SUMMER TRAINING PROJECT REPORT

On

(A Study on Training and Development Process

at HCL Technologies Ltd Lucknow)

Towards partial fulfillment of

Master of Business Administration (MBA)

School of Management, Babu Banarasi Das University, Lucknow

Submitted by

(TATHEER FATIMA NAQVI)

Roll No- 1220672362

Session 2023-2024

School of Management

Babu Banarasi Das University

Sector I, Dr. Akhilesh Das Nagar, Faizabad Road, Lucknow (U.P.) India
Certificate from the Organization
Bona-fide Certificate of Dean -School of Management
 DECLARATION

I do hereby declare that all the work presented in the summer training report

entitled “A Study on Training and Development Process at HCL Technologies

Ltd Lucknow” is carried out and being submitted at the school of management

for the award of Master of Business Administration, is an authentic record of

TATHEER FATIMA NAQVI. The work is carried out under the guidance of DR.

POOJA AGGARWAL (faculty guide). It hasn’t been submitted at any other

place for any other academic purpose.

TATHEER FATIMA NAQVI

 ACKNOWLEDGEMENT

It would be insufficient just to say “word of thanks” for all those people who have

been so instrumental in the success of this project. However, as a small token of my

appreciation I have named here all those wonderful people, without whom all this

would not have been possible.

I want to give my sincere thanks as I am deeply indebted to my guide Dr. Pooja

Aggarwal for her guidance and support throughout our project. It is due to her efforts

that my project has gained its present stature. And I can never thank my family enough

for all they have done.

The experience which is gained by me during this project is essential for me at this turning

point of my career.

Last but not least, it was the blessing of my Parent, brother& friends for keeping

me motivated throughout the research period their close attitude and expressions of

love and patience have been nothing short of incredible.

TATHEER FATIMA NAQVI

 TABLE OF CONTENT

Declaration ii

Acknowledgement iii

Sl. No. Contents Page No.

1. Introduction 1

2. Company profile 28

3. Objectives of the study 64

4. Research Methodology 66

5. Limitations 69

6. Data Analysis & Interpretations 71

7. Findings 84

8. Suggestions/Recommendations 87

9. Conclusion 89

10. Bibliography 91

11. Appendix 93
INTRODUCTION

1
 INTRODUCTION

HCL Technologies Limited developed its own training centre. It’s a valuable

and unique learning resource that supports the mission to facilitating leadership

development, through the dissemination of the knowledge and insights of

practicing business executives, thinkers and experts. All managers and leaders

possess significant experiences and ideas that can be a rich source of learning

for others, and organizations therefore increasingly appreciate the benefits of

collaboration, free exchange of ideas, sharing of best practices and thought

leadership. It is thus critical that practitioners reflect on their experiences and

develop an ability to express and share their knowledge and insights

(Webmaster, 2017).

The main objective of these kinds of training and development centres are

improvement of organisational performance through dissemination of the latest

knowledge and skills among practicing managers, to facilitation of attitudinal

and behavioural changes, provide solutions for organisational issues and to

development of learning organisations.

The procedures of distinguishing the necessities of preparing, fusing, taking

part in preparing activities to ace the aptitudes required for individual

occupations and to advance inside the organization. HCL Technologies Limited

Offering around many programmes a year, conducted by in-house senior

faculty from academics and business, supported by experts from the best of

Indian and international B schools. HCL Technologies Limited started its e-

2
learning programs (all top managers and leaders can join the e-learning at any

time).

Leadership development programmes include

 HCL Technologies Limited Strategic Leadership seminar

 HCL Technologies Limited Executive Leadership seminar

 HCL Technologies Limitede-Merging Leaders seminar

E-learning programmes include

 Live e-classroom

 Live video broadcast and

 Self-paced e-learning programmes

A Unique self-paced programme is conducted named MARG – Harvard

Manage Mentor self-paced e-learning program by Harvard Manage Mentor, in

association with Harvard Business School Publishing, providing many different

programmes for employees.   

Training and development is vital part of the human resource development. It is

assuming ever important role in wake of the advancement of technology which has

resulted in ever increasing competition, rise in customer’s expectation of quality and

service and a subsequent need to lower costs. It is also become more important

3
 globally in order to prepare workers for new jobs. In the current write up, we will

focus more on the emerging need of training and development, its implications upon

individuals and the employers.

TRAINING-

Training constitutes a basic concept in human resource development. It is concerned

with developing a particular skill to a desired standard by instruction and practice.

Training is a highly useful tool that can bring an employee into a position where they

can do their job correctly, effectively, and conscientiously. Training is the act of

increasing the knowledge and skill of an employee for doing a particular job.

Training is a process in which the trainees get an opportunity to learn the key skills

which are required to do the job. Learning with earning is known as training. It helps

the employees to understand the complete job requirements.

Nowadays, many organizations organize a training program for the new recruits just

after their selection and induction, to let them know about the rules, policies and

procedures for directing their behaviour and attitude as per the organizational needs.

Training also helps the employees to change the conduct towards their superior,

subordinates and colleagues. It helps to groom them for their prospective jobs.

Induction training, vestibule training, apprenticeship training, job training,

promotional training, internship training are some of the major types of training. The

merits of the training are given as under:

 It results in higher productivity both quantitatively and qualitatively.

 It develops a number of skills in the employees.

 Improved performances.

 The cooperative environment of the organization.

 It builds confidence in the employees for doing a job.

4
 Decreased employee turnover.

DEFINITION:

1. Jack Halloran: Training is the process of transmitting and receiving information

related to problem solving.

2. Mathis and Jackson: Training is a learning process whereby people learn skills,

concept, attitudes and knowledge to aid in the achievement of goals.

3. Gary Dessler: Training is the process of teaching new employees the basic skills

they need to perform their jobs.

4. Decenzo & Robbins: programs that are more present day oriented, focuses on

individual’s current jobs, enhancing specific skills and abilities to immediately

perform their job called training.

5. Ricky W. Griffin: Training usually refers to the teaching operational or technical

employees how to do the job for which they were hired.

DEVELOPMENT-

Development is a long term educational processes tilizing a systematic and organized

procedure by which manageial personnel get concepual and theoretical knowledge. In

the other words it refers not to technical knowledge and skills in operation but to

philosophical and theoretical educational concepts.

DEFINITION-

The act of developing or disclosing that which is unknown; a gradual unfolding

process by which anything is developed, as a plan or method, or an image upon a

photographic plate; gradual advancement or growth through a series of progressive

changes; also, the result of developing, or a developed state.

The training for the top level employees is considered as development, also known as

management or executive development. It is an on-going systematic procedure in

5
which managerial staff learns to enhance their conceptual, theoretical knowledge. It

helps the individual to bring efficiency and effectiveness in their work performances.

Development is not only limited to a particular task, but it aims to improve their

personality and attitude for their all round growth which will help them to face future

challenges. It changes the mindset of the employees and makes them more

challenging or competing.

As the technology needs updating, the manpower of the organization also needs to be

updated, so the development is a must. Development is an educational process which

is unending, as education has no visible end. It involves training a person for higher

assignments. It digs out the talents of the managerial staff and helps in applying the

new knowledge, which is a requirement of the organization.

Coaching, mentoring, counselling, job-rotation, role playing, case study, conference

training, special projects are some of the methods of development.

The performance of an organization is based on the quality of its employees, and so

the greater the quality of employees, the greater will be their performance. The

primary purpose of development is that the second list of managers or executives is

prepared for future replacement.

OBJECTIVES OF TRAINING:

(i) To provide job related knowledge to the workers.

(ii) To impart skills among the workers systematically so that they may learn quickly.

(iii) To bring about change in the attitudes of the workers towards fellow workers,

supervisor and the organization.

(iv) To improve the productivity of the workers and the organization.

(v) To reduce the number of accidents by providing safety training to the workers,

6
(vi) To make the workers handle materials, machines and equipment efficiently and

thus to check wastage of time and resources.

(vii) To prepare workers for promotion to higher jobs by imparting they advanced

skills.

Features of Training and Development-

1. If one wishes to make a distinction between training and development, it would be

that training is directed at helping employees perform better in their current jobs,

whereas development represents a future-oriented investment in employees.

2. There are numerous benefits of investing in employee training and development,

including:-

 Increased job satisfaction and morale among employees. This has an added benefit

of making your company more attractive to prospective employees.

 More motivated workers, which in turn tends to increase productivity and spur

profits.

 More effective and efficient use of workers time as a result of higher skill levels,

combined with a better understanding of the job function.

 Employees who know they are competent, and therefore fell more confident. Self

assured, well trained employees are important in the debt collection function.

 An increase from employees in the number of ideas, recommendations and

suggestions for improving performance, or processes and procedures.

 Lower overall employee turnover and less absenteeism.

 Investing in employee training enhances the company image as:

 A good place to work

 A company that offers its employees the opportunity to grow and meet their

individual goals and aspirations

7
 A company that values employees

 A company that nurtures its employees

 Creating a pool of cross-training employees can bridge gaps when someone

unexpectedly leaves the company – or if they accept a transfer or a promotion.

Department managers must determine where training is needed. It is usually a poor

use of resources to implement a department-wide generalized training program.

Scarce resources (such as a training budget) should be allocated where it is most

needed. If the company’s training budget permits each employee to be trained, then

training should be customized to [a]the needs of the department and [b] to the skills

and aptitudes of each employee.

Training of employees takes place after orientation takes place. Training is the

process of enhancing the skills, capabilities and knowledge of employees for doing a

particular job. Training process moulds the thinking of employees and leads to quality

performance of employees. It is continuous and never ending in nature.

IMPORTANCE OF TRAINING-

NEW HIRE ORIENTATION

Training is particularly important for new employees. This can be conducted by

someone within the company and should serve as a platform to get new employees up

to speed with the processes of the company and address any skill gaps.

TACKLE SHORTCOMINGS

Every individual has some shortcomings and training and development helps

employees iron them out. For example, at Rate Gain we have divided the entire

headcount in several groups to provide focused training which is relevant to those

groups - sales training, first time managers, middle management, senior leadership,

executive leadership.

