Professional Documents
Culture Documents
ON
“TRAINING AND DEVLOPMENT”
I the undersign hereby declare that the project report entitled “Training and
Development” written and submitted by me to SHRI GURU TEG BAHADUR
KHALSA COLLEGE ANANDPUR, n partial fulfillment of the requirement for
the award of MBA under the guidance of Mr. A.C Verma Mr. Ajay Shina, and
Mr. Davinder Kumar and the conclusion drawn there in are based on the
material collected by myself. I hereby declare also this study has not been
permitted by me to publish anywhere.
Raman Kant
Place: Ropar
Date:
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 Ambuja Cement Ltd providing the opportunity and
resources to work on this project.
I am extremely grateful to Mr. AC Verma and Mr. Ajay Shina, my mentor in Ambuja
for her guidance and invaluable advice during the projects. Also to my guide,
Mr. Davinder Kumar whose insight encouraged me to go beyond the scope of the
project and this broadened me learning on this project.
I also want to show my gratitude to All the employees of Ambuja Cement Ltd.
whose insight helped me to complete this project.
Raman Kant
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.
CONTENTS
TOPIC
CHAPTER 1: (i)Introduction
(ii)Scope and Objectives
(iii)Executive Summary
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.”
The scope of the study covers in depth, the various Safety Programs, Modes, formats
being followed and is limited to the company Ambuja Cement Ltd. and its employees. The
different safety programs incorporated/facilitated in Ambuja Cement Ltd through its faculties,
outside agencies or professional groups. It also judges the enhancement of the knowledge of
employees regarding safety and health and its effectiveness.
OBJECTIVE OF THE STUDY
The broad objective of the study in Ambuja Cement Ltd is to study the safety programs
and satisfaction of workers regarding the safety program and safety facility provided during
the work . 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.
EXECUTIVE SUMMARY
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. The best and latest available
trends in training method, the benefits which we can derive out of it. How the evaluation
should be done and how effective is the training all together.
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 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. Learning and developing is fast and
easy at Ambuja Cement Ltd.
CHAPTER-2
Ambuja Cement Ltd Profile
The cement industry is one of the main beneficiaries of the infrastructure boom. With
robust demand and adequate supply, the industry has bright future. The Indian Cement
Industry with total capacity of 165 million tones is the second largest after China.
Cement consumption in India has increased by over 22% in 2009-10 from 2007-
08.Among the states, Maharashtra has the highest share in consumption at 12.18%,followed
by Uttar Pradesh, In production terms, Andhra Pradesh is leading with 14.72% of total
production followed by Rajasthan.
Cement industry has contributed around 8% to the economic development of India.
Cement industry has a long way to go as Indian economy is poised to grow because of being
on verge of development.
The company continues to emphasize on reduction of costs through enhanced
productivity, reduction in energy costs and logistics expenses.
As per the Working Group report on Cement Industry for the formulation of the 11th
Plan, the cement demand is likely to grow at 11.5 per cent per annum during the 11th Plan
and cement production and capacity by the end of the 11th Plan are estimated to be 269
million tones and 298 million tones, respectively, with capacity utilization of 90 per cent.
Foreign cement companies are also picking up stakes in large Indian cement
companies. Swiss cement major Holmic has picked up 14.8 per cent of the promoters' stake
in Gujarat Ambuja Cements (GACL). Holism’s acquisition has led to the emergence of two
major groups in the Indian cement industry, the Holmic-ACC-Gujarat Ambuja Cements
combine and the Aditya Birla group through Grasim Industries and Ultratech Cement.
Introduction to Ambuja Cement
Ambuja Cements was set up in 1986. In the last decade the company has grown
tenfold. The total cement capacity of the company is 18.5 million tones. Its plants are some of
the most efficient in the world. With environment protection measures that are on par with the
finest in the developed world.
OBJECTIVE OF COMPANY:
The management of Gujarat Ambuja decided some objectives to become topper in the
market. And the objectives are:
• Better quality then other company.
• Fair returns to share holders.
• A higher productivity to cover maximum market.
• Maximum customer satisfaction.
• Clean & healthy Environment for employee’s growth.
