A

PROJECT REPORT

ON

TRAINING & DEVELOPMENT AT

HAVELL’S INDIA LIMITED

SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF

MASTER OF BUSINESS ADMINISTRATION

(2010-2012)

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PREFACE

In this era of globalization and liberalization of economy, business practices have evolved and

are in the process and procedures of government. In this context, technical and field education

has also changed its strive for excellence to meet global standard.

Giving this due consideration, practical training schedules have been inducted in curriculum of

technical studies as they give practical exposure to actual condition.

It is the matter as great pleasure for me to present the following report on my industrial implant

training in at

It out line the whole course of my training in a specific and oriented manner. The basic aim of

this report is to study the organizational set up of the industry, to study about the division of

various blocks, auxiliary unit as well as latest manufacturing techniques employed to produce

quality product.

From the electrical point of view the main strain is given on the manufacturing and latest

techniques being employed for their production which was to us at DZG department with their

best design and more accuracy. All in all I have tried my best to present this report in a very

precise manner.

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EXECUTIVE SUMMARY

The project is an extensive report on how the T.T.L. makes its strategy and how the company has

been able in tackling the present tough competition and how it is cooping up by the allegations of

the quality of its products. The report begins with the history of the product and the introduction

of the .T.T.L. Ltd. This report also contains the basic marketing strategies that are used by the

T.T.L. Ltd. of manufacturing process, production policy, advertising, future prospect, The report

includes some of the key salient features of market trend issues.

In today’s world of cutthroat fierce competition, it is very essential to not only exist but also to

excel in the market. Today’s market is enormously more complex. Hence forth, to survive in the

market, the company not only needs to maximize its profit but also needs to satisfy its customers

and should try to build upon from there.

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ACKNOWLEDGEMENT

I would like to take this opportunity to express my gratitude to all those who, directly or

indirectly, made this project possible.

I would like to my heartiest thank to the officers and staff of …………..Sahibabad (A

group company of Havells’s India Ltd.) particularly ……….(Marketing Manager) who give

me permission for this project and …….who give me need full guideline and support and co

operation for conducting the summer training and preparing this report.

The training procedure session has contributed to develop my personality. I lean this fact

in natural environment. This training session give me opportunity to enhance professional skills

and give me a way for a success and achieving ambition in life.

Last but not the least, I would like to thank sincerely all the staff of TTL Ltd. who helped me

during my stay and who never made me feel as though I am not a permanent member of this

team.

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TABLE OF CONTENTS

ABOUT THE TTL LTD., SAHIBABAD

COMPANY PROFILE – HAVELL’S GROUP

OBJECTIVE

RESEARCH METHODOLOGY

NATURE OF TRAINING & DEVELOPMENT

ABOUT TRAINING & DEVELOPMENT DEPARTMENT

SWOT ANALYSIS

SUGGESTION

BIBLIOGRAPHY

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ABOUT THE T.T.L. LTD

Towers & Transformer Limited is one of the associate of the Havells group. T.T.L. Ltd has

innovative skills emerged as one of the manufactures and supplier of the electronic energy meter.

The company was originally incorporated on 20th Dec. 1971 by ……Gupta under the name of

Towers & Pvt. Ltd. There after it was converted in to a Public Ltd Co. with its registered office

in Delhi. The name of the company was changed to T.T.L. Ltd on 3rd Feb 1998.

1- As per the memorandum of association of T.T.L. Ltd. the main objective of the company are -

To undertake and carry on all or any of the following industries, trades or business in all are any

of there branches and process and to do such acts and things as are necessary or usually done or

implied in undertaking or carrying on such trades or business, namely:

1) To manufacture and produces, distributors transformers, voltage regulator, battery

charges, battery eliminators, voltage testing sets, voltage stabilizers, conductors, enamel

wires, cotton/paper cover conductors and other instruments and things required for or

capable of being used for in connection with wires.

2) In pursuance to the above objectives the company is presently engaged in manufacturing

single and three phase residential and commercial KWH meters at its plant located in

Sahibabad Industrial Area, Ghaziabad. The company is one of the largest manufactures

of single and three phase meters in India producing annually over 3 million numbers.

Further with a view to serve the discerning customers all over the world. It has put up a

separate world class plant for high quality single phase and three phase meters at

Faridabad.

3) In line with its constant aim of expanding its scope of capabilities and marketing off

rings, the company has entered into a strategic alliance with another major player in

high end electronic energy meters like M/S Duke Arnics Electronics Ltd. With this

alliance the Havell’s has become the only company in India to have complete range of

energy meters, thus taking it to the category of the leading manufacturing in the world.

It shall target international market for a rapid growth in volume and company stature.

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4) The meters can be put to industrial application for calibration and testing HT grid

metering. The company has increased its product range to include three phase

multifunction meters, LT trivector meters, HT trivector meters, portable reference

meters and complete meter networking solution for industrial applications.

5) The company is now investing heavily in new technology development in solution for

communication with energy meters.

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ASSOCIATES OF HAVELL’S GROUP

Switch Gear and Cables division:-

Havell’s India Ltd.

Havell’s Industries Ltd.

ESC Pvt. Ltd.

Standard Electricals Ltd.

Crabtree India Ltd.

Havell’s Switch Gears Ltd.

Havell’s Dorman Smith Ltd.

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PLANT AT A GLANCE

NAME OF THE COMPANY : T.T.L. LTD.

HEAD OFFICE : 1, Raj Narain Marg, Civil Lines

Delhi – 110054

PRODUCTION UNIT : Plot no. – 6, Site - 4, Sahibabad

Industrial Area, Sahibabad,

Ghaziabad

QUALIFICATION : Public Ltd Co.

DATE OF INCORPORATION : Originally in 20th Dec. 1971

Converted in 3rd Feb. 1998 to

T.T.L.

EMPLOYMENT : 500 Employees

CUSTOMER : Cochin International Airport, Citi

Bank, I.T.C. Welcome Group,

Infosys, Hotel Inter Continental,

Sahara India, Reliance Industry,

Delhi Stock Exchange, P.V.R., Priya etc.

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COMPANY PROFILE

QRG ENTERPRISES

QRG is step towards integrating all our companies under one common entity, one common

vision. QRG is the holding company of all erstwhile Havell’s group companies, which includes –

Havell’s India, Crabtree India, Standard Electrical, Duke Arnics, Crabtree Aquatech and TTL.

But then what is QRG?

QRG is Havell’s in its new avatar. With a new vision, New purpose. Now dynamism.

QRG is committed to meeting the challenges of the new economy through business ethics, global

reach and technological expertise.

GROUP OF COMPANIES OF QRG ENTERPRISES

HAVELL’S INDIA LIMITED

CRABTREE INDIA LIMITED

TTL LIMITED, SAHIBABAD

DUKE ARNICS ELECTRONICS LTD.

STANDARD ELECTRICALS LIMITED

CRABTREE AQUATECH LIMITED

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HAVELL’S GROUP

Havell's Group, India's leading multi product electrical engineering organization has been offering

the industries the benefits of expertise and experience of over three decades in the field of

Electrical Switchgear, Controlgear, Energy Meters, Electrical wiring Accessories and Cables &

Wires etc.

The group has eight Manufacturing plants in and around Delhi equipped with latest stateof-art

manufacturing facilities supported by strong marketing network of 20 branch offices, 16

representative offices, over 500 authorized dealers and more than 100 approved outlets catering to

the needs of discerning buyers across the country and part of Asia and Africa. Most of our

products manufactured by Havell's bear ISI MARK and all the products comply with the latest IS

& IEC Specification. Most of our existing plants have been certified and accredited by ISO 9001

further reinforcing our commitment towards quality. Havell's has made available the best

technology to the Indian buyers by virtue of its strategic alliances with leading global

manufacturers in their respective areas viz.Schiele of Germany, Geyer of Germany, DZG of

Germany, Dorman Smith of U.K., Crabtree of U. K.

Highly qualified and experienced professionals backed up by a work force of 1800 employees

manage the company. All the branches and manufacturing facilities are computerized and the

company has successfully implemented the first phase of Enterprise Resource Planning (ERP) so

as to provide faster response to its valued customers.

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HAVELL'S CORE PHILOSPHY

We are committed to meeting the challenges of the 21st century with integrity and

technological expertise.

ISO 9001 HAVELL'S QUALITY POLICY:

Building customer confidence by providing wide range of quality products and service through

teamwork

Company Structure

Havell's Group came into being in 1958 with a small electrical goods trading unit M/s Guptajee &

Co. Manufacturing units have been added from time to time viz.Havell's Industries (HI) in 1971.

M/s Towers and Transformers (TTL) are a deemed public limited Company belongs to the

Havell's Group of companies a renowned name in the field of electrical.

Havell's India Ltd (HIL) was floated in 1983 in collaboration with M/s Christian Geyer A.G.of

Germany which has raised capital through a public issue in 1993.

M/s Havell's Switchgears Pvt Ltd. (HSPL), a new group company, has since started trading and

Distribution of the groups has recently acquired Electric control and Switchboards Pvt Ltd. (ECS)

which is engaged in designing, fabrication, installation and commissioning of control panels,

switchboards, and bus bars etc.

Judicious mix of family control vis-a-vis delegation to professionals in planning and management

process with emphasis on product quality and after sale service has helped the group to build a

market image and to maintain effective presence in the market. Two of the group companies, TTL

& HIL have obtained ISO-9001 Certification.

The group has also started into joint ventures with a few reputed international giants for setting up

joint ventures in India for expanding the product base of the group.

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HAVELL'S JOINT VENTURES:

Miniature Circuit Breaker- GEYER Germany

RCCB & Controlgear - SCHIELE Germany

Changeover Switch - P E T E R R E I N S Germany

Moulded Case circuit Breaker- DORMAN SMITH UK

Wiring Accessories - Crabtree UK

Electronic Meters - AMPY UK

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HAVELL'S NETWORK

Corporate office

Delhi

Branches:

Bangalore, Baroda, Bhopal, Calcutta, Chennai, Cochin, Hyderabad, Jaipur, Lucknow, Mumbai

Representatives:

Ahmedabad, Bhubneshwar, Chandigarh, Dhanbad,Guwahati, Indore, Jashedpur, Jalandher,

Ludhiana, Patiala, Pune, Sonebhadra, Varanasi

The Head Office of the group is based in Delhi. The office consist of 8'employees who were

involved in functions like sales & marketing, Accounts, Personnel & HRD, Commercial etc. Over

the years the head office has taken a multi-functional role and has evolved into a decision making,

policy formulating, monitoring & coordinating agency for the entire Group's business activities,

thereby transforming itself into the "Corporate office", besides retaining all unit based activities.

The various functions currently being performed by the Corporate, office at New Delhi are:

a). Accounts:

The main function of the accounts dept. at Head Office is to control & supervise all the

accounting functions at the head office as well as the units. It involves finalisation of accounts of

the company & all the subsidiary company. It monitors investment and fund resources. It also

complies details for income tax & sales tax assessment cases.

b). Legal :

The main function of the legal dept. is to coordinate & streamline the realisation of money due

from various parties & check out all legal compliance's applicable to Havell's as per the

Companies Act. To satisfy all correspondences & complaints of shareholders. To correspond with

stock exchange, RBI; & other related dept.

c). Marketing

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The marketing dept are responsible for overall formulation & implementation of marketing

strategies for their respective product lines. They also monitor the sales targets periodically & co-

ordinate with the respective production dept. for timely deliveries schedules, collection of sales

proceeds, order status, dispatch details stock availability etc. Marketing dept. ensures

d). HRD & Personnel

The corporate. HRD & Personnel dept. is responsible for formulating, implementing,

administering, monitoring & reviewing periodically the personnel & HRD policies & practices

considered conducive to the overall development of the employees as well as 'the organization.

e). Business Development Department.

The main responsibility of this department is to improve the perception of the Group, pitch the

product against competition. It co-ordinate with the branches as well as the units for enquiries,

approvals & projects. This dept. also conduct seminars, product & Corporate presentation.

f). Commercial

The commercial dept. formulate policy guidelines for different units for buying of materials

sending production programs to factory, inspection cases to DGS&D, & inspection formalities. It

also involves attending liasoner, tender attending, & commercial correspondences etc.

g). Communication & Market Support

The role & responsibilities of CMS are as follows. -

Design, creative development, Visualization, editing, proofing, printing, execution &

Distribution of catalogue, mailer, price-lists, profiles.

Release of press advertisements & press releases to agencies and print media.

Design and installation of dealers and retailers sign board, wall paintings, kiosks, bus

back panels & hoardipg

Arranging an execution meets Conferences, seminars, Exhibition and road shows &

Launches.

