CHAPTER-1INTRODUCTIONHDFC Standard Life is one of Indias leading private life insurance companies, which offers a range of individual and group insurance solutions. It is a joint venture between HousingDevelopment Finance(HDFC), Indias leading housing finance institution and Standard Life plc, a leading provider of financial services in the United Kingdom. HDFC Standard Lifes product portfolio comprises solutions, which meet various customer needs such as Protection, Pension, Savings, Investment, and Health. Customers have the added advantage of customizing their Plans, by adding optional benefits called riders, at a nominal price. The company currently has 25 retail and 4 group products in its portfolio, along with five optional rider benefits catering to the savings, investment, protection and retirement needs of customers. HDFC Standard Life continues to have one of the widest reaches among new insurance companies through a network of 595 offices serving over 720 cities and towns across the country. The company has also increased its depth in existing markets with a strong base of more than 207,000 Financial Consultants.

1.1 HDFC Limited HDFC Limited has set benchmarks for the Indian housing finance industry. Recognition for the service to the sector has come from several national and international entities including the World Bank that has lauded HDFC as a model housing finance company for the developing countries. HDFC has undertaken a lot of consultancies abroad assisting different countries including Egypt, Maldives, and Bangladesh in the setting up of housing finance companies. Customer Service and satisfaction has been the main stay of the organization. HDFC Limited has assisted more than 3.3 million families own a home, since its inception in 1977 across 2400 cities and towns through its network of over 250 offices. It has international offices in Dubai, London and Singapore with service associates in Saudi Arabia, Qatar, Kuwait and Oman to assist NRIs and PIOs to own a home back in India.

1.2 Business Objectives The primary objective of HDFC is to enhance residential housing stock in the country through

the provision of housing finance in a systematic and professional manner, and to promote home

ownership. Another objective is to increase the flow of resources to the housing sector by

integrating the housing finance sector with the overall domestic financial markets.

1.3 Organizational Goals

HDFC's main goals are to

a) Develop close relationships with individual households,b) Maintain its position as the premier housing finance institution in the country,c) Transform ideas into viable and creative solutions,d) Provide consistently high returns to shareholders, and e) To grow through diversification by leveraging off the existing client base.

1.4 Standard Life Group The Standard Life Group has been looking after the financial needs of customers for over 180 years. It currently has a customer base of around 7 million people who rely on the company for their insurance, pension, investment, banking and health-care needs. Its investment manager currently administers 125 billion in assets. It is a leading pensions provider in the UK, and rated by Standard & Poor as strong with a rating of A+ and as good with a rating of A1 by Standard Life was awarded the Best Pension Provider in 2004, 2005 and 2006 at the Money Marketing Awards, and it was voted a 5 star life and pension provider at the Financial Adviser Service Awards for the last 10 years running. The 5 Star accolade has also been awarded to Standard Life Investments for the last 10 years, and to Standard Life Bank since its inception in 1998. Standard Life Bank was awarded the Best Flexible Mortgage Lender at the Mortgage Magazine Awards in 2006.

1.5 HDFC Standard Life HDFC Standard Life is one of Indias leading private life insurance companies, which offers a range of individual and group insurance solutions. It is a joint venture between Housing Development Finance Corporation Limited(HDFC), Indias leading housing finance institution and Standard Life plc, a leading provider of financial services in the United Kingdom HDFC Standard Lifes product portfolio comprises solutions, which meet various customer needs such as Protection, Pension, Savings, Investment, and Health. Customers have the added advantage of customizing their Plans, by adding optional benefits called riders, at a nominal price. The company currently has 25 retail and 4 group products in its portfolio, along with five optional rider benefits catering to the savings, investment, protection and retirement needs of customers. HDFC Standard Life continues to have one of the widest reaches among new insurance companies through a network of 595 offices serving over 720 cities and towns across the country. The company has also increased its depth in existing markets with a strong base of more than 207,000 Financial Consultants.

1.6 Vision & Values

(A) VisionThe most successful and admired life insurance company, which means that we are the most trusted company, the easiest to deal with, offer the best value for money, and set the standards in the industry.The most obvious choice for all.