• Try to lower pollution to fulfillment of social responsibilities
Broad Strategies Applied by the Management in Functional Areas
COMPANY’S STRATEGY:
Captive Infrastructure: Ports & Power Plants
⇒ Presence in the growing markets of North & West
MARKETING STRATEGY:
⇒ Emphasis was on Quality
⇒ High Advertisement for BRANDING-3 times than ACC at one time
⇒ Improvement in Packaging by information provided by suppliers
⇒ Extensive & primarily exclusive distribution network-Over 6,000 dealers and 20,000
retailers
⇒ Promotion through seminar, workshops for masons, architects, contractors etc by
providing info on use of AMBUJA CEMENT
⇒ Advertising and Publicity campaign
UNRELATED DIVERSIFICATION:
The Company also operates a hotel through its subsidiary GGL Hotel and Resort
Company. It has shown innovation in utilizing measures like sea transport, captive power
plants, and imported coal and availing of govt. sops and subsidies to constantly check the
costs.
Business Level Strategy
A) BCG Matrix
Ambuja Cement enjoys the position of STAR in the BCG Matrix i.e. high market share
& high market growth.
Compared to others, Ambuja has highest Net Profit having market share of 18.12% in
the cement industry. Overall it has 3rd largest sales turnover.
Secondly, if we look at the overall cement industry it is having high market growth as
cement industry depends on infrastructure, housing, roads, irrigation, etc which are currently
in the booming stage.
So the strategy to be followed is to HOLD the position of STAR by reinvesting their
profits and using this profits to increase their turnover and gain the highest market share.
B) Porter’s Five Forces
C) SWOT Analysis
Strength
• Growth at approx CAGR of 9% in last 5 years
• Growing Domestic cement consumption at approx CAGR of 8% in last 3 years
• Highly Capital Incentive so difficult for small entrant
• Not much restriction by govt.
• Market consolidation taking place
Weakness
• High Oil Prices, Cost of Power increase production cost
• Supply exceeds Production lead to competition in price
• Low Quality as compared to international standard but improving.
Opportunity
• High Mortgage Penetration - Low Interest Rates
• Easy loan availability for housing finance
• Increased investments in Infrastructure
• Increased govt. outlay on BHARAT NIRMAN, GOLDEN QUADRILATERAL, BRTS etc.
Threat
• Further Hike in Oil Prices
• Use of plastic engineering in construction
• Sub prime market loss may affect
Competitors
o Power: They have established their own captive power plant of 178 Megawatts
Partnership
The company has entered into a strategic partnership with Holmic, the second largest
cement manufacturer in the world. Holcim had, in January, bought a 14.8 per cent
promoters` stake in the GACL for INR 21.4 billion.
Currently Holmic holds about 38% of shares in Ambuja Cements Limited.
Codes The shares of the company are traded publicly on the Bombay Stock Exchange
(BSE) and the National Stock Exchange (NSE). Following are the codes assigned to Ambuja
Cement Limited
BSE: 500425
NSE: AMBUJACEM
Bloomberg: ACEM:IN
Reuters: GACM.BO
References
Holmic augments stake in Gujarat Ambuja Source: IRIS NEWS DIGEST
Our Achievements
ACL has established bench marks for the cement industry in various aspects of
energy, productivity and quality etc.
Apart from being Environment conscious various awards particularly National award
for outstanding Pollution Control& Rajiv Ghandi National Quality Award from Prime
minister of India,
Best Energy Performance Award from NCBM, Productivity Award from Gujarat State
Pollution Control Board, Special shields consecutively for 3 year from Indian BUREAU
OF Mines stand testimony regarding its
1993 Ambuja cements is the fist company in the country to have been
conferred quality Systems certificate License per as ISO 9002.
1994 Bala Tondon Award – For Environment Management of Mines in
Gujarat by Mining Engineers Association of India (MEAI)
1990-96 First prize in Environment Protection & Mines area during yearly
Mining safety , Environment &Mineral conservation Week
celebration in Gujarat & Himachal
1996-97 Special shield for achieving excellence in Mining conservation
environment management and mining practices in Gujarat
1999 Environment Management systems (ISO-14001) for in Gujarat unit .
2000 Abheyraj baldota Award for Excellence in environmental
management in mining area by FIMI, ISO 14001 for H.P. unit
2. Comply with all applicable legal & other requirements related to our environmental
aspects and occupational health & safety hazards,
This policy is used for setting & reviewing our EHS objectives & targets in various
areas of operation. This policy is communicated to all concerned for awareness &
implementation and is available to public.
About The Project
The duration of my project was of two months during these two months I did many
things regarding my project as I was also the part of operations I also understands how the
operations department works at Ambuja Cement Ltd. How the shares of the client are kept in
electronic form in the client’s account and how it is dematerialized by operations department
at Ambuja Cement Ltd.
Learning
Play has been approached by several theorists as the first form of learning. Children
play, experiment with the world, learn the rules, and learn to interact. Vygotsky agrees that
play is pivotal for children's development, since they make meaning of their environment
through play.
TRAINING AND DEVELOPMENT
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 behaviors to enhance the performance of
employees. Training is 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.
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 surprise. Secondly, it helps
in increase in concentration, which is the crucial factor to make the 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.
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.
Consider an example; the objective of one training program is to deal effectively with
customers to increase the sales. Since the objective is known, the designer will design a
training program that will include ways to improve the interpersonal skills, such as verbal and
non verbal language, dealing in unexpected situation i.e. when there is a defect in a product
or when a customer is angry. 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.
Models of Training
Training is a sub-system of the organization because the departments such as,
marketing & sales, HR, production, finance, etc depends on training for its survival. Training
is a transforming process that requires some input and in turn it produces output in the form
of knowledge, skills, and attitudes (KSAs).
5. EVALUATION – The purpose of this phase is to make sure that the training program has
achieved its aim in terms of subsequent work performance. This phase consists of identifying
strengths and weaknesses and making necessary amendments to any of the previous stage
in order to remedy or improve failure practices.
The ISD model is a continuous process that lasts throughout the training program. It
also highlights that feedback is an important phase throughout the entire training program. In
this model, the output of one phase is an input to the next phase.
Transitional model
Transitional model focuses on the organization as a whole. The outer loop describes
the vision, mission and values of the organization on the basis of which training model i.e.
inner loop is executed.
Vision – focuses on the milestones that the organization would like to achieve after the
defined point of time. A vision statement tells that where the organization sees itself few
years down the line. A vision may include setting a role mode, or bringing some internal
transformation, or may be promising to meet some other deadlines
Mission – explain the reason of organizational existence. It identifies the position in the
community. The reason of developing a mission statement is to motivate, inspire, and inform
the employees regarding the organization. The mission statement tells about the identity that
how the organization would like to be viewed by the customers, employees, and all other
stakeholders.
Values – is the translation of vision and mission into communicable ideals. It reflects the
deeply held values of the organization and is independent of current industry environment.
For example, values may include social responsibility, excellent customer service, etc.
The mission, vision, and values precede the objective in the inner loop. This model considers
the organization as a whole. The objective is formulated keeping these three things in mind
and then the training model is further implemented.
TRAIN AND RETAIN TO STOP THE DRAIN
In today’s competitive world, where margins are constantly under pressure, training
budgets are the first to axed. So it becomes imperative that the training model that is evolved
should be less capital intensive and not dependent upon profit margins and profitability.
Although training needs are identified much before training programmed actually
commence but still some crucial points are left some un-addressed.
For example very little is done to know the opinion of the employee about training
need identified for him as to what he feels about the same .99% cases employee is
nominated by higher authorities instead of chance being given to volunteer program under
the notion that boss is always right and he knows the best off. Taking this in context there are
many organization where some employee who are earmarked are regularly nominated to
attend training program. “He is stressed out, why don’t pack him up for a training program”
approach.
CHAPTER-3
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
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 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
BEST TIME TO IMPART TRAINING TO EMPLOYEE
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.
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.
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.
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.
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.
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 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.
Employees of any position in the company who are heading towards retirement will
benefit from learning about health, social life, work opportunities money management
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.
A TRAINING TOOL: INSPIRING OTHERS
In the new era 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 humor. 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, 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.
• Less expensive
• Tells the trainees what you will be doing so they understand what you will be showing
them
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.
The financial costs that occur in the demonstration method are as follows:
According to a recent survey, about 75% of the organizations are providing training to
employees through Intranet or Internet. Internet is not the method of training, but has
become the technique of delivering training. The growth of electronic technology has created
alternative training delivery systems. CBT does not require face-to-face interaction with a
human trainer. This method is so varied in its applications that it is difficult to describe in
concise terms.
The various methods that come under Cognitive approach are :
o VIRTUAL REALITY
Behavioral methods are more of giving practical training to the trainees. The various
methods under Behavioral approach allow the trainee to behavior in a real fashion. These
methods are best used for skill development.
o BEHAVIOR-MODELING
o BUSINESS GAMES
o CASE STUDIES
o EQUIPMENT STIMULATORS
o IN-BASKET TECHNIQUE
o ROLE PLAYS
Both the methods can be used effectively to change attitudes, but through different means.
Another Method is MANAGEMENT DEVELOPMENT METHOD –
COACHING
It is one-to-one interaction
It helps in identifying weaknesses and focus on the area that needs improvement This
method best suits for the people at the top because if we see on emotional front, when a
person reaches the top, he gets lonely and it becomes difficult to find someone to talk to. It
helps in finding out the executive’s specific developmental needs. The needs can be
identified through 60 degree performance review.
The procedure of the coaching is mutually determined by the executive and coach.
The procedure is followed by successive counseling and meetings at the executive’s
convenience by the coach.
1. Understand the participant’s job, the knowledge, skills, and attitudes, and resources
required to meet the desired expectation
2. Meet the participant and mutually agree on the objective that has to be achieved
4. At the job, show the participant how to achieve the objectives, observe the
performance and then provide feedback
For the people at middle-level management, coaching is more likely done by the supervisor;
however experts from outside the organization are at times used for up-and-coming
managers. Again, the personalized approach assists the manger focus on definite needs and
improvement
Mentoring
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. By dealing with diverse mentee’s, the executive is given the chance to grow
professionally by developing management skills and learning how to work with people with
diverse background, culture, and language and personality types Executives also have
mentors. In cases where the executive is new to the organization, 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
• 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
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 how the organization is perceived from the outside broadens the executive’s
outlook on the process of the organization. Or the rotation might be to a foreign office to
provide a 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 level 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
• Assessment of the employees who have the potential and caliber for filling the position
There are many management development techniques that an employee can take in off the
job. The few popular methods are:
SENSITIVITY TRAINING
The methods that are used to analyze the individual need are:
Operational Level – Training Need analysis at operational level focuses on the work that is
being assigned to the employees. The job analyst gathers the information on whether the job
is clearly understood by an employee or not. He gathers this information through technical
interview, observation, psychological test; questionnaires asking the closed ended as well as
open ended questions, etc. Today, jobs are dynamic and keep changing over the time.
Employees need to prepare for these changes. The job analyst also gathers information on
the tasks needs to be done plus the tasks that will be required in the future. Based on the
information collected, training Need analysis (TNA) is done.
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 their
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 be
delivered. Trainers break the content into headings, topics, ad modules. These topics and
modules are then classified into information, knowledge, skills, and attitudes.
• Trainees’ background
• Time allocated
• Style preference of trainer
• Level of competence of trainer• Availability of facilities and resources, etc
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
• Furnishings and equipments
• Budget
• Design of the training, etc
Training Implementation
To put training program into effect according to definite plan or procedure is called
training implementation. Training implementation is the hardest part of the system because
one wrong step can lead to the failure of whole training program. Even the best training
program will fail due to one wrong action.
Implementing Training
Once the staff, course, content, equipments, topics are ready, the training is implemented.
Completing training design does not mean that the work is done because implementation
phase requires continual adjusting, redesigning, and refining. Preparation is the most
important factor to taste the success. Therefore, following are the factors that are kept in
mind while implementing training program:
The trainer – The trainer need to be prepared mentally before the delivery of content.
Trainer prepares materials and activities well in advance. The trainer also set grounds before
meeting with participants by making sure that he is comfortable with course content and is
flexible in his approach.
Physical set-up – Good physical set up is pre-requisite for effective and successful training
program because it makes the first impression on participants. Classrooms should not be
very small or big but as nearly square as possible. This will bring people together both
physically and psychologically. Also, right amount of space should be allocated to every
participant.
Establishing rapport with participants – There are various ways by which a trainer can
establish good rapport with trainees by:
Training Evaluation
Feedback: It helps in giving feedback to the candidates by defining the objectives and linking
it to learning outcomes.
Power games: At times, the top management (higher authoritative employee) uses the
evaluative data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are aligned with the
expected outcomes.
Before Training: The learner’s skills and knowledge are assessed before the
training program. During the start of training, candidates generally perceive it as a waste of
resources because at most of the times candidates are unaware of the objectives and
learning outcomes of the program. Once aware, they are asked to give their opinions on the
methods used and whether those methods confirm to the candidates preferences and
Learning style.
During Training: It is the phase at which instruction is started. This phase usually consist
of short tests at regular intervals
After Training: It is the phase when learner’s skills and knowledge are assessed again to
measure the effectiveness of the training. This phase is designed to determine whether
training has had the desired effect at individual department and organizational levels.
Techniques of Evaluation
• Observation
• Questionnaire
• Interview
• Self diaries
• Self recording of specific incidents
Quality
Continuous training was used to transmit new business strategies and new
organization culture.
Organizational Development
Company made a major training program after making two third work forces
redundant. This involved both vocational training and encouraging employee to take
educational courses in their free time.
In certain companies training formed part of the pay packet offered to employees. It
also had a bearing on the Lab our turnover percentage of employee. In other way we can say
its like cost to company.
Corporate structure
The findings suggest that the role of the professional trainer had undergone significant
changes. He is today not only a mere provider or organizer of training but also is being seen
as an agent or facilitator of change. This because today the management is integrating
training into the very culture of their organization. In some organization the trainers now have
access to key decision-makers and have established greater legitimacy for training and
development activities.
Although the need for continuing training of manager and professional is being
assessed on a more systematic basis this has not been extended more widely.
TYPES OF TRAINING METHODS ADOPTED BY AMBUJA
CEMENT LTD
The training methods which are generally used in an organization are classified into
two i.e.
1) On the job: On-the-job training places the employees in an actual work situation and
makes them appear to be immediately productive. It is learning by doing. For jobs, that
either are difficult to simulate or can be learn quickly by watching and doing on-the-job
training makes sense.
Computer-Based Training
Coaching
Job Rotation
Mentoring
One of the drawbacks to on-the-job training can be low productivity while the
employees develop their skills. Another drawback can be the errors made by the trainees
while they learn. However, when the damage the trainees can do is minimal, where training
facilities and personnel are limited or costly, and where it is desirable for the workers to learn
the job under normal working conditions, the benefits of on-the-job training frequently offset
its drawbacks.
(ii) Job Instruction Training: JIT consists of four basic steps:
(a) Preparing the trainees by telling them about the job and over coming their uncertainties
(c) Having the trainees try out the job to demonstrate their understanding; and
(d) Placing the workers into the job, on their own, with a designated resource person to call
upon should they need assistance.
2) Off the job: Off-the-job training covers a number of techniques – classroom lectures,
films, demonstrations, case studies and other simulation exercises, and programmed
instruction. The facilities needed for each of these techniques vary from a small make shift
classroom to an elaborate development center with large lecture halls, supplemented by
small conference rooms with sophisticated audiovisual equipment, two-way mirrors, and all
the frills.
(ii) Simulation exercises: Any training activity that explicitly places the trainee in an artificial
environment that closely mirrors actual working conditions can be considered a simulation.
Simulation activities include case exercises, experimental exercises, complex computer
modeling, and vestibule training.
(iii)Vestibule training: In vestibule training, employees learn their jobs on the equipment
they will be using, but the learning is conducted away from the actual work floor. In the 1980s
many large retail chains train cashiers on their new computer cash registers – which are
much more complex because they control inventory and perform other functions in addition
to ringing up orders – in specially created vestibule labs that simulated the actual checkout-
counter environment.
Training, as a process of long tem learning is essentially a developmental tool.. By
effectively utilizing this tool, the organization expects to achieve career objectives.
special Project
Induction Program
OH&S training
In last two moths the candidate work in Various dept. Of the organization
After Completing 5 moths training the trainee shift to their own dept.
ASSESSMENT OF TRAINING NEEDS
There are five steps towards the assessment and analysis of training and
development of the organization.
Collection of information through interviewing and discussing with key personnel
both inside and outside the organization or specific departments; observing the work
place, working conditions, processes and outcomes; examining records, other written
information and annual employee appraisal.
Compare performances of each department and each employee against
objectives, targets and standards set for them and keeping in mind future work
requirements in the organization.
Identify cause of problems faced by the organization to enable the management to
train the employees in handling the problems as well as solving the problem in a
satisfactory manner.
Segregate identified problems into problems requiring staff development action
such as training and into problems requiring other management actions, so that these
problems are accurately addressed.
Prioritize training actions in accordance to where the training need is more urgent.
As the organizations are expanding globally, training has become quite an essential
ingredient to improve performance. However, unavailability of budget necessary to achieve
goals results the training function to be at the bottom of priority list. Besides that, managers
do not fully adapt according to the local environment for the transfer of training. Very often,
managers use minimum of locally suitable resources or the most critical material like
employee handbooks. Training success in various countries requires cross cultural literacy
i.e. understanding of how cultural differences across nations can affect the way training is
given. At the same time, different cultures may or may not be supportive in the transfer of
training, in the sense that cultural factor may lower or raise the cost of training.
Case Study – A very brilliant marketing professional went to Arab for the sale of his
Company’s soft drink. But he came back with no results. When asked about the failure of the
mission, he answered that he prepared three cartoons. Cartoon-1- Displaying a man looking
exhausted and tired, is walking in desert in scorching heat. Cartoon-2- Displaying the same
man opening bottle and drinking the soft drink. Cartoon-3- Displaying the man feeling alive
and refresh again. Though, his strategy was good, unfortunately fails because he was
unaware that Arab people read from right to left. Moral here is localization is a key to
success.
There are some major barriers in the transfer of training when it comes to giving
training in other countries.
Culture
1. Spoken
2. Unspoken
Social Structure
1. Individual
2. Assumptions
3. Group
Communicating the information to different people from different cultures and different
nationalities can give rise to many problems. Many simple things that seem simple and
straightforward to communicate become difficult when it comes to communicating in different
environment. Giving training in one’s own culture is quite different from giving training in
different culture. Being a good trainer is not the only requirement but understanding socio-
economic and cultural backgrounds has now become an important part.
Values, norms, attitude are the building blocks of culture. Values means what a group
of people believes to be good, bad, right, or wrong. Norms means the social rules and
guidelines that prescribe appropriate behavior. Attitude disposes a person to act in a certain
way toward something in certain situation. A trainer giving training in different culture has to
keep these things in mind before delivering content.
Instances: A good case that concerns attitude towards time in different cities: People are very
punctual in United States.
People from US tend to come little early for any meeting, or when invited for dinner,
party to someone’s home because in their culture it is considered to be polite to arrive on
time. In Great Britain, people tend to come late for any appointment. If called at 5 P.M., that
means come at 5.30 or 6 P.M. Even for Argentineans, coming on exact time is far too early.
For instance, In US, if the trainer gets late for a scheduled training session it is treated as a
breach of etiquette. And it may result in loss of trainer’s respect and failure in transfer of
training. Age, Gender, and Professional Status – Different cultures give different regard to
age, gender, and professional qualification. For example, in Japan, people give high regard
to older people. Older people are regarded as having greater knowledge, skills, wisdom, and
abilities. Respect in the sense that people are more willing to listen to and seriously consider
the information. In such a culture, a young trainer might have to work harder to gain attention
and face problems in executing the program and transfer of training.
Similarly, some countries are also biased about the gender. Like in Gulf countries,
women’s role is limited to households only. In such a culture, it is not possible for women
trainers to undergo training programs because people will not be as receptive as in other
culture.
Same is with high professional status- the higher the qualification of the trainer, the
more will be the importance attached to the information.
Spoken Language– Trainees’ receiving training prefer to speak in their own language and
trainer being able to speak the local language can help establishing rapport among trainees,
which may be very important for the transfer of training. Language is one of the major
barriers when it comes to giving training in cross-cultural environment. Chinese is the mother
tongue of the largest number of people (shown below), followed buy English and Hindi.
Percentage of the people speaking their first language
Stakeholders in Training
There are three major stakeholders in training program
1. The Organization
2. The Trainee
3. The Trainer
Stakeholders in the training take a training plan forward, perhaps over a period of one year,
and sets parameters and priorities for the implementation stage. General Questions,
which are asked in relationships to the training systems, are:
What type of training is required?
Why the training is required?
What is the budget of the training?
What are the most sensitive and critical areas?
How the training will be carried out?
By whom the training program will be carried out?
Where and when will the training program be carried out?
Role of Organization in Training and Development
Questionnaire on Study on Effectiveness of Training & Development
An organization has a very close relationship with the trainee and the trainer because it is the
first contact for both.
The demand for the training in the organization increases when the organization wants:
To hire new people – training as a means of training new recruits
To Expand – When the company wants to increase its headcount
To increase certain number of staff (in position) by a certain date
To enhance the performance of employees
Organization’s name to be a part of training unit.
Demand for training also increases when there is change in the nature of job,
change in taste of consumer, change in methods of product development, etc. The
organization goes through the following steps for the transfer of training to the
field.
Trainer’s Skills
The skills that need to be present in a trainer are:
• Training Design
• Evaluating the training program
• Training need analysis
• Worksheet design
• Exercises design
Role of Trainer
Facilitation Of Training
Facilitation of Transfer of Training through Focus on Trainee and Organization
Intervention Focus on Trainee Focus on Organization Intervention
Focus on Trainee
Training is successful not only with good training design and training objectives but
also with the readiness and willingness of the trainees.
For the training to be successful, three things are required
1. Motivation
2. Knowledge, Skills, and Attitudes (KSAs)
3. Expectations towards Training
Expected Performance is directly proportional to the multiplication of motivation,
required KSAs, and expectations towards training i.e.
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.
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.
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, 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 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
NEW ELECTRONIC TECHNOLOGIES IN TRAINING
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.
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.
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.
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
(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?
Chapter 4
METHODOLOGY OF THE PROJECT
Interview
Preparation of the summary expressed
Recommendation of fall back site
Questionnaire design
RESEARCH DESIGN
Descriptive Design.
Sample Size:
To understand the training and development scenario at Ambuja Cement Ltd. 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
Ambuja Cement Ltd.
80
70
60
50
40
40 Respondents
30 27.5
22.5
20
10
10
0
Every Time Mostly Som e tim e No
Interpretation:-
The above graph indicates that the HOD mostly ask from employ for what type
of training/development do you wants. Which percentage is 40%
Satisfaction Level with the training/development Model of training and development.
80
70
60
50
40
Respondents
30
20
10
0
Strongly Satisfied Satisfied Som ew hat Dissatisfied
Satisfied
INTERPRETATION:-
The above chart indicates that employees are satisfied with the
training/development model which follows on those
Force apply on Employees for attending a training/development program which is not
valuable for Duties.
Total 40 100
80
70
60
50
40 Respondents
30
20
10
0
Every Time Mostly Som e tim e No
INTERPRETATION:-
The above chart indicates that no any type of force apply on the employ for
attending those training program which are not valuable for us.
.
The training/development program is helpful for employees.
Response No. of respondents Percentage
Strongly Helpful 12 30.00
Helpful 24 60.00
Some time 04 10.00
No 00 00.00
Total 40 100
80
70
60
50
40 Respondents
30
20
10
0
Strongly Helpful Helpful Som e tim e No
INTERPRETATION:-
The above graph indicates that the training/development program helps the
employees for doing their current Job.
Satisfaction Level with the facility provided to Employees during the
training/development program (like lunch break, tea break, training room etc)
80
70
60
50
40
Respondents
30
20
10
0
Strongly Satisfied Satisfied Som ew hat Dissatisfied
Satisfied
INTERPRETATION:-
This graph indicates that the employees are satisfied with the facility which are
provided to employees during training program
Type of training/development which is more helpful or valuable for Employees to
understand the concept?
80
Respondents
70
60
50
40
30
20
10
0
Training on Training through Training w ith Training in Class
Com puter graph, Pictures, experim ent room
Diagram etc
INTERPRETATION:-
80
70
60
50
40
30
20
10
0
As form ality Under a force of According to your As a
m anagem ent observation responsibility
during training
Respondents
INTERPRETATION:-
The above graph shows that Employees fills the form according to their
observation.
The duration of your training/development program:
Respondents No. of respondents Percentage
Sufficient 23 57.50
To be extended 11 27.50
To be shortened 03 07.50
Manageable 03 07.50
Total 40 100
80
70 Respondents
60
50
40
30
20
10
0
Sufficient To be extended To be shortened Manageable
INTERPRETATION:-
Total 40 100
80 Responden
70 ts
60
50
40
30
20
10
0
Every Tim e Mostly Som e tim e No
INTERPRETATION:-
The above graph indicates that the employees some time face the problem
after completing their training program.
The conditions that have to be improved during training/development period.
80
70
60
50
40
30
20
10
0
Re-design the Rem ove Re-organize Upgrade the Nothing to Do
training interference the training inform ation of
program place the material
given during Respondents
training
INTERPRETATION:-
The above graph indicates that the employees wants that Upgrade the
information of the material given during training/development program.
1. The firm
*1) . When the Training/development needs is Identify by your HOD. Is your HOD
asked from you what type of training and development do you want?
Every Time
Mostly
Some time
No
*2) Are you satisfy with the training/development Model of training and development
which is organization follow on you?
Strongly satisfied
Satisfied
Somewhat satisfied
Dissatisfied
*3) Any Type of force apply on you for attending a training/development program
which is not valuable for your Duties?
Every Time
Mostly
Some time
No
*4) The training/development program which is follows on you. Is it helpful for you
doing your current Job? ?
Strongly Helpful
Helpful
Some time
No
*5) Are you satisfy with the facility provided to you during training/development
program (like lunch break, tea break, training room etc)?
Strongly satisfied
Satisfied
Somewhat satisfied
Dissatisfied
*6) What type of training/development do you think more helpful or valuable for
understand the concept?
Training on Computer
Training through graph, Pictures, Diagram etc
Training with experiment
Training in Class room
*7) How you fill Evaluation form:
As formality
Under a force of management
According to your observation during
As a responsibility
*10) What are the conditions that have to be improved during training/development
period?
Re-design the training program
Remove interference
Re-organize the training place
Upgrade the information of the material given during training
Nothing to Do
CHAPTER-5
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
ambiguity.
2. All the secondary data are required were not available.
3. Respondents were found hesitant in revealing opinion about supervisors and
management.
4. Questionnaire is objective type and respondents can’t tick on more than one option.
SUGGESTIONS
Under noted few suggestions cum conclusion can be taken as for implementation to reap
furthers 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
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 Ambuja Cement Ltd
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. And from my survey I
fond that the training with experiment more valuable than other methods and also
employees like this method and Upgrade some changes required in your training material
collection
And some problems Face by the employees after completing their training program.
Conclusion
The Project on training and development at Ambuja Cement Ltd. Has give me an
exposure to the real working in the Company. I feel Privileged to get practical
exposure to various aspects of Human Resources Management of HR, Records,
Induction program etc.
Before starting my summer project I had an Idea of conducting Training and
Development only on the function of Human Resources Management. But the
company and especially Mr. AC Verma, Mr. Ajay Shina and Mr. Davindar Kumar
provided me the entire Universe to conduct the training process. There were no
restrictions on me for visiting any department or taking to any employee in the
Company regarding my project. All the files and records were available, which helped
me a lot in my project.
This was a very live project for me because carrying out the entire process at
my own gave me a great insight to learn various aspects of Training and Development
process in company.
I have gained a lot of Knowledge during my training of 7 weeks in Ambuja Cement
Ltd.
CHAPTER-6
BIBLIOGRAPHY
BOOKS:
WEBSITES:
www.GujratAmbuja.com
www.wikipedia.org
www.naukrihub/training and development.com