Neetu Project

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A A PROJECT REPORT PROJECT REPORT

ON

TRAINING AND DEVELOPMENT TRAINING AND DEVELOPMENT

Submitted in partial fulfillment of the requirement of

Master of Business Administration (MBA)

PUNJAB TECHNICAL UNIVERSITY

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9214740076

Training Institute South Ex-I

MBA 4

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SEM (HR)

SESSION: 2009-2011

DIRECTORATE OF OPEN AND DISTANCE LEARNING

PUNJAB TECHNICAL UNIVERSITY, JALANDHAR

THROUGH CENTRE CODE-1103

SOFTDOT HI-TECH EDUCATIONAL & TRAINING INSTITUTE

NEETU TANWAR | 9214740076 |

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---MRS. SUDHA BARNWAL MRS. SUDHA BARNWAL (PROJECT SUPERVISOR) (PROJECT SUPERVISOR) NEETU TANWAR | 9214740076 |

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STUDENT DECLARATION STUDENT DECLARATION

I,

I, Neetu Neetu TTanwaranwar, student of , student of MBA (HR),MBA (HR), batchbatch 2009-20112009-2011, studying at, studying at Softdot Hi-Softdot Hi-Tech Educational & Training Institute

Tech Educational & Training Institute,, New DelhiNew Delhi, hereby declare that the, hereby declare that the the project report on “

the project report on “TRAITRAINING NING AND AND DEVEDEVELOPMLOPMENTENT: : TRAITRAININGNING NE

NEED ED IDIDENENTITIFIFICACATITION ON & & EVEVALALUAUATITION ON OF OF EXEXECECUTUTIVIVESES”” submitted to

submitted to Punjab Technical University, JallandharPunjab Technical University, Jallandhar in partial fulfillmentin partial fulfillment of

of dedegrgree ee of of MaMastster’er’s s of of BuBusisineness ss AdAdmimininiststratratioion n is is ththe e ororigigininal al wowork rk conducted by me.

conducted by me.

I also declare that this project is the result of my own effort and the information I also declare that this project is the result of my own effort and the information and data given in the report is

and data given in the report is authentic to the best of my authentic to the best of my knowledge.knowledge.

This summer training report is not being submitted to any other university for This summer training report is not being submitted to any other university for

award of any other degree,

award of any other degree, diploma and fellowship.diploma and fellowship.

Ms. Neetu Tanwar Ms. Neetu Tanwar Roll No. 9214740076 Roll No. 9214740076

NEETU TANWAR | 9214740076 |

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ACKNOWLEDGEMENT

I would like to take an opportunity to thank all the people who helped

me in collecting necessary information and making of the report. I am

grateful to all of them for their time, energy and wisdom.

Getting a project ready requires the work and effort of many people. I

would like to thank to all those who have contributed in completing this

project. First of all I would like to send my sincere thanks to MRS.

SUDHA BARNWAL for her helpful hand in the completion of my

project.

Ms. Neetu Tanwar

Roll No. 9214740076

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CONTENTS

Introduction of Organization Business profile Introduction to Project

I. Problem definition statement II. II. Research Objective

III. Methodology IV. Limitations

Chapter-1 Litrature Reveiw 1.1 Introduction

1.2 Need for training

1.3 How training is related to HRM 1.4 Training process

1.5 Objectives and goals of training 1.5.1. Issues in employee training 1.6. TRAINING NEED ASSESSMENT 1.7. Identifying training needs

1.8. Training methods and techniques for employees 1.9. Designing training and development programme

1.10. Using the evaluation to improve training & Methods of evaluation Chaptar -2 Findings

2.1 Analysis of General feedback

2.2. Analysis of feedback on Balance of the Program 2.3. Analysis of feedback on Post Training Scenario 2.4. Overall findings of questionnaire

2.4.1. Analysis of General feedback

2.4.2. Analysis of feedback on Balance of the Program 2.4.3. Analysis of feedback on Training Program Content

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2.4.4. Analysis of feedback on Post Training Scenario 2.4.5 Forms designed

Chapter 3 Summary of findings

Chaptar 4 Conclusions and Suggestions

ANNEXURE 1

Bibliography

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EXECUTIVE SUMMARY REPORT

I did my SIP with DCM Shriram Industries Ltd. - Shriram Rayons. (www.dcmsr.com) during May - July 2011.

I was assigned the task of creating a systematic model of training, training system and design of training need identification & evaluation forms for executives.

Profile:

• Project: Training Need Identification & Evaluation of Executives. • Studying the similar systems and models of training adopted by other

companies.

• Analyzing the executive’s level in the organization and design the training

need identification forms accordingly.

• The learning from their experience.

• Pilot testing of the identification forms and to see how effectively they can

be designed.

• Documenting every activity during the project.

Reporting:

I reported to Assistant Manager, Personnel who acted as the delivery head for this particular project.

Learning during SIP:

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I learnt a lot during the project. It provided me the much needed corporate exposure (business communication, prioritizing work). Though we are

continuously given inputs on soft skills and business communication during our program; but there is no better place to hone these skills than the workplace. The plant exposure given by the organization was an added feather to my cap. It proved

as an opportunity to spent time at plant and having a direct contact with the workforce.

Preparation:

I began preparing my inputs for the project even before I joined, that helped a lot. I took along some other project titles and one of them was selected. The training model, system and forms designed were approved by the Chief Operating Officer of the organization and organization was keen to design a handbook based on the project report.

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DCM SHRIRAM RAYONS

“We have always looked upon the development of human resources as both crucial and the most rewarding task of management. I believed that not machines and techniques, but human beings are, and should be, our greatest care and concern.”

- Lala Shri Ram (1884-1963)

Founder, Shriram Group of Industries

DCM Shriram Industries Ltd. (DSIL) is the flagship company of the DCM Shriram Industrial Group based predominantly in Northern India with a portfolio of products comprising of sugar, alcohol, fine chemicals, and rayon. Tyrecord &

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textiles. The group has a strong emphasis on technology and quality as also a strong commitment to environmental & social concerns.