(B) Values Integrity Innovation Customer centric People Care One for all and all for one Team work Joy and Simplicity

CHAPTER 2ORGANIZATIONAL STRUCTURE AND HIERARCHY2.1- Meaning of Organizational structure

A hierarchical organization is an organizational structure where every entity in the organization, except one, is subordinates to a single other entity. This arrangement is a form of a hierarchy. In an organization, the hierarchy usually consists of a singular/group of power at the top with subsequent levels of power beneath them. This is the dominant mode of organization among large organizations; most corporations, governments, and organized religions are hierarchical organizations with different levels of management, power or authority. For example, the broad, top-level overview of the general organization of the Catholic Church consists of the Pope, then the Cardinals, then the Archbishops, and so on.Members of hierarchical organizational structures chiefly communicate with their immediate superior and with their immediate subordinates. Structuring organizations in this way is useful partly because it can reduce the communication overhead by limiting information flow; this is also its major limitation2.2- Importance of Organizational StructureSometimes this question arises as that as to why an organization needs to have a structure? It is

necessary because it offers following advantages to have an structure in organization rather than

leaving it as a haphazardly managed organization with no clear structure.

Advantages of organization structure are:

1) More easy control over the resources because with it resources can be rationed and allocated to different units to use them to their most productive uses at micro level.

2) Clearly defined reporting lines make it easy for employees to know to whom to report.

ORGANIZATIONAL STRUCTURE OF BAREILLY BRANCH CHAPTER-3PRODUCTS & SERVICESProducts of HDFC standard life insurance Individual Group Social(A) Individual ProductsWe at HDFC Standard Life realize that not everyone has the same kind of needs. Keeping this in mind, we have a varied range of Products that you can choose from to suit all your needs. These will help secure your future as well as the future of your family.1. Protection PlansYou can protect your family against the loss of your income or the burden of a loan in the event of your unfortunate demise, disability or sickness. These plans offer valuable peace of mind at a small price. Our Protection range includes our Term Assurance Plan & Loan Cover Term Assurance Plan.2. Pension PlansOur Pension Plans help you secure your financial independence even after retirement.Our Pension range includes our Personal Pension Plan, Unit Linked Pension, Unit Linked Pension Plus.

3. Savings PlansOur Savings Plans offer you flexible options to build savings for your future needs such as buying a dream home or fulfilling your children immediate and future needs.Our Savings range includes Endowment Assurance Plan, Unit Linked Endowment, Unit Linked Endowment Plus, Unit Linked Endowment Plus II, Money Back Unit Linked Enhanced Life Protection II, Children's Plan, Unit Linked Young Star, Unit Linked Young Star Plus, Unit Linked Young Star Plus II.(B) Group ProductsHDFC Standard Life has the most comprehensive list of products for progressive employers who wish to provide the best and most innovative employee benefit solutions to their employees. We offer different products for different needs of employers ranging from term insurance plans for pure protection to voluntary plans such as superannuation and leave encashment.We now offer the following group products to our esteemed corporate clients Group Term Insurance Group Variable Term Insurance Group Unit-Linked PlanAn investment solution that provides funding vehicle to manage corpuses with Gratuity, Defined Benefit or Defined Contribution Superannuation or Leave Encashment schemes of your company. Also suitable for other employee benefit schemes such as salary saving schemes and wealth management schemes.

Development insurance planDevelopment Insurance plan is an insurance plan which provides life cover to members of a Development Agency for a term of one year. On the death of any member of the group insured during the year of cover, a lump sum is paid to those member beneficiaries to help meet some of the immediate financial needs following their loss.

Eligibility Members of the development agency and their spouses with: Minimum age at the start of the policy 18 years last birthday Maximum age at the start of policy 50 years last birthday

Employees of the Development Agency are not eligible to join the group. The group to be covered is only eligible if it contains more than 500 members.

Channels of Distribution:To distribute the various insurance products HDFC Standard Life broadly uses the following channel of distribution:-

Financial consultant: - Financial Consultants are those sources of a company who have their own relations and personal contacts among common public that they use to generate business through. Company has certain criteria to recruit these Financial Consultants. The steps are as follows. He should be at least 12th passed. He should complete IRDA training. He should clear the IRDA exam. He should through successfully the exam and training.

Banc assurance : - Banc assurance is an innovative distribution channel involving banks to sell insurance products of Insurance Companies. Banc assurance simply means selling of insurance products by banks. Banc assurance partner of HDFC SL are:-

Associate Companies:

Other Companies:

HDFC Trustee Company Ltd. HDFC Developers Ltd. HDFC Property Ventures Ltd. COMPETITORSFollowing is the list of competitors of HDFC SLIC: Life Insurance CorporationICICI Prudential Life InsuranceMax New York Life Insurance Birla Sun Life InsuranceOM Kotak Mahindra Life InsuranceReliance Life InsuranceBajaj Allianz Life InsuranceING Vyasa Life InsuranceSBI Life InsuranceMetlife InsuranceFuture Generali

