31187389 a project report on training and development of hal
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A Project Report on Training and Development of WNS
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CONTENTS
TOPIC PAGE NO.
CHAPTER-1 3Introduction
CHAPTER-2 4-9WNS An overview
CHAPTER-3 9-19Training & Development
CHAPTER-4 20-34Learning & Training
CHAPTER-5 35-38Training program in WNS
CHAPTER-6 39Conclusion
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CHAPTER-1
INTRODUCTION
Employee training tries to improve skills, or add to the existing level of knowledge so that
employee is better equipped to do his present job, or to prepare him for a higher position with
increased responsibilities. However individual growth is not and ends in itself. Organizational
growth need to be measured along with individual growth.
Training refers to the teaching or learning activities done for the primary purpose of helping
members of an organization to acquire and apply the knowledge skills, abilities, and attitude
needed by that organization to acquire and apply the same. Broadly speaking training is the act
of increasing the knowledge and skill of an employee for doing a particular job.
In todays scenario change is the order of the day and the only way to deal with it is to learn and
grow. Employees have become central to success or failure of an organization they are the
cornucopia of ideas. So it high time the organization realize that train and retain is the mantra of
new millennium.
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CHAPTER-2
WNS AN OVER VIEW
MISSION
Tobecome a globall y competi tive aerospace industry whi le worki ng as an instrument f or
achieving self-rel iance in design , manuf acture and main tenance of aerospace defence
equipment and diversifying to related areas, managing the business on commercial li nes in a
climate of growing professional competence"
VALUES
CUSTOMER SATISFACTION
We are dedicated to building a relationship with our customers where we become partners in
fulfilling their mission. We strive to understand our customers ' needs and to deliver products
and services that fulfill and exceed all their requirements.
COMMITMENT TO TOTAL QUALITY
We are committed to continuous improvement of all our activities. We will supply products and
services that conform to highest standards of design, manufacture, reliability, maintainability and
fitness for use as desired by our customers.
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COST AND TIME CONSCIOUSNESS
We believe that our success depends on our ability to continually reduce the cost and shorten the
delivery period of our products and services. We will achieve this by eliminating waste in all
activities and continuously improving all processes in every area of our work.
INNOVATION AND CREATIVITY
We believe in striving for improvement in every activity involved in our business by pursuing
and encouraging risk-taking, experimentation and learning at all levels within the company with
a view to achieving excellence and competitiveness.
TRUST AND TEAM SPIRIT
We believe in achieving harmony in work life through mutual trust, transparency, co-operation,
and a sense of belonging. We will strive for building empowered teams to work towards
achieving organizational goals.
RESPECT FOR THE INDIVIDUAL
We value our people. We will treat each other with dignity and respect and strive for individual
growth and realisation of everyone's full potential.
INTEGRITY
We believe in a commitment to be honest, trustworthy, and fair in all our dealings. We commit to
be loyal and devoted to our organization. We will practice self discipline and own responsibility
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for our actions. We will comply with all requirements so as to ensure that our organization is
always worthy of trust.
WNSbegan operations as a captive / in-house unit ofBritish Airwaysin 1996. WNS started
focusing on providingBusiness Process Outsourcingservices to third parties in 2003.WarburgPincus acquired a controlling stake in the company fromBritish Airwaysin May, 2002 with the
induction of a new senior management team. WNS went public in 2006.
In 2010, WNS underwent a restructuring exercise under the leadership of its Group CEO, MrKeshav R. Murugesh to become a verticalized organization by introducing domain expertise in
key industry verticals. The company started out with six verticals and today has ten verticals.
WNS is considered to be one of the pioneers of the verticalized strategy.
WNS Limited, is a leading global business process outsourcingcompany. WNS offers business
value to 200+ global clients by combining operational excellence with deep domain expertise inkey industry verticals, including Travel, Insurance, Banking and Financial Services,Manufacturing, Retail and Consumer Packaged Goods, Shipping and Logistics, Healthcare and
Utilities. WNS delivers an entire spectrum of business process outsourcing services such as
finance and accounting, customer care, technology solutions, research and analytics andindustry-specific back-office and front-office processes. WNS has over 25,000 professionals
across 31 delivery centers worldwide, including China*, Costa Rica, India, the Philippines,
Poland, Romania, South Africa, Sri Lanka, UK and US.
Deep industry knowledge and expertise, a partnership approach, comprehensive service offerings
and a proven track record enable us todeliver business valueto many of the worlds leading
companies. We are passionate about building an organization that is valued by our clients,employees, business partners, investors and the community at large. Our management
teamcomprises accomplished professionals from leading global organizations. Each member
brings deep business acumen and outsourcing domain expertise, ensuring a strong growth curve.
WNS are distinguished by three key attributes:
Industry knowledge and functional capabilities.
WNS has successfully developed and adhered to a strategy focused on selective industry and
functional segments. In doing so, we have established unparalleled domain expertise that enables
us to better serve our clients and to differentiate the company within the BPO industry.
Operational excellence
WNS runs critical business operations for global corporations, increasing their profits bycombining high-quality services, state-of-the-art infrastructures and the latest technology. We
operate as extensions of their enterprises.
http://en.wikipedia.org/wiki/British_Airwayshttp://en.wikipedia.org/wiki/British_Airwayshttp://en.wikipedia.org/wiki/British_Airwayshttp://en.wikipedia.org/wiki/Business_Process_Outsourcinghttp://en.wikipedia.org/wiki/Warburg_Pincushttp://en.wikipedia.org/wiki/Warburg_Pincushttp://en.wikipedia.org/wiki/British_Airwayshttp://en.wikipedia.org/wiki/British_Airwayshttp://en.wikipedia.org/wiki/British_Airwayshttp://www.wns.com/Resources/CaseStudies.aspxhttp://www.wns.com/Resources/CaseStudies.aspxhttp://www.wns.com/Resources/CaseStudies.aspxhttp://www.wns.com/AboutUs/ManagementTeam.aspxhttp://www.wns.com/AboutUs/ManagementTeam.aspxhttp://www.wns.com/AboutUs/ManagementTeam.aspxhttp://www.wns.com/AboutUs/ManagementTeam.aspxhttp://www.wns.com/AboutUs/ManagementTeam.aspxhttp://www.wns.com/Resources/CaseStudies.aspxhttp://en.wikipedia.org/wiki/British_Airwayshttp://en.wikipedia.org/wiki/Warburg_Pincushttp://en.wikipedia.org/wiki/Warburg_Pincushttp://en.wikipedia.org/wiki/Business_Process_Outsourcinghttp://en.wikipedia.org/wiki/British_Airways -
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Depth and breadth of managementOur leadership team comprises of professionals with outstanding and highly relevant corporate-
management, industry-specific and global experience. With over 125 person years of experiencein the offshoring space, our executive team design, operates and leads large and critical offshore
programs for several global corporation
Products& services\careers :
WNS is a leading provider of offshore BPO services. We deliver value to our customers bybringing operational excellence and deep industry and functional knowledge to their critical
business processes. We provide high-quality execution of client processes, monitor these
processes against multiple performance metrics, and seek to improve them on an ongoing basis.
We serve several industries, including travel, banking, financial services, insurance,
manufacturing, retail, logistics, utilities and professional services. In addition to industry-specific
services, we offer a range of services across multiple industries, in areas such as finance and
accounting; human resources; supply-chain management; market, business and financialresearch, and analytical services.
Industry SpecializationsTravel
Insurance
Financial ServicesHealthcare
Professional Services
Legal ServicesManufacturing / Retail
Logistics
Functional Specializations
Business Technology Group
Finance & AccountingResearch & Analytics
Customer Service
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WNS are committed to the following practices:
Valuing Leadership: Identifying and developing leaders is a core value at WNS. We hire highpotential talent with a desire to excel. We then make sure they have the opportunity to learn new
skills, receive regular and professional feedback and become leaders.
Learning on the job: Interacting with demanding global customers, WNS associates learn how tobe customer-focused and quality-conscious. After an initial training stint at WNS, they become
trained professionals with the people management, team building and communication skills
necessary to consistently deliver exceptional results.
Professional development: Learning at WNS goes beyond job-related skills. We invest in
building skills such as process management, client engagement and internal consulting. Our
Learning Academy helps our people to move to the next rung in the organization throughprograms such as Problem Solving, Client Engagement Skills, Executive Coaching, Team
Communication, Performance Appraisal, and Coaching for Performance and Situational
Leadership. Our philosophy is to ensure our people grow at the same pace if not faster than theirpeers in the industry.
Growing at WNS: We make sure that a majority of the job opportunities are filled through
internal promotions. We believe that talent is a corporate resource and that it is our responsibilityto ensure that all deserving candidates have access to internal career opportunities. A team leader
could rise to the level of AVP within 5 years of joining WNS.
Work culture: We take our work seriously but try not to take ourselves too seriously. We are
passionate about success and celebrating each other's accomplishments. We treat everyone as an
equal and value differences. We work hard and so deserve to enjoy ourselves when we can.