Business Profile

A series of ISO 9000 certified DCM Shriram Industries Ltd was formed in 1990 after the restructuring of DCM group by combining five units of DCM group namely Sugar factory at Daurala, Distillery at Daural, Rayon tyrecord plant at Kota, Liquor Operations at Daurala and Aromatic Chemicals Plant at Daurala. The company is essentially a manufacturer of Sugar, Alcohol, Chemicals and Rayons.

The company has five manufacturing units in India. Daurala Sugar works is located at Daurala, UP where Sugar, Refined sugar, Pharma Grade Sugar, Alcohol, Potable Liquor and Aromatic Chemicals are manufactured. Products like Industrial Rayon, Nylon and Chemicals are manufactred at Shriram Rayons, Kota, Rajasthan. Daurala Organics manufactures Drug Intermediates and Fine Chemicals. DCM Hyundai Ltd and Daurala Food and Beverages (P) Ltd are Shriram's promoted companies. DCM Hyundai Ltd located at Pollivakkam, Tamil Nadu manufactures Dry Cargo Marine Freight Containers, Freight Containers for Trucks and Sheet and metal fabrications and Daurala F and B (P) Ltd is manufacturer of Scotch and Blended Whickies and Liqueurs.

The company had promoted ISO 9002 certified Daurala Organics Ltd in 1994 to manufacture high technology, high value drug intermediates.

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For over a hundred years, the name DCM Shriram has been synonymous with Excellence, Quality, Integrity, Environmental consciousness and pioneering spirit. This is the legacy that DCM Shriram Industries Group - born in 1990 on restructuring of the erstwhile DCM Ltd - aspires to live up to & surpass.

As a business group that has inherited the rich legacy of sound governance, effective corporate management, technological sophistication & above all the goodwill & loyalty of numerous stakeholders & associates, we continue to build our business on the vision & values endowed by our founder.

DCM Shriram Industries is a diversified group with operations in Sugar, Alcohol, Organic and Inorganic Chemicals, Drug Intermediates, Rayon Tyrecord, Shipping Containers and processed cotton yarn.

The group comprises five main business operations, each with a history of consistent performance over the years.

Daurala Sugar Complex, comprising a cane sugar plant, distillery and an aromatic chemicals unit.

Shriram Rayons, comprising rayon tyrecord/yarn/fabric and nylon chafer/fabric plants.

Daurala Organics, manufacturing new generation drug intermediates. Daurala Foods & Beverages (P) Ltd., manufacturing high-class liquors. DCM Hyundai Ltd., manufacturing shipping containers.

As market-driven agglomerate, responsive to customer needs, DCM Shriram Industries group remains committed to continuous modernization, expansion, diversification and innovation.

It is a commitment that has helped us maintain leadership in every area of our operations.

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DCM is definitely maintaining a tradition of excellence.

NEETU TANWAR | 9214740076 | MBA (HR) | 12

1889 Delhi Cloth Mills founded at Delhi 1932 Sugar factory set up at Daurala

1934 Textile Mills set up at Lyallpur (Now Faisalabad in Pakistan)

1940 Sugar factory set up at Mawana

1941 Heavy inorganic chemicals plant set up at Delhi 1943 Distillery set up at Daurala

1948 New textile mills set up at Delhi

1958 Spinning mills at Hissar and Silk mills set up at Delhi

1960 PVC, Chlor-alkali and Calcium Carbide plant set up at Kota 1965 Rayon tyrecord plant set up at Kota

1967 Liquor operations started at Daurala 1969 Urea plant set up at Kota

1970 Aromatic chemicals plant set up at Daurala 1972 Textile mills set up at Dasna

Computers unit set up at Delhi

1977 Precision castings (for automobiles) foundry set up at Ropar 1990 DCM restructured into 4 different groups

(Birth of DCM Shriram Industries Group)

1994

Drug intermediates company established with works at Daurala

(Daurala Organics Ltd.)

Yarn dyeing and processing unit established at Alwar (Indital Tintoria Ltd.)

1995 Shipping containers company established at Chennai (DCM Hyundai Ltd.)

1997

Joint Venture Liquor company established with works at Daurala

(DCM Remy Ltd.)

2004 Commercial production of Anhydrous Alcohol (for admixing field)

2005 Daurala Organics Ltd. , amalgamated with DCM SHRIRAM INDUSTRIES Ltd.

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MILESTONES

PRODUCTS AND UNITS

Manufacturing Units

Place Products

Daurala Sugar Works

Daurala, U.P. - Sugar

- Refined Sugar - Pharma Grade Sugar - Alcohol

- Potable Liquor - Aromatic Chemicals

Shriram Rayons Kota, Rajasthan. - Industrial Rayon

- Nylon

- Chemicals

Daurala Organics Daurala, U.P. - Drug Intermediates - Fine Chemicals

DCM Hyundai Ltd. Pollivakkam, Tamil Nadu.

- Dry Cargo Marine Freight Containers

- Freight containers for Trucks

- Sheet metal fabrications Daurala F & B (P)

Ltd.

Daurala, U.P. - Scotch & Blended Whiskies

- Liqueurs

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ENVIRONMENT HEALTH & SAFETY

DCM Shriram Industries Group has always been dedicated to meeting their responsibility towards protection of environment and conserving scarce natural resources. This has prompted us to adopt the following measures:

• Boilers modified for multi-fuel arrangement and can be run on various

renewable fuels, viz., bagasse, rice-husk and eco-friendly bio-gas (methane).

• Effective flue gas wet scrubbing system using in-house technologies to

release pollution free flue gases.

• ESP's

• Bio-methanation and secondary Plant set up to obtain eco-friendly bio-gas

from distillery effluent, using in-house technologies.

• Effluent Treatment Plants set up in all factories to not only control discharge

of pollutants within prescribed limit but also generates bio gas which is used as a clean fuel in the boilers

• Green Belt in and around the factory and residential complexes. • Minimizing energy and water consumption in processes.

• Yearly Plantation practice.

• Newer technologies are adopted to minimize consumption of energy and

water in the complex.

• Bio compost plant provides eco-friendly manure to the farmers of the area.

It is our policy to maintain the wholesomeness of the environment and preserve the ecosystem.

HEALTH & SAFETY

Health and safety of employees and the public is of paramount importance to us.