BUSINESS PROCESS

1 PROSPECTING 2MEETING THE PROSPECT

3ANALYSING ANDPREPARING4PRESENTING AND CLOSING

CHAPTER 4

SWOT ANALYSIS

SWOT Analysis is a strategic planning method used to evaluate the strengths ,weaknesses , opportunities ,and threats involve in a project or in a business venture . it involve specifying the objective of the business venture or project and identifying the internal and external factor that are favorable and un favorable to achieving that objective . the technique is credited by Albert Humphrey who led a research project at Stanford university in 1960 and 1970 using dated from fortune 500 companies.The aim of SWOT analysis is the identify the key internal and external factor that are important to achieving the objective . SWOT analysis group key pieces of information into two main categories:i) Internal Factor : The strengths and weaknesses internal to the organizationii)External Factor : The opportunities and threats presented by external environmentstrength and weakness are relative term . Resources available in plenty may appear to be strength but if not utilized my cease to be a strength. Corporate strength is a competencies, a company may exert change mechanisms in an industry. A corporate weakness refer to constraints or hindrances that tend to stop movement of a company in certain direction decided as strategic direction for a company and also inhibit a company to achieve core competenciesHDFC and Standard Life first came together for a possible joint venture, to enter the life

Insurance market, in January 1995. It was clear from the outset that both companies shared

similar values and beliefs and a strong relationship quickly formed. In October 1995, the

companies signed a 3-year joint venture agreement.

STRENGTH:-

1. Strong and well spread network of qualified intermediaries and sales person.

2. Customer focused .

3. Provide better facilities than other private insurance companies.

4. Huge basket of product range which are suitable to all age and income groups.

5.It is the first company, which firstly started with license for IRDA 2000, 14 AUGUST.

6.1Million policies sold within 3 and half years.7.According to the change in surrounding environment like change in customer requirement.

WEAKNESS: - 1. Heavy management expenses and administrative costs.

2. Low customer confidence on the private players.

3. Minimum advertisement.

4.Company does not penetrate on the rural market at a time

5.Fees for the advisor is high than the other company.

OPPORTUNITIES:-

1. Insurance market is very big. Where company can expand its horizon in insurance industry.2.Through good investment and insurance it is easy to top Indian customers.3.The huge insurance market is left so company has opportunity to expand our productsTHREATS:-1. Its still difficult task to win the confidence of public towards private company.2. The company is facing major threats from LIC which is an only government companies3. Plans for all income groups are not available which can create adverse effect later on the market share of the company.

CHAPTER- 5THEORITICAL BACKGROUNDA STUDY OF TRAINING AND DEVELOPMENT IN HDFC( SLIC)TrainingTraining is defined as learning that is provided in order to improve performance on the present job.

Education is training people to do a different job. It is often given to people who have been identified as being promotable, being considered for a new job either lateral or upwards, or to increase their potential. Development is training people to acquire new horizons, technologies, or viewpoints. It enables leaders to guide their organizations on to new expectations by being proactive rather than reactive.

PURPOSE OF TRAINING 1. Focusing energy on issues. 2. Making work and issues visible. 3. Supporting other intervention. 4. Legitimizing issues. 5. Promoting change. 6. Reducing risk. 7. Creating a community based on some shared experience. 8. Building teams. 9. Indoctrinating new staff. 10.Communicating and disseminating knowledge and information. 11.Certifying and licensing. 12.Rewarding past performance. 13.Flagging "Fast Tracker."

Importance of TrainingEvery company should be fully committed to the continuous development of its staff, in the same ways as we continuously develop our services. This will be achieved by helping all staff identify and meet their own job and business related development needs. This policy will ensure that we have the adaptability and flexibility to thrive and succeed as a business. To do this, all line managers, through the Performance Review process, will 1. Ensure that staff have a level of knowledge and skill to fully perform their role 1. Encourage staff to develop within their current role1. Look for potential, and find ways for staff to demonstrate potential1. Recognize and reward staff development (utilizing it wherever possible) 1. Create a learning culture by providing opportunities for learning

Should be trained Thus training requires1. Practice1. Feedback1. Motivation to learnTraining has to be done on the basis of identified resources in three phases :1. PRE TRAINING -Clear understanding of the situation that calls for more effective behavior2. TRAINING- - Implementing the effectiveness in behavior3. POST TRAINING- -The management has to handle a person who is more confident, post training A lot of adjustment is needed on both sides.Once someone has experienced a training and development activity or learning, we will measure its impact and effectiveness on individual performance and the organization. Again, line managers are expected to be part of this process by defining the performance standards (or measures) when setting objectives and deciding on the methods that they will use to evaluate the learning. (Personnel Services will of course be available throughout the process to provide guidance and support).There are three key stages that will be used to evaluate training and development: Reaction: At this level, evaluation provides information on the attitudes of a participant to learning, but it does not measure how much they have actually learned. That being said, if a participant has a positive reaction to the learning experience they are more likely to implement what they have learned. Evaluation at this level will be measured by a post-learning questionnaire, which will be completed immediately after the learning activity has taken place. Normally, Personnel Services will be responsible for issuing this type of questionnaire.

