“A STUDY ON TRAINING AND DEVELOPMENT”

Project report submitted towards fulfillment

of
PGDM(HRM)
AICTE
DAYANANDA SAGAR BUSSINESS SCHOOL, BANGALORE

Academic Session
[2009-2011]

Submitted by
DIVYA MADHOK

UNDER THE GUIDANCE OF

Faculty
Prof. P K Ajantha

Mr. Hemant
HR Manager
EASI (Allegis Group

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 DECLARATION

I the undersign hereby declare that the project report entitled “A Study On Training and
Development” written and submitted by me to DSBS, Bangalore in partial fulfillment of
the requirement for the award of PGDM (HRM) under the guidance of Faculty Prof. P K
Ajantha and my guide Mr.Hemant Kumar.

Further, I declare that the dissertation entitled “A Study on Training and Development” is
my original work and not submitted for the award of any other degree or diploma.

Place: Bangalore Divya Madhok

Date:

2
 CERTIFICATE BY THE GUIDE

This is to certify that Miss Divya Madhok has done the project work entitled “A Study On
Training And Development” in EASI,Allegis Group. In partial completion of the
PGDM(HRM) course under my guidance. She has attended the required guidance
session held.

The project report has not formed a basis for the award of any other degree of any
university or institution.

PLACE: Bangalore Signature of the Guide

DATE:

3
 ACKNOWLEDGEMENT

I take the opportunity to express our gratitude to all the concerned people who have

directly or indirectly contributed towards completion of this project. I extend my sincere

gratitude towards EASI, Allegis Group for providing the opportunity and resources to

work on this project.

I am extremely grateful to Mr. Hemant Kumar, my mentor in EASI for his guidance and

invaluable advice during the projects. Also to my guide & faculty Prof. P K Ajantha

whose insight encouraged me to go beyond the scope of the project and this broadened

me learning on this project.

Divya Madhok

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 PREFACE

The global economy of the day has endangered the survival of every organization and

in particular those who want to have a competitive edge over the others. The

competitive edge may be a distant dream in the absence of Superior Quality Products

which otherwise is the function of well-trained employees. Today resources are scarce

and have to be used carefully and trainers of all kinds are required to justify their

position and account for their activities. Training activities, which are ill directed and

inadequately focused, do not serve the purpose of the trainers. The trainees or the

organization hence identification of training needs becomes the top priority of every

progressive organization. Identification of training needs, if done properly, provides the

basis on which all other training activities can be considered and will lead to

multiskilling, fitting people to take extra responsibilities increasing all round competence

and preparing people to take on higher level responsibility in future.

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 CONTENTS
TOPIC
CHAPTER 1: (i)Introduction 8
(ii)Scope of the study 9
(iii)Objective of the study 10
(iv)Executive Summary 11
(v)Limitation of the study 12
CHAPTER 2: (i)Introduction to EASI 13
(ii)History 14

CHAPTER 3: (i) Training And Development 16

(ii)Importance Of Training and Development 18
(iii)Objective of Training and Developent 20
(iv)Imoprtance of Training Objective 21
(v)Training and Human Resourse Magement 23
(vi)Role of HRD Professionals in Training 24

CHAPTER 4: (i)Learning and Training 25

(ii)Training inputs 27
(iii) Benefits of training 31
(iv) Methods of training 34
CHAPTER 5: (i)Methodology of the project 49
50
(ii)Findings

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CHAPTER 6: (i) Findings 60
(ii) Limitations
61
(iii) Suggestions
(iv) Conclusion 61

(v) Annexure
63

CHAPTER 7: (i)Bibliography 66

CHAPTER-1
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 INTRODUCTION

Employee training tries to improve skills, or add to the existing level of knowledge so

that employee is better equipped to do his present job, or to prepare him for a higher

position with increased responsibilities. However individual growth is not and ends in

itself. Organizational growth need to be measured along with individual growth.

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

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

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

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

doing a particular job.

In today’s scenario change is the order of the day and the only way to deal with it is to

learn and grow. Employees have become central to success or failure of an

organization they are the cornucopia of ideas. So it high time the organization realize

that “train and retain is the mantra of new millennium.”

SCOPE OF THE STUDY

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The strength of any organization is its people. If people are attended to properly by

recognizing their talents, developing their capabilities and utilizing them appropriately,

organizations are likely to be dynamic and grow fast. Ultimately the variety of task in any

organization has to be accomplished by the people. Some of them have capabilities to

do certain tasks better than other tasks, and some of them may not have capabilities to

do the task assigned to them. In any case one of the important process goals of any

dynamic organization is to assure that its people are capable of doing the variety of

tasks associated their role/position.

Development of their capabilities keeps them psychologically vital. This development

needs to be monitored in terms of matching it with the organizational requirements.

Therefore, any organization; interested in developing the capabilities its employee

should understand the nature of capabilities required to perform different functions as

well as dynamics underlying the development of these capabilities in an and

organizational context. Thus proper and timely training programs should be conducted

in an organization.

The study limit to understanding the existing system and through a survey of

employees to know their feedback of the T&D system & procedure. The study for time

and other resources is limited in its scope but is a sound preliminary work for a

researcher in this field.

OBJECTIVE OF THE STUDY

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The broad objective of the study of training policies is to study the impact of training on

the overall skill development of workers. The specific objectives of the study are:

1. To examine the effectiveness of training in overall development of skills of

workforce.

2. To examine the impact of training on the workers.

3. To study the changes in behavioral pattern due to training.

4. To measure the differential change in output due to training

5. To compare the cost effectiveness in implanting training programmes.

EXECUTIVE SUMMARY

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

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

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

the skill levels and increase the versatility and adaptability of employees.

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

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

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

extremely unlikely, may be even impossible. In a rapid changing society employee

training is not only an activity that is desirable but also an activity that an organization

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

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

concepts, which are in trend now.

Here we have discussed what would be the input of training if we ever go for and how

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

terms like (ROI) i.e. return on investment. What are the ways we can identify the training

need of any employee and how to know what kind of training he can go for? Training

being covered in different aspect likes integrating it with organizational culture.

Some of the companies practicing training in unique manner a lesson for other to

follow as to how to train and retain the best resource in the world to reap the best out of

it.

Development is integral part of training if some body is trained properly and efficiently

the developments of that individual and the company for whom he is working. Here we

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discussed about development of employee, how to identify the needs, and after

developing how to develop executive skill to sharpen there knowledge. Learning should

be the continuous process and one should not hesitate to learn any stage.

LIMITATION OF THE STUDY

Besides the success of my research work, there are certain limitations which I faced

during the tenure of my work. These are: -

 Training requirements can change so rapidly.

 The employees were not interested in filling questionnaire because of their busy
schedule.
 Moreover the whole procedure of data collection was too much time consuming
as direct and accurate information was nowhere found in totality. Further it
required a detailed consultation of various books, websites that really needed a
lot of time.
 Data collected during a research, can become outdated fairly quickly.

CHAPTER-2

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 Introduction to EASI, (Allegis Group)

With over two decades of staffing expertise, Allegis Group has earned a reputation for
providing professional talent with the skills and expertise your business needs to
succeed. The industry-specific focus paired with thededication to client satisfaction, has
made Allegis Group one of the largest and most reliable staffing companies in the
world.

The company provide staffing solution a wide range of industries understanding that a
specialized approach to recruiting ensures the placement of the most qualified
candidates.
Allegis Group has staffing solutions designed to help:
 Recruit contract and temporary assignment staff
 Hire professionals for permanent placement
 Manage your workforce and control costs
With a national and international network of offices you can rely on the expertise of
our experienced team of professional recruiters. We have hundreds of locations
throughout the United States as well as a growing international presence throughout
North America, Europe, and Asia.

Allegis Group is the largest privately held staffing company in the United States and
serves a wide variety of industries. It includes more than 8,000 internal employees and
90,000 contract employees working with customers around the world.
Allegis Group, Inc. provides international staffing and recruiting services in the United
States and internationally.The company provides flexible placement options, contract
placement, contract-to-hire placement, and direct placement services, as well as
performance monitoring services; and human capital consulting and workforce
management solutions.

HISTORY:-

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In 1983 - a time when not many people had heard of "staffing" - two entrepreneurs,
Stephen Bisciotti and Jim Davis, founded a company that paired contract employment
and consulting with top-notch customer service. As a result, a company known as
Aerotek was formed to cater to aeronautics, engineering, and light industrial staffing.
Hard work and the early establishment of a customer-focused reputation brought
Aerotek over $1 million in its first year of operation. Eventually, Aerotek would be
renamed Allegis Group, the parent entity of several operating companies.
In the 1980s, the Company expanded its service offerings to include web application
development and telecommunications to meet the rising demands of our clients.
In the 1990s, the Company continued to grow, now offering services dedicated to IT
infrastructure, staffing, and solutions.
Moving into the 2000s, Allegis Group began expanding internationally to meet a growing
client need. Allegis Group now has operations in the United States, Canada, Europe,
India, and Asia.
Today, Allegis Group is a $5.6 billion company, offering a full range of specialized
staffing and recruiting solutions to clients in a wide range of industries.

Today’s success:-
Allegis Group employs more than 8,000 internal employees, including nearly 3,000
dedicated recruiters. Allegis Group has 90,000 active contract employees, more than
8,000 clients and over 260 offices across the globe.
We conduct business through several operating companies, each specializing in
meeting the service needs of clients in a wide range of industries.

 Aerotek specializes in technical, professional, and industrial recruiting and

staffing
 TEKsystems specializes in IT staffing and consulting
 Stephen James serves the needs of those seeking managerial, professional,
and accredited accounting and financial talent
 Allegis Group Services offers human capital consulting and workforce
management solutions

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 MarketSource specializes in outsourced sales solutions

Our Unique corporate culture:-

The values that help us achieve our goals are:
People
Our employees are hardworking, honest, driven, and action-oriented. As collaborative
members of business teams, they are forthright, caring, and compassionate in their
dealings with one another and our clients.
Service
We strive for excellence through serving others. We deliver world-class service to every
client in every industry. We will solve our clients' problems and meet their needs -
whatever it takes, wherever our services are needed, and whenever we are called.
Performance
Since our inception, we have been driven by the desire for excellence in all we do. We
are a high performance organization, committed to surrounding ourselves with high
performance team members. We will reward and promote individuals based on their
performance, passion, and results.

Our Vision:-

Our business vision guides our strategy for the future. It is:
Strive for Excellence through Serving Others
It also provide quality product and service

CHAPTER 3
TRAINING AND DEVELOPMENT

It is a subsystem of an organization. It ensures that randomness is reduced and

learning or behavioral change takes place in structured format.
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TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVLOPMENT

Traditional Approach – Most of the organizations before never used to believe in

training. They were holding the traditional view that managers are born and not made.

There were also some views that training is a very costly affair and not worth.

Organizations used to believe more in executive pinching. But now the scenario seems

to be changing.

The modern approach of training and development is that Indian Organizations have

realized the importance of corporate training. Training is now considered as more of

retention tool than a cost. The training system in Indian Industry has been changed to

create a smarter workforce and yield the best results.

TRAINING DEFINED

It is a learning process that involves the acquisition of knowledge, sharpening of skills,

concepts, rules, or changing of attitudes and behaviours to enhance the performance of
employees.

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Training is a activity leading to skilled behavior

• It’s not what you want in life, but it’s knowing how to reach it

• It’s not where you want to go, but it’s knowing how to get there

• It’s not how high you want to rise, but it’s knowing how to take off

• It may not be quite the outcome you were aiming for, but it will be an outcome

• It’s not what you dream of doing, but it’s having the knowledge to do it

• It's not a set of goals, but it’s more like a vision

• It’s not the goal you set, but it’s what you need to achieve it

Training is about knowing where you stand (no matter how good or bad the current
situation looks) at present, and where you will be after some point of time.Training is
about the acquisition of knowledge, skills and abilities (KSA) through
professional development.

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 Importance of Training and Development

• Optimum Utilization of Human Resources – Training and Development 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 – Training and Development 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 – Training and Development 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 – Training and Development helps in increasing the productivity of the

employees that helps the organization further to achieve its long-term goal.

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

• Organization Culture – Training and Development helps to develop and improve the
organizational health culture and effectiveness. It helps in creating the learning culture
within the organization.

• Organization Climate – Training and Development helps building the positive

perception and feeling about the organization. The employees get these feelings from

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leaders, subordinates, and peers.

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

• Healthy work-environment – Training and Development helps in creating the healthy

working environment. It helps to build good employee, relationship so that individual
goals aligns with organizational goal.

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

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

• Profitability – Training and Development leads to improved profitability and more

positive attitudes towards profit orientation.

• Training and Development aids in organizational development i.e. Organization

get 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,

loyality better attitudes, and other aspects that successful workers and managers
usually display.

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the

availability of a skilled and willing workforce to an organization. In addition to that, there

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are four other objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives – help employees in achieving their personal goals, which in turn,

enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective by

bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level suitable to

the organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially responsible

to the needs and challenges of the society.

Importance of Training Objectives

Training objective is one of the most important parts of training program. While some

people think of training objective as a waste of valuable time. The counterargument

here is that resources are always limited and the training objectives actually lead the

design of training. It provides the clear guidelines and develops the training program in

less time because objectives focus specifically on needs.

1. Trainer

2. Trainee

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3. Designer

4. Evaluator

Trainer – The training objective is also beneficial to trainer because it helps the trainer
to measure the progress of trainees and make the required adjustments. Also, trainer
comes in a position to establish a relationship between objectives and particular
segments of training.

Trainee – The training objective is beneficial to the trainee because it helps in reducing
the anxiety of the trainee up to some extent. Not knowing anything or going to a place
which is unknown creates anxiety that can negatively affect learning. Therefore, it is
important to keep the participants aware of the happenings, rather than keeping it
surprice.Secondly, it helps in increase in concentration, which is the crucial factor to
make training successful. The objectives create an image of the training program in
trainee’s mind that actually helps in gaining attention. Thirdly, if
the goal is set to be challenging and motivating, then the likelihood of achieving those
goals is much higher than the situation in which no goal is set.
Therefore, training objectives helps in increasing the probability that the
Participants will be successful in training.

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Designer – The training objective is beneficial to the training designer because if the

designer is aware what is to be achieved in the end then he’ll buy the training package

according to that only. The training designer would then look for the training methods,

training equipments, and training content accordingly to achieve those objectives.

Furthermore, planning always helps in dealing effectively in an unexpected situation.

Therefore, without any guidance, the training may not be designed appropriately.

Evaluator – It becomes easy for the training evaluator to measure the progress of the

trainees because the objectives define the expected performance of trainees. Training

objective is an important to tool to judge the performance of participants.

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Training and Human Resource Management

The HR functioning is changing with time and with this change, the relationship between

the training function and other management activity is also changing. The training and

development activities are now equally important with that of other HR functions. Gone

are the days, when training was considered to be futile, waste of time, resources, and

money. Now-a-days, training is an investment because the departments such as,

marketing & sales, HR, production, finance, etc depends on training for its survival. If

training is not considered as a priority or not seen as a vital part in the organization,

then it is difficult to accept that such a company has effectively carried out HRM.

Training actually provides the opportunity to raise the profile development activities in

the organization.

To increase the commitment level of employees and growth in quality movement

(concepts of HRM), senior management team is now increasing the role of training.

Such concepts of HRM require careful planning as well as greater emphasis on

Employee development and long term education.

Training is now the important tool of Human Resource Management to control the

attrition rate because it helps in motivating employees, achieving their professional and

personal goals, increasing the level of job satisfaction, etc. As a result training is given

on a variety of skill development and covers a multitude of courses.

Role of HRD Professionals in Training

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This is the era of cut-throat competition and with this changing scenario of business; the

role of HR professionals in training has been widened. HR role now is:

1. Active involvement in employee education

2. Rewards for improvement in performance

3. Rewards to be associated with self esteem and self worth

4. Providing pre-employment market oriented skill development education and post

employment support for advanced education and training

5.Flexible access i.e. anytime, anywhere training.

CHAPTER-4

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 LEARNING AND TRAINING

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

principles of learning or motivation, which would enhance internationalization of what is

taught.

Motivation

A trainee needs to have a desire to learn and benefit from the programme. If the is not

interested, or is de-motivated, the learning outcome is going to be insignificant and the

company will have spent its money badly. On the other hand, being too intense about

learning and outcome may result in setting over ambitious goals for the individual.

Reinforcement

Following on the concept of motivation is that of reinforcement. For learning to take

place and be internalized to the desired extent, a trainee is rewarded or given some

encouragement. This reinforcement, or the acknowledgement that what has been

acquired is desirable, can be either an extrinsic or intrinsic reward-external praise or

some tangible reward, or the individual’s feeling of a sense of progress. Current stress

is on positive support and helpful behavior, even when mistakes are made.

Feedback

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

Several researchers have confirmed that knowledge of results is an effective motivator.

Constant and periodic feedback has positive effects on the trainee’s learning. Unless

the trainee knows how close his performance comes to the desired standard, he will not

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have an opportunity to improve. Feedback therefore provides a basis for correcting

oneself. Secondly, feedback helps to sustain the trainee’s interest in the task, or in each

learning that is taking place, by bringing greater involvement with the learning process.

If feedback is to be meaningful, it should follow a learning segment as quickly as

possible.

Transfer of Learning

The maximum use of training can be made if the trainee is able to transfer his learning

to his actual work role.This is possible if identical elements are incorporated in the

training situation from the job role, either existing or proposed. The more similar the

learning situation is to the job situation, the higher the degree of transfer the trainee can

expect, and hence the grater the relevance of the training programme.

Repetition

Repetition etches a pattern into our memory, e.g., when one studies for an examination,

it is necessary to repeatedly to over ideas so that they can be recalled later.

Relevance

Relevance relates to the meaningful fuse of material, which aids learning, e.g., trainers

usually explain in the overall purpose of a job to trainees before assigning them a

particular task.

TRAINING INPUTS

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There are three basic types of inputs;

(i)Skills

(ii)Attitude

(iii)Knowledge.

The primary purpose of training is to establishing a sound relationship is at its best

when the workers attitude to the job is right, when the workers knowledge of the job is

adequate, and he has developed the necessary skills.

Training activities in an industrial organization are aimed at making desired

modifications in skills, attitudes and knowledge of employee so that they perform their

jobs most efficiently and effectively.

BEST TIME TO IMPART TRAINING TO EMPLOYEE

1. NEW RECRUITS TO THE COMPANY

These have a requirement for induction into the company as a whole in terms of its

business activities and personnel policies and provisions, the terms, conditions and

benefits appropriate to the particular employee, and the career and advancement

opportunities available.

2. TRANSFEREES WITHIN THE COMPANY

These are people who are moved from one job to another, either within the same work

area, i.e. the same department or function, or to dissimilar work under a different

management. Under this heading we are excluding promotions, which take people into

entirely new levels of responsibility.

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3. PROMOTIONS

Although similar to the transferee in that there is a new job to be learned in new

surroundings, he is dissimilar in that the promotion has brought him to a new level of

supervisory or management responsibility. The change is usually too important and

difficult to make successfully to permit one to assume that the promotes will pick it up

as he goes along and attention has to be paid to training in the tasks and the

responsibilities and personal skills necessary for effective performance.

4. NEW PLANT OR EQUIPMENT

Even the most experienced operator has everything to learn when a computer and

electronic controls replace the previous manual and electro-mechanical system on the

process plant on which he works. There is no less a training requirement for the

supervisors and process management, as well as for technical service production

control and others.

5. NEW PROCEDURES

Mainly for those who work in offices in commercial and administrative functions but also

for those who we workplace is on the shop floor or on process plant on any occasion on

which there is a modification to existing paperwork or procedure for, say the withdrawal

of materials from stores, the control of customer credit the approval of expense claims,

there needs to be instruction on the change in the way of working in many instances, a

note bringing the attention of all concerned the change is assume to be sufficient, but

there are cases, such as when total new systems in corporating IT up dates are

installed, when more thorough training is needed.

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6. NEW STANDARDS, RULES AND PRACTICES

Changes in any one these are likely to be conveyed by printed note or by word of mouth

by the manager to his subordinates, and this can be the most satisfaction way of

dealing with the change from the point of view of getting those affected to understand

their new responsibility. However not all changes under this heading can be left to this

sort of handling. Even the simplest looking instruction may be regarded as undesirable

or impracticable by whoever has to perform it he may not understand the purpose

behind the change and lose confidence in a management which he now believes to be

‘messing about’, or he may understand the purpose and have a better alternative to

offer if it is not too late.

7. NEW RELATIONSHIP AND AUTHORITIES

These can arise, as a result of management decisions, in a number of ways. In

examples, the recognition of the accounts department can result in a realization of

responsibilities between the section leaders of credit control, invoicing and customer

records, although there is no movement of staff between the sections (i.e. no transfers).

Although the change in work content for each clerk and supervisor is defined clearly for

each person in the new procedures, there is nevertheless a need for each person to

know where he stands in the new set up, which is responsible for what, and where to

direct problems and enquiries as they arise in the future.

8. MAINTENANCE OF STANDARDS

We are here concerned with maintenance of standards through training, for it must be

remembered that supervision and inspection and qualify control are continuously

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responsible for standards and exercise their own authorities to this end. Although it is

generally agreed that some retraining from time to time, taking varied forms even for the

on group of employees, does act as both a reminder and a stimulus, there is not much

agreement on the next frequency and form that such retraining should take, of there is

as yet little scientific knowledge on this subject which is of much use in industrial

situations.

9. THE MAINTENANCE OF ADAPTABILITY

Again, whilst there is little scientific study of the loss of ability to learn new skills in those

cases where people spend a long time without change, and without the need to learn,

there is increasing evidence in current experience to suggest that this is the case in

industrial employment. Add, of course, there is the inference arising from the laboratory

experiments of psychologists.

10. THE MAINTENANCE OF MANAGEMENT SKILLS &

STANDARDS

Skills in supervising, employee appraisal, communications, leadership etc are important

in all companies. Some of these skills are seen to be critical to major developments in

company organisation, culture, employee empowerment and so on. Initial training in

these skills is not uncommon in the largest companies on appointment into

management and supervision. But continuous training and performance monitoring is

rare, despite the common knowledge that standards are as varied as human nature.

11. RETIREMENT AND REDUNDANCY

Employees of any position in the company who are heading towards retirement will

benefit from learning about health, social life, work opportunities money management

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etc. Internal or external courses are best attended a year or two before retirement date,

in a few companies a member of Personnel will act as a counselor as required.

BENEFITS OF TRAINING

Employees and the organization need to realize the importance of contribution and

learning for mutual growth and development.Training is the answer to deal with

stagnation stage by constantly updating it in every field. Other benefits of training

include:

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

Workforce.

 Assessing and addressing any performance deficiency.

 Enhancing workforce flexibility.Cross-cultural training is essential for t

them for better adjustment in the new environment.

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

motivation is also enhanced when the employee knows that the

organization would provide them opportunities to increase their skills and

knowledge.

 It gives the organization a competitive edge by keeping abreast of the latest

changes; it acts as a catalyst for change.

 Higher customer satisfaction and lower support cost results through

improved service, increased productivity and greater sufficiency.

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

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

opportunities for growth available in an organization.

THE EVALUATION OF TRAINING

There are a number of expressions used to describe steps taken by management and

by training offices at the conclusion of training and during the days or weeks afterwards.

These expressions include validation, evaluation, follow-up and implementation, as

well as cost benefit, which have appeared in more recent years. We are interested in all

of these and have already tackled one of the, implementation, and we start by giving our

definitions in order to establish a clearer picture of what each is, and how they relate to

each other.

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

evaluate training means undertaking a search for the effect that it has had on the people

and the situations, which it influences, and then trying to measure or estimate whether

this is advantageous or disadvantageous.

We shall see that at the level of pure training there is an evaluation to be made, but that

the principal evaluation is at a higher level in the chain.

First the chain of intentions is clear at the outset

1. The forecourt attendants were to receive training to a defined level of

competence.

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 2. They were then to apply their new capability correctly during the service that they

gave to motorists.

3. The motorists would respond to this with a reaction of pleasure and would tend to

use that particular station rather more, thus increasing the amount of gasoline

sold.

4. The increased sales, and negligible increased costs, would improve the revenue

and the profits.

A TRAINING TOOL: INSPIRING OTHERS

In the new era,challenges for the trainer are to create learning environment. Trainer

needs to innovate new ways design and deliver the training inputs. Wide range of

technique like interactive methods like teaching, experiential learning cases inventories

games, including humour. Where as we have the ancient way of story telling as a

powerful tool to create learning for adult managers of industry. Sharing ones own

perception, experience and ideas learning value can be increased exponentially.

Methods of Training

There are various methods of training, which can be divided in to cognitive and

behavioral methods. Trainers need to understand the pros and cons of each method,
33
also its impact on trainees keeping their background and skills in mind before giving

training Cognitive methods are more of giving theoretical training to the trainees. The

various methods under Cognitive approach provide the rules for how to do something,

written or verbal information, demonstrate relationships among concepts, etc. These

methods are associated with changes in knowledge and attitude by stimulating learning.

The various methods that come under Cognitive approach are:

LECTURES – A Method of Training

It is one of the oldest methods of training. This method is used to create understanding

Of a topic or to influence behavior, attitudes through lecture. A lecture can be in printed

or oral form. Lecture is telling someone about something. Lecture is given to enhance

the knowledge of listener or to give him the theoretical aspect of a topic. Training is

basically incomplete without lecture. When the trainer begins the training session by

means the telling the aim, goal, agenda, processes, or methods that will be used in

training that trainer is using the lecture method. It is difficult to imagine training without

lecture format.

A good lecture consists of introduction of the topic, purpose of the lecture, and priorities

and preferences of the order in which the topic will be covered.

Main Features of Lecture Method

Some of the main features of lecture method are:

 Inability to identify and correct misunderstandings

 Less expensive

 Can be reached large number of people at once

34
  Knowledge building exercise

 Less effective because lectures require long periods of trainee inactivity

Demonstration Training Method

This method is a visual display of how something works or how to do something. As an

example, trainer shows the trainees how to perform or how to do the tasks of the job. In

order to be more effective, demonstration method should be should be accompanied by

the discussion or lecture method.

To carry out an effective demonstration, a trainer first prepares the lesson plan by

breaking the task to be performed into smaller modules, easily learned parts. Then, the

trainer sequentially organizes those modules and prepares an explanation for why that

part is required. While performing the demonstration, trainer:

Demonstrates the task by describing how to do, while doing

 Helps the focusing their attention on critical aspects of the task

 Tells the trainees what you will be doing so they understand what you will be

showing them

 Explains why it should be carried out in that way

The difference between the lecture method and the demonstration method is the level of

involvement of the trainee. In the lecture method, the more the trainee is involved.

Discussion Training Method

35
This method uses a lecturer to provide the learners with context that is supported,

elaborated, explains, or expanded on through interactions both among the trainees and

between the trainer and the trainees. The interaction and the communication between

these two make it much more effective and powerful than the lecture method. If the

discussion method is used with proper sequence i.e. lectures, followed by discussion

and questioning, can achieve higher level knowledge objectives, such as problem

solving and principle learning.

The Discussion method consists a two-way flow of communication i.e. knowledge in the

form of lecture is communicated to trainees, and then understanding is conveyed back

by trainees to trainer.

Understanding is conveyed in the form of verbal and non-verbal feedback that enables

the trainer to determine whether the material is understood. If yes, then definitely it

would help out the trainees to implement it at their workplaces and if not, the trainer may

need to spend more time on that particular area by presenting the information again in a

different manner.

Questioning can be done by both ways i.e. the trainees and the trainer. When the

Trainees ask questions, they explain their thinking about the content of the lecture. A

Trainer who asks questions stimulates thinking about the content of the lecture. Asking

And responding questions are beneficial to trainees because it enhance understanding

And keep the trainees focused on the content. Besides that, discussions, and

Interactions allow the trainee to be actively engaged in the material of the trainer.

36
 Mentoring

Mentoring is an ongoing relationship that is developed between a senior and junior

employee. Mentoring provides guidance and clear understanding of how the

organization goes to achieve its vision and mission to the junior employee

The meetings are not as structured and regular than in coaching. Executive mentoring

Is generally done by someone inside the company. The executive can learn a lot from

mentoring

A senior executive could be assigned as a mentor to assist the new executive settled

into his role. Mentoring is one of the important methods for preparing them to be future

executives. This method allows the mentor to determine what is required to improve

mentee’s performance. Once the mentor identifies the problem, weakness, and the area

that needs to be worked upon, the mentor can advise relevant training. The mentor can

also provide opportunities to work on special processes and projects that require use of

proficiency.

Some key points on Mentoring

 Mentoring focus on attitude development

 Conducted for management-level employees

 Mentoring is done by someone inside the company

 It is one-to-one interaction

It helps in identifying weaknesses and focus on the area that needs improvement.

Job Rotation

For the executive, job rotation takes on different perspectives. The executive is usually

not simply going to another department. In some vertically integrated organizations, for

37
example, where the supplier is actually part of same organization or subsidiary, job

rotation might be to the supplier to see how the business operates from the supplier

point of view. Learning of the organization is perceived from the outside broadens the

executives outlook on the process of the organization. Or the rotation might be to a

foreign office on the global perspective For managers being developed for executive

roles,rotation to different functions in the company is regular carried out.

This approach allows the manger to operate in diverse roles and understand the

different issues that crop up. If someone is to be a corporate leader, they must have

this type of training. A recent study indicated that the single most significant factor that

leads to leader’s achievement was the variety of experiences in different departments,

business units, cities, and countries.

An organized and helpful way to develop talent for the management or executive level

of the organization is job rotation. It is the process of preparing employees at a lower

leave to replace someone at the next higher level. It is generally done for the

designations that are crucial for the effective and efficient functioning of the organization

Benefits of Job Rotation

Some of the major benefits of job rotation are:

 It provides the employees with opportunities to broaden the horizon of

knowledge, skills, and abilities by working in different departments, business

units, functions, and countries

 Identification of Knowledge, skills, and attitudes (KSAs) required

 It determines the areas where improvement is required

 Assessment of the employees who have the potential and caliber for filling the

38
 Position.

Training-Design

The design of the training program can be undertaken only when a clear training

objective has been produced. The training objective clears what goal has to be

achieved by the end of training program i.e. what the trainees are expected to be able to

do at the end of their training. Training objectives assist trainers to design the training

program.

The trainer – Before starting a training program, a trainer analyzes his technical,

interpersonal, judgmental skills in order to deliver quality content to trainers

The trainees – A good training design requires close scrutiny of the trainees and

The profiles. Age, experience, needs and expectations of the trainees are some of the

important factors that affect training design.

Training climate – A good training climate comprises of ambience, tone, feelings,

positive perception for training program, etc. Therefore, when the climate is favorable

nothing goes wrong but when the climate is unfavorable, almost everything goes wrong.

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

background of trainees must be kept in mind in order to get the right pitch to the design

of the program

Training strategies – Once the training objective has been identified, the trainer

translates it into specific training areas and modules. The trainer prepares the priority

list of about what must be included, what could be included.

Training topics – After formulating a strategy, trainer decides upon the content to

39
Be delivered. Trainers break the content into headings, topics, ad modules. These

modules are then classified into information, knowledge, skills, and attitudes .

Training tactics – Once the objectives and the strategy of the training program

becomes clear, trainer comes in the position to select most appropriate tactics or

methods or techniques. The method selection depends on the following factors:

• Trainees’ background

• Time allocated

• Style preference of trainer

• Level of competence of trainer

• Availability of facilities and resources, etc

40
Support facilities – It can be segregated into printed and audio visual. The various

requirements in a training program are white boards, flip charts, markers, etc.

Constraints – The various constraints that lay in the trainers mind are:

• Time

• Accommodation, facilities and their availability

41
• Furnishings and equipments

• Budget

• Design of the training, etc

Motivation – If the trainee is not motivated to learn, no learning is likely to

occur no matter how good the training methods are, or how talented the trainees

are. Therefore, it is important to intervene before training and provide them the

information about the learning outcome that they can expect and how the learning

outcome will help in achieving the objectives. This increases the motivation to

learn and to be successful in training.

Expectations – Positive expectations matter a lot in a training program. If the

trainee perceives the training as waste of time, and waste of resources, no learning

is likely to occur. No learning is possible with negative perception. On the other

42
hand, if the trainee believes and expects that the training would help him to

improve upon his professional skills and would further help him in achieving his

personal goals, the probability of training to meet the objective increases.

Knowledge, Skills, and Attitudes (KSAs) – It is important that the selected

trainees should have the right KSAs for the training because even if the methods

and contents of the training is good but the candidates do not have the right KSAs,

the training program will fail. Also the training methods would not be effective if

the candidates are lacking the desired skills. Therefore, proper selection technique

is must that would ensure that hired have the requisite KSAs to be successful in

training.

Facilitation of Training Through Organization Intervention

Failure of training is not always because of lack of KSAs but sometimes it is

because of the organizational forces also. These forces also hold back the transfer of

training, and learning. Therefore, it is important to keep in check those forces. For the

successful transfer of training, it is necessary to have supervisor support, trainer

support,peer support, reward system, climate and culture.

PEERS SUPPORT – Peer support can also help in transfer of training, for

example, if the trainee is the only one who is receiving training in the department

then probably the experienced peers might put pressure on trainee to forget the

training and work. This situation also hampers in transfer of training. However,

this situation can be avoided by involving the entire department in training,

43
also by encouraging the learning culture in the organization .

SUPERVISOR SUPPORT – can affect their employees’ learning in number

of ways, for example, if the trainee is motivated to learn and receives full support

from their supervisor, then this support in turn encourages the employee to learn

as much as possible. Also, supervisor can also reduce the negative factors of

training, such as, the work that piles up during training that makes the employee

uncomfortable and employees’ negative perception about the training program.

TRAINER SUPPORT – can also have a positive impact on the transfer of

training. Gone are the days, when the trainers’ role used to get over once the

training program is done. Trainers’ role is now extended to the work place also.

Besides training, trainer’s role is to keep a check on how trainees are performing

and help them and discuss with them if they encounter any problem in the

44
workplace.

CLIMATE – Apart from supervisor support, peers support, trainer support,

Climate factor also comprises of company polices, attitude of upper management

towards employee, towards training. If these factors are positive then the climate

will also support the transfer of training. It is the organizations foremost duty to

make the employees realize through these factors that adequate amount of time

and resources are spent on them for their professional and personal development.

CULTURE – also have the impact over the transfer of training. If the culture of

the organization provides enough opportunities to its employees to implement

what they have learnt in the workplace and provide them variety of others factors

such as, social support, challenging jobs, etc then the likelihood of the transfer of

training increases.

REWARD SYSTEMS – If the learning outcome that helps in achieving the

objectives is linked to reward system then the probability of the success of

training would increase

45
 NEW ELECTRONIC TECHNOLOGIES IN TRAINING

1) Interactive computer video technology:

The use of computers and videotapes in the field of training is now well established.

Some leading institution like MANAGE, Hyderabad is using this technology in training

programme.

2) Broadcast television / cable television:

Televisions system in which programme is sent out by radio wave and are seen on

television. Indira Gandhi National Open University (IGNOU) is very well using this

technology its educational and training programme.

3) Computer aided instruction:

An educational concept which places the student in a conversational mode with a

computer which has programmed study plan. The programmed course selects the next

topic or phase of study according to previous responses from the student allowing each

student to progress at pace directly to his or her learning capability.

4) Interactive video /interactive compute:

The phrase ‘interactive video’ refers to a video programme with which user (trainee) can

interact. Interactivity takes place between user and the system, some thing for IC

also, the system composed of four basic components

(1) monitor or video display unit

(2) video tape or video disc

46
(3) a computer

(4) a disc drive, the computer controls the video or video disc. Disc drive loads a

programme into the computer.

5) Tele-conferencing:

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

for education and training purpose.

TRAINING EFFECTIVENESS

Cutting edge of competition today demands every organization, to measure its activities

in terms of effectiveness, efficiency, excellence (triple E). To achieve this triple C a lot

of investment is made by the organization but the sword of sure short success hangs on

the head of the HRD manager, this is because he has to handle the most complex

resource i.e. human resource. The next toughest thins is to maintain is the ROI (return

on investment) of training and development. It is not only the ROI but the performance

management, retention level, motivation, morale, creativity, innovation conflicts, loyalty

and commitment etc. of the manpower which are not easy to handle.

Keeping all these factors in mind the focus of vision falls on training and development.

The training effectiveness is obviously in terms of enhanced skill and knowledge to

achieve the present goals, through the increased learnt behavior. In the process of

training effectiveness is the most important /vital area, where by the individual and

organizational goals are integrated to bring about the desired performance levels. How

to reduce the gap?

47
Training skill & communication Job performance

Trainer
Trainee

Learning ability

48
 CHAPTER 5

METHODOLOGY OF THE PROJECT

 Interview

 Preparation of the summary expressed

 Recommendation of fall back site

 Questionnaire design

Sample Size:
To understand the training and development scenario at Reliance Mobile and what the

trainee really feels about the training they have undergone and further what kind of

training they look for. Do they really look for any kind of training or not? To study the

above aspect we covered almost about 40 people from almost all the department at of

the company Reliance Mobile

TOOLS USED FOR DATA COLLECTION

 Primary data collected through questionnaires and informal interviews.

 Secondary data collected through magazines, journals, websites, and other

corporate publications

PROCEDURE FOR DATA COLLECTION.

 Communication, asking questions and receiving a response in person

 Visiting the various organizations, libraries, internet and also preparation

of the questionnaire with the help of the project guide.

49
DATA ANALYSIS AND INTERPRETATIONS

Q1.Your Organization considers training as a part of organizational strategy. Do you

agree with this statement? 

Response No. Of Respondants Percentage

Agree 13 52

Disagree 1 4

Partly Agree 4 16

Can’t Say 7 28

Total 25 100

60

50

40

30

20

10

0
AGREE DISAGREE PARTLY AGREE CANT SAY

Interpretation:-

The above graph indicates that Organization considers training as a part of

organizational strategy.

50
Q 2. How many training programmes will you attend in a year? 

Response No. of respondants Percentage

Less than 10 14 56
10 - 20 2 8
20 – 40 6 24
More than 40 3 12
Total 25 100

60

50

40

30

20

10

0
LESS THAN 10 10 20 20 - 40 MORE THAN 40

INTERPRETATION:-

The above chart indicates that less training programmes are held in the organization.

51
Q 3. To whom the training is given more in your organization? 

Response No. of respondants Percentage

Senior staff 3 12
Junior staff 5 20
New staff 6 24
Based on requirement 13 52

Total 25 100

60

50

40

30

20

10

0
SENIOR JUNIOR NEW STAFF BASED ON
REQMT.

INTERPRETATION:-

Training is provided on the basis of requirement.

52
Q 4. What are all the important barriers to Training and Development in your
organization? 

Response No. of respondants Percentage

Time   5 20

Money 4 16

Lack of interest by staff 6 24

Non-availability of skilled 10 40
trainer  
Total 25 100

40
30
20
10
0
E EY FF ER
TIM ON STA A IN
M Y TR
STB ED
RE ILL
NTE FS
K
O FI YO
CK ILIT
LA B
A ILA
-AV
N
NO

INTERPRETATION:-

The above graph indicates that the important barriers to Training and Development in
the organization is Non-availability of skilled trainers.

53
Q 5. Enough practice is given for us during training session? Do you agree with this
statement? 

Respondants No. of respondants Percentage

Strongly Agree 14 56

Agree 2 8

Somewhat agree 6 24

Disagree 3 12

Total 25 100

60

50

40

30

20

10

0
STRONGLY AGREE AGREE SOMEWHAT DISAGREE
AGREE

INTERPRETATION:-

This graph indicates that enough practice is given for employees during training
sessions.

54
Q6. The training sessions conducted in your organization is useful. Do you agree with
this statement? 

Respondants No. of respondants Percentage

Strongly agree 15 60

Agree 5 20

Somewhat 5 20

Disagree 0 0

Total 25 100

70

60

50

40

30

20

10

0
STRONGLY AGREE AGREE SOMEWHAT DISAGREE
AGREE

INTERPRETATION:-

The above graph indicates that the training sessions conducted in the organization is
useful.

55
Q7. Employees are given appraisal in order to motivate them to attend the training. Do u
agree with this statement?

 
Respondants No. of respondants Percentage
Strongly Agree 14 56
Agree 6 24
Somewhat 3 12
Disagree 2 8
Total 25 100

60

50

40

30

20

10

0
STRONGLY AGREE AGREE SOMEWHAT DISAGREE
AGREE

INTERPRETATION:-

The above graph shows that Employees are given appraisal in order to motivate them
to attend the training.

56
Q8. What are the skills that the trainer should possess to make the training effective? 

Respondants No. of respondants Percentage

Technical skills   8 32

People skills or Soft skills 6 24

Generalist makes better 6 24

Personnel managers than
Specialist 
Fond of talking to people   5 20

Total 25 100

35

30

25

20

15

10

0
TECH. SKILLS SOFT SKILL GENERALIST TALKATIVE

INTERPRETATION:-

The above graph indicates that the trainer should possess technical skills to make the
training effective

57
Q9. What are the general complaints about the training session? 

Respondants No. of respondants Percentage

Take away precious time of 4 25

employees  
Too many gaps between the 10 40
sessions  
Training sessions are 6 15
unplanned  
Boring and not useful   5 20

Total 25 100

45
40
35
30
25
20
15
10
5
0
Take away Too many gaps Training sessions Boring and not
precious time of between the are unplanned   useful  
employees   sessions  

INTERPRETATION:-

The above graph indicates that there are two many gaps between the training sessions.

58
Q10. Reason for shortage of skilled man power at workplace are :

Respondats No. of respondants Percentage

Lack of planning    5 20
Lack of support from senior 10 40
staff  
Lack of proper guidance and 8 32
training at workplace   
Lack of quality education at 2 8
primary and secondary
level  
Total 25 100

45
40
35
30
25
20
15
10
5
0
Lack of planning    Lack of support Lack of proper Lack of quality
from senior staff   guidance and education at
training at primary and
workplace    secondary level  

INTERPRETATION:-

The above graph indicates that reason for shortage of skilled man power at workplace
are lack of support from senior staff.  

59
 FINDINGS

1) The firm follow an effective training process.

2) The training is given those employees who need it.

3) But the barriers for the training process in the organization is the non-availability

of skilled trainers.

4) There are gap between the training session organized by the company that’s why

trainees lost touch with that.

5) As the work load is much on employees therefore less attention is given to

training sessions by employees.

6) The organization also appoints trainers from outside or from different firms to

ensure better training to its employee.

60
 CHAPTER-6
LIMITATIONS

Every scientific study has certain limitations and the present study is no more exception.

These are:

1. The terminology used in the subject is highly technical in nature and creates a lot

of ambugity.

2. All the secondary data are required were not available.

3. Respondents were found hesitant in revealing opinion about supervisors and

management.

CONCLUSIONS/ SUGGESTIONS

Under noted few suggestions cum conclusion can be taken as for implementation to

reap furtherest benefits.

 Making training and development process and entirely in house activity to

reduce cost.

 It is found that the average age group of trainees are in their twenties or

early thirties which signifies that the consumer durable industry need more

of young blood as enthusiasm is an integral part of the industry.

 The maximum emphasis is given to job instruction methods where the

trainee are made to understand their job thoroughly and the role they are

going to play in performing their job.

 Lecture as well as the presentation is the major part of imparting the

61
 education and training them.

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

and it is this that proves to be the major reason for success of the training

as whole...

 The trainee fill the feedback form and from time to time test are conducted

to know the gauge the effectiveness of training to employee to check their

memory if they retain anything or not.

 We think that time management is one of the thing on which Reliance Mobile

team

must emphasis so that there employee can be more productive as it was

found during the visit to the corporate office people they lack in managing

themselves.

 Stress management training is more important for employee as it was

observed that people are all the time in tension like situation as to how to

do what to do when to do, no time and things like that which kept them

tensed all time.

Last but not least behavioural training is more important as while doing the study it

was found that people are less cooperative and outgoing to help out.

62
 ANNEXURE

QUES 1:- Your organization considers training as a part of organizational strategy? Do

you agree with this statement?

 Strongly agree

 Agree

 Somewhat agree

 Disagree

QUES 2:- How many training programs will you attend in a year?

 Less than 10

 10-20

 20-40

 More than 40

QUES 3:- To whom the training is given more in your organization?

 Senior staff

 Junior staff

 New staff

 Based on requirement

63
QUES 4:- What are all the barriers to training and development in your qrganisation?

 Time

 Money

 Lake of interest

 Non availability of skilled workers

QUES 5:- What mode of training method is normally used in your organization?

 Job rotation

 External training

 Conference/ discussion

 Programmed instruction

QUES 6:- The training session conducted in your organization is useful. Do you agree

with this statement?

 Strongly agree

 Agree

 Somewhat agree

 Disagree

QUES 7:- Enough practice is given to us during training sessions? Do you agree with

this statement?

 Strongly agree

 Agree

 Somewhat agree

 Disagree

64
QUES 8:- Employees are given appraisal in order to motivate them to attend the

training? Do you agree with this statement?

 Strongly agree

 Agree

 Somewhat agree

 Disagree

QUES 9:- How will it take to implement the trained process?

 Less than 1 month

 1 – 2 months

 2 – 4 months

 More than 4 months

QUES 10:- What type of training is being imparted for new recruitments in your

organization?

 Technical training

 Management training

 Presentation skills

65
 BIBLIOGRAPHY
BOOKS:

David A. Decenzo/Stephen P. Robins (2004) Personal and Human Resource Management

A. Monappa (2004), Personal Management

Allan Pepper (1999) A Handbook on Training and Development

WEBSITES:

www.allegisgroup.com

www.wikipedia.org

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