• Shriram Rayons has won the National Safety Award for 15 Yrs.

• Organize regular training programmes covering all aspects of safety and

hazardous operations.

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• Assessment and elimination of potential hazards/risks to Safety, Health and

the environment, supported by regular safety audits and timely implementation and maintenance of safety systems supported by periodic drills and rehearsals.

ABOUT SHRIRAM RAYONS

Shriram Rayons was set up in 1965 to produce rayon tyre cord. The engineering and design was provided by Chemtex of USA.

Shriram Rayons is amongst the country's major manufacturers of high grade rayon tyre cord with nylon and rayon conversion facilities catering to the needs of both domestic and overseas markets. It also has a complex for the manufacture of inorganic chemicals.

Technology Sources

- Beunit Fibres Inc, USA. - Chemtex Inc, USA.

Quality Systems

Certified under ISO 9002 by RWTUC, Germany .

ACHIEVEMENTS

• We are known for adapting to change. We have transformed the unit from

domestic one to a virtual 100% Export Oriented Unit.

• Recipients of 8 Export Awards for highest exports of Rayon Tyre Cord

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Product from the Silk & Rayon Textile Export Promotion Council.

• Recipients of 15 Safety Awards for safe and healthy operations from

Government of India .Ministry of Labor.

• We have been accredited with ISO-9002/ 9001/2000 from RWTUV of

Germany continuously since 1994.

SOCIAL CONCERNS

Helping to improve the quality of life of our workers is very much a part of the basic management philosophy at DCM Shriram Industries.

Facilities like housing, education, medicare, family welfare, libraries and reading rooms, play grounds and cultural centres for employees and their families are provided at all our units.

Highlights

• Workers' clubs equipped with reading room, sports room, gymnasium etc. to

encourage social interaction.

• In-house facilities for regular sports and cultural events at all units, to

encourage participation by all employees and their families.

• Sponsoring of national sporting events, like the DCM Shriram Air Force

Open Golf Championships & DCM Shriram All India Hockey Tournament.

• Annual Shankar Shad Mushaira with participation of distinguished poets. • Organizing free family planning & welfare camps in rural areas in

collaboration with the local administration on a regular basis.

• Operating charitable hospitals for the workmen as well as people of the

nearby villages.

• Maintaining green belts in and around manufacturing sites.

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NEETU TANWAR | 9214740076 | MBA (HR) | 17 CMD

MD

Chief Operating Officer

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NEETU TANWAR | 9214740076 | MBA (HR) | 18 Sr. General Manager Dy. General Manager General Manager Asst. General Manager Sr. Manager Manager A Dy. Manager Manager B

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NEETU TANWAR | 9214740076 | MBA (HR) | 19

Dy. Supdt. A

Officer Asst. Manager

Dy. Supdt. B

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INTRODUCTION

Focus of the Project

Training seems very limited and restricting. Life is all about improvement and improvement is done through transformation.

Transformation-whether of the organization or of individuals- always help liberates and enables people. Training is to bring about the transformation in people’s hearts and minds.

In the project undertaken in DCM Shriram Industries Ltd. – Shriram Rayons, I will under the guidance of the Company Guide and Faculty Guide will identify the training needs of the organizations executives respectively. This project will help the organization to design a structured training module for executives and designing identification and

assessment forms for training needs.

Under the guidance of both the Company Guide and Faculty Guide, I propose to implement the following model and training system to make a

structured training module for organization’s requirements and suitability.

Model for a Systematic Approach to Training

I. Obtaining of Corporate Objectives:

Linkage of training with corporate objectives and strategies.

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Organizational Analysis: Identification of organization objectives, needs, growth

potential and resources.

Task Analysis: Identification of knowledge, skills and attitudes required.

Manpower Analysis: Identification of target population and performance analysis.

Statement of training need: Identification of gap between existing and required level

of knowledge, skills and attitudes.

Isolate problem areas amenable to resolution through training.

III. Training Objectives and Plan of Training:

Setting training objectives: In terms of behavioral changes.

Develop measures of job proficiency: In terms of outputs/results. Develop training policy, plan, procedures, and records.

IV. Design, Conduct and Evaluate:

Plan and design training programmes: Course construction. Arrange resources.

Conduct training programmes: Individual, Group, On-the-job

Follow-up and Evaluation: Carry out evaluation against objectives set.

V. Obtain Feedback and Action:

Validate: Against measures of job proficiency. Ensure feedback of results

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Assessment of Training Needs and Remedial Measures

Training System

Performance Deficiency

Lack of Skill or knowledge or Attitude

Other Causes

Training Non-training Measures

Approval for Training Budget Self Training Needs Training Needs Recommended by HODS Performance Appraisal Training Identification Form Discussion with HOD Training Need Analysis

Survey Training Calendar Training Effectiveness Form by HOD Training

Pro ramme Training_Feedback Form Department -wise Employee Training Record Employee Training Record Organizational need Analysis

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I.

STATEMENT OF PROBLEM AND ITS IMPORTANCE

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 is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees.

As jobs have become more complex, the importance of employee training has increased. When jobs were simple, easy to learn, and influenced to only a small degree by technological changes, there was little need for employees to upgrade or alter their skills. But the rapid changes taking place during the last quarter century in our highly sophisticated and

complex society have created increase pressures for organizations to readopt the products and services produced, the manner in which products and services are produced and offered, the types of jobs

required, and the types of skills necessary to complete these jobs.

Evaluating training effectiveness:

It is not enough to merely assume that any training in an organization offers is effective. We need to develop substantiate data to determine whether our training effort is achieving its goals; that is if it is correcting the deficiencies in the skills, knowledge or attitudes that were assessed as needing attention. It is often easy to generate a new training program, but if all training effort is not evaluated, it becomes possible to rationalize any employee training efforts. To avoid the uncontrolled expansion of

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training costs, management must insist on a thorough cost benefit evaluation to ensure that the training dollars generate satisfactory returns.

Here are the three approaches, each of which offers improvement over subjective opinions.

• Test-retest method:

Participants are given a test before they begin the program. After the program is completed, the participants retake the test. The difficulty

arises in attempting to substantiate those changes in the test scores will be reflected in performance and that whatever changes has occurred can be fully attributed to instructions.