Performance: Evaluation at this level looks at the impact of a learning experience on individual performance at work. Key to this area of evaluation will be the need to have established smart learning objectives prior to the learning experience so that when evaluation takes place there are measures to use. For example, an important learning objective for a junior secretary attending a Word training course may be to produce typed correspondence with no spelling or typographical errors. In this example, a manager would be able to evaluate the secretarys performance using a measure of no spelling or typographical errors. Ideally, evaluation on performance should take place approximately 3 4 months after the learning activity. Line managers should undertake this evaluation and send a copy of the results to Personnel Services.

Organizational impact: At this level evaluation assesses the impact of learning on organizational effectiveness, and whether or not it is cost-effective in organizational terms. Personnel Services will undertake this evaluation as part of a wider training and development evaluation process.

In summary then, Personnel Services will evaluate training and development at the reaction and organizational levels, and line managers will be responsible for evaluating the effectiveness of training and development at the performance level. However, there will be some types of learning activities, for example attending conferences or seminars, where it may not be appropriate to undertake any evaluation. If any doubt, please contact Personnel Services. To assist line managers, there are a variety of methods that can be used to measure the effectiveness of the learning. Some of these include:1. Participant self-assessment1. Written or practical tests1. Structured interviews1. Questionnaires1. Feedback for example, internally from colleagues, peers, and managers and/or externally from partners, customers or clients1. Qualifications obtainedLine managers should contact Personnel Services, who will be pleased to help set-up an evaluation method to use to measure the effectiveness of a training activity.FundingFunding for training and development will be paid from a central training budget, therefore the Head of Personnel Services must approve any training and development that involves a financial cost before any financial commitment is made. Details of how to apply for a training and development are explained under the section headed Selecting a training provider and applying for training.In addition to job-related training and development, company also recognises the need to help individuals to improve within their chosen career path by encouraging individuals to gain professional/vocational/academic qualifications. With this in mind, company has established a company sponsorship scheme whereby full or partial sponsorship will provided. Information about the scheme can be found under the section headed Company sponsorship.Where an individual needs to attend a training course funded by company, time off during working hours will be given to attend the course. Individuals are expected to travel to and from a training venue within the normal course of the day. Where company is providing sponsorship towards a professional qualification, time off to attend lectures/workshops/summer school will be agreed on an individual basis, taking account of the business needs. The Head of Personnel Services will approve any such requests, in full consultation with line managers.Non-training course learning activitiesTypically, a training course is designed to transfer new skills or knowledge to an individual. Invariably new skills and knowledge will be developed over time to improve performance. However, not all learning has to be addressed through a training course. There is a wide range of development methods available that can be used without leaving the office. For example, being coached by a fellow colleague or manager; using a computer aided training package; on-the job training; reading books; undertaking research or practicing a particular skill.Finding out about training courses or alternative learning methods Personnel Services is building up a range of literature from training suppliers and a selection of books/videos/computer discs available for individual use. To find out more, please contact Personnel ServicesSelecting a training provider and applying for training before booking a training event, individuals should research the costs and course availability with possible training providers. Personnel Services will be happy to help as they keep details of various training providers, so please contact them for information/advice. Company organized training programmers, for example Customer Service Training, Team Building training, will be co-ordinate through Personnel Services (so individuals do not have to complete any forms). All other training and development activities must be authorized by Personnel Services before any training is booked. Company sponsorship Company recognizes the need for continuous professional development and is pleased to be able to offer a sponsorship scheme to all permanent and fixed-term employees (whose contracts are for at least one year). The scheme covers professional, academic or NVQ (or equivalent) qualifications. The following guidelines are designed to give individuals an idea of the sort of funding that may be available and how individuals may apply.

