INTRODUCTION TO PROJECT

MEANING OF PROJECT
The study of training and development program in an organization is one of the main
features of the HRM department, which results in productivity of the organization.

Training and Development is of extraordinary to certify that human preserve to learn abilities
& skills to assist the company are successful.

 Training is a process of learning a sequence of programmed behavior. It is application

of knowledge and it attempts to improve the performance of employee on the current
job and prepare them for the intended job. It centers on showing representatives the
best approach to utilize specific machines or an approach to do interesting obligations
to improve effectiveness.

 Development refers to enhancing the conceptual skills of the employee, which helps
individual towards achieving maturity and self-actualization. The strategy of progress
is regarding the matters of bits of knowledge, mentalities, versatility, administration
and human relations.

OBJECTIVE OF PROJECT
The major objective of the study is to analyze the role of training and development in an
organization development.
 Training and development aims at facilitating developmental needs of employees,
improving productivity to meet business targets.

 The purpose of this procedure is to provide a standard process to the various activities
handled by training and development i.e. determining the competencies along with
business functions at different levels, identifying training needs, preparation of
training calendar, imparting the required training, evaluating the effectiveness of the
training programs and maintaining the training records.

 Training and development helps in inculcating the sense of team work, team spirit and
inter-team collaborations which helps in creating a better corporate image.
 INDUSTRY PROFILE

Origin & Growth:

The machinery industry came into existence during the industry revolution. The gear
endeavor appeared eventually of the monetary upheaval. Organizations on this developing
control became out of iron foundries, shipyards, manufactures and re-establish shops.
Frequently organization were a mix of gadget producing unit and shipyard. Ahead of
schedule inside the twentieth century a few bicycle and vehicle producers began their own
one of a kind contraption manufacturing plants.

Preceding the financial upheaval loads of machines existed together with tickers, weapons
and running apparatus for plants (watermill, windmill, horse plant and so forth) assembling of
these machines have been on a ton littler scope in craftsman workshops as a rule for the
neighborhood or provincial market with the approach of the business insurgency creation
began of composite rigging with increasingly complex development, including steam motors
and steam generators for the advancing undertaking and transport. Likewise, the rising
machine production lines began making machines for assembling machines a material
apparatus, blowers, farming hardware and motors for ships.

18th century

During essential quite a while of the mechanical unrest in England from 1750, there was a
grouping of work regularly in never again however automated plants.

Right on time inside the eighteenth century the primary steam motors, the New corner motor,
arrived into utilization all through Britain and Europe, essentially to siphon water out of
mines.

During the 1770s James watt definitely improved this structure. He presented a steam motor
smooth employable to convey an enormous amounts of vitality, which set the automation of
plants in progress. Therefore, late inside the eighteenth century emerged the essential
hardware undertaking inside the UK and moreover in Germany and Belgium.
19th century

The business upheaval gained what’s more rise with the inevitable railroads. These emerged

Toward the beginning of the nineteenth century in England as advancement inside mining
business. The compositions in coal mineshafts was hard and perilous, thus there was a
remarkable requirement for gear to facilitate this work.

In 1804, Richard Trevithick put the primary steam motor on rails and became in 1825 the

Stockton and Darlington Railway transformed into opened expected to move coals from the
mine to the port.

In 1835 the essential show drove in mainland Europe among Michelin Brussels, and insidethe
Netherlands in 1839 the primary train drove among Amsterdam and Haarlem. For the
hardware business this presented a wide range of new apparatus for metallurgy, framework
device for metal working, assembling of steam motors for trains with every one of its
prerequisites and so forth.

In India in 1854, the main creation endeavor transformed into cotton textile Industry
arrangement in India during the British principle, the essential railroad line became
developed among Bombay and Thane.

In time the market for the device business got more extensive, particular product were
manufactured for an extra countrywide and much of the time universal market. It was never
again unprecedented in the second 50% of the nineteenth century that American steelmakers
requested their assembling in England, where new steelmaking procedures had been further
developed inside the Far East Japan could import those items till the mid-1930s, the approach
of an individual apparatus industry got in progress.

20th century

The expression “gear industry” appeared later in the nineteenth century. One of the essential
occurrences this part of big business become perceived in that capacity and changed into
explored, transformed into in a creation records of 1907 made by the British service of
exchange and industry. In the measurement the yield of the building undertaking, was
separated into forty unmistakable classifications, which incorporates for instance, farming
hardware, gear for the texture business and hardware and parts for train and cable car.
In 1938 through two Danish pros, Henning Holck-Larsen and Soren Kristian Toubro taking
safe house in India. The business began as an operator of Danish products of dairy
equipment. In any case, with the beginning of the second World War in 1939 and beyond
what many would consider possible on imports, the assistants started a little workshop to
endeavor occupations and offer carrier workplaces.

The primary “All India Machine Tool Exhibition” got held in 1969 inside the premises
Godrej and Boyce Manufacturing Company Private Limited in Vikhroli, Mumbai, in excess
of 7000square meters.

The innovation of most recent impetus procedures principally dependent on electric engines,
interior ignition motors and fuel turbines included another age of machines in the twentieth
century from engines to house save apparatuses. Not best the item assortment of the hardware
venture improved impressively; anyway particularly littler machines may need to likewise
convey stock in an extraordinary arrangement astonishing numbers created in large scale
manufacturing. With the ascent of mass assembling in different components of the business,
there was additionally an over the top interest for creation and creation frameworks, the total
assembling.

Deficiency of the work in farming and assembling endeavor toward the beginning of the
second 50% of the 20th century raised the need for also motorization of creation, which
required for additional particular machines.

The upward push of the pc made likewise mechanization of assembling practical which in
flip set new needs at the hardware business.

L&T has been active in the Defence and strategic sector since the mid-80s, well ahead of the
opening up of the sector for private industry participation, by associating with the Defence
Research & Development Organization (DRDO) and Naval indigenous programs. Having
built a portfolio of technologies, products, systems, platform and solutions, today L&T
Defence provides design to deliversolutions across chosen defence segments with a focus on
indigenous design, development and production of Naval and land platforms, Engineering
Systems, Vehicle subsystems, Sensors, Radar Systems and Avionics. These are
complemented by R&D and Design & Engineering Centers for targeted Platforms, Systems
& Solutions development.
The operations span across two R &D centers, three design & engineering centers and
production centers at multiple locations spread across India to serve the defence & Aerospace
sectors. These include the following:

 Submarine hull-building facility and an Armoured Systems manufacturing,

integration &testing facility at L&T’s Hazira Complex (near Surat)
 Modern shipyard at Kattupalli (near Chennai)
 Aerospace manufacturing shops for rocket motors for India’s Space Launch Vehicles
at Powai and Coimbatore
 Precision Manufacturing& Systems Complex for Aerospace & Missiles
manufacturing at Coimbatore
 Advanced Composites facilities at Vadodara and Coimbatore
 Strategic Systems Complex for Weapon & Engineering Systems and Sensors at
Talegoan near Pune
 Strategic Electronics center at Bengaluru
 Besides these dedicated facilities, L&T also operates a facility at Visakhapatnam
under the Government Owned Contractor operated (GOCO) model for a strategic
program. These work centers are complemented by R&D centers at Powai (Mumbai)
and Bengaluru, and design and Engineering centers for Warship, Submarine and
Weapon & Engineering Equipment at Powai and Chennai.
 Company Profile
NATURE OF THE BUSINESS
Larsen and Toubro is a major technology, engineering, construction, manufacturing and
financial services conglomerate, with global operations. L&T addresses critical needs in key
sectors -Hydrocarbon, Infrastructure, power, process industries and Defence- for customers in
over 30 countries around the world.

Every aspect of L&T’s businesses is characterized by professionalism and high standards to

corporate governance. Sustainability is embedded into our long-term strategy for growth.

L&T Defence is a part of Larsen & Turbo, a multi-billion-dollar Indian multinational

engaged in technology, engineering, construction, manufacturing and financial services. It is
India’s leading private sector company for the development and supply of Defence
Equipment and systems with over 30 years of experience in the field.

The Company’s current product range, built largely through in-house R&D, includes land
based weapon launch systems, air defence and artillery systems and upgrades, patrol vessels,
warships and missile systems.

1. Construction
 Buildings & factories
 Transportation Infrastructure
 Heavy Civil Infrastructure
 Water & Effluent Treatment
 Renewable Energy
 Power Transmission & Distribution
 Smart World & Communication

2. Defence
 Naval platforms & Systems
 Land systems
 Missiles & Aerospace
 C4ISR
 Radars, Telemetry & tracking
 Specialized Defence infrastructure
 3. Shipbuilding
 New Construction-Defence Shipbuilding
 New Construction- Commercial shipbuilding
 Ship Repairs, Refits &Mid-Life upgrades.

AWARDS AND CERTIFICATION:

 In 2003 OHSAS18001 certification for health and safety system.

 In 2005 received gold award from green tech foundation for industrial safety
practices.

 In 2007 won CII-EXIM commendation certification for solid duty to

business greatness.
 In 2008 won environment health & safety award from CII southern region.

 In 2008 won CII-EXIM commendation certification for strong

commitment to business excellence.
 In 2009 second quickest developing development Machinery Company
from development world.
 In 2009 won CII-EXIM tribute confirmation for solid responsibility to business
greatness.
 In 2010 won CII-EXIM tribute confirmation for huge accomplishment
in business greatness.
 In 2011 achievement in energy conservation award from govt. of Karnataka.

 In 2012 FICCI quality system platinum award.

 In 2012, financial occasions IMEA Silver honor.
 In 2013, NDTV profits business leadership award.

 In 2014 electrical and computerization's AU-arrangement wins best

items grants at ELECRAMA 2014.
 In 2015 Won BCCI'S acceptable corporate resident honour.
 In 2017 got Best Capital Projects and Infrastructure Risk Management Award from
CNBC TV18.
 In 2017, FICCI Quality System Excellence grants for industry.

 In 2018 positioned among World's Best Employers by Forbes.

  In 2019, L&T ranked top 10 employer brands in India by Randstad employer brand
research.
 In 2020, L&T chosen as the ‘Company of the year’ by business standard.
 In 2021, L&T earns HR excellence award.

L&T VISION
 To be the largest and most profitable defence company in India.
 L&T shall be a professionally-managed India Multinational, committed to total
customer satisfaction and enhancing shareholder value.
 L&T-ites shall be an innovative, entrepreneurial and empowered team constantly
creating value and attaining global benchmarks.
 L&T shall foster a culture of caring, trust and continuous learning while meeting
expectations of employees, stakeholders and society.

L&T MISSION

 We shall strive to become the best Organization in Design, Engineering,

Manufacturing, Assembly, System Integration, Testing, and through-life support of
custom-built technology intensive Platforms & Systems for the defence & aerospace
segments creating significant value for armed forces, stakeholders and society.

QUALITY POLICY

 Developing leaders who can adopt and nurture a culture of business excellence to
achieve business objectives through innovation, entrepreneurship and teamwork.
 Designing and building projects, systems & platforms, manufacturing products and
providing services to meet specific customer requirements within stipulated time
schedules.
 Being continual learning company by benchmarking ourselves to best industry
practices to deliver superior value to customers on time, on budget, on quality.
 Achieving operational excellence by leveraging digitalization, innovative and cost-
effective practices in all our lines of business.
  Effectively implementing Quality Management Systems as per global standards to
constantly improve our processes, products and services.
 Building long-term relationships with customers, stakeholders and strategic business
partners based on shared objectives for enhanced value creation.
 Reducing the risk related to business, processes, products and services by
continuously identifying, reviewing and mitigating risks.

WORK FLOW CHART

PRODUCT PROFILE

1. Naval Platforms & Systems

 Submarines & Underwater Platforms
 Surface Warfare
 Anti-Submarine Warfare
 Platform Management Systems
 Power Generation & Distribution (PGD) Systems
 Engineering Systems
 Unmanned Marine Systems

2. Land Systems
 Weapon Launchers
 Artillery Systems
 Armored Systems
 Combat Engineering Systems & Targets
 Military Aviation Subsystems

3. Missiles & Aerospace

 Missile Subsystems
 Space
 Unmanned Aerial Systems & Targets
 Military Aviation Subsystems

4. C4ISR (Control, Communication, Computers, Intelligence, Surveillance and

Reconnaissance)
 C4ISR Systems
 C4ISR Products
 Sensors
 Allied Systems
  Avionics

5. Radars, Telemetry & Tracking

 Radars, Telemetry & Tracking Systems
 Radar Sub Systems

6. Specialized Defence Infrastructure

 Air Base Infrastructure
 Naval Infrastructure
 Storage Depots & Long Span Steel Structures
 Underground Structures
 Smart World & Communication

AREAS OF OPERATION

Powai

Hazira

Ranoli

Talegaon

Coimbatore

Bangalore

Katupalli

Visakhapatnam.
INFRASTRUCTURAL FACILITIES

 The complete corporate office building is air-conditioned with optimum level of

cooling for employee comfort.
 A cafeteria is present in the campus for the employees.
 Ample parking space is available within the premises for the vehicles of the
employees.
 Hi-Tech security system in the office with access doors and CCTV cameras.
 A fully filled pantry is present inside the building for the workers to refresh
themselves.
 A beautiful lawn is present within the campus.
 Company facilitates with networking labs, simulation labs, embedded labs, embedded
software labs, testing labs, stores, etc.

COMPETITORS OF L&T

 BEL
 BHEL
 BEML
 HAL
 Gammon India
 Sundaram Fasteners
 Hindalco
 Bechtel
 Aadani
 BDL
 Alfa design
 ABB limited
SWOT ANALYSIS

L&T additionally has ventured into digital and electrical equipment, monetary offerings and
statistics technology. L&T has determined impressive boom in sales within the beyond few
years and has many projects in the pipeline currently.

STRENGTHS

 Market management imparting competitive advantage.

 Strong technical know-how reinforces leadership position.
 Strong monetary position.
 Diversified revenues supplying resilience.

WEAKNESS

 Dependence on domestic operations for revenue generation.

 Increasing obligations influence money related adaptability.

OPPORTUNITIES

 Strategic joint ventures strengthening business

 Major pipeline projects facilitate in revenue boom.
 Strong order e-book position.
 Growing Indian construction & engineering industry.

THREATS

 Intense competition may reduce profitability.

 Rise in the cost of construction may affect the margins.
 Low oil prices affect the industry
 Extensive environmental regulations.
FUTURE GROWTH AND PROSPECTS

 Training and development is a strategic business function contributing significantly to

organization it provides growth by fostering a strong learning culture.
 Continuous core developmental programs, conducted by reputed institution for
employees develop superior management skills and capabilities.
 Strategic and behavioral programs are also conducted to address specific training and
developmental needs of employees as a result of performance orientated development
plan.
 Eminent speakers or technologists from various industry address employees on
technological advancement and future trends in engineering, space and technology.
 Continuous education programs on core development programs, management
programs, engineering programs, leadership development programs and business
specific development programs.
CHAPTER 2 – CONCEPTUAL BACKGROUND AND LITERATURE REVIEW

THEORETICAL BACKGROUND OF THE STUDY:

Training and development is the field which is concerned with organizational activity aimed
at bettering the performance of individuals and groups in organizational setting. It ensures
that randomness is reduced and learning or behavioral change takes place in structure format.

Training and Development is concerned with the structure and delivery of acquisition of
knowledge to improve the efficiency and effectiveness of organization. It is concerned with
improving the existing skills and exploring the potential skills of the individual i.e. upgrading
the employee’s skills and extending their knowledge. It involves:

 Acquisition and sharpening of employee’s capabilities that is required to perform

various obligations, tasks and functions
 Developing the employee’s capabilities so that they may be able to discover their
potential and exploit them to full their own and organizational development purpose
 Developing an organizational culture where superior-subordinate relationship,
teamwork and collaboration among different sub units are strong and contribute to
organizational wealth, dynamism and pride to the employees.

Training focuses on doing activities to develop employees for their current jobs and
development is preparing employees for future role and responsibilities. It carries out an
analysis that the objective of training and development is to creative learning organizations
which ensure that employees through value addition can effectively perform their jobs, gain
competitive advantage and seek self-growth, by this measurable performance resulting from
good training and development shall enhance organization development. Development helps
the individual handle future responsibilities, with less emphasis on present job duties.
CONCEPT OF TRAINING

It is about developing employees as an individual to make them capable and confident in

their jobs, and consequently in their life. Thus it is an organized process for increasing the
knowledge and skill of the employees. Consequently, it is a process aimed at changing the
behavior in such a way that the consequence would be useful for the upliftment of the
organization.

Training consists of planned program designed to improve performance at the individual,

group, and organizational levels. Improved performance, in turn, implies that there have been
measurable changes in knowledge, skills, attitudes and social behavior.

Training is considered as a tool for HRD. Training has immense potential in transfer and
utilization of latest technical know-how, leadership development, organization of people,
formation of self-help-groups, mobilization of people as well as resources, empowerment of
resource-poor rural mass, entrepreneurship development, etc. which are considered essential
component of HRD.

CONCEPT OF DEVELOPMENT

Employee development is referred to as human resource development(HRD) is about the

provision of learning, development and training opportunities in order to improve individual,
team and organizational performance.

Development is an attempt to improve managerial effectiveness through a planned and

deliberate learning process. Development implies the nature and change induced among
employees through process of education and training. Managerial development concerns the
means by which a person cultivates those skills whose application will improve the efficiency
and effectiveness with which the anticipated results of a particular organizational segment are
achieved.
INPUT IN TRAINING AND DEVELOPMENT

Any training and development program must contain inputs which enable the participants to
gain skills, learn theoretical concepts and help acquire vision to look in to the distant future.

Skills: Training is imparting skills to employees. A worker needs skills to operate machines
and use other equipment’s with least damage and scrap. This is a basic skill without which
operator will not be able to function. Employees, particularly supervisors and executives,
need interpersonal skills.

Education: The purpose of education is to teach theoretical concepts and develop a sense of
reasoning and judgment.

Development: It is less skill – oriented but stresses on knowledge. Knowledge about business
environment, management principles and techniques, human relations, specific industry
analysis is useful for better management of a company.

Ethics: There is need for imparting greater ethical orientation to a training and development
program. Ethical attitude help managements make better decisions.

Attitudinal Changes: Attitude represents feelings and beliefs of individuals towards others.
Attitude affects motivation, satisfaction and job commitment. Negative attitude need to be
converting into positive attitude. Attitude must be changed so that employees feel committed
to the organization, are motivated for better performance and derive satisfaction from their
jobs and the work environment.

Decision making and problem solving skills: It focus on methods and techniques for making
organization decision-making and solving work related problems.
TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability
of a skilled and willing workforce to an organization. In addition to that, there are four other
objectives: Individual, Organizational, Functional and Societal.

Individual objective: Individual objectives help employees in achieving their personal goals,
which in turn, enhances the individual contribution to an organization.

Organizational objective: It assist the organization with its primary objective by bringing
individual effectiveness.

Functional objective: It maintains the department’s contribution at a level suitable to the

organization’s needs.

Societal objectives: It ensures that an organization is ethically and socially responsible to the
needs and challenges of the society.

IMPORTANCE OF TRAINING AND DEVELOPMENT

Training and career development are very vital in any company or organization that aims at
progressing. This includes decision making, thinking creatively and managing people.
Training and development is so important because:

 It helps to develop human intellect and overall personality of the employees.

 Increased productivity that helps the organization further to achieve its long-term
goal.
 It ensures worker satisfaction
 Consistency in duty performance
 It improves quality of service and products
 It helps in inculcating the zeal to learn within the employees
 It helps in inculcating the sense of team work, team spirit and inter-team
collaborations.
  It helps to develop and improve the organizational health culture and effectiveness
and helps in creating the learning culture within the organization
 Training and development helps building the positive perception and feeling about the
organization. The employees get these feelings from leaders, subordinates and peers
 It leads to improved profitability and more positive attitudes towards profit
orientation.
 Training and development aids in organizational development i.e. organization gets
more effective decision making and problem solving, and carry out organization
policies.

INDIVIDUAL BENEFITS FROM TRAINING AND DEVELOPMENT PROGRAM

1. Career competencies: Employees get a lot of benefits from the employee training and
development program. They learn the soft and technical skills as required by their
jobs. In last 30 years’ unemployment is at its lowest rates which is not beneficial for
the workers to start new job, if opportunities for growth are fewer. Professional which
are placed in the industry of information technology, identify that knowledge is
authority and they required to retain their abilities and talent according to current
requirement of the market. Most of the employees recognize the importance of
training program and would like to increase their salary. It is also expected from the
fresh graduates not appropriately equipped for the continually changing business
environment. Employee development program help employees to survive in the future
and develop their abilities to cope with new technologies.
2. Employee satisfaction: Employees have no feeling about their organization, if they
think that their organizations are not caring about them. Companies which are willing
to spend money on their employees, give value to work with those companies, even
though that investment eventually benefits the organization. Companies which are
providing the training and development programs for there are achieving high level of
employee satisfaction and low employee turnover. Training increase organization’s
reliability for the reason that employees recognize their organization is spending in
their future career.
3. Employee Performance: Training effects on behavior of employees and their working
skills which resulted in enhanced employee performance and further constructive
changes that serves as increase employee performance. Training is positively effects
on the employee performance of the employees. Technical and professional skills are
very important for the employees to perform a job in an effective way. Providing
training opportunities to employees can enhance the performance of the employees.
ORGANIZATIONAL BENEFITS FROM TRAINING AND DEVELOPMENT
PROGRAM

1. Market growth: Employee development programs are important for any

organization to stay solvent and competitive in the market. Though it is expensive
for the organization to spend the money on their employees but this investment is
positive for the organizations to hold the place in the market. Training and
development mentioned two motives that are significant for employee’s
knowledge, first employees identify the worth of training and marketable by
organization and second CEO’s of the companies understand that how fast
information is transferring in current business environment.
2. Organizational Performance: Training has been defined as mainly contributing
factor to the organizational effectiveness. Exploration on this topic recommends
that investment in training and development program can be justified by the
impact it creates to developed individual and organizational effectiveness. To
evaluate the effectiveness of training and development program it has been
advised that check directly the relationship of training and organizational
commitment. Further it has been revealed as certainly correlated to the efficiency
of the organization.
3. Employee Retention: Employee retention is a challenging notion and there is no
particular method to retain employees with the organization. Several organizations
have revealed that one of the characteristic that help to retain employee is to offer
them opportunities for improving their learning. Therefore, it has confirmed that
there is strong relationship between employee training and development, and
employee retention. Companies should realize that experienced employees are
important assets and companies have to suffer the challenge for retaining them.
Therefore, companies which are providing training and development programs to
their employees are getting success in retaining them.
Training and human resource management

The HR functioning is changing with time and with this change, the relationship between the
training functions and other management activity is also changing. The training and
development activities are now equally important with that of other HR functions. Gone are
the days, when training was considered to be futile, waste of time, resources and money.
Now-a-days, training is an investment because the departments such as marketing & sales,
HR production, finance, etc. depends on training for its survival. If training is not considered
as a priority or not seen as avital part in the organization, then it is difficult to accept that such
a company has effectively carried out HRM. Training actually provides the opportunity to
raise the profile development activities in the organization. To increase the commitment level
of employees and growth in quality movement (concepts of HRM), senior management team
is now increasing the role of training such concepts of HRM require careful planning as well
as greater emphasis on employee development and long term education.

Training is now the important tool of HRM to control the attrition rate because it helps in
motivating employees, achieving their professional and personal goals, increasing the level of
job satisfaction etc. As a result, training is given on a variety of skill development and covers
a multitude of courses.

Role of HRD professional in training

This is the era of cut-throat competition and with this changing scenario of business the role
of HR professionals in training has been widened. HR role now is:

i. Active involvement in employee education.

ii. Rewards for improvement in performance
iii. Rewards to be associated with self-esteem and self-worth.
iv. Providing pre-employment market oriented skill development education and post-
employment support for advanced education and training.
v. Flexible access i.e. anytime, anywhere training.
Difference between training and development:

Training and development go hand in hand and are often used synonymously but there is a
difference between them.

Training is the process of learning a sequence of programmed behavior. It is an application of

knowledge. It gives people an awareness of the rules and procedures to guide their behavior.
It intends to improve their performance on the current job and prepares them for an intended
job.

Development is a related process. It covers not only those activities which improve job
performance, but also those, which bring about growth of the personality. It helps individual
in the progress towards maturity and actualization of potential capabilities so that they can
become not only good employees but better human beings.

Need for training

 To impart to the new entrants, the basic knowledge and skills they need to define
tasks.
 To assist employees to function more effectively in their present position by exposing
them to new concepts.
 To build a line of competent people and prepare them to occupy more responsible
positions.
 To reduce the supervision time, wastage and spoilage of new material.
 To reduce the defects and minimize the industrial accidents.
 To ensure the economic output of the required quality.
 To prevent obsolescence.
 To promote individual and collective morale, responsibility and co-operative attitudes
etc.
LITERATURE REVIEW

NeelamTahir, Israr Khan Yousafzai (2014):

The author says, training and Development will offer opportunity to the laborers to improve a
career life and give indication of progress in the Company. Workers are the benefits and
assets of organisation in case they are talented and prepared would perform better than
whatever other people who are unskilled and unqualified.

WaqarYounas, Muhammad Farooq (2018):

From this study we have come to at a conclusion, training and development has effect on
worker performance. We have demonstrated preparation leads to better worker execution.
Development leads to better employee execution and preparing and development both
influence employee performance in a positive sense. Company is spending tons of cash on
training and development has gained increased employee output.

Franklin Dang Kumand AnisMahomedKarodia:

Organizations whose speculation viewpoint is on workforce the managerssee chances to

increase efficiency and furthermore compelling advancement programs consider the junior
workforce to replace the senior as they leave or who are move to different areas. On the
individual level, the employee must complete self-evaluation, where he/she is required to
recognize his/her chances and requirements for development.

Dr. V. Antony Joe Raja and R. AnbuRanjith Kumar (2016):

Companies have found that investment in human capital in the form of training and
development yields high returns. This study’s result indicates that 392.8% of workers are not
facing that much constrain while applying their knowledge. 221.73% of the workers have
good skills matched to after training.

Prof. BrijmohanVyas, Chandrika K Mistry:

The author says that 75% of the workers says the coach is skilled and few of them says they
don’t get accurate information. 75% of workers says feedback isn’t gathered after the training
program. The author concluded that the company is giving training to workers effectually but
still it can make it more effective by expanding duration of training programs and welcoming
master from outside to train workers.

Philipinaampomah (2016):

The author says that training and development of the staff must be energetically followed and
made essential. Career planning and development should be made available to each
employee. The administration must ensure the procedures included are properly followed and
give measures in remedying its training and advancement exercises when the need emerges.

Francis Boadu, Dr. Elizabeth Dwomo-Fokuo and Joseph Kofi Boakye (2014):

The author says there is solid positive connection among training and growth and worker
execution and gathering needs to sit up in its dealings which can easily influence the
assembly objectives and strategic on the long run. Rigorous training must be offered to
individuals from staff on normal basis so as to accomplish objectives of the assembly.

Maimuna Muhammad Nda and Dr.RashadYazdaniFard (2013):

The author says that training and development upgrade not only the productivity of
employees but also of the organization and training also helps employees to quickly adapt to
an ever changing world of market.

Sangeeta Jain (2017):

The result of the research proves that increases the productivity of the employees as well as
organization and self-confident of employees and make them more responsible towards their
job. The organization has adopted reasonable and effective system to access the performance
of every individual. The programs conducted in the organization have improved satisfaction
of work.

Nurayakter (2016):

The result of the research shows there is high degree of positive connection between
employee preparation, employee improvement on employee execution therefore garment
organizations require regular employee training program for developing employees skills, job
relevant knowledge, personality, attitudes, behaviour, working technique.to ensure the best
employee performance in garment sector.

Ajazahmadbhat (2019):

The results of the research were, training is a part of administrative plan and workers also feel
that their performance will improve the quality of work both in individual and organization
performance. The study also says that the task delegation of work along with the authority
was given to them after attending training and development programs.

Mohammed Raja Abulruheemsalah (2016):

More of respondents concluded their answers affirmed the significant role of training and
improvement resulted in increased execution and output and they experienced a better
understanding of their work and generate benefits for the employee knowledge, skills,
abilities, competencies and behaviour.

Dr.Kumudha A. Jennet Raji (2019):

The author says there is solid positive connection among training and development on
performance as most of responses were of the same and that it improved their quality of work
errors were decreased to a large extent and also training helped them to perform different
roles of job after training.

Muhammad Imran and AimanTanveer (2015):

The results of the study say that employee perceive and agree on training and development
program impacts their presentation it motivates them to perform better and improves their
interpersonal skills, communication skills technical knowledge of the job and a sense of
loyalty is developed.

R Sudhakar (2018):
Essentialness of training and development in upgrading personnel generally
speaking execution. Preparing and advancement programs play a significant
situation in every association. These applications improve specialist execution
at work place, it refreshes employees know-how and supplements their own
aptitudes and it encourages turning away administrative out of date quality.
With the utilization of those bundles, it's far less muddled for the control to
survey the activity in general execution and hence take determinations like
worker advancement, rewards, remuneration, government assistance offices
and so on.

S. Sasidaran (2018):

Distinct realities showed that capacities and execution are inside the level
concurred as the infer values are round The Likert Scale Four. Observation and
Training Facilities are likewise somewhat closer to concurring level. Preparing
opportunity speaks to unbiased degree reaction. Relatively Higher Deviation is
given by methods for by and large execution and tutoring opportunity
comprises of least change. As indicated by the connection faculty' in general
execution. In this way, better the capacities, idea and training offices higher the
work force execution and the other way around.

MODELS OF TRAINING

Training is a sub-system of the organization because the departments such as, marketing &
sales, HR, production, finance, etc. depends on training for its survival. Training is a
transforming process that requires some input and in turn it produces output in the form of
knowledge, skills and attitudes (KSA’s)

The three model of training are:

1. System Model
2. Instruction System Development Model
3. Transitional Model

SYSTEM MODEL

The system model consists of five phases and should be repeated on a regular basis to make
further improvements. The training should achieve the purpose of helping employee to
perform their work required standards. The steps involved in System Model of training are as
follows:
  Analyze and identify the training needs i.e. to analyze the department, job,
employee’s requirement, who needs training, what do they need to learn, estimating
training cost, etc. The next step is to develop a performance measure in the basis of
which actual performance would be evaluated.
 Design and provide training to meet identified needs. This step requires developing
objectives of training, identifying the learning steps, sequencing and structuring the
contents.
 Develop – This phase requires listing the activities in the training program that will
assist the participants to learn, selecting delivery method, examining the training
material, validating information to be imparted to make sure it accomplishes all the
goals & objectives.
 Implementing is the hardest part of the system because one wrong step can lead to the
failure of whole training program.
 Evaluating each phase so as to make sure it has achieved its aim in terms of
subsequent work performance. Making necessary amendments to any of the previous
stage in order to remedy or improve failure practices.

TRANSITIONAL MODEL

Transitional model focuses on the organization as a whole. The outer loop describes the
vision, mission and values of the organization on the basis of which training model i.e. inner
loop is executed.

Vision- Vision focuses on the milestones that the organization would like to achieve after the
defined point of time. A vision statement tells that where the organization sees itself few
years down the line. A vision includes setting a role mode, or bringing some internal
transformation, or may be promising to meet some other deadlines.

Mission- It explains the reason of organizational existence. It identifies the position in the
community. The reason of developing a mission statement is to motivate, inspire, and inform
the employees regarding the organization. The mission statement tells about the identity that
how the organization would like to be viewed by the customers, employees, and all other
stakeholders.

Values- Values is the translation of vision and mission into communicable ideals. It reflects
the deeply held values of the organization and is independent of current industry
environment. For example, values may include social responsibility, excellent customer
service, etc. The mission, vision and values precede the objective in the inner loop. This
model considers the organization as a whole. The objective is formulated keeping these three
things in the mind and then the training model further implemented

INSTRUCTIONAL SYSTEM DEVELOPMENT MODEL

Instructional System Development model was made to answer the training problems. This
model is widely used now-a-days in the organization because it is concerned with the training
need on the job performance. Training objectives are defined on the basis of job
responsibilities and job description and on the basis of the defined objectives individual
progress is measured. This model also helps in determining and developing the favorable
strategies, sequencing the content and delivering media for the types of training objectives to
be achieved. The Instructional System Development model comprises of five stages:

 Analysis- this phase consists of training need assessment, job analysis and target
audience analysis.
 Planning- This phase consist of setting goal of the learning outcome, instructional
objectives that measures behavior of a participant after the training, types of training
material, media selection, methods of evaluating the trainee, trainer and the training
program, strategies to impart knowledge i.e. selection of content, sequencing of
content, etc.
 Development- This phase translates design decisions into training material. It consists
of developing course material for the trainer including handouts, workbooks, visual
aids, demonstration props, etc. course material for the training including handouts of
summary.
 Execution- This phase focuses on logistical arrangements, such as arranging speakers,
equipment, benches, podium, food facilities, cooling, lighting, parking and other
training accessories.
 Evaluation- The purpose of this phase is to make sure that training program has
achieved its aim in terms of subsequent work performance. This phase consists of
identifying strength and weaknesses and making necessary amendments to any of the
previous stage in order to remedy or improve failure practices. The ISD model is a
continuous process that lasts throughout the training program. It also highlights that
 feedback is an important phase throughout the entire training program. In this model,
the output of one phase is an input to the next phase.

TYPES OF TRAINING

Training is required for several purposes. Accordingly training programs may be of the
following types:

 Orientation training: Induction or orientation training seeks to adjust newly appointed

employees to the work environment. Every new employee needs to be made fully
familiar with his job, his superiors and subordinates and with the rules and regulations
of the organization. Induction training creates self-confidence in the employees. It is
also known as pre-job training. It is brief and informative.
 Job training: it refers to the training provided with a view to increase the knowledge
and skills of an employee for performance on the job. Employees may be taught the
correct methods of handling equipment and machine used in a job. Such training help
to reduce accidents, waste and inefficiency in the performance of the job.
 Safety training: Training provided to minimize accidents and damage to machinery is
known as safety training. It involves instruction in the use of safety devices and in
safety consciousness.
 Promotional training: It involves training of existing employees to enable them to
perform higher level jobs. Employees with potential are selected and they are given
training before their promotions, so that they do not find it difficult to shoulder the
higher responsibilities of the new positions to which they are promoted.
 Refresher training: When existing techniques become obsolete due to the
development of better techniques, employees have to be trained in the use of new
methods and techniques. With the passage of time employee may forget some of the
methods of doing work. Refresher training is designed to revive and refresh the
knowledge and to update the skills of the existing employees. Short-term refresher
courses have become popular on account of rapid changes in technology and work
methods. Refresher or re-training programs are conducted to avoid obsolescence of
knowledge and skills.
TRAINING METHODS

Training methods are tools which attempt to create learning climate for the participants.
These methods are related to learning objectives for participants. Methods are the means
enabling participants to learn what is expected of them in order to know their roles and
functions in the organization. Methods depend upon three principle components of the
objectives of training, i.e. knowledge, skills and attitude. In some cases of training, it may be
pure information giving that is imparting knowledge. In other cases, it may be social and
technical skill development, and in some other it would be an attempt to bring attitudinal
change in the participants. Before selecting methods of a particular program, one has to look
into the content that is to be delivered, the learning that is to take place and objectives of the
training. Once the content of the modules is clear, choosing the appropriate methods becomes
uncomplicated. The following is a brief overview of typical methods of training:

1. Orientations: Orientation training is vital in ensuring the success of new employees.

Whether the training is conducted through an employee handbook, a lecture, or a one-
on-one meeting with a supervisor, newcomers should receive information on the
company’s history and strategic positions, the key people in authority at the company,
the structure of their department and how it contributes to the mission of the
company, and the company’s employment policies, rules, and regulations.
2. Lectures: A verbal method of presenting information, lectures are particularly useful
in situations when the goal is to impart the same information to large number of
people at one time. Since they eliminate the need for individual training, lectures are
among the most cost-effective training methods. But the lecture method does have
some drawbacks. Since lectures primarily involve one-way communication, they may
not provide the most interesting or effective training. In addition, it may be difficult
for the trainer to gauge the level of understanding of the material within a large group.
3. Case Study: The case study method is a non-directed method of study whereby
students are provided with practical case reports to analyze. The case report includes a
 thorough description of a simulated or real-life situation. By analyzing the problems
presented in the case report and developing possible solutions, students can be
encouraged to think independently as opposed to relying upon the direction of an
instructor. Independent case analysis can be supplemented with open discussion with
a group. The main benefit of the case method is its use of real-life situations.
4. Role playing: In role playing, students assume a role outside of them and play out
that role within a group. A facilitator creates a scenario that is to be acted out by the
participants under the guidance of the facilitator. While the situation might be
contrived, the interpersonal relations are genuine. Furthermore, participants receive
immediate feedback from the facilitator and the scenario itself, allowing better
understanding of their own behavior. This training method is cost effective and is
often applied to marketing and management training.
5. Simulations: Games and simulations are structured competitions and operational
models that emulate real-life scenarios. The benefits of games and simulations include
the improvement of problem-solving and decision-making skills, a greater
understanding of the organizational whole, the ability to study actual problems, and
the power to capture the student’s interest.
6. Computer-based training: Computer-based training involves the use of computers
and computer-based instructional materials as the primary medium of instruction.
Computer-based training program are designed to structure and present instructional
materials and to facilitate the learning process for the student. A main benefit of CBT
is that it allows employees to learn at their own pace, during convenient times.
Primary uses of CBT include instruction in computer hardware, software and
operational equipment. The last is to particular importance because CBT can provide
the student with a simulated experience of operating a particular piece of equipment
or machinery while eliminating the risk of damage to costly equipment by a trainee or
even a novice user.
7. Web-based training: WBT is an increasingly popular form of CBT. The greatly
expanding number of organizations with internet access through high-speed
connections has made this form of CBT possible. By providing the training material
on a web page that is accessible through any internet browser, CBT is within reach of
any company with access to the web. The terms online course and web-based
instruction are sometimes used interchangeably with WBT.
8. Self-instruction: Self-instruction describes a training method in which the students
assume primary responsibility for their own learning. Unlike instructor or facilitator-
led instruction, students retain a greater degree of control regarding topics, the
sequence of learning, and the pace of learning. Depending on the structure of the
instructional materials, students can achieve a higher degree of customized learning.
Forms of self-instruction include programmed learning, individualized instruction,
personalized systems of instruction, learner-controlled instruction, and
correspondence study. Benefits include a strong support system, immediate feedback
and systematization.
9. Audiovisual training: Audiovisual training methods include television, films and
videotapes. Like case studies, role playing and simulations, they can be used to
expose employees to real world situations in a time and cost effective manner. The
main drawback of audiovisual training methods is that they cannot be customized for
a particular audience, and they do not allow participants to ask questions or interact
during the presentation of material.
10. Teambuilding exercises: Team building is the active creation and maintenance of
effective work groups with similar goals and objectives. Not to be confused with the
informal, ad-hoc formation and use of teams in the workplace, team building is a
formal process of building work teams and formulating their objectives and goals,
usually facilitated by a third-party consultant. Team building is commonly initiated to
combat poor group dynamics, labor-management relations, quality or productivity. By
recognizing the problems and difficulties associated with the creation and
development of work teams, team building provides a structured, guided process
whose benefits include a greater ability to manage complex projects and processes,
flexibility to respond to changing situations, and greater motivation among team
members.
11. Apprenticeships and internships: Apprenticeships are a form of on-the-job training
in which the trainee works with a more experienced employee for a period of time,
learning a group of related skills that will eventually qualify the trainee to perform a
new job or function. Apprenticeships are often used in production-oriented positions.
Internships are a form of apprenticeship that combines o the job training under a more
experienced employee with classroom learning.
12. Job rotation: Another type of experience-based training is job rotation, in which
employees move through a series of jobs in order to gain a broad understanding of the
 requirements of each. Job rotation may be particularly useful in small businesses,
which may feature less role specialization than is typically seen in larger
organizations.
13. Counselling: The latest trend catching up in the corporate HR across the world is
‘Employee counselling at workplace’. In the world of ever increasing complexity and
the stress in the lives, especially the workplaces of the employees, employee
counselling has emerged as the latest HR tool to attract and retain its best employees
and also to increase the quality of the workforce. Employee counselling can be
explained as providing help and support to the employees to face and sail through the
difficult times in life. At many points of time in life or career people come across
some problems either in their work or personal life when it starts influencing and
affecting their performance and increasing the stress levels of the individual.
Counselling is guiding, consoling, advising and sharing and helping to resolve their
problems whenever the need arises. Technically, psychological counselling, a form of
counselling is used by the experts to analyze the work related performance and
behavior of the employees to help them cope with it, resolve the conflicts and
tribulations and re-enforce the desired results.
14. Mentoring: Mentoring is a relationship in which a senior manager in an organization
assumes the responsibility for grooming a junior person. Technical, interpersonal and
political skills are generally conveyed in such a relationship from the more
experienced person. A mentor is a teacher, spouse, counselor, developer of skills and
intellect, host, guide, exemplar and most importantly, supporter and facilitator in the
realization in the realization of the vision the young person has about the kind of life
he wants as an adult. The main objective of mentoring is to help an employee attain
psychological maturity and effectiveness and get integrated with the organization. In a
work situation, such mentoring can take place at both formal and informal levels,
depending on the prevailing work culture and the commitment from the top
management. Formal mentoring can be very fruitful, if management invests time and
money is such relationship building exercises.
TRAINING PROCESS

Usually in the organization of training programs, the following steps are necessary:

1. Identifying the training needs:

Attaining programs should be established to assist in the solution of specific
operational problems and improve performance of the trainee. Identification of
training needs must contain three types of analysis:
 Organizational Analysis: Organizational analysis is a systematic effort to
understand exactly where training effort needs to be emphasized in an
organization involving a detailed analysis of the organization structure,
objective, human resources and future plans, and an understanding of its
culture milieu. An in-depth analysis of these factors would facilitate an
understanding of deficiencies that need to be rectified.
 Operational Analysis: Operational analysis involves a detailed examination of
a job, its components, its various operations and the conditions under which it
has to be performed. This analysis focuses on the “task” itself, rather than on
the individual and the training required to perform it. Analysis of the operation
and its various components will indicate the skills and training needed to
perform at the job at the required standard.
 Man Analysis: Man analysis focuses on the individual employee, his abilities,
skills and inputs required for job performance, or individual growth and
development in terms of career planning. Man analysis identifies individual
employee’s training needs.
Training needs involves five tasks:
i. List the duties and responsibilities or tasks of the job under
consideration, using the job description as a guide.
ii. List the standard of work performance on the job.
iii. Compare actual performance against the standards.
 iv. Determine what parts of the job are giving the employee trouble-
where is he falling down in his performance?
v. Determine what kind of training is needed to overcome the specific
difficulty or difficulties.

2. Getting Ready for the Job:

Having identified the needs for training, the next step is to decide who is to be
trained- the new corner or the existing employee, or the supervisory staff, some or all
of them selected from different departments.

3. Preparation of Operation and Knowledge:

The next step requires that the learner remains prepared for learning.
This step involves-
i. Putting the learner at ease so that he does not feel nervous because of the fact
that he is on new job.
ii. State the importance and ingredients of the job, and its relationship to work
flow.
iii. Explain the learner reasons why he is being taught.
iv. Create interest and encourage questions to find out what the learner already
knows.
v. Place the learner as close to his normal working position as possible.
vi. Familiarize him with the equipment, materials, tools and trade terms.

4. Presentation of Operation and Knowledge:

The trainer should clearly tell, show, illustrate and question in order to put over the
new knowledge and operations. The learner should be told of the sequence of the
entire job, and why each step in its performance is necessary. Instruction should be
given clearly, completely and patiently, there should be an emphasis on key points,
and one point should be explained at a time.
For this purpose, the trainer should demonstrate or make use of audio-visual aids and
should ask the trainee to repeat the operations. He should also be encouraged to ask
questions in order to indicate that he really knows and understand the job.
 5. Performance Try-Out: Under this step, the trainee is required to go through the job
several times slowly, explaining him each step. Mistakes are rectified, and if
necessary, some complicated steps are done for the trainee the first time. The trainee
is asked to do the job gradually building up skill and speed. As soon as the trainee
demonstrates that he can do the job in a right way, he is put on his own, but not
abandoned. Then the trainee is put to test and the effectiveness of a training program
evaluated.

6. Follow-up and evaluation of the program: The evaluation is undertaken with a view to
testing the effectiveness of training efforts. This step can be accomplished by putting
a trainee ‘on his own’, checking frequently to be sure that the trainee has followed
instructions and tapering off extra supervision and close follow up until he is qualified
to work with normal supervision.

Training Need identification

Training need identification is an analysis of training need is an essential requirement to the

design of effective training. The purpose of training need analysis is to determine whether
there is a gap between what is required for effective performance and present level of
performance. Training Need arises at three levels:

 Organizational level- Training need analysis at organizational level focuses on

strategic planning, business need and goals. It starts with the assessment of internal
environment of the organization such as, procedures, structures, policies, strengths,
and weaknesses and external environment such as opportunities and threats. After
doing the SWOT analysis, weaknesses can be dealt with the training interventions,
while strengths can further be strengthened with continued training. Threats can be
reduced by identifying the where training is required. And opportunities can be
exploited by balancing it against costs. For this approach to be successful, the HR
department of the company requires to be involved is strategic planning. In this
planning, HR develops strategies to be sure that employees in the organization have
the required knowledge, skills and attributes (KSAs) based on the future KSAs
requirements at each level.
  Individual level- Training need analysis at individual level focuses on each and every
individual in the organization. At this level, the organization checks whether an
employee is performing at desired level or the performance is below expectation. If
the difference between the expected performance and actual performance comes to be
positive, then certainly there is a need of training. However, individual competence
can also be linked to individual need. The methods that are used to analyze the
individual need are: Appraisal and performance review, Peer appraisal, Competency
assessments, Subordinate appraisal, Client feedback, Customer feedback, Self-
assessment or self-appraisal.
 Operational level- Training Need analysis at operational level focuses on the work is
being assigned to the employees. The job analyst gathers the information on whether
the job is clearly understood by an employee or not. He gathers this information
through technical interview, observation, psychological test, questionnaires asking the
closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep
changing over the time. Employees need to prepare for these changes. The job analyst
also gathers information on the tasks needs to be done plus the tasks that will be
required in the future. Based on the information collected, training need analysis is
done. Benefits of need assessment training programs are designed to achieve specific
goals that meet felt needs. There are many benefits of need assessment:
 Trainers may be informed about the broader need of the trainees.
 Trainers are able to pitch their course inputs closer to the specific
needs of the trainees.
 Assessment makes training department more accountable and more
clearly linked to other human resource activities, which make the
training programs easier to sell to line managers.

TRAINING DESIGN

The design of the training program can be undertaken only when a clear training objective
has been produced. The training objective clears what goal has to be achieved by the end of
training program i.e. what the trainees are expected to be able to do at the end of their
training. Training objectives assist trainers to design the training program.
 The trainer- Before starting a training program, a trainer analyzes his technical,
interpersonal, judgmental skills in order to deliver quality content to trainers.
 The trainees- A good training design requires close scrutiny of the trainees and their
profiles. Age, experience, needs and expectations of the trainees are some of the
important factors that affect training design.
 Cost of training- It is one of the most important considerations in designing a training
program. A training program involves cost of different types. These may be in the
form of direct expenses incurred in training, cost of training material to be provided,
arrangement of physical facilities and refreshment, etc. Besides these expenses the
organization has to bear indirect cost in the form of loss of production during training
period. Ideally, at training program, must be able to generate more revenues than the
cost involved.
 Training climate- A good training comprises of ambience, tone, feelings, positive
perception for training program, etc. Therefore, when the climate is favorable nothing
goes wrong but when the climate is unfavorable, almost everything goes wrong.
 Trainees learning style- The learning style, age, experience, educational background
of trainees must be kept in mind in order to get the right pitch to the design of the
program.
 Training strategies- Once training objective has been identified, the trainer translates
it into specific training areas and modules. The trainer prepares the priority list of
about what must be included, what could be included.
 Training topics- After formulating strategy, trainer decides upon the content to be
delivered. Trainers break the content into headings, topics, ad modules. These topics
and modules are then classified into information, knowledge, skills, and attitudes.
 Sequence the contents- Contents are then sequenced in the following manner: from
simple to complex, topics are arranged in terms of their relative importance, from
known to unknown, from specific to general, dependent relationship.
 Training tactics- Once the objective and the strategy of the training program becomes
clear, trainer comes in the position to select most appropriate tactics or methods or
techniques. The method selection depends on the following factors: trainees
background, time allocated, style preference of trainer, level of competence of trainer,
availability of facilities and resources, etc.
 Support facilities- IT can be segregated into printed and audio visual. The various
requirements in a training program are white boards, flip charts, markers, etc.
  Constraints- The various constraints that lay in the trainer’s mind are: time,
accommodation, facilities and their availability, furnishings and equipment’s, budget,
design of the training, etc.

TRAINING IMPLEMNETATION

To put training program into effect according to definite plan or procedure is called training
implementation. Training implementation is the hardest part of the system because one wrong
step can be lead to the failure of whole training program. Even the best training program will
fail due to one wrong action. Training implementation can be segregated into: practical
administrative arrangements, carrying out of the training once the staff, course, content,
equipment, topics are ready, the training is implemented. Completing training design does not
mean that the work is done because implementation phase requires continual adjusting,
redesigning and refining. Preparation is the most important factor to taste the success.
Therefore, following are the factors that are kept in mind while implementing training
program.

 The trainer- the trainer need to be prepared mentally before the delivery of content.
Trainer prepares materials and activities well in advance. The trainer also set grounds
before meeting with participants by making sure that he is comfortable with course
content and is flexible in his approach.
 Physical set-up- Good physical set up is pre-requisite for effective and successful
training program because it makes the first impression on participants. Classrooms
should be very small or big but as nearly square as possible. This will bring people
together both physically and psychologically. Also, right amount of space should be
allocated to every participant.
 Establishing rapport with participants- There are various ways by which a trainer can
establish good rapport with trainees by: greeting participants to ease those initial tense
moments, encouraging informal conversation, remembering their first name, pairing
up the learners and have them familiarized with one another, listening carefully to
trainees comments and opinions, telling the learners by what name the trainer wants to
be addressed, getting to class before the arrival of learners, starting the class promptly
 at the scheduled time, using familiar examples, varying his instructional techniques,
using the alternate approach if one seems to bog down.
 Reviewing the agenda- At the beginning of the training program it is very important
to review the program objective. The trainer must tell the participants the goal of the
program, what is expected out of trainers to do at the end of the program, and how the
program will run. The following information needs to be included: kinds of training
activities, schedule, setting group norms, housekeeping arrangements, flow of the
program, handling problematic situations. In general program implementation
involves action on the following lines: deciding the location and organizing training
and other facilities, scheduling the training program, conducting the program,
monitoring the progress of the trainees.

TRAINING EVALUATION

The process of examining a training program is called training evaluation. Training

evaluation checks whether training has had the desired effect. Training evaluation ensures
that whether candidates are able to implement their learning in their respective workplaces, or
to the regular work routines.

Purpose of training evaluation are:

 Feedback: It helps in giving feedback to the candidates by defining the objectives and
linking it to learning outcomes.
 Research: It helps in ascertaining the relationship between acquired knowledge,
transfer of knowledge at the work place, and training.
 Control: It helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.
 Power games: At times, the top management (higher authoritative employee) uses the
evaluative data to manipulate it for their own benefits.
 Intervention: It helps in determining that whether the actual outcomes are aligned with
the expected outcomes.
 Functions of evaluation: There are basically two functions of evaluation:
1. Qualitative evaluation is an assessment process how well did we do?
2. Quantitative evaluation is an assessment process that answers the question How
much did we do?

Principles of training evaluation are:

  Training need should be identified and reviewed concurrently with the business and
personal development plan process.
 Evaluation must be continuous.
 Evaluation should be specific.
 Evaluation must be based on objective methods and standards
 There should be correlation to the needs of the business and the individual.
 Organizational, group and individual level training need should be identified and
evaluated
 Techniques of evaluation should be appropriate.
 The evaluation function should be in place before the training takes place
 The outcome of evaluation function should be in place before the training takes place.
 The outcome of evaluation should be used to inform the business and training process.

Need of evaluation of training:

Training cost can be significant in any business. Most organizations are prepared to incur
these cost because they expect that their business to benefit from employee’s development
and progress. Whether business has benefited can be assessed by evaluation training. There
are basically four parties involved in evaluating the result of any training.

 The trainee wants to confirm that the course has met personal expectations and
satisfied any learning objectives set by the T & D department at the beginning of the
program.
 The trainer concern is to ensure that the training that has been provided is effective or
not.
 Training and development want to know whether the course has made the best use of
the resources available.
 The line manager will be seeking reassurance that the time hat trainee has spent in
attending training results in to value and how deficiency in knowledge and skill
redressed. The problem for many organizations is not so much why training should
be evaluated but how. Most of the organizations overlook evaluation because
financial benefits are difficult to describe in concrete terms. The process of
evaluation is central to its effectiveness and helps to ensure that: whether training
budget is well spent, to judge the performance of employee as individual and team.
To establish culture of continuous learning and improvement.
PROCESS OF TRAINING EVALUATION

Before training: The learner’s skills and knowledge are assessed before the training program.
During the start of training, candidates generally perceive it as a waste of resources because
at most of the times candidates are unaware of the objectives and learning outcomes of the
program. Once aware, they are asked to give their opinions on the methods used and whether
those methods confirm to the candidates’ preferences and learning style.

During training: It is the phase at which instruction is started. This phase usually consists of
short tests at regular intervals.

After training: it is the phase when learner’s skills and knowledge are assessed again to
measure the effectiveness of the training. This phase is designed to determine whether
training has had the desired effect at individual department and organizational levels. There
are various evaluation techniques for this phase they are observation, questionnaire,
interview, self-diaries and self-recording of specific incidents.

LEVEL OF EVALUATION

 Reaction level: The purpose is to measure the individual reaction to the training
activity. The benefit of reaction level evaluation is to improve training and
development activity efficiency and effectiveness.
 Learning level: the basic purpose is to measure the learning transfer achieved by the
training and development activity. Another purpose is to determine to what extent the
individual increased their knowledge, skills and changed their attitudes by applying
quantitative or qualitative assessment method.
  Behavior level: The basic purpose is to measure changes in behavior of the individual
as a result of the training and development activity and how well the enhancement of
knowledge, skill, attitudes has prepared than for their role.
 Result level: The purpose is to measure the contribution of training and development
to the achievement of the business/operational goals.

OUTCOME OF TRAINING

There are good reasons to mandate training and development in an organization, and there are
bad reasons for authorization training. There are also good reasons for not training, in some
circumstances, and bad reasons to refuse. Knowing what training can and cannot accomplish
enables you to make the right decisions at the right time, ensuring that your limited training
budget can be used effectively.

Training can accomplish many things. It can help people learn the new skills that are required
to meet new expectations, both formal and informal. For example, a support staff person may
have been recruited originally for his/her ability to type, to answer the phone etc. But now,
with increased workloads, we want that person to be able to do much more…perhaps to solve
client problems, to use desktop publishing processes, to handle more of the day-to-day issues,
so we can use our time more effectively. Training can help people accept the challenge of
their evolving jobs.

FUTURE OF TRAINING

The use of new technologies for training delivery will increase:

 Demand for training for virtual work arrangements will rise.

 Emphasis on capture and storage and use of intellectual capital will increase.
 Companies will rely on learning management systems and integration with business
processes.
  Technologies allow trainers to build into training many of the desirable features of a
learning environment.
 Technology will allow training to be delivered to contingent, decentralized employees
in a timely, effective manner.
 Virtual work arrangements.
 Work that is conducted in a remote location.
 Employee has limited contact with peers.
 Employee able to communicate electronically.

RESEARCH DESIGN

Research gap

After thorough analysis of 20 literatures, it is observed that majority of the literature focusing
on employee performance in an organization is a key success factor of any organization to
achieve the objectives in more effective and efficient manner, which can be obtained by
providing employees, continues training and development to improve and upgrade their
knowledge and skills. Cost and time a vital role in providing training and development, to
assess the employee performance and to the increase efficiency after the program.

Statement of the problem

The problem statement includes various factors such as knowing the training and
development facilities to the employees and also to know what best effort has been put in by
the firm to improvise it so that it can be utilized effectively and efficiently by the employees
in the organization.

L&T gives more concentration on its employees with regard to train them. The problem is
what if the employees are unable to attend the training, is the training really worth it for
employees or can they do self-learning, looking for what is the purpose of training and
considering all the training cost to get return on investment by employees performance by
assessing the employee. This research is to study the training and development process in
L&T.

Topic chosen for study

“The study of training and development at Larsen& Toubro limited”

Need for the study

Training and development is important aspect in every organization increase in

competitiveness and advancement of technology leads need for training and development. All
company works on to increase in profits. To earn profits, employees need to perform
according to vision and mission of the company. For employees’ performance, a good
training system is required which is also evaluated by comparing the before and after training
results.

The need for the study is to comprehend the significance and effect of training and
development which is required to explain the activity related information and aptitudes of the
employees.

Scope of the study

The scope of the study covers in depth, the various training practices, modules, formats being
followed and is limited to the company Larsen & Toubro limited and its employees. The
different training program in corporate/facilitated in Larsen & Toubro through its facilities
outside agencies or professional groups. It also judges the enhancement of the knowledge &
skills of employees and feedback on its effectiveness.

RESEARCH METHODOLOGY

DATA COLLECTION: Data collection is a term used to describe a process of preparing and
collecting business data. Data collection usually takes place early on in an improvement
project and is often formalized through a data collection plan which often contains the
following activity:

1. Pre collection activity- Agree goals, target data, definitions, methods.

2. Collection- Data collection
3. Present findings- Usually involves some form of sorting analysis or presentation.

There are two methods of data collection:

1. Primary Data: In primary data collection, you collect the data yourself using methods
such as interview and questionnaires. The key point here is that the data you collect is
unique to you and your research and, until you publish, no one else has access to it. I
have tried to collect the data using methods such as interviews and questionnaires.
 The key point here is that the data collected is unique and research and, no one else
has access to it. It is done to get the real scenario and to get the original data of
present.
2. Secondary Data: All methods of data collection can supply quantitative data
(numbers, statistics or financial) or qualitative data (usually words or text).
Quantitative data may often be presented in tabular or graphical form. Secondary data
is a data that has already been collected by someone else for different purpose to
yours.
Need for using secondary data:
 Data is of use in the collection of primary data.
 They are one of the cheapest and easiest means od access to information
 Secondary data may actually provide enough information to resolve the
problem being investigated.
 Secondary data can be a valuable source of new ideas that can be explored
later through primary research.

Limitations of secondary data

 May be outdated.
 No control over data collection.
 May not be very accurate.
 Collection for some other purpose.

DATA COLLECTION TECHNIQUES

Questionnaire: Questionnaire are a popular means of collecting data, but are difficult to
design and often require many rewrites before an acceptable questionnaire is produced. The
features included in questionnaire are:

 Theme and covering letter

 Instruction for completion

Types of questions

 Length Interview: this technique is primarily used to gain an understanding of the

underlying reasons and motivations for people’s attitudes, preferences or behavior.
The interview was done by asking a general question. I encourage the respondent to
 talk freely. I have used an unstructured format, the subsequent direction of the
interview being determined by the respondent’s initial reply, and come to know what
is its initial problem is.

Sampling technique: Initially, a rough draft was prepared keeping in mind the objective of the
research. A pilot study was done in order to know the accuracy of the questionnaire. The final
questionnaire was arrived only after certain important changes were done. Thus my sampling
came out to be judgmental and continent.

Sampling Unit: The respondents who were asked to fill out questionnaires are the sampling
units.

DATA ANALYSIS AND INTERPRETATION

Analysis of secondary data

Training and development functions in Larsen & Toubro limited.

The major activities performed by the Training and Development function in Larsen &
Toubro limited are as follows:

1. Training needs identification/assessment: From employees through interviews,

questionnaires, etc. and secondly through HOD recommendation
2. Training(internal/external): training depends upon scope, whether needs of the
training can be met within the organization or whether has to be taken to an
environment outside the organization.
3. Certified corporate trainer: Certified corporate trainers are the employees of the
company itself. It is their voluntary involvement. If they feel in their service tenure
that they can, for some time, train the employees of the company on the base of their
experience, then send in their CVs and on approval by the respective authority,
become certified corporate trainers.

Types of training given in Larsen and Toubro limited:

 Induction/Orientation training: These terms are interchangeably used to give a

friendly welcome to the new employees as members of the organization so also to
introduce the new employee with the available installations (plants, machineries,
systems), work norms, organizational objectives and the job position of the employee.
 Content: The company size, structure of the organization, history, market share,
achievements, objective and mission, product training, rules and regulations, personal
policies, union contract, company services, service department.
 Soft skill development training: Modules of soft skill development training in Larsen
& Toubro:
 Personality and attitude: About the module personality as a whole cannot be defined
without the positive attitude. It is the positive attitude of a person that plays an
important role in various decision making process and reaction to responsibilities and
challenges in work and life. The module has been developed to help the individual to
develop the understanding that how individual personalities can influence the
organizational development & the organizational success. Objective of the module to
understand the concept of personality & positive attitude in relation to organizational
success.
 Business Communication: background effective communication is very crucial in the
business success. It is the lifeblood of a business organization. It includes conveying
messages to other people clearly and unambiguously. It’s also about receiving
information that others are sending to you, with as little distortion as possible. Doing
this involves effort from both the sender of the message and the receiver. And it’s a
process that can be fraught with error, with messages muddled by the sender, or
misinterpreted by the recipient. When this isn’t detected, it can cause tremendous
confusion, wasted effort and missed opportunity. Objective of the module is to
understand the importance of business communication in order to enhance the
capabilities of understanding and implementing the correct communication channel to
bring the effectiveness of the organization in order to succeed in business, and
maintain good relationships with clients, customers and employees.
 Team building & leadership: In the context of globalization only high performing
managers can survive, grow and excel. This calls for continuous enhancement of the
dynamics of leadership capabilities of managers. Today’s managers will have to
demonstrate positive leadership capabilities by creating and sustaining trust, shared
vision as well as synergy to achieve organizational goals. Objective of the module is
to understand the role of leadership, teamwork and team-building, improving business
results by managing team dynamics, flexibility and resilience, self-management and
emotional maturity.
 Stress management & work life balance: During the last 20 years, the nature of jobs
across globe has changed substantially resulting in jobs becoming less and less
physically demanding. Coupled with this, the change in life style, has led to stress
level increasing day by day, both at work place and at home. It is therefore of utmost
importance to understand the various transients affecting health and fitness levels of
individuals.in view of this, the module will help to take a proactive approach to stress
management in order to establish a work environment is healthy, stress-free and fit.
Objective of the module is to understand the stress level, its symptoms and various
impacts and to develop better work life balance strategies for leading a better life.
 Business Etiquette & corporate grooming: Self-improvement and self-development
has become imperative for survival in the changing and competitive environment.
Business Etiquette is a very important factor in determining the success or failure of a
business or a person. This module will guide to enhance the focus for business
etiquette & corporate grooming. Objective of the module is to understand the
importance of corporate grooming, power dressing and how to make our body
language effective in order to succeed in your business, be liked by people and
maintain good relationships with clients, customers and employee.

 Project training: Project training are the time-to-time held training sessions held by
the organization and with the help of experienced and learned employees to train
students outside the organizations, in various practical fields for the accomplishments
of their compulsory projects.