Final Project Report On Training and Development

A Study on Employees Training and Development Vision Plus Private Limited
Executive Summary:
Training is a process through which a person enhances and develops his efficiency, capacity
and effectiveness at work by improving and updating his knowledge and understanding the
skills relevant to perform his or her job.
Training also helps a person cultivate appropriate and desired behavior and attitude towards
the work and people. Unless training is provided, the jobs and lives of employees in
organizations are at stake.
It gives people an awareness of the Rules & Procedures to guide their behavior. It is an
application of knowledge to improve the performance on the Current job or to prepare one for
an intended job.
Organization & individual for their survival & attainment of mutual goals should develop &
progress simultaneously; this can be done mainly through training technique because training
is the most important technique & it is a value addition to the organization through Human
Resource Development for the development of the employee. The employee she/he been
selected, placed & introduced in an organization should be provided with training facilities in
order to adjust & make them suitable for the Job as no organization can get a candidate who
exactly matches with the job & organizational requirements.
The trained employees are the valuable assets to any organization. Training at BSNL is given
when there is a difference between the job requirements & employees present specifications.
Thus employee training is the most important sub-system, specialized & one of the
fundamental operative functions of Human Resource Development. Organizational
efficiency, productivity, progress & development, also organization viability, stability &
growth to greater extent depend on training. If the required training is not provided it leads to
the performance failure of the employees. Training enhances the Competence, Commitment,
and Creativity & Contribution to the organization.
The first step in my study is to find out the effectiveness of training and development in
achieving the goals of the company, to study the different methods of training followed at
BSNL, The basis on which training programmers are planned and scheduled and how the
performance appraisal helps in identifying training needs.
The second step was data collection through various sources I used both primary and
secondary data for the study as both are quiet essential in any type of survey.
Primary data was collected through survey and personal interview, whereas secondary
Silicon City College of Commerce and Management Page 1

data made use of certain reports from the HRD department provided the information as to the
total no of employees, schedule of training programs, number of persons attending it and
other such things. The secondary data also included textbooks, company data, and internet.
The analysis of the questionnaire was carried out through which the purpose of the study was
served. The analysis was done by using statistical tool in which the study made use of two
test that is : frequency test and correlation.
These tests gave the clear idea about the most significant factors which are positively
correlated and those factors which are not so significant and are not positively correlated.
Hence it helped the study to identify the important factors which are quiet essential for
effective training and development in the organization.
This study gives a detailed idea about the employee’s attitude towards the training program
and how the employees apply the knowledge, skills and attitude in job performance.
Therefore through the analysis the study could be interpreted that the training and
development programs are quiet effective but still needs to be improved on some of the
aspects mentioned above.

Chapter - 1
Introduction

Introduction:
Human Resource Management is defined as the people who staff and manage organization. It
comprises of the functions and principles that are applied to retaining, training, developing,
and compensating the employees in organization. It is also applicable to non-business
organizations, such as education, healthcare, etc. Human Resource Management is defined as
the set of activities, programs, and functions that are designed to maximize both
organizational as well as employee effectiveness.
Scope of HRM without a doubt is vast. All the activities of employee, from the time of his
entry into an organization until he leaves, come under the horizon of HRM. The divisions
included in HRM are Recruitment, Payroll, Performance Management, Training and
Development, Retention, Industrial Relation, etc. Out of all these divisions, one such
important division is training and development.
Training And Development is a subsystem of an organization. It ensures that randomness is
reduced and learning or behavioral change takes place in structured format.
William James of Harvard University estimated that employees could retain their jobs by
working at a mere 20-30 percent of their potential. His study led him to believe that if these
same employees were properly motivated, they could work at 80-90 percent of their
capabilities. Behavioral science concepts like motivation and enhanced productivity could
well be used in such improvements in employee output. Training could be one of the means
used to achieve such improvements through the effective and efficient use of learning
resources.
Human resources, are the most valuable assets of any organization, with the
machines, materials and even the money, nothing gets done without man-power. The
effective functioning of any organization requires that employees learn to perform their jobs
at a satisfactory level of proficiency. Here is the role of training. Employee training tries to
improve skills or add to the existing level of the knowledge so that the employee is better
equipped to do his present job or to prepare him for higher position with increased
responsibilities. However individual growth is not an end itself. Organization growth needs to
be meshed with the individual’s growth. The concern is for the organization viability, that it
should adapt itself to a changing environment. Employee growth and development has to be
seen in the context of this change. So training can be defined as:

Training is a systematic development of the knowledge, skills and attitudes required by

employees to perform adequately on a given task or job
The need for improved productivity in organization has become universally accepted and that
it depends on efficient and effective training. However, the need for organizations to embark
on staff development programme for employees has become obvious. Absence of these
programme often manifest tripartite problems of incompetence, inefficiency and
ineffectiveness. So training and development aim at developing competences such as
technical, human, conceptual and managerial for the furtherance of individual and
organization growth which makes it a continuous process
Training is the process of assisting a person for enchanting his efficiency and effectiveness at
work by improving and updating his professional knowledge by developing skills relevant to
his work and cultivating appropriate behavior and attitude towards work and people.
Training could be designed either for improving present at work or for preparing a person for
assuming higher responsibilities in further which would call for additional knowledge and
superior skills. Training is different education particularly formal education. While education
is concerned mainly with enhancement of knowledge, training aims essentially at increasing
knowledge, stimulating attitude and imparting skills related to a specific job.
It is a continuous and life long process. Training provides an atmosphere of sharing and
synthesizing, with the help of the trainers, the information already available on the subject.
Training is a time bound activity program. Thus there is a separate specialized discipline of
trainers socializing in the field of human activity.
Meaning:
A business' most important asset is often its people. Training and developing them can be one
of the most important investments a business can make. The right training can ensure that
your business has the right skills to tackle the future. It can also help attract and retain good
quality staff, as well as increasing the job satisfaction of those presently with you - increasing
the chances that they will satisfy your customers.
Thus Training is the act of increasing the knowledge and skills of employee. It is a universal
truth that the human resources available in an organization have to be managed more
efficiently than the material resources comprising of machines and money.

Eloquently putting “Training is a systematic development of the knowledge, skills and

attitudes required by employees to perform adequately on a given task or job”.
Definition:
“Training is the act of increasing the knowledge & skills of an employee for doing a
particular job”
▪ Flippo
It is a short term educational process & utilising a systematic & organised procedure by
which employees learn technical knowledge & skills for a definite purpose
Training improves knowledge skill, behaviour & attitude towards the requirements of the job
& organisation.
Features of Training:
The features of good training programs are as follows:-
a. Clear Purpose:
The objective of the programme should be clearly specified. The training should be result
oriented.
b. Training Needs:
The training needs of employees should be clearly defined. The methods selected for
imparting training should be appropriate and effective.
c. Relevance:
The training programme and its contents must be relevant to the requirements of the job for
which it is intended.
d. Balance between Theory and Practice:
A good training programme should provide a balanced mix of theory and practice the
theoretical framework should be backed by practical application to provide all round training.

e. Management Support:
Top management must actively support the training programme so that the training
programme may help the employees to yield better results. Once the employees get the
support form management support the perform there job more effectively.
Training Objectives:
1. To prepare the employee both new & old to meet the present as well as the changing
requirements of the job & the organisation.
2. To prevent obsolescence
3. To help the new entrants the basic knowledge & skills they need for an intelligent
performance of a definite job.
4. To prepare employees for higher level jobs.
5. To develop the potentialities of people for the next level job.
6. To ensure economical output of required quality.
7. To ensure smooth & efficient working of a department.
8. To assists employees to function more effectively in their present positions by
exposing them to the latest concepts, information & techniques & developing the
skills they will need in their particular fields.
9. To promote individual & collective morale, a sense of responsibility, co operative
attitudes & good relationships.
Purpose of Training:
One of the main purposes of training is to prevent industrial accidents. This is done by
creating safety consciousness among workers.
a. When the employees are trained it enables them to achieve the required level of
performance which in turns increases the productivity.
b. Training helps in increasing the knowledge and skills of employee
c. When the employees are trained it becomes easy for them to adapt themselves
according to the changes made in business.
d. Training reduces the cost of supervision. Trained employees needs less guidance
which in turns reduces the needs for supervision.

Needs of Training:
1. To enable the new recruits to understand work:
A person who is taking up his job for the first time must become familiar with it. For
example, if a fresh graduate is appointed as a clerk in a bank, he must first of all gain
knowledge of work assigned to him.
2. To enable existing employees to update skill and knowledge:
Training is not something needed for the newly recruited staff alone. Even the existing
employees of a concern may require training. Such training enables them to update their
skill and knowledge.
3. To enable an employee who has been promoted to understand his responsibilities:
Training is essential for an employee who has just been promoted to a higher level job.
With an evaluation in his position in the organization, his responsibilities are also going
to multiply.
4. To enable an employee to become versatile:

Sometimes an employee may have to gain knowledge of several related jobs. It will not
be enough if he is only good in the work he does presently.
Importance of Training:
1. Improvement in Skill and Knowledge:
Such training helps the employees to perform his job much better. This benefits the enterprise
as well.
2. Higher Production and Productivity:
If an enterprise has a team of well trained employees there will be rise in production as well
as increase in productivity. Productivity is the input- output ratio
3. Job Satisfaction:
Trained employees will be able to make better use of the making of their skill. This increases
their level of self-confidence and commitment to work. Such employees are bound to have
higher job satisfaction.