PHASE ONE: Needs IdentificationThe first phase is the identification and analysis of an organization's training needs. As a minimum, the organization should be able to accomplish the following four things:1. Systematic review of each trade, occupation or process by a team of knowledgeable individuals2. Conduct verbal and/or written surveys of managers, supervisors, leaders, technicians and workers3. Conduct a complete review of legislated training requirements4. Review the results of Hazard Analyses, Occupational Health surveys and other survey or process analyses.METHODOLOGY OF TRAININGThere is various methodology of training. No single technique is always best.The best method depends on Cost effectiveness Desired program content Learning principles Appropriateness of the facilities Trainee preferences and capabilities Trainer preferences and capabilitiesThere is a range of teaching methods available to trainer. The choice of a method is a matter of experience and competence of the instructor and his judgment of how much and what a particular group of trainees would learn from using one method or another. Factors which affect the choice of training method: The choice of methods depends on the knowledge and experience of the teacher or trainer. The choice of the methods should take into consideration the intellectual level and educational background of the participants and the participants age practical experience. Some methods are more effective than others in achieving certain objective. Choice methods depend on the social and cultural factors in the environment. Now many participative methods are accepted and used in management training. It also depends on the time and the availability of resources and infrastructural facilities.

Types of training

Induction or Orientation training:Induction or orientation may be defined as a process of guiding and counseling the employee to familiarize him with job situations. The induction process accomplishes several objectives including formation of a favorable impression and attitude, development of the feeling of belongingness and facilitation of learning and teamwork on the part of the employees. The content of the induction program should be predetermined in the form of a checklist specifying the topics to be covered. Rank-and-File job training:This is based on similarities in training on several specific jobs. This type of training can be imparted in a classroom or on the job. It is performed by a foreman or a group leader. Its advantages arise in so far as it is realistic and economical.

Limitations of rank-and-file job training: The trainer may be an incompetent teacher The shop floor may be busy There may arise heavy production losses.Supervisory training:Supervisory training needs reveal utmost divergence in view of divergent duties of supervisors. Employee attitude surveys help in identifying area of supervisory training. Likewise, supervisors themselves may be requested to indicate the areas where they need training. Frequently, these surveys indicate that supervisors need training in human relations, production control, company policies and how to instruct. Supervisory courses consist of job methods training (JMT) and job relations training (JRT). ON THE JOB TRAINING:On the fob techniques are conducted in the real job settings. On the job methods usually involve training in the total job. These methods are typically conducted by individuals, workers, supervisors. The main advantage is that the trainees learn while actually performing their work, which may minimize the training cost. They also learn in the same physical and social environment in which they will be working once the formal training period is completed. Types of on the job techniques: Job instruction training Job rotation Apprenticeship Coaching Vestibule trainingJob instruction training:Job instruction training (JIT) is received directly on the job and so it is called on the job training it is used primarily to teach workers how to do their current jobs. The worker learns to master the operation involved on the actual job situation under the supervision of his immediate boss who has to carry the primary burden of conducting the training. Usually no special equipment or space is needed, since now employees are trained at the actual job location. Steps of job instruction training: 1.The trainee receives an overview of the job, its purpose and its desired outcomes with an emphasis on the relevance of the training. Since the employee is shown the action that the job requires, the training is transferable to the job.2. The employee is allowed to mimic the trainers example. Demonstration by the trainer and practice by the trainee are repeated until the job is mastered. Repeated demonstrations and practice provide repetition and feedback. Finally the employee performs the job without supervision, although the trainer may visit the employee to see if there are any lingering questions.Advantages: Easy organized Realistic Stimulates high motivation Speeds up workers adjustment Less costly

Disadvantages:The disadvantage of this method is that the assigned instructor may be a poor teacher. The worker may haste for immediate production, so the actual cost may increase.

JOB ROTATION: Some trainers move a trainee from job to job. Each worker move normally is preceded by job instruction training. This is a method of training wherein workers rotate through a variety of jobs. Thereby providing them a wide exposure. Trainees are placed in different jobs in different parts of the organization for a specified period of time. They may spend several days or even years in different company locations. In this way they get an overall perspective of the organization. It is used with both blue-collar production workers and white collar managers and it has many organizational benefits. Job rotation creates flexibility, during manpower shortages, workers have the skills to step in and fill open slots. The method also provides new and different work on a systematic basis, giving employees a variety of experiences and challenges. Employees also increase their flexibility and marketability because they can perform a wide array of tasks.Limitation of job rotation:The major drawback of this, it is time consuming and expensive too. Apprenticeship:An apprentice is a worker who is learning a trade but who has not reached the state where he is competent to work without supervision. It is particularly common in the skilled trades. In organization a new worker is tutored by an established worker for a long period of time. An apprenticeship lasts from two to five years. Each apprentice is usually given a workbook consisting of reading materials, tests to be taken and practice problem to be solved. This training is used in such trades, crafts and technical fields in which proficiency can be acquired after a relatively long period of time in direct association with the work and under the direct supervision of experts. Training is intense, lengthy and usually on a one to one basis.

Increasing national attention is being paid to workforce preparation in the United States. This stems from the growing realization that America's ability to occupy a leading competitive position in the emerging global economy hinges, to a large degree, on assuring that the nation's workforce is second to none. Today, unfortunately, this is not the case. Employers frequently report that significant numbers of young people and adults alike exhibit serious educational deficiencies and are ill-equipped to perform effectively in the workplace. As a consequence, leaders from industry, labor, education, and government are all grappling with how to design educational reforms and education/training strategies that will improve the skills of America's current and future workforce. In the spirit of this reform, one particular training strategy -- apprenticeship -- has captured the interest of many policy makers, educators, and others who are involved in the national reform movement. Its growing appeal comes as no surprise and, perhaps, is long overdue. Experience both in the U.S. and growing abroad has repeatedly demonstrated that apprenticeship is a highly effective strategy for preparing people for work. The bulk of apprenticeship programs offered in the U.S. and its territories are in the building trades and manufacturing industries, but there is significant potential to develop apprenticeship programs in a variety of other industries.

The rush to embrace apprenticeship, however, is leading to efforts that could undermine the very pillars of its value. For example, in some instances, apprenticeship is being viewed as a generic concept -- one that can be loosely applied to a variety of learning situations. Likewise, others have coined such terms as "youth apprenticeship" to characterize various school-to-work transition programs. Such thinking, while understandable in an environment that begs for creativity and innovation, may be more harmful than helpful to the cause. What Apprenticeship Is: The Essential Components 1. Apprenticeship is a training strategy that a) combines supervised, structured on-the-job training with related theoretical instruction and b) is sponsored by employers or labor. Management groups that have the ability to hire and train in a work environment. 2. Apprenticeship is a training strategy that prepares people for skilled employment by conducting training in a bona fide and documented employment setting. The content of training, both on-the-job and related instruction, is defined and dictated by the needs of the industry, which refers to all types of business/workplace settings. The length of training is determined by the needs of the specific occupation within an industry. In the building trades, for example, some apprenticeship programs are as long as five years with up to 240 hours of related instruction per year. 3. Apprenticeship is a training strategy with requirements that are clearly delineated in Federal and State laws and regulations. The National Apprenticeship Act of 1937 (also known as the Fitzgerald Act) and numerous State laws provide the basis for the operation of formal apprenticeship training programs in the U.S.; regulations that implement these laws are in force today. These laws and regulations establish minimum requirements for protecting the welfare of the apprentice such as the length of training, the type and amount of related instruction, supervision of the apprentice, appropriate ratios of apprentices to journeypersons, apprentice selection and recruitment procedures, wage progression, safety, etc. a. Apprenticeship is a training strategy that by virtue of a legal contract (indenture) leads to a Certificate of Completion and official journeyperson status. These credentials have explicit meaning, recognition and respect in the eyes of Federal and State governments and relevant industries. b. Apprenticeship is a training strategy that involves tangible and generally sizable investment on the part of the employer or labor/management program sponsor. c. Apprenticeship is a training strategy that pays wages to its participants at least during the on-the-job training phase of their apprenticeship and that increases these wages throughout the training program in accordance with a predefined wage progression scale. d. Apprenticeship is a training strategy that involves a written agreement and an implicit social obligation between the program sponsor and the apprentice. The written agreement, which is signed by both the apprentice and the program sponsor and is ratified by government, details the roles and responsibilities of each party. The implicit social obligation gives employers or program sponsors the right to expect to employ the apprentice upon completion of training given the investment in training and gives the apprentice a reasonable right to expect such employment. Labor market conditions should guide the size of training programs to enable each party to maintain his or her side of the obligation.What Apprenticeship Is Not Unless they conform to the essential components described previously, apprenticeship is no cooperative education, vocational education, tech prep, two plus two (three or four), summer or part-time work experiences or any other myriad training strategies that many are promoting as ways to assure adequate workforce preparation. Such strategies undoubtedly have value in their own right, but they are not apprenticeship. What distinguishes apprenticeship from most of these other approaches are such fundamental qualities as training program sponsorship and location, the skills required, the value attached to the credential earned, curricula content that is defined exclusively by the workplace, wage requirements, the written agreement, and the implicit social contract that exists between program sponsors and their participants. No other training strategy provides for this unique combination of characteristics. When a person completes a registered apprenticeship program, he or she is prepared to go to work as a fully trained, competent journeyperson whose skills enable him or her to perform effectively in the workplace. Few, if any, other types of educational programs can make this claim.COACHINGAt management levels Coaching of immediate subordinates by their managers is common. A coach attempts to provide a model for the trainee to copy it tends to be less formal than an apprenticeship program. Coaching is almost always handled by the supervisor or manager. It is likely not to be as directive approaches such as nondirective counseling or sensitivity training. If the trainees shortcomings are emotional or personal. Coaching will be ineffective if relations between trainee and coach are ambiguous in that the trainee cannot trust the coach.Coaching thrives in a climate of confidence, a climate in which subordinates respect the integrity and capability of their superiors.

Vestibule training:Vestibule training is a type of instruction often found in production work. A vestibule consists of training equipment that is set up a short distance from the actual production line. Trainees can practice in the vestibule without getting in the way or slowing down the production line. These special training areas are usually used for skilled and semiskilled jobs, particularly those involving technical equipment.Vestibule is small, so relatively few people can be trained at the same time. The method is good for promoting practice a learning principle involving the repetition of behavior

OFF-THE JOB TRAINING:Off the job method are those training and development programs that take place away from the daily pressures of the job and conducted by highly competent outside resource people who often serve as trainers, which is one of the main advantages of this method. The major drawback of this is the transfer problem.Types of off the job training:Lectures consist of meeting in which one small number of those present actually plays an active part. The lecture method is a popular form of instruction in educational institution. The lecturer may be a member of the company or a guest speaker.Before preparing the lecture some points should be considered. Who is your audience? What is your audience? What is the time available? What is the subject matter?The lecture should be brief and to the point, presenting the theme of the subject in a manner that arouses the interest of the audience from the start. The speaker should be poised, courteous and sincere. The action should be spontaneous. The role of a lecturer is make difficult things simple, not the reverse.Limitation of the lecture method:It gives very little opportunity for active practice, development, over learning, knowledge or results or transfer of learning. In this method trainee himself or herself have to understand and personalize the content of the lecture. It is not suitable for courses where people with work experience are participating. This method involves one-way communication, which is not interaction of the audience. This method cant readily adopt itself to individual differences, which may arise farthest from reality.Audio-visual techniques:Audio-visual techniques cover an array of tainting techniques, such as films, slides and videotapes. It allows seeing while listening and is usually quite good at capturing their interests. These methods allow a trainers message to be uniformly given to numerous organizational locations at one time and to be reused as often a required.Available devices used in lecture techniques: Blackboard Flip chart Magnetic board Flannel board Overhead projector

Conference or discussion method:This method encourages the participation of all members of the group in an exchange of opinions, ideas and criticisms. It is a small group discussion in which the leader plays a neutral role providing guidance and feedback. Inspire of the intention to encourage general participation the conferences are frequently dominated by a few, with the majority no more active than they would be at a lecture. It is more effective than the lecture in changing adult behavior and also modifying attitudes. The conference method can draw on the learning principles of motivation and feedback. It is used to enhance knowledge or attitudinal development.

Main objectives of conference method: Developing the decision making and problem solving skills of personnel Changing or modifying attitudes Presenting new and sometimes complicated material

Role playing Active participation rather than passive reception facilitate learning. Role-playing believes in active participation. This is a training method often aimed at enhancing either human relations skills or sales techniques. Role-playing can be defined as an educational or therapeutic technique in which some problems involving human interaction, real or imaginary is presented and then spontaneously acted out. Participants suggest how the problem should be handled more effectively in the future. This acting out is followed by discussion and analysis to determine what happened and why and, if necessary, how the problem could be better handled in future. Role-playing is less tightly structured than acting; where performers have to say set lines on sue. Participants are assigned roles in the scenario to be enacted, so, in this way, it is a device that forces trainees to assume different identities.