• Pre-post performance method:

The utilization of tests as proxies for job performance creates the opportunities for error. The pre-post performance method is designed to correct this error. In this method each participant is evaluated prior to the training and rated to the actual job performance. After instruction is completed participants are re-evaluated. This directly deals with job behavior.

• Experimental control group method:

Two groups are established-comparable as to skills, intelligence and learning abilities-and evaluated on actual job performance. Members of the control group work on the job but do not undergo instruction. The experimental group is given the instruction. At the conclusion of the

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training the two groups are re-evaluated. If the training is really effective, the experimental group’s performance will have improved, and its performance will be substantially better than that of the control group. This approach attempts to correct for factors other than the instruction program that influence job performance.

Summary

From the three methods mentioned, the experimental control group method is preferred. But costs, time and questions about the ethical activity is withholding training from some employees may make this method inappropriate. With in the evaluation we should assess four areas:

• Trainee reaction

• Learning

• Behavior

• Results

The trainee’s reaction includes the subjective assessment. If the objective of the program is consistent with the expectation of the participants. If the trainees perceive that the training program was ineffective, this should immediately raise a red flag about the program. An excellent reaction in the participants may indicate that the session had an entertainment value and therefore and excellent rating is not an accurate evaluation.

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and impact. The costs are those monetary outlays for providing the training. The change factor looks at the difference between what one knew after the training as compared with before the training. The last factor impact, tries to show what change was solely attributed to the training program. It measures “after the training results”.

Thus it is impossible to claim that the training, in and of itself, is effective unless it is evaluated. If those responsible for training are convinced that every training program being offered is “good”, it is a reasonable bet that little evaluation is taking place, and it is very much possible that the actual training could be improved.

I have tried to reach the different parameters needed to strive upon to make the training program more effective. The project thus gives the idea by touching on the different titles which will help practically in making

the organization success in its training programs.

II.

RESEARCH OBJECTIVE

The objectives of the project can be broadly classified as – • To identify training needs.

• Help the organization in designing training module for its

executives entailing methods to be used for training and addressing the particular needs according to the organization’s own vision, mission and objectives.

• Designing forms for identification and evaluation of training needs. • To help make learning one of the fundamental values of the company.

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• To help organization commit major resources and adequate time to training.

• Use training to bridge the gap with the external world. • Integrate training into initiatives for change management. • Use training as a developmental tool for individuals.

• Link organizational, operational and individual training needs. • Install training systems that substitute work experience.

• Ensure that training allows the soft skills to bloom.

• Use re-training to continuously upgrade employee’s skills. • Create a system to evaluate the effectiveness of training.

III.

METHODOLOGY

Primary data:

For purpose of collecting primary data, I worked with my guide Ms. Ashu Gautam, who helped me in getting aware of the process of training followed by DCM Shriram Rayons. I also met with few of the employees of the company who provided me with first hand information.

Secondary data:

As for the secondary data, I went through many books, magazines, files and folders provided by company and my college library. And quite deliberately, I have tried to present it with more of graphs to make it easily understandable to readers.

1. Organizational Analysis: Identification of organization objectives, needs, growth potential and resources.

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2. Task Analysis: Identification of knowledge, skills and attitudes required.

3. Manpower Analysis: Identification of target population and performance analysis.

4. Statement of training need: Identification of gap between existing and required

level of knowledge, skills and attitudes.

5. Setting training objectives: In terms of behavioral changes. 6. Develop training policy, plan, procedures, and records.

7. Plan and design training programmes Forms: Training Need Identification forms,

Evaluation form for training imparted, designing of Training Calendar, etc.

The above analysis will be carried out through interviewing the

employees and Departmental Heads personally and through pilot testing of the forms that will be designed during the project work.

Main Text

As the part of main work done in Shriram Rayons, I designed the following forms and a Training Model and Training System for the organization. The forms designed will thereafter.

• Designed forms for identification and evaluation of training needs

by carrying out unstructured and informal interviews and also carried out pilot testing of the forms on a small scale.

a) Assessment of Training & Development Needs Form for Executives-A

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b) Assessment of Training & Development Needs Form for Executives-B

• Designed Preassessment Form for estimating training needs to be

filled in by both the employee and head of the department before training.

• Designed Training estimate form to be filled in by the Trainer.

• Designed a Training Calendar for the organization so as to

maintain up-to-date records of all training courses imparted and organized for employees.

• Created a system to evaluate the effectiveness of training and also

supported it by designing Post Course Assessment Form to be filled by the employee and also by the departmental head after training.

• Designed Department Job List - Training Form so as to define

various jobs in the various departments.

• Designed Job Description form for the organization so as to

identify the required competencies needed to perform the job responsibilities by the employees and to find out the reasons for gap and taking corrective action.

• Designed a Model for systematic approach to Training and

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IV.

LIMITATIONS OF THE STUDY

1.

Number of employees taken for the proposed project work will not be true representative of whole population as it will be based only

in Delhi office of the organization.

2.

Project work will use Performance Appraisal reports of the employees as one of its inputs which do not depicts the specific needs of employees and organization with respect to training.

3.

Performance Appraisal reports to be used might entail various Rater’s errors.

4.

Interviewing each and every employee will not be possible due to time constraints.

5.

Pilot testing of various forms to be designed during the project work will have to be carried on a small population due to time constraints.

6.

Employees might be reluctant to furnish the details needed for their training requirements due fear of management and to maintain

confidentiality and privacy of company’s internal matters.

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LITERATURE REVIEW LITERATURE REVIEW

1.1. INTRODUCTION 1.1. INTRODUCTION

An organization either Business or Industrial Enterprises needs many An organization either Business or Industrial Enterprises needs many factor

factors s for its for its growthgrowth, further developmen, further development and t and for its for its very survival. Thevery survival. The most important factors are Capital, Materials, Machineries and Human most important factors are Capital, Materials, Machineries and Human Resources as the success or failure of any organization depends on the Resources as the success or failure of any organization depends on the eff

effectective ive comcombinbinatiation on of of thethese se facfactortors. s. ManManagiaging ng all all othother er facfactortors s isis com

comparaparativtively ely easeasier ier thathan n manmanagiaging ng HumHuman an ResResourcources. es. The The HumHumanan Resources are most important and need to be handled carefully. Since all Resources are most important and need to be handled carefully. Since all the others factors are handled by the human resources, they have to be the others factors are handled by the human resources, they have to be trained in an effective manner to utilize the resources at optimal level to trained in an effective manner to utilize the resources at optimal level to get the desired output and thereby to reach the organization goals. The get the desired output and thereby to reach the organization goals. The effective combination of all these factors results to way for success.

effective combination of all these factors results to way for success.