4. Better use of Resources:
Trained employees will be able to make better use of materials and machines. This reduces
the rate of wastage and spoilage of materials and also breakage of tools and machines
5. Reduction in Accidents:
Trained employees are aware of safety precautions and so they are alert and cautious. This is
bound to bring down the number of accident in the works place.
6. Reduced Supervision:
Well trained employees do not need much supervision. They can do their work without
having to approach their superior often for guidance.
7. Reduction in Complaints:
‘Only bad workers blame their tools’. An employee who has acquired the necessary skill and
job knowledge would certainly love his job.
8. Adaptability:
Trained workers have the capacity to adapt themselves to any kind of situation. They are odd
in crisis management too. This indeed is beneficial for the organization.
9. Scope for Management by Exception:
With trained workers working under them, it becomes easy for the managers to get things
done by delegating authority. This enables the managers to concentrate more on important
issues confronting the organization.
10. Stability:
“The employees of today are going to be the managers of tomorrow”. The retirement of key
managers may not affect the stability of an organization if it has a team of trained, efficient
and committed employees who are ever ready to take over management.

Advantages of Training:
1. Quick Learning: Training helps to reduce the learning time to reach the acceptable
level of performance. The employees need not learn by observing others & waste a long
time, if the formal training program exists in the organisation. The qualified trainers
will help the new employees to acquire the skills & knowledge to do particular jobs
within a short span of time.
2. Higher Productivity: Training raises the skill of the employees in the performance of a
particular job. It helps to the existing employees to raise their level of performance on
their present job assignment.
3. Less Supervision: If the employees are given adequate training, the need of supervision
is lessened. Training does not eliminate the need of supervision but it reduces the need
of detailed & regular supervision.
4. Economical Operation: It helps to make a better & economical use of materials
&equipment’s wastage will be low. In addition the rate of accidents & damages to the
machinery & equipment will be kept to the minimum by the well trained employees.
5. Higher Morale: The objective of training program will mould employee’s attitude to
achieve support for organisational activities & obtain better cooperation& greater
loyalty with the help of training dissatisfaction complaints absenteeism & turnover can
also be reduced among the employees.
6. Better Management: Manager can make use of training to manage in a better way. To
him training the employees can assists in improving his planning, organising, directing
& controlling.
7. Confidence: Training crates a feeling of confidence in the minds of workers. It gives
safety & security to them at a work place.
8. New Skills: Training develops skills which serve as a valuable personal asset of the
workers.
9. Promotion: Training helps for the promotion of the employees in the organisation.
10. High Earnings: By improving skills training provides a chance of increasing job
knowledge & in turn earn more.

Benefits of Training:
How training benefits the organisation:
1. Leads to improve profitability and more positive attitudes towards profits

orientation.
2. Improves the job knowledge and skills at all levels of the organisation.
3. Improve the morale of the workplace.
4. Helps people identify with organisational goals.
5. Helps create a better corporate image.
6. Improve the relationship between boss and subordinates.
7. Learn from the trainee.
8. Helps prepare guidelines for work.
9. Provide information for future needs in all areas of the organisation.
10. Organisation gets more effective in decision making and problem solving.
Benefits to the individual which1 in turn ultimately should benefits the

organisation:
1. Helps the individual in making better decisions and effective problem solving.
2. Helps a person handle stress, tension, frustration and conflict.
3. Provides information for improving leadership knowledge, communication skills and
attitudes.
4. Increase job satisfaction and recognition.
5. Moves a person’s towards personal goals while improving interactive skills.
6. Satisfies personals needs of the trainer.
7. Develops a sense of growth in learning.
8. Helps a person develop speaking and listening skills, also writing skills when exercise
is required.
Purpose of Training:
a. Training is necessary when a person moves from one job to another (transfer)
b. Training is necessary to make employees mobile & versatile. They can be placed in
various jobs depending on organizational needs.
c. Training is needed to bridge the gap between what the employee wants and what the
job demands.

Introduction:
Development refers to those learning opportunities designed to help employees grow.

Development is not primarily skill oriented. Instead; it provides general knowledge and
attitudes which will helpful to employees in higher positions. Efforts towards development
often depend on personal drive and ambition. Development activities, such as those supplied
by management development programmes, are generally voluntary.
Development is a related process. it covers not only those activities which improve job
performance but also those which bring about growth of the personality;whichhelps
individuals in the progress towards maturity and actualization of their potential capacities so
they become not only good employees but better men and women. Training a person for
bigger and higher job is development. And this may not only imparting specific skills and
knowledge but also inculcating certain personality and mental attitudes.
How to make Training Effective:
a. Determine the training needs through job description, performance appraisal, potential
appraisal and discussion with employees.
b. Prepare a training calendar in discussion with the managers concerned.
c. Define the training objectives specifically.
d. Select the efficient faculty

Training Design:

Methods of Training:
1. On the Job Methods:
• It is also known as job instruction training

• It is most commonly used method
• Under this method, the individual is placed on a regular job & taught the skills
necessary to perform that job.
• This method is also called “learning by doing”
• In this method trainee learns under the guidance or supervision of the supervisor or
instructor.
a. Job Rotation: Job rotation involves the transfer of trainees from one job to another and
sometimes from one branch to another. The trainee receives job knowledge & gains
experience from his supervisor. The trainee receives full duties and responsibilities of the
rotated position. It is more suitable for lower level executives.
b. Coaching: In coaching, the superior plays an active role in training the subordinate. The
superior may assign challenging task to the subordinate for the purpose of training.
The superior may assist and advice the subordinate to complete the assigned task. In this
case, the superior acts as a coach in training the subordinate.
A limitation of this method is that the trainee may not have the freedom or opportunity to
express his own ideas.
c. Job Instruction: This method is also known as training through step by step. Under this
method, the trainer explains to the trainee the way of doing the jobs, job knowledge & skills
& allows him to do the job. The trainer appraises the performance of the trainee, provides
feedback, information & corrects the trainer.
D. Committee Assignment: Under this method, a group of trainees are given & asked to
solve an actual organizational problem. The trainees solve the problem jointly. It develops the
team work.

2. Off the Job Method:
• Under this method the trainee learns outside the job and involves himself in full time
learning.
• In this method of training, the trainees is separated from the job situation & his
attention is focused upon learning the material related to his future job performance.
• There is an opportunity for freedom of expression for the trainees.
a. Vestibule Training: In this method, actual work conditions are simulated in a class
room. Material, files, & equipment which are used in actual job performance are also
used in training. This type of training is commonly used for training personnel for clerical
&semi-skilled jobs. The duration of this training ranges from days to few weeks. Theory
can be related to practice in this method.
b. Role Playing: It is defined as a method of human interaction that involves realistic
behavior imaginary situation. This method of training involves action doing & practice,
the participants play the role of certain characters such as the production manager,
mechanical engineer, workers etc. this method is mostly used for developing inter
personal interaction & relations.
c. Lecture Method: This is also called class room training. The special lectures can be
given by the top executive of the organization or by the specialist in a particular field. The
person is generally expert in the particular field. The trainees generally had the note
books to note down the important points said by the expert.
This method can also be used for the new entrant in the organization or to deliver the
message to large group in that case the cost per trainee is less.
d. Conference or Discussion: It is a method in training the clerical, professional &

supervisory personnel. This method involves a group of people who pose ideas, share
facts, ideas, data & draw conclusions all of which contribute to the improvement of job
performance.
In this method it involves two way communications& hence feedback is provided the
participants feel free to speak in small groups.
e. Seminar and Workshops: Management employees can be trained with the help of
seminars and workshops. In seminars, trainees present their papers on work related

developments. The paper presentations are reviewed by experts. The experts may give
their insights on the topic presented by the trainee.
In workshops there is a good interaction between the trainer and the trainees. The trainer
may present his views on certain developments and then initiate interactive discussion.
The trainees can get insights due to the views expressed by the trainer and other trainees.
Steps involved in Training:
Step 1:
Define the chart part of the organization in which the work has to be done. It is to have a
focused approach of the study. It could either be a particular department, a section, a unit, a
specific group or a staff category.
Step 2:
Use various data collection measures to collect both qualitative as well as quantitative data.
Step 3:
Analyze the entire data collected in order to find out causes of problem areas and priorities
areas, which need immediate attention.
Step 4:
Priorities the different training programmers according to the responses collected.
Step 5:
Record and file the entire data so that it can be used for future reference while designing
training programmers/ training calendar.
Areas of Training:
1. Knowledge: Employee gets knowledge on rules and regulations related to job, staff &
the products or services offered by the company. The aim is to make the employee
fully aware of the business environment.
2. Technical Skills: The employee is trained on specific skill (operating a machine,

handling computers etc).
3. Social Skills: The employee is made to develop a right mental attitude towards the
job, colleagues and the company. He/she is taught to be a team worker/member.