WNS is a leading global Business Process Outsourcing (BPO)company. WNS extends the
enterprise of some of the worlds best brands by providing vertical-led solutions for Travel &Leisure, Banking & Financial services, Insurance, Shipping & Logistics, Utilities, Healthcare,
Manufacturing, Telecommunications, and Retail & Consumer Packaged Goods industries. WNS
also has a strong horizontal focus with its Finance & Accounting, Contact Center and Research& Analytics solutions.
We enable our clients to OUTPERFORM by transforming their business processes with domainexpertise, partnership approach and global delivery capability.
Deep Domain Expertise:BPOservices truly improve business performance only when they are combined with industryintimacy. We have built strong capabilities in industries such as Travel and Leisure, Banking and
Financial Services, Insurance, Transportation, Manufacturing, Utilities, Healthcare, Consumer
Goods, Retail and Professional Services. We match capabilities of our employees with clients
requirements by putting our employees through trainings and certifications.
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Partnership Orientation:As a BPOservice provider, it is important to establish a seamless structure where there is
alignment of interests between the provider and the client. At WNS, the interplay of quality,satisfaction and economics is managed thoughtfully and aggressively through contracts, which
balance ownership and control with risk and reward. We structure financial models that best
respond to the stage of the relationshiptransition, stabilization, continuous improvementandour clients goals for the relationship.
Global Delivery Capability:
Our clients enterprises are global.BPOservices need to have global delivery capabilities, oftenwith proximity to clients key business units. The WNS Global Delivery Network responds to
needs for language, cultural alignment, redundancy and 24/7 operations. Across our global
delivery centers, employees use common methodologies, tools and assets to deliver services
seamlessly to clients. Access to the WNS Global Delivery Network also creates a scalable andflexible network that allows clients to tap the right skills and services at the right price wherever
they are available: onshore, near-shore or offshore. Our priority is to expand this global delivery
network to serve the ever-changing business needs of our clients.
WNS believes that BPObenefits go beyond operational efficiency, merely satisfying service-
level agreements and lowering costs. In a dynamic business environment, where increasing
globalization challenges business viability and growth, companies should expect BPOserviceproviders to drive greater strategic effectiveness and business value beyond the scope of the
agreement. WNS is geared to offer clients what they need in this current business environment
with flexibility and innovation in pricing and engagement models.
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CHAPTER-3
TRAINING AND DEVELOPMENT
It is a subsystem of an organization. It ensures that randomness is reduced and learning or
behavioral change takes place in structured format.
TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT
Traditi onal ApproachMost of the organizations before never used to believe in training. They
were holding the traditional view that managers are born and not made. There were also some
views that training is a very costly affair and not worth. Organizations used to believe more in
executive pinching. But now the scenario seems to be changing.
The modern approach of training and development is that Indian Organizations have realized
the importance of corporate training. Training is now considered as more of retention tool than a
cost. The training system in Indian Industry has been changed to create a smarter workforce and
yield the best results.
TRAINING DEFINED
It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts,
rules, or changing of attitudes and behaviours to enhance the performance of employees.
Training is activity leading to skilled behavior
Its not what you want in life, but its knowing how to reach it
Its not where you want to go, but its knowing how to get there
Its not how high you want to rise, but its knowing how to take off
It may not be quite the outcome you were aiming for, but it will be an outcome
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Its not what you dream of doing, but its having the knowledge to do it
It's not a set of goals, but its more like a vision
Its not the goal you set, but its what you need to achieve it
Training is about knowing where you stand (no matter how good or bad the current situation
looks) at present, and where you will be after some point of time. Training is about the
acquisition of knowledge, skills, and abilities (KSA) through professional development.
Importance of Training and Development
Optimum Utilization of Human Resources Training and Development helps in optimizing the
utilization of human resource that further helps the employee to achieve the organizational goals
as well as their individual goals.
Development of Human Resources Training and Development helps to provide an
opportunity and broad structure for the development of human resources technical and
behavioral skills in an organization. It also helps the employees in attaining personal growth.
Development of skills of employees Training and Development helps in increasing the job
knowledge and skills of employees at each level. It helps to expand the horizons of human
intellect and an overall personality of the employees
Productivity Training and Development helps in increasing the productivity of the
employees that helps the organization further to achieve its long-term goal
Team spirit Training and Development helps in inculcating the sense of team work, team
spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees
Organization Culture Training and Development helps to develop and improve the
organizational health culture and effectiveness. It helps in creating the learning culture within the
organization.
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Organization Climate Training and Development helps building the positive perception and
feeling about the organization. The employees get these feelings from leaders, subordinates, and
peers.