Training is defined as learning that is provided in order to improve Training is defined as learning that is provided in order to improve performance on the present job. A person's performance is improved by performance on the present job. A person's performance is improved by

sh

showowining g heher r hohow w to to mamastster er a a nenew w or or esestatablblisishehed d tetechchnonolologygy. . ThThee techno

technology may be logy may be a piece of a piece of heavy machiheavy machinery, a computer, a procedurenery, a computer, a procedure for creating a product, or a method of providing a service.

for creating a product, or a method of providing a service.

Oliver Sheldon says ‘No industry can rendered efficient so long as the Oliver Sheldon says ‘No industry can rendered efficient so long as the fact remains unrecognized that the in principally human – not a mass of fact remains unrecognized that the in principally human – not a mass of ma

machchinines es anand d tetechchninicacal l prproceocess ss bubut t a a bobody dy of of memen. n. If If mamanpnpowower er isis p

proropeperlrly y ututililizized ed iit t cacaususes es tthe he ininduduststry ry to to rurun n at at itits s mamaxiximumumm optim

optimizatiization on gettigetting results and ng results and also work also work for as for as an an climclimax for ax for indusindustrialtrial and group satisfaction in the relation to the work formed. Competitive and group satisfaction in the relation to the work formed. Competitive advantage is therefore depending on the knowledge and skill possessed advantage is therefore depending on the knowledge and skill possessed by employee more than the finance or market structure by organization. by employee more than the finance or market structure by organization.

The

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employers but also safe guard organizational objectives of survival and employers but also safe guard organizational objectives of survival and suc

success cess thrthrougough h comcompetpetitiitive ve advadvantantageages. s. The The tratrainiining ng funfunctiction on nownow po

popupulalarly rly cacalllled ed as as HuHumaman n ReResosourcurce e DeDevevelolopmpmenent, t, cocoordordininatates es ththee provision of training and development experiences in organization

provision of training and development experiences in organization

In recent years, the scope of Training and Development has broadened In recent years, the scope of Training and Development has broadened fr

from om sisimpmply ly prprovovididining g trtraiainining ng prprogograrams ms to to fafacicililitatatiting ng leleararniningng throughout the organization in a

throughout the organization in a wide variety of ways. There is increasingwide variety of ways. There is increasing recognition that employees can and should learn continuously, and that recognition that employees can and should learn continuously, and that they can learn from experience and from each other as well as from they can learn from experience and from each other as well as from formally structured training programs. Nevertheless, formal training is formally structured training programs. Nevertheless, formal training is still essential for most organizations or teaches them how to perform in still essential for most organizations or teaches them how to perform in their initial assignment, to improve the current performance of employees their initial assignment, to improve the current performance of employees who may not be working as effectively as desired, to prepare employees who may not be working as effectively as desired, to prepare employees for

for futfuture ure propromotmotionions s and and incincreasreased ed respresponsonsibiibilitlitiesies. . The The ComComputputer er App

Appliclicatiation on TraTrainiining ng and and New New EmpEmployloyee ee TraTrainiining ng are are mosmost t poppopulaular r trai

traininning g toptopicsics. . VarVariouious s ManManageagemenment t and and supsupervervisoisory ry skiskills lls sucsuch h asas lea

leadersdershiphip, , perfperformormancance e appapprairaisalsal, , intinterverviewiewinging, , and and proprobleblem m solsolvinvingg we

were re alalso so cocommmmononly ly tataugughtht. . MaMany ny orgorgananizizatatioion n prprovovidide e ‘T‘Trairain-tn-thehe trainer’ courses for superiors or peers who will in turn provide on-the-job trainer’ courses for superiors or peers who will in turn provide on-the-job tr

traiainining ng to to otothehersrs. . BeBesisidedes s bebeining g onone e of of ththe e momost st imimpoportrtanant t HRHRMM functions, Training and Development is also one of the most expensive. functions, Training and Development is also one of the most expensive.

Meaning and Definition: Meaning and Definition:

After an employee is selected, placed and introduced, he or she needs to After an employee is selected, placed and introduced, he or she needs to be provided with training facilities. The training is the act of increasing be provided with training facilities. The training is the act of increasing the knowledge and skill of an employee for doing the particular job. the knowledge and skill of an employee for doing the particular job. Traini

Training is ng is a a short term educational process and short term educational process and utiliutilizing systemazing systematic andtic and org

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knowledge. knowledge.

Definition: Definition:

Staimez defines ‘Training is a short term process utilizing a systematic Staimez defines ‘Training is a short term process utilizing a systematic and organized procedure by which non-managerial personnel to learn and organized procedure by which non-managerial personnel to learn technical knowledge and skill”

technical knowledge and skill” Mam

Mamorioria a defdefineines s “De“Develvelopmopment ent covcovers ers not not onlonly y the the actactiviivitieties s whiwhichch improve job performance, but also those which b ring about growth of improve job performance, but also those which b ring about growth of pe

persrsononalalitity, y, hehelplps s inindidivividudual al in in ththe e prprococesess s totowawardrds s mamatuturirity ty anandd actualization of this potential capacities so that they become not only actualization of this potential capacities so that they become not only good employees but also both good men and women.

good employees but also both good men and women.

S. P. Robbins defines “Training is a learning process which seeks a S. P. Robbins defines “Training is a learning process which seeks a rel

relatativivelely y pepermarmanenent nt chachangnge e in in bebehahavivior or ththat at ococcurcurs s as as a a reresusult lt of of experience.

experience.