4. Techniques: It involves application of knowledge and skill to various on-the-job

situations.
Systematic Approach to Training:
•Determine
Training needs
Assessment •Identify training
objectives
•Select training
Implementation methods
•Conduct training
• Compare
training
Evaluation outcomes
against criteria
Training Needs Assessment:
1. Determine: the training needs: This involves finding answers to questions such as ,
whether training is needed? Where it is needed, which training, what is the duration
a. Organizational analysis
b. Task or role analysis
c. Person analysis
2. Organizational Analysis: Study of the entire organization in terms of its objectives,

resources, utilization of these resources.
a. Analysis of objectives – study of short term and long term objectives and the
strategies to fulfill the objectives.
b. Resource utilization analysis: contribution of various departments towards

resources utilization.

c. Environmental scanning – the economic, political, socio-cultural and

technological environment is examined.
d. Organization climate analysis – the climate of an organization speaks about the

attitudes of members towards work, company policies, supervisors, co-workers,
etc.
3. Task or Role Analysis:

a. Detailed examination of a job, its components, its various operations and
conditions under which job is performed.
b. The exercise is meant to find out how the various tasks have to performed, what
kind of skills, knowledge, attitudes are needed to meet the job needs.
c. After collecting the information, appropriate training programmes are designed.
4. Person Analysis:
a. Focus is on the individual in a given job.
b. Find out if performance is satisfactory and if training is required
c. Find if employee is capable of being trained and the specific areas in which he has
to be trained.
d. Analysis is done by personal observation, performance reviews, supervisory

reports, etc.
Identify Training Objectives:
Basically there are three types of objectives:
1. Regular
2. Problem Solving
3. Innovative
1. Regular :
a. Orientation: Basic training, introduction about the job, how it has to be performed,
time needed to perform.
b. Refresher courses on safety procedures

2. Problem Solving:
a. To reduce complaints, mistakes, errors, accidents.
b. Training in communication to reduce and handle employee grievances
3. Innovative:
a. Anticipating problems before they occur
b. Team building session with the departments.
Evaluation of a Training Programme:
Evaluation helps in controlling & correcting the training programme. It can be done in
5levels:
1. Reactions: Trainees reactions to the overall training – coverage of topics, method of

presentation, techniques used, doubts were clarified etc.
2. Learning: The trainer’s ability and the trainees abilities can be judged by the content
that is being learnt and how he applies it to the job.
3. Job behavior: Includes manner and extent to which the trainee has applied his
learning to the job.
4. Organization: This evaluation measures the use of training, learning and change in
job behavior in the form of increased productivity, quality, morale, sales turnover and
the like.
5. Ultimate value: Measures the ultimate results of training, its contributions towards
achievements of organization goals like growth, profitability etc.
Methods of Evaluation:
1. Questionnaire: A detailed questionnaire can be used to obtain opinions, reactions,

and views of trainees.
2. Tests: Standard tests can be conducted to check how much the trainees have learnt.
3. Interviews: One to one interview with trainees to know their reactions regarding
training.
4. Human Resource Factors: Evaluation can be done based on employee satisfaction,
which can be determined by decrease in absenteeism, accidents, grievances,
dismissals etc.

5. Studies: Comprehensive studies can be carried out eliciting the opinions and
judgments of trainers, superiors, colleagues etc.
6. Cost benefit Analysis: The cost of training (cost of hiring, tools to learn, training
centers, production stoppage etc) could be compared with its value (in terms of
improved learning, superior performance etc.)
7. Feedback: Identify gaps in the training programmer, correction measures needs to be
taken for improvement.
Introduction:
Development:
Management development is all those activities and programmer when recognized and
controlled have substantial influence in changing the capacity of the individual to perform his
assignment better and ingoing so all likely to increase his potential for future assignments.
Thus, management development is a combination of various training programmer, though
some kind of training is necessary, it is the overall development of the competency of
managerial personal in the light of the present requirement as well as the future requirement.
Development an activity designed to improve the performance of existing managers and to
provide for a planned growth of managers to meet future organizational requirements is
management development.
Definition of Development:
According to Mr. Emoia “Development covers not only those activities which improve job
performance, but those which bring about growth of personality, help individuals in the
progress towards maturity actualization of their potential capacities, so that they become not
only good employees but better men and women”.
Training needs identification for a company:

Training need identification is a tool utilized to identify what educational courses or activities
should be provided to employees to improve their work productivity. Here the focus should
be placed on needs as opposed to desires of the employees for a constructive outcome. In
order to emphasize the importance of training need identification we can focus on the
following areas:
a. To pinpoint if training will make a difference in productivity and the bottom line.

b. To decide what specific training each employee needs and what will improve his or her
job performance.
c. To differentiate between the need for training and organizational issues and bring about
a match between individual aspirations and organizational goals.
Identification of training needs, if done properly, provides the basis on which all other
training activities can be considered. Also requiring careful thought and analysis, it is a
process that needs to be carried out with sensitivity as people's learning is important to them,
and the reputation of the organization is also at stake. Identification of training needs is
important from both the organizational point of view as well as from an individual's point of
view. From an organization’s point of view it is important because an organization has
objectives that it wants to achieve for the benefit of all stakeholders or members, including
owners, employees, customers, suppliers, and neighbors. These objectives can be achieved
only through harnessing the abilities of its people, releasing potential and maximizing
opportunities for development. Therefore people must know what they need to learn in order
to achieve organizational goals. Similarly if seen from an individual's point of view, people
have aspirations, they want to develop and in order to learn and use new abilities, people need
appropriate opportunities, resources, and conditions. Therefore, to meet people's aspirations,
the organization must provide effective and attractive learning resources and conditions. And
it is also important to see that there is a suitable match between achieving organizational
goals and providing attractive learning opportunities.
Training and development is a function of human resource management concerned with
organizational activity aimed at bettering the performance of individuals and groups in
organization settings. It has been known by several names, including "Human Resource
Development", "Human Capital Development" and "Learning and Development". These
definitions, of course, are viewed within the context of organizational learning rather than
other contexts (e.g. personal) of training and development.
Training Process Needs Assessment:
1. Organization Support
2. Organizational Analysis
3. Tasks and KSA Analysis
4. Person Analysis

Instructional Objectives Development of Criteria Training Validity Transfer Validity Inter

organizational Validity Inter organizational Validity Selection and Design of Instructional
Programs Training Use of Evaluation Mod. Lots of time training is confused with
development, both are different in certain respects yet components of the same system.
Development implies opportunities created to help employees grow. It is more of long term
or futuristic in nature as opposed to training, which focus on the current job. It also is not
limited to the job avenues in the current organization but may focus on other development
aspects also. At Goodyear, for example, employees are expected to mandatorily attend
training program on presentation skills however they are also free to choose a course on
‘perspectives in leadership through literature’. Whereas the presentation skills program helps
them on job, the literature based program may or may not help them directly.
Similarly many organizations choose certain employees preferentially for programs to

develop them for future positions. This is done on the basis of existing attitude, skills and
abilities, knowledge and performance of the employee. Most of the leadership programs tend
to be of this nature with a vision of creating and nurturing leaders for tomorrow. The major
difference between training and development therefore is that while training focuses often on
the current employee needs or competency gaps, development concerns itself with preparing
people for future assignments and responsibilities. With technology creating more deskilled
workers and with industrial workers being replaced by knowledge workers, training and
development is at the forefront of HRD. The onus is now on the human development
department to take a proactive leadership role in responding to training and business needs.
Development refers to those learning opportunities designed to help employees grow.

Development is not primarily skill oriented. Instead; it provides general knowledge and
attitudes which will helpful to employees in higher positions. Efforts towards development
often depend on personal drive and ambition. Development activities, such as those supplied
by management development programmes, are generally voluntary.
Development is a related process. it covers not only those activities which improve job
performance but also those which bring about growth of the personality ;which helps
individuals in the progress towards maturity and actualization of their potential capacities so
they become not only good employees but better men and women. Training a person for
bigger and higher job is development. And this may not only imparting specific skills and
knowledge but also inculcating certain personality and mental attitudes.