Dispatch and billing. New launch products: Pre-launch information / surveys, Post launch activities.

Product : Comparisons, life cycle analysis, sample analysis & features & benefits

Complaints after sale services/ analysis sample analysis & features & benefits.

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Complaints after sale services / analysis /coordination with work.

EDP (Electronic Data Processinq Dept.)

This dept. supervises the database at various units & also develops modules as per

requirement.

Developing various Database programs for the various dept. Keeping the records of all hardware group / training tools of BAAN /To customise the

Baan Reports & interactive new system as per company's requirement.

(I) Export Department

Objective

To develop export orientation & Culture in Havell's Group

To achieve maximum penetration in South Asian, Middle east & African Market in coming

one year.

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Function:

Export function

Market development: which involves international Dealers, Agent, and direct institutional

development.

Administrative development: which involves quality improvement & packaging

improvement.

Exim commercial:

o Export Export documentation & customer clearance.

o Import documentation & customer clearance.

o Availing export promotion benefits

o Interaction with banks for negotiation of export documents

o Interaction with A/c ( finance for arranging)

Basically it act as a NODAL AGENCY b/w Factory -HO - Supplier/customer.

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HAVELL'S WIDE PRODUCT RANGE

INDUSTRIAL

Switch fuses, Fuse Switches, HRC Fuse Links, Distribution Boards, Switch isolator

and allied products.

Contactors, Relays, Timers, Motor Starters.

Changeover switches, Programmable Switches, Control switches

SENTRY - Motor Protection circuit Breakers

Dorman Smith Load line Series Moulded Case Circuit breakers

DOMESTIC

Miniature Circuit Breakers, Residual Current Circuit Breakers, Plastic I Metallic

Distribution Boards.

PVC Wires / Cables

Crabtree Electrical Wiring Accessories (Modular Plate Switches)

KWh ENERGY METERS

Single & Three Phase

POWER CABLES:

Low Voltage PVC /XLPE Cables

Single core upto 1000 Sq.mm &

Multicrore upto 630 Sq.mm.

Control Cables

Special Purpose Cables

• JOINING FORMALITIES

(a) Submit the joining report.

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(b) Submit copies of certificates supporting your educational qualifications, Date of birth

certificate and other testimonials, passport -size photograph, clearance certificate from your

previous employer.

(c) Fill in the Provident Fund nomination form.

(d) Complete the ESIC requirement.

(e) Submit a copy of the vehicle registration form for claiming conveyance allowance.

(f) Open a saving bank A/c with the prescribed bank for crediting of your salary: All the above

documents are to be submitted to the HRD & Personnel dept.

EMPLOYMENT RULES.

(a) Timings

For Head Office:

Working Days: Monday to Saturday.

Working Hours: 9:00 a.m. – 5:30 p.m.

1.00pm - 1.30 PM (Lunch Time)

Weekly off days: Sunday, Second Saturday

Sahibabad, Faridabad, Badli, KNW,TNW, Alwar, Madhopur,

Working Days

Working hours : 9.00 am - 5.30 pm

1.00 am - 1.30 pm (Lunch Time) Weekly off Days:

(B) ATTENDANCE

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You are required to sign the attendance register. A 'mark' is put if you late & three such marks

result in deduction of half day's leave. However employees may be permitted to inform the office

in advance about their late comings on A/c of any unforeseeable

exigencies subject however to a maximum of twice a month.

Attendance is normally calculated from the 26th of the previous month to the 25th of the present

month for the calculations of salary. However this practice may somewhat vary from one unit

/business to the other

8. PERSONNEL REGULATIONS.

(a) Probation /Confirmation

If you are newly appointed employee at the level of Dy.Manager or below you are normally

required to serve a one-year probationary period or as otherwise specifically prescribed. At the

end of the probation period,- your performance will be evaluated, and based on the assessment by

your seniors, a decision will be taken to either confirm you in the services of the company to

extend the period of probation or terminate your services and the decision as it may be, of the

management, will ,be intimated to you in writing. However it may be noted that either due to

unsatisfactory work performance or for any other reason whatsoever The services of a probationer

are liable to be terminated by the company by giving 7 (seven) days notice during the

probationary period & one month notice after confirmation.

(b) Increments & Rewards:

Depending upon your performance you may be given graded increments on the 1st April every

year provided you had joined the conil)any before 1st Oct of the preceding year. This practice may

somewhat vary from one unit / business location to the other. You cannot however demand an

increment as a matter of right. It will be based purely on your performance of the preceding year,

as assessed and recommended by your departmental head / unit head.

In case of very good performance, the management may decide to give you further recognition

either in status or in monetary terms, or both in appreciation of your work, and contribution.

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(c) Promotion

These are decided on the basis of consistently good performance over functional head, discussion

with the HRD & Personnel dept. or the unit head at you _location.

(d) Leave Rules

At Head office : (as per Shops & Establishment act)

Casual leave = 12 Privilege leave = 15

Total = 27

At Factories : (as per Factories Act, 1948)

Casual leave = 7

Earned /Privilege leave = 15

Total = 22

Casual leave

Leave availed of in the nature of personnel engagements and of casual nature will be adjusted

against "CL" standing to your credit. However if there is no casual leave is standing to your

credit, it will be adjusted against your privilege only.

Remaining unavailed CL will automatically stand lapsed at the end of the leave year / calendar

year.

Privileqe leave

The term privilege leave is synonymous with "Earned Leave" or "Annual Leave" and is meant for

an employee's rest & recuperation. The company therefore expects that an employee will avail of

privilege leave at least once in each year & have an enjoyable holidays so that he returns to work

fully refreshed . 1.25 leave after every 20 actual working days and total 15 days for which one

must have' actually worked for 240 days in the previous year before his entitlement begins:

Earned leave with pay is allowed as under:

a) 3 leave after completion of first quarter., ,

b) - Balance leave after completion of 4th quarter .

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All unavailed earned leaves are encashable at the end of the year. These shall not be carried over

for accumulation in the next year.

9. SOCIAL SECURITY MEASURES

ESI (Employee State Insurance):

ESI is a statutory social security scheme extended by the Govt of India. All employees drawing a

gross salary (excluding conveyance allowance) upto Rs.6500/(Basic + HRA) per month are

covered under the scheme. They can avail of medical facilities for self, spouse, children, &

dependent parents at the rate of 1.75% by the employee and 4.75% by the employer

Provident fund (PF)

The Provident Fund Act of 1952 came into being to provide compulsory contribution on the

employer & that of the employee as an old age benefit to the employee.

According to its prevailing provision, the act states that "Every employee whose pay does not

exceed Rs.5000 PM (Basic earned) is required to becomb a member of the fund " However in our

organisation it is imperative for every employee, irrespective of the basic salary to become a

member of this fund".

The PF scheme is applicable to all the employees on the rolls of HAVELL'S and its other

associated subsidiaries companies. The employee contribution to the PF scheme is 12% of the

basic salary & Havell's also contributes an equal amount to employees provident fund account as

per EPF act 1952.

An employee can take loan from his PF contributions after fulfilling the necessary requirements.

The details of the same can be obtained from the personnel & HRD dept. at your location.

The entire contribution under this fund is payable to the employee under the following events.

(i) Voluntary or normal retirement of an employee.

(ii) In the event of the employee's death (amount will be paid to the nominee / nominees).

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(iii) If the employee retires due to permanent or total disablement.

(iv) On employees resigning from the company or settling abroad.(after certain number of

months )

(v) If the employee joins another company which does not have a PF facility

c) Employee Pension fund:

The family pension scheme, as an extension of PF, is applicable to all the employees on the rolls

of Havell's and its subsidiaries. The erfiployee's contribution to the scheme is @ 8.33% of the

employees' pay which shall be remitted by the employer to the EPF within 15 days of the close of

every month.

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d) Gratuity

As a part of the terminal benefit extended to all the employees gratuity becomes payable upon

cessation of the employment after rendering a continuos service of not less than 5 years either in

case (six months or more are considered to be one year).

-On Retirement

-On Resignation

After completion of every one year he will be entitled for 15 days salary as gratuity. However in

case of death the Gratuity benefits will be payable (minimum one year service is required for

qualifying this. scheme). The Gratuity shall be payable for every completed year of service or part

thereof in excess of six months the employer shall pay the gratuity to an employee at the rate of

fifteen days' wages based on the rate of wages last drawn by the employee concerned on the basis

of the following formula.

15/26 x Last salary drawn x Number of completed years of service

e) Maternity benefits

According to the Maternity Benefit Act 1961 maternity benefits are applicable to all married

female employees of the company, who have worked for atleast 80 (eighty) days preceding the 12

months immediately the date of her expected delivery. The maximum duration for which any

woman is entitled to maternity benefits would not exceed 12 weeks, ordinarily six weeks upto &

including the day of the delivery & six weeks immediately following the date.

In case of miscarriage she shall on production of medical proof be entitled to avail leave with

salary (at the rate of maternity benefit) for a period of six weeks immediately following the day of

her miscarriage. In addition the employee can avail leave for a maximum period of one month in

case of her illness or illness of her child arising out of delivery. -

However in case of a miscarriage or illness the employee should submit a medical certificate from

the registered medical practitioner . After completion of maternity leave& before resuming duty

the employee would have to submit a fitness certificate'.

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f) Accident Insurance

Employees including managerial staff who have to travel regularly on office duty may be insured

against accident risks for an amount of Rs.1 Lac to 6 lacs according to their status as determined

by the company. The company shall pay 100% premium of such insurance. The categories are as

under:

TM (Top Mgt.) Director /Executive Directors Rs.6,00,000/

President / Vice President Rs.4,00,000/SM (Senior Mgt.) General Manager Rs.4,00,000/

AGM / DGMs Rs.3,00,000/MM (Middle Mgt.) Managers Rs.2,00,000/

Dy. Manager/Asst. Managers Rs.,1,00,000/

10. ANNUAL BENEFITS:

a) Bonus /Ex-Gratia:

The Bonus shall be paid on the Earned Basic Salary during the financial year and to be calculated

as per the payment of bonus act. The percentage of bonus however decided by the management in

keeping with the profitability/performance of the units and also as per the determining provision

of the Bonus act. It is usually announced in the month of Oct/Nov each year.

b) Leave Travel allowances (LTA):

The LTA is eligible only to those employees (staff) who are specially covered under LTA rules

by virtue of their appointment letter or agreement with the management, and shall be paid'as

under.

Dependent family members shall also be covered under this scheme.

LTA can be availed only on completion of one-year service. However as a special case the

management may relax the rules and grant LTA benefits. In subsequent years the LTA benefits

can be claimed once during December to March every year.

Basic Salary Entitlement (Rs.)

Rs. 5000/- and above (Basic) Equal to one month Basic Salary p.a.

The employee has to inform the company of his plan to proceed on LTA must take sanction from

the competent authorities atleast 15 days in advance.

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LTA not availed in any financial year will lapse unless otherwise it is permitted by the

management due to urgency of official work. The facts should be placed on records at Head

Office for such purpose.

c) Medical Reimbursement:

The employees drawing a salary less than 6501/- per month (Basic + HRA) are covered under ESI

and shall get free medical treatment under ESI Scheme. Hence

They shall not be entitled for any medical benefit from`the company.. Employee not covered

under ESI scheme shall get medical relief as per the mentioned norms below.

Salary Entitlement

Rs. 6501/- and above (Basic + HRA) Equal to one-month Basic salary p.a.

This benefit is extended to the employee, his spouse, children & dependent parents. Medical bills

should be submitted, minimum 60% to 70% in original and balance can

be through declaration.

c) Mediclaim Insurance Policy

Employees in the rank of GMs and above shall be covered - under "Mediclaim insurance policy "

and full premium shall be borne by the Company.

e) Leave Encashment

All the employees are entitled to this benefit. This benefit can be availed of provided privilege

leaves are standing to his credit The encashable amount would be calculated on the basis of his

prevailing total salary & is usually paid during

December/Jan every year. At the time of cessation of service either on account of Resignation,

Retirement or discharge the entire privilege standing to his credit is encashed as per the company

rule.

Loan scheme:

Presently, no specific loan scheme exists in the company but subject to availability of -additional

funds, loans may be given in exceptional cases on the 100% discretiion of the management for the

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purpose of marriage of children, or dependent persons, housing, purchase of vehicle (in case of

entitlement) and or any unforeseen

circumstances.

To avail loan prior sanction must be secured in the prescribed proforma from Head office before

any case is considered / recommended. Presently we are allowing loan facility giving salary

equivalent to one-month total salary & same should be deducted in six equal installments.

