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Title of The Summer Training Report

(Name of the organization) Submitted in partial fulfillment of the requirements for the award of the Degree of

Bachelor of Business Administration (BBA)

To

Guru Gobind Singh Indraprastha University, Delhi

Guide: Guide Name Sahrawat

Submitted by: Student Name: Anurag Enroll No.: 09420501711

BLS INSTITUTE OF TECHNOLOGY MANAGEMENT


Delhi- Rohtak Road, NH-10, Jakhoda, Bahadurgarh -124507
Batch (2011-2014)

Certificate
I, Mr./Ms._______________________________, Roll No. ________________ certify that the Summer Training Report (Paper Code BBA 311) entitled __________________________________________________________________ is done by me and it is an authentic work carried out by me at ___________________________ (Name of the firm or company/industry). To the best of my knowledge and belief, the material embodied in this Report has not been submitted earlier for the award of any Degree or Diploma by any University or Institution.

Signature of the Student Date:

Certified that the Summer Training Report (Paper Code BBA 311) entitled

___________________________________________________ done by Mr./Ms.___________________________________________________, Roll No. ___________, has been completed under my guidance and supervision.

Date:

Signature of the Guide Name of the Guide: Designation:

Countersigned

Director

ACKNOWLEDGEMENT

Apart from the efforts of me, the success of this project depends largely on the encouragement and guidelines of many others. I take this opportunity to express my gratitude to the people who have been instrumental in the successful completion of this project. Sir. I cant say thank you

I would like to show my greatest appreciation to

enough for their tremendous support and help. I feel motivated and encouraged every time I attend their meeting. Without their encouragement and guidance this project would not have materialized.

The guidance and support received from my family and all the friends who contributed to this project, was vital for the success of the project. I am grateful for their constant support and help.

They motivated me to perform well and helped me to understand my roles and responsibilities. I feel grateful to them for being my mentor.

DECLARATION

This is to certify that I have completed the project titled OUTCOME OF TRAINING AND DEVELOPMENT under the guidance of in partial fulfillment

of the requirement for the award of degree of Bachelor of Business Administration at BLS INSTITUTE OF TECHNOLOGY MANAGEMENT. This is an original piece of work & I have not submitted it earlier elsewhere.

Anurag Sahrawat BBA(Gen)-V Sem 09420501711

CHAPTERISATION Acknowledgement Preface Introduction 1. 2. 3. 4. 5. What is Training What is Development Difference between Training & Development Training objective & strategies & implementation Objective of study

Systematic approach of training. 1. 2. 3. Determining training needs and Priorities accordingly Types of training method Evaluation of Training

Introduction about the Organisation 1. 2. 3. Organisation Profile Rational of Study Needs of Training & Development in the our organisation

Methodology 1. 2. 3. 4. Data Collection Data Analysis Questionnaires Limitation of Study

Observation and Suggestions Conclusion Annexure of Questionnaires & Bibliography

ACKNOWLEDGEMENT
I take this opportunity to express my sincere gratitude and hearty thanks to Ms. Vindnod P.Kaushik Managing Director AVM Management Services, Pvt. Ltd., who has kindly consented to be my guide for this project work. His valuable suggestions and guidance have helped me a lot for the preparation of this project report.

I deemed it my privilege to acknowledge the encouragement and help provided to me by my guide, whose thoughts helped me in furthering my knowledge in the preparation of this Project report.

Finally, I am further grateful to all of my professor & wish to extend my sincere gratitude to all those who have one way or other helped in the successful completion of the project report.

Anurag Sahrawat

CHAPTER-1 INTRODUCTION

Since 1990 the global economy of the day has endangered the survival of every organization and in particular those who want to have a competitive edge over the others. The competitive edge may be a distant dream in the absence of Superior Quality Products which otherwise is the function of well-trained employees & talented people. Today resources are scarce and have to be used carefully and trainers of all kinds are required to justify their position and accounted for their activities. Training activities, which are ill directed and inadequately focused, do not serve the purpose of the trainers. Hence identification of training needs has become the top priority of every progressive organization. Identification of training needs, if done properly, provides the basis on which all other training activities can be considered and will lead to multi-skilling, fitting people to take extra responsibilities, increasing all round competence and preparing people to take on higher level of responsibility in future. Today with the help of HRIS we can easily find out which employee need training or not. So it is very much important in every organization. Training is the corner-stone of sound management, it makes employees more effective and productive. It is actively and intimately connected with all the personnel or managerial activities. It is an integral part of the whole management programme, with all its activities functionally interrelated.