Training and Development Objectives:
The principal objective of training and development division is to make sure the availability
of a skilled and willing workforce to an organization. In addition to that, there are four other
objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives –It help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.
Organizational Objectives –It assist the organization with its primary objective by bringing
individual effectiveness.
Functional Objectives –It maintain the department’s contribution at a level suitable to the
organization’s needs.
Societal Objectives –It ensure that an organization is ethically and socially responsible to the
needs and challenges of the society.
Difference between Training and Development:
Training Development
1. Training refers to teaching specific Development is more general, aims to

skills &behavior provide knowledge & understanding
2. Training is meant for operatives Development is meant for managers
3. Training improves specific skills Development improves total personality of

relating to a job an individual
4. Training is one shot deal It’s a continuous process
5. Scope of training is to individual Scope is for entire work group or

employees organization
6. Its due to initiative taken by This is due to result of internal motivation

management
7. It seeks to meet current requirements It seeks to meet future requirements

of a job
8. Training is reactive process Development is proactive and future oriented

process

Theories of Training and Development
1. Kirkpatrick Evaluation Model:
The Kirkpatrick evaluation model or theory was developed in 1959 by University of

Wisconsin professor emeritus Donald Kirkpatrick. It consists of four levels of evaluation:
reaction of participants; learning, or the knowledge and skills gained; behavior, or the ability
to apply the new skills; and results, or the organizational impact. Each level of evaluation
builds upon and adds precision to the previous level.
The reaction:
The reaction level measures how training participants react, including their level of
participation; ease and comfort of experience; and the level of effort required to make the
most of the learning. A reaction evaluation is inexpensive and simple to administer using
interaction with the participants, post-training surveys and online questionnaires. The
evaluation can be done immediately after the training ends. It is important that participants
have a positive reaction to the training sessions because a negative reaction leads to poor
learning.
The learning:
Learning evaluations are usually conducted before and after a training program to assess the
impact the program has had on the learning process. Evaluations assess whether participants
have advanced in knowledge, skills and intellectual capacity as a result of the training.
Learning evaluation tools include self-assessment using online questionnaires and tests, and
formal assessment through interviews and observations. Learning evaluation is especially
relevant for technical training because technical skill level changes are usually more
quantifiable.
Behavior:
Behavior evaluation assesses the extent to which training participants apply the learning in
their jobs. The evaluation is usually done over a period of time to determine if the
participants use the new skills and knowledge on the job, improve their performance and
transfer the knowledge to their peers. Tools include observations, questionnaires, tests and
interviews. Behavior evaluations take more time and effort than reaction and learning
evaluations. It is important to involve the line managers and immediate supervisors in the
process because they are in the best position to observe and assess participant behavior
changes.
Results:
Results evaluation determines the success of a training program in operational and strategic
terms, such as increased sales, reduced expenses, improved quality and reduced cases of
workplace injuries. However, it may not always be possible to correlate improved operational
performance with training. For example, improvements in product quality may be due to
better design tools and more qualified staff, not just a new quality training program. External
factors, such as changes in the economy and the competitive environment, may also influence
operational results.
Factors influencing Training and Development:
a. Top management support

b. Commitment from specialists and generalists
c. Technological advances
d. Organizational complexity
e. Learning principles

The Process of Training and Development:

Methods of Training and Development in Vision Plus:
1. On the Job Methods:

• It is also known as job instruction training
• It is most commonly used method
• Under this method, the individual is placed on a regular job & taught the skills
necessary to perform that job.
• This method is also called “learning by doing”
• In this method trainee learns under the guidance or supervision of the supervisor or
instructor.
A. Coaching: In coaching, the superior plays an active role in training the subordinate. The
superior may assign challenging task to the subordinate for the purpose of training.
The superior may assist and advice the subordinate to complete the assigned task. In this
case, the superior acts as a coach in training the subordinate.
A limitation of this method is that the trainee may not have the freedom or opportunity to
express his own ideas. This method of training motivate the employees in Vision Plus.
B. Job Instruction: This method is also known as training through step by step. Under this
method, the trainer explains to the trainee the way of doing the jobs, job knowledge & skills
& allows him to do the job. The trainer appraises the performance of the trainee, provides
feedback, information & corrects the trainer. This method of training motivate the employees
in Vision Plus.
C. Committee Assignment: Under this method, a group of trainees are given & asked to
solve an actual organizational problem. The trainees solve the problem jointly. It develops the
team work.
2. Off the Job Method:
• Under this method the trainee learns outside the job and involves himself in full time
learning.
• In this method of training, the trainees is separated from the job situation & his
attention is focused upon learning the material related to his future job performance.
• There is an opportunity for freedom of expression for the trainees.

a. Vestibule Training:
In this method, actual work conditions are simulated in a class room. Material, files, &
equipment which are used in actual job performance are also used in training. This type of
training is commonly used for training personnel for clerical &semi-skilled jobs. The
duration of this training ranges from days to few weeks. Theory can be related to practice in
this method.
b. Role Playing:
It is defined as a method of human interaction that involves realistic behavior imaginary

situation. This method of training involves action doing & practice, the participants play the
role of certain characters such as the production manager, mechanical engineer, workers etc.
this method is mostly used for developing inter personal interaction & relations.
c. Lecture Method:
This is also called class room training. The special lectures can be given by the top executive
of the organization or by the specialist in a particular field. The person is generally expert in
the particular field. The trainees generally had the note books to note down the important
points said by the expert.
This method can also be used for the new entrant in the organization or to deliver the
message to large group in that case the cost per trainee is less. This method of training
motivate the employees in Vision Plus.
d. Conference or Discussion:
It is a method in training the clerical, professional & supervisory personnel. This method
involves a group of people who pose ideas, share facts, ideas, and data& draw conclusions
all of which contribute to the improvement of job performance. In this method it involves
two way communications& hence feedback is provided the participants feel free to speak in
small groups. This method of training motivate the employees in Vision Plus.
e. Professional skill training:

Here, training is given to Professional staff such as Accountants, Surveyors, Auditors, and
Architects etc. Organization provides this training to newly joined professionals to gain the
professional qualification and it is also given to the existing professionals

Chapter - 2
Research Design

Title of the Study:
A Study on Employees Training and Development at Vision Plus Private Limited
Need for the Study:
Training is the act of increasing the knowledge and skills of an employee for doing a
particular job. It utilizes a systematic and organized procedure by which employee learns
technical knowledge and skills. Training refers to the teaching and learning activities carried
on for the primary purpose of helping members of an organization.
Training is closely related with education and development but needs to be differentiated
from these terms. It is aimed at improving the behavior and performance of a person.
Training is a continuous and life long process. Training provides an atmosphere of sharing
synthesizing with the help of the trainers, the information already available on the subject.
Significance of the Study:
The development of any organization depends on its employees. For organizational

productivity training and development assumes great significance. Training aims at
increasing the knowledge and skills of the employee whereas organizational development on
the other hand refers to overall improvement of the organization such as its structure,
objectives, policies and procedures including managers and employees. Organizational
development can be achieved by hiring the services of the professional’s consultants.
Training and development programs are often viewed as part of organizational development.
A better knowledge about these things can facilitate the trainer as well as the trainee in
conducting and benefiting from the training. But training being a very complex process
makes it a bit difficult. So the best way to achieve it is by studying and analyzing the
feedback of employees as well as managers. The project includes collecting information from
staffs of Vision Plus Private Limited, analyzing it, interpreting it, and concluding useful
suggestions from it.

Objectives of the Study:

1. To recognize the meaning, nature, scope and features of the training and development.
2. To know how the training and development program effects on the employee
productivity.
3. To study the employees perception towards organisational training and development.
4. To study the methods used in training the employees.
5. To determine which kind of training and development programs are effective in
motivation.
6. To study the effectiveness of training and development programs in vision plus.
7. To give the suggestion for the growth and perspective of the company.
Research Methodology:
Research methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. In it we study the
various steps that are generally adopted by a researcher in studying his research problem
along with the logic behind them.
Methodology gives us the blueprint of activities to be carried out systematically in order to

complete the study successfully.
➢ Formulating the Research Problem

➢ Extensive Literature Review
➢ Developing the Objectives
➢ Preparing the Research Design including Sample Design
➢ Collecting the Data
➢ Analysis of Data
➢ Preparation of the Report or Presentation of Results, Formal write ups of
conclusion.
➢ Generalization and Interpretation and Conclusion
Methodology:
1. Questionnaire: A questionnaire was served to all the employees asking their opinion
about the effectives of training and development programs at Vision Plus Private
Limited.

