% of the employees disagree that external trainers are very effective
 So, 22 out of 50 employees feel that external trainers are very
effective.

9. The physical recruitments and facilities provided during training were

excellent
The following table gives the information about the opinion of the
employees about physical recruitment and facilities provided during the
training program.
TABLE Opinion of the employees on the physical recruitment and

facilities provided during training

respondents
Strongly agree 9 18
Agree 20 40
Neutral 0 0
Disagree 18 36
TOTAL 50 100.0
Graphical Representation - The physical recruitments and facilities

provided during training were excellent.

INTERPRETATION:
 18% of the employees strongly agree that there were excellent

physical recruitments and facilities during training.
 40% of the employees agree that there were excellent physical
recruitments and facilities during training.
 36% of the employees disagree that there were physical recruitments
and facilities during training.
 So, 29 out of 50 employees feel that there were physical recruitments
and facilities during training.

10.The employees are well informed about the goals/objectives of the

training program
In the above question the employees asked whether there are well informed
about the goals/objectives of the training program.
TABLE Opinion of the employees whether there are well informed about
the goals/objectives of the training program

respondents
Agree 23 46
Neutral 3 6
Disagree 6 12
TOTAL 50 100.0
Graphical Representation - The employees are well informed about the

goals/objectives of the training program

INTERPRETATION:
 36% of the employees strongly agree that employees are well

informed about goals/objectives of the training program.
 46% of the employees agree that employees are well informed about
goals/objectives of the training program.
 12% of the employees disagree that employees are well informed
about goals/objectives of the training program.
 So, 41 out of 50 employees feel that their employees are well
informed about goals/objectives of the training program.

11.Training program has helped you to identify your strengths and

overcome weaknesses.
In the above question the employees asked whether the training has helped
them to realize their strengths and overcome weakness. The employee’s
opinions are tabulated as follows.
TABLE Opinion of the employees on whether the training has helped

them to identify their strengths and overcome weaknesses.

respondents
Agree 21 42
Neutral 0 0
Disagree 4 8
TOTAL 50 100.0
Null hypothesis (Ho): Realizing strengths and overcoming weakness is

independent of the training program.
Alternate Hypothesis (Ha): Realizing strengths and overcoming

weakness is not independent of the training program with the belief that
the numbers of respondents agree that the training program enables them
to realize their strengths and overcome the weakness.

Expected frequency(Ei)=Total no of respondents/no of opinions=50/5=

10

(Oi) (Ei)
Strongly 15 10 5 25 2.5
agree
Agree 21 10 11 121 12.1
Neutral 0 10 10 100 10
Disagree 4 10 6 36 3.6
Strongly 3 10 7 49 4.9
disagree
∑ [(Oi-Ei)2/Ei] = 33.1


x2 computed value = 33.1,

hypothesis is rejected. So, Realizing strengths and overcoming weakness is
not independent of the training program with the belief that the numbers of
respondents agree that the training program enables them to realize their
strengths and overcome the weaknesses. 36 out of 50 employees agree that
the training program enables them to realize their strengths and overcome
the weaknesses. 4 out of 50 employees disagree, 3 out of 50 employees
strongly disagree that training program enables them to realize their
strengths and overcome the weaknesses.

12.Training program has a demonstrable effect on the performance of the

task and achievement of organizational goals.
In the above question the employees asked whether the training program has
a demonstrable effect on the performance of the task and achievement of
organizational goals. The employee’s opinions are tabulated as follows.
TABLE Opinion of the employees on the demonstrable effect of training

program on performance of the task and achievement of organizational
goals.

respondents
Strongly agree 3 6
Agree 32 64
Neutral 2 4
Disagree 13 26
TOTAL 50 100.0
Null hypothesis (Ho): performance of the task and achievement of

organizational goals is independent of the training program
Alternate Hypothesis (Ha): performance of the task and achievement of

organizational goals is not independent of the training program with the
belief that the numbers of respondents agree that the training program has
a demonstrable effect on performance of the task and achievement of
organizational goals.

Expected frequency(Ei)=Total no of respondents/no of opinions= 50/5

= 10

(Oi) (Ei)
Strongly 3 10 7 49 4.9
agree
Agree 32 10 22 484 48.4
Neutral 2 10 8 64 6.4
Disagree 13 10 3 9 0.9
Strongly 0 10 10 100 10
disagree
∑ [(Oi-Ei)2/Ei] = 70.6


x2 computed value = 70.6,

hypothesis is rejected. So, performance of the task and achievement of
organizational goals is not independent of the training program with the
belief that the numbers of respondents agree that the training program has a
demonstrable effect on the performance of the task and achievement of
organizational goals. 35 out of 50 employees agree that the training program
has a demonstrable effect on the performance of the task and achievement of
organizational goals. 15 out of 50 employees disagree that training program
agree that the training program has a demonstrable effect on the performance
of the task and achievement of organizational goals.