There is an ever present need for training men so that new and changed techniques may be taken advantage of and improvements affected in the old methods, which are woefully inefficient. Training is a practical and vital necessity because, apart from the other advantages, it enables employees to develop and rise within the organization, and increase their market value, earning power and job security. It enables management to resolve sources of friction arising from parochialism, to bring home to the employees the fact that the management is not divisible. It moulds the employees attitudes and helps them to achieve a better co-operation with the company and a greater loyalty to it.

INTRODUCTION

Every organization needs to have experienced and well-trained employees to perform the specific activities. Rapid changes in the environment have not only made the jobs more complex but have also created increased pressures for the organizations to re-adapt the products and services offered to compete in this fast changing world. Therefore, in a rapidly changing society training is an activity, which is must for maintaining a viable and knowledgeable work force. Success of any training programme largely depends upon proper identification of training needs. Training needs are felt by the managers when they discover/perceive deviation between standard performance and actual performance of its employees. It is not that only workers need training. Simultaneously supervisors, managers and executives need to be trained and developed to grow and acquire maturity of thought and action. Many organizations invest considerable resources in training and development but never really examine how and where this can most effectively promote organizational objectives and individual growth. The failure to analyze training needs within the organisation will lead to lesser of benefits and huge investment in the training programme of the institute. Hence it would be pertinent to analyze training needs first and then impart training accordingly. Training is a long term investment in human resource using the equation given below: Performance = ability x motivation Training can have an impact on both these factors. It can heighten the skills and abilities of the employees and their motivation by increasing their sense of commitment and encouraging them to develop and use new skills. It is a powerful action that can have a major impact on both employee productivity and morale, if properly used.

WHAT IS TRAINING Training is a learning experience which results in the permanent change in an individual that will improve his/her ability to perform the job. We typically say that training can involve the changing of skills, knowledge, attitudes or social behavior. It may also mean changing the employees work style, their attitudes toward their work or their interaction with the co-workers or supervisors. Training is the act of increasing the knowledge and skills of an employee for doing a particular job. The major outcome of training is learning. A trainee learns new habits, refined skills and useful knowledge during the training that helps him improve the performance. Training enables an employee to do his present job more efficiently and prepare himself for a higher level job. Training, thus, may be defined as a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of the employees.

Features of Training 1. Increase in knowledge and skills for doing a job. 2. Bridges the gap between job needs and employees skills, knowledge and behaviour. 3. Job-oriented process, vocational in nature. 4. Short-term activity designed essentially for operatives.

Importance of Training:-

Training offers innumerable benefits to both employees and employers. It makes the employee more productive and more useful to an organisation. The importance of training can be studied under the following heads:-

Benefits to the business:1. Trained workers can work more efficiently. 2. They use machines, tools, materials & other resources in proper way. Wastage is thus eliminated to a large extent.

3. Training improves the knowledge of employees regarding the use of machines and equipment. Hence, trained workers need not be put under close supervision, as they know how to handle properly and thus results decline in accident rates. 4. Trained workers can show superior performance. They can turn out better performer. They can turn out better quality goods by putting the materials, tools and equipment to good use. 5. Training makes employees more loyal to an organisation. They will be less inclined to leave the unit where there are growth opportunities.

Benefits to the Employees:-

1. Training makes an employee more useful to a firm. Hence, he finds employment more easily 2. Training makes employees more efficient and effective by combining materials, tools and equipment in a right way, so that they can produce more with minimum efforts. 3. Training enables employees to secure promotions easily. They can realize their career goals comfortably. 4. Training helps employee to move from one organisation to another easily. He can be more mobile and pursue career goals actively. 5. Employees can avoid mistakes, accident on the job. They can handle jobs with confidence. They will be more satisfied on their jobs, and their morale would also be high. 6. Training can contribute to higher production, fewer mistakes, greater job satisfaction and lower labour turnover. Also, it can enable employees to cope with organizational, social and technological change. Effective training is an invaluable investment in the human resources of an organisation.

What is development

Development is a process which covers not only those activities which improves job performance but also those which bring about growth of the personality. It help individuals in the progress towards maturity and actualization of their potential capacities so that they become not only good employees but better men and women. In organizational terms, it is intended to equip persons to earn promotion and hold greater responsibility. Training a person for a bigger and higher job is development and this may well include not only imparting specific skills and knowledge but also including certain personality and mental attitudes. In this sense, development is not much different from education. Development is an attempt at improving an individuals managerial effectiveness through a planned and deliberate process of learning. For an individual this means a change through a process of planned learning. This should be the common and significant aim of development from the point of view of the trainer and the trainee in an organisational setting. All development is self development. It must be generated within the man himself. Development is highly individual. The development of an individual is due to his day to day experience on a job. Hence, emphasis should be on experiences from day to day work. Any activity designed to improve the performance of existing managers and to provide for a well planned growth of managers to meet future organisational needs is management development. The change in the individual must take place in those crucial areas which can be considered as output variables:

1. Knowledge change; 2. Attitude change 3. Behaviour change 4. Performance change 5. End-operational results (the last two changes being the result of the first three changes)

Difference between Training & Development

Training is short-term process utilizing a systematic and organised procedure by which nonmanagerial personnel learn technical knowledge and skills for a definite purpose. Development is a long-term educational process utilizing a systematic and organised procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose.

Training refers only to instruction in technical and mechanical operations, while development refers to philosophical and theoretical educational concepts. Training is designed for nonmanagers, while development involves managerial personnel. In the words of Campbell, Training courses are typically designed as short-term, stated set purpose, such as the operation of some piece(s) of machinery, while development involves a broader education for long-term purposes. TRAINING: 1. Its a short term process. 2. Refers to instruction in technical and mechanical problems. 3. Targeted in most cases for non-managerial personnel. 4. Specific job related purpose. DEVELOPMENT: 1. It is a long term process. 2. Refers to philosophical and theoretical educational concepts. 3. Targeted in most cases for managerial personnel. 4. General knowledge purpose.

Objectives of Training:-

The training policies are formulated by the HR Managers at the request of line managers. The training objectives are laid down keeping in view the companys goals and objectives. But the general objectives of any training programme are:-

1. To impart the basic knowledge and skill to the new entrants and enable them to perform their jobs well. 2. To equip the employees to meet the changing requirements of the job and organizations in the competitive era. 3. To teach the employees the new techniques and ways of performing the job or operations. 4. To prepare employees for higher level tasks and build up a second line of competent managers. Training Objectives and Strategies After identifying the training needs, based on the various analyses, the next logical step is to set training objectives in concrete terms and to decide about the training strategies to be adopted to meet these objectives. The training needs basically highlight the gap between the existing and desired repertoire of knowledge, attitude and skills at individual, group and organizational level to enable the employees to contribute towards the realization of organizational objectives at optimum efficiency. The training effort thus will have to aim at filling in this gap by clearly stating the objectives in quantitative and qualitative terms to be achieved through training. Such an exercise will also enable the training specialists to evaluate, monitor and measure the extent to which stated objectives have been met through training intervention. As the training objectives are related to organizational objectives, the involvement of the top management will be necessary to ensure that the two sets of objectives are integrated. It will be desirable to use the following criteria in setting training objectives: 1. Identifying the specific requirements of individuals and organizations so as to achieve integration of the two.

2. Setting the roles and tasks to be carried out by the target group. 3. Maintaining relationship with other positions vertically and horizontally and technological imperatives. 4. Taking care of relevance, applicability and compatibility of training to wok situations. 5. Taking training as a means of bringing about the changes in the behavior of the employees on the job. 6. Selecting behavior & activities that can be observed, measured and/or recorded 7. The expected change in behavior must be useful, closely related to and subject to the maintenance in the work environment. More specifically the following steps could be involved in setting training objectives: 1. Identification of the behavior where change is required. 2. Nature and size of the group to be trained in terms of prior training, situational factors, formal education. 3. Existing behavior defined in terms of ratio, frequency quality of interaction and supervision, routines and repetitiveness, innovations, omissions, error, etc. 4. Desired behavior aimed at improving the existing condition stated preferably in quantitative such as ratio, frequency of occurrence, reporting by exceptions, selfmonitoring mechanisms etc. 5. Operational results to be achieved through training stated in terms of increase in efficiency and effectiveness criteria such as productivity, cost, down time, turnover, time for innovations and creativity. 6. Indicators to be used in determining the changes from existing to the desired level in terms of ratio and frequency. Depending on the objectives set, the next step is to decide on the strategy of training involving the following: 1. Classification of objectives in terms of purposes : 1.1 Corrective objectives 1.2 Maintenance/status-quo objectives 1.3 Problem solving objectives, and

1.4 Innovative objectives 2. Classification of objectives in terms of levels of learning : 2.1 Adaptation level where one is gaining knowledge or adapting to a simple environment; 2.2 Interpersonal understanding and skill; 2.3 Values of individuals and groups. 3. On-the-job or off-the job training. 4. In house or external training. 5. Individual or group training. 6. Horizontal, vertical or diagonal/mixed group. 7. Changes required, if any, in the existing work roles, organizational relationships, work system requirements, process of supervision and alternative structures.

CHAPTER-2 Profile of the Firm/Company/Industry

M/s. AVM Management Services Private Limited, is a unit of M/s.Y.K.Enterprise, which is formed to cater the Industrial , Commercial & Placement Services for Corporate / Industrial / Commercial Establishment / Residential Societies. The company is registered under the The Companies Act, 1965 having registered office at # 440/11, Ratan Garden, Old Railway Road, Gurgaon [ Haryana ] -122001. The company is registered under the EPF & Misc. Provisions Act, The ESIC Act, and The Service Tax Act for the statutory compliance.

AVM Co. is formed to provide services heterogeneously to Corporate/ Industrial/ Commercial Establishment/ Residential Societies; while complying all the provisions of the applicable legislations. Vinod P Kaushik is Managing Director of the Company ; who is well qualified in the legal field [ MPM, LLB, Dip.Labour Law & Lab. Welfare ] a highly motivated and an

experienced professional with over 25 years of progressive and challenging experience focused on strategic HRM, Recruitment, Resource & Development , Appraisal , Industrial Relations , General Administration , etc. He is registered with Bar Council of Delhi.

Objectives of the Company:


1. Advisory services to the Establishments [Shops & Commercial Establishment and Factories under the Factory Act] under various Labour Legislations. 2. Outsourcing of the Compliance under the various Labour Laws, 3. Outsourcing of the manpower under the Contract Labour ( R & A ) Act, 4. Organising Technical & Non Technical training and development programme / seminars. 5. Recruitment 6. Better work, better life

Why M/s. AVM Management Services Private Limited?


1. 2. 3. 4. 5. 6. A team consisting of top-notch professionals Help desk support Periodic feedback Attending grievances and complaints Ensure safety of man, machinery and material Meet all statutory obligation of state/central government

Recruitment:
As the dynamic and volatile market constantly throws up new surprises at corporate, the rules of running a successful business have changed. Capital alone does not ensure organizational security. The critical resource that can make or break your business is PEOPLE. A slight miss in recruitment can cost the organization an irrevocable loss of time and money. We at AVM Management Services Pvt. Ltd. are committed to provide the right fit for your requirement. We select the best talent to match your organizational goals through a careful screening process - we shortlist candidates for you with the same care, we would use while hiring people for ourselves. Placement of senior and middle levels personnel in Information Technology, Sales / Marketing, Finance, Accounts, System, Construction, Engineering & etc. We have concentrated our activities primarily to the Automobiles and Engineering Industries and also built up an immaculate databank in every facet of these fields. We are also working for organizations in the field of Manufacturing Solutions, Consumer Electronics, Consumer Durable, Banking, and Financial Services. Other areas like Minerals, Personnel and HRD, Administration and Exports as well as junior Executive levels. An enviable databank is built up through advertising and souring meant for personnel in senior and middle levels and also with our wide contacts in various companies in and around Delhi. THE PROCESS: 1. Effectively Screening (Face to face Interview, Telephonic interview). 2. Screen candidates (By Online Test etc.). 3. Forward to Employer (By Email, By Courier). 4. Final call to Candidate after short-listing by Employer. 5. Assisting the candidate about Negotiation.

Types of recruitment used in M/s. AVM Management Services Private Limited

1. Contingency recruitment: An ongoing recruitment and placement activity to client organizations. We do a search for candidates through our internal, extensive and robust search engine called Hirecraft and then the chosen candidate is put in touch with the client to take it forward. 2. Turnkey staffing: A service offering to identify the right skill at the right time to fulfill a project or a position. It addresses the need in all the levelsjunior, middle and senior management. 3. Cross-border recruitment: The offering introduces professionals with the required background to meet particular client requirements from anywhere in the world. 4. Recruitment process outsourcing: We manage the entire recruitment/hiring process from job profiling through the on boarding of the new hire, inducting staff, technology, and method and reporting for a client.

Our Achievement
The procedure and system developed for matching the clients needs and arrive at a close match enabling us to do an effective screening. Specific approval is taken from each and every candidate. Our selection procedure takes pride in matching not only the persons capabilities to the job requirements but also the personality of the candidate to the cultural ethos of the company. A candidate is thoroughly interviewed first and only if he meets the standards that have been setup in his name entered into our data bank. The latest technology in communication helps us to contact the candidate quickly. We have good and long-term relationship with our clients.

TERMS& CONDITIONS:
Requirement to be given in Detail. [Designation, Age, Qualification, Skill set Required/desirable, Experience, Specific Industry, Salary bracket & etc ] Professional charges shall be 12 % of the annual cost of the candidate [Negotiable]. Invoice shall be raised after 15 days of joining and payment to be made within 30 days from the date of joining.

In case, if candidate leaves the jobs, at his own will, within 60 days from the date of joining suitable replacement will be provided at no cost.

TRAINING AND DEVELOPMENT AT M/S. AVM MANAGEMENT SERVICES PRIVATE LIMITED All employees are expected to participate in company sponsored training programs considered necessary for enhancing their work skills. We realize that in todays constantly changing environment, our services have to be better than those of our competitors. Therefore, training opportunities are offered through specialized training programs conducted by in-house instructors, instructors from the industry, or by experts in the field.

Training Need Assessment


Training needs are assessed by the Human Resources Department in consultation with the individual, his/her supervisor and the Head/Chief of the department. The performance management system as well as feedback by employees across the organization is used in collaborating the training needs.

Training Calendar
A Training Calendar is prepared and circulated at the beginning of the year. This carries details about the training programmes that will be conducted during the course of the year. In-house and external training are held on behavioral as well as specific job related skills.

Training Evaluations
Training programmes are evaluated by Human Resources regularly to ascertain the value being added to the employees. Managers nominate employees for training. Attendance at the training classes is obligatory. Employees are encouraged to make the best use of these opportunities provided by the company to enhance their professional skills. Training records gets maintained in the Personal File of each employee, for review at any time.

What kind of signals can warn a manager that employee training may be necessary?
Clearly, the more obvious, one is related directly to the productivity. Inadequate job performance, assuming the individual is making a satisfactory effort, attention should be given toward raising the skill level of the worker. When a manager is confronted with a drop in productivity, it may suggest that skills need to be fine tuned. In addition to the productivity measures, a high reject rate or larger rate than usual scrap page may indicate a need for the employee training. A raise in the number of accidents reported also suggests some type of re-training is necessary. There is also the future element, changes that are being imposed on the worker as a result of a job redesign or a technological breakthrough. These types of changes require a training effort that is less crisis oriented, that is, a proportion for planned change rather than a reaction to immediately unsatisfactory condition. When inadequate performance results from a motivation problem rather than a skills problem, the rewards and disciplinary action may be of greater relevance. Training would not be the answer of the problems, lies outside the job activity itself. For examples, if salaries are low, if supervision is poor, if workers benefits are inadequate or if the physical work tryout is deficient, spending on employee training may have little or no effect on productivity, since inadequate performance is due to conditions that training cannot remedy. Training can enhance skills but does nothing to relieve monotony. Once if has been determined that training is necessary, training goals must be established. Management should explicitly state what changes or results are sought for each employee. It is not adequate merely to say that change in employee knowledge, skills, attitudes or social behavior is desirable, we must clarify what is to change, and by how much. These goals should be tangible, feasible and measurable. It should be clear both to the management as well as the employee.

Need for basic purposes of training


The need for the training of employees would be clear from the observations made by the authorities 1. To Increase Productivity: Instruction can help employees increase their level of performance on their present assignment. Increased human performance often directly leads to increased operational productivity and increased company profit. Again, increased performance and productivity, because of training, are most evident on the part of new employees who are not yet fully aware of the most efficient and effective ways of performing the jobs. 2. To Improve Quality: Better informed workers are less likely to make operational mistakes. Quality increase may be in relationship to a company product or service, or in reference to the intangible organizational employment atmosphere. 3. To Help a Company Fulfill its Future Personnel Needs: Organizations that have a good internal education programme will have to make less drastic manpower changes and adjustments in the event of sudden personnel alterations. When the need arises, organizational vacancies can more easily be staffed from internal sources if a company initiates and maintain an adequate instructional programme for both its nonsupervisory and managerial employees. 4. To Improve Organizational Climate: An endless chain of positive reactions results from a well planned training programme. Production and product quality may improve; financial incentives may then be increased, internal promotions become stressed, less supervisory pressure ensure and base pay rate increase result. Increased morale may be due to many factors, but one of the most important of these is the current state of an organizations educational endeavor. 5. To Improve Health and Safety: Proper training can help prevent industrial accidents. A safer work environment leads to more stable mental attitudes on the part of employees. Managerial mental state would also improve if supervisors know that they can better themselves through company-designed development programmes.

6. Obsolescence Prevention: Training and development programmes foster the initiative and creativity of employees and help to prevent manpower obsolescence, which may be due to age, temperament or motivation, or the inability of a person to adapt him to technological changes. 7. Personal Growth: Employees on a personal basis gain individually from their exposure to educational experiences. Again, Management development

programmes seem to give participants a wider awareness, an enlarged skill, and enlightened altruistic philosophy, and make enhanced personal growth possible.

Need for training


a) An increased use of technology in production; b) Labour turnover arising from normal separations due to death or physical incapacity, for accidents, disease, superannuation, voluntary retirement, promotion within the organization and change of occupation or job. c) Need for additional hands to cope with an increased production of goods and services; d) Employment of inexperienced, new or badli labour requires detailed instruction for an effective performance of a job. e) Need for reducing grievances and minimizing accident rates. f) Need for maintaining the validity of an organization as a whole and raising the morale of its employees.

Collectively, these purposes directly relate to and comprise the ultimate purpose of organizational training programmes to enhance overall organizational effectiveness

RATIONALE OF THE STUDY The essential elements in any commercial enterprise are materials, equipment and human resource. Training allied to the other human resource specializations within management, ensures a pool of manpower of the required level of expertise at the right time. But firstly consider the attention given by an average organization to the provision of materials, machinery and equipment. Then compare the commitment to the third essential factor in the production cycle, viz: - human resources. One of the most important factors in his regard is the traditional view of training and trainers. They are seen as an expense, a service, as second rate to production or as a necessary evil. Training has tended to fall behind other management activities, especially in the planning phase. It is often carried out as a reaction to immediate needs, a patch up operation in many cases, instead of an ordered activity. Training and Development is especially designed to enhance the competency of managers and workers dealing with a variety of organizational functions. Training and Development is a process through which the goals of management development can be achieved. Investment in Training and Development has come to be considered as an asset for organizational development or in other words, Training is indispensable for effective organizational development. Earlier, training was almost exclusively trainer oriented and it was not need based. The trainer (training institute) determined the objectives of the course, its duration, its contents and format etc. On many occasions training was of a pedagogic nature with the trainer in complete control of the direction of the training. Moreover, the alignment of the corporate goal was missing. The views of the trainees were rarely sought or even if they were, it was with a condescending attitude. Due to all these reasons the bottom-line contribution of training or the organizational developments were less.

Needs of Training in various departments of M/s. AVM Management Services Private


Limited

HR / Administrative Department:-

1. Training helps the newly joined employee to understand the rules, regulation and policies of the Organization. 2. It helps the employee to look the job overview so that they are able to perform their duty efficiently.

3. It helps the employee to solve the administrative problem and take decision accordingly 4. It helps the HR personnel in taking the necessary steps and to create the policies. 5. It helps the employee to know how to organize meetings. 6. It helps the employee to know how to make Agenda, minutes of meetings & other related formalities. 7. It helps the employee to know how to conduct interview. 8. It helps the employee to know about recruitment and selection process. Sales Department:1. To give the full knowledge of the Product. 2. How to interact with Customer. 3. How to convince the customer for our product. 4. Provide the full knowledge of target. 5. Describe the benefit after achieving the target. Service Department:1. Provide the full technical knowledge of the product 2. Describe the procedure of installation. 3. Provide detail of Annual Maintenance Contract and which parts of machine cover under it.
4. How to repair the machine.

Customer Relation Department:1. Describe the procedure of how to register the complaint. 2. How to pass the complaint to the service engineers. 3. How to take feedback of complaint, if it is not done how to instruct the technicians to get it done. 4. Provide the full knowledge of the product, so that if a customer enquires about the product, they manage to provide the details. 5. How to interact with customer, if he is annoyed with service of the product & how to convince him. Accounts Department:-

1. How to enter & maintain the sales and purchase bills. 2. Describe the procedure of monthly closing. 3. Describe the procedure of calculate the revenue. 4. To know about the precaution to be taken while passing the expenditure/salary bills. 5. How to control the unnecessary expenditure. 6. