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Training and development (HR).docx

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SurekhaSrinivas1

This document provides an overview of training and development at Indivillage Tech Solution LLP in Yemmiganur. It discusses the objectives of studying their employee training programs, which are to evaluate employee skills, understand various training programs offered, assess the impact of training on employees, and gauge employee satisfaction. The scope is understanding the current training situation and employee expectations. Research methodology uses descriptive study and random sampling, with primary data collection through interviews and questionnaires. The study aims to analyze Indivillage Tech Solution LLP's training programs and help improve employee development.

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TRAINING AND DEVELOPMENT TOWARDS INDIVILLAGE TECH SOLUTION LLP AT YEMMIGANUR
CHAPTERS CONTENTS PG.NO 1. INTRODUCTION 2. STUDY DESIGN AND METHODOLOGY  OBJECTIVE  NEED AND SIGNIFICANCE  SCOPE OF THE STUDY  LIMITATION  RESEARCH METHODOLOGY 3. INDUSTRY PROFILE AND COMPANY PROFILE 4. DATA ANALYSIS AND INTERPRETATION 5.  FINDINGS  SUGGESTIONS  CONCLUSION  BIBLOGRAPHY  ANNEXURE
Abstract 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 is a combined role often called human resources development (HRD) meaning the development of “Human” resources to remain competitive in the marketplace. Training focuses on doing activities today to develop employees for their current jobs and development is preparing employees for future roles and responsibilities. It carry 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, gains competitive advantage and seek self growth: this measurable performance resulting from good training and development, shall enhance organization development. It is a process transferring information and knowledge to employers. It is equipping employers to translate that information and knowledge into practice with a view to enhancing organization effectiveness and productivity, and the quality of a management of people. It should be considered along with education policies and systems which are crucial to the development of human resources
CHAPTER-1 INTRODUCTION
ABOUT HUMAN RESOURCES (HR) : The human resources of an organization consist of all people who performs its activity Human resource management (HRM) is concerned with the personnel policies and managerial practices and systems that influence the workforce. In broader terms, all decisions that affect the workforce of the organization concern the HRM function The activities involved in HRM function are pervasive throughout the organization. Line managers, typically spend more than 50% of their time for human resource activities such hiring, evaluating, disciplining, and scheduling employees. Definition “It is the planning, organizing, directing and controlling and also maintaining resources to accomplish the organization objectives.  P. Subbarao Smith and Hulin have suggested that there are five job dimensions that represents that most important characteristics of a job about which people have effective responses, these are 1. The work Itself: The extent to which the job provides the individual with the interesting tasks, opportunities for learning, and the chance to accept the responsibility 2. Pay: The amount of financial remuneration that is received and their degree to which this is viewed as quotable vis-à-vis that of others in the organization. 3. Promotion opportunities: The chances for advancement in the organization. 4. Supervision: The abilities of the supervisor to provide technical assistance and behavioral support. 5. Co-workers: The degree to which fellow workers are technically proficient and socially supportive
Objectives of Human Resources Management Societal Objectives HRM comprises developing programs that fulfill employees’ economic, psychological, ethical, and social needs. For example, compensation and benefits programs, equal opportunity programs, community relations programs, disability employment programs, community relations programs etc. These programs aim to meet employees’ societal objectives, motivating and retaining productive employees. Organizational Objectives HRM ensures the availability of the correct number of employees at the right place with the right skills. This helps an organization achieve its goals and objectives within the stipulated time. Besides this, HRM involves policies for various work-related facilities and amenities for employees, such as a safe and clean workplace, technical guidance, and support to perform effectively. HRM also assists an organization in improving employees- employer relations by focusing on fair compensation, better rewards and benefits, etc. Functional Objectives The functional objective of HRM is to prepare organizational policies in compliance with provisional/ territorial and federal laws related to human rights, occupational health and safety, employment equity, labor relations, and employment standards. This helps organizations maintain the quality of work life and ensure ethical employee behavior Personal Objectives The personal objective of HRM includes acquiring, developing, utilizing, and retaining efficient employees in an organization. This can be possible if employees can accomplish organizational along with their individual goals. For this, employees should be provided with adequate training and feedback on their performance. This helps employees to identify the areas of improvement and rectify them.
Features of HRM 1. People Oriented This essential HRM feature is rather obvious. But, of course, humans are what human resource management is all about. Therefore, people have to be the focus of successful HRM. While managing their affairs at work is a given, excellent HR management considers everything that surrounds us as people. 2. Employee Oriented This vital HRM characteristic means making the lives of employees at work easy. It includes not just managing them but also remaining accessible for all queries and support. The quicker HR professionals understand that a business runs most efficiently when its employees are happy, the better the outcome. An example where being employee-oriented should be a must-have characteristic of HRM is when an employee is consistently late for work. Then, it isn’t time to walk up to them and hand them a warning letter. Instead, investigate what’s going on in their lives that you could help with. 3. Gives Opportunities This characteristic of HRM could have a rather large scope. However, the focus of this HRM feature should be to let employees know that there is room for career growth. HR management teams must help employees set realistic, time-bound goals for their growth in the organization. 4. Decision Oriented Data gathering is relatively easy in today’s world. However, what gets done with that data is essential. Therefore, a crucial feature of HRM is to crunch data and provide a wealth of accurate, helpful information 5. Development Oriented It is a vital, two-pronged characteristic of HRM. One aspect of this HRM feature is to ensure the development of employees. Plan training schedules well in advance to meet current and future growth requirements and ensure that the employees are meeting business demands. An employee who is given knowledge naturally has more confidence in executing their job better. 6. Individual Focus Having a plan as a whole is vital for any team. But, equally important is to keep individual goals in focus. A smart thing to do for smooth HRM is to take the time to meet individual employees and see if they are happy. But, unfortunately, a survey doesn’t always cut it.
7. Continuous Function This HRM characteristic is self-explanatory. How often does it feel like the office is falling apart when the HR manager takes a sick day? HRM is a constant flow of information and action. Inaction in the HRM aspect could be disastrous. Therefore, a vital characteristic of HRM is constantly being aware of how employees are doing, how effectively they are doing it, and how they feel about performing their jobs 8. Future Oriented It is an essential characteristic of HRM and could be considered one of the crucial HRM features. Not only does this tie in very closely with many other attributes on this list, but it is also a function that needs a focus of its own. Preparing for the future is vital, whether it is the future of the company’s growth, changes in culture, change in the work environment, or meeting new trends or future employee requirements. With the right tools at your disposal and agile plans in place, being future-oriented is a foolproof HRM feature to safeguard the business from any unexpected pitfalls. 9. Universal HRM is a function that applies across every type of organization there is. For example, a twoperson operation needs some level of HRM, as does a 500-employee operation. Universality is a core feature of HRM
Introduction Conventional ‘training’ is required to cover essential work-related skills, techniques and knowledge, and much of this taking a positive progressive approach to this sort of traditional training. Training and development guide is oriented chiefly around what’s good for people, rather than chiefly what’s profitable for organizations. The reason for this is that in terms of training, and development, what’s good for people is good for the organizations in which they work–what’s good for people’s development is good for organizational performance, quality, customer satisfaction, effective management and control, and therefore profits too. What is Training and Development? Training and Development is the continuous process of improving skills, gaining knowledge, clarifying concepts and changing attitude through structured and planned education by which the productivity and performance of the employees can be enhanced. Training and Development emphasize on the improvement of the performance of individuals as well as groups through a proper system within the organization which focuses on the skills, methodology and content required to achieve the objective. Good & efficient training of employees helps in their skills & knowledge development, which eventually helps a company improve its productivity leading to overall growth. Training and Development : DEFINITION Training and Development in HRM is defined as a system used by an organization to improve the skills and performance of the employees. It is an educational tool which consists of information and instructions to make existing skills sharp, introduce new concepts and knowledge to improve the employee performance.
Training and Development Process Training and development is a continuous process as the skills, knowledge and quality of work needs constant improvement. Since businesses are changing rapidly, it is critical that companies focus on training their employees after constantly monitoring them & developing their overall personality. Steps for training and development processes are: 1. Determine the need of training and development for individuals or teams First of all the need has to be seen for training and development. it has to align with the company's goals and objectives. If a company is trying to start a new department or strengthen existing sales team in new products, then an appropriate training is needed. 2. Establish specific objectives & goals which need to be achieved The goals and objectives of the training and development have to be established. Whether the goal is awareness about new products or even installation is required to be learnt. 3. Select the methods of training Next, methods have to be defined. The training can be done as a : a. Classroom Training b. Online Self paced courses c. Course with certification d. Instructor led online training 4. Conduct and implement the programs for employees After the plan and methods are finalized, the training and development programs have to be executed where courses, instructions are taught to the employees, partners or vendors.
5. Evaluate the output and performance post the training and development sessions Training and Development is incomplete without proper monitoring. Monitoring can be done through evaluation of the instructor as well as attendees. Instructor evaluation can be done through feedback or ratings but attendees can be evaluated through internal or external certifications or scores. 6. Keep monitoring and evaluating the performances and again see if more training is required Based on the evaluation results in the previous step, management needs to ascertain that if the training and development program was sufficient for now or more training and enablement would be required. Also, if future trainings are to be planned.
Importance of Training and Development For companies to keep improving, it is important for organizations to have continuous training and development programs for their employees. Competition and the business environment keeps changing, and hence it is critical to keep learning and pick up new skills. The importance of training and development is as follows: 1, Optimum utilization of resources 2. Development of skills like time management, leadership, team management etc. 3. To increase the performance, productivity and motivation 4. To imbibe the team spirit 5. For improvement of organization culture 6. To improve quality 7. To increase profitability and bottom line by acquiring new skills 8. Improving brand image by having well trained employees Need for Training and Development Training and development of employees is a costly activity as it requires a lot quality inputs from trainers as well as employees. But it is essential that the company revises its goals and efficiencies with the changing environment. Here are a few critical reasons why the company endorses training and development sessions. 1. Improvement When management thinks that there is a need to improve the performances of employees 2. Benchmarking To set up the benchmark of improvement so far in the performance improvement effort 3. Specific Role Requirement To train about the specific job responsibility and skills like communication management, team management etc. 4. Testing To test the new methodology for increasing the productivity
Relation and Difference between Training and Development There is a relation between training and development, and there is clear difference between the two based on goals to be achieved. Development is made to answer the training problems: Training and Development Example Training and Development can be setup in any organization. The focus of the organization should be to train employees on two aspects 1. Job Related Skills 2. Soft Skills TRAINING DEVELOPMENT Training is meant for operatives Development is meant for executives It is reactive process It is pro- active process AIM: To develop additional skills AIM: To develop the total personality It is short term process It is continuous process OBJECTIVE: To meet the present need of an employee OBJECTIVE: To meet the future need of an employee Initiative is taken by the management Initiative is taken by an individual.
CHAPTER 2 STUDY DESIGN
Objective of the study The present study is been under taken with the following objectives To study the employee training and development in Indivillage Tech Solution LLP  To know and evaluate the skills of the employees require to perform their jobs  To study the various training programmed organized by the organization.  To understand the impact of training programme on the employees of Kotak Securities Pvt . Ltd.  To find out opinion and satisfaction level of the employees regarding the training programme at Kotak Securities Pvt . Ltd. Need of the study  The need for Training and Development. Training is also necessary for the individual development and progress of the employee, which motivates him to work for a certain organisation apart from just money. We also require training update employees of the market trends, the change in the employment policies and other things.
Scope of the study The study will help to understand  The present condition of training and development at Kotak Securities Pvt.Ltd.  The expectation of employees towards training and development programmes  To know the willingness of employees towards the training and development programmes LIMITATIONS OF THE STUDY • Lack of Primary Data for the empirical study. • Due to time and word limitation, a micro level study has been conducted on the topic.
RESEARCH METHODOLOGY Research Design : The research design adapted in the study is descriptive study and the sampling technique used is simple random sampling. A research is the arrangement of conditions for collections and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. Descriptive study A descriptive study is undertaken in order to ascertain and be able to describe the characteristics of the variable of interest in a situation. Descriptive studies are also undertaken to understand the characteristics the organization that follows certain common practice Experimental study An experiment is a type of research method in which you manipulate one or more independent variables and measure their effect on one or more dependent variables. Experimental design means creating a set of procedures to test a hypothesis Explorative study For instance, an exploratory study might take a broad look at the relationship between mental health and a student's performance or the effects of a particular parenting style on a child's behaviour without producing any firm conclusions. Researchers also refer to exploratory studies as interpretive research or the grounded-theory approach. DATA COLLECTION
Data collection is a term used to describe a process of preparing and collecting business data – for example as a part of process improvement or similar project Data collection usually takes place early on in an improvement project, and it’s often formalized through a data collection plan which often contains the following property There are two methods of data collection which are below:  PRIMARY DATA In primary data collection, you collect yourself using the methods such as interviews 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 scenario and to get the original data of present DATA COLLECTION TECHNIQUE: QUESTIONNAIRE: Questionnaire are a popular means of collecting data, but are difficult to design and often require may reviews before an acceptable questionnaire is produced . The features included in questionnaire are:  Theme and covering letter  Instructions for completion  Types of questions  Length INTERVIEW : This technique is primarily used to gain an understanding of underlying reasons and motivations for people’s attitudes, Preferences or behaviour. 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 by the respondent’s initial reply and come to know what is its potential problem is. SAMPLING METHODOLOGY
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 prepared keeping in mind of 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 changes were done. Thus my sampling came out to be judgemental and continent Sampling Unit: The respondents who were asked to fill out questionnaires are the sampling units. Sampling size: 50  SECONDARY DATA Need of using secondary Data I. May be outdated II. They are one of the cheapest and easiest means of access to information III. Secondary data may actually data Provided enough information to resolve the problem being investigated IV. Secondary data can be valuable source of new ideas that can be explored later through primary research LIMITATIONS OF SECONDARY DATA I. May be outdated. II. No control over data collection. III. May not be reported in the required form IV. May not be very accurate V. Collection for some other purpose
CHAPTER 3 Theoretical Framework INTRODUCTION
In this chapter the concepts of Human Resource Management, Training and Development needs and methods, Executive Development programmes are discussed. The systematic approach to training by identifying needs, setting objectives, designing policy and conducting training in an effective way with follow up and evaluation is discussed. In the last section, needs, criteria and methods of evaluating effectiveness of training and development programmes are discussed in detail. HUMAN RESOURCE MANAGEMENT Organization is the process of combining work which individuals or groups has to perform with the facilities necessary for its execution, that the duties so performed provide the best channels for efficient, systematic, positive and coordinated application of the available effort. HRM is the planning organizing directing and controlling of the procurement, development, compensation, integration, maintenance of human capital of an organization to achieve individual, organizational and societal objectives. HRM MODEL The model developed by American Society for Training and development (ASTD) identifies nine human resource areas: 1. Training and Development 2. Organization Development 3. Organization/Job design 4. Human Resource planning 5. Selection and Staffing 43 6. Personnel Research and Information Systems 7. Compensation/Benefits 8. Employee Assistance 9. Union/ Labour Relations. TRAINING AND DEVELOPMENT
The efficient working of an organization depends upon efficiency or capability of personnel working in an organization. Organizations and individuals should develop and progress simultaneously for their survival and attainment of mutual goals. Employees need to be trained and developed to meet present job requirements and future challenges. Training and development is a specialized function and one of fundamental operative functions of Human resource management. The purpose of training is to achieve a change in behavior of those trained and to enable them to do their job better in order to achieve this objective. Any training programme should try to bring changes in:  Knowledge- It helps a trainee to know facts, policies, procedures and rules pertaining to his job.  Skills-It helps him to increase his technical and manual efficiency necessary to do the job and  Attitude- It moulds his behavior towards his co-workers and supervisors and creates a sense of responsibility in the trainee. Training is a short term process utilizing a systematic and organized procedure by which nonmanagerial persons learn technical knowledge and skills for a definite purpose. The terms „Training‟ and „Development‟ are used synonymously. But they have different meanings. While training is the act of increasing the knowledge and skills of an employee for doing a particular job, the Management Development includes the process by which managers and executives acquire not only skills and competence in their present job, but also capacities for future managerial tasks of increasing difficulty and scope. Development is a long- term process utilizing a systematic and organized procedure by which managerial persons learn conceptual and theoretical knowledge for long term use. Need for Training
Training is required on account of the following reasons. 1. Job requirements The employee selected for a job might lack the qualifications required to perform the job effectively. New and inexperience employees requires detailed introduction for effective performance on the job. In some cases the past experience, attitudes and behavior patterns of experienced persons may be in appropriate for new organization. 2. Technological Changes The technology is changing fast. Increased use of fast changing techniques requires training in mew technology. New jobs utilizing latest technology require new skills. Both new and old skills require training. 3. Organizational Viability In order to survive and grow an organization must continuously adopt itself to changing environment. With increasing economic liberalization and globalization in India, Business firms are experiencing international competition. So the firms must upgrade their capabilities. An organization must build up a second line of command through training in order to meet the future needs for human resources 4. Internal Mobility Training becomes necessary when an employee moves from one job to another due to promotion or transfer. Importance of Training
1. Training enables management to face the pressure of changing environment. 2. Training usually results in an increase of quantity and quality of output. 3. Training needs to job satisfaction and higher morale of employees. 4. Trained workers need lesser supervision. 5. Trained workers enable enterprise to face competition. 6. It moulds the employees‟ attitudes and helps them to achieve better co-operation within organization. 7. Trained employees make better economic use of materials and equipments resulting in reduction of wastage and spoilage. 8. Training instructs the workers towards better job adjustment and reduces the rate of labour turnover and absenteeism. Benefits of Training Training is helpful to employees in the following ways 1. Training improves self confidence. 2. Training leads to higher earnings of employees by increasing productivity. 3. Training improves safety awareness and trained employees are less prone to accidents. 4. Training enables an employee to adapt to changes in the work procedures and methods. 5. An employee can develop himself and earn quick promotion. 6. Training develops new knowledge and skills which remains permanently with him. Types of Training
Training is required for several purposes. Accordingly training programmes may be the following types. Orientation Training/Induction Training Induction training seeks to adjust newly appointed employees to the work environment. Every new employee needs to be made fully familiar with his job, his supervisor and subordinates with the rules and regulations of the organization. The induction training creates self confidence in new employees. Job training It refers to the training provided with a view to increase the knowledge and skills for improving performance of the job. Employees may be taught the correct methods of handling equipments and machines used in the job. Such training helps to reduce accidents, waste and in efficiency in performance of the job. Safety training Training provided to minimize accidents and damage to machinery is known as safety training. It involves instruction to perform the work safely. Promotional training It involves training of existing employees to enable them to perform high level jobs. Employees with potential are selected and they are given training before their promotion. So that they do not find difficulty to shoulder the higher responsibilities of the new positions to which they are promoted. Refresher training When the existing techniques become obsolete due to development of better techniques, employees have to be trained in use of new methods and techniques. Refresher training is designed to revive and refresh knowledge and update the skills of existing employees. Remedial Training Remedial training is arranged to overcome the shortcoming in the behavior and performance of old employees. Remedial training shall be conducted by psychological experts. EXECUTIVE DEVELOPMENT
Importance of Executive Development  There is a shortage of trained managers. The organization has to develop the employees and maintain and inventory of executive skills to future demands.  The performance of company depends upon the quality of its mangers. It is of paramount importance to have effective and desired managerial talents to meet the organization‟s demand.  Obsolescence of managerial skills is an important factor. A manager must continuously update himself to successfully meet new challenges as they occur. Process of Executive Development The essential ingredients of executive development programmes are as follows. 1. Analysis of development needs: - First of all the present and future development needs of the organization are ascertained. It is necessary to determine how many and what type of executives are required to meet the present and future needs of the enterprise. 2. Appraisal of the present managerial talent: - A qualitative assessment of the existing executives is made to determine the type of executive talent available within the organization. 3. Planning individual development programmes: Each one of us has a unique set of physical, intellectual and emotional characteristics. Therefore, development plan should be tailor-made for each individual. 4. Establishing training and development programme: - The HR department prepares comprehensive and well conceived programmes. 5. Evaluating developing programs: - Considerable money, time and efforts are spent on executive development programmes. It is therefore natural to find out to what extent the programme‟s objective has been achieved. Methods of Executive Development
Methods of development or executive development can be broadly divided into two categories. 1) On the job development or executive development: it means increasing the ability of the executives while performing their duties, to develop them in real work situation. It includes the following methods: a) On the job coaching: under this method superior only guides his subordinate about various methods and skill required to do the job. Here the superior only guides his subordinate he gives his assistance whenever required. The main purpose of this type of training is not only to learn the necessary skills but to give them diversified knowledge to grow in future. The superior is responsible for subordinate‟s performance. So the superior must always provide the subordinate necessary assistance whenever required. b) Understudy: under this method of development the trainee is prepared to fill the position of his superior. He in the near future will assume to do the duties of his superior when he leaves the job due to retirement, transfer or promotion. c) Job rotation: here the executive is transferred from one job to another or from one plant to other. The trainee learns the significance of the management principles by transferring learning from one job to another. This method helps in injecting new ideas into different departments of the organization. d) Committee assignment: under this method committee is constituted and assigned a subject to give recommendations. The committee makes a study of the problem and gives suggestions to the departmental head. It helps the trainees because every member of the committee gets a chance to learn from others. 2) Off the job development or executive development: here the executives gets the training off the job means not when they are doing the job. It involves following methods: a) Special courses: here the executives attend the special courses which are organized by the organization. Under this experts from professional institutions provide them the training. b) Specific readings: here the human resource development manager provides copies of specific articles published in the journals to the executives to improve their knowledge. The executives study such books or articles to enhance their knowledge. c) Special projects: under this method the trainee is given a project related to the objective of the department. The project helps the trainee in acquiring the knowledge of the particular topic. d) Conference training: here the organization conducts a group meeting. In which the executive learn from the others by comparing his opinion with others. e) Sensitivity training: it is also known as T group training or laboratory training. It is conducted under controlled conditions. T group help in learning certain things, they help the participants to understand how group actually work. It helps in increasing the tolerance power of 50 the individual and ability to understand others. T group generally sits together and discuss for hours where the members learn about their own behavior and behavior of others SYTEMETIC APPROCH TO TRAINING
Identifying training needs All training needs must be related to the specific needs of organization an individual employees. A training programme is launched after the training needs are assessed and Identifying training needs Setting training objectives and policy Designing training programme Conductiong training Follow up and evaluation identified clearly. The effectiveness of a training programme can be judged only with the help of training needs identified in advance. The training needs can be identified though following types of analysis. 1. Organizational Analysis It involves a study of the entire organization in terms of its objectives, its resources, resource allocation and utilization, growth potential and its environment. The organizational analysis includes the analysis of  Short term and long term objectives of the firm.  Allocation and efficient utilization of human resources to meet the operational targets.  Organizational Climate including the management‟s attitude towards employee development  Environmental Scanning to identify the factors affecting organization which it can control and the constraints which it can not. 2. Task role / Operational Analysis It is systematic and detailed analysis of jobs to identify job contents, the knowledge, skills and aptitudes required and the work behavior. Attention is paid to tasks to be performed, methods used, the way employees have learnt these techniques and performance standards required is analyzed in this stage. The purpose of operation analysis is to decide what should be taught. 3. Manpower Analysis In this analysis the persons to be trained and the changes required in the knowledge, skills and attitude of an employee is determined. First of all, it is necessary to decide whether performance of employee is below standard and training needed. Secondly it is decided whether employee is capable of being trained. Thirdly, the specific areas in which employee requires training. Lastly, whether training will improve employee‟s performance or not is determined. Training can be relevant and viable if the three types of analysis given above are carried out on continuously. Designing a training Programme Once the objectives and policies of training are decided, appropriate training programme can be designed and conducted. Decisions on the following items are required for this purpose. 1. Responsibility of training The responsibility of the training programme has to be shared among a) The top management b) The Personnel department c) The line supervisors d) The employees who should provide feedback and suggestion 2. Selecting and motivating target group
The type of training method to be used will depend upon the type of persons to be trained. So it is necessary to decide in advance who are to be trained workers, supervisors or executives. The employees will be interested in training if they believe that it will benefit them personally. A climate conducive for learning has to be created through physical and psychological environment. 3.Preparing Trainers The success of a training programme depends to a great extent upon the instructors or the resource persons. The trainer must know both the job to be taught and how to teach it. He should have an aptitude for teaching and should employ right training techniques. 4.Developing training package This step involves deciding the content of training, designing support materials for training and choosing appropriate training methods. It may involve the specific instructions and procedures for doing a job. In addition to the contents, methods and time period it also includes budget. Supporting materials may include detailed syllabus, study notes, case studies, pamphlets, charts, manuals, brochures and movie slides. TRAINING METHODS The training methods employed for training of operatives may be described under. 1. On-the-job training (OJT) In this method trainees are placed on regular job and taught the skills necessary to perform it. The trainee learns under the supervision of superior or instructor. It is also called learning by doing. 2. Vestibule training In this method a training centre called vestibule is setup and actual job conditions are stimulated. Expert trainers are employed to provide training with machines that are identical to those used in work place. 3. Apprentice training In this method the theoretical instruction and practical learning are provided to trainees in training institutes. The aim is to develop all-round craftsmen. Generally a stipend is paid during training. 4. Class room training Under this method training is provided to company class room. Lectures, case studies group discussions and audio visual aids are used to explain knowledge and skills to employees.
Class room training is useful for teaching concepts and problem solving. It is also useful for orientation training and safety training. 5. Internship training It is a joint programme of training in which educational institutions and business firms cooperate. Selected candidates carry on regular studies for prescribed period. They also work in some factory or office to acquire practical knowledge and skills. This method helps to provide good balance between theory and practice.
CHAPTER-4 DATA ANALYSIS AND INTERPRETATION
1. IMPORTANCE GIVEN TO TRAINING AND DEVELOPMENT

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Training and development (HR).docx

  • 1. TRAINING AND DEVELOPMENT TOWARDS INDIVILLAGE TECH SOLUTION LLP AT YEMMIGANUR
  • 2. CHAPTERS CONTENTS PG.NO 1. INTRODUCTION 2. STUDY DESIGN AND METHODOLOGY  OBJECTIVE  NEED AND SIGNIFICANCE  SCOPE OF THE STUDY  LIMITATION  RESEARCH METHODOLOGY 3. INDUSTRY PROFILE AND COMPANY PROFILE 4. DATA ANALYSIS AND INTERPRETATION 5.  FINDINGS  SUGGESTIONS  CONCLUSION  BIBLOGRAPHY  ANNEXURE
  • 3. Abstract 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 is a combined role often called human resources development (HRD) meaning the development of “Human” resources to remain competitive in the marketplace. Training focuses on doing activities today to develop employees for their current jobs and development is preparing employees for future roles and responsibilities. It carry 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, gains competitive advantage and seek self growth: this measurable performance resulting from good training and development, shall enhance organization development. It is a process transferring information and knowledge to employers. It is equipping employers to translate that information and knowledge into practice with a view to enhancing organization effectiveness and productivity, and the quality of a management of people. It should be considered along with education policies and systems which are crucial to the development of human resources
  • 5. ABOUT HUMAN RESOURCES (HR) : The human resources of an organization consist of all people who performs its activity Human resource management (HRM) is concerned with the personnel policies and managerial practices and systems that influence the workforce. In broader terms, all decisions that affect the workforce of the organization concern the HRM function The activities involved in HRM function are pervasive throughout the organization. Line managers, typically spend more than 50% of their time for human resource activities such hiring, evaluating, disciplining, and scheduling employees. Definition “It is the planning, organizing, directing and controlling and also maintaining resources to accomplish the organization objectives.  P. Subbarao Smith and Hulin have suggested that there are five job dimensions that represents that most important characteristics of a job about which people have effective responses, these are 1. The work Itself: The extent to which the job provides the individual with the interesting tasks, opportunities for learning, and the chance to accept the responsibility 2. Pay: The amount of financial remuneration that is received and their degree to which this is viewed as quotable vis-à-vis that of others in the organization. 3. Promotion opportunities: The chances for advancement in the organization. 4. Supervision: The abilities of the supervisor to provide technical assistance and behavioral support. 5. Co-workers: The degree to which fellow workers are technically proficient and socially supportive
  • 6. Objectives of Human Resources Management Societal Objectives HRM comprises developing programs that fulfill employees’ economic, psychological, ethical, and social needs. For example, compensation and benefits programs, equal opportunity programs, community relations programs, disability employment programs, community relations programs etc. These programs aim to meet employees’ societal objectives, motivating and retaining productive employees. Organizational Objectives HRM ensures the availability of the correct number of employees at the right place with the right skills. This helps an organization achieve its goals and objectives within the stipulated time. Besides this, HRM involves policies for various work-related facilities and amenities for employees, such as a safe and clean workplace, technical guidance, and support to perform effectively. HRM also assists an organization in improving employees- employer relations by focusing on fair compensation, better rewards and benefits, etc. Functional Objectives The functional objective of HRM is to prepare organizational policies in compliance with provisional/ territorial and federal laws related to human rights, occupational health and safety, employment equity, labor relations, and employment standards. This helps organizations maintain the quality of work life and ensure ethical employee behavior Personal Objectives The personal objective of HRM includes acquiring, developing, utilizing, and retaining efficient employees in an organization. This can be possible if employees can accomplish organizational along with their individual goals. For this, employees should be provided with adequate training and feedback on their performance. This helps employees to identify the areas of improvement and rectify them.
  • 7. Features of HRM 1. People Oriented This essential HRM feature is rather obvious. But, of course, humans are what human resource management is all about. Therefore, people have to be the focus of successful HRM. While managing their affairs at work is a given, excellent HR management considers everything that surrounds us as people. 2. Employee Oriented This vital HRM characteristic means making the lives of employees at work easy. It includes not just managing them but also remaining accessible for all queries and support. The quicker HR professionals understand that a business runs most efficiently when its employees are happy, the better the outcome. An example where being employee-oriented should be a must-have characteristic of HRM is when an employee is consistently late for work. Then, it isn’t time to walk up to them and hand them a warning letter. Instead, investigate what’s going on in their lives that you could help with. 3. Gives Opportunities This characteristic of HRM could have a rather large scope. However, the focus of this HRM feature should be to let employees know that there is room for career growth. HR management teams must help employees set realistic, time-bound goals for their growth in the organization. 4. Decision Oriented Data gathering is relatively easy in today’s world. However, what gets done with that data is essential. Therefore, a crucial feature of HRM is to crunch data and provide a wealth of accurate, helpful information 5. Development Oriented It is a vital, two-pronged characteristic of HRM. One aspect of this HRM feature is to ensure the development of employees. Plan training schedules well in advance to meet current and future growth requirements and ensure that the employees are meeting business demands. An employee who is given knowledge naturally has more confidence in executing their job better. 6. Individual Focus Having a plan as a whole is vital for any team. But, equally important is to keep individual goals in focus. A smart thing to do for smooth HRM is to take the time to meet individual employees and see if they are happy. But, unfortunately, a survey doesn’t always cut it.
  • 8. 7. Continuous Function This HRM characteristic is self-explanatory. How often does it feel like the office is falling apart when the HR manager takes a sick day? HRM is a constant flow of information and action. Inaction in the HRM aspect could be disastrous. Therefore, a vital characteristic of HRM is constantly being aware of how employees are doing, how effectively they are doing it, and how they feel about performing their jobs 8. Future Oriented It is an essential characteristic of HRM and could be considered one of the crucial HRM features. Not only does this tie in very closely with many other attributes on this list, but it is also a function that needs a focus of its own. Preparing for the future is vital, whether it is the future of the company’s growth, changes in culture, change in the work environment, or meeting new trends or future employee requirements. With the right tools at your disposal and agile plans in place, being future-oriented is a foolproof HRM feature to safeguard the business from any unexpected pitfalls. 9. Universal HRM is a function that applies across every type of organization there is. For example, a twoperson operation needs some level of HRM, as does a 500-employee operation. Universality is a core feature of HRM
  • 9. Introduction Conventional ‘training’ is required to cover essential work-related skills, techniques and knowledge, and much of this taking a positive progressive approach to this sort of traditional training. Training and development guide is oriented chiefly around what’s good for people, rather than chiefly what’s profitable for organizations. The reason for this is that in terms of training, and development, what’s good for people is good for the organizations in which they work–what’s good for people’s development is good for organizational performance, quality, customer satisfaction, effective management and control, and therefore profits too. What is Training and Development? Training and Development is the continuous process of improving skills, gaining knowledge, clarifying concepts and changing attitude through structured and planned education by which the productivity and performance of the employees can be enhanced. Training and Development emphasize on the improvement of the performance of individuals as well as groups through a proper system within the organization which focuses on the skills, methodology and content required to achieve the objective. Good & efficient training of employees helps in their skills & knowledge development, which eventually helps a company improve its productivity leading to overall growth. Training and Development : DEFINITION Training and Development in HRM is defined as a system used by an organization to improve the skills and performance of the employees. It is an educational tool which consists of information and instructions to make existing skills sharp, introduce new concepts and knowledge to improve the employee performance.
  • 10. Training and Development Process Training and development is a continuous process as the skills, knowledge and quality of work needs constant improvement. Since businesses are changing rapidly, it is critical that companies focus on training their employees after constantly monitoring them & developing their overall personality. Steps for training and development processes are: 1. Determine the need of training and development for individuals or teams First of all the need has to be seen for training and development. it has to align with the company's goals and objectives. If a company is trying to start a new department or strengthen existing sales team in new products, then an appropriate training is needed. 2. Establish specific objectives & goals which need to be achieved The goals and objectives of the training and development have to be established. Whether the goal is awareness about new products or even installation is required to be learnt. 3. Select the methods of training Next, methods have to be defined. The training can be done as a : a. Classroom Training b. Online Self paced courses c. Course with certification d. Instructor led online training 4. Conduct and implement the programs for employees After the plan and methods are finalized, the training and development programs have to be executed where courses, instructions are taught to the employees, partners or vendors.
  • 11. 5. Evaluate the output and performance post the training and development sessions Training and Development is incomplete without proper monitoring. Monitoring can be done through evaluation of the instructor as well as attendees. Instructor evaluation can be done through feedback or ratings but attendees can be evaluated through internal or external certifications or scores. 6. Keep monitoring and evaluating the performances and again see if more training is required Based on the evaluation results in the previous step, management needs to ascertain that if the training and development program was sufficient for now or more training and enablement would be required. Also, if future trainings are to be planned.
  • 12. Importance of Training and Development For companies to keep improving, it is important for organizations to have continuous training and development programs for their employees. Competition and the business environment keeps changing, and hence it is critical to keep learning and pick up new skills. The importance of training and development is as follows: 1, Optimum utilization of resources 2. Development of skills like time management, leadership, team management etc. 3. To increase the performance, productivity and motivation 4. To imbibe the team spirit 5. For improvement of organization culture 6. To improve quality 7. To increase profitability and bottom line by acquiring new skills 8. Improving brand image by having well trained employees Need for Training and Development Training and development of employees is a costly activity as it requires a lot quality inputs from trainers as well as employees. But it is essential that the company revises its goals and efficiencies with the changing environment. Here are a few critical reasons why the company endorses training and development sessions. 1. Improvement When management thinks that there is a need to improve the performances of employees 2. Benchmarking To set up the benchmark of improvement so far in the performance improvement effort 3. Specific Role Requirement To train about the specific job responsibility and skills like communication management, team management etc. 4. Testing To test the new methodology for increasing the productivity
  • 13. Relation and Difference between Training and Development There is a relation between training and development, and there is clear difference between the two based on goals to be achieved. Development is made to answer the training problems: Training and Development Example Training and Development can be setup in any organization. The focus of the organization should be to train employees on two aspects 1. Job Related Skills 2. Soft Skills TRAINING DEVELOPMENT Training is meant for operatives Development is meant for executives It is reactive process It is pro- active process AIM: To develop additional skills AIM: To develop the total personality It is short term process It is continuous process OBJECTIVE: To meet the present need of an employee OBJECTIVE: To meet the future need of an employee Initiative is taken by the management Initiative is taken by an individual.
  • 15. Objective of the study The present study is been under taken with the following objectives To study the employee training and development in Indivillage Tech Solution LLP  To know and evaluate the skills of the employees require to perform their jobs  To study the various training programmed organized by the organization.  To understand the impact of training programme on the employees of Kotak Securities Pvt . Ltd.  To find out opinion and satisfaction level of the employees regarding the training programme at Kotak Securities Pvt . Ltd. Need of the study  The need for Training and Development. Training is also necessary for the individual development and progress of the employee, which motivates him to work for a certain organisation apart from just money. We also require training update employees of the market trends, the change in the employment policies and other things.
  • 16. Scope of the study The study will help to understand  The present condition of training and development at Kotak Securities Pvt.Ltd.  The expectation of employees towards training and development programmes  To know the willingness of employees towards the training and development programmes LIMITATIONS OF THE STUDY • Lack of Primary Data for the empirical study. • Due to time and word limitation, a micro level study has been conducted on the topic.