8
IMPROVEMENT IN PERFORMANCE

If shortcomings and weaknesses are addressed, it is obvious that an employee's

performance improves. Training and development, however, also goes on to amplify

your strengths and acquire new skill sets. It is important for a company to break down

the training and development needs to target relevant individuals. If I can draw

examples from my organization, every department has targeted training groups. These

generally revolve around product development training, QA training, PMP among

others where internal and external process experts facilitate various programs.

EMPLOYEE SATISFACTION

A company that invests in training and development generally tends to have satisfied

employees. However, the exercise has to be relevant to the employees and one from

which they can learn and take back something. It will be futile if training and

development become tedious and dull, and employees attend it merely because they

have to. As a company, we stress on industry specific training and send many

employees for international seminars and conferences that can be beneficial to them.

INCREASED PRODUCTIVITY

In a rapidly evolving landscape, productivity is not only dependent on employees, but

also on the technology they use. Training and development goes a long way in getting

employees up to date with new technology, use existing ones better and then discard

the outdated ones. This goes a long way in getting things done efficiently and in the

most productive way. 

SELF DRIVEN

Employees who have attended the right trainings need lesser supervision and

guidance. Training develops necessary skill sets in employees and enables them to

9
address tasks independently. This also allows supervisors and management to focus

on more pressing areas.

To transform our company into a learning organization and encourage a culture of

continual learning among employees, we have launched a training and development

initiative called 'Rate Gain Lighthouse'. We call it lighthouse, as it symbolizes

strength, guidance and direction. We conduct various in-house training sessions on

knowledge-building and skills & process.

WAYS/METHODS OF TRAINING-

A. ON-THE-JOB TRAINING METHODS:

Under these methods new or inexperienced employees learn through observing peers

or managers performing the job and trying to imitate their behaviour. These methods

do not cost much and are less disruptive as employees are always on the job; training

is given on the same machines and experience would be on already approved

standards, and above all the trainee is learning while earning. 

B. OFF-THE-JOB TRAINING METHODS:

Off-the-job training methods are conducted in separate from the job environment,

study material is supplied, there is full concentration on learning rather than

performing, and there is freedom of expression.

10
11
12
THE TRAINING PROCESS

1. ASSESS OBJECTIVES & TRAINING NEEDS-

An organization must first assess its objectives: what business are we in? What

product or service do we wish to provide to customers? At what level of quality do we

wish to provide this product or service? Once and organization has answered these

and similar question, an assessment of human resource provide the skills, knowledge,

abilities, and other personal attributes that are necessary? To the extent that they may

lack these attributes, training may be required. The assessment of training needs is

perhaps the most important step in the process. Use a restaurant as an example, table

3-3 shows skills, knowledge, and attitudes need to be used in planning menus for

special occasions.

2. SELECT TRAINEES AND TRAINING GOALS-

After needs have been assessed, trainees must be selected and training goals

established. Trainees should be selected with care, ensuring that they and the

organization will benefit from their inclusion in the training program. The training

goals should ensure that the assessed needs will be served.

3. SELECT TRAINING METHODS AND TRAINERS-

Once training goals have been established, it is necessary to determine how to conduct

the training. This includes the selection of training techniques and trainers for the

program. Additionally, employees’ ability should be considered when designing the

training program.

Great care must be exercised in choosing effective instructors or trainers. Personal

characteristics (such as the ability to speak will, to write convincingly, to organize the

work of others, to be inventive, and to insure others to greater achievements) are

important factors in the selection of trainers. HR specialists or hired outside

13
consultants who report to the HR manager or other top managers are also used to

perform a needs analysis and to conduct the training. Although much formal training

is performed by professional trainer, often operation supervisors may be the best

trainers technically, especially if the training manager helps them prepare the

material. Using operation managers as trainers overcomes the frequent criticism that

“training is OK in the classroom, but it won’t work on the shop floor or back on the

job”.

After that the program is run. That includes selection of content and methods to be

used and the actual training method. In many situations a combination of instructional

methods are used.

14
15
16
TYPES OF TRAINING AND DEVELOPMENT PROGRAMS-

Companies can apply these different methods of training and development to any

number of subjects to ensure the skills needed for various positions are instilled.

Companies gear training and development programs towards both specific and

general skills, including technical training, sales training, clerical training, computer

training, communication training, organizational development, career development,

supervisory development and management development. The goal of these programs

is for trainees to acquire new knowledge or skills in fields such as sales or computers

or to enhance their knowledge and skills in these areas.

TECHNICAL TRAINING

Technical training seeks to impart technical knowledge and skills using common

training methods for instruction of technical concepts, factual information, and

procedures, as well as technical processes and principles. Likewise, sales training

concentrates on the education and training of individuals to communicate with

customers in a persuasive manner and inculcate other skills useful for sales positions.

COMMUNICATIONS TRAINING

Communication training concentrates o the improvement of interpersonal

communication skills, including writing, oral presentation, listening, and reading. In

order to be successful, any form of communications training should be focused on the

basic improvement of skills and not just on stylistic consideration. Furthermore, the

training should serve to build on present skills rather than rebuilding from the ground

up. Communications training can be taught separately or can be effectively integrated

into other types of training, since it is fundamentally related to others disciplines.

17
ORGANIZATIONAL DEVELOPMENT

Organization development (OD) is the study of successful organizational change and

performance. OD emerged from human relations studies in the 1930s, during which

psychologists realized that organizational structures and processes influence worker

behaviour and motivation. More recently, work on OD has expanded to focus on

aligning organizations with their rapidly changing and complex environments through

organizational learning, knowledge management and transformation of organizational

norms and values. Key concepts of OD theory include: organizational climate (the

mood or unique “personality” of an organization, which includes attitudes and beliefs

that influence members’ collective behaviour), organizational culture (the deeply-

seated norms, values and behaviours that members share) and organizational

strategies (how an organization identifies problems, plans action, negotiates change

and evaluates progress).

CAREER DEVELOPMENT

Career Development is the lifelong process of managing learning, work, leisure, and

transitions in order to move toward a personally determined and evolving preferred

future. In educational development, career development provides a person, often a

student, and focus for selecting a career or subject to undertake in the future. Often

educational institutions provide career counsellors to assist students with their

educational development.

MANAGEMENT AND SUPERVISORY BEVELOPMENT

Management and supervisory development involves the training of managers and

supervisors in basic leadership skills enabling them to function effectively in their

positions. For managers this typically involves the development of the ability to focus

on the effective management of their employee resources, while striven to understand

18
and achieve the strategies and goals of the organization. Management training

typically involves individuals above the first two levels of supervision and below

senior executive management. Managers learn to effectively develop their employees

by helping employees learn and chine, as well as by identifying and preparing them

for future responsibilities. Management development may also include programs that

teach decision-making skills, creating and managing successful work team, allocating

resources effectively, budgeting, communication skills, business planning, and goal

setting.

DESIGNING TRAINING PROGRAMS

19
KEY DIFFERENCES BETWEEN TRAINING AND

DEVELOPMENT

The major differences between training and development are as under:

1. Training is a learning process for new employees in which they get to know about

the key skills required for the job. Development is the training process for the

existing employees for their all round development.

2. Training is a short-term process i.e. 3 to 6 months, but development is a

continuous process, and so it is for the long term.

3. Training focuses on developing skill and knowledge for the current job. Unlike,

the development which focuses on the building knowledge, understanding and

competencies for overcoming with future challenges.

4. Training has a limited scope; it is specific job oriented. On the other hand,

development is career oriented and hence its scope is comparatively wider than

training.

5. In training, the trainees get a trainer who instructs them at the time of training. In
contrast to development, in which the manager self-directs himself for the future

assignments.

6. Many individuals collectively attend the training program. Development is a self-

assessment procedure, and hence, one person himself is responsible for one’s

development.

20
FIVE STAGES OF TRAINING EVALUATION

Our Training Evaluation Model sets the framework for developing instruments. It

accommodates individual training programs based on the type of training, the

appropriate evaluation method, and the best way to implement the evaluation.

This model has five stages and is illustrated in the Training Evaluation Model

diagram. Each stage corresponds to specific data categories:

1. Describe the outputs. Outputs are descriptive data about the training programs

and participants, including demographic data.

2. Pre-training assessment. This step uncovers the participants’ past experience as

well as current competencies, learning needs, and expected application of

learning.

3. Post-assessment (reactions). This addresses participants’ reactions to the training

experience— for example, their learning environment, format and instructor

methods, general satisfaction.

4. Post-assessment (learning). This piece is a self-assessment of knowledge or

skills gained and the participants’ expected application of learning.

21
5. Follow-up. This process may include several methods to assess the outcomes and

effect of training programs over time.

LITERATURE REVIEW

An organization survives if it is performing well in the environment by being

profitable but if it fails to do so the organization may not survive. And worse is the

decay of both human and physical structures (Manguennandongo, 2002). The

rationale of training is not only on the ordinary employees but as well as to their

executives to develop skills required in the diversification and competitiveness by

making the organization successful. The benefits fall entirely for the employees and

for the private companies. The target of the program being implemented in the

companies, increases the competency in the market, and improves the living condition

of the employees (ADBG, 2008). Under the participation of the stakeholders, the

guidelines and implementation of training in the employees can achieve positive

results. The workforce development is focused on attracting, developing, and

retaining the best of the people from the broadest business practices to meet the

objectives or goals of the companies. Intentionally, training and development are

provided for the employees with best of the career opportunities in different industry

and encourages their individual growth and achievement (Kruger, 2008). According

to Casse and Banahan (2007), the different approaches to training and development

need to be explored. It has come to their attention by their own preferred model and

through experience with large Organizations. The current traditional training

continuously facing the challenges in the selection of the employees, in maintaining

the uncertainty related to the purpose and in introducing new tactics for the

environment of work and by recognizing this, they advising on all the problems,

which reiterates the requirement for flexible approach. Usually the managers have the

22
choice to select the best training and development programme for their staff but they

always have to bear in mind that to increase their chances of achieve the target they

must follow the five points highlighted by Miller and Desmarais (2007). According to

Davenport (2006), mentioned in his recent studies that it’s easy to implement strategy

with the internet supported software.