Dale Yoder defines “It is that deals with the effective control and use of Dale Yoder defines “It is that deals with the effective control and use of manpower as a distinguished from other source of man power”

manpower as a distinguished from other source of man power” Meaning:

Meaning:

Training is part of Human Resource Development. It is concerned with Training is part of Human Resource Development. It is concerned with concern

concerned ed witwith h trainitraining, developmentng, development, , and education. Training has and education. Training has beenbeen defined as an organized learning experience, conducted in a definite time defined as an organized learning experience, conducted in a definite time per

periodiod, , to to incincreasrease e the the pospossibsibiliility ty of of impimproviroving ng job job perperforformanmance ce andand growth. ‘Organized’ means that it is

growth. ‘Organized’ means that it is conducted in a ‘systematic way’.conducted in a ‘systematic way’. Al

Alththouough gh lelearnarnining g cacan n be be inincicidedentntalal, , trtraiainining ng is is coconcncernerned ed wiwith th ththee worker learning clear and concise standards of performance or objectives. worker learning clear and concise standards of performance or objectives. Training is the acquisition of technology which permits employees to Training is the acquisition of technology which permits employees to perform their present job to standards. It improves human performance on perform their present job to standards. It improves human performance on the job the employee is presently doing or is being hired to do. Also, it is the job the employee is presently doing or is being hired to do. Also, it is

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given when new technology in introduced into the workplace.

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

Development involves changes in an organism that are systematic, organized, and successive…and are thought to serve an adaptive function. Training could be compared this metaphor -if I miss one meal in a day, then I will not be able to work as effectively due to a lack of nutrition. While development would be compared to this metaphor -if I do not eat, then I will starve to death. The survival of the organization requires development throughout the ranks in order to survive, while training makes the organization more effective and efficient in its day-to-day operations.

1.2 Importance of training in recent years:

Recent changes in the environment of business have made the Training and Development function even more important in helping organization maintain competitiveness and prepare for the future. Technological

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innovations and the pressure of global competition have changed the ways organizations operate and the skills that their employee need. The tight labor market has increased the importance of training in several ways. First higher employee turnover means that more new employees need training. Second, it has been suggested that frequent and relevant development experiences are an effective way to gain employee loyalty and enhance retention of top-quality staff.

• Optimum utilization of human resource:

Training and development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as their individual goals.

• Development of human resource:

Training and development helps to provide an opportunity and broad structure for the development of human resource, technical and behavioral skill in an organization. It also helps the employees in

attaining personal growth.

• Development of skill of employees:

Training and development helps in increasing the job knowledge and skills of employee at each level. It helps to expand the horizons of human intellect and an overall personality of the employee.

• Productivity:

Training and development helps in increasing the productivity of the employees that helps the organization future to achieve its long term goal.

• Team spirit:

Training and development helps in inculcating the sense of team work, team spirit, and inter-team collaboration. It helps in inculcating

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the zeal to learn within the employee. • 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.

• Quality:

Training and development helps in improving upon the quality of work and work life.

• Healthy work environment:

Training and development helps in creating healthy working environment it helps to build good employee relationship so that individual goal aligns with organizational goal.

• Health and safety:

Training and development helps in improving the health and safety of the organization thus preventing obsolescence.

• Moral:

Training and development helps in improving the moral of the work force.

• Profitability:

Training and development leads to improve profitability and more positive attitude towards profit orientation.

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

• Training and development helps:

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and other aspects that successful workers and managers usually display.

1.2 Need for Training:

Training must be tailored to fit the organization’s strategy and structure. It is seen as pivotal in implementing organization-wide culture-change efforts, such as developing a commitment to customer service, adopting total quality management, or making a transition to self-directed work teams. Pace-setting Human Resource Development departments have moved from simply providing training on demand to solving organizational problems. Trainers see themselves as internal consultants or performance improvement specialists rather than just instructional designers or classroom presenters. Training is only one of the remedies that may be applied by the new breed of Human Resource Development practitioners.

1. Shortage of skill: Skilled and knowledge people are always on short supply, alternatively they are too expensive to hire from outside. The best way is to improve the skill and knowledge of the existing employees through Training and Development.

2. Technological Obsolesce: Growth of technology takes place very fast. This will render current technological obsolesces in the near future.

3. Personal Obsolesce: At the time of recruitment employees posses a certain amount of knowledge and skill. As the time passes

their knowledge becomes obsolesce unless it is uploaded by proper training. This happens because of changes take place in product

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methods procurement of better machines.

4. Organization Obsolesce: Modern management has introduced a number of innovative steps in functioning of management like play organizing, controlling to such change are

bound to fail and become obsolete, to prevent obsolesce r organization. Employees must be exposed to modern Technology through T & D.

5. Increased Productivity: Instruction can help employees increase their level of performance. Increase human performance often directly leads to operational productivity and increase company profits.

6. Coercive Training by Government: In order to provide better employability changes of unemployed youth, certain

governments have taken initiatives to mobilize resource available at public/government and private to provide training to outside

candidates. One such arrangement is called at “Apprenticeship Training’ conducted by Government of India. A part of expenditure incurred for this by the private sectors is reimbursed by government. 7. Human Capital: The latest thinking is to treat employees as ‘Human Capital’. The expenditure involved in training and development are now being considered as an investment. This is cause in globalization it is the knowledge and skill of employees which determine complete advantages of firm.

1.3. HOW IS T & D RELATED TO HUMAN RESOURCE MANAGEMENT?

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An effective use of materials, money, machines and human resource is essential for achieving a high level of productivity in the industry. Whereas other resource have limitation, the human resource has unlimited potential. Moreover this is the only activity resource, other being passive. Its quality of human resource through training input is of

vital importance.

• Improves communication between group and individual.

• Aids in orientation for new employees and taking new jobs

throu8gh transfer or promotion.

• Provides information on equal opportunity and affirmation action • Improves interpersonal skill

• Builders cohesiveness in groups

• Provides a good environment for learning, growth and co-ordination. • Improves labor management relation

• Helps to create better corporate image

• Provides information for further needs in all areas of organization

• Moves a person towards personal goals while improve

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1.4. THE TRAINING PROCESS

!.5. OBJECTIVES AND GOALS OF TRAINING:

Training and Development can help an organization in a number of ways. Ultimately, it is employee knowledge and skill that produce the organization’s product or service. Training facilitates the implementation of strategy by providing employees with the capability to perform their jobs in the manner dictated by the strategy. Training also assists in solving immediate business problems, such as when a team of Manager

Organizational Objectives and goals

Assessment of training needs

Establishment of training goals

Devising training programme

Implementation of training programme

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in an action learning program studies a real problem and recommends a solution. Finally to keep ahead in a highly competitive the turbulent environment, it has been suggested that the training function must foster a continuous learning culture and stimulate managers to reinvent their corporation. Training enables employees to develop and train within the organization and increase the market value, earning power and job security. It moulds the employee’s attitude and also helps them to achieve better co-operation with the company and greater loyalty to it. The

management is benefited in the sense that higher standard of quality are achieved, a satisfactory organization structure is built up, authority can be delegated and stimulus for progress applied to employees.

• To increase productivity of employees or workers. • To improve quality of work and product.

• To enhance and update knowledge and skill level of employee in the

organization.

• To promote better opportunity for the growth and promotion chances

of employees and thereby the employability.

• To secure better health and safety standard. • To improve quality of life of employees. • To sustain competitive advantage.

• To impart new entrants of knowledge and skill.

• To build up a sound line of competent efficiency and prepare them as

a part of their career progress to occupy more responsible positions.

• To impart customer education, help grading skills and knowledge and

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1.6.1. ISSUES IN EMPLOYEE TRAINING

• Communications: The increasing diversity of today's workforce

brings a wide variety of languages and customs.

• Computer skills: Computer skills are becoming a necessity for

conducting administrative and office tasks.

• Customer service: Increased competition in today's global

marketplace makes it critical that employees understand and meet the needs of customers.

• Diversity: Diversity training usually includes explanation about

how people have different perspectives and views, and includes techniques to value diversity

• Ethics: Today's society has increasing expectations about

corporate social responsibility. Also, today's diverse workforce brings a wide variety of values and morals to the workplace.

• Human relations: The increased stresses of today's workplace

can include misunderstandings and conflict. Training can people to get along in the workplace.

• Quality initiatives: Initiatives such as Total Quality

Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc.

• Safety: Safety training is critical where working with heavy

equipment, hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.

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• Sexual harassment: Sexual harassment training usually

includes careful description of the organization's policies about sexual harassment, especially about what are inappropriate behaviors.

1.6. TRAINING NEED ASSESSMENT

Training efforts must aim at meeting the requirements of the organizations (long – term) and the individual employees (short-term). This involves finding answers to questions such as: Whether training is needed? If yes, where it is needed? Which training is needed? Once we identify training gaps within the organization, it becomes easy to design an appropriate training programme. Training needs can be identified through the following types of analysis (Thayer & McGhee Model):

1) Organizational analysis: It involves a study of the entire organization in terms of its objectives, its resources, the utilization of these resources, in order to achieve stated objectives and its interaction pattern with environment. The important elements that are closely examined in this connection are:

Analysis of objectives: This is a study of short term and long-term objectives and the strategies followed at various levels to meet these objectives.

Resource utilization analysis: How the various organizational resources (human, physical and financial) are put to use is the main focus of this study. The contributions of various departments- are also examined by establishing efficiency indices for each unit. This is done to find out

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comparative labour costs, whether a unit is under manned or over manned.

.

1 Environmental scanning: Here the economic, political,

socio-cultural and technological environment of the organization is examined. 2 Organizational climate analysis: The climate of an organization speaks about the attitudes of members towards work, company policies, supervisors, etc. Absenteeism, turnover ratios generally reflect the prevailing employee attitudes.

1 2) Task or role analysis: This is a detailed examination of a job, its components, its various operations and conditions under which it has to be performed. The focus here is on the roles played by an individual and the training needed to perform such roles. The whole exercise is meant to find out how the various tasks h be performed and what kind of skills, knowledge, attitudes are needed to the job needs. Questionnaires, interviews, reports, tests, observation and methods are generally used to collect job related information from time-to-time. After collecting the information, an appropriate training program may be designed, paying attention to

•Performance standards required of employees, •The tasks they have to discharge,

•The methods they will employ on the job, and •How they have learned such methods, etc.

2

3) Manpower analysis: Here the focus is on the individual-in a given job. There are three issues to be resolved through manpower analysis. First we try to find, whether performance is satisfactory and training is

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required. Second, whether the employee is capable of being trained and the specific areas in which training is needed. Finally, we need to state whether poor performances (who can improve with requisite training inputs) on the job need to be replaced by those who can do the job. Other options to training such as modifications in the job or processes should also be looked into. Personal observation, performance reviews, supervisory reports, diagnostic tests help in collecting the required information and select particular training options that try to improve the performance individual workers.

Methods used in Training Needs assessment:

Group or organizational analysis

Individuals Analysis

• Organizational goals and objectives.

• Personnel /skills inventories • Organizational climate indices • Efficiency indices

• Exit interview

• MBO or work planning systems • Quality circles

• Customer survey/satisfaction data

• Consideration of current and projected changes • Performance appraisal • Work sampling • Interviews • Questionnaires • Attitude survey • Training progress • Rating scales.

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1.7. IDENTIFYING TRAINING NEEDS

Action List:

1. Review your business objective and identify critical activities.

2. Set measurable performance standards: for example, measures of production efficiency or marketing success.

3. Monitor performances to identify problem areas.

4. Get feedback from customers, suppliers, and other key business partners; consider using interviews and surveys in areas such as

‘employee efficiency’.

5. Ask employees to raise concerns and make suggestions; include discussion of training need in employee performance management. 6. Identify any dependencies: for example, where only one employee has crucial skills and knowledge.

7. Review any legal requirement such as health and safety training. 8. Review any changes you plan to expect (e.g. new products and procedures or technologies); identify potential weakness and problems.

9. Consider how employees’ role may change: for example, your plans to promote individuals and develop new employees.

10.Priorities weakness, problems and potential problems.

11.Consider how improving systems or equipment could contribute to resolving problems.