  • 17. RESEARCH METHODOLOGY Research Design : The research design adapted in the study is descriptive study and the sampling technique used is simple random sampling. A research is the arrangement of conditions for collections and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. Descriptive study A descriptive study is undertaken in order to ascertain and be able to describe the characteristics of the variable of interest in a situation. Descriptive studies are also undertaken to understand the characteristics the organization that follows certain common practice Experimental study An experiment is a type of research method in which you manipulate one or more independent variables and measure their effect on one or more dependent variables. Experimental design means creating a set of procedures to test a hypothesis Explorative study For instance, an exploratory study might take a broad look at the relationship between mental health and a student's performance or the effects of a particular parenting style on a child's behaviour without producing any firm conclusions. Researchers also refer to exploratory studies as interpretive research or the grounded-theory approach. DATA COLLECTION
  • 18. Data collection is a term used to describe a process of preparing and collecting business data – for example as a part of process improvement or similar project Data collection usually takes place early on in an improvement project, and it’s often formalized through a data collection plan which often contains the following property There are two methods of data collection which are below:  PRIMARY DATA In primary data collection, you collect yourself using the methods such as interviews 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 scenario and to get the original data of present DATA COLLECTION TECHNIQUE: QUESTIONNAIRE: Questionnaire are a popular means of collecting data, but are difficult to design and often require may reviews before an acceptable questionnaire is produced . The features included in questionnaire are:  Theme and covering letter  Instructions for completion  Types of questions  Length INTERVIEW : This technique is primarily used to gain an understanding of underlying reasons and motivations for people’s attitudes, Preferences or behaviour. 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 by the respondent’s initial reply and come to know what is its potential problem is. SAMPLING METHODOLOGY
  • 19. 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 prepared keeping in mind of 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 changes were done. Thus my sampling came out to be judgemental and continent Sampling Unit: The respondents who were asked to fill out questionnaires are the sampling units. Sampling size: 50  SECONDARY DATA Need of using secondary Data I. May be outdated II. They are one of the cheapest and easiest means of access to information III. Secondary data may actually data Provided enough information to resolve the problem being investigated IV. Secondary data can be valuable source of new ideas that can be explored later through primary research LIMITATIONS OF SECONDARY DATA I. May be outdated. II. No control over data collection. III. May not be reported in the required form IV. May not be very accurate V. Collection for some other purpose
  • 21. In this chapter the concepts of Human Resource Management, Training and Development needs and methods, Executive Development programmes are discussed. The systematic approach to training by identifying needs, setting objectives, designing policy and conducting training in an effective way with follow up and evaluation is discussed. In the last section, needs, criteria and methods of evaluating effectiveness of training and development programmes are discussed in detail. HUMAN RESOURCE MANAGEMENT Organization is the process of combining work which individuals or groups has to perform with the facilities necessary for its execution, that the duties so performed provide the best channels for efficient, systematic, positive and coordinated application of the available effort. HRM is the planning organizing directing and controlling of the procurement, development, compensation, integration, maintenance of human capital of an organization to achieve individual, organizational and societal objectives. HRM MODEL The model developed by American Society for Training and development (ASTD) identifies nine human resource areas: 1. Training and Development 2. Organization Development 3. Organization/Job design 4. Human Resource planning 5. Selection and Staffing 43 6. Personnel Research and Information Systems 7. Compensation/Benefits 8. Employee Assistance 9. Union/ Labour Relations. TRAINING AND DEVELOPMENT
  • 22. The efficient working of an organization depends upon efficiency or capability of personnel working in an organization. Organizations and individuals should develop and progress simultaneously for their survival and attainment of mutual goals. Employees need to be trained and developed to meet present job requirements and future challenges. Training and development is a specialized function and one of fundamental operative functions of Human resource management. The purpose of training is to achieve a change in behavior of those trained and to enable them to do their job better in order to achieve this objective. Any training programme should try to bring changes in:  Knowledge- It helps a trainee to know facts, policies, procedures and rules pertaining to his job.  Skills-It helps him to increase his technical and manual efficiency necessary to do the job and  Attitude- It moulds his behavior towards his co-workers and supervisors and creates a sense of responsibility in the trainee. Training is a short term process utilizing a systematic and organized procedure by which nonmanagerial persons learn technical knowledge and skills for a definite purpose. The terms „Training‟ and „Development‟ are used synonymously. But they have different meanings. While training is the act of increasing the knowledge and skills of an employee for doing a particular job, the Management Development includes the process by which managers and executives acquire not only skills and competence in their present job, but also capacities for future managerial tasks of increasing difficulty and scope. Development is a long- term process utilizing a systematic and organized procedure by which managerial persons learn conceptual and theoretical knowledge for long term use. Need for Training
  • 23. Training is required on account of the following reasons. 1. Job requirements The employee selected for a job might lack the qualifications required to perform the job effectively. New and inexperience employees requires detailed introduction for effective performance on the job. In some cases the past experience, attitudes and behavior patterns of experienced persons may be in appropriate for new organization. 2. Technological Changes The technology is changing fast. Increased use of fast changing techniques requires training in mew technology. New jobs utilizing latest technology require new skills. Both new and old skills require training. 3. Organizational Viability In order to survive and grow an organization must continuously adopt itself to changing environment. With increasing economic liberalization and globalization in India, Business firms are experiencing international competition. So the firms must upgrade their capabilities. An organization must build up a second line of command through training in order to meet the future needs for human resources 4. Internal Mobility Training becomes necessary when an employee moves from one job to another due to promotion or transfer. Importance of Training
  • 24. 1. Training enables management to face the pressure of changing environment. 2. Training usually results in an increase of quantity and quality of output. 3. Training needs to job satisfaction and higher morale of employees. 4. Trained workers need lesser supervision. 5. Trained workers enable enterprise to face competition. 6. It moulds the employees‟ attitudes and helps them to achieve better co-operation within organization. 7. Trained employees make better economic use of materials and equipments resulting in reduction of wastage and spoilage. 8. Training instructs the workers towards better job adjustment and reduces the rate of labour turnover and absenteeism. Benefits of Training Training is helpful to employees in the following ways 1. Training improves self confidence. 2. Training leads to higher earnings of employees by increasing productivity. 3. Training improves safety awareness and trained employees are less prone to accidents. 4. Training enables an employee to adapt to changes in the work procedures and methods. 5. An employee can develop himself and earn quick promotion. 6. Training develops new knowledge and skills which remains permanently with him. Types of Training
  • 25. Training is required for several purposes. Accordingly training programmes may be the following types. Orientation Training/Induction Training Induction training seeks to adjust newly appointed employees to the work environment. Every new employee needs to be made fully familiar with his job, his supervisor and subordinates with the rules and regulations of the organization. The induction training creates self confidence in new employees. Job training It refers to the training provided with a view to increase the knowledge and skills for improving performance of the job. Employees may be taught the correct methods of handling equipments and machines used in the job. Such training helps to reduce accidents, waste and in efficiency in performance of the job. Safety training Training provided to minimize accidents and damage to machinery is known as safety training. It involves instruction to perform the work safely. Promotional training It involves training of existing employees to enable them to perform high level jobs. Employees with potential are selected and they are given training before their promotion. So that they do not find difficulty to shoulder the higher responsibilities of the new positions to which they are promoted. Refresher training When the existing techniques become obsolete due to development of better techniques, employees have to be trained in use of new methods and techniques. Refresher training is designed to revive and refresh knowledge and update the skills of existing employees. Remedial Training Remedial training is arranged to overcome the shortcoming in the behavior and performance of old employees. Remedial training shall be conducted by psychological experts. EXECUTIVE DEVELOPMENT
  • 26. Importance of Executive Development  There is a shortage of trained managers. The organization has to develop the employees and maintain and inventory of executive skills to future demands.  The performance of company depends upon the quality of its mangers. It is of paramount importance to have effective and desired managerial talents to meet the organization‟s demand.  Obsolescence of managerial skills is an important factor. A manager must continuously update himself to successfully meet new challenges as they occur. Process of Executive Development The essential ingredients of executive development programmes are as follows. 1. Analysis of development needs: - First of all the present and future development needs of the organization are ascertained. It is necessary to determine how many and what type of executives are required to meet the present and future needs of the enterprise. 2. Appraisal of the present managerial talent: - A qualitative assessment of the existing executives is made to determine the type of executive talent available within the organization. 3. Planning individual development programmes: Each one of us has a unique set of physical, intellectual and emotional characteristics. Therefore, development plan should be tailor-made for each individual. 4. Establishing training and development programme: - The HR department prepares comprehensive and well conceived programmes. 5. Evaluating developing programs: - Considerable money, time and efforts are spent on executive development programmes. It is therefore natural to find out to what extent the programme‟s objective has been achieved. Methods of Executive Development
  • 27. Methods of development or executive development can be broadly divided into two categories. 1) On the job development or executive development: it means increasing the ability of the executives while performing their duties, to develop them in real work situation. It includes the following methods: a) On the job coaching: under this method superior only guides his subordinate about various methods and skill required to do the job. Here the superior only guides his subordinate he gives his assistance whenever required. The main purpose of this type of training is not only to learn the necessary skills but to give them diversified knowledge to grow in future. The superior is responsible for subordinate‟s performance. So the superior must always provide the subordinate necessary assistance whenever required. b) Understudy: under this method of development the trainee is prepared to fill the position of his superior. He in the near future will assume to do the duties of his superior when he leaves the job due to retirement, transfer or promotion. c) Job rotation: here the executive is transferred from one job to another or from one plant to other. The trainee learns the significance of the management principles by transferring learning from one job to another. This method helps in injecting new ideas into different departments of the organization. d) Committee assignment: under this method committee is constituted and assigned a subject to give recommendations. The committee makes a study of the problem and gives suggestions to the departmental head. It helps the trainees because every member of the committee gets a chance to learn from others. 2) Off the job development or executive development: here the executives gets the training off the job means not when they are doing the job. It involves following methods: a) Special courses: here the executives attend the special courses which are organized by the organization. Under this experts from professional institutions provide them the training. b) Specific readings: here the human resource development manager provides copies of specific articles published in the journals to the executives to improve their knowledge. The executives study such books or articles to enhance their knowledge. c) Special projects: under this method the trainee is given a project related to the objective of the department. The project helps the trainee in acquiring the knowledge of the particular topic. d) Conference training: here the organization conducts a group meeting. In which the executive learn from the others by comparing his opinion with others. e) Sensitivity training: it is also known as T group training or laboratory training. It is conducted under controlled conditions. T group help in learning certain things, they help the participants to understand how group actually work. It helps in increasing the tolerance power of 50 the individual and ability to understand others. T group generally sits together and discuss for hours where the members learn about their own behavior and behavior of others SYTEMETIC APPROCH TO TRAINING
  • 28. Identifying training needs All training needs must be related to the specific needs of organization an individual employees. A training programme is launched after the training needs are assessed and Identifying training needs Setting training objectives and policy Designing training programme Conductiong training Follow up and evaluation identified clearly. The effectiveness of a training programme can be judged only with the help of training needs identified in advance. The training needs can be identified though following types of analysis. 1. Organizational Analysis It involves a study of the entire organization in terms of its objectives, its resources, resource allocation and utilization, growth potential and its environment. The organizational analysis includes the analysis of  Short term and long term objectives of the firm.  Allocation and efficient utilization of human resources to meet the operational targets.  Organizational Climate including the management‟s attitude towards employee development  Environmental Scanning to identify the factors affecting organization which it can control and the constraints which it can not. 2. Task role / Operational Analysis It is systematic and detailed analysis of jobs to identify job contents, the knowledge, skills and aptitudes required and the work behavior. Attention is paid to tasks to be performed, methods used, the way employees have learnt these techniques and performance standards required is analyzed in this stage. The purpose of operation analysis is to decide what should be taught. 3. Manpower Analysis In this analysis the persons to be trained and the changes required in the knowledge, skills and attitude of an employee is determined. First of all, it is necessary to decide whether performance of employee is below standard and training needed. Secondly it is decided whether employee is capable of being trained. Thirdly, the specific areas in which employee requires training. Lastly, whether training will improve employee‟s performance or not is determined. Training can be relevant and viable if the three types of analysis given above are carried out on continuously. Designing a training Programme Once the objectives and policies of training are decided, appropriate training programme can be designed and conducted. Decisions on the following items are required for this purpose. 1. Responsibility of training The responsibility of the training programme has to be shared among a) The top management b) The Personnel department c) The line supervisors d) The employees who should provide feedback and suggestion 2. Selecting and motivating target group
  • 29. The type of training method to be used will depend upon the type of persons to be trained. So it is necessary to decide in advance who are to be trained workers, supervisors or executives. The employees will be interested in training if they believe that it will benefit them personally. A climate conducive for learning has to be created through physical and psychological environment. 3.Preparing Trainers The success of a training programme depends to a great extent upon the instructors or the resource persons. The trainer must know both the job to be taught and how to teach it. He should have an aptitude for teaching and should employ right training techniques. 4.Developing training package This step involves deciding the content of training, designing support materials for training and choosing appropriate training methods. It may involve the specific instructions and procedures for doing a job. In addition to the contents, methods and time period it also includes budget. Supporting materials may include detailed syllabus, study notes, case studies, pamphlets, charts, manuals, brochures and movie slides. TRAINING METHODS The training methods employed for training of operatives may be described under. 1. On-the-job training (OJT) In this method trainees are placed on regular job and taught the skills necessary to perform it. The trainee learns under the supervision of superior or instructor. It is also called learning by doing. 2. Vestibule training In this method a training centre called vestibule is setup and actual job conditions are stimulated. Expert trainers are employed to provide training with machines that are identical to those used in work place. 3. Apprentice training In this method the theoretical instruction and practical learning are provided to trainees in training institutes. The aim is to develop all-round craftsmen. Generally a stipend is paid during training. 4. Class room training Under this method training is provided to company class room. Lectures, case studies group discussions and audio visual aids are used to explain knowledge and skills to employees.
  • 30. Class room training is useful for teaching concepts and problem solving. It is also useful for orientation training and safety training. 5. Internship training It is a joint programme of training in which educational institutions and business firms cooperate. Selected candidates carry on regular studies for prescribed period. They also work in some factory or office to acquire practical knowledge and skills. This method helps to provide good balance between theory and practice.
  • 31. CHAPTER-4 DATA ANALYSIS AND INTERPRETATION
  • 32. 1. IMPORTANCE GIVEN TO TRAINING AND DEVELOPMENT