2. Personal Interview: A face-to-face talk is carried out with the employees where I
asked several employees about their feelings and opinions on various aspects of their
jobs and organization.
3. Company Data and Reports: Certain reports from the HRD department provided the
information as to the total no of employees, schedule of training programs, number of
persons attending it and other such things, which indicated the employee performance
on the job after attending these training programs.
Data Collection:
To produce a reliable questionnaire both primary and secondary information was used.
Primary data is the first hand information; the questionnaire was prepared by me under the
guidance of the mentor wherein I used Likert five-point scale and closed ended questions for
measuring attitudes of the employees for my study.
The questionnaire comprised 20 questions which covered all the aspects of measuring “the
effectiveness of training and development”.
1. Primary Data:
An instrument is used to collect the required information from the employees and also
interact the employees personally.
Primary data helps us in making observation of employee’s behaviors, talk gestures which
helped me in identifying the attitude of employees towards the training program and the
effectiveness of the training program in the organization.
Primary Data Sources:
a. Questionnaire
b. Observation
c. Interview
2. Secondary Data:
It was collected from the website of the company, and the company personnel, certain reports
from the HR department. The research also took the help of the books and journal.
Secondary Data:
a. Book
b. Periodicals or journals
c. Research thesis and dissertations
d. Footnotes

e. Encyclopedias
f. Websites/blogs
Both primary and secondary data served the purpose in measuring the effectiveness of
training and development at Vision Plus Private Limited. Both are equally essential for any
type of survey.
Research Design:
A research design is the assignment of conditions for collection and analysis of data in a
manner that aims to combine relevance to the search purpose formidable problem that follow
the fact defining the research is the preparation in this study the researcher has made use of
the descriptive research design this is used to determine some definitive purpose with the help
of structured questionnaire to further primary information to focus on the accurate description
of the variable present in the problem
Sampling:
Sampling is concerned with the selection of a subset of individuals from within a population
to estimate characteristics of the whole population. Researchers rarely survey the entire
population because the cost of a census is too high. The three main advantages of sampling
are that the cost is lower, data collection is faster, and since the data set is smaller it is
possible to ensure homogeneity and to improve the accuracy and quality of the data. In the
study researcher has used probability sampling.
Sample Size:
The total number of employees in an organization is 400. It would be time consuming as well
as difficult to interview all 400 employees. So for the purpose of this project report researcher
has selected 100 of population for sampling. The samples were selected using simple random
sampling techniques i.e, every individual in the total population had equal chances of being
selected.
Selection of Sample Respondents
Simple Random Sampling:
A simple random sample is a subset of individuals (a sample) chosen from a larger set (a
population). Each individual is chosen randomly and entirely by chance, such that each

individual has the same probability of being chosen at any stage during the sampling process,
and each subset of k individuals has the same probability of being chosen for the sample as
any other subset of k individuals. This process and technique is known as simple random
sampling.
Tools Used for Data Analysis:
For this research researcher has used some of the tools like graphical methods, bar diagram
etc for doing the data analysis.
Period of the Study:
This study was conducted in Vision Plus Private Limited with a period of 30 days.
1. Initial five days were spent on data collection.
2. Next 6 days were engaged with the employees to have a personal contact with them.
3. The next 15 days were used to help up in the HR department concerns such as
conducting meetings, applications arranging and informing meeting etc.
4. The last 5 days were used to circulate the questionnaire and collect reply from
employees.

Area Covered:
For this survey I have covered all the departments of the organization - Vision Plus Private
Limited
Limitations of the Study:

1. Due to restriction to enter into some of the departments at Vision Plus Private
Limited. I could not cover some of the aspects required for my study.
2. Interaction with the company executive was limited due to their busy schedule.
3. The information collected is mainly primary data and the accuracy is subject to the
responses received.
4. The employees of the Vision Plus and services found it difficult to answer questions
properly due to their busy and heavy workload.
5. Some were reluctant to answer some question thinking that might affect their job
negatively.
6. The primary collection of data was time consuming, as the employees were busy.
7. The total time allowed by company to do the project was very less.
8. Being a very lengthy and complex process it is difficult to analyze the details of
training and process.

Chapter - 3
Company Profile

History of Vision Plus Private Limited:

Vision plus private limited is a company which has a various products and services which is
taken as agreement in different sectors like BPO and other services. Here BPO is one of the
products taken privately by the vision plus private limited to provide services .The main head
office is located in Delhi and sub branch is located in Bangalore and server is in Hyderabad,
here vision plus private has taken Broadband and Landline services ( BSNL) for a contract.
Before in 2010 the company was running with the Prepaid and Post-paid services (BSNL) of
GSM for 5 years from 2010-2014, in this period there were less than 180 employees working.
After that those service has been changed to the broadband and landline services in 2014 and
it has taken for the contract by vision plus private limited. In Bangalore the BSNL Broadband
and Landline services are given throughout south and east. This company is taken under five
years agreement every five years the contract changes for different service by this vision plus
private limited. At present In Bangalore there are more than 400 employees working under
vision plus private limited.
This process has started in the year 2014 in Bangalore and the head of the company members
are:
Directors: Rahul Mehata, VishalMehata, Shibu Mathew
Central head: Surya k v
Manager: Manjunath
Founder’s Message:
Vision plus private limited is an organization where quality meets excellence, we take great
pride in the quality of work life that we satisfies. We have an uncompromising determination
to achieve excellence in all that we create. We have always believed in giving a best
performance which has made us what we are. We can proudly say that our highly
experienced, dedicated and highly professional employees are our assets and this has not just
been my words at the feedback we often receive from our customers and partners. We
encourage team work in everything we do; we have found team effort often produces the best
results.

The Company Located in Bangalore:

Organization Strategy: Vision and mission statements play an important role in

strategy development by providing vehicles to generate and screen strategic options. They
also provide organizational identity and understanding of business directions.
Vision:
A vision is a dream or a picture to be achieved ultimately and to become the largest telecom
service provider in India. Created by consensus forms mental image of future to which people
can align. Describes something possible, not necessarily predictable provides direction and
focus pulls people, who hold it, towards it.
Mission:
A mission is to provide world class state-of-art technology service to its customer on demand
competitive prices and world class telecom infrastructure in its area of operation and to
contribute to the growth of country’s economy. Does not state an outcome contains no time
limit or measurement. It provides basis for decisions on resource allocation and appropriate
objectives. It defines current and future business in terms of product, score, customer, reason,
and market price.
Goals:
Results to be archived describe ideal states to be achieved at some unidentified future time.
Defined consistent with related directly to vision and mission. Guide everyday decisions and
actions. Do not necessarily deal with measurable results.
Work Culture:
Teamwork, leadership, motivation, etc. are the management principles followed at vision plus
private limited.

Employee distribution at Vision Plus Private Limited:
HR policies in vision plus
1. Working hours and weekly off’s

2. Dress code
3. Comp off policy
4. Leave policy
5. Payroll and salary advance
6. Separation and exit policy
7. Extra working day are payable
Working hours and weekly off’s in vision plus
1. Total working hours: 48 hours per week

2. Working hours: 8 hours per day
3. Weekly off: one day per week by rotation from Monday to Friday
4. Shifts per day: 6 shifts (24/7 working)
5. Lunch time: 40minutes
6. Tea and coffee break(2): 10 minutes each

Attendance and Punctuality:
1. Each and every employee shall complete 8 hours of duty, so that their attendance will
be marked present.
2. If an employee repeatedly comes late to work for the company, it will be noted as
poor performance.
3. Any employee who is late for duty beyond 15 minutes more than twice a week and
any employee who goes on an unauthorized leave in a quarter will not qualify for
Performance Linked Pay (PLP) for that particular quarter.
4. Continued absence for 10 days without prior information, will be considered as
voluntary resignation/Absconding.
Leave Policy
a. Consolidated leave – 25 days in a year.
b. Leave Cycle – January to December.

c. Casual Leave - Not more than 2 days.
d. Sick Leave - Medical Certificate needed for more than 2 days.
e. Annual Leave - Min. 3, Max. 10 working days.
f. Any leaves over 25 days will be considered as LEAVE WITHOUT PAY.
g. Leave carry forward – 15 days a year; 10 days will lapse if unused.
h. Maternity leave of 12 weeks with full pay can be availed by a female employee if she
has been working with the organization for more than 80 days.
i. Paternity leave-3 days -Within 30 days of birth of child.
j. Bereavement Leave-3 days-On demise of close family members.
k. Maternity, Paternity & Bereavement Leave are in addition to Consolidated Leave (25
days).

Compensatory Offs
1. In case employee had to work on Weekly Off day/ National Holiday, they will be
given a compensatory off on the day convenient to both the company and the
employee.
2. Comp off should be availed within 60 days from the day it is applicable.
3. The maximum comp offs that can be accumulated are 3.
Payroll Cycle
1. Salary processing is done based on the attendance input(from 27st day of the previous
month to 28th day of the current month).The cards of employees based in corporate
are sensor cards and the attendance of the employees are recorded (In-time & out-
time) by swiping the cards in the access control machine.
2. Payable period - 1st to 30th of very month.

3. Payment mode is through bank transfer.
4. Any unauthorized absences reflecting for consecutive 3 days or more in the current
month up to 20th, will be intimated to the HR Manager . Salary of such employees
will be kept on HOLD if the Area HRs did not receive any communication from the
Store Managers.
Benefits of Vision Plus
1. Employee benefits are of two kinds-

a. Statutory (mandatory by law) and company benefits ( provided by the
organization voluntarily without obligation).
b. Company benefits are provided to motivate employees and to generate a feeling of
belonging.
2. The statutory benefits include PF (provident fund) and Gratuity.
3. Company benefits include group medi claim policy, group personal accident policy
and employee gift.

Provident Fund
1. Employee and employer contribution: 12% of basic salary.

2. Benefit of provident fund as well as pension scheme.
3. After separation from the company, an employee can transfer the PF account to the
new company or withdraw the amount (only after completion of 60 days from exit).
ESIC – Medical Benefits
• Under the Employee State Insurance Scheme, employees are entitled to medical
benefits for self and dependants – parents, spouse and children (for gross salary below
15000). Full medical facilities and care at any ESI dispensary or ESIC hospital.
Employees are covered for consultation fee, medicine expenses as well as
hospitalization.
Gratuity
1. Payable at the time of resignation.