Quality Training and Development helps in improving upon the quality of work and work-
life.
Healthy work-environmentTraining and Development helps in creating the healthy working
environment. It helps to build good employee, relationship so that individual goals aligns with
organizational goal.
Health and Safety Training and Development helps in improving the health and safety of the
organization thus preventing obsolescence.
Morale Training and Development helps in improving the morale of the work force.
Image Training and Development helps in creating a better corporate image.
Profitability Training and Development 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. It helps in understanding and carrying out
organizational policies.
Training and Development helps in developing leadership skills, motivation, loyalty, better
attitudes, and other aspects that successful workers and managers usually display.
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TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and developmentdivision is to make sure the availability of a
skilled and willing workforce to an organization. In addition to that, there are four other
objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.
Organizational Objectives assist the organization with its primary objective by bringing
individual effectiveness.
Functional Objectives maintain the departments contribution at a level suitable to the
organizations needs.
Societal Objectives ensure that an organization is ethically and socially responsible to the
needs and challenges of the society.
Training and Human Resource Management
The HR functioning is changing with time and with this change, the relationship between the
training function 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 a
vital part in the organization, then it is difficult to accept that such a company has effectively
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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 Human Resource Management 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 Professionals 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:
1. Active involvement in employee education
2. Rewards for improvement in performance
3. Rewards to be associated with self esteem and self worth
4. Providing pre-employment market oriented skill development education and post employment
support for advanced education and training
5. Flexible access i.e. anytime, anywhere training.
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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 (KSAs).
THE TRAINING SYSTEM
A System is a combination of things or parts that must work together to perform a particular
function. An organization is a system and training is a sub system of the organization. The
System Approach views training as a sub system of an organization. System Approach can be
used to examine broad issues like objectives, functions, and aim. It establishes a logical
relationship between the sequential stages in the process of training need analysis (TNA),
formulating, delivering, and evaluating. There are 4 necessary inputs i.e. technology, man,
material, time required in every system to produce products or services. And every system must
have some output from these inputs in order to survive. The output can be tangible or intangible
depending upon the organizations requirement. A system approach to training is planned
creation of training program. This approach uses step-by-step procedures to solve the problems.
Under systematic approach, training is undertaken on planned basis. Out of this planned effort,
one such basic model of five steps is system model that is explained below. Organization are
working in open environment i.e. there are some internal and external forces, that poses threats
and opportunities, therefore, trainers need to be aware of these forces which may impact on the
content, form, and conduct of the training efforts. The internal forces are the various demands of
the organization for a better learning environment; need to be up to date with the latest
technologies.
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The three model of training are:
1. System Model
2. Instructional System Development Model
3. Transitional model
System Model Training
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 to required standards.
Model of training are as follows:
1. Analyze and identify the training needs i.e. to analyze the department, job, employees
requirement, who needs training, what do they need to learn, estimating training cost, etc.
2. The next step is to develop a performance measure on the basis of which actual performance
would be evaluated.
3. Design and provide training to meet identified needs. This step requires developing objectives
of training, identifying the learning steps, sequencing and structuring the contents.
4. 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.
5. Implementing is the hardest part of the system because one wrong step can lead to the failure
of whole training program.
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6. 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 Instructional System Development Model(ISD)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:
1. ANALYSIS This phase consist of training need assessment, job analysis, and target
audience analysis.
2. 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.
3. DEVELOPMENTThis 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 trainee including handouts of summary.
4. EXECUTION This phase focuses on logistical arrangements, such as arranging speakers,
equipments, benches, podium, food facilities, cooling, lighting, parking, and other training
accessories.
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5. EVALUATION The purpose of this phase is to make sure that the training program has
achieved its aim in terms of subsequent work performance. This phase consists of identifying
strengths 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. 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.
Visionfocuses 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 may include setting a role mode, or bringing some internal
transformation, or may be promising to meet some other deadlines
Missionexplain 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 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.
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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 mind and then
the training model is further
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.
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CHAPTER-4
LEARNING AND TRAINING
Irrespective of the type or method of training, a trainer has to keep in mind some of the
principles of learning or motivation, which would enhance internationalization of what is taught.
PRINCIPLES OF TRAINING
MOTIVATIONLearning is enhanced when the learner is motivated. Learning experience must be designed so
learners can see how it will help in achieving the goals of the organization. Effectiveness of
training depends on motivation.
FEEDBACKTraining requires feedback. It is required so the trainee can correct his mistakes. Only getting
information about how he is doing to achieve goals, he can correct the deviations.
REINFORCEMENT
The principle of reinforcement tells the behaviors that are positively reinforced are encouraged
and sustained. It increases the likelihood that a learned behavior well be repeated.
PRACTICEPractice increases a trainees performance. When the trainees practice actually, they gain
confidence and are less likely to make errors or to forget what they have learned.
INDIVIDUAL DIFFERENCESIndividual training is costly. Group training is advantageous to the organization. Individuals vary
in intelligence and aptitude from person to person. Training must be geared to the intelligence
and aptitude of individual trainee.
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OBJECTIVES OF TRAINING
TO INCREASE PRODUCTIVITYAn instructor can help employees increase their level of performance on their assignment.
Increase in human performance leads to increase in the operational productivity and also the
increase in the profit of the company.
TO IMPROVE QUALITYBetter-trained workers are less likely to make operational mistakes. It can be in relationship to
the company or in reference to the intangible organizational employment atmosphere.
TO HELP A COMPANY FULFILL ITS FUTURE PERSONNEL NEEDSThe organizations having good internal training and development programmes will have to make
less changes and adjustments. When the need arises, vacancies can be easily staffed.
TO IMPROVE ORGANIZATIONAL CLIMATEAn endless chain of positive reactions result from a well planned training programme.
TO IMPROVE HEALTH AND SAFETYProper training can prevent industrial accidents. A safer atmosphere leads to
more stable attitudes on part of the employees.
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PERSONAL GROWTHEmployees on a personal basis gain individually from their exposure to educational expressions.
Training programmes give them wider awareness and skills
NEED FOR TRAINING
To impart to the new entrants the basic knowledge and skills they need for definite tasks. To assist employees to function more effectively in their present positions by exposing
them to new concepts.
To build a line of competent people and prepare them to occupy more responsiblepositions.
To reduce the supervision time, wastage and spoilage of new material. To reduce the defects and minimize the industrial accidents. To ensure the economical output of the required quality. To prevent obsolescence. To promote individual and collective morale, responsibility and cooperative attitudes etc.
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TRAINING INPUTS
There are three basic types of inputs;
(i)Skills
(ii)Attitude
(iii)Knowledge.
The primary purpose of training is to establishing a sound relationship is at its best when the
workers attitude to the job is right, when the workers knowledge of the job is adequate, and he
has developed the necessary skills. Training activities in an industrial organization are aimed at
making desired modifications in skills, attitudes and knowledge of employee so that they
perform their jobs most efficiently and effectively
BEST TIME TO IMPART TRAINING TO EMPLOYEE
1. NEW RECRUITS TO THE COMPANY
These have a requirement for induction into the company as a whole in terms of its business
activities and personnel policies and provisions, the terms, conditions and benefits appropriate to
the particular employee, and the career and advancement opportunities available.
2. TRANSFEREES WITHIN THE COMPANY
These are people who are moved from one job to another, either within the same work area, i.e.
the same department or function, or to dissimilar work under a different management. Under this
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heading we are excluding promotions, which take people into entirely new levels of
responsibility.
3. PROMOTIONS
Although similar to the transferee in that there is a new job to be learned in new surroundings, he
is dissimilar in that the promotion has brought him to a new level of supervisory or management
responsibility. The change is usually too important and difficult to make successfully to permit
one to assume that the promotes will pick it up as he goes along and attention has to be paid to
training in the tasks and the responsibilities and personal skills necessary for effective
performance.
4. NEW PLANT OR EQUIPMENT
Even the most experienced operator has everything to learn when a computer and electronic
controls replace the previous manual and electro-mechanical system on the process plant on
which he works. There is no less a training requirement for the supervisors and process
management, as well as for technical service production control and others.
5. NEW PROCEDURES
Mainly for those who work in offices in commercial and administrative functions but also for
those who we workplace is on the shop floor or on process plant on any occasion on which there
is a modification to existing paperwork or procedure for, say the withdrawal of materials from
stores, the control of customer credit the approval of expense claims, there needs to be
instruction on the change in the way of working in many instances, a note bringing the attention
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of all concerned the change is assume to be sufficient, but there are cases, such as when total new
systems in corporating IT up dates are installed, when more thorough training is needed.
TYPES OF TRAINING
Training is required for several purposes. Accordingly training programmes may be of the
following types:
Orientation training: Induction or orientation training seeks to adjust newlyappointed 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 knows 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 machines used in a job. Such training helps
to reduce accidents, waste and inefficiency in the performance of the job.
Safety training: Training provided to minimize accidents and damage to machinery isknown as safety training. It involves instruction in the use of safety devices and in safety
consciousness.
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Promotional training: It involves training of existing employees to enable them toperform higher-level jobs. Employees with potential are selected and they are given
training before their promotion, 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 thedevelopment 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 programmes are conducted to avoid obsolescence of
knowledge and skills.
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METHODS OF TRAINING
ON-THE-JOB TECHNIQUESOn the job techniques enables managers to practice management skills, make mistakes and learn
from their mistakes under the guidance of an experienced, competent manager. Some of the
methods are as:
Job Rotation: It is also referred to as cross straining. It involves placing an employee on
different jobs for periods of time ranging from a few hours to several weeks. At lower job levels,
it normally consumes a short period, such as few hours or one or two days. At higher job levels,
it may consume much larger periods because staff trainees may be learning complex functions
and responsibilities. Job rotation for managers usually involves temporary assignments that may
range from several months to one or more years in various departments, plants and offices. Job
rotation for trainees involves several short-term assignments, that touch a variety of skills and
gives the trainees a greater understanding of how various work areas function.For middle and
upper level management, it serves a slightly different function. At this stage, it involves lateral
promotions, which last for one or more years. It involves a move to different work environment
so that manager may develop competence in general management decision-making skills.
Enlarged and enriched job responsibilities:
METHODS OF TRAINING
ON- THE- JOB METHODS
OFF- THE- JOB METHODS
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By giving an employee added job duties, and increasing the autonomy and responsibilities
associated with the job, the firm allows an employee to learn a lot about the job, department and
organization.
Job instruction training:
It is also known as step-by-step training. Here, the trainer explains the trainee the way of doing
the jobs, job knowledge and skills and allows him to do the job. The trainer appraises the
performance of the trainee, provides feedback information and corrects the trainee. In simple
words, it involves preparation, presentation, performance, and tryout and follow up.
Coaching:
The trainee is placed under a particular supervisor who functions as a coach in training the
individual. The supervisor provides the feedback to the trainee on his performance and offers
him some suggestions for improvement. Often the trainee shares some duties and responsibilities
of the coach and relives him of his burden. A drawback is that the trainee may not have the
freedom or opportunity to express his own ideas.
Committee assignments:
Here in, a group of trainees are given and asked to solve an actual organizational problem. The
trainees solve the problem jointly. This develops team work and group cohesiveness feelings
amongst the trainees.
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OFF-THE-JOB TRAINING
It includes anything performed away from the employees job area orimmediate work area.
Two broad categories of it are:
IN HOUSE PROGRAMMES
These are conducted within the organizations own training facility; either by training specialists
from HR department or by external consultant or a combination of both.
OFF-SITE PROGRAMMES
It is held elsewhere and sponsored by an educational institution, a professional association, a
government agency or an independent training and development firm. The various off- the- job-
training programmes are as follows:
Vestibule training: Herein, actual work conditions are simulated in a classroom. Material, files
and equipment those are used in actual job performance are also used in training. This type of
training is commonly used for training personnel for clerical and semiskilled jobs. The duration
of this training ranges from few days to a few weeks. Theory can be related to practice in this
method.
Role-playing: It is defined as a method of human interaction that involves realistic behaviour
in imaginary situations. This method involves action doing and practice. The participants play
the
role of certain characters, such as production manager, HR manager, foreman, workers etc. This
method is mostly used for developing interpersonal interactions and relations.
Lecture method: The lecture is a traditional and direct method of instruction. The instruction
organizes the material and gives it to the group of trainees in the form of a talk. To be effective,
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the lecture must motivate and create interest among the trainees. An advantage of this method is
that it is direct and can be used for a large group of trainees.
Conference or discussion: It is a method in training the clerical, professional and supervisory
personnel. It involves a group of people who pose ideas, examine and share facts and data, test
assumptions and draw conclusions, all of which contribute to the improvement of job
performance. It has an advantage that it involves two way communication and hence feedback is
provided. The participants feel free to speak in small groups. Success depends upon the
leadership qualities of the person who leads the group.
Programmed instruction: This method has become popular in recent years. The subject matter
to be learned is presented in a series of carefully planned sequential units. These units are
arranged from simple to mere complex levels of instructions. The trainee goes through these
units by answering questions or filling the blanks. This method is expensive and time consuming.
EXECUTIVE DEVELOPMENT PROCESS
Executives are the people who shape the policies, make the decisions and see their
implementation in any business organization. They are the president, the vice-president, the
managing director, works manager, plant superintendent, controller, treasurer, office managers,
engineers, directors of functions such as purchasing, research, personnel, legal, marketing etc.