13.There is much difficulty in applying the training program concepts in

day to day work
The following table gives the data about opinion of the employees in
applying training program concepts in day to day work.
TABLE Opinion of the employees in applying training program concepts

in day to day work

respondents
Strongly agree 8 16
Agree 24 48
Neutral 10 20
Disagree 8 16
TOTAL 50 100.0
Graphical Representation - There is difficulty in applying training

concepts in day to day work

INTERPRETATION:
 16% of the employees strongly agree that there is difficulty in

applying training concepts in day to day work.
 48% of the employees agree that there is difficulty in applying
training concepts in day to day work.
 16% of the employees disagree that there is difficulty in applying
 So, 32 out of 50 employees feel that there is difficulty in applying

14. There is value addition (learning) after attending the training program
In the above question the employees are asked about is there any value
addition after attending the training program. The employee’s opinions are
tabulated as follows.
TABLE Opinion of the employees on value addition after attending the

training programs

respondents
Agree 28 56
Neutral 2 4
Disagree 8 16
TOTAL 50 100.0
Null hypothesis (Ho): value addition is independent of the training

program.
Alternate Hypothesis (Ha): value addition is not independent of the

training program with the belief that the numbers of respondents agree that
there is a value addition after attending the training program.

Expected frequency (Ei) = (Total no of respondents)/no of opinions

= 50/5 =10
Where Oi = Observed frequency Ei = Expected frequency.

(Oi) (Ei)
Strongly 12 10 2 4 0.4
agree
Agree 28 10 18 324 32.4
Neutral 2 10 8 64 6.4
Disagree 8 10 2 4 0.4
Strongly 0 10 10 100 10
disagree
∑ [(Oi-Ei)2/Ei] = 49.6
CHI-SQUARE ( χ2 ) = ∑ [(Oi-Ei)2/Ei] = 49.6, The calculated x2 value is

49.6

9.49

hypothesis is rejected. So, value addition is not independent of the training

program with the belief that the numbers of respondents agree that there is a
value addition after attending the training program. 40 out of 50 employees
feel that there is a value addition after attending the training program. 2 out
of 50 employees are neutral and 8 out of 50 employees disagree that there is
a value addition after attending the training program.

15. Overall rating of the training and development program
In the above question the employees of the sample size are asked about how
much they are satisfied with the training and development programs that are
taking place in the organization. Employee’s opinions are tabulated as
follows.
TABLE Satisfaction levels of the employees on training and

development programs

respondents
Very much satisfied 24 48
Satisfied upto certain 26 52
extent
Not satisfied 0 0
TOTAL 50 100.0
Graphical Representation - Overall rating of the training program

INTERPRETATION:
 4% of the employees are very much satisfied with training programs.

 40% of the employees are satisfied up to certain extent.
 So, the employees in the organization are satisfied with training
programs that are being conducted.

FINDINGS
The objective of the tests carried out was to measure the effectiveness of the
training programs conducted at Info Geosoft.
The parameters considered while studying the effectiveness are: learning,
Transfer of learning and Reactions of the employees. The questionnaire
covered the first three criteria in its study and they were as follows.
 Most of the employees feel that there is a value addition on
attending the training programs.
 Hence, 40 out of 50 employees studied feel that there is value
addition on attending the training programs.
 The structure and functioning of the organization is very
traditional.
 There is not much of empowerment given to the employees.
 The ultimate authority lies with the Higher Management people.
They set the goals and disseminate to the subordinates.
 There is shortage of man power in the H.R. Department as there
are only 2 employees in it. Due to this, the company has been

following old performance Appraisal and Training & Development
systems.
 Though, most of the employees are satisfied with the Training &
Development activities, there is still a lot of improvement to be
done.
 The Management is lenient and believes in making its employees
happy and satisfied first.
 There are no well defined H.R policies and systems.

SUGGESTIONS
As per my study of the Organization and the Training & Development
activities, and to the best of my knowledge and capability, I would like to
make the following suggestions:
 There should be an Induction form for the new recruits, where they
can express their satisfaction/dissatisfaction if any.
 A self Assessment Training needs form should be introduced wherein
the employees can assess their training needs.
 The employees would like to have more reading material and games,
than just listening to the lecture.
 There should also be counseling of trainees, who could not grasp the
topic well or who could not implement the learning well.
 Feedback should be given due prominence and should be taken from
everyone and not only a selected few.
 Trainees should be rewarded for better performance in and after the
Training programs.
Appraisal should be carried out quarterly instead of annually.

CONCLUSION
Training has become increasingly vital to the success of modern
organizations. They often compete on competencies – the core sets of
knowledge and expertise that give them an edge over their competitors.
Training plays a central role in nurturing and strengthening these
competencies, and in this way has become part of the backbone of strategy
implementation. In addition, rapidly changing technologies require that
employees continuously hone their knowledge, skills and abilities (KSAs) to
cope with new processes and systems.
Employees Training and Development programs try to improve skills or add
to the existing level of knowledge so that the employees is better equipped
to do his/her present job or to get prepared for a higher position with
increased responsibilities. Employee growth and development should be
seen in the context of an ever changing and dynamic environment.
Info Geosoft, being into the software industry, has to make sure that its
employees are well trained, technically as well as in other aspects also,
Employees as well as the Organization has benefited from these programs.