Technical training is the process of teaching employees how to more accurately and

thoroughly perform the technical components of their jobs. Training can include

technology applications, products, sales and service tactics, and more. Technical skills

are job-specific as opposed to soft skills, which are transferable.

Training is an educational process that conveys relevant and useful information that

inform participants and develop skills and behaviors that can be transferred back to

the workplace. The goal of training is to create an impact that lasts beyond the end

time of the training itself and the focus is on creating specific action steps and

commitments that focus people’s attention on incorporating their new skills and ideas

back at work. Generally, in organizations training is offered as skill development

means for individuals and groups. Similarly, the concept of employee development is

closely related to employee training. Training involves an expert working with

learners to transfer to them certain areas of knowledge or skills to improve in their

current jobs (McNamara, 2008).

Employee development means encouraging employees to acquire new or advanced

skills, knowledge, and view points, by providing learning and training facilities, and

avenues where such new ideas can be applied. Development is a broad, ongoing

multi-faceted set of activities (training activities among them) to bring someone or an

organization up to another threshold of performance, often to perform some job or

new role in the future (McNamara, 2008).

23
Training is job or task-oriented. It aims at enabling individuals to perform better on

the jobs they are currently doing. Development on the other hand, is career oriented

rather than job-oriented. It aims at preparing people for higher responsibilities in the

future (Asare-Bediako, 2002). Organizations must therefore have the responsibility to

develop and implement training and development systems and programmes that best

help them to achieve their objectives.

There were various earlier studies have been done on training and development which

were concerning to, impact, role of training and development, on employees

performance. Chris obisi, (2011). Studied the employee training and development in

Nigerian organizations some clarification and agenda for research, Mehrdadalipour

et.al (2009). Studied the degree of effectiveness of on the job training on iranian

managers. D. A. Olaniyan and lucas. B. Ojo, (2008).Importuned of employees

training and development in relation to organization effectiveness. K. Karthikeyan

International Journal of Enhanced Research in Management & Computer

Applications ISSN: 2319-7471, Vol. 4 Issue 8, August-2015ret.al (2010). Studied the

existing practices of the various aspects of training program and its effectiveness in

selected private sector banks in tiruchirappalli district, south india. Irene

fergusonlaing, (2009). Considered the impact of training and development on worker

performance and productivity in public sector organizations: a case study of Ghana

ports and harbours authority. Jelenavemić, (2007). Importuned of employee training

and development and the learning organization.

Muir sanderson et. al studied the elevating employee performance in the public sector

how to get the best from your people. Aarti, chahal, (2013). Consider of training need

analysis based training and development: effect of training on performance by

adopting development based strategy. Ms. Pallavi p. Kulkarni. Studied the literature

24
review on training & development and quality of work life. K. PramodGonchkar,

(2012). Robert C. Merchant, Jr, (2011). Ozcansaritas, (2007), studied the relationship

between the amount of training and development activities provided by insulation

firms and the turnover rate is examined. He suggest as people become more conscious

about using energy more effectively and efficiently, energy saving and environmental

concerns will expand the insulation market capacity in Turkey. Muhammad

FarhanAkhtar, et al, (2011). studied seek to determine the impact of this training and

development on motivation and job involvement along with what training methods

are widely used in the banking sector of Pakistan. They suggest that by boosting the

training and development activities within the banking sector the employees could be

motivated and get attached with their work. Chris Obisi, (2011), studied the Employee

Training and Development in Nigerian Organizations Some Observations and Agenda

for Research. The Priority would be given to empirical analysis of the significance of

identifying specific and appropriate needs before venturing into training and the

reason why training fails.

Aroge, Stephen Talabi (2012) Studied for to determine the contributions of Industrial

Training Fund (ITF) to employee’s training and development in Nigeria. The

findings, it is recommended, among other things, that more funds should be made

available to the organization so it can also take care of students studying education in

institutions of higher learning through its reimbursement and grant scheme. N. Sylvia

Naris and I. Wilfred Ukpere, (2009). the effectiveness of an HR code: Staff

development and training at the Polytechnic of Namibia. The targeted population

included 511 staff members, of which a sample size of 252 using probability random

sampling was selected. A total of 230 closed ended questionnaires were distributed

online and hard copies were delivered. In addition, 22 members of staff were

25
interviewed. Karen Shelton, (2001), determined that training and development

increase employee satisfaction and are significant in an employee’s decision to stay

with a company. It also indicated that the impact of training decreases without the

organizational culture to support employees in the development process.

An organization survives if it is performing well in the environment by being

profitable but if it fails to do so the organization may not survive. And worse is the

decay of both human and physical structures (Manguennandongo, 2002). The

rationale of training is not only on the ordinary employees but as well as to their

executives to develop skills required in the diversification and competitiveness by

making the organization successful. The benefits fall entirely for the employees and

for the private companies. The target of the program being implemented in the

companies, increases the competency in the market, and improves the living condition

of the employees (ADBG, 2008). Under the participation of the stakeholders, the

guidelines and implementation of training in the employees can achieve positive

results. The workforce development is focused on attracting, developing, and

retaining the best of the people from the broadest business practices to meet the

objectives or goals of the companies. Intentionally, training and development are

provided for the employees with best of the career opportunities in different industry

and encourages their individual growth and achievement (Kruger, 2008). According

to Casse and Banahan (2007), the different approaches to training and development

need to be explored. It has come to their attention by their own preferred model and

through experience with large Organizations. The current traditional training

continuously facing the challenges in the selection of the employees, in maintaining

the uncertainty related to the purpose and in introducing new tactics for the

environment of work and by recognizing this, they advising on all the problems,

26
which reiterates the requirement for flexible approach. Usually the managers have the

choice to select the best training and development programme for their staff but they

always have to bear in mind that to increase their chances of achieve the target they

must follow the five points highlighted by Miller and Desmarais (2007). According to

Davenport (2006), mentioned in his recent studies that it’s easy to implement strategy

with the internet supported software.

27
CHAPTER-2
COMPANY
PROFILE

28
 COMPANY PROFILE

HCLTECH

HCLTech campus in Noida

Industry Information technology
Consulting
Outsourcing
Founded 11 August 1976; 47 years ago
Founder Shiv Nadar
Headquarters Noida, Uttar Pradesh, India
Area served Worldwide
Key people Roshni Nadar Malhotra (Chairperson)
Shiv Nadar (Chairman Emeritus & CSO)
C Vijayakumar (CEO)
Products HCL Notes/Domino
HCL AppScan
HCL Connections
HCL Commerce
Actian
HCL BigFix
Starschema
WebSphere Portal
Ingres
HCL Unica
HCL Sametime
HCL iNotes
Services Software
Revenue 102,814 crore (US$13 billion) (2023)
Operating income 19,488 crore (US$2.4 billion) (2023)
Net income 16,146 crore (US$2.0 billion) (2023)
Total assets 93,411 crore (US$12 billion) (2023)
Total equity 65,398 crore (US$8.2 billion) (2023)
Owner Shiv Nadar (60.77%)
Number of employees 225,944 (2023)
Parent HCL Group
Website www.hcltech.com
HCL Technologies Limited (Hindustan Computers Limited) is an Indian

multinational information technology (IT) service and consulting company

headquartered in Noida, Uttar Pradesh. It is a subsidiary of HCL Enterprise.

29
Originally a research and development division of HCL, it emerged as an independent

company in 1991 when HCL ventured into the software services business.

The company has offices in 44 countries including the United States, France and

Germany, and the United Kingdom with a worldwide network of R&D, "innovation

labs" and "delivery centers", and 137,000+ employees and its customers include 250

of the Fortune 500 and 650 of the Global 2000 companies. It operates across sectors

including aerospace and defense, automotive, banking, capital markets, chemical and

process industries, energy and utilities, healthcare, hi-tech, industrial manufacturing,

consumer goods, insurance, life sciences, manufacturing, media and entertainment,

mining and natural resources, oil and gas, retail, telecom, and travel, transportation,

logistics & hospitality.

HCL Technologies is on the Forbes Global 2000 list. It is among the top 20 largest

publicly traded companies in India with a market capitalisation of $18.7 billion as of

May 2017.As of May 2018, the company, along with its subsidiaries, had a

consolidated revenue of $7.8 billion.

HCL Technologies is a next-generation global technology company that helps

enterprises reimagine their businesses for the digital age. Our technology products,

services and engineering are built on four decades of innovation, with a world-

renowned management philosophy, a strong culture of invention and risk-taking, and

a relentless focus on customer relationships. With a worldwide network of R&D,

innovation labs and delivery centers, and 143,000+ ‘Ideapreneurs’ working in 44

countries, HCL serves leading enterprises across key industries, including 250 of the

Fortune 500 and 650 of the Global 2000. HCL generated consolidated revenues of

USD 8.9 billion for 12 Months Ended 30th June, 2019.

30
We offer an integrated portfolio of products, solutions, services, and IP through our

Mode 1-2-3 strategy built around Digital, Iol, Cloud, Automation, Cybersecurity,

Analytics, Infrastructure Management and Engineering Services, amongst others, to

help enterprises reimagine their businesses for the digital age.

HISTORY OF HCL

HCL ENTERPRISE

HCL Enterprise was founded in 1976

The first three subsidiaries of parent HCL Enterprise were:

HCL Technologies - originally HCL's R&D division, it emerged as a subsidiary in

1991

HCL Infosystems and

HCL Healthcare

The company tried to stay focused on hardware,but, via HCL Technologies, software

and services is a main focus.

Revenues for 2007 were US$4.9 billion.

Revenues for 2017 were US$6.5 billion, and HCL employed over 105,000

professionals in 31 countries.

Revenues for 2018 were US$9 billion, and HCL employed over 110,000 professionals

in 31 countries. A unit named HCL Enterprise Solutions (India) Limited was formed

in July 2001.

Currently HCL Technologies is a subsidary of Vamasundari Delhi through a chain of

entities in between. Vamasundari (Delhi) is owned by Shiv Nadar and it in turns holds

majority of shares in most HCL group companies.

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On July 1 2019, HCL Technologies acquired select few product of IBM. HCL

Technologies took the full ownership of research and development, sales, marketing,

delivery, and support for AppScan, BigFix, Commerce, Connections, Digital

Experience (Portal and Content Manager), Notes Domino, and Unica.