Executive development may be stated as the application of planned efforts for raising the
performance standards of high level managers, and for improving the attitudes and activities that
enter into or influence their work and their work relations.
Following are the steps, which are involved in the development process of executives:
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OBJECTIVES
The first and foremost step is to define the long- term objectives of training and development of
executives.
STRENGTH AND WEAKNESS
An inventory of managers is taken with special focus on their strength in terms of managerial
skills and other attributes. Their unique capabilities, specialist knowledge and achievements are
listed down against each. A comparison with the requirement of the organization will bring the
gap in knowledge and skills of existing executive. This is the weakness.
LONG- RANGE PLANS
Here the management prepares long-term training and development plans for their executives,
which include the annual training targets, the annual budgets and the specific area of training.
SHORT- TERM PROGRAMME
This programme specify the duration, starting time, ending time, number of executives being
trained, identify the resources etc.
IMPLEMENTATION
The training programme envisaged before is put into operation. The actual training is initiated by
proper timetable and other arrangements.
EVALUATION
In this step, the effectiveness of the executive training programme is evaluated by measuring the
improved performance of executives who underwent the programme, on their job. There are
various criteria of measuring effectiveness such as validity, reliability etc.
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EVALUATING THE EFFECTIVENESS OF TRAINING
An Investor in People evaluates the investment in training and development to assess
achievement and improve future effectiveness. Kearns (1994) suggests that there are four groups
of measures of training effectiveness, which are used by organization.
The groups are as follows:
- No Measurement
- Subjective Measures
- Qualitative Measures
- Objective Measures
The first group, in which no real measurement occurs, includes activities undertaken as an Act
of Faith, where no form of measurement is attempted, such as initiatives to improve
communications in organization, which seem to make people feel good and appear to have
worked in some intangible manner.
The second group includes subjective responses from trainees/course delegates, as exemplified
by the Happy Sheet. The main question asked isabout how individuals feel after the training.
Organizations often make the assumption that positive responses indicate training success and
therefore value to the organization. However, course delegates may well give strong positive
response scores for a number of reasons, including the presentational skills of the trainer, the
quality of the venue, and the feel good factor ofindulging in a creative work group, and so on.
Quality measures appear to be more objective than the previous group, but are often flawed by
subjectivity as well. They are typified by questionnaires asking delegates to put a value on the
likely benefits of a training programme. Objective measures are the only really meaningful ones.
However, they challenge the provider of training to demonstrate how their training activities feed
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through to the bottom line: in terms of return on investment and return on the capital
employed. There has often been an assumption, in times past,that training somehow justifies
itself, because it is all about developingpeople. However, it is incumbent on organizations to
look critically at the ways in which they evaluate their training activities, lest they fall prey to the
subject approach and are badly caught out when a rigorous analysis of all the functions of the
organizations business is called for. A desirable, if not essential, characteristic of all training
programmes is a built-in provision for evaluation.
The four main dimensions of evaluation are:
EVALUATION OF TRAINING INPUTS
This involves the evaluation of the training curriculum and its sequencing.
EVALUATION OF THE TRAINING PROCESS
The climate of the training organization, the relationship between participants and trainers, the
general attitude, and approaches of the trainers, training methods, etc are some of the important
elements of the training process which also needs to be evaluated.
EVALUATION OF TRAINING OUTCOMES
Measuring the carry-home value of a training programme in terms of what has been achieved
and how much is the main task of evaluation. This, however, is a complex technical and
professional task. Benefits of a training programme are not obvious and they are not readily
measurable. Payoffs from training are intangible and rather slow to become apparent. A central
problem is the absence of objective criteria and specific definitions of relevant variables by
which to measure the effectiveness either of specific programmes or changes in employee
behaviour. Nevertheless, the good personnel managers do make an effort to systematically
appraise the benefits and results of their programmes.
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In job-related training, the objective is to train people for specific job skills so that their
productivity may increase. Evaluation can be done either to the direct criterion of increase in
output or to the indirect criteria of decrease in cost, breakage or rejects. Even more indirect are
measures that point out changes in absenteeism or turnover. The most difficult problems of
evaluation lie in the area of human relations skill training, which is given to the supervisors and
middle- level managers. Supervisory and managerial training programmes are, for this reason,
less amenable to objective review procedures. Much subjectivity enters into evaluations of these
programmes, since exact standards and criteria are hard to devise.
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CHAPTER-5
TRAINING PROGRAMMES IN WNS
WNS follows the philosophy to establish and build a strong performance driven culture with
greater accountability and responsibility at all levels. To that extent the Company views
capability as a combination of the right people in the right jobs, supported by the right processes,
systems, structure and metrics. The Company organizes various training and development
programmes, both inhouse and at other places in order to enhance the skills and efficiency of its
employees. These training and development programmes are conducted at various levels for
officers.