From the study conducted on its effectiveness, most of the employees are
satisfied with the training & development activities, though there is still
scope for improvement in it.
This work has given me an enriching experience and provided me with more
insights into the nitty-gritty of the training and development activities. It
helped me to put into use the related theory for its further development.
Finally, this project has been a value addition for me, in terms of learning
and exposure to the various training and development aspects in the
Company.

QUESTIONNAIRE
1. Training program improves efficiency?
a) Strongly agree b) Agree c) neutral d) Disagree e) strongly
disagree
2. Training program improves communication?
a) Strongly agree b) Agree c) neutral d) Disagree e) Strongly
disagree
3. Training program improves promotion aspects?
disagree
4. Training program improves behavior and attitude of the employees?
disagree
5. Training program improves job knowledge?
disagree

6. Training program improves professional skills?
disagree
7. The internal trainers are very effective?
disagree
8. The external trainers are very effective?
disagree
9. The physical requirements and facilities provided during training were
excellent?
disagree
10. The employees are well informed about the goals/objectives of the
training program?
disagree

11. The training program has helped you to identify your strengths and to
overcome the weaknesses?
disagree
12. Training has a demonstrable effect on the performance of the task or the
achievement of organization goals?
disagree
13. There is much difficulty in applying the training program concepts I day
to day work?
disagree
14. There is a value addition after attending the training program?
disagree
15. Overall rating of the training and development program?
a) Very much satisfied b) Satisfied up to certain extent c) Not satisfied

BIBLIOGRAPHY
BOOKS
 GARY DESSLER (2003), Human Resource Management, 10th
Edition, Pearson education, New Delhi, Page Number: 283
 BHASKARCHATTARGEE (1996), Human Resource Management
Contemporary Text, Sterling publishers, New Delhi, Page
Number:135
 BISWAJEET PATTANAYAK (2001), Human Resource
Management, Prentice-Hall Of India Pvt Ltd, New Delhi, Page
Number:150
 K.ASWATHAPPA (2002), Human Resource Management, Tata
McGraw-Hill Publishing Company Ltd, Page Number:193

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TRAINING AND DEVELOPMENT

EFFECTIVENESS OF TRAINING AND DEVELOPMENT at M/s. Info

Geosoft (India) Private Limited, ISO 9001 Company, Hyderabad.

INTRODUCTION TO TRAINING AND DEVELOPMENT:

Companies have found that investment in human capital in the form of

value of their employees and place a new emphasis on education and

training are becoming more competitive, successful, and profitable as a

result. According to a study conducted on 2002 by Knowledge Assessment

Management, companies in the top 20 percent of those who spend money on

training receive higher returns in the stock market.

Some training and development programs teach new hires to perform a

employees. Some of the money is spent to provide technology-related

training that teaches employees to operate, maintain, or repair equipment

used in the work place. Technology training is needed for workers in

industries as diverse as construction, manufacturing, health and

transportation. Technical professionals include scientists, architects,

engineers, health professionals. Blue-collar technical workers include

1 By, B.RAVI KIRAN, DON BOSCO PG COLLEGE

mechanics, repair people and those in precision production jobs. Technology

as constantly changing and therefore job responsibilities are constantly

changing, requiring many workers to update their skills on a regular basis.

their greatest asset. Therefore, corporations are increasingly investing in

company and make it more profitable. The range of training opportunities

varies considerable from company to company so, when researching

investigate the level and type of training provided to employees. After

employees have been selected for various positions in an organization,

According to Flippo, training is the act of increasing the knowledge and

skills of an employee for doing a particular job. The major outcome of

knowledge during the training that helps him improve performance.

2 By, B.RAVI KIRAN, DON BOSCO PG COLLEGE

 Increases knowledge and skills for doing the job,

 Job oriented process, vocational in nature,

 Short term activity designed essentially for operatives.

TRAINING NEEDS ASSESSMENT:

Training efforts must aim at meeting the requirements of the organization

answers to questions such as: whether training is needed? If yes, where it is

needed? Which training is needed? Etc. Once we identify training gaps

within the organization, it becomes easy to design an appropriate training

program. Training needs can be identified through the following types of

a. Organizational Analysis: It involves a study of the entire

organization in terms of its objectives, its resources, the utilization of

these resources, in order to achieve stated objectives and its

interaction pattern with environment.

3 By, B.RAVI KIRAN, DON BOSCO PG COLLEGE

b. Task or Role Analysis: This is a detailed examination of the job, its

components, its various operations and conditions under which it has

to be performed. The focus is here on the roles played by an

individual and the training needed to perform such roles.

Questionnaires, interviews, reports, tests, observations and other

methods are generally used to collect job related information from

time-to-time. After collecting the information, an appropriate training

program may be designed, paying attention to:

 Performance standard required of employees,

 The tasks they have to discharge,

 The methods they will employ on the job and

 How they have learned such methods.

c. Manpower analysis: Here the focus is on individual in a given job.

There are three issued to be resolved through manpower analysis.

First, we try to find whether performance is satisfactory and the

training is required. Second, whether the employee is capable of being

trained and the specific areas in which training is needed. Finally, we

4 By, B.RAVI KIRAN, DON BOSCO PG COLLEGE