FORMATION AND EARLY YEARS

In 1976, a group of six engineers, all former employees of Delhi Cloth & General

Mills, led by Shiv Nadar, started a company that would make personal computers.

Initially floated as Microcomp Limited, Nadar and his team (which also included

Arjun Malhotra, Ajai Chowdhry, D.S. Puri, Yogesh Vaidya and Subhash Arora)

started selling teledigital calculators to gather capital for their main product. On 11

August 1976, the company was renamed Hindustan Computers Limited (HCL).

On 12 November 1991, a company called HCL Overseas Limited was incorporated as

a provider of technology development services. It received the certificate of

commencement of business on 10 February 1992 after which it began its operations.

Two years later, in July 1994, the company name was changed to HCL Consulting

Limited and eventually to HCL Technologies Limited in October 1999.

HCL Technologies is one of the four companies under HCL Corporation, the second

company being HCL Infosystems. In February 2014 HCL launched HCL Healthcare.

[21] HCL TalentCare is the fourth and latest venture of HCL Corporation.

HCL Technologies began as the R&D Division of HCL Enterprise, a company which

was a contributor to the development and growth of the IT and computer industry in

India. HCL Enterprise developed an indigenous microcomputer in 1978, and a

networking OS and client-server architecture in 1983. On 12 November 1991, HCL

Technologies was spun off as a separate unit to provide software services.

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HCL Technologies was originally incorporated as HCL Overseas Limited. The name

was changed to HCL Consulting Limited on 14 July 1994.On 6 October 1999, the

company was renamed 'HCL Technologies Limited' for "a better reflection of its

activities."[26] Between 1991 and 1999, the company expanded its software

development capacities to the US, European and APAC markets. HCL Technologies

Ltd is a leading global IT services company that helps global enterprises re-imagine

and transform their businesses through Digital technology transformation. The

company is primarily engaged in providing a range of software services business

process outsourcing and infrastructure services. The company leverages an extensive

offshore infrastructure and its global network of offices in various countries and

professionals to deliver solutions across select verticals including Financial Services

Manufacturing Telecommunications Media Publishing Entertainment Retail & CPG

Life Sciences & Healthcare Oil & Gas Energy & Utilities Travel Transportation &

Logistics and Government.HCL Technologies Ltd was incorporated in the year 1991

as HCL Overseas Ltd. The company received the certificate of commencement of

business on February 10 1992. In July 14 1994 the name of the company was changed

to HCL Consulting Ltd. In the year 1996 the company formed a 50:50 joint venture

namely HCL Perot Systems NV with Perot Systems Corporation to provide access to

high value client base of Perot Systems. HCL Technologies focuses on

Transformational Outsourcing working with clients in areas that impact and re-define

33
the core of their business after their IPO in 1999 with aim of foray into the global IT

landscape and in the same year the company changed its name to HCL Technologies

Ltd. The company started to create wholly owned subsidiaries to cater specific

geographic regions from the year 1999. They had the widest service portfolio among

Indian IT service providers with each of its services having attained critical mass. In

the year of 2000 the company set up a dedicated offshore development centre in

Chennai for KLA-Tencor Corporation a supplier of process control and yield

management solutions for the semiconductor and related microelectronics industry.

HCL Comnet the wholly owned subsidiary company in association with its new

partner Globeset Inc introduced net security management solutions. The company

launched the Nokia professional centre in New Delhi second among the chain of

centres across the country. In the year 2001 the company entered into a strategic

alliance with Nasdaq-listed Vitesse Semiconductor to develop software solutions for

global networking markets. They also entered into a strategic alliance with Toshiba

Information Systems (Japan) Corporation to set up a dedicated offshore software

development centre for developing embedded software for the Japanese company.

HCL Comnet Systems & Services Ltd a fully owned subsidiary company was gone

into the business of Web-enabling applications through the launch of demand-chain

management solutions.In the year 2002 the company acquired Gulf Computers Inc

USA and formed a JV with Answerthink Inc. a leading US based provider of

technology enabled business transformation solutions to Global 2000 firms. A

strategic technology joint venture was made with Jones Apparel Group Inc. Jones

Apparel Group Inc. a Fortune 500 Company in the same year and also entered into a

joint venture with M.A. Partners a management consulting firm to address software

services opportunities in Global Finance Markets especially in the areas of Investment

34
Banking Asset Management and Private Banking. M.A. Partners brings a wealth of

domain expertise and clients including many of the top Global Investment Banking

firms to the JV. In the year 2003 BT Group UK's telecom service provider gave a

contract worth of $160 million for BPO service operations. The company set up an

exclusive centre in Noida for executing the orders given by BT Group. The software

business of HCL Infosystems Ltd was transferred to the company. The company set

up Insurance Solutions Center in Chennai. In the year 2004 the company entered into

a strategic tie-up with IBM Rational Software a division of IBM to strengthen its

software development capabilities. The company was conferred the prestigious

Excellence in Education Award for 2004 by the Life Office Management Association

(LOMA). In August 2004 BPO delivery centre in Chennai got BS7799 certification

by the British Standards Institute (BSI). They introduced Cross View; a framework

based Computer Systems Validation (CSV) methodology for the development of

robust software applications in the Life Sciences arena.In the year 2005 SEBI made a

tie up with the company for market surveillance and the company formed joint

venture with NEC Japan. The company amalgamated their six wholly owned

subsidiaries namely DSL Software Ltd Shipara Technologies Ltd HCL Technologies

BPO Services Ltd HCL Technologies (Mumbai) Ltd Aquila Technologies Ltd and

HCL Enterprise Solutions (India) Ltd with the company. In February 2005 the

company acquired an Irish Call centre and this acquisition establishes the company's

position as the single largest BPO Centre operation on the Island of Ireland. In the

year 2006 the company launched RoHS Compliance Management System for Medical

Device Users and entered $70 million outsourcing deal with Teradyne of US. HCL

developed Trusted ICT Infrastructure Platforms for BPO-ITE'S Segment and has

linked pact with Canada based electronics manufacturing services company Celestica

35
Inc to jointly design and manufacture electronic products for global original

equipment manufacturers (OEMs). The company forayed into an alliance with $200

million Saudi Arabian company namely Advanced Electronics Company (AEC) to

implement IT projects in West Asia in the year 2007 and formed a strategic alliance

with Eckler to strengthen Insurance Domain expertise. The company made USD 15

million contract with Aleni Aeronautica to provide engineering services that will

support the improvement of the C-27J Spartan production line. In the year 2007 HCL

Venture Capital Ltd a company incorporated in Bermuda and downstream subsidiary

of the company was merged with HCL Bermuda Ltd. Also HCL Technologies (Mass)

Inc. a company incorporated in United States of America and a down stream

subsidiary of the company was merged with HCL America Inc. During the year 2007-

08 the company incorporated their wholly owned subsidiary viz. HCL Technologies

(Shanghai) Limited. Through this entity the company established its first sales and

delivery center in Shanghai with an initial investment of Rs. 2.77 crore. In order to

consolidate its position in Enterprise Application Integration (EAI) space the

company acquired the balance 49% stake in its Joint Venture Company viz. HCL EAI

Services Inc. a California corporation for a consideration of Rs.13.32 crore through

their downstream subsidiary HCL America Inc. a company incorporated in USA.

With this acquisition HCL EAI Services Inc. became 100% subsidiary of the

company. Further HCL EAI Services Inc. was amalgamated with HCL America Inc.

with effect from July 1 2008. During the year the company set up four branches at

Dublin in Ireland Zurich in Switzerland Tel- Aviv in Israel and Prague in Czech

Republic. In December 2007 the company and Jones had entered into an agreement

(Termination Agreement) to terminate the Joint Venture agreement entered in June

2002. As a part of the termination agreement a subsidiary of the Company has

36
obtained binding commitments for the provision of IT services to Jones with an

aggregate contract value of Rs. 96.8 crores (USD 22.5 million) upto 2012. Further

pursuant to this termination the Joint Venture Company in Bermuda viz. HCL Jones

Technologies (Bermuda) Limited will be wound up.During the year 2008-09 the

company acquired all the capital stock of Axon Group Ltd (formerly known as Axon

Group Plc) a leading UK based SAP consulting company for a cash consideration of

Rs. 3302.39 crores by way of a cash offer made by the company to the shareholders of

Axon Group Ltd. The company acquired all the capital stock of HCL Insurance BPO

Services Ltd (formerly known as Liberata Financial Services Ltd) (IBS) incorporated

in UK. Also the company acquired all the capital stock of HCL Expense Management

Services Inc (formerly known as Control Point Solutions Inc) (CPS) for a cash

consideration of Rs. 107.65 crores.During the year the company set up six

subsidiaries to carry out the activities in Special Economic Zone in different locations

in India to get various tax benefits. They also set up their branches in different

locations to expand its operations in new geographies. The company set up their

branches in Dubai UAE Helsinki Portugal Finland and Macau during the year ended

June 30 2009 while the branch in Russia was set subsequent to June 30 2009. In

September 2008 HCL BPO expanded their global presence to the USA with the

acquisition of Control Point Solutions (CPS). This acquisition makes HCL BPO the

first Indian BPO to enter the Telecommunications Expense Management (TEM)

market. CPS has been rebranded to HCL Expense Management Services (HCL

EMS).During the year 2009-10 the company set up their step down subsidiaries in

Denmark viz. HCL Technologies Denmark ApS and in Norway viz. HCL

Technologies Norway AS. Also they set up their branch office in USA. During the

year 2010-11 as per the scheme of amalgamation HCL Technoparks Ltd a wholly

37
owned subsidiary of the Company was amalgamated with the company with effect

from August 27 2010. They incorporated HCL Technologies France PT HCL

Technologies Indonesia HCL Technologies Philippines Inc HCL Arabia LLC

Anzospan Investments Pty. Limited HCL Technologies South Africa (Proprietary)

