PROJECT REPORT ON

Study of training needs across different industries WITH SPECIAL REFERANCE TO

SUMITTED TO

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INDEX

SR. CONTENTS NO. 1 EXECUTIVE SUMMARY 2 3 4 4 5 7 8 9 10 11 12 INTRODUCTION OBJECTIVE COMPANY PROFILE REVIEW OF LITERATURE RESEARCH METHODOLOGY DATA ANALYSIS & INTERPRETATION FINDINGS CONCLUSION SUGGESTIONS BIBLIOGRAPHY ANNEXURES

PAGE NO. 2 3 6 8 15 16 17 34 36 38 40 40

EXECUTIVE SUMMARY
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A survey was systematically developed to assess issues related to management training and education, and it was sent to 1,000 randomly selected Indian companies with at least 1,000 employees. Based on a 61% response rate, findings were obtained regarding issues such as needs assessment, management training and development approaches, reasons for selecting particular programs, characteristics of participants, how decisions are made regarding who will participate, preparation and follow-up of participants, evaluation of management training programs, future management training trends, and needed training content. Significant findings by company size and industry type also are reported. Millions of grant dollars and thousands of collaboration-building hours can go down the drain if training and workforce preparation services lead to skills that rapidly changing industries no longer need or will not need in the future. Rapid changes and uncertainty create a greater need to gather information beyond regularly scheduled labor market data gathering activities. Innovations in labor market intelligence must include flexibility in responding to rapidly changing market dynamics. Labor market information researchers have to expand their abilities to gather information rapidly and frequently. Promising practices include having a culture of continuous learning, tapping networks, and using online tools. Relevance, timing, affordability, and quality of training were all factors to consider in determining the usefulness of a training mode. The readiness of a worker was also a factor in whether training could work or not. Employers clearly valued OJT the most, but its affordability could be a barrier. Online training was considered the least useful, but its timing was a valuable asset. Other training modes from university degree programs to manufacturer sponsored training were useful, each with unique drawbacks.

INTRODUCTION
Most people can, if they put their mind to it, perform a training needs analysis on staff within their organization in order to identify learning needs. All it requires is a clear understanding of what is to be achieved, some knowledge of the organization itself, and a consistent, methodical approach. There are two general forms of analysis of training needs. One is a general, high level approach that usually takes place during annual reviews or appraisals. The second is a more detailed [3]

analysis that tends to be linked to specific projects, such as the implementation of a new computer system. Analyzing training need often forms part of an ongoing cycle of needs assessment, training delivery, and evaluation of the training, which leads back to needs assessment. The internet is a valuable resource is for material about training needs analysis. These resources are extremely useful, but examples and templates found online are unlikely to be an ideal fit for any organization. They will need to be tailored to meet specific local requirements. Understanding the Objectives of Training Needs Analysis Before any form of training need analysis takes place it is essential to establish its objectives. Is it being conducted as part of an annual review or appraisal process, to help a manager determine which courses to send his or her staff on? Alternatively, the training analysis forms part of a specific project, such as the implementation of a new computer system. The analysis is more detailed, involves multiple steps, and is more objective. The outcome is information about the skills gaps of a particular group of people, which is then used to develop a customized training program that fills those gaps. Data Collection Methods for Training Needs Analysis There are several different ways in which to collect the information required. A detailed approach will utilize multiple methods in order to form the clearest picture of learning needs. This will take longer, but if conducted properly will deliver more meaningful results and should lead to the development of a highly relevant and targeted training program. The analysis methods include:

Interviewing managers to learn what they want their staff to know. Interviewing staff to discover where they think their skills gaps lie.

Interviewing other relevant parties, such as implementation consultants if the training is linked to a new system implementation.

Questionnaires for learners to self-assess their knowledge. Studying documentation that defines the objectives of project or the function of a team. Observing staff at work to see how they actually operate. Having learners perform tests in order to benchmark knowledge prior to training.