TRAINING IN WNS
HAL provides training to all its employees as per the policy of the organization.
PURPOSE OF TRAINING: To ensure availability of trained manpower.
SCOPE: All categories of employees
IDENTIFICATION OF NEEDS
MANAGEMENT STAFF
The Performance Appraisal form of the organization has a section in which the training and
development needs are filled up. The Individual Officer first identifies the training needs of
himself and then it is recommended by the reporting Officer and then by the Departmental Head.
The Training needs as identified in the PAR are recorded by the HRD Department and necessary
action is taken for imparting the identified training. Training needs are identified based on:
- Companys strategy and policy.
- Organizational Thrust Areas.
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- New Emerging Areas.
PREPARATION OF TRAINING PLAN :
The training of Executives in WNS is given by :
WNS Management Academy a unique body for imparting training to the Executives of
WNS & Out side agencies.
IMPARTING OF TRAINING
Actual training is imparted with the help of in-house and outside agencies. The selection of these
agencies is done on the basis of reputation; programmes offered by them, past experience and
feedback received from the earlier participants. Training is also imparted by nominating the
concerned employee for an external training programme. All records of the training are
maintained at branch as per Record of Training in the Personnel folder and the same is intimated
to the Executive Office Personnel through the Monthly Personnel Report.
FEEDBACK
A feedback is taken from the participants through a questionnaire on the programme and their
impressions in order to further improve upon the same. There are three such questionnaires
available and one of these is used depending upon the nature of the training programme and the
level of participants. Also, a person from the personnel department sits through the final session
of the programme and takes the verbal feedback about the programme.
INDUCTION TRAINING
This is carried out as the very first step for any new entrant into Company. The department
prepares a schedule for the employee as per which he is required to spend specific time in each
department. During such period, he is reporting to the respective department head. The objective
of the induction programme is to familiarize the participant to the function of different
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department. The copies of the same are sent to the General Manager and all concerned. At the
end of the induction, the trainee has to submit a report to the Personnel Department.
MANAGEMENT TRAINEES TRAINING
Management trainees are given a fortnight of induction programme. Corporate HR advises it as
per Management Trainee Training programme designed by them. Thereafter, a detailed training
programme is carried out whereby the incumbent is to understand in depth of working of each
department at various locations as per the programme given by the Corporate HR. Corporate HR
maintains all relevant records pertaining to Management Trainees training at Bangalore.
A person gets nominated for the training programme in the following two ways:
a) Training programme flowing from the training needs.
b) Training programme for testing out the training/ increased awareness/ general information/
omnibus training types etc.
TRAINING PROGRAMMES FLOWING FROM TRAINING NEEDS:
The programmes are divided into three broad categories:
- Functional
- Behavioral
- General/ Omnibus programmes
1. Functional: The outcome of the training is measured by comparing the data pre-training and
post-training. A scale is developed for measuring the effectiveness of training based on the %
achievement of the objectives.
2. Behavioral: The effectiveness of the training of this nature is measured annually. This is seen
through the training need identification for the coming year for the employee. If the training need
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is repeated there, then the training provided is taken as ineffective. If the training need is
repeated but with focus on a part of the need, then the training is partially effective. If not
repeated, then the training is effective.
3. General: These are the training needs flowing directly from the organizational needs.
Examples of these can be ISO 9000 training, ISO 14000 training and any awareness training.
These are omnibus training programmes, which are run for a large number of employees.
The effectiveness of the training is measured by:
- Achievement of those organizational objectives within the time lines.
- Number of audit issues raised on the areas covered in the training.
- Any other such thing as defined in the training brochure.
The effectiveness of the outside training programme is measured on the same line as above.
However, no detailed brochure is prepared for the same. The measurement criterion for the
programme is defined in the beginning of the programme and effectiveness measured against the
same. A consolidated effectiveness report of the training programme is prepared at the end of the
year. The programmes that are found to be ineffective are reworked.
Training programme for testing out the training
Also there are training programmes, which are not flowing directly from the training needs
measurement of effectiveness of the training is not needed to be measured.
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CHAPTER-6
CONCLUSIONS
The major findings of the project are enumerated as follows:
respondents.
ndents prior to
attending them.
respondents.
and thus need to be increased.
effectiveness of the training programmes.
sessions had been more interactive and in line with the current practices in the market.
programmes.
-the-job efficiency.
nts also recommended that the number of training programmes be increased.
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