Ltd and Filial Espanola De HCL Technoloiges S.L. as step down subsidiaries of the

company. Also they closed down their two steps down subsidiaries viz. Aspire

Solutions Sdn. Bhd. a company incorporated in Malaysia and Axon EBT Trustees

Limited a company incorporated in United Kingdom. In January 2011 it acquired

certain software assets of Citi Securities and Fund Services.In July 2011 the company

was selected to provide application management services to IKEA. In September

2011 the company signed a strategic five year Application Support Transformation

deal with Deutsche Bank's Capital Markets arm. The service factory delivery model

implemented by HCL is expected to enhance productivity driven by transparent

Service Level Agreements (SLAs) and performance metrics and comes as Deutsche

Bank endeavors to move away from a traditional applications support model to a set

of process driven services governed by global standards like Information Technology

Infrastructure Library (ITIL) and LEAN.In October 2011 Cast SA signed a strategic

partnership agreement with the company to strengthen the ASSESS-SMART services

of HCL Technologies. In February 2012 the company signed an agreement with State

Street Bank and Trust Company (State Street) to provide business process outsourcing

services in support of a variety of State Street's investment services businesses. Also

they entered into a strategic relationship with Great American Insurance Group

(GAIG) a company in specialty property and casualty insurance to provide Integrated

IT services Business Process Outsourcing (BPO) and Infrastructure Management

Services to GAIG and its affiliates.In 2012 HCL Technologies entered into strategic

38
relationship with State Street to provide BPO services'. HCL Tech bags outsourcing

deal from State Street. - HCL Technologies enters into strategic relationship with

Great American Insurance Group. HCL wins ICD 10 transformation deal with Blue

Shield of California. HCL partners with Cisco to open South Africa Centre of

Excellence (GCoE) in Johannesburg.In 2013 HCL Technologies signed a long-term

IT services agreement with Nokia. The company also signed a Multi-Year Multi-

Million Dollar Partnership with Cobham Plc. The company gets into the process to

provide Strategic Business Transformation Services to Husqvarna Group. The

company receives Pegasystems Healthcare Partner Excellence Award. The company

Opens Michigan Technology Development Center. The company Wins ITSMA's

Diamond and Gold Awards for Marketing Excellence. The company receives PHD

Chamber Good Corporate Citizen Award 2013.In 2014 HCL Technologies receives

Best Governed Company Award by Asian Centre for Corporate Governance &

Sustainability. The company also wins CNBC-TV18's India Business Leader Award

for Outstanding Company of the Year. The company wins The HR Excellence Award

2014.In 2015 the company opens new Global Delivery Centre in Oslo. The company

Expands U.S. Footprint with New Global Delivery Center in Frisco. The company is

Certified as Top Employer in the UK for the Ninth Consecutive Year. Tele2 and HCL

Technologies form Strategic Alliance. HCL Technologies and Aegon launch cXstudio

for customer-centric digital channel innovation. HCL Technologies wins five-year IT

Managed Services Contract with SAI Global. HCL announces a United Xperience

Lab Offering for institutionalizing Digital Co-Innovation with customers. The

company acquires US based PowerObjects.On 17 November 2015 HCL Technologies

announced that it had won an Application Development and Maintenance contract

from Deutsche Bank. Under the terms of agreement HCL will provide digital

39
solutions systems integration product implementation and design build and test new

applications in addition to the ongoing application maintenance and support

services.On 25 January 2016 HCL Technologies announced that it had won an IT

infrastructure services contract from Alstom a world leader in the supply of the most

complete range of systems equipment and services in the railway sector. On the same

day HCL Technologies announced the acquisition of Point to Point Limited and Point

to Point Products Limited (jointly referred as Point to Point or P2P) UK's leading end-

user cloud solutions design implementation and delivery specialists.On 8 February

2016 HCL Technologies announced the launch of an Internet of Things (IoT)

Incubation Center in Redmond Washington USA designed to leverage Microsoft

Azure IoT Suite to accelerate enterprise IoT adoption.On 16 February 2016 HCL

Technologies announced that it had won a significant IT outsourcing contract from

the Volvo Group one of the world's leading manufacturers of commercial vehicles.

Simultaneously HCL Tech announced the acquisition of Volvo's external IT business

adding 40 new customers from the Nordics and France to its portfolio further

enhancing its market leading position in these regions. On 22 February 2016 HCL

Technologies and Symantec Corporation the global leader in cyber security

announced their plan to expand their existing partnership to help enterprises in areas

of Cloud Security Cyber Threats and Forensic Solutions. On 2 March 2016 HCL

Technologies announced that it had won a five year Next-Generation Information

Technology Outsourcing contract from Husqvarna AB a leading manufacturer of

outdoor power products including robotic mowers garden tractors chainsaws and

trimmers. On 1 April 2016 HCL Technologies announced an agreement to acquire

(through demerger) all of the business of Geometric Limited except for the 58% stake

that Geometric owns in the joint venture 3 DPLM Software Solutions Ltd. with

40
Dassault Systemes. The swap ratio for the merger was fixed at 10 equity shares of Rs.

2 each of HCL Tech for every 43 equity shares of Geometric of Rs 2. each as on the

record date. Geometric is one of India's leading PLM consulting mechanical

engineering and manufacturing engineering services providers.On 8 June 2016 HCL

Technologies announced that it has signed partnerships with two leading automotive

solution providers Movimento and Rightware to expand its offerings for the fast-

growing smart vehicle ecosystem. On 17 June 2016 HCL Technologies announced

that it had signed a strategic IT partnership contract with LeasePlan a global fleet

management and driver mobility company of Dutch origin. Under the terms of

agreement HCL will create Group Competency in collaboration with LeasePlan

Information Services to provide IT solutions in various domains such as core leasing

platforms business intelligence and data warehousing solutions enterprise IT solutions

and application development & maintenance services.On 1 September 2016 HCL

Technologies announced that it has entered into a partnership agreement with

Mesosphere a datacenter infrastructure and container orchestration company. The

partnership combines Mesosphere's Datacenter Operating System (DC/OS) with

HCL's unique Next-Gen IT & Operations capabilities to deliver a unified operational

experience and achieve efficient resource utilization for clients.On 14 September

2016 HCL Technologies announced that it has won a contract to provide application

management services to Western Australia's leading energy provider Synergy. On 21

October 2016 HCL Technologies announced that it had entered into an agreement to

acquire Butler America Aerospace LLC (Butler Aerospace) a provider of engineering

design services and aftermarket engineering services to US Aerospace and Defense

customers. On 24 January 2017 HCL Technologies announced that Swiss financial

services company UBS AG has renewed its finance operations services contract with

41
the company for three and half years. On 20 March 2017 HCL Technologies

announced that it has been chosen as the strategic IT services provider to the Volvo

Ocean Race the world's longest professional sporting event. On 17 April 2017 HCL

Technologies announced that Singapore Exchange has renewed its IT services

contract with the company for five years. Expanding the scope from the earlier year

2010 engagement covering IT infrastructure data center services and IT management

the new contract includes transformational IT services in a managed services

construct - spanning IT infrastructure end-user computing data center cloud services

workplace transformation managed networks enterprise security and GRC.On 24

April 2017 HCL Technologies announced an agreement to acquire US based Urban

Fulfillment Services LLC a provider of mortgage business process & fulfilment

services. On 18 May 2017 HCL Technologies announced that it has joined the Duck

Creek Global Alliance Program. As a Delivery Partner of Duck Creek Technologies'

Global Alliance Program HCL will provide customers with industry-leading

application maintenance and technical support solutions to reduce time risk and costs

during implementation and throughout the lifecycle of the deployed software.On 20

June 2017 HCL Technologies announced the launch of its Next Generation Research

Platform (NGRP) a pre-competitive drug-discovery ecosystem built with open

standards. This Platform will provide research scientists with a collaborative

ecosystem greater computational resources and the ability to mine research data to

make more informed scientific decisions while improving productivity by automating

and eliminating manual administrative tasks.On 29 August 2017 HCL Technologies

announced the opening its new delivery centre in Gothenburg Sweden. The new

centre will be a key hub in HCL's global delivery network providing cutting-edge

transformational IT services as part of the global shared services model. In addition

42
the Gothenburg office will also become HCL's global headquarters for its mainframe

services and automotive centre of excellence.On 5 September 2017 HCL

Technologies agreed to acquire ETL Factory Limited doing business as Datawave a

UK-based company that has created an innovative data automation platform which

enables enterprise customers execute large scale complex data-migration and data-

integration projects in a leaner faster and smarter way. The flagship product Datawave

won the Informatica Innovation Award and is also extendable to other platforms

including big data.On 6 September 2017 HCL Technologies (HCL) announced a new

strategic partnership with Alpha Insight an intelligent products and solutions company

headquartered in London UK with industry leading expertise in Business Flow

Monitoring and Operational Intelligence. The transaction which includes purchase of

select assets bolsters HCL's DRYiCE Platform and its positioning as an Enterprise A.I

Foundation.On 30 October 2017 HCL Technologies (HCL) announced collaboration

with Red Hat the world's leading provider of open source solutions to offer HCL

Application Platform-as-a-Service (PaaS) services to enterprise customers globally.

On 14 November 2017 HCL Technologies (HCL) announced that it had won a five-

year IT infrastructure services contract from Jardine Lloyd Thompson Group (JLT)

one of the world's leading providers of insurance reinsurance and employee benefits

related advice brokerage and associated services. On 5 December 2017 HCL

Technologies (HCL) announced that it has entered into a strategic partnership with

Siemens on Industry 4.0 solutions with a strategic collaboration on the Siemens

Industry Software Suite. The global partnership with Siemens on Mindsphere a cloud-

based open Internet of Things (IoT) operating system comprises technology

application development connectivity solutions system integration and go-to-market

strategy

43
 MARKETING MIX OF HCL

HCL is an Indian Public company providing IT services to the various countries in the

world. Founded in the year 1976, this global corporation has its base in the city Noida

in India. HCL has proved to be the pioneer in the creation of the Indian IT Industry.

Its motto is to provide different products and services to every possible corner of our

country at reasonable prices so that everyone can afford it. The brand provides its

services to nearly every sector of the industry like defense finance, entertainment,

government and telecom. Some of the companies that try to provide it with stiff

competition are as follows

SWOT ANALYSIS OF HCL TECHNOLOGIES

 Wipro

 TCS

 Rolta

 Polaris Consult

PRODUCT IN THE MARKETING MIX OF HCL

HCL has a wide variety of products and services in its portfolio. The various services

it provides are-

 Business services – It includes outsourcing of human resources, relationship

management of customers, legal services, management of supply chain, accounting

and financial services and technical services. It caters to capital markets, banking

healthcare, insurance, media, telecom, entertainment, publishing, transportation and

manufacturing and logistics industries.