Processing the Results of Analysis Once the data has been collected it is important that it is correctly assessed. This involves reviewing the data to identify trends and themes. [4]

The level of detail will depend on the number of learners being assessed. The outcome of the assessment should be a list of subjects in which training is required, and a list of the groups, or individuals, who need that training. This information can then be used to develop a training plan. Unexpected Outcomes of Analysis It is possible that the process of analyzing learning needs leads to the identification of other issues. It could reveal that there is poor communication within or between departments or teams, or even that there is a breakdown of relationships. When one climbs out of the well, only then, can the true vastness and magnitude of heaven be comprehended. Ageless as this proverb may be, it is also an appropriate description of the current commoditization challenge within the localization industry. India is a vast country and plurality is its hallmark. Considering its linguistic, ethnic, social, cultural and geographical diversities, localization should have been the salient feature of the IT sector here. However, for a very long time, the major market for the Indian IT industry was clients based in developed countries. Even the boom in the Business Process Outsourcing (BPO) sector in recent years has produced localization of a different kind. The employees of the call centers located in India learn how to adapt to the ambience of foreign countries; they learn about the nuances of American accents, French slang and Australian names. Research on training needs is important, especially in the hospitality industry, which is known for its traditional approach in terms of human resource management. The following report aims to develop an understanding of the current situation concerning hospitality graduates as well as hospitality managers skills and competencies and career development. A comparative analysis was then completed to compare the findings in order to identify issues or gaps. Firstly, group participants recognized that higher and general skills have to be added to the crafted curriculum, as employees need to be more responsive to the changing environments. In essence, a balance needs to be found between practice and theory. The second main concern emerging from the research is that the industry is not very attractive to the new generation of graduates, who favors a better work/life balance than that offered by the hospitality industry. For these reasons, the industry should also focus on developing a more attractive image in terms of role, wages and career development.

With the world-wide expansion of companies and changing technologies, Indian Organizations have realized the importance of corporate training. Training is considered as more of retention tool than a cost. Today, human resource is now a source of competitive advantage for all organizations. Therefore, the training system in Indian Industry has been changed to create a smarter workforce and yield the best results. With increase in competition, every company wants to optimize the utilization of its resources to yield the maximum possible results. Training is required in every field be it Sales, Marketing, Human Resource, Relationship building, Logistics, Production, Engineering, etc. It is now a business effective tool and is linked with the business outcome. With increase in awareness of corporate training in Indian Industry, a gradual shift from general to specific approach has been realized. According to NASSCOM (National Association of Software and Services Companies), the [5]

IT corporate training market is expected to reach Rs 600 crore in 2010 from Rs 210 Crore in 2006.

In Indian market, 50% of the training companys revenue comes from the retail training and rest from other segments. On the other hand, in many organizations training is regarded as non-essential or a need based activity. Some organizations start a training department in order to look modern. In fact, some organizations are headed by unwanted employees rather than employees of outstanding merit. While some organizations do not have a separate budget to hire highly qualified trainers for training and development. The community services sector is disparate, diverse, and located in every small and large regional center. It is a significant industry employing 10% of the total workforce including a large nongovernment sector. However existing knowledge about this workforce is limited. This research brings together workforce training needs across community services sectors in INDIAN INDSUTRY to provide a clear picture of learning, training, or skill development requirements outside the metropolitan areas. As stated by the Prime Minister in the Skills for the Future address, Oct 2006: The range of skills needed by the economy is constantly changing and difficult to predict due to the wide range of factors that can act to change it over time. In these circumstances sound research findings are vital to efficiently resource new skills training as well as continuous upgrading of skills for existing workers.

Research Objective
The specific research objectives were to:

Investigate and report on the current extent and nature of e-business in the sectors Identify the extent and nature of emerging skill requirements relating to e-business in SMEs across the sectors Identify relevant industry sub-sectors and stakeholders within them, to determine the characteristics of their e-business models [6]

Review current methods of skill formation for e-business across the four sectors to identify:

The specific research objectives in hospital industry were to:

A state of the industry report consisting of an analysis of the training needs of the hospitality and tourism Industry, and the provision of training and education services to meet those needs An extensive literature review on the opportunities and issues related to the employment of employees in the hospitality industry An analysis of the performance of the Working Holiday Maker Visa Scheme A comprehensive analysis of the skills, characteristics, and attributes needed to succeed in the hospitality and tourism industry.

The Community Service and Health Industry Training Advisory Body, with funding from the Department of Education and Training, conducted research across the community services sectors in Rural and remote to: Identify targeted skill development where it is needed Identify challenges and barriers to effective training provision Inform mapping to training package outcomes or target specific accredited training needs to support RTOs Provide a clear direction for the development of resources to support RTOs to deliver in rural and remote areas cost effectively Foster the development of training models including skill sets

COMPANY PROFILE Murli Industries Ltd.