2. Minimum 5 years of service.
3. Gratuity is calculated on the basic pay for the number of years served.
Group Mediclaim Policy
1. Cash-less treatment in the best hospitals (minimum 24 hours of hospitalization)

without paying cash and thereby reduces the financial burden of the employees. The
maximum sum assured is mentioned in the offer letter to the employee. No deductions
from the employee’s salary for this benefit. In the event of a claim, the company bears
the entire cost).
2. Cover for spouse, children and parents.

3. Employee covered under ESIC, shall be covered under Group Mediclaim only after
completion of 1 year service from the date of joining
4. Group Mediclaim policy does not cover cost of medicines and consultation fee for
the doctor if there is no hospitalization

Employee Referral Scheme
1. Reward the employees, who help identify and attract suitable and competent talent, to
meet resource requirements at an optimum cost.
2. This program is applicable to all permanent employees of Max Retail, with the
following exceptions:-Directors, VPs, Senior Managers, Members of HR, and
Managers referring employees for their own group are not eligible.
3. Referral Bonus: amount is Rs. 1500/-paid in 3 quarters
Criteria of Employees in Vision Plus
1. An individual employee has their own feedback from the quality side.
2. There will be a 100% of feedback given on employee’s performance.
3. An employee must get maximum percentage of feedback (more then 85%).
4. If the employee performance is less then 85% then the employee will be getting a oral
warning, then written letter warning and at last the employee will be terminated from
the job.
Services provided By Vision Plus Private Limited:

1. BSNL Landline:
a. Phone Plus Service
b. New Telephone Connection
c. Permanent Connection
d. Concession in Rentals
e. Shift of Telephone
f. Transfer of Telephone
g. Telephone Tariff
2. BSNL Mobile:
a. Postpaid
b. Prepaid
c. Unified Messaging

d. GPRS/WAP/MMS
e. Demos
f. Tariff
g. SMS/Bulk SMS
3. Internet Services:
a. Network
b. Broadband
c. Types of Access
d. WI-FI
e. Co-location Service
f. BSNL Web Hosting
g. Internet Tariff
h. Dial up Internet
i. SMS/Bulk SMS

4. BSNL Broadband:
a. Register Online
b. Tariff
c. FAQ
d. Check Usage
e. BSNL MPLS-VPN
f. ISDN
g. ISDN
h. Tariff

Training Facilities
The institute plays a key role in human resource development for telecom services. To make
the training effective, a good infrastructure of well-equipped laboratories with experienced
teaching staff has been provided. The equipment’s are in live condition and the trainees are
free to handle the same to have clear concepts about the working of the system. It is always
endeavored that the personnel trained should gain such knowledge and skill that they are in a
position to install, operate and maintain the systems without any difficulty after completion of
the training.

Keeping in view the rapid development in telecom technologies throughout the world, new
labs are being added to the training center. These are installed and commissioned by the
faculty members. Each lab is maintained by a S.D.E. with the help of J.T.Os.

Training Planning:
The training opportunities outlined here allow you and your subordinates to develop
knowledge and skills which are consistent with departmental goals and career plans. As
individual training needs are identified, the subordinate should be an integral part of the
planning process.

As part of the planning process, you should perform the following activities:
Step 1: Identify the areas in which training is needed.
Step 2: Determine which courses address those needs.
Step 3: Determine pre-requisites and ensure that they are met.
Step 4: Map out the appropriate sequence of courses to be taken.
Step 5: Document training planned and scheduled.
Step 6: Schedule of training.

SWOT Analysis:
1. Strengths:
a. Committed toward work, positive and logical in approach, constructive in handling
criticism.
b. Quick learner of new skills.
c. Confidentiality keeper.
d. Self-motivated.
e. Always discuss soft skills like positive, friendly, approachable, excellent team
member, work well under pressure.
f. It can establish a world-wide environment.
g. It is growing very fast in the market.
2. Weaknesses:
a. It has a competitive pricing policy.
b. It is investing too much in R&D but its marketing skills are provides continuous
training to below average.
c. Competitors are chasing close maintains solid partnerships behind with its customers.

3. Opportunities:
a. Opportunity to face the competitors in the market.
b. Opportunity to enter foreign contracts other than Indian contracts.
c. Opportunity to establish worldwide branches because of its services.
d. Opportunity to acquire more market share.
4. Threats:
a. Instability and economic instability which are affecting the business.
b. Knowledge broadcast system via the internet.

Chapter - 4
Data Analysis and Interpretation

Data Analysis and Interpretation
1. Table 1: Like to attend training program.
Like to attend training program No. of Respondents Percentage

N= 100
Yes 99 99%
No 1 1%
100 100%
Figure 1:
Like to attend training program

120%
99%
100%
80%
60%
40%
20%
1%
0%
Yes No
Interpretation:
In Table 1 and Figure 1, 99%of the respondents agree that they like to attend training
program and 1% of the respondents does not like to attend training program for their
necessary performance.

2. Table 2: Meaning of Training
No. of
Meaning of Training Respondents Percentage

N= 100
Learning 11 11%
Enhancement 2 2%
Sharing Information 5 5%
Knowledge and Skills 82 82%
100 100%
Figure 2:
Meaning of Training
90%
82%
80%
70%
60%
50%
40%
30%
20%
11%
10% 5%
2%
0%
Learning Enhancement Sharing Information Knowledge and Skills
Interpretation:
In Table 2 and Figure 2, 82% of the respondents agree that training means it is knowledge
and skills, 11% of the respondents agree that training means learning, 5% of the respondents
agree that training for them is sharing information and 2 % of the respondents agree that
training is enhancement of their knowledge and skills necessary for their performance.

3. Table Training program is essential for both new employees and existing employees.
No. of
Training program is essential for both new
Respondents Percentage
employees and existing employees
N= 100
Yes 89 89%
No 11 11%
100 100%
Figure - 3
Training program is essential for both new employees and existing

employees
100%
89%
90%
80%
70%
60%
50%
40%
30%
20%
11%
10%
0%
Yes No
Interpretation:
In Table 3 and Figure 3, 89%of the respondents agree that training program is essential for
both new employees and existing employee, 11% of the respondents does not agree with the
statement.

4. Table 4: Organization considers training as a part of organizational strategy.
Organization considers training as a part of No. of

organizational strategy Respondents Percentage
N= 100
Agree 56 56%
Strongly agree 26 26%
Neutral 17 17%
Disagree 0 0%
Strongly disagree 1 1%
100 100%
Figure 4:
Organization considers training as a part of organizational strategy

60% 56%
50%
40%
30% 26%
20% 17%
10%
0% 1%
0%
Agree Strongly agree Neutral Disagree Strongly disagree
Interpretation:
In Table 4 and Figure 4, 82% of the respondents strongly agree that training is a part of
organizational strategy, 17% of the respondents neutral in their opinion and 1% of the
respondents not agree with this statement.

5. Table 5: Training is well planned in your organization.
No. of
Training is well planned in your organization Respondents Percentage
N= 100
Yes 96 96%
No 4 4%
100 100%
Figure 5:
Training is well planned in your organization

120%
100% 96%
80%
60%
40%
20%
4%
0%
Yes No
Interpretation:
In Table 5 and Figure 5, 96%of the respondents agree that training is well planned in their
organization, 4% of the respondents does not agree that it is well planned.

6. Table 6: Training programs are conducted in your organization oftenly
Training programs are conducted in your No. of Percentage

organization often Respondents
N= 100
Every month 73 73%
Quarterly 19 19%
Half yearly 6 6%
Once in a year 2 2%
100 100%
Figure 6:
Training programs are conducted in your organization often

80%
73%
70%
60%
50%
40%
30%
19%
20%
10% 6%
2%
0%
Every month Quarterly Half yearly Once in a year
Interpretation:
In Table 6 and Figure 6, 73% of the respondents agree that every month training programs
are conducted in their organization, 19% of the respondents agree that quarterly required
training programs in their organisation. 6% of the respondents agreed that training is required
half yearly, and 2 % of the respondents agreed that once in a year they conduct training
programs to their employees.

7. Table 7: Training program is compulsory for the employees to work better.
No. of
Training program is compulsory for the Respondents Percentage
employees to work better N= 100
Yes 99 99%
No 1 1%
100 100%
Figure 7:
Training program is compulsory for the employees to work better

120%
99%
100%
80%
60%
40%
20%
1%
0%
Yes No
Interpretation:
In Table 7 and Figure 7, majority of the respondents agree that training program is
compulsory for the employees to work better.

8. Table 8: Training is helpful in enhancing productivity and performance of

employees.
Training is helpful in enhancing productivity and No. of

performance of employees Respondents Percentage
N= 100
Agree 64 64%
Neutral 2 2%
Disagree 0 0%
100 100%
Figure 8:
Training is helpful in enhancing productivity and performance of an

employee
70%
64%
60%
50%
40%
33%
30%
20%
10%
2% 1%
0%
0%
Interpretation:
In Table 8 and Figure 8, 97% of the respondents agree that training is helpful in enhancing
productivity and performance of an employee, 2% of the respondents neutral in their opinion
and only 1% of the respondent disagree with the statement.