 Services related to Custom application – This incudes application of

consulting, development, maintenance, support, integration, migration and

44
 modernization. It reaches to life sciences, publishing, insurance, banking, and retail

and media sectors.

 R & D Services and Engineering – This portfolio comprises of engineering of

hardware products, mechanical engineering, software development and engineering of

software products. It reaches to automotive, defense, industrial manufacturing,

telecom and networking, consumer electronics and storage and server sectors.

 Services related to Enterprise Application – It includes application support and

maintenance, resource planning, management of enterprise asset, business intelligence

and management of human capital. HCL caters to defense, aerospace,

packaged goods, banking services, insurance, healthcare, and transportation and

utilities industries.

 Services related to Enterprise transformation – The service portfolio under this

category includes technology transformation, business transformation, business

intelligence and data warehousing, SOA and middleware and IT governance.

 Management Services related to IT Infrastructure–It includes end-user computing,

cloud computing, transformation of data center, network transformation, management

of integrated operations, information security and system integration. It reaches out to

entertainment, publishing, telecom, media, healthcare, consumer electronics, financial

services, manufacturing and insurances sectors.

Under its product portfolio, HCL deals in laptops, desktops and tablets. In the market,

HCL has launched products like

 HCL ezebee that is an affordable and branded PC

 HCL Busybee That is a computer for business computing

 Neopod that is a music player that is digital

 HCL Beepos that is an user-friendly application

45
PLACE IN THE MARKETING MIX OF HCL

HCL has an international presence while serving at least thirty-five countries of the

world. It has a network of offices in Brazil, Sweden, Denmark, Belgium, Singapore,

China, India, Australia, Malaysia, Netherlands and Germany. Through improvements

in logistics and infrastructure, HCL has been making great inroads in its

manufacturing and distribution policies. In India, the company has made investments

in the SSO (Support Service Organization), PSO (Professional Services Organization)

and in the manufacturing plants located at Pondicherry and Noida.

HCL with the help of both SSO and PSO has been able to provide complete solutions

and has raised the manufacturing volumes as per the international standards. This has

strengthened the company’s capabilities in backing the installation types that ranges

from large to single orders for multi-locations.

The SSO has a direct eight hundred members support force and it operates in one

hundred and fifty locations at various parts of the country making it one of the largest

forces in IT industry. One of the other important members of the HCL strategy is its

frontline division that is responsiblefor the marketing of computer systems in the

country. HCL has a far-reaching network division that comprises of at least three

hundred cities and eight hundred resellers that are working towards the promotion and

penetration of PCs in the various segments like home, offices, schools etc. HCL has

even started a “Call center consulting” unit for helping the prospective clients who

wants to gather information.

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PRICE IN THE MARKETING MIX OF HCL

HCL has a management information structure in place that gathers the product prices

of its competitors and then after careful analyzing makes its own pricing policies that

are somewhat parallel to the competitors prices. The main objective of HCL is to

provide services rather than running after the revenues hence, the company has kept a

reasonable pricing policy for most of its products and services.

It is happy to gain minimum profit margins in order to get a competitive advantage

over its adversaries. HCL is a firm believer in spreading its network in every nook and

corner and generating more volumes. The company realizes more the volume

revenues will come automatically, therefore it has kept pricing policies consumer

friendly to garner wealth maximization instead of profit maximization.It has been

launching new products in the market that are low-priced and seem affordable to the

consumers. The brand has not compromised with the quality of its products but has

tried for cost cutting and hence has been able to meet the price demands of the

consumers. Its competitive pricing policies because of the price sensitive nature of the

consumers have helped the company to make new inroads in the markets.

PROMOTION IN THE MARKETING MIX OF HCL

HCL gives prime importance to its advertisement and promotional strategies. The

company’s favorite form of advertisement is using the television media and internet,

although the brand also is in magazines and newspapers. The brand has started a

multi-media campaign to create awareness amongst the consumers about the various

products and services it provides.

HCL has appointed the Indian actor “Nargis Fakhri” as its brand ambassador to

promote the products and the brand name. In an unprecedented move, HCL entered in

to a partnership with Intel and Microsoft with the purpose of revolutionizing the

47
“Indian Digital Entertainment” concept. The brand also entered in a partnership with

APPLE for providing services and sales support for the IPODS in the country.

Under the company’s sales promotion policies, HCL provides special offers to

corporate houses, institutions and end-users. It has also started various policies under

which some of the HCL product could be purchased through EMI. It has joined the

“Go Green” movement. Under this HCL has developed a GreenEdge framework that

will cater to the needs and wants of manufacturing industry.

SWOT ANALYSIS OF HCL TECHNOLOGIES

HCL Technologies is a global technology company headquartered in Noida, India and

is a subsidiary of HCL Enterprise. It helps organizations reimagine their business for

the digital age. It has a strong culture of risk-taking and innovation. The company

owns a worldwide network of R&D, delivery centers and innovation labs. The

company has 1, 27,000+ employees whom they refer as “Ideapreneurs” who are

spread across 43 countries. The company serves leading enterprises across various

industries which also includes 250 of the Fortune 500 companies.

The company operates across industries like automotive, aerospace and defense,

banking, automotive, life sciences, retail, oil, and gas etc. and offers the portfolio of

products IOT, Digitization, Cybersecurity, Analytics, Infrastructure, engineering

services etc. In Sep 2018, HCL consolidated revenue of USD 8.2 billion.

STRENGTHS IN THE SWOT ANALYSIS OF HCL

TECHNOLOGIES

1) Core Strategies

The company works on disruptive technologies like Analytics, Digitization, Cloud,

Automation etc. and these technologies are the core of any enterprise that wants to

reinvent itself. HCL has developed a strategy called HCL’s Mode 1-2-3 strategy

48
which is truly differentiating HCL technologies in the market and is able to gain

confidence from the clients. The company focuses on re-skilling, training, and

building capabilities to make the strategy future-ready.

2) GLOBAL PRESENCE

The company operates out of 43 countries and has people from 140 nationalities

working together. HCL technologies have an extensive network of global delivery

systems that work together to provide extensive customer service to customers. The

strategy to “Think Global, Act Local” has a local interface based geo-adapted

ecosystem. In Europe, HCL has developed capabilities in Frankfurt and also in

Northern Ireland and Germany. HCL also has capabilities in Malaysia, Japan, and

Singapore. The company is a huge conglomerate and is able to serve large accounts

with the help of its global presence.

3) STRATEGIC ALLIANCES AND PARTNERSHIPS

The company has strategic alliances that have played a major role in driving the

ecosystem-based innovation of the company. The alliances with global technology

vendors have helped HCL technology create service offerings and solutions across

industry verticals. The alliances have helped the company accelerate time to market,

reduce the risk of implementation and also the total cost of ownership. HCL

technologies also help the alliance partners to increase their revenue growth, enhance

their products and service offerings etc. The strategic alliance has helped HCL

technologies create a point of differentiation as well

49
WEAKNESS IN THE SWOT ANALYSIS OF HCL

TECHNOLOGIES

1) COMPETITION

The main competitors of HCL technologies are Infosys, Wipro Technologies,

and TATAConsultancy Services etc. TCS and Infosys are two larger consultancy

firms with revenue of $5.05 billion and $2.83 billion. HCL technologies have recently

lost against Wipro to become the third largest software service company in India.

HCL Technologies said that it has signed 27 transformational deals with companies

from the telecom, retail and financial services. The company must implement

strategic decisions to stay ahead of the competition.

2) STRUGGLE TO RETAIN EXISTING CLIENTS

In 2016, HCL technologies lost $1.5 billion worth of contracts resulting in the

slowdown of the revenue growth. This is due to the fact that the company was unable

to cross-sell more services to the customers and also the company’s old infrastructure

maintenance contracts that are getting overpowered by competitors like Amazon’s

Aws and Microsoft Azure. The trend is worrying the analyst so the company aims to

seek to get the higher number of contract renewals.

OPPORTUNITIES IN THE SWOT ANALYSIS OF HCL

TECHNOLOGIES

1) EXPECTED GROWTH

HCL Technologies is expected to reach 9.5-11.5% in FY19. The company projected a

profit of Rs. 2,540 for September and also a year-on-year rise of 16.10 percent. The

company remains confident of retaining this trajectory in the coming years. HCL has

50
deep capabilities and mindset of innovation and also a commitment to CSR, inclusion,

and diversity and uses this to differentiate itself from the marketplace.

2) TECHNOLOGY ADOPTION

The adoption rate of new technologies is 10 times higher than the smaller business

and it is expected that by 2020, 86% of the companies which has more than 5,000

employees will adopt groundbreaking technologies like IOT( Internet Of Things),

64% plan to deploy edge computing, 64% will adopt AI(Artificial Intelligence( and

56% will adopt block-chain enabled technology. Today, the industry wants to move

towards digitization and HCL technologies can leverage this opportunity for its

success and survival.

3) ENGINEERING & RESEARCH

HCL technologies have development centers in over 30 countries and are embracing

research-driven digitization. The company has emerged as a global innovation and

R&D organization. HCL technology is strategic partners with 7 out of the top 10

OEMs of medical devices. The R&D centers have helped HCL technology develop

end-to-end customer engagement strategies, improve experiences etc. With more

investment in R&D, the company can become a next-generation enterprise.

THREATS IN THE SWOT ANALYSIS OF HCL TECHNOLOGIES

1) RISKY BETS

The company’s strategy is pinned on investments worth $1.1 billion in licensing the

IPs (intellectual properties) from companies and plans to build products for the clients

with it The problem is that some of the IPs are very old and losing the share to the

offerings provided by the rivals. For instance, HCL acquired IBM’s Lotus Notes and

the product is clearly losing relevance in today’s world. Investment in legacy

51
technology is not good for the future, HCL technologies need to invest in technology

that can secure its future.