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COMPANY PROFILE
Murli agro Products Ltd. which has been rechristened as Murli Industries Ltd. following the adoption of a special resolution as provided for in the Company's Act, 1956 came into being on 2 nd December, 1991. Headquartered in Wardhaman Nagar, heart of downtown Nagpur, the Company had originally launched its operations with a Solvent Extraction Plant. Thanks to sound business strategies employed by us and a competent work force we started tasting mega successes in the early stages of our industrial operations themselves. The Company became a Public Ltd. Company entity in 1993. This prompted us to diversify into paper manufacturing and we set up a paper plant in 1997. The successes we achieved with a vengeance in all our subsequent moves helped us overshadow our rivals and attain an enviable position in corporate world in a relatively short span. The commissioning of two Captive co-generation Power Units with combined capacity of 18 MW which marked a turn around in Company's fortunes saw an upswing in the production activities by ensuring constant supply of power. As you are aware the promoters of the Company are vastly experienced in the production and marketing of various agro-based products like Soya de-oiled cake, Refined Edible Oil and paper products like Duplex, News Print & Printing Paper and Printing Paper, Cream Wove, Map Litho Paper, Copier, etc. The entire credit of the robust financial health of the Company undoubtedly goes to their far-sightedness, prudent fiscal management, proficiency in handling industrial operations on a massive scale and a host of other attributes which are a pre-requisite for the success of any business.

Products & Services

Paper & Paper Board SBS Board Printing Paper News Print Paper Duplex Board White Kraft Liner Folding Box Board

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Cement Portland Pozzolan Cement (PPC)

Ordinary Portland Cement (OPC) Power Cement Welding Machines & Equipments

MIG Welding Machine Arc Welding Machines (400 D IGBT) Arc Welding Machines (200 D - IGBT) Welding Electrodes Solvents

Soya Refined Oil Soya De-Oil Cake (DOC) Soya Acid Oil Pulp Mills

Management
MIL Management has been the engine of the outstanding showing by the Company. Through its periodic review of the overall performance of the Company in terms of the volume of business transacted by it, besides the performance of its employees, the Management keeps a hawk's eye on the developments within the Company. The carrot and stick managerial policy of rewarding brilliant performance while coming hard on slackers has been hugely successful in bringing out the best in its employees. [9]

Today Murli Industries Ltd. is a household name in India, which is steaming ahead with its mega expansion programme with active involvement of its Directors', who have a huge wealth of experience behind them. Being a major player in the fields of paper, solvent extraction, power generation and cement is a huge achievement by any standard which has been possible thanks mainly to sound managerial policies which are fine-tuned periodically. The following facts and figures give an idea about the unstoppable growth journey of MIL Vis-a- Vis the role of the Management. Gross turnover for the year 2009-10 achieved on the back of brisk business by the Company rose by Rs. 5,146 lacs to stand at Rs. 57,167.89 lacs. Earning Per Share with face value of Rs.2 per share, for the year in question stood at Rs.7/-. The creditable performance of MIL is ascribable to a number of factors with the role of the Management being the most critical one. Presently the MIL Management is spearheading its growth campaign which would propel the Company to even newer heights.

Directors Mr. Shobagmal B. Maloo Mr. Nandlal B. Maloo Mr. Bajranglal B. Maloo Mr. Lalchand B. Maloo Mr. Sunil Kumar Maloo

Vision & Mission

Vision To be a Global Player

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Mission To achieve our objective of becoming the Market Leader, we will aggressively seek sustainable Profit Growth through relentless pursuit of our Vision and attain our goal by pursuing strong business strategies and leveraging our core strengths. We shall transact our business with efficiency, courtesy and complete transparency. We shall follow the norms of our Environmental Policy and seek to do our duty to society by making our clients parts of our strong Ecological beliefs. To take the center stage in corporate world with a global presence.

To continue to serve our customers with unflinching commitment for quality standards leading to complete customer satisfaction. To strike a balance between quality and profits To achieve the manufacturing capacity of paper up to 3.5 LTPA. To set up the cement plant having manufacturing capacity of 12 MnTPA. To establish Captive Power Generation Plant up to capacity of 228 MW.

To sustain agro business and ensuring international quality standards leading to complete customer satisfaction.