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12.Consider whether poor performance reflects bad management: for example, a failure to agree clear objectives and motivate employees. 13.Consider whether you have unrealistic expectations given to caliber or number of employees, and if you need to recruit new talent or reassign roles.

14.Consider whether training will be an effective solution; assess employees’ willingness to learn, and preferred learning style.

15.Identify training options; set clear objectives for training objectives for training activities.

16.Implement a pilot training scheme and review the outcome before rolling the programme out.

17.Regularly review the outcome of training to identify further training needs and to assess the effectiveness of your training need analysis.

Do:

• Focus on critical activities • Anticipate change.

• Analyze the causes of poor performance. • Identify alternatives to training.

• Review outcomes.

Don’t:

• Assume different employees have same needs.

• Expect employees to achieve unrealistic goals, with or without

training.

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• Organize training without clear objectives.

• Impose inappropriate training on unwilling employees.

Because of the objective of Human Resource Development is to contribute to the organization’s overall goals, training programs should be developed systematically and with the organization’s true needs in mind. Successful training begins with a thorough needs assessment to determine which employees need to be trained and what they need to be trained to do.

Allison Rossett and Joseph W. Arwady states, “The question is not whether you will solicit this kind of information through needs assessment. It is how much of it you will do and using which tools. The culmination for the assessment phase is a set of objectives specifying the purpose of the training and the competencies required in trainees after

they complete the program.

This section considers the choice of methods for employees training. With training objectives defined and learning principles in mind, the trainer must be choose appropriate training methods and design the sequence of events in the training program. Perhaps the first decision to be made is whether to conduct the training on the job or away from the job. In many cases, the decision is to do some of both.

 On the Job Training:

On the job training is conducted at he work site and in the context of the actual job. The vast majority of all industrial training is conducted on the job, often by the trainee’s immediate superior or a nominated peer trainer.

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On-the job training has several advantages:

• Because of training setting is also the performance setting,

the transfer of training to the job is maximized

• The cost of a separate training facility and a full-time trainer

are avoided or reduced.

• Trainee motivation remains high because it is obvious to

trainees that what they are learning is relevant to the job

• Trainees generally find on-the-job training more valuable

than classroom training.

• Apprenticeship Training:

This training is combination of on and off the job training. The department of Labor regulates apprenticeship programs, and often management and a union jointly sponsor apprenticeship training. This training is normally given to artisans, electricians, plumbers, bricklayers etc., The duration is normally vary from 2 to 6 years. Apprenticeship training is carried out under the guidance and intimate supervision of master craftsman or expert worker/supervisor. During apprenticeship training period, the trainees are paid less than that of a qualified worker.

Advantages:

• Workmanship is good

• Immediate returns from training • Economical, better loyalty

• Feed back is given quickly about the correctives of performance

Disadvantages:

• It takes times to learn the skill

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• Job Rotation:

In the job rotation, management trainee/employee is made to move from one function to another at planned intervals. Job rotation is widely used as a management executive development program which makes the employee or management trainee, a multi-tasking individual. It can be done either vertical or horizontal.

• Coaching and Understanding method:

Training under experienced worker they are coached and instructed by skilled co-worker by supervisor by special trainee instructor.

Advantages:

• Excellent for supervisor

• Quick and economical

• Sequences in logical and simple

• Instructions are clear and concise.

• Job Instruction Training (JIT):

Job Instruction Training was part of the training within industry program. JIT proved highly effective and became extremely popular.

JIT consists of four basic steps:

• Preparing the trainees by telling them about the job and

overcoming their uncertainties.

• Presenting the instruction, giving essential information in a clear

manner.

• Having the trainees try out the job to demonstrate their

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• Placing the workers into the job, on their own, with a designated

resource person to call upon should they need assistance.

Under this productivity significantly improves and rejects are reduced.

• Job Enlargement:

• Jobs are getting over simplified, specialized and routine and thus

become monotonous.

• Worker feels bore and dissatisfied. This leads to absenteeism and

turnover.

• It involves expanding the number of tasks or duties to a given job. • Enlarge jobs by adding tasks of similar nature and skill.

• It is horizontally enlarged. For example, tightening 4 nuts and 4

bolts instead of one. And also to do additional assignment to go to store.

• Job Enrichment:

• Like job rotation and job enlargement, job enrichment is also a

technique of job design.

• Workers do not visualize how their work contributes to the organization

goals.

• It is vertical change in loading, i.e. supervisory tasks are added

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Empowerment is a by-product of job enrichment; similarly more autonomy is there in task completion

• Syndicate Method:

• Working in a small group to achieve a particular purpose is

described as a syndicate method.

• The essence of the method is that participants learn from each other

and contribute their own experiences to the fullest.

• This method is suitable for training and development of executives

with considerable experience.

 Outbound Training:

The outbound training is conducted in a location specifically designated for training. It may be near the workplace or away from work, at a customized training center or a resort. The purpose of conducting this kind of training away from the work place is to minimized or avoids distractions of the employee from their daily work routine and allows them to devote their full attention the specific subject.

Some of the outbound training methods and activities are:

• Action planning: Often a closing activity asking participants

to specify or set goals about exactly what they will do differently back on the job.

• Behavior- modeling training: use a videotape to demonstrate

the steps in a supervisory activity such as conducting a disciplinary interview, followed by role-played skill practice and feedback.

• Behavioral Simulation: Large-scale multi person role-lay,

non computerized business game.

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no criticism is allowed.

• Business Game: Computerized business simulation that

requires participants to make decisions about strategy and investments and then provides financial results based on the decisions.

• Buzz Group: Small-group discussion of several minutes,

duration on an assigned topic.

• Case Study: From a one-paragraph vignette to a fifty-page

Harvard-style case. • Demonstration • Experiential exercise, • Field trip, • Group discussion, • Guest speaker,

• Guided teaching : Drawing from the group the points the

lecturer otherwise would make him or herself

• Information search : asking trainees to locate the answers to

question in the training materials or manuals provided

• Inter group exchange: small groups share their ideas of

findings with another group

• Learning game: competition between teams in a quiz show

format

• Lecture

• Mental imagery: asking participants to close their eyes and

visualize or recall something or engage in mental rehearsal of physical or interpersonal skills.

• Outdoor leadership training: Team activities that may