2) FOREX RISKS

HCL Technology may be reporting top and bottom line growth but one factor that

severely affects its foreign exchange losses. The company has been constantly posting

foreign exchange losses. HCL Technologies has taken huge hedges a few years back

which had adversely affected their foreign exchange position and with rupee

depreciating the losses are still pretty high. The company needs to develop certain

policies that help to average out the profit and losses from the foreign exchanges.

TALENT DEVELOPMENT

HCL is focused on pushing its employees to always better themselves. To

facilitate this, HCL has multiple programs which give employees the opportunity

to learn, develop and grow.

GLOBAL BUSINESS SKILLS (GBS)

Empower employees to become curious, self-aware executives, equipped with the

essential tools for high performance: effective communication, time management,

teamwork and critical thinking. The Global Business Skills (GBS) series introduces

the foundational skills needed by high performing teams:

 Self-awareness and understanding of an individual’s role in the team & company

 Core execution skills of managing time, communication & planning effectively

 Critical thinking in a continuously changing business environment

GBS is a virtual program spread over 12 weeks, embedded with videos, HCL specific

role plays, Interactive eLearning’s, quizzes, pre and post-assessments to capture K-

Gain and robust analytics to identify key focus areas of development for individual

participant and team, as well as cohort analysis. The research on content, context,

52
method of deployment is based on 3 years of testing and refinement across Asia’s

emerging markets.

MANAGERIAL EXCELLENCE: FIRST TIME MANAGERS AND

TENURED MANAGERS

World class content has been curated for our Team managers, who are currently

anchoring First Time Manager and Tenured Manager roles, to ensure the following:

Learn individual preferences through the MBTI assessment. Discover the

fundamentals of great leadership and its execution. Comprehend a revolutionary

method for solving the toughest problems by discovering how synergy is key to

problem solving. Identify the revolutionary discipline and creative power of 3rd

Alternative teams, which will help generate exciting and unexpected solutions. Learn

proven coaching processes for consistent achievement of goals Develop writing

techniques that help employees increase productivity, resolve issues, avoid errors, and

heighten credibility Discover how to defuse conflict and strengthen relationships.

Recognize the principles and practices needed to win the hearts of employees and

their customers.

LEADERSHIP ACCELERATION PROGRAM (LAP)

Gain a common language and approach to leadership that permeates organization

culture. Develop highly skilled, flexible leaders who can develop and retain their

people. Foster two-way accountability for goal accomplishment Gain commitment

and a sense of partnership with work teams. Competently match the right leadership

style to the situation. Increase responsiveness as people who get the leadership style

they need - when they need it, feel more comfortable asking for support. This program

has globally benchmarked content to ensure effectiveness.

53
LEADERS IN TRANSITION (LIT)

Designed for the Leaders who are laterally hired, newly promoted or rebadged. The

learning modules have been designed basis published research studies.

Objective is to accelerate the transition of new Leaders into the new role and eco-

system. Enable them to identify Key Business strategic priorities and score quick

wins. Acculturate them into the ‘ways of working’ and Culture of the Organization.

Identifying and forming a support network of key stakeholders across LoBs and

cohorts. Build and enhance People Leadership skills.

LEADERS IN ACTION (LIA)

Manage yourself: Ability to Influence and build trust to become more effective

leaders. Manage the network: Build and maintain a web of ongoing relationships.

Manage the team: Build organizational capability by defining a team’s future and

create a culture that builds powerful bonds among members. Continue the journey:

Enable them to assess and create a tailored development plan. Drive Effectiveness:

Hone essential operational and tactical skills - coaching, feedback, developing

employees and delegating work. Globally benchmarked content has been used.

TOP GUN HIPO

HCL’s Flagship Leadership Development Program for HiPO leaders in various roles

within leadership layer. Purpose of this program is to build a talent pipeline for

Leadership roles and enable execution excellence for critical positions. The focused

learning intervention offers high end behavioural and new age technical learnings

programs.

ASCEND PROGRAM FOR HIPO WOMEN LEADERS

Flagship program offered by HCL’s Diversity & Inclusion team for the Career

Development of women leaders as per their aspired roles. This Programme is a part of

54
the Diversity initiative of HCL, which mandates increase in the representation of

women in our senior management via multiple ways - HCL’s Flagship Leadership

Development Program for HiPO leaders in various roles within leadership layer.

Purpose of this program is to build a talent pipeline for Leadership roles and enable

execution excellence for critical positions. The focused learning intervention offers

high end behavioural and new age technical learnings programs.including support

Programmes, peer mentoring and coaching (all levels), and providing platforms to

enable women leaders to learn and exhibit transformational leadership.

STEPPING STONES FOR WOMEN MANAGERS

Stepping Stones is a focused career development program to enable our middle level

women managers to realize their career aspirations and potential and help them in

their developmental journey. It focuses on coaching women who are new mothers and

require help to manage the new expectations at work and home.

Shiv Nadar

Founder & Chairman – HCL 

Founder & Chairman - Shiv Nadar Foundation

55
SHIV NADAR

Founder & Chairman – HCL 

Founder & Chairman - Shiv Nadar Foundation

Shiv Nadar is the Founder and Chairman of HCL Enterprise, a $8.9 billion global

organization with over 143,000 professionals operating from 44 countries. Nadar is

credited with being one of the pioneers of the computing and IT industry in India.

Under his guidance HCL has continued to ride the waves of the changing IT

landscape for over 40 years and remain at the forefront of every technological

revolution since 1976. While HCL started off as a hardware organization,

manufacturing the country’s first indigenous computers and introducing them to the

Indian consumer, it eventually evolved into a more comprehensive software services

organization. HCL is in fact one of the few global IT companies founded in the 1970s

that remains in existence to date.

Throughout his career, Nadar always acknowledged that successful institution

building is dependent on forging result-oriented partnerships and creating new

knowledge. He steered HCL to create several valuable joint ventures and alliances

that aided the organization’s emergence as a global technology enterprise. His

pioneering spirit and belief in engineering and research shaped the course of the

organization and is the reason that today HCL Technologies, one of the group

companies, boasts one of the largest IT Engineering and R&D divisions in the world.

Nadar started his career as part of the elite DCM management trainee system. It was

at DCM that he met the people with whom he later started HCL in a Delhi Barsati

“akin to a garage startup” with a compelling vision that the microprocessor would

change the world.

56
Nadar credits his success to the education and scholarships that he received during his

early years. He has always maintained that access to quality education is the most

potent tool of transformation and therefore, in 1994, he established the philanthropic -

Shiv Nadar Foundation. The Foundation draws heavily on Nadar’s experience of

building a world-class organization like HCL. It endeavors to create institutions of

transformational education that will continue to influence and nurture the country’s

youth for decades to come. To this effect, the Shiv Nadar Foundation has established

six institutions covering the entire spectrum of education, which aim to address the

issue of quality in education, create lasting partnerships and have a strong research

orientation.

As of 2018, Nadar has invested close to US$ 800 million through the Foundation,

impacting over 25,000 students directly. However, the Foundation’s ultimate aim is to

nurture the next generation of leaders in the ideologies of symbiotic growth so that

each of them may in turn aspire to affect a small change, creating a large multiplier

effect. The impact of the Shiv Nadar Foundation institutions is today reflected in the

aspirations of meritorious students who started their journeys from humble,

geographically, remote backgrounds but are today pursuing their dreams in India as

well as other countries.

In recognition of his pioneering role in business and philanthropy in India and across

the globe, Nadar has received several honours and accolades, notable being the Padma

Bhushan from the President of India in 2008.

Nadar is married to Kiran, an Asian Games medalist and internationally renowned

bridge player. She is also one of the largest Indian Art collectors in the world.

57
GLOBAL PRESENCE

HCL operates across 44 countries and has over 500 points of presence in India.

The company has an extensive global network of delivery centers that work in sync to

provide seamless services to customers worldwide. HCL’s “Think Global, Act Local”

work mantra marries the global service delivery framework to the local interface

based geo-adapted ecosystem.

HCL’s revenue distribution across geographies is fairly balanced (America - 55%),

ensuring that all geographies are serviced well with locally incorporated offices and

with a sound senior leadership in charge. HCL has built a delivery presence with

development capabilities in New Jersey, Texas, Illinois, and California in the United

States.

In Europe, HCL has development capabilities in Frankfurt and has near-shore options

in Northern Ireland and Germany.In the APAC region, HCL has facilities in

Singapore, Malaysia, and Japan.

Owing to his all-over-the-word presence, the conglomerate is able to service large

accounts which require a global presence and multiple touch points. Furthermore, the

company's, IT outsourcing model helps it to seamlessly merge offshore software

development with onsite deployment.

ABOUT HCL TSS

HCL Training & Staffing Services (HCL TSS) is a division subsidiary company of

HCL Technologies Limited created with a vision to provide trained & skilled

workforce through its multiple Training & Hiring Programs. Given the ever-

increasing demand for quality talent within HCL, there was a significant need to

create a talent pool that would be equipped with the requisite expertise, and will be

technically and professionally prepared to join the highly specialized workforce at

58
HCL. Thus was conceived the idea of HCL TSS, with the objective of becoming the

largest integrated talent-solutions company in India preparing skilled workforce for

the future.

Recruitment experts have noted that the skill gap across industries is primarily an

education issue – one that creates a mismatch between what gets taught to aspiring

students in institutions, and the expectations awaiting them in the real-life job

environment. HCL TSS creates the much-needed bridge between deserving talent

across the country and vacant jobs that are difficult to fill due to a crisis of skills. HCL

TSS’s offers best-in class skill based training programs for entry level job roles across

in HCL. Candidates interested to kick-start their IT career with HCL can apply for our

fee based training & hiring programs. HCL TSS offers training programs for students

who have completed Class XII, Science Graduates and Engineering Graduates / Post

Graduates.

59
 CHAPTER-3
OBJECTIVES
OF THE STUDY

60
 OBJECTIVE OF THE STUDY

 To study the impact of training and development on employees productivity in the

HCL Technologies Limited in Lucknow City.

 To analysis the training and development programme undertaken by HCL

Technologies Limited.

 To study the methods used in training the employees

 To analyze whether the quality of training and satisfaction of respondents related.

 To analyze whether the employees are satisfied with their current training

methods.

61
 CHAPTER-4
RESEARCH
METHODOLOGY

62
 RESEARCH METHODOLOGY

Research is a common parlance which refers to search for knowledge. It is a

procedure of logical and systematic application of the fundamentals of science to the

general and overall questions of a study and scientific technique, which provide

precise tools, specific procedures, and technical rather philosophical means for getting

and ordering the data prior to their logical analysis and manipulating different type of

research designs is available depending upon the nature of research project,

availability of manpower and circumstances.

RESEARCH DESIGN

A research design is the arrangement of conditions for collection and analysis of data

in a manner that aims to combine relevance to the research purpose with economy in

procedure. In fact, the research design is the conceptual structure within which

research is conducted. This research was descriptive in nature

DESCRIPTIVE RESEARCH:

The research undertaken was a descriptive research as it was concerned with specific

predictions, with narration of facts and characteristics concerning a study on Job

satisfaction of employees working in HCL Technologies Limited.

 Research design - Descriptive research

 Sampling Unit - Employees of HCL Technologies Limited Lucknow

 Sampling Method - Convenient sampling

 Sources of data - Primary data and secondary data

 Research instrument - Structured questionnaire

63
Universe- HCL Technologies Limited

Sample Area–Lucknow City

Sample Size- 100

Data source- Primary data & Secondary Data

The two main sources of data for the present study have been primary data and

secondary data.

1. PRIMARY DATA:

Primary data consists of original information collected for specific purpose. The

primary data for this research study was collected through a direct survey with the

viewers guided by a structured questionnaire. The questions were structured and

direct as to make viewers understand easily.

2. SECONDARY DATA:

Secondary data consists of information that already exists somewhere, having been

collected for specific purpose in the study. The secondary data for this study

collected from various books, company websites, and from company brochures.

DATA COLLECTION TOOLS: QUESTIONNAIRE

A questionnaire is a research instrument consisting of a series of questions and other

prompts for the purpose of gathering information from respondents. Although they are

often designed for statistical analysis of the responses, this is not always the case.

64
 CHAPTER-5
LIMITATIONS

65
 LIMITATIONS OF THE STUDY

 Time is the important limitation. Due to time constraints only limited population

is taken for the study.

 Findings based on this study cannot be used in other organizations.

 There are chances of misrepresentation responses.

 The biased view of the respondent is another cause of the limitation

66
 CHAPTER-6
DATA ANALYSIS
&

INTERPRETATION

67
 DATA ANALYSIS & INTERPRETATION
1. Do you get the training in the organization?

Particulars % OF RESPONDENTS

YES 70%

NO 30%

TOTAL 100%

30%

70%

YES NO

INTERPRETATION:-

70% respondents say yes they get the training and 30% said no.

68
2) Is the prior performance on employees considered for identifying training need?

Particulars % of respondents

YES 85%

NO 15%

TOTAL 100%

15%

85%

YES NO

INTERPRETATION:-

85% said yes and 15% said no.

69
3) Are employees comfortable in discussing training needs with supervisors?

Particulars % of respondents

YES 60%

NO 40%

TOTAL 100%

% 0f respondents

40%

60%

YES NO

INTERPRETATION:-

60% of respondents said yes and 40% said no.

70
4) After training programme does the rate of error come down?

Particulars %. of respondents
YES 75%
NEUTRAL 10%
NO 15%
TOTAL 100%

% of respondents

15%

10% YES
NEUTRAL
NO

75%

INTERPRETATION:-

75% 0f respondents said yes 10% neutral and 15% said no.

71
5) Is it necessary to train each employee?

Particulars % of respondents

YES 50%

NEUTRAL 0%

NO 50%

TOTAL 100%

% of respondents

50% 50%

YES NO

INTERPRETATION:-

50% of respondents said yes and 50% said no.

72
 6) Does the organization select all the new recruits for training program?

Particulars % of respondents
YES 70%
NEUTRAL 20%
NO 10%
TOTAL 100%

10%

20%

YES
NEUTRAL
NO

70%

INTERPRETATION:-

70% of respondents said yes, 20% neutral and 10% said no.

73
 7) Are you satisfied with the duration of training period?

Particulars %of respondents

YES 65%

NEUTRAL 0%

NO 25%

TOTAL 100%

% of respondents

0.25

YES
NEUTRAL
NO

0.65000000000000
6

INTERPRETATION:-

65% of respondents said yes and 25% said no.

74
 8) After training are you able to deal with more customers?

Particulars % of respondents

YES 80%

NEUTRAL 5%

NO 15%

TOTAL 100%

% of respondents

15%

5%
YES
NEUTRAL
NO

80%

INTERPRETATION: -

80% of respondents said yes, 5% neutral and 15% said no.

75
 9) Are you able to do more work in less time?

Particulars % of respondents
YES 40%
NEUTRAL 10%
NO 50%
TOTAL 100%

% 0f respondents

40% YES
NEUTRAL
50% NO

10%

INTERPRETATION:-

40% of respondents said yes, 10% neutral and 50% said no.

76
 10) Does the training programme help in fulfilling the objectives of the
organistation?

Particulars % of respondents

YES 60%

NEUTRAL 0%

NO 40%

TOTAL 100%

% of respondents

40%

60%

YES NO

INTERPRETATION:-

60% of respondents said yes and 40% said no.

77
 11) After completion of training were you asked to fill a feedback from?

Particulars % of respondents

YES 55%

NEUTRAL 0%

NO 45%

TOTAL 100%

% of respondents

45%

55%

YES NO

INTERPRETATION:-

55% of respondents said yes and 45% said no.

78
 12) Is questionnaire a suitable method for evaluating the training

programme?

Particulars %of respondents

YES 90%

NEUTRAL 0%

NO 10%

TOTAL 100%

% of respondents

10%

90%

YES NO

INTERPRETATION:-

90% yes and 10% of respondents said no.

79
CHAPTER-7
FINDINGS

80
 FINDINGS

 Mostly all the employees of corporate HR are well aware of the role and

importance of the training They are self motivated to attend such training program

as it will result in their skill enhancement & improving their interpersonal skill.

 Corporate HR, of HCL Technologies Limited, time to time training is provided to

all the employees and it is continuous process.

 Two types of training is provided to the employees by Corporate HR of both Bank

-induction training and soft skill development training.

 Questionnaire is the most popular mean of evaluating the training program in

HCL Technologies Limited.

 Post training evaluation focus on result rather than on the effort expended in

conducting the training and it worth the time, money and effort.

 Most of the participants are benefitted by giving feedback after attended the
training. It motivated them to do better, helped them to increase their job

performance and is an aid to future planning.

 These should be an increase in number of training program me for workers and

employees of different departments so that apart from improving their output they

start believing the organization is making an effort to improve their condition on

the whole.

 Regular pre–employment training has to be a part of comprehensive program me

of employee's education

81
 More interaction between the managerial staff and employees to be encouraged

and each supervisor has to give a report on the employees under his supervision to

the top management

 The personnel department should give more consideration on the lowest employee
cadre for their social and economical development.

 The essentially like certificates for the training done to be given so that an

employee’s ego is also satisfied.

82
 CHAPTER-8
RECOMMENDATION

83
 RECOMMENDATION

 Each employee should attend a minimum of three of maximum or five months of

training program conducted by the organization per year.

 The Management must ensure that the training outputs should be implemented.

 It may be suggested that the training program be conducted away from their area

of work.

 The training program should be more be more practical rather than giving

lectures.

 The training program must have problem solving techniques as part of their of

program.

 The company must help the employees to overcome their weakness at the time of

training program.

 The organization should provide recreation program to the employee in order to

increase their morale.

84
CHAPTER-9
CONCLUSION

85
 CONCLUSION

Professional competence describes the state-of-the-art, Area- knowledge, expertise

and kill relevant for performing excellently within a specific functional department.

This competence insures that technical knowledge is both present and used within a

firm for the welfare of its stake-holders. To develop this competence regular Training

and Development is required Therefore, Training initiatives and programs have

become a priority for Human Resources. As business markets change due to an

increase in technology initiatives, companies need to spend more time and money on

training employees. Business climate employee development is critical to corporate

success and organizations are investing more in their employees training and

development needs. Training evaluation is the important part of training process. It

provides a feedback and helps the sponsors and the resource persons for improvement

at the level of individual performance and in the strategy formulation for training and

development. Post training evaluation can be used to identify the effectiveness and

valuation of training program, to identify the ROI (return on investment), to identify

the need of retraining and to provide the points to improve the training.

86
BIBLIOGRAPHY

87
 BIBLIOGRAPHY

BOOK

 Baldwin, T. and J. Ford.  (1988).  “Transfer of Training:  A Review and

Directions for Future Research.”  Personnel Psychology, 41, 63-105.

 Bandura, A.  (1997).  (1997).  Self-efficacy: The Exercise of Control.  New

York:  W.H. Freeman

 Bhatti, M. and Kaur, S. (2009).  “The Role of Individual and Training Design

Factors on Training Transfer.”  Journal of European Industrial Training.  34 (7),

656-672.

WEBSITES

 https://en.wikipedia.org/wiki/Training_and_development

 http://www.hrwale.com/training-development/

88
ANNEXURE

89
 QUESTIONNAIRE

i) Name ____________________________
ii) Designation_________________________
iii) Age ________________________________
iv) Contact No. ________________________________

(1) Do you get the training in the organization?

Yes
No
1) Is the prior performance on employees considered for identifying training
needs?
Yes

NO

2) Are employees comfortable in discussing training needs with superiors?

Yes

NO

4) After training programme does the rate of errors come down?

Yes

No

5).Is it necessary to train each employee?

Yes
Neutral
No

90
6).Do you happily deal with the customers?
Yes

Neutral

No

7) Are you satisfied with the duration of training period?

Yes
Neutral
No
8)After training are you able to deal with more customers?
Yes
Neutral
No
9) Is on the job training better than off the job training?
Yes
Neutral
No
10) Does the training programme help in fulfilling the objectives of the
organization?
Yes

Neutral

No

11).After completion of training were you asked to fill a feedback from?

Yes
Neutral
No
12) Is questionnaire a suitable method for evaluating the training programme?

Yes

Neutral

No

91