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COMPANY PROFILE In 1987, Mr. Ramakant Malu, an ambitious person from a small town, Jaysingpur (Kolhapur District), started a small manufacturing activity of PVC Solvent Cement. After continuation of this activity for many years, he was followed by Mr. Omprakash Malu and they started Malsons Organics Ltd in the year 1996. Initially, Malsons was engaged into manufacturing of plastic crates with only 1 injection molding Machine at Kupwad (Sangli District). These crates were sold to Institutions and Dairies in Maharashtra, Karnataka, Andhra Pradesh, and Madhya Pradesh on credit basis in order to seek a place in the market. They started focusing on the market conditions and necessities of the consumers. It was at this stage, that company invented a plastic product called as Construction Ghamela (Basin) in 1999. This product remains a landmark in the success history of Samruddhi group. After running Malsons Organics for 5 years, Mr. Ramakant Malu, Mr. Omprakash Malu, & Mr. Pramod Malu started Samruddhi Industries ltd in the year 2001. The year 2001 proved to be landmark in the history of Samruddhi group. Though this year was a difficult year for India, Samruddhi was eying a dawn of success. The Agricultural sector had been stagnant from the last few years, resulting in the slowdown of rural demands. Industrial sector had also shown a lowering index for Industrial production. Consumer was spending down due to the lack of confidence in Economy and general feeling of Instability. It was a challenging year for the company. To anticipate the slowdown, Samruddhi Invented a New marketing policy of Rural Level Marketing. To supplement the policy, company designed some new designs in Ghamelas, Buckets, Kettles, and Crates. Samruddhi increased its range of products and kept its step in market with an antagonistic and aggressive way. Samruddhis marketing team started live demonstrations at local crowded places. Samruddhis unbreakable products started gaining acclamation in the market and people gradually generated their faith in the quality and durability of these products. Thus we are reckoned to be one of the prominent Manufacturers, Exporters, and Suppliers of the industry. Samruddhi replaced conventional media of materials like wood and metal as products like Metal Ghamelas were disposable due to rust and it was also not suggestive for cattle feed. Samruddhi had now developed the plastic products that were three time durable to the traditional ones. Ours were even Food Grade Products which were hygienically very safe. These products started [12]

creating histories in the customer segments. People started demanding Samruddhi Products at every counter. Samruddhi developed a very good network of satisfied customers throughout India. Some of the names are Amul India - Anand, Ashoka Builders, Nasik, Chitale Dairy - Bhilawadi, Gokul Doodh - Kolhapur, Godrej Constructions Pune, and the list goes on. Samruddhi Group is a business establishment engaged in multi-functional activities like:

Manufacturing and Distribution of Plastic Articles throughout India Marketing and Sales of Plastic Crates to Dairies and Agricultural segments Institutional sales of Plastic Products.

Our Product Range Agro: Ghamelas, Kettles, Crates Bath-ware: Buckets, Mugs, Bath Stools, Soap Dishes Furniture: Chairs, Tables, Trolleys Kitchenware: Jugs, Kitchen articles, Containers Home care: Brooms, Toilet Brushes Mats: Mats & Asans

Our Infrastructural Setup

All the cutting edge infrastructure facility is installed to ensure that we can flawlessly manufacture all types of innovative and useful range of products. The various divisions consist of the manufacturing unit, Research and Development Unit, Quality Controllers, Marketing Personnel, etc. which are well equipped with the latest technological. Every division is well connected by computers and other technological gadgets and the operators are trained regularly so that they can showcase their talent efficiently during manufacturing.

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INTRODUCTION: Samruddhi Value Marketing Ltd is a subsidiary of SamruddhiGroup, Indias first group to launch unbreakable plastic articles which are widely accepted in agricultural and household segments of customer. Started in 2001, the group now operates in more than 30 states in India, serving more than 30000000 satisfied customers, thus having its existence throughout the country Set up Samruddhi has several manufacturing units in various fields like Injection & blow molding plastics, PP Mats, Green house films and accessories, etc. Having its corporate office at Sangli (Maharashtra, INDIA), the company operates its International Business Division from Mumbai. Various businesses are controlled under different group companies Samruddhi Value Marketing Ltd Retail Merchandising of Family needs less than one roof solution Samruddhi Family Shoppe (SFS) Samruddhi Industries ltd Manufacturing and Marketing of Household and Agricultural plastic articles throughout India. Samruddhi Green Techno Pvt Ltd. Manufacturing and Erection of Poly-houses and its accessories on turn-key basis Samadhan Industries Manufacturing of Polypropylene Mats SUCCESS YEARS: Samruddhi marked its first success in 2001 by rising its annual turn-over drastically to 110 million rupees. Eventually since then, the company emerged successfully in unbreakable household plastic articles. Today, Samruddhi group beholds its strong network all across India. SAMRUDDHI IN RETAIL Banking on its huge success throughout India, and wide acceptance of quality standards of Samruddhi, group entered itself in retailing of general household goods in the year 2008. This retail concept is known as SAMRUDDHI FAMILY SHOPEE and is run under group company, SAMRUDDHI VALUE MARKETING LTD (SVML). VISSION: It is our continuous endeavor to make SAMRUDDHI, an Indian Brand, to be recognized globally.