Case Study MethodBy studying a case situation, trainees learn about real of hypothetical circumstances and the actions others take under those circumstances. Besides learning from the content of the case, a person can develop decision making skills. Case method is an excellent medium for developing analytical skills.Cases are usually organized around one or more problems or issues that are confronted by an organization. Cases can range from one page to over fifty pages Feedback and repetition, are usually lacking. One inherent difficulty is personal bias. This method calls for skills with language. But many people are sent to case study courses primarily because they lack communication skill When cases are meaningful an similar to work related situations, there is some transference. There also is the advantage of participation through discussion of the case Simulation Simulation is an approach that replicates certain essential characteristics of the real world organization so that the trainees can react to it as if it were the real thing and then consequently transfer what has been learned to their job. Simulation training is based on a reproduction of some aspect of job reality. Simulation usually enhances cognitive skills, particularly decision making. A very popular training technique for higher level hobs in which the employee must process large amounts of information.Simulations have many forms- some use expensive, technical equipment, while others are far less costly. Some simulations need only one participant, others may involve as many as 15-20 people working together as a team. Simulations are broad based training techniques that can be adapted to suit a companys need. By using the equipment simulators, workers can practice new behaviors and operate certain complex equipments free of danger to them. Equipment simulators can range from simple mock-ups to computer based simulations of complete environments. Some of them are utilized to train a single individual and the others are used for team training.Programmed instruction is a training approach which makes the advantages of private tutoring available to large groups of students beings trained in new skills. Programmed instruction is one of the innovations in teaching technology developed in recent years. The methods involves an actual piece of equipment, usually called The major advantage of programmed instruction is that is reduces the training time. The learning takes place at the students own pace. Participants get immediate feedback. The participants are active learners; there is constant exchange of information between themselves and the program. Fast learners do not have to wait for slow ones to catch up. Administrative simplicity and increased productivity in training result in lower training cost per student.The biggest disadvantage of this method is the absence of a teacher. The book becomes the teacher. Hence it is absolutely essential that the trainee is highly motivated to continue learning. The material has to be broken down into a logical sequence, since there may be several correct ways to perform the task. This method does not appear to improve training performance in terms of immediate learning of retention over a time compares with conventional methods.

Syndicate MethodWorking in small group to achieve a particular purpose is described as a syndicate method. The essence of this method is that participants learn from each other and contribute their own experience to the fullest. The syndicate method is designed to provide the participant an environment that would help him to reflect critically on his own work and experience; to update his knowledge of new concepts and techniques with the help of other co-participants; to develop sound judgment through greater insight into human behavior. This method is suitable for training and development students, without any experience.The participants are divided into groups consisting of about eight to ten participants. These groups are called syndicates. Each syndicate functions as a team that can represent various functional as well as interest areas. The syndicates are given assignments which have to be finished and a report submitted by a specified date and time. By rotation each member of the syndicate becomes the leader for completing a specific task. Each assignment to a syndicate is given in the form of a Brief. This is a carefully prepared document by the faculty. Generally, each syndicate is required to submit a report which is circulated to other syndicates for critical evaluationThe advantages of these methods are that it secures a very high level of involvement from the participants. Their own experience is the starting point in this method. It is a process of self business and development for participants. This method also gives the participant a practice in communicating with his colleagues and understanding them.If the syndicate is not structured properly, it should lead to a lot of wastage of time and cause frustration. In the absence of proper pressure on the participants by trainers or participants themselves, some participants might start dragging their feet. Differences of opinion or viewpoint may be ignored to avoid action.

Counseling:It helps the trainees to observe their weaknesses and involves measures to overcome them. It is related to periodic appraisals of ratings. Specifically counseling purports to help the subordinates to do a better job, provides a clear picture of how they are doing, build strong personal relationships and eliminate, of at least minimize anxiety.Understudies In this the trainees work directly with individuals whom they are likely to replace. However, it is disappointing as training because of a likelihood of an imitation of weak as well as strong points of the seniors

CONCLUSION During the study of training and development in HDFC SLIC we conclude that1.The performance of employee of positively enhanced by the learning program.

2. Employees were satisfied.3. The employees wanted that training should be implied to them regularly.4. Feedback should be taken in order to improve the T&D program.

To conclude, it is very clear that training should be provided but not at the loss of the company. It is very costly and time taking affair. But it is most important for the development of the company. So management cant avoid it at any company .This presents the summary of the study and survey done in relation to the TRAINING AND DEVELOPMENT in HDFC life insurance. The conclusion is drawn from the study and survey of the company regarding the process carried out there. The TRAINING process at HDFC life insurance to some extent is not done objectively. Most of the employees were satisfied but changes are required according to the changing scenario as TRAINING process has a great impact on the working of the company as a fresh blood, new idea enters in the company.

BIBLIOGRAPHY

WEBSITES :

1) www.hdfcslic.com2) www.insuranceguide.com3) www.economictimes.com4) www.wikianswer.com

BOOKS:

1) HUMAN RESOURCE MANAGEMENT: SHASHI K. GUPTA

2) PERSONNEL MANAGEMENT: C. B. MAMORIA

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