Notice of Termination

On Probation :

During the probation period, the company may terminate the services of the employee at any time

by giving 7days notice with or without assigning any reason whatsoever. Similarly the employee

would also be at liberty to leave the services of the company at any time upon giving 7days

prescribed notice.

On Confirmation

During the confirmed period, the company may terminate , the services of the employee at any

time by giving one-month notice with or without assigning any reason whatsoever. Similarly the

employee would also be at liberty to leave. the services of the company at any time giving one

month's prescribed notice.

Full And Final Settlement

In case employee decides to leave the organization he will have to submit his letter of

resignation to the Departmental head / Reporting manager.

Once accepted he will fill in a clearance form & get it signed from his departmental head. The-

relieving letter would be issued. Only after the acceptance of his resignation & when the

clearance form reaches the HRp & personnel dept. The full & final settlement of dues would be

initiated as soon as the relieving letter is issued.

Marketing & Sales dept.

The marketing and sales department has to submit No due certificate from all the dealers, before

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leaving the company

Service Certificate:

At the time of discharge, dismissal, termination of service, resignation or superannuation, an

employee shall be furnished with a service certificate in the prescribed form.

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TRAINING & DEVELOPMENT DEPARTMENT

The company is growing with more products being sold to increasingly diverse set of customers

& competing against new set of competitors. It is therefore, imperative for us to keep abreast with

world engineering needs, market development & competition.

The main objective of T&D department is "to build a competent & competitive work force to

meet the challenges of growth & achieve the corporate mission". `Excellence' is moving target &

the means to achieve this is learning which in itself an unending process is". There is a constant

need for training in terms of product improvement and honing sales / marketing skill.

This needs result in establishing Training & Development dept., which impart training to the

employees in various fields. The process of training & retraining has been set into motion to bring

about a positive cultural & attitudinal change so as to ensure better responsiveness &

accountability among its employees & sufficient resources have been earmarked to promote

continuos development activities at all its business location in a planned, systematic & organized

manner.

Most of the Training programs are conducted by in-house trainer who adds to the sense of

belonging to the company & an itch to do something. The major focus area comprises of:

Corporate presentation programs.

Product Training programs

Sales management programs.

Skill development programs.

Technical education to dealers / customers

Servicing of products tips for proper use & preventive maintenance of products.

The various training programs will be conducted at Head office in Delhi and Regional offices

such as Calcutta, Chennai, Ahmedabad, Mumbai, Cochin, Hyderabad, Jaipur, Chandigarh etc.

Training programs are conducted for executives & managers to improve Technical & Professional

skills so as to ensure positive contribution towards enhancing all round development of our

employees as well as organisation thus equipping all concerned towards better cohesiveness,

29

improved, performance, & achievement of targeted results. These training programs build a sense

of comrade ship among the branches and also inter branch colleagues.

The training aims at updating the employees on the product, system & building the confidence to

motivate them in taking up the challenges to achieve growth, profitability & excellence.

30

AN INTRODUCTION TO TRAINING:

Successful candidates placed on the job need training to perform their duties effectively Workers

must be trained to operate machines, reduce scrap and avoid accidents It is not only workers but

executives and supervisors who need training as well in order to enable them to acquire maturity

of thought and action Training and development constitute an ongoing process in any

organization Training thus means to turn members into productive insiders It is the second step

after recruitment, screening and selection The principles of learning make training work ,thus

how a person learns should be the guiding principle in explaining how a person should be trained

Thus training requires

Practice

Feedback

Motivation to learn

Thus training is systematic and intentional basically involving the felicitation of the learning

process Further training enhances three broad classes of skills

Motor skills: manipulation of physical environment based on certain patterns of bodily

movements

Cognitive skills: acqusitional of mental and attitudinal functions

Interpersonal skills: enhancing interactions with other people

No organization has unlimited resources, so training has to be done on the basis of identified

resources in three phases

PRE TRAINING

-Clear understanding of the situation that calls for more effective behavior

TRAINING-

Implementing the effectiveness in behavior

POST TRAINING-

The management has to handle a person who is more confident, post training A lot of adjustment

is needed on both sides

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OBJECTIVE OF THE RESEARCH

To understand the entire training process and identifying the training

needs of the employees at the

HAVELL’S INDIA LIMITED

RESEARCH METHODOLOGY

The information was basically obtained from two sources

a. PRIMARY DATA: Informal conversations were the source of information regarding the

training methods already followed and identification of the training needs of the workers

b. SECONDARY DATA: Information regarding the new methods that can be implemented

was collected on the basis of book research

NATURE OF TRAINING AND DEVELOPMENT

In simple terms training and development refer to imparting of specific skills abilities and

knowledge to an employee A formal definition of training and development is

“ …………it is any attempt to improve current or future employee performance by increasing an

employee’s ability to perform through learning ,usually by changing the employees attitude or

increasing his or her skills and knowledge The need for training and development is determined

by employee’s performance deficiency which is computed as under:

TRAINING AND DEVELOPMENT NEED=

Standard performance

-Actual performance”

32

According to Edward B. Flippo ”Training is the act of increasing the knowledge an skills of

an employee for doing a particular job”

Thus training is an organized activity for increasing the knowledge and skills of people for a

definite purpose It involves a systematic procedure for transferring technical know how to the

employees so as to increase their knowledge and skills for doing specific jobs with proficiency In

other words, the trainees acquire technical knowledge, skills and problem solving ability by

undergoing the training programme Training objectives should always be expressed in

behavioral terms to remove ambiguity and vagueness e.g. To have more productive workers

(vague)

To increase output by 10%over current levels (behavioral terms)

EDUCATION TRAINING AND DEVELOPMENT: DIFFERENCE

The processes of training and development are often confused Training means learning of basic

skills and knowledge necessary for a particular job or a group of jobs But development on the

other hand means growth of the individual in all respects However education is afar broader term

in comparison to the above two Its purpose is to develop the individuals It is concerned with

increasing the general knowledge and understanding of the environment as a whole Education is

more formalized then development and is in general imparted in schools and colleges The

distinction between the three can be made as under:

TRAINING VERSUS DEVELOPMENT

According to Dale Yoder” the use of terms training and development in today’s employment

setting is far more appropriate than training alone since human resources can exhibit their full

potential only when the learning process goes far beyond the simple routine”

TRAINING DEVELOPMENT

Training means learning skills and

knowledge for doing a particular job It

increases the job skills

Development means the growth of an

employee in all respects It shapes attitudes

The term training is generally used to

indicate imparting specific skills among

operative workers and employees

The term development is associated with

the overall growth of the executives

33

Training is concerned with maintaining and

improving the current job performance

Thus it has a short term perspective

Executive development seeks to develop

competence and skills for future

performance Thus it has a long term

perspective

Training is job centered in nature Development is career centered in nature

The role of trainer or supervisor is very

important in training

All development is ‘self development’ The

executives have to be internally motivated

for self development

TRAINING VERSUS EDUCATION

According to Carnegie “Training refers to the process of imparting specific skills Education on

the other hand is confined to theoretical learning in class rooms”

TRAINING EDUCATION

Application oriented Theoretical orientation

Job experience Classroom learning

Specific task General concepts

Narrow perspective Broad perspective

To conclude, in order to bring about a distinction, amongst training development and education

in sharp focus it can be said that training is offered to operatives, whereas development

programmes are meant for employees in higher position Education however is common to all

employees their grade not withstanding

TRAINING OBJECTIVES

Optimize the workers performance in pursuit of organizational goals

To develop a person ‘s behavioral patterns in areas of knowledge skills or attitude to

achieve a desired performance level

Interaction during training programmes lets the management understand what motivates

or satisfies the workers

Leads to improvement in safety standards

34

Leads to understanding of corporate strategies

Manpower planning

Unifying individual objectives with those of the organization and vice versa

INPUTS IN TRAINING NAD DEVELOPMENT

Any training and development programme must contain inputs which enable the participants to

gain skills, learn theoretical concepts and help acquire vision to look into the distant future In

addition to these there is a need to impart ethical orientation, emphasize on attitudinal changes

and stress upon decision making and problem solving abilities

SKILLS

There are three kinds of skills that need to be imparted These are

Basic skills/technical skills

Motor skills

Interpersonal skills

It also enables to operate machines and use other equipment with least damage and scrap

Without the basic skill an operator will not be able to function properly Motor or psychomotor

skills on the other hand refer to performance of specific physical activities These skills involve

learning to move various parts of one’s body in response to internal and external stimuli Lastly

employees particularly supervisors and executives need interpersonal or the people skill to

understand oneself and others better and act accordingly

EDUCATION

The purpose of education is to teach theoretical concepts and develop a sense of reasoning and

judgment that any T&D programme must contain an element of education is well understood by

the HR professionals Any such programme has university professors as resource person to

enlighten participants about theoretical knowledge of the topics proposed to be discussed

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DEVELOPMENT

Another component of training and development programme is development, which is less skill

oriented but stresses on knowledge An organization expects the following from its mangers

when they are deputed to attend training and development programme

How to make managers self-starters How to imbue them with a sense of commitment

and motivation so that they become self-starters?

How to make them subordinate their parochial, functional loyalties to the interests of the

organization as a whole?

How to make them result oriented? How to help them to see and internalize the

differences between activity and results between efficiency and effectiveness?

How to make them sensitive to the environment in which they function both at the

workplace and outside

How to make them aware of themselves –their potentials and their limitations How to

help them to see themselves as others see them?

How to teach them to communicate without filters to see and feel others view points

How to help them to understand power and thereby develop leadership styles which

inspire and motivate others?

How to instill a zest for excellence a divine discontent a nagging dissatisfaction with the

status quo

ETHICS

There is a need for imparting greater ethical orientation as they are largely ignored It is also

significant because of the following reasons:

Ethics correspond to the basic human needs All of s want to be ethical in our personal

lives and business dealings too

Values create credibility in public

Values lend management credibility with employees They provide a common language

for aligning a company’s leadership and its people

Ethical attitudes help management make better decisions which are in the interest of the

public the employees and in the long run the company itself

Ethical practices are good even from the profitability point of view According to a survey

organizations that showed the highest concern were the ones that showed highest profits

36

Finally ethics are important because government and law cannot always protect the

society but ethics can

ATTITUDNAL CHANGES

Attitude represent feelings and beliefs of individuals towards others Attitudes affect motivation,

satisfaction and job commitment Negative attitudes need to be converted into positive ones

Negative attitudes are difficult to change because

Employees refuse to change

They have prior commitments; and

Information needed to change attitude may not be sufficient

DECISION MAKING AND PROBLEM SOLVING SKILLS

Decision making and problem solving skills focus on method and techniques for making

organizational decisions and solving work related problems Learning related to decision making

and problem solving skills seeks to improve trainees ability to define and structure problems,

collect and analyze information, generate alternative solutions and make an optimal decision

alternatives Training of this type is typically provided to potential managers, supervisors and

professionals

POINTS TO BE KEPT IN MIND WHILE TRAINING

It is the means to an end not an end to a means

The management must have a responsible attitude

The trainees would be unwilling to participate in training if the trained employees are being

paid less

THE ENTIRE PROCESS OF TRAINING

Just like the budget TNA estimates the training needs of the different levels of employees in the

organization Although this is done at the beginning of the year, yet to make my concepts clearer

I was asked to submit an exhaustive list of many topics, on which training could be carried out at

he different levels The levels were classified into:

37

DIAGRAM SHOWS THE DIFFERENT MANAGEMENT LEVELS IN AN

ORGANIZATION

These were the training areas identified:

FOR THE TOP LEVEL

1. Management development programmes

2. Emotional training

3. Succession plan

4. Leadership

5. Quality management

6. Cost cutting and maintenance

7. Motivation

8. Employee retention

9. Risk management

10. Manpower planning

11. Stress management

12. Conflict resolution

13. Labour relations

14. Business ethics and conduct

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Top level

Middle level

Lower level

15. Self appraisal

16. Counseling

17. Planning, organizing and controlling

18. Management by objectives

19. Job enrichment

20. Effective communication

21. OD interventions

22. Civil rights and equal opportunity programs

23. Employee empowerment

24. Customer development (marketing)

25. Personal development

26. Customer relationship management (marketing department)

27. Grievance handling (particularly the HR department)

28. Technology trends

29. Training for internal trainers

39

FOR THE MIDDLE LEVEL

1. Manpower planning

2. Job enrichment

3. Self appraisal

4. Civil rights and equal opportunity programme

5. Work performance and conduct

6. Security and safety

7. Labour relations

8. Prevention of stock shortages and equipment failures

9. Effective communication

10. Interpersonal skills

11. Technology trends

12. Supervision

13. Training for internal trainers

14. Quality management

15. Basic decision making

16. Cost cutting

17. Motivation

18. Team building

19. Kaizen and 5S

20. Disciplinary training

FOR THE LOWER LEVEL

The lower level can be divided further into:

Skilled

Semi skilled; and

Unskilled

There training needs are as under:

1. Disciplinary training

2. Career planning (skilled)

3. Skill enhancement; basic process training

40

4. Technology trends

5. Self appraisal (skilled/semiskilled)

6. Civil rights and equal opportunity programs

7. Work performance and conduct

8. Effective communication

9. Quality management

10. Prevention of stock shortages and equipment failure

11. Hygiene

12. Safety: generic and machine specific

13. Cost cutting

14. Motivation (skilled)

15. Standard operating procedures (semiskilled/unskilled)

THE TRAINING CALENDAR

Once the training needs are identified a training calendar giving the training schedule for each

month is prepared specifying the training needs for different cadres of employees. The calendar

may be altered if required

At the Havell’s India Limited, training is taken at all levels on a regular basis A few days

before the actual training programme the, a notice of the same is sent out to the nominated

trainees or the HR department may ask the respective department heads to nominate their own

trainees. The training calendar is consulted at the beginning of each month and a notice of the

programme to be conducted is given out

THE TRAINING NOTICE

The training notice contains all the information related to the training programme It is generally

in the form of an internal memo It contains the date on which the training programme is to be

conducted, the venue the nominees etc

THE TRAINING PROGRAMMES ATTENDED AT THE HAVELL’S INDIA LIMITED

Training is a regular feature at the Havell’s India Limited. Due to some internal problems no

training could be held for the period of May 2004 Some of the topics scheduled for May were

taken over in the first week of June All the topics dealt with were for the workers To enable

41

more number of workers to gain knowledge the venue was shifted over to the company’s garden

The timings were 6:00-7:00PM i.e. after the days work was over

Mr. Sanjay Kumar Nagar provided the training, Head HR &Administration He imparted training

on the following topics

1.Effective communication

2.5s

3.Kaizen

4.Hygiene and safety

Hindi in its simplest and spoken form was used, as a medium of instruction Humor was an

important element without which the attendance would have been quite low these meetings had

an air of relaxed informality where participation and questions were encouraged on the part of

workers

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FACTORS THAT ENSURE SUCCESS OF A TRAINING PROGRAMME

1. THE OVERALL TRAINING PROGRAMME

A training programme, is more than simply the sum of its parts They all must be interwoven

into a unified design .The factors that affect such integration include how methods are

selected sequenced and presented For an evolution of a training programme seven steps are

summarized here

STEP 1:Define the problem

STEP 2:Arrange the problem in order of priority

STEP 3:Analysis of the problem

STEP 4: Set the targets

STEP 5: Produce a training plan

STEP 6:Implement the training process

STEP 7: Evaluate the results

43

THE SYSTEMS APPROACH TO TRAINING

The systems approach to training given by Eckstrand involves seven major steps

1.define training objectives

2.develop criterion measure to evaluate training

44

The job of a training manager

Define the problems

Arrange the problem in order of priority

Analyze each problem to determine the best combination of organizational change, selection and training

Produce a-Target population analysis-Task analysis-Performance analysis

Design the training process and produce a training plan

Assemble the resources and implement the process

Evaluate the result

3.define training contents

4.design methods and training materials

5.integrate training programmes and trainees

6.compare graduates to criteria standards set in step 2

7.modify step 3 &4 based upon results in step 6

ASSESING TRAINING NEEDS

In a way training needs analysis (TNA) is an examination of the training system There are a

variety of internal and external forces in an organization to change The following table lists some

of these forces and their implications for training within organizations. Often organizations

attempt to change with these forces by maintaining the status quo some will respond to these

forces and recognize the need to change

FORCES TRAINING IMPLICATIONS

Increased computerization Training in the use and mgmt of computers

Increased demand for employees

with technological skills

Develop these skills in the current employees

Changing composition of the

workforce (e.g. greater education,

more minorities and females)

Need for managers who know how to relate to

employees problems and can work in a cooperative

manner with employees

More demand on management

time

Need for managers who can make quick and

accurate decisions

Greater foreign competition Need for employees who have skills in the technical

aspect of the job

Need for managers who have skills in management

techniques that maximize employee productivity

THE CHANGE MODEL

TNA can be done on the basis that what sorts of changes are needed for the betterment of the

organization. This gives rise to the Change model Price observes that training need exists when

there is a gap between the present performance of an employee or group of employees and their

desired performance .If an organization uses training to achieve its goals it must first access its

training needs

Which goals can it attain through training

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Diagram Shows A Schematic View Of Evolution Of A Training Plan

Which people need training?

What is the purpose of training; and finally

What will be the training cores?

Goldstein believes that assessing training needs is far more important tan choosing particular

training technique The Change Model is depicted as under:

Stimulus for change

Recognition of the

Stimulus

Recognition of the

need to change

Diagnosis

Goals

In other words we can say that Training needs assessment (TNA) is the examination or the

diagnostic portion of the training system, the system that TNA examines are often referred to as

perceived performance deficiencies A perceived performance deficiency exists where there is a

difference between the expected and perceived job performance Perceived performance

deficiency can be equated with the reasons that often lead to losses within organizations or with

the symptoms of the need to change The example below depicts this in a clearer way:

46

TIPS ON PROVIDING THE RIGHT KIND OF TRAINING

Before examining the various forms of TNA it is important to focus on the kinds of training

organizations should provide. Training should be provided based on current and/or future job

requirements training should have a dual goal of organizational effectiveness and an improved

work experience for the job incumbent Organizations should benefit from training if it raises

employee performance by raising skill and motivation level and /or increases the organization’s

ability to attract or retain high quality employees and Attempts are made to determine the

training needs for the entire organization rather than its specific departments to involve the top

management in this programme The existence of the gap between employees present

performance and the desired performance can be determined on the basis of skill analysis

involving five steps

Analysis and determination of the major requirements of the specific job

Identification of the task needed to be accomplished to meet the job requirements

Understanding of the procedures needed to accomplish each of the job tasks

Analysis of the knowledge and skills needed to accomplish the procedures; and

Identification of the special problems of the job and analysis of any particular kind of

skill needed to meet the problem

Selection policy and size and general skill level of the available work force are two of the

important factors that affects the general ongoing training programme of an organization

Training programmes should be formulated by the line personnel with the advise and assistance

of the staff An important point to be noted is that training can also be given in lieu of the

high standards accomplished by the employees i.e. in the form of a reward

YODER’S PRINCIPLES FOR EFFECTIVE TRAINING

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Failure to train workers effectively

Failure to motivate the employees

SYMPTOMS OF THE NEED TO CHANGE1.low productivity2.high absenteeism3high turnover4low employee morale5high grievances

1. Training is a management function and accordingly every individual is a trainer

2. The staff trainer must not exert authority over line but provide advice and guidance

3. Every individual requires training

4. Training should be supported by all levels of managers

5. Either a committee or some other individual should be eventually responsible for training

6. Attempt must be made to distinguish between staff and line training functions

7. Training should be aimed at the attainment of the objectives of the enterprise by providing

proper knowledge skills and attitude

8. The objective and scope of the training should be defined at the very outset of the

programme

9. Attempts should be made to employ tested principles of learning

10. Training should be imparted in the real work environment

11. Lastly everything should be measured and the proper yardstick standard time cost etc

should be developed

SUMMARY: ESSENTIALS OF TRAINING

To conclude there are four essential s for effective training namely:

a) Stimulus

b) Response

c) Motivation

d) Reward and incentives

STIMULUS: The trainer’s communication must be scientific and to the point The trainee should

understand what he is going to learn The instructor must use all or at least most of the sense

organs of the trainee so as to get maximum possible participation

RESPONSE: The trainer must observe the responses of the trainees as well as the result of his

stimuli The responses of the trainees can be observed either by asking questions or allowing him

to do the job according to his directions The instructor should allow the repetition of the correct

response and encourage the trainees to retain the improved behaviour

MOTIVATION: The trainee must be motivated to learn Unless the trainee is motivated and

interested in learning, even a good instructor cannot train him Thus a positive attitude towards

learning must be inculcated in the trainee

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REWARDS AND INCENTIVES: Rewards and incentives act as a stimulus for the trainee to

satisfy his need for social approval For any effective training programme the management must

have a provision for the trainees The management must give sufficient information about the

reward whether in the form of financial or non financial benefits to the trainees who will come

out successfully of the training programme

At present there is no systematic standardization of the different training programmes in India

Each organization has developed its own method of training both for workers and supervisors

However management must consider a systematic training to improve the efficiency and morale

of the employees systematic training programme will help the management to standardize the job

performance as well as the selection and placement programme As already specified for the

success of any training programme the selection of trainer is of prime importance The trainer

must be picked from the immediate supervisors in case of on the job training programme

Secondly the statues of the training in charge should be equivalent to that of the personal

manager in the organisationThirdly the needs of training should be based on organizations needs

The last but not the least important point is the importance of human relations for the

development of an effective organization Training in good human relations means training good

leadership and developing sound relationship among people in the organization

CATAGORIES OF TRAINING NEEDS ANALYSIS

A TNA can be categorized based upon whether it is reactive or proactive

A reactive (i.e. remedial) TNA occurs when the perceived performance deficiency is a

discrepancy between perceived and expected performance for the employees current job A

proactive TNA is conducted to respond to the perception that current job behavior reflects an

inability to meet future standards or expectations There are two variants of the proactive TNA

namely:

Preventive approach

Developmental approach

The preventive approach is designed to assure that an employee will be able to meet future

expectations for his or her current job The developmental approach is conducted when current

job behavior leads to the perception that the individual has the potential but is not yet ready to

49

perform at a higher level position A proactive TNA rests on the ability of someone to predict or

anticipate a future problem

Any well done TNA is time consuming and costly ,it may seem logical that many organizations

do not conduct a TNA prior to training

TNA increases the probability of a successful training effort by determining if and how training

can help to solve a particular problem It is impossible for trainers to prove that their training

activity caused an improvement in job performance without conducting a TNA

HOW SHOULD A TNA BE CONDUCTED

To pinpoint the range of training needs and define their content, the HR department uses

different approaches to need assessment It may survey potential trainees to identify specific

topics about which they want to learn more Another HR led approach is task identification

Trainers begin by evaluating the job description to identify the salient task that the job requires

Trainers are also alert to others sources of information that may indicate a need for training such

as production records quality control reports grievances, safety reports, absenteeism and turnover

statistics and exit interviews of departing employees may reveal problems that should be

addressed through training and development efforts Training needs may also become apparent

from career planning discussions or performance appraisal reviews Supervisors see employees

on daily basis and thus are another source of recommendation for training The HR department

also reviews self nominations to learn whether training is actually needed Self nominations

appears to be less common for training situations but more common for developmental activities

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KEY STEPS INVOLVED IN CONDUCTING A TNA

Defining the perceived performance deficiency

Prioritizing the problem

Identifying the job requirements, trainees skills and abilities and environmental

constraints on correcting the deficiency

Developing the behavioral description of the need

These steps are explained as under:

Ask questions about the

job

Training committees and

conferences

Inputs from several view points can often reveal

training needs

Analysis of the operating

problem

Indicators of task interference environmental factors

Card sort Utilized in training conferences “how to” statements

sorted by training importance

1. PERSON ANALYSIS

A person analysis compares the individual with the task requirements The individual must

have the necessary KSA as well as the motivation and the opportunity to perform the task

Training the incumbent can typically rectify the deficiencies that are due to lack of skill or

knowledge To ascertain whether a lack of KSA is the cause of the performance deficiency

the incumbent must be asked to perform the desired behavior

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2. DEFINE THE DEFICIENCY IN BEHAVIORAL TERMS

The first step in the diagnostic process is to clearly define the deficiency in the behavioral

terms, that needs to be corrected In a reactive TNA the problem is typically identified as a

result of the performance appraisal Problem identification for a proactive TNA stems from

performance appraisal in conjunction with a planning process Whatever be the source or

type, there is often a tendency to state the problem in terms of the perceived solutions rather

than in behavioral terms According to Mager and Pipe one way of removing the problem is

to ask the individual defining the problem “what specific behaviors are not taking place

that should be” Without a specific behavioral description of the problem an accurate TNA is

highly improbable.

2.PRIORTIZE ORGANISATIONAL GOALS

Since organizations have limited resources all problems cannot be handled simultaneously

An organizational analysis asks “what problem should be solved to provide the greatest

organizational benefit

The answer to this question will depend upon the following three criteria:

ORGANISATIONAL GOALS: The extent to which the performance deficiency hinders the

attainment of organizational goals

RESOURCES: The capacity to take corrective action must also be considered Just as any

individual has strengths and weaknesses so to do training departments (and immediate

supervisors) differ in their abilities to rectify the performance problems These along with

other resource limitations (such as budget and time constraints must be considered)

PROBABILITY OF SUCCESS: The objective of training is to improve

performance by changing behavior Even if a training need is accurately identified and the

correct timing is effectively administered there are still a variety of factors that may inhibit

behavioral change One such factor is the particular climate/culture of the organization

Orientation towards development is a dimension of climate that has been identified by

several researchers The table on the next page lists a variety of resources that can be used in

organizational analysis.

52

DATA SOURCE

RECOMMENDED

TRAINING NEED IMPLICATION

Organizational goals

and objectives

Were the training emphasis can and should be placed These

provide normative standards of both direction and expected

impact which can highlight deviations from objective and

performance problems

Manpower inventory Where training is needed to fill the gaps caused by

retirement turnover age etc This provides an important

demographic data base regarding possible scope of the

training programme

Skill inventory Number of employees in each skill group, knowledge and

skill level training time per job etc This provides an estimate

of the magnitude of the specific training needs Useful in

cost benefit analysis of training projects

Organizational

climate indices

These “quality of working life” indicators at the

organizational level may help focus on problems that have

training components

Analysis of effective

indices

Cost accounting concepts may represent ratio between

actual performance and the standard or desired

Changes in system or

subsystem

New or changed equipment may present training problems

Management

requests or

interrogation

One of the most commom techniques of TNA

Exit interviews Often information not otherwise available can be obtained

in these problem areas and supervisory training needs

specially

MBO or Work

Planning and Review

systems

Provides performance review potential review and long term

business objective Provides actual performance data on

recurring basis so that base line measurement may be known

subsequently improvements may be made

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Of all the sources listed the most useful for an organizational analysis is the organizations

goal and objectives In larger organizations a formal strategic document exists which the

trainer should not only read but analyze to get the true feeling for the direction in which the

organization is headed

3. JOB TASK AND WORK ENVIRONMENT ANALYSIS

As part of TNA a job analysis should focus on what the trainee needs to be able to do, to

perform the job satisfactorily In TNA a job analysis should take both worker and task

oriented approach A worker oriented approach focuses on the skill knowledge and abilities

to perform the job These might include elementary notions, job demand and the specific

human behavior involved such as decision making, communicating etc A task oriented

approach focuses on a description of the work activities performed These involve a

description of how where why a worker performs an activity The table below specifies the

data sources for job analysis

TECHNIQUES FOR

OBTAINING JOB

DATA

TRAINING NEEDS IMPLICATIONS

Job description Outlines the job in terns of typical duties and

responsibilities but is not meant to be all inclusive

Helps define performance discrepancies

Job specifications or task

analysis

List specified tasks require for each job More

specific than job descriptions Specifications may

extend to judgment of the reqd knowledge and skills

Performance standards Objectives of the task of the job and standards by

which they are judged This may include base line

data as well

Perform the job Most effective way o determining specific tasks but

has serious limitations the higher the level of job the

greater is the gap between performance and result

outcomes

Observe job work

54

sampling

Review literature

concerning the job

Possibly useful in comparison analysis of job

structure but far removed from unique aspect of the

job structure within any specific organization

4. WORK ENVIRONMENT ANALYSIS

Even if the KS is acquired there is no guarantee that the deficiency will be eliminated

Training can only rectify a deficiency which is due to the lack of KS.However, the capacity

to perform will not result in performance if the other two variables are not present analysis

The assessment of whether these variables are present is referred to as work

environment

4. DEVELOP OBJECTIVES

The information obtained in the job, person and work environment analysis is used to

develop the training objectives Many advocate this approach while others have questioned its

value. Critics have typically stated that behavioral objectives are rigid and fail to consider

individual learning styles

TRAINING AND DEVELOPMENT APPROACHES

INTRODUCTION: DISTINCTION BETWEEN KNOWLEDGE, SKILLS AND

ATTITUDE

While the purpose of training in the business context has changed very little over the past several

years, the approach, the methods and the techniques used have progressed considerably

Specialists have become more aware of what their role should be, what trends to motivate people

to work in various kinds of employment and what are the most acceptable and profitable ways of

55

achieving the desired performance from individuals and groups Employers too have grown to

recognize the value of investing in training with these ends in view

It has been accepted over some years that all training can be categorized under the heading of

knowledge skills and attitudes At one time little distinction was made between these three areas

Skills were seen to be acquired when knowledge of the method process or system was passed on

either by word of mouth or in writing Learners were expected to be proficient in a job after being

told what to do Those who were slow learners were considered untrainable and thus discharged

The approach to attitude in training was negative Employees were often seen to have the wrong

attitude when they failed to meet the employer’s demand but it wasn’t in practice to inculcate the

right attitude i.e. the one that could be accepted as constructive But the work of behavioral

scientists has helped to bring about a change in the recent years Trainers today are aware that

men cannot be treated like machines

The distinction between knowledge and skills has also come about much by reason of workers

pressure as because of managerial enlightenment Employees were outsiders and the business

secrets were not divulged to them They lived in blissful ignorance of the aims of the organization

and the significance of themselves Today managements have become aware of the facts that

employees who re kept in the picture about what is going on are likely to accept and give

commitment to management decisions After all uncertainty can have a more damaging effect on

workforce than bad news

Moreover employees need to be continually updated in specific work areas Many, but not

employees are dedicated enough to undertake private study to keep abreast of the latest

developments in their field Self development according to most trainers is the best and the most

effective means of training Nevertheless the employers have a responsibility towards the

employees Thus there is a continuous need for ‘knowledge ‘training Not only is it necessary to

cover the knowledge required to enable an employee to carry out a specific job but a good deal

more information about the business has to be imparted if a person is to be made the contributing

member of the team

In selecting training and development techniques, trade off exists That is no single technique

is always best: the best method depends on: cost effectiveness, desired programme content,

learning principles, appropriateness of the facilities, trainee preferences and capabilities The

importance of these six trade offs depend s on the situation There is a range of ‘teaching

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methods’ available to trainers Each method has its advantages and disadvantages in terms of

the ‘objective ‘ of a particular training programme The difference between training methods

lie mainly in terms of the trainees personal involvement or participation in the process of

learning The choice of the training method depends on

Experience and competence of the instructor; and

How much a particular group of trainees will learn from a particular method or a

combination of methods

The intellectual level and educational background of the participants, the participants

age and practical experience

Depends on the social and cultural factors in the environment Now many participative

methods are accepted and used in management training

Some methods are more effective in achieving certain objectives than others

It also depends on the time and availability of resources and infrastructure al facilities

Training may be classified lucidly as given by Yoder into the following categories

1. General training methods

2. Rank and file job training methods

3. Craft training method

4. Executive training method

5. Special training method

The second classification can be on the basis where the training takes place i.e.

1. On the job training

2. Off the job training

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TYPES OF TRAINING METHODS ON THE BASIS OF ABOVE CLASIFICATION

INDUCTION OR ORIENTATION TRAINING

Induction or orientation training may be defined as a process of guiding and

counseling the employee to familiarize him with the job situation The

induction process accomplishes several objectives including formation of a

favorable impression and attitude, development of a feeling of belongingness

and felicitation of learning and teamwork on part of the employees content of

the induction programme should be predetermined in the form of a checklist

specifying the topics to be covered Attempts are to be made to follow up and

assess the programme by interviewing the new employees as a measure to

correct the gaps in the knowledge and attitude of the employees

RANK AND FILE JOB TRAINING

This is based on similarities in training on several specific jobs This type of training can

either be imparted in a class room or on the job It is performed by foreman or a group leader

Its advantages arise in so far as it is realistic and economical and does not hamper production

as well as necessitate transition from classroom to job situations Its limitations include

1. The trainer may be an incompetent teacher

2. The shop floor maybe busy

3. There may arise heavy production losses

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SUPERVISORY TRAINING

Supervisory training needs reveal utmost divergence in view of the divergent duty of

the supervisor Employee attitude survey s help in finding areas 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 method training (JMT) and Job relations training

(JRT)

The JMT helps the supervisors to improve methods in their departments, while the

JRT helps them in handling human relations problems in their departments

ON THE JOB TECHNIQUES

As the name suggests on the job 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 or supervisors The main advantage is that the

trainees learn while actually performing the job which may minimize the training

costs They also learn in the same physical and social environment in which they will

be working once the normal training period is completed However this method has its

limitations It does happen sometimes that the supervisors and coworkers are not

interested in training new employees This becomes a problem particularly when the

trainers believe that their job security may be threatened by training the new comers

JOB INSTRUCTION TRAINING

Job instruction training (JIT) is received directly on the job, and is so often

called “on the job training” It is primarily used to teach workers how to do

their current jobs In this the worker learns to master the operations involved

on the actual job situation under the supervision of his immediate boss who

has to carry the primary burden of conducting this training Usually no

equipment or space is needed, since new employees are trained in the actual

job location

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The trainer may be a skilled workman He may be a superior who breaks in the

new man and then turns him over to the skilled workman who continues to

guide the learner

JIT may include the following steps

1. The trainee receives an overview of the job, its purpose and its

desired outcomes with an emphasis on the relevance of the training

2. The trainer demonstrates the job to give the employees a model to

copy

3. The trainee then mimics the trainer’s example

4. Demo by the trainer and practice by the trainees is continued till the

job is mastered

5. On the above basis a continuous feedback is received

6. Finally the employee performs the job without supervision, although

the trainer may visit the employee to see if there are any lingering

questions

ADVANTAGES

It is easily organized, is realistic and stimulates high motivation

It speeds up the workers adjustment to his superior and fellow workers

The cost of such a training is quite low

In terms of learning principles, the method facilitates positive transfer since

the training and actual work situations are almost identical

It provides active practice and immediate knowledge of results

DISADVANTAGES

The assigned instructor may be a poor teacher

The instructor may be antagonized by an additional assignment

The worker in his haste for immediate production may fail to learn the best

way of doing the job

The actual costs considering the trainers time loss (if the trainee fails to learn

the job properly) as well as the wasted material and damaged equipment may

be heavy

The training programmes are often briefly and poorly structured

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Many established workers find teaching a new recruit to be a nuisance and the

new employee may be pressured to master the task too quickly

Before implementing effective JIT programme, one should take into account

certain things, these are as under:

Firstly the choice of trainers should be based upon their ability to teach and

their desire to take this added responsibility

The trainer should be trained in proper methods of instructions

Adequate evaluation of the trainers progress has to be made frequently and

then fed off back to the trainee using reliable and valid methods

Trainers and trainees should be carefully paired in order to minimize

differences in background languages personality, attitudes or age that may

inhibit communication

The trainer must be made to realize the importance of close supervision in

order to avoid trainee injuries

JIT should be used in conjunction with other training approaches such as

programmed instruction lectures and films

JOB ROTATION

To cross train employees in a variety of jobs, some trainers move a trainee from job to job by job

instruction training This is a method of training wherein workers rotate through a variety of jobs,

thereby providing them a wider 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

Besides giving workers variety in their jobs it helps the organizations in vacations ,absences

downsizing or when resignations occur It helps workers to sharpen their skills and is used to

develop people for higher level positions by exposing them to a wide range of experience in a

relatively short span of time It is used for both blue collared as well as white collared positions

ADVANTAGES

High degree of learner participation and job transferability

Creates flexibility during manpower shortages

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Workers having the right skills can step in to fill open slots

The method provides new and different work on systematic basis giving

employees a variety of experiences and challenges

Employees also increase their flexibility and marketability as they can perform a

wide array of tasks

LIMITATIONS

Time consuming and expensive

Due to individual differences different employees are not equally suited for all

jobs It weakens a worker’s commitment to a given job

Job rotation also challenges one of the basic principles of personnel placement:

that workers be assigned to job that best matches their talents and challenges

APPRENTICESHIP

Apprenticeship training is ancient device 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. Organizations that employ skilled trade people such as

plumbers, carpenters, masons, printers and sheet metal workers may develop journeymen by

conducting formal apprentices programmes A new worker is tutored by a established worker An

apprenticeship lasts 2 to 5 years Classroom instructions are imparted typically in the evenings for

144 or more hours per year Each apprentice is usually given a workbook consisting of reading

material, tests to be taken and practice problems to be solved The apprentice serves as an

assistant and learns the craft by working with a fully skilled member of the trade called a

Journeyman This training is used in such trades ,crafts and technical fields in which proficiency

can be acquired after a relatively long period of direct association with the work and under the

direct supervision of experts At the end of apprenticeship programme ,the person is “promoted”

to journeyman

ADVANTAGES

Training is intense, lengthy and usually on one to one basis

DISADVANTAGES

This kind of training basically discriminates and gives preference treatment to friends and

relatives

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Time use in the programme is on basis of advancement rather than demonstrated ability This

result in some skilled apprentices remaining at minimal wages, a situation that companies

sometimes have exploited

The members of the trade predetermine the amount of time an apprenticeship lasts

COACHING

At management levels, coaching of immediate subordinates by their managers is common

Coaching is similar to apprenticeships because the coach attempts to provide a model for the

trainee to copy It tends to be less formal than an apprenticeship programme because there are

few formal classroom sessions and because it is provided when needed rather than being part of a

carefully planned programme Coaching is almost always handled by the supervisor or the

manager not by the HR department

ADVANTAGES

Coaching thrives in a “climate of confidence”, a climate in which subordinates respect

the integrity and capacity of their superiors

Coaching can take greatest advantage of the possibilities of individualized instruction

concentrating on those specific stimulus situations subordinates find hardest to deal with,

those specific performances subordinates find hardest to improve and the kind and quality

of feedback which can have great impact on subordinates

Participation, feedback and job transference are likely to be high in this form of learning

DISADVANTAGES

Coaching is likely not to be effective as less directive approaches such as nondirective

counseling or sensitivity training the trainees shortcomings are emotional or personal

Coaching may be effective if relations between trainee and coach are ambiguous, in that

the trainee cannot trust the coach

VESTIBULE TRAINING

To keep instructions from disrupting normal operations, some organizations use vestibule

training This type of training is often used in production work A vestibule consists of training

equipment that is set up a short distance from actual production line The method is good for

promoting practice a learning principle involving the repetition of behavior These special

training areas are used for skilled and semiskilled jobs particularly those involving technical

equipment

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ADVANTAGES

Trainees can practice in the vestibule without getting in the way or slowing down the production

line

DISADVANTAGES

Vestibule is small so relatively few people can be trained at the same time

OFF THE JOB TRAINING TECHNIQUES

Off the job methods are those training and development programmes that take place away from

the daily pressures of the job and are conducted by highly competent outside resource people

who often serve as trainers, which is one of the main advantages of this method Such people

include technicians, consultants and university faculty Its major drawback is the transfer problem

Too often trainees learn new facts and principles at lectures workshops and conferences but have

no idea how to apply them, once they are back in their jobs

LECTURES

The lecture method is a popular form of instruction in educational institutions Even though the

effectiveness of the lecture method is often questioned many instructors find themselves 30%-

50% of their time lecturing It is also used in industry Lectures consist of meeting in which one or

a small number of those present actually play an active part The lecturer may be a member of the

company or a guest speaker Before preparing a lecture the following 4 questions must be

considered

Who is your audience?

What is your audience?

What is the available time?

What is the subject matter?

Besides the following points must be considered:

It 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 must poised courteous and sincere

Simple language must be used

The method is generally used when:

1. Basic theoretical knowledge has to be built up before actual practice

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2. When the summary of some research work has to be communicated

3. With a more homogeneous audience a trainer can direct the lecture to specific topics and

techniques which is often more beneficial than using some broad based material

MERITS:

Large number of people can be trained /taught at the same time

Method is cost efficient and effective

Lecture method has more participant acceptability than training directions

DEMERITS:

It gives very little opportunity for active practice, development, knowledge of results and

transfer of learning

It produces staleness and monotony resulting in less absorption of knowledge by students

Trainees themselves have to understand and personalize the contents of a lecture

There is a little chance for dialogue, questions or discussion of individual problems and

special interests

It is not suitable for courses where people with work experience are participating

There is one way communication, no interaction among group members is encouraged

The method cannot adopt itself to the individual differences and is farthest from reality

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AUDIO VISUAL TECHNIQUES:

Audiovisual techniques cover an array of training techniques, such as films slides and

videotapes. It allows participants to see while listening and is usually quite good at capturing

their interests These allow a trainers message to be uniformly given to numerous organizational

locations at one time and to be reused as often as required It is important to note that people

remember 20%of what they hear, 30% of what they see and 50% of what they see and hear

AVAILABLE DEVICES

Blackboard: It is inexpensive and is available in all lecture halls Its use require no prior

preparation is very useful for demonstrating calculations and formulations One of the major

disadvantages of using a blackboard is that the speaker has to turn away from the audience

Flip chart: It can replace the blackboard with the advantage that no erasing is required It is

especially useful for single presentations which may not justify the designing of costly visuals

Limitation of space is a major disadvantage Drawings have to be stored away flat to avoid

damage

OVERHEAD PROJECTOR: It projects large size transport images onto a screen under normal

lighting conditions

MERITS:

Useful for training people in a work process or a sequence as they can more readily trace

the pattern of work flow when laid out graphically

The trainer can readily face the audience retaining an eye contact and thus make his talk

more effective

According to a study conducted by Konz and Duckey, a slide presentation is superior to

verbal and printed instruction in training employees to complete various work assembly

operations

Videotapes are extremely useful in time and motion study in recording employees’ job

behavior which can be later evaluated and feedback provided

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They are time saving as copies of the same films can be mailed to all plants at one time

Trainees can also be provided with immediate visual feedback of their behavior when

necessary

LIMITATIONS:

A trainer cannot modify formal visuals in response to new situations and in answering

questions

If the training content changes, a whole new film has to be made

CONFERENCE METHOD: It is also known as the discussion method It encourages the

participation of all members of a group in an exchange of opinions, ideas and criticism It is a

small group discussion in which the leader plays a neutral role providing guidance’s and feed

back In spite the intention to encourage general participation, the conferences are dominated by a

few, with the majority no more active than, had they been facing a lecture This is particularly

effective if the ratio of trainees to trainers is not very large This method is useful when the

material needs clarification and elaboration or where a lively discussion would facilitate

understanding

OBJECTIVES OF THE CONFERENCE METHOD:

1. Developing the decision the decision making and problem solving skills of the personnel

2. Presenting new and complicated material

3. Changing and modifying attitudes

Sometimes the lecture method may be followed by a conference, giving the participants a chance

to share opinion about the material An effective trainer can get all the participants involved even

the less vocal ones The success of this method depends largely on the skills personality and

education of the discussion leader

The conference method can draw on the learning principles of motivation and feedback

MERITS

Stimulated participants readily join in the discussion and then receive feedback on

their ideas from others in the group This method is used to enhance knowledge or

attitudinal development

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This method does not usually involve any tangible assets other than people, the

attitudes, enthusiasm and verbal communication skills of the participants affect the

outcome more than for any other training method

DEMERIT

This method is only restricted to small groups and therefore, it proves to be costly

ROLE PLAYING:

Role playing believes that learning is facilitated by active participation rather than passive

reception 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 can be handled more effectively in

the future The acting is followed by discussion and analysis to determine what happened and

why and if necessary how the problem can be handled in the future Role playing is less

structured than acting, where performers have to say lines on cue Participants are assigned

different roles in the scenario to be enacted so in this way it is a device that forces trainees to

assume different identities Usually participants exaggerate each others behaviour Ideally ,they

get to see themselves as others see them The experience may create greater empathy and

tolerance of individual differences and is therefore well suited to diversity training which aims to

create a work environment conducive to a diverse workforce The unique values of role playing

include the following

It requires a person to carry out a thought or decision he may have reached Role playing

experience demonstrates the gap between thinking and doing

It permits the practice of carrying out an action and make it clear that good human

relations require skills

Attitudinal change is effectively accomplished by placing the person in the specified role

It trains a person to be aware of, and be sensitive to others feelings The information

serves as feedback of the effect his behaviour has on other people

A fuller appreciation of the important part played by feelings in determining behaviour

in social situations is developed

Each person is able to discover his own personal faults

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It permits training in control of feelings and emotions

The two important types of role-plays are

1. Structured role play is characterized by use of written cases selected from

text or written to meet organizational training objectives It can further be

subdivided into three types

Single role play consists of two or three playing out roles in front of a class

ADVANTAGE

It allows the entire class to examine in depth all the dynamics and complexities

involved when individuals attempt to solve a problem or understand one another

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DISADVANTAGES

a. If players do badly, it may be difficult for the trainers to handle the negative

comments about them that are likely to emerge in the discussion following the role play

b. Regardless of the number of roles in any written role play, burden is placed on only one

of the players

c. Some players tend to feel embarrassed performing in front of the entire class

Multiple role play is the one in which all the trainees are players Each player

is given a written role or an assignment as an observer and then the entire

class role plays at the same time It causes almost no embarrassment to the

players and sharply reduces the problems related to negative comments about

ineffective role play behaviour The problem in this type is that very little

time can be allowed for discussion of process experiences of each individual

group

Role rotation consists typically of one person playing the role usually that of

an individual who has a problem and having several class members attempt

to use their skills to handle the situation Participants tend to feel less

embarrassed and are more willing

2.Spontaneous role play is used to help the participant acquire an insight into

his own problem and not on skill development The trainee elicits some problem

from the group itself and does not use written material

ADVANTAGE

It tends to develop more deeply into motivations and assumptions that influences

a role player’s behaviour

DISADVANTAGE

The major problem is that it requires extremely high skills on the part of the

trainer and only a few persons get an opportunity of active participation

The typical role-play involves three phases:

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THE WARM UP:

The objective of the warm up is to get the trainees participate in a constructive

manner with minimum anxiety and maximum motivation The trainee’s

introduction to the session should be such that it would arouse interest of the

trainees

THE ENACTMENT:

Before carrying out enactment the trainer should do the following

Read aloud the general information

Those who have volunteered to role play are given briefing sheets and

sent out of the room with the instruction of not to communicate among

themselves

The instructor should clarify all the doubts that the role player might

have

Role players take their positions facing the class

To begin the role play, the trainer sets the scene by restarting the identity

of the roles being enacted and making a brief statement about what has

just happened

POST ENACTMENT:

In conducting post enactment discussion, reaction to role-play

should be obtained from the people who have acted a role-play

ROLE PLAY HAS BEEN SHOWN TO BE EFFECTIVE IN

a. Studying small group leadership skills

b. Increasing sensitivity to the motivation of others

c. Improving interviewing skills

d. Enhancing ability to develop innovative solutions to the human relations problem

e. Modifying attitude

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ADVANTAGE

By “putting their feet in the other person’s shoe” participants gain some

understanding of what it is like to experience interpersonal conflict from

someone else’s position

DISADVANTAGE

Some people tend to put more emphasis on acting out rather than problem

solving

However managerial personnel have indicated only a fair acceptance of this method of training

CASE STUDY:

By studying the case, trainees learn about real or hypothetical circumstances and the action s

others take under those circumstances Besides learning the content of the case a person can

develop decision making skills particularly the analytical skills

According to KR Andrews “business case is a written description of an actual situation in

business which provokes in the reader the need to decide what is going on what the situation

really is or what the problems are and what can and should be done”

Cases are organized around one or more problems or issues that are confronted by an

organization Cases are designed primarily to illustrate problem issues rather than to portray

“success stories” Cases can range in length from one page to over fifty pages The method calls

for language skills But many people are sent to case study courses primarily because they lack

communication skills

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ADVANTAGES

When cases are meaningful and similar to work related situations there is

some transference

There also is the advantage of participation through discussion of the case

It improves participants skills in problem analysis, communication and

particularly brings home to the participant that nothing is absolutely

“right or wrong” in the field of human behaviour

DISADVANTAGES

Feed back and reception are usually lacking

One inherent difficulty is personal bias

According to Castore trainees may grow tired of case study after being exposed to it for

awhile and find other methods more involving and more interesting

Survey results indicate that the case method is considered by the training directors to be the best

method of developing problem solving skills

SIMULATION

Simulation is an approach that replicate certain essential characters 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 from the to their job As the name implies, simulation training is based on a

reproduction of some aspect of job reality

Coppard defines simulation as “a representation of a real life situation which attempts to

duplicate selected components of the situation along with their interrelationships in such a way

that it can be manipulated by the user” Simulation usually enhances cognitive skills, particularly

decision making Avery popular training technique for higher level jobs in which the employees

must process large amounts of information

Simulation have many forms –some use expensive technical instruments while others are far less

costly Some simulations need only one participant, while others may involve as many as 15 to 20

people working together as a team Simulations are broad based training techniques that can be

adapted to suit a company’s need By using equipment simulators workers can practice new

behaviour and operate certain complex equipment free of danger to themselves Equipment

simulators can range from simple mock ups to computer based simulations of complete

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environments Some of them are utilized to train a single individual and others are used for team

training

A.IN BASKET EXERCISE

It simulates how managers make decision an the allocated time The name is derived from the

famous IN and OUT trays found on the table of executives These trays are more prominent in the

case of government officials and public sector managers

The managers proceeds through the line basket and makes decision about the matters that need

attention Usually there are 12-15 items in the basket IN basket; the entire exercise may take 2-3

hours to be completed Problem from various management field may be put in the form of letters

memos and memoranda in the IN basket of the participant The participant is required to respond

to these items as he might do on the job Judges unconstructively observe and evaluate the

participant’s performance along certain dimensions such as the quality and quantity of work

accomplishes

ADVANTAGES

The biggest advantage is that this method is rooted in the real life situation of the

corporate world It effectively enhances skills in decision making and problem solving

The technique can be applied to all managerial positions

It can also be designed to emphasize certain specific aspects of performance

It is the best method to assess specific dimensions like written communication skills,

sensitivity, risk taking, initiative planning and organizing, management control,,use of

delegation ,problem analysis and decision making

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DISAVANTAGES

These games are expensive to conduct and to administer

The method is essentially individual and non interactive

It provides very little opportunity for learning team building activities

B. BUSINESS GAMES

It is described as a dynamic training exercise utilizing a model of a business situation This trains

the employee in certain skills within the rules of the game participants try to meet the stated

objectives of the exercise Participants may be divided into various teams which are placed in

competition to each other in resolving some problem information which may be supplied to all

the teams The game illustrates the value of analytic technique such as use of mathematical model

to arrive at the optimal solution

Business games are developed to simulate interpersonal relations problems, financial, budgeting

and resource allocation problems It is a simulation which consists of a sequential decision

making exercise structured around the hypothetical model of an organizations operations in

which the participants assume roles in managing the simulated operations It attempts to

reproduce the social psychological and economic dynamics or organizational behaviour in an

artificial setting Participants are told about the objective of the game and evaluated on the basis

of how far they are able to meet the objectives

ADVANTAGES

They are time saving thereby provide the trainees with many years of experience in a

few days

They are able to demonstrate some very broad but vital facets of organizational life

It helps in modifying attitudes to a great extent

Provides experience in the application of statistical and analytical methods

These games are quite absorbing and interest provoking

They give the trainee the opportunity to learn from experience without the fear of failure

or the consequences

They are excellent means of emphasizing the importance of long range planning i.e. a

business should run on the basis of well established policies rather than short range

opportunistic one

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DISADVANTAGES

It is too costly in cases where computers are needed, the cost goes still higher

It may become only a game to be won without any learning outcomes

Some games may be too simplified models of reality to be effective for real learning of

actual business situations

Many games involve only quantitative variables completely ignoring the human aspect

PROGRAMMED INSTRUCTION

It is a training approach which makes the advantage of private tutoring available to large group

of students being trained in new skills Programmed instruction is one of the innovations used in

teaching technology developed in recent years but its origin goes to the research of learning

theorist BF Skinner The method involves an actual piece of equipment usually called the

Teaching machine or a specially constructed paper booklet In either case, the method has

three characteristics:

The participants are active and they determine their own learning pace

What is to be learned involves many discrete pieces of material, and the participants get

immediate feedback on whether they have learned each piece

The material to be learned is prepared in such a way that it can be presented to the learner

in a series of sequential steps These steps progress from simple to more complex level of

instruction The information to be taught is presented in the form of a programme The

person who writes the programme is is called the programmer and the people for whom

the programme is being written is referred to as the target population

There are three kinds of programmed instructions:

LINEAR PROGRAMMING :In this method which was developed by Skinner, the

student works through all the sequences of a book in a straight path from the first page to

the last He is given feedback in every step

INTRINSIC OR BRNDING PROGRAMMING: This form developed by Dr Crowder

makes the student work through the programme by one of the several “paths” or

“branches” according to the response he chooses

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ADAPTIVE PROGRAMMING: Developed by Gordon Pask these programmes can

only be presented in machines which “adapt” to the trainees This form makes allowance

for more variations in student ability

ADVANTAGES

It reduces the training time

The learning takes place at the student’s own pace

Participants get immediate feedback

Since the material is presented in a precise and systematic manner there is no gap in

presentation

The participants are active learners, there is a constant exchange of information among

them

When participants make mistakes they suffer no embarrassment as they are the only one s

who know that a mistake has been made

Fast learners don’t have to wait for the slow ones to catch up

Administrative simplicity and increased productivity in training results in lower training

cost per student

An individual may receive instructions at any time

DISADVANTAGES

There is an absence of a teacher, the book becomes the teacher The learner has to be

highly motivated to continue learning

Developing programmed instructions is time consuming

The material has to be broken into a number of logical steps since there are several

correct ways to perform a task

This method does not appear to improve training performance in terms of immediate

learning or retention over a time compared to other conventional methods

COMPUTER AIDED INSTRUCTION

It is one of the newest developments in instructional methodology It is a logical extension of

programmed instruction and shares many of its benefits

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ADVANTAGES

CAI has the advantage of individual pace instruction and a considerably wider range of

application

It requires less time to teach the same amount of information than any conventional

method Trainees also react favorably to this method

The computer is capable of assessing the progress of the trainees and can also adapt to

his needs by virtue of its storage and memory capacities

It presents the advantage of standard presentation, structured practices and instant

specific feedback

DISADVANTAGE

The major drawback to CAI for most organizations is the initial high costs

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SYNDICATE METHOD

Working in small groups to achieve a particular purpose is described as Syndicate method

The essence of this method is that the 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 the human behaviour The method is

suitable for training and development of executives with considerable experience It is not

useful in the case of management 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

functions as well as interest areas The syndicates are given assignments which have to be

furnished and a report submitted by specific date and time By rotation each member of the

syndicate becomes the leader for completing the specific task Each assignment to the

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 evaluation

ADVANTAGES

It secures a very high level of involvement from the participants

For the practicing managers their own experience is the starting point in this method

It is a method of self development, which is obviously the best development

The method gives the participant a practice in communicating with his colleague and

understanding them

It provides an environment far away from his daily working situation and thus free from

the pressures and biases

It involves interaction over an extended period of time and living together with a large

cross section of people from different types of organizations with varied functional

interest

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DISADVANTAGES

If the syndicate is not structured properly it could 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

BEHAVIOUR MODELLING

According to social learning theory, most human behaviour is learnt observationally through

modeling when social learning theory is applied to industrial training programme it is

commonly referred to as behaviour modeling. It is generally used to improve the interpersonal

and communication skills of supervisors in dealing with the subordinates.

There are a number of training sessions and each session follows the same format The topic is

first introduced by the trainer and then a film is shown depicting the supervisor model effectively

handling a situation followed by asset of three to six learning parts that are shown in the film

immediately before and after the model is presented A group discussion is held in which the

effectiveness of the method is discussed After this the practice session starts in which one of the

trainee assumes the role of an employee And then feedback from the training class is given on

the effectiveness of each trainee in demonstrating the desired behaviour.

At the end of each training session the trainees are given copies of the learning points and are

asked to try and apply them to their job in the following week It has been found that this

programme has had desirable effects on learning behaviour and performance criteria

Employees may learn a new behaviour by observing and then imitating the new behaviour

recreation of the behaviour may be videotaped so that the trainer and the trainee can review it

When watching the ideal behaviour the trainee also gets to see negative consequences of not

following the right behaviour By observing the positive and negative consequences the

employee receives enforcement that enables him to correct the behaviour This approach has

been successful in teaching supervisors how to discipline employees and is particularly

common in athletics

SENSTIVITY TRAINING

It provides the participants with an opportunity to actually experience some concept of

management just as a manager would experience them in his organizational situation Sensitivity

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training purports to develop awareness and sentiments to one’s own and other’s behavioral

patterns is a group training method that uses intensive participation and immediate feedback for

self analysis and change The method provides face to face learning of on going behaviour within

a small group and lacks structure In this the participants remain involved and enthusiastic This

attempts to develop the diagnostic ability of the participants –the ability to perceive reality The

individual is made more aware of himself and his impact on others At a group level one learns

about normative structures and authority relationships leading to better team work It increases

sensitivity and awareness towards others and their styles It helps to understand how conflicts

arise and are resolved

Obviously the learning is at an emotional rather than at an intellectual level Being an emotional

experience the degree of change depends on the amount of emotional involvement A

predominant problem with the effectiveness of sensitivity training is the transfer problem that is

the inability of the participant to apply concepts and awareness gained in the laboratory or group

to his job

ROLE OF THE TRAINER

The trainer acts as the facilitator to obtain the feed back and check severe psychological damage

to the participants He is responsible for creating an environment with time and space in which

learning can take place He should focus on the discussion and group learning for constructive

purposes It allows the participants to form their own conclusion based on “HERE AND NOW”

i.e. learning from the interactions with the group

GOALS OF SENSTIVITY TRAINING

Introspection or awareness, the ability to reflect on feelings and ideas within oneself

Awareness of feelings: developing a high regard for the significance of feelings in

working and living situations

Recognition of and concern about feelings, behaviour discrepancies: developing an

ability to diagnose the relationship between how one feels and how it is shown in

behavioral terms This helps in moving towards greater congruence between the two

Flexibility: developing skills in behaving in new and different ways

Thus sensitivity training is aimed at developing the entire person and not just a particular skill The method is likely to increase managerial sensitivity and trust and enhance respect for the contribution of others However the method has not received proper recognition in the business world

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TYPES OF SENSTIVITY TRAINING

T-GROUP

One of the significant and repeated methods of sensitivity training is the Tgroup T group leads to

understanding of self and contribute towards organizational change and development through

training in attitudinal change in the participants and create better team work

CAMPBELL, DUNNETTE, LAWLER AND WEICK HAVE SUMMARIZED THE MAIN

GOALS OF T GROUP AS FOLLOWS

To give the trainee an understanding of how and why he acts towards other people as he

does and of the way in which he affects them

To provide some insights into why people act the way they do

To teach the participants how to listen i.e. actually hear what other people are saying

rather than concentrating on a replay

To provide insights concerning how groups operate and what sorts of processes groups

go under certain conditions

To foster tolerance and understanding of the behaviour of others

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T-GROUP TRANSACTIONAL ANALYSIS

SENSTIVITY TRAINING

STRANGER GROUP

FAMILY GROUP

COUSIN GROUP

To provide a setting in which an individual can try new ways of interacting with people

and receive feedback as to how these new ways affect them

T-GROUPS ARE CLASSIFIED AS :

STRANGER GROUPS: Participants in this group have no prior knowledge of on another

The advantage of such a group is that the members can express and involve himself or

herself without fear or retaliation

FAMILY GROUPS: Participants in this group belong to the same department or

hierararchical level and have knowledge of one another The disadvantage is that the

members may shy away from giving feedback, may dilute it or may not disclose

themselves in the fear of it being used against them

COUSIN GROUPS: Persons are from the same organization or institution but not in the

same department or hierarchical level They are quite independent of one another

TRANSACTIONAL ANALYSIS:

He basic philosophy and approach to TA was developed by Dr Eric Berne, a psychologist

searching for alternatives to Freudian therapeutic procedure she realized that all of us have one

of three operating ego states Parent adult or child at any given time

TA can be used to eradicate or minimize the dysfunctional aspect of the personality The

dysfunctional aspect of ones personality develop from cultural assumptions assimilated during

childhood, the ways in which we are supposed to control and nurture others and the way in

which we have to learn to deal with our own feelings

The TA programme can vary from one day capsule to a five day programme It involves sharing

of concepts and knowledge of TA, playing structural exercises and games leading the

participants to assess their own personalities

FISHBOWL METHOD

It is essentially used in providing skills for understanding human behaviour It effectively uses

group interaction to develop in the participants a degree of self awareness The primary objective

of this method is to inculcate in the participants the discipline of observing others and on the

basis of this provide feedback to learn about ones behaviour and personality as seen through the

eyes of others

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Fish bowl can be effectively used in developing:

Individual and group behaviour

Content of communication

Role that an individual plays in-group activities

Resolving intergroup conflict level of participation

Dynamics of group problem solving

Decision making; and

Interpersonal relations

METHODOLOGY :

The exercise can involve up to 25 participants seated in 2 circles one inner and one outer The

inner group is the target group, members of this group will either discuss a reselected topic or

move towards the completion of a group task After the discussion by the members of the inner

group the outer group is asked to comment on the content and more importantly the dynamics

and processes of the inner group members Feedback may be obtained by one of the following

methods:

Each member of the outer group observes all the members of the inner group on a

specific dimension of the group process

Each member of the outer group observes one member of the inner group on all the

dimensions of group activity

Participants must learn to provide feedback with clarity and precision Feedback must never be

critical or lose its constructive nature After one cycle is completed the outer circle changes

places with the inner circle and the cycle repeated

NON-GROUP METHODS:

Under this method the assessment is made on an individual basis It is of three types:

Counseling

Understudy system

Special projects

COUNSELING : It helps the trainees to observe their weaknesses and involve measures to

overcome them It is related to periodic appraisal or rating Specific counseling purports to help

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the subordinates to do their job better picture of how they are doing their job build strong

personal relationships and eliminate or minimize anxiety.

UNDERSTUDIES SYSTEM: In this the trainees work directly with individuals whom they are

likely to replace However ,it is disappointing as a training method because of the likelihood of

imitation of week and strong points of the seniors

SPECIAL PROJECT ARRANGEMENTS: These are likely to be highly effective training

systems In these systems a task force is built representing varied functions in the company The

special projects enable the trainees to achieve knowledge of the subject assigned as well as to

learn how to deal with others who have varied view points

Some of other methods of training that can be useful particularly for management students and

beginners are

Field trips

Prescribed reading

Distance learning

Induction training

CONCLUSION:

Of all the methods mentioned above none can be quoted as the best A combination of methods

can be used or it can be changed according to the changing circumstances

ADVANTAGES AND DISADVANTAGES OF ON THE JOB AND OFF THE JOB

TECHNIQUES

ON THE JOB METHOD

ADVANTAGES

No special facilities needed

No additional staff needed

Real life situation, not simulated productive in terms of departments work

Trainee can establish work relationship from the start

Learning can be controlled

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No off the job cost involved

No transferability of trainee required

DISADVANTAGES

Cost lost in departmental budget

Risk to machine, equipment etc and increase in scrap due to lack of experience

Part time instructor may lack training skills

Lack of time due to pressures of production

Difficulty in accommodating trainee idiosyncrasies

Psychological pressures on trainee due to exposure before experienced workers

OFF THE JOB TECHNIQUE

ADVANTAGES

Away from work and home pressures

More time available

Trainee specific difficulty can be easily sorted

Relaxed atmosphere more conducive to learning

Under this method trainee attention can be obtained more easily as the distraction is

minimum

Enables testing of hypothesis and ideas in low risk environment

Improves morale and motivation for self development

DISADVANTAGES

Cost of external facilities

Artificial sheltered environment

Difficulty of simulating work problems

Difficulty of transferring learning to work situation

Resistance of trainees being away from home

Difficulty of transferring learning to work situation

Generally more time consuming

Often involves traveling costs and inconvenience

EVALUATION OF TRAINING AND DEVELOPMENT

It basically involves the following steps:

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Setting the evaluation criteria

Selecting the trainees to be tested

Testing on the basis of set criteria

Finding out the gap between the actual and set standard performance

Giving feedback, showing the path to improvement

Transfer to the job

Follow up studies

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REASONS WHY TRAINING IS IGNORED BY ORGANISATIONS /WHY TRAINING

RESULTS ARE NOT EVALUATED

Many training directors don’t have the proper skills to conduct a rigorous evaluation research

Some managers are just reluctant to evaluate something which they have already convinced

themselves is worthwhile

Many organizations carry out training because their competitors are doing so or the unions

are demanding it

Training is in itself expensive, evaluation adds up to the cost

Some training cannot be evaluated because of the complexity of the behaviour being taught

BENEFITS OF TRAINING

Leads to improved profitability and or more positive attitude towards profit orientation

Improves the job knowledge and skills at all levels of an organization

Improve the morale of the workplace

Helps create a better corporate image

Helps people identify with organizational goals

Foster authenticity, openness and trust

Improves the relationship between boss and subordinates

Aids in organizational development

The organization may learn from the inputs given by the trainees

Helps prepare guidelines for work

Aids in understanding and carrying out organizational responsibilities

Provides information for future needs in all areas of the organization

Helps employees adjust to change

Aids in improving organizational communication

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SECONDARY DATA ON TRAINING NEEDS IDENTIFICATION IN INDIAN

INDUSTRIES

A few years ago a survey was conducted to identify the training needs in Indian industry I have

included this to get a better view of the the overall picture

SAMPLE

The questionnaire was distributed to 1000 executives of which about 400 completed forms were

received This sample of companies was drawn up on the basis of three criteria

Adequate representation of various industry groups

Enough common ground to allow meaningful comparison between companies

All core aspects of management were covered i.e. Production, Marketing Finance, Personnel,

Systems etc

TOOL

The data was collected through as structured questionnaire namely “Training Needs Assessment

Questionnaire” developed by Pattanayak and Dhar, 1996 The questionnaire comprised of 44

items is designed to elicit detailed information with respect to the assessment of training needs

PROCEDURE

The questionnaire was distributed to the executives both personally and through post and later on

collected The participants for the various Executive Development Programmes (EDP) at NITIE

were also contacted and they filled questionnaires

The TNA variables were evaluated on the pre decided scale as shown

Strongly agree - 5 points

Agree - 4 points

Neutral - 3 points

Disagree - 2 points

Strongly disagree - 1 point

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The executives were broadly classed as those working in the

Public sector

Private sector

They were further classified as

Senior level

Middle level

Junior level; in each category

ANALYSIS

On the basis of data collected under the structured questionnaire the analysis was drawn on

statistical packages and the various graphs and charts were obtained to draw out results

CONCLUSION OF THE STUDY

Statements for the training needs were classified into three categories namely personal,

development, organizational development and customer relationship development based on the

following criteria:

1. Personal development related statements are those which primarily target individual

growth and development Statements under this category include training needs to

improve personal performance, promote positive attitude facilitate individual growth and

development, acquisition of new skills, learning and practice of ethical values, increased

awareness of safety measures, updating technical skills and general knowledge, shaping

creative potentials, development and managing self etc

2. Organizational development training need s are those which when imparted, improve

organizational efficiency and effectiveness by understanding organizational climate and

job requirements Statements under this include understanding quality requirements of

the job, enhancing organizational effectiveness minimizing gap between planning and

implementation, increasing job involvement, professional management, learning MIS,

managing conflict etc

3. Customer development specific needs include training to serve customer needs in terms

of delivery, complaint settlement, quality of product and service, understanding of needs

and expectations These are required to improve the external image of the company

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Based on the survey conducted, the results were analyzed and inferences drawn from senior,

middle and junior level executives of public and private sectors

1. SENIOR LEVEL EXECUTIVES

a) PUBLIC SECTOR: The questions which received the maximum waitage

pertained to:

Understanding the quality requirements of the job

Enhancing organizational effectiveness

Acquiring new skills in general

Improving the decision making skills

Increasing the managerial/supervisory effectiveness

Enriching the job knowledge

Senior level executives of public sector laid almost equal stress on all the facets of development

with a marginally extra importance to personal development (34%) and organizational

development (34%) followed by customer development (33%)

b) PRIVATE SECTOR : The points which received the maximum support by senior

executives of private sector organizations were:

Improving their performance

Enhancing organizational effectiveness

Learning cost effectiveness techniques

Involving decision-making skills

Increasing the managerial/supervisory effectiveness

Updating technical skills

Executives have laid maximum stress on the organizational development (35%) followed by

personal development (33%) and customer relationship development (32%) This can be

attributed to the fact that these personnel that have gone through severe screening procedure and

have grown up with customer relations related education passed on to them quite early

Moreover, maximum needs is realized for organizational development so as to increase

effectiveness in an increasing competitive scenario.

2. MIDDLE LEVEL EXECUTIVES

a) PUBLIC SECTOR: Maximum training needs were identified in the areas such as:

Improving their performance

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Enhancing organizational effectiveness

Facilitating growth and development of the individual

Increasing job satisfaction

Improving their decision making skills

Increasing the managerial/supervisory effectiveness

Whereas relatively lesser response was received from areas such as ethical values, middle level

public sector employees were sensitive to training in areas of personal development (34%) and

organizational development (34%), which is marginally ahead of customer development needs

(32%)

b) PRIVATE SECTOR: For this segment training needs were maximum for:

Improving their performance

Understanding the quality requirements of their jobs

Increasing the managerial/supervisory effectiveness

Learning and developing the MIS

Promoting a positive attitude in general

Enhancing organizational effectiveness

Whereas fairly average response was received for training on ethical values, occupational health,

etc importance to organizational development and personal development related training needs

was 2%ahead of customer development needs (32%) We observe similarity between public and

private sector in middle level executive category This shows equal concern for improvement in

personal performance

3.JUNIOR LEVEL EXECUTIVES

a) PUBLIC SECTOR: Maximum training needs are felt for:

Improving performance

Understanding the quality requirements of their jobs

Promoting a positive attitude in general

Facilitating growth and development of the individual

Familiarizing them to new job related technique

Enriching their job knowledge

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However a mediocre response was received in the field of learning and practicing the ethical

values Personal development needs (34%) are a slightly more than customer development needs

(33%) and organizational development needs (33%)

b) PRIVATE SECTOR: Maximum training needs were:

Improving performance

Understanding the quality requirements of their jobs

Facilitating growth and development of the individual

Familiarizing them to new job related technique

Preparing themselves for meeting the challenges of global competition

Facilitating rapid organizational growth and development

However a lesser need was felt for training in serving the customer in terms of quality of product

or service, and enrichment of the organizational culture Overall organizational development

(34%) was felt slightly more compared to the need for personal development (33%) and

customer development (33%)

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SUMMARY

Cumulative results of the senior level executives surveyed showed that they had greater

concern for training needs in the areas as organizational and personal development

Cumulative results of the middle were also along the pattern of senior level executives

with greater emphasis on personal and organizational development

Junior survey differ from senior and middle level executives survey who identified

maximum training needs for organizational development

There are certain areas in which almost all level executives both public and private sector wanted

some sort of training, which varied with individual requirements

1) Performance improvement

2) Quality of work life improvement

3) Quality improvement of the job itself

4) Managing organization professionally

5) Improving presentation and communicational skills

Some of the areas which remained untouched i.e. in which they remain least bothered are:

1) Increasing ethical values in business

2) Commitment to organization

3) Increasing awareness about occupational health

RESULTS

Graphical presentation of the findings is as follows:

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SWOT ANALYSIS OF THE COMPANY

STRENGTHS:

Talented human resources

Financially secure company

WEAKNESS

Training not conducted on a regular basis

OPPURTUNITIES

Huge potential for growth in the market because of excellent process operations

All round improvement assured if training is conducted on a regular basis

THREATS

Irregularity in training can demotivate the employees leading to failure and downfall

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SUGGESTIONS:

Often it so happens that the management is so focused on achieving the targets set that

training takes a backseat and is ignored This should not happen and training should be

made a part of regular organizational activity

Generally programmes for training are so designed that a few topics like communication,

kaizen etc get more priority and others like personal development and skill enhancement

are ignored If training programme is carried on a regular basis probably all topics will get

equal attention

In my view leadership skills can be developed more effectively by day to day interactions

rather than short term training programmes

More reading material should be provided which can be kept for later use

Efforts should be made to make training programmes bi-directional and where both the

trainer and trainee are equally at work This can be done if methods other than coaching

such as roleplays, audiovisuals etc are used

Training results must be immediately measured and stored for future reference This

should be done keeping in view the Continuous Process Improvement (CPI) tenet

“Nothing improves until it is measured” and the corollary “As soon as something is

measured it automatically begins to improve”

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SUMMARY

Thus to sum up “success is a journey and not a destination” Likewise its true for an organization

as well In order to enable continuous improvement a continuous training programme must be

carried out An organization is like a sapling, if it receives regular care and nutrition then it grows

to provide shelter and food else in adverse circumstances it vanes and dies out

The success of an organization’s plans for the future depends largely on a sound training strategy

In the face of continuous technological innovation higher levels of knowledge and skills and

their applications are crucial resources that can only be mobilized by training Training and

development infact, maximize the growth of the executives in the organization, improve their

competence and skills, foster a higher level of motivation and build behavior adaptability to

changes in technology, structure and environment of the organization

But these can be of use only when the organizations perceive and attach importance to training

and development of their managers and plan to ensure successful conduct of training

programmes for employees as well

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BIBLIOGRAPHY

Managing Human Resources: TN Chaabra

Personnel Management: NK Chaddha

Human Resource and Personnel Management: Ashwathapa

Human Resource Management: Stoner

Human Resource Management: CB Mamoria

Human Resource Training: Biswajeet Patanayak

Training and Development Handbook: Robert L Craig

A Handbook of Training Management: Kenneth R Robinson

Human Resource Management: Gary Dessler

Human Resource Management: LN Agrawal

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