9. Table9 Method of training is used in your organization.
No. of
Method of training is used in your organization Respondents Percentage
N= 100
Coaching 65 65%
Job rotation 3 3%
Conference 17 17%
Role playing 5 5%
Others 10 10%
100 100%
Figure 9:
Method of training is used in your organization

70% 65%
60%
50%
40%
30%
20% 17%
10%
10% 5%
3%
0%
Coaching Job rotation conference Role playing others
Interpretation:
In Table 9 and Figure 9, 65% of the respondents agree that coaching is the method to use
training in the organisation. 17% of the respondent’s agree that they consider conference as
their training, 5% of the respondents agree that role playing is the method which they used
for training and rest 3% agree that job rotation is the method which they use to their
employees in the organisation.

10. Table 10: Barriers to training and development in the organization
No. of
Barriers to training and development in the organization Respondents Percentage
N= 100
Lack of interest 48 48%
Non availability of skilled trainer 10 10%
Lack of time 1 1%
Finance problem 5 5%
others 36 36%
100 100%
Figure 10:
Barriers to training and development in the organization

60%
50% 48%
40% 36%
30%
20%
10%
10%
5%
1%
0%
Lack of interest Non availability of Lack of time Finance problem others
skilled trainer
Interpretation:
In Table 10 and Figure 10, 48% of the respondents agree that lack of interest is the barrier for
training and development in their organization. 10% of the respondents agree that barrier may
be non availability of skilled labours. 5% of the respondents may agree that finance is the
barrier for training and development for their organisation and rest of the respondents says it
is due to some other factor.

11. Table 11: How long does it take to implement the trained process?
How long does it take to implement the trained No. of

process? Respondents Percentage
N= 100
Less than 1 month 20 20%
2-3 months 77 77%
4-5 months 3 3%
6 months 0 0%
100 100%
Figure 11:
How long does it take to implement the trained process

90%
80% 77%
70%
60%
50%
40%
30%
20%
20%
10% 3%
0%
0%
Less than 1 month 2-3 months 4-5 months 6 months
Interpretation:
In Table 11 and Figure 11, 77% of the respondents agree that within 2-3 months they need to
implement training process, 20% of the respondents agree that they need minimum of one
month for implementing training. 3% of the respondents agree that they need 4 to 5 months to
implement training process in their organisation.

12. Table12: Training is relevant to the needs of the organization.
No. of
Training is relevant to the needs of the organization
N= 100
Yes 98 98%
No 2 2%
100 100%
Figure 12:
Training is relevant to needs of the organization

120%
98%
100%
80%
60%
40%
20%
2%
0%
Yes No
Interpretation:
In Table 12 and Figure 12, majority of the respondents agree that training is relevant to needs
of the organization.

13. Table 13: Training helps to improve employee and employer relationship.
No. of
Training helps to improve employee and employer Respondents Percentage
relationship N= 100
Agree 42 42%
Neutral 10 10%
Disagree 1 1%
100 100%
Figure 13:
Training helps to improve employee and employer relationship

50% 47%
45% 42%
40%
35%
30%
25%
20%
15%
10%
10%
5% 1% 0%
0%
Interpretation:
In Table 13 and Figure 13, 89% of the respondents agree that training helps to improve
employee and employer relationship, 10% of the respondents neutral in their opinion and
only 1 % of the respondents disagree with this statement.

14. Table 14: Training helps to increase the motivation level of employees.
No. of
Training helps to increase the motivation level of Respondents Percentage
employees N= 100
Agree 30 30%
Neutral 1 1%
Disagree 0 0%
100 100%
Figure 14:
Training helps to increase the motivation level of employees

80%
68%
70%
60%
50%
40%
30%
30%
20%
10%
1% 0% 1%
0%
Interpretation:
In Table 14 and Figure 14, 68% of the respondents strongly agree that training helps to
increase motivational level of the employees. 30% of the respondents agree that it helps to
improve employee and employer relationship, 1% of the respondents neutral in their opinion
and only 1% of the respondents strongly disagree that it does not help to improve employee
and employer relationship.

15. Table 15: Training program enable the employees to be accountable and
authoritative in making decision.
No. of
Training program enable the employees to be
accountable and authoritative in making decision. Respondents Percentage
N= 100
Agree 51 51%
Neutral 15 15%
Disagree 0 0%
Strongly Disagree 1 1%
100 100%
Figure 15:
Training program enable the employees to be accountable and

authoritative in making decision.
60%
51%
50%
40%
33%
30%
20% 15%
10%
0% 1%
0%
Agree Strongly agree Neutral Disagree Strongly Disagree
Interpretation:
In Table 15 and Figure 15, 51% of the respondents agree that training program enable the
employees to be accountable and authoritative in making decision. 33% of the respondents
strongly agree that training program enable the employees to be accountable and authoritative
15% of the respondents neutral in their opinion and only 1% of the respondent strongly
disagree with the statement.

16. Table16: Training method focus on developing team work and leadership skills
No. of
Training method focus on developing team work and Respondents Percentage
leadership skills
N= 100
Agree 39 39%
Neutral 4 4%
Disagree 10 10%
Strongly Disagree 5 5%
100 100%
Figure 16:
Training method focus on developing team work and leadership skills

45% 42%
39%
40%
35%
30%
25%
20%
15%
10%
10%
4% 5%
5%
0%
Agree Strongly agree Neutral Disagree Strongly Disagree
Interpretation:
In Table 16 and Figure 16, 81% of the respondents agree that training method focus on
developing team work and leadership skills, 15% of the respondents not agree with the
statement.

17. Table 17: Whether instructor response to trainees doubts.
No. of
Whether instructor response to trainees doubts.
N= 100
Agree 54 54%
Neutral 1 1%
Disagree 1 1%
100 100%
Figure 17:
Whether instructor response to trainees doubts.

60%
54%
50%
42%
40%
30%
20%
10%
1% 1% 2%
0%
Interpretation:
In Table 17 and Figure 17, 96% of the respondents agree that instructor response to trainees
doubts, 3% of the respondents are not agree that instructor will not response to trainees
doubts.

18. Table 18: Employees after training are given preference for new assignments.
No. of
Employees after training are given preference for new
assignments.
N= 100
Agree 57 57%
Neutral 12 12%
Disagree 1 1%
100 100%
Figure 18:
Employees after training are given preference for new assignments.
60% 57%
50%
40%
29%
30%
20%
12%
10%
1% 1%
0%
Interpretation:
In Table 18 and Figure 18, 86% of the respondents agree that employees after training are
given preference for new assignments. 12% of the respondents are neutral in their opinion
and 2% of the respondents are not agreeing with the statement.

19. Table 19: Are you satisfied with the effectiveness of training program
No. of
Are you satisfied with the effectiveness of training Respondents Percentage
program
N= 100
Excellent 63 63%
Very good 28 28%
Average 8 8%
Poor 1 1%
100 100%
Figure 19:
Are you satisfied with the effectiveness of training program

70%
63%
60%
50%
40%
30% 28%
20%
10% 8%
1%
0%
Excellent Very good Average Poor
Interpretation:
In Table 19 and Figure 19, 63% of the respondents agree that effectiveness of training
program is excellent, 28% of the respondents agree that effectiveness of training program is
very good, 8% of the respondents agree that it is average and 1 % of the respondents agree
that it is poor.

20. Table 20: Feedback can evaluate the effectiveness of training program
No. of
Feedback can evaluate the effectiveness of Respondents Percentage
training program N= 100
Yes 95 95%
No 5 5%
100 100%
Figure 20:
Feedback can evaluate the effectiveness of training program
100% 95%
90%
80%
70%
60%
50%
40%
30%
20%
10% 5%
0%
Yes No
Interpretation:
In Table 20 and Figure 20, 95% of the respondents agree that feedback can evaluate the
effectiveness of training program and 5% of the respondents are not agree with this.

Chapter - 5
Findings, Suggestions & Conclusion

Findings:
1. 99%of the respondents agree that they like to attend training program.
2. 82% of the respondents agree that training means it is knowledge and skills.
3. Majority of the respondents agree that training program is essential for both new
employees and existing employee.
4. 82% of the respondents strongly agree that training is a part of organizational strategy.
5. Majority of the respondents agree that training is well planned in their organization.
6. 73% of the respondents agree that every month training programs are conducted in their
organization.
7. Majority of the respondents agree that training program is compulsory for the employees
to work better.
8. 97% of the respondents agree that training is helpful in enhancing productivity and
performance of an employee.
9. 65% of the respondents agree that coaching is the method to use training in the
organization.
10. 48% of the respondents agree that lack of interest is the barrier for training and
development in their organization.
11. 77% of the respondents agree that within 2-3 months they need to implement training
process in their organization.
12. Majority of the respondents agree that training is relevant to needs of the organization.
13. 89% of the respondents agree that training helps to improve employee and employer
relationship
14. 68% of the respondents strongly agree that training helps to increase motivational level
of the employees.
15. 51% of the respondents agree that training program enable the employees to be
accountable and authoritative in making decision.
16. 81% of the respondents agree that training method focus on developing team work and
leadership skills.
17. 96% of the respondents agree that instructor response to trainees doubts.
18. 86% of the respondents agree that employees after training are given preference for new
assignments.
19. 63% of the respondents agree that effectiveness of training program is excellent.