WHY SUMRUDDHI? 1. 2. 3. 4. 5. 6. 7. Start a business with no age bar Be your own boss Requires less floor space Low Investment cost against high returns No skilled manpower required Housewives & retired persons can also run SFS Purely Cash Business [14]

8. System oriented concept 9. Quality committed products 10. Proven Brand 11. Product range in accordance with Indian household requirements Ongoing training and support

BENEFITS: 1. 2. 3. 4. 5. 6. 7. 8. Guaranteed quality products and prices Wide range of general merchandise under one roof Continuous addition of product range Brand recognition Full Market Potential Strong Management Team at company Support to set-up and run the SFS High ROI Knowledge and excellence of the company.

REVIEW OF LITERATURE INTRODUTION

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Employee training is the most important sub system of human resource development. Employees training are specialized function & fundamental function in Sumrudhi Bazar, Miraj. At Sumrudhi Bazar there are special guides to train the staff. The company gives training to the staff by personal discussion & on the basic of job assessment. Training is compulsory in an organization. The company use the both methods like on the job method all at off the job method level of skill which are provided through management development programmers. Training is necessary to raise the skill and increase the versatility and adaptability of the employees. Training is a process of learning in sequenced programmers. It is the application of knowledge. It gives people an awareness of the rules and procedures to guide their behavior. It attempts to improve the performance on the current job or prepare them for an intended job. Management training programs can be very beneficial for both business and employees. In all management training programs employees are going to gain, knowledge, improvement in their communication skill to became better leaders. These types of skills increase the profit and better work environment for the entire firm. Statement of the study A study of need for training & Development programs at Retailing with special Reference to Sumrudhi Bazar, Miraj. Objectives 1) To study the current training & development programs adopted by the Sumrudhi Bazar. 2) To study the various method of training and development. 3) To study critical areas where training is to be given on the priority basis. 4) To study suitable opportunities provided to employee for his own development. 5) To study the training effectiveness. 6) To suggests the training effective methods of training and development.

Research Methodology
Survey Method

The method survey is very important to collect the data. The survey regarding trainee and trainer directly involved in training and development programs. [16]

Observation Method

The observation of critical areas is really necessity for training. There is need of training to the trainees. Source of data collection Two source if data collectiona) Primary Data This data is known as first hand data or information. The researcher himself has collected it through interviews & dialogues. Collecting primary data is called by questionnaires method. In the method interview and discussion are made with various employees & officials of Sumrudhi Bazar. b) Secondary Data Secondary data is also known as second hand data or information. Secondary data is already published. The source of collection data as under Books Magazines Bazaar document file/ financial statement News papers Internet

DATA ANALYSIS & INTERPRETATION

RESPONSES YES NO TOTAL

TABLE NO. 1 NEED OF TRAINING FOR ORGANISATION NO. OF RESPONDENTS PERCENTAGE 100 100% 00 00% 100 100%

InterpretationThe above table shows that 100% respondents are agreed with need of training in the organisation for employees. It seems that organisation need training for employees in the organisation.

Table No. 2 PLACE OF TRAINING TO THE STAFF [18]

PLACE Inside the organisation Outside the organisation Total

NO. OF RESPONDENTS 25 25 50

PERCENTAGE 50% 50% 100%

InterpretationFrom the above table it is seen that totally 50% of respondents agree to train a staff inside the organisation, 50% and out side the organisation 50%. It seems that training is provided both side of the organisation.

RESPONSES

Table No. 3 Satisfied with your training method NO. OF RESPONDENTS PERCENTAGE [19]

Fully satisfied Satisfied Unsatisfied total

16 30 4 50

32% 60% 8% 100%

InterpretationAccording to this table 32% trainees are fully satisfied with their traning methods, 60% trainees are satisfied with their training method and 8% trainees are unsatisfied with their training method. It seems that trainees are satisfied with their traning methods.

RESPONSES Fully satisfied Satisfied

Table No. 4 Satisfaction development method NO. OF RESPONDENTS PERCENTAGE 17 34% 27 54% [20]

Unsatisfied total

6 50

12% 100%

InterpretationAbove table shows that majority of employees i.e. 54% respondents are satisfied with their development methods,34% respondents are fully satisfied and 12% respondents are not satisfied with their develpoment method. It seems that respondents are satisfied with their development methods.

TECHNIQUE The case study Role playing In Basket method

Table No. 5 Effective of Off-job technique NO. OF RESPONDENTS 15 15 00 [21]

PERCENTAGE 30% 30% 00%

Business Games Sensitivity Training Simulation Managerail Grid Conference total

00 00 00 00 20 50

00% 00% 00% 00% 40% 100%

InterpretationFrom the above table it found that majority of respondents i.e. 40% respondents have need of techniques of the conference while 30% respondents need of develpoment techniques of the role playing and case study. It seems that conference & discussion is most essential development methods of Off-job technique.

Table No. 6 WHERE DO YOU TRAIN THE STAFF RESPONSES NO. OF RESPONDENTS PERCENTAGE Inside the organisation 35 70% Outside the organisation 15 30% Total 50 100% [22]

InterpretationFrom the above table it is seem that 70% respondents train inside the organisation & 30% respondents train outside the organisation. It seems that training to the workers is given inside the organisation and also outside the organisation.

Responses Yes No Total

Table No. 7 Teaching material provided to trainee No.of Respondents Percentage 47 95% 3 5% 50 100% [23]

InterpretationFrom the above table shows it is seem that 100% trainee has provided teaching materail. It seems that teaching materail provided to maximum number of trainee.

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TABLE NO. 8 TECHNIQUE OF TRAINING ADOPTED

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METHODS On the job method Off the job method Both the above

NO. OF RESPONDENTS 00 00 50

PERCENTAGE 00% 00% 100%

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Total

50

100%

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Interpretation: From the table it indicates that 100% of the respondents adopt both training method. It seems that organisation adopt both the training methods i.e. on the job training method and Off the job method.

TABLE NO. 9 DEVELPOMENT TECHNIQUES ADOPTED IN THE ORGANISATION TECHNIQUES NO. OF RESPONDENTS PERCENTAGE On the job techniques 00 00% Off the job techniques 00 00% Both the above 50 100% [28]

Total

50

100%

Interpretation: From the table it indicates that 100% of the respondents are adopt both development techniques. It seems that organisation adopt both the development techniques i.e. on the job training techniques and Off the job techniques.

Responses Yes No

TABLE NO. 10 COMPULSION OF TRAINING TO STAFF No.of Respondents Percentage 50 100% 00 00% [29]

Total

50

100%

InterpretationFrom the above table shows that majority of empolyees i.e. 100% of staff opinion is that training should be compulsory. It seems that training is compulsory to the staff.

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TABLE NO. 11 RESPONSE OF TRAINEE FROM TRAINERS

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RESPONSES Good Average Below average Not good Total

NO. OF RESPONDENTS 50 00 00 00 00

PERCENTAGE 100% 00% 00% 00% 100%

Interpretation From the above table it is seen as per the knowledge of trainers, he is fully satisfied with trainees performance. It is seems that trainees are favorably responding to the training programmes and response of trainee is good.

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TABLE NO. 12 RESPONSES ABOUT TRAINERS PERFORMANCE

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RESPONSES Good Average Below average Not good

NO. OF RESPONDENTS 24 22 4 00

PERCENTAGE 48% 44% 8% 00%

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Total

50

100%

Interpretation From the above table it is seem that response about trainers performance i.e. 48% are said Good, 44% are average & 8% are said it is not Good. It seems that performance of trainers is average.

RESPONSES Fully satisfied Satisfied Unsatisfied total

TABLE NO. 13 SATISFIED WITH YOUR TRAINING METHOD NO. OF RESPONDENTS PERCENTAGE 16 32% 31 63% 3 5% 50 100% [35]

Interpretation
According to table 32% trainees are fully satisfied with their training methods, 63% trainees are satisfied with their training method and 5% trainees are unsatisfied with their training methods.

EXAMINATION Personal Discussion Written test On the job Assignment

TABLE NO. 14 EFFCTIVE TYPE OF EXAMINATION NO. OF RESPONDENTS PERCENTAGE 24 48% 6 12% 20 40% [36]

Total

50

100%

Interpretation
Almost 48% of employees are fully agreed to assess the training with personal discussion, while 42% of the employees assess the training on the job assignment of the workers and only 10% of the employees agree to assess the training regarding written test of the workers. It seems that personal discussion & on the job assignment is necessary to the workers.

Table no. 15 EFFECTIVE TRAINING METHOD OF OFF- THE JOB METHOD

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METHOD Vestibule Training Role Playing Lecture Method Conference & Discussion Total

NO. OF RESPONDENTS 6 6 14 24 50

PERCENTAGE 12% 12% 28% 48% 100%

Interpretation
From the above table indicates that majority of respondents feel effectiveness of training. Effective training method of off the job method i.e. 48% to conference & Discussion while 8% to the programmed instruction method. It seems that conference & discussion is effective training method to off the job method.

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TABLE NO. 16 WHETHER TRAINING PEOGRAMMES ARE COST EFFECTIVE Responses No.of Respondents Percentage Yes 8 16% No 42 84% Total 50 100%

Interpretation
From the above table it is seen that majority of respondents i.e. 84% are of the opinion that the training and development programs is not an expenditure of the organization. While only 16% respondents opinion that the training & development program is an expenditure of the organization. It seems that training and development programs are not burden to organization.

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METHOD Job Rotation Coaching Under Study Multiple Management Total

TABLE NO. 17 EFFECTIVE OF ON-JOB METHOD NO. OF RESPONDENTS PERCENTAGE 14 28% 10 20% 22 44% 4 8% 50 100%

Interpretation
From the above table it is observe that majority of the respondents i.e. 44% of the respondents have need of techniques while only 8% respondents have need of multiple management. It seems that development of coaching & job rotation if most necessary to the employees but techniques of is most necessary to the employees.

FINDINGS
Findings from the survey and regional forums were collated by region then sorted into three main groups: 1. Direct client work job roles 2. Skills sets 3. Professionals. [40]

Though the focus of this research was to identify skills shortages in the vocational training sector, responses to skills shortages included job roles with higher education requirements and they have been included here. Quality service provision in community services relies on the integration and interaction of workers with both vocational and professional knowledge and skills. The articulation between vocational training and higher education is mutual as workers identify skill sets needed outside their primary qualification. For example, a social worker with higher education qualification may seek vocational skills in alcohol and other drugs work or a Certificate IV disability worker may study a subject of behavioral psychology. Though the focus of this research was to identify skills shortages in the vocational training sector, responses to skills shortages included job roles with higher education requirements and they have been included here. Quality service provision in community services relies on the integration and interaction of workers with both vocational and professional knowledge and skills. The articulation between vocational training and higher education is mutual as workers identify skill sets needed outside their primary qualification. For example, a social worker with higher education qualification may seek vocational skills in alcohol and other drugs work or a Certificate IV disability worker may study a subject of behavioral psychology. Job roles in community services sectors are characterized by an extensive range of skills required for quality service provision. Appropriate training is crucial to providing and maintaining services to clients, who in some way, are vulnerable and at risk. The identification of skills shortages is a start to determining training needs but falls short of the need to up skill existing staff and provide ongoing professional development. In this research, participants provided details of training needed now to improve the skills of existing workers and ensure safe and consistent client services. The following chart summarizes the extensive list of training identified in the survey and forums. The training needs identified fall broadly into three skills areas: Management Administration Direct client work. It is important to remember that the skills areas are not necessarily related to job roles as services vary greatly in the number of staff employed, the diversity of service provision and how the workload is allocated. For example, in a service with 1 or 2 workers, they may all provide direct client services but share management and administration tasks. Even in larger organizations, job roles may require a mix of management, administration and client work. Job roles in community services sectors are characterized by an extensive range of skills required for quality service provision. Appropriate training is crucial to providing and maintaining services to clients, who in some way, are vulnerable and at risk. The identification of skills shortages is a start to determining training needs but falls short of the need to up skill existing staff and provide ongoing professional development. In this research, participants provided details of training needed now to improve the skills of existing workers and ensure safe and consistent client services.

CONCLUSION

How do companies determine skill and training demand?

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The first and obvious an Indian Industries is articulated demand. Articulated demand can be measured by: The type and number of open positions; The training needs required to implement new technologies or production processes; The responses required to meet governmental regulations (e.g., OSHA) or customer demands; and/or The activities undertaken to compensate for skill deficiencies (e.g., basic skills training). These circumstances determine how firms invest in training to ensure that employees can do their jobs and ultimately add to the companys bottom line by increasing the overall competences and capabilities of the workforce. The survey is the instrument we used to articulate the current demand for training and education in the Indian industry. Our review of that survey suggested a number of areas of demand. To reiterate, the conclusions are only suggestivegiven the small size of the sample. First, combining the information we have on in-house training used, contracted training used, and noted skill deficiencies, broad commonalities do emerge in the following areas: o Management o Leadership o Communication o Business Skills o Computer Skills It seems a market does exist in these areas, and these skills are important to maintain the competitiveness of aerospace companies and their labor force. The categories are broad, and some additional research would be needed to develop more targeted courses. Moreover, the courses would have to be more in depth than those already provided in house by many companies. Second, reviewing the evidence with a careful eye, some questions do emergeand a Indian Industries to those questions have important training implications. We must be very careful with Third, the evidence also suggests the need for a focus on internships. The overall recruiting problems noted lack of work experience, poor job-seeking skills, and insufficient preparation of undergraduates as measurable challenges. Internships are one way to improve the overall quality of the emergent workforce force. Moreover, 25 percent of the sample indicated an interest in offering undergraduate internship positions. There may be an opportunity embedded here. While it is one thing to offer an internship, it is another thing to know how to manage it and provide a quality experience to the intern and a value-added proposition to the sponsoring firm. Fourth, a good proportion of training offered could be considered reactive (in response to a specific customer request or new technology) while another proportion is strategically neutral (e.g., safety, which is more a part of doing ones job, rather than increasing the overall competitiveness of the company). Only a few firms considered training as an integral part of strategic long-term planning for the future.

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Where there are benefits of the training outsourcing, there are many outsourcing challenges as well no matter how well the program is planned, staffed or budgeted. Below are few challenges that are faced by organizations while training outsourcing: Many stakeholders Outsourcing by and large involve several inner and outer stakeholders. Outsourcing programs in diverse geographic regions most of the times are managed autonomously. Dispersed Locations Many organizations engage training consultancies in different geographical regions that adds further complications to the delivery and scheduling of training. Most of the times, training has to be localized for different languages and Cultures which also requires specific resources. Different regions also put in considerable time, expenditure, and resources to manage logistics related to training.

SUGGESTIONS
1. Nationally recognized outcomes- Training needs have been identified that

correspond to existing training package qualifications or skills sets of national [43]

units of competency. This will support registered training organizations to develop and implement meaningful training programs for specific cohorts of learners in areas of greatest skill development needs.

2. Appropriate resources- The research findings provide a clear direction for

development of resources that meet sector needs to support training providers to deliver in rural and remote areas. Resources for rural and remote training delivery endorsed by industry sectors are greatly needed to encourage and support registered training organizations to deliver in traditionally thin market regions. This includes resources for new workers and the up skilling and recognition of existing .
3. Appropriate training models- Training programs must be designed that

address problems faced by rural and remote organizations. It is not acceptable that services must close in order for workers to attend training due to travel and no provision for backfilling of absent staff. Preferred training models included workplace based training, traineeships and recognition of prior learning. Research findings also recommended that video conferencing could be effective but needs to be available at convenient times not necessarily in real time.
4. Priority groups- Ideal training models and quality resources will only be useful

if developed and designed with the needs of the primary users in mind. This research identified mature age people, new workers, existing workers, Aboriginals, school leavers and those returning to work as priority groups for targeted training in rural and remote INDIAN INDSUTRY.

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BIBLIOGRAPHY& ANNEXURES

Government of India (2007). Report by India to the UNESCO. Ministry of Communications and Information Technology, Department of Information Technology
WHP http://www.whp.fr:8080/whp/company/about-us LISA http://www.lisa.org/

Dube, L. and L. M. Renaghan (1999). "Sustaining competitive advantage." Cornell Hotel and RestaurantAdministration Quarterly 40(6): 27-33. Annamalai, V. 2000. Role of gram panchayats in managing common property resources for the benefit of rural poor: a study in Karnataka and Haryana. Case Studies Series 10, Hyderabad, India, National Institute of Rural Development

BOOKS:
a) David A. Decenzo/Stephen P. Robins (2004) Personal and Human Resource Management b) A. Monappa (2004), Personal Management

c) Allan Pepper (1999) A Handbook on Training and Development

WEBSITES:
a) www.wikipedia.org b) www.naukrihub/training and development.com

c) www.google.com.

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