20. 95% of the respondents agree that feedback can evaluate the effectiveness of training
program.
Findings from the Organisation:
a. The environment of the organisation must be very friendly which will help employees in
satisfaction of the work and others factors.
b. The organisation has many fresher’s from which they work very enthusiastically and
there can be more productivity.
c. The relationship between the superior and subordinate is very good and this will bring the
organisation and employees to work in a good environment.
d. Organisation provides employee opportunity to the people who are not properly educated
or highly qualified.
e. The organisation gives them proper training and improve them.

Suggestions:
1. Employees should decide and determine the training programs that they need so that they
can work more effectively and efficiently, employees should decide some of the training
they would like to undergo.
2. The HR department should conduct briefing and debriefing sessions for employees for
training as to give them an idea as to why this training is been conducted and what they
have to learn in the training program conducted and also after training completion they
should take a feedback as to how effective was the training so that the necessary
improvements in training programs can be considered and implemented.
3. Apart from on-job training programs the HR Department should conduct constant value
addition programs such as Time management, Stress management trainings, group
dynamics, grievance redressal; these will help to add value and is also essential in today’s
business scenario.
4. Performance of every employee undergone training should be evaluated so as to get
Improved quality of training activities, Improve ability of the trainers to relate inputs to
output know their understanding about the training programme conducted
5. Training program should evaluate the abilities, competencies and potentials of the
trainees for a particular job or work skills.
6. It should aim to narrow down the gap between expected level of performance and the
actual level of performance.
7. It should provide new recruits or trainees a scientific pace for imbibing the knowledge
and skills required to discharge their duties and responsibilities meaningfully and
purposefully.
8. The company should conduct training programs at regular intervals, which helps the
employees to enhance their knowledge for their current jobs.
9. The company should design the training program based on the current requirement, which
includes development of technical skills, personality development, time management,
computer knowledge etc.
10. The training session should be made more interactive and participative so that trainees
and trainer are in constant interaction

Conclusion:
HRM is nothing but managing the human resource, from the date of recruitment till the
retirement and each employee needs some training program to develop their skills and ability.
Today we are living in a competitive world in order to survive among other factors, it is the
employees who make the organisation reach their desired goal. Identification the training and
development needs in the employees which is very important in the organisation .it will help
to achieve individual goals has well has organisation goals it also help in productivity of the
present employees and also the standard of living of the employees and their family
When proper training and development is provided from the organisation to the employees, it
helps increase the employee’s interest towards the work and also the organisation, when
training and development is done by the organisation, it helps to recognize the present level
of the employees and what changes are needed to improve their skills, attitude knowledge,
experience and also it is able to recognize the negativity of the present problems in the
programs which are improving the profits, goodwill.
There are lot of problems which are faced by the organisation because of the lack of training
they can be like accidents, injuries fights, work environment, alcohol and harassment,
machineries can also be a major part of failure so training on all this teams is to be given
properly and the organisation should understand the problems of the employees. Training
must be given in factors which are mostly affected on the employees such has on-the-job
programs.
According to the study conducted we can conclude that the overall satisfaction level of
employees in relation to the training programs is moderate.
The employees agree that the training programs help to increase productivity and achieve the
organizational goal.
The employees said that the training programs in the organization are well planned but they
are not satisfied with the duration of the training program and they are also not satisfied with
the evaluation process of training program, they are not evaluated periodically.
The training programs in the organization strongly focus on the technical and managerial
capabilities but these programs are not given adequate importance sometimes because of the
work pressure.

The employees do not take the training programs seriously, as there are no strict rules and
regulations to attend the training programs.
The employees are not involved in determining the training need analysis. The training
programs are fixed by the top management.
The quality of the training programs is excellent but the employees are not making the best
use of it.
Therefore we can conclude that the training programs in the organization are excellent but
they have been not utilized properly by the employees as the training programs are not mad
compulsory to all the departments. There is a broader scope to develop and improve its
training programs in future in order to meet the requirements of the global market

Chapter - 6
Annexure and Bibliography

Annexure
Questionnaire
Questionnaire on Training and Development
Uma P. S pursuing my bachelor of business management (H.R) has undertaken a project

study on training and development in your esteemed organisation. I would be great full if you
would kindly make it convenient to spare your valuable time for filling up questionnaire
enclosed.
I do undertake that the information collected through this questionnaire shall be kept
confidential and will be used for academic purpose only.
a. Name:
b. Gender:
c. Occupation:
d. Age of Respondents
a. 25 - 35 Years
b. 35 - 45 Years
c. 45 - 55 Years
1. Do you like to attend the training program?

a. Yes
b. No
2. What do you understand by training?

a. Learning
b. Enhancement
c. Sharing information
d. Knowledge and skills
3. Do you feel training program is essential for both new employees and existing employees.
a. Yes
b. No
4. Do you agree that organization considers training as a part of organizational strategy?

a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
e. Strongly Disagree

5. Do you agree that training is well planned in your organization?

a. Yes
b. No
6. How often the training programs are conducted in your organization?

a. Every month
b. Quarterly
c. Half yearly
d. Once in a year
7. Do you feel training program is compulsory for the employees to work better?
a. Yes
b. No
8. Do you agree that training is helpful in enhancing productivity and performance of an
employee?
a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
9. What method of training is used in your organization?

a. Coaching
b. Job Rotation
c. Conference
d. Role playing
e. Others
10. What are the barriers to training and development in your organization?
a. Lack of interest
b. Non availability of skilled trainer
c. Lack of time
d. Finance Problem
e. Others
11. How long does it take to implement the trained process?

a. Less than 1 Month
b. 2 - 3 Months
c. 4 - 5 Months
d. 6 Months
12. Whether training is relevant to the needs of the organization?

a. Yes
b. No

13. Does training help to improve employee and employer relationship?

a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
14. Does training helps to increase the motivation level of employees?

a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
15. Training program enable the employees to be accountable and authoritative in making
decision?
a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
16. Does the training method focus on developing team work and leadership skills?
a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
17. Do you agree that instructor responses to trainees doubts?

a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
18. Employees who use their training are given preference for new assignments.
a. Agree
b. Strongly Agree
c. Neutral
d. Disagree

19. Are you satisfied with the effectiveness of training program?

a. Excellent
b. Very good
c. Average
d. Poor
20. Do you think that the feedback can evaluate the effectiveness of training program?
a. Yes
b. No

References Books:
1. Training and Development – SubbaRao

2. Human Resource Personal Management – K. Ashwatappa
3. Human Resource Management - Gary Dessler
Websites:
a. http://www.mckinseyquarterly.com/ Nov 2004

b. http://www.google.com
c. www.studymode.com
d. www.wikipedia.com
e. www.visionplusindia.in

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A Study on Employees Training and Development Vision Plus Private Limited

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Training is a systematic development of the knowledge, skills and attitudes required by

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Eloquently putting “Training is a systematic development of the knowledge, skills and

The features of good training programs are as follows:-

d. Balance between Theory and Practice:

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b. Training helps in increasing the knowledge and skills of employee

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4. To enable an employee to become versatile:

1. Improvement in Skill and Knowledge:

2. Higher Production and Productivity:

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4. Better use of Resources:

9. Scope for Management by Exception:

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1. Leads to improve profitability and more positive attitudes towards profits

Benefits to the individual which1 in turn ultimately should benefits the

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Development refers to those learning opportunities designed to help employees grow.

How to make Training Effective:

b. Prepare a training calendar in discussion with the managers concerned.

c. Define the training objectives specifically.

d. Select the efficient faculty

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1. On the Job Methods:

• It is also known as job instruction training

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2. Off the Job Method:

• There is an opportunity for freedom of expression for the trainees.

d. Conference or Discussion: It is a method in training the clerical, professional &

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Steps involved in Training:

Priorities the different training programmers according to the responses collected.

2. Technical Skills: The employee is trained on specific skill (operating a machine,

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4. Techniques: It involves application of knowledge and skill to various on-the-job

Systematic Approach to Training:

Training Needs Assessment:

b. Task or role analysis

2. Organizational Analysis: Study of the entire organization in terms of its objectives,

b. Resource utilization analysis: contribution of various departments towards

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c. Environmental scanning – the economic, political, socio-cultural and

d. Organization climate analysis – the climate of an organization speaks about the

3. Task or Role Analysis:

c. After collecting the information, appropriate training programmes are designed.

b. Find out if performance is satisfactory and if training is required

d. Analysis is done by personal observation, performance reviews, supervisory

Identify Training Objectives:

Basically there are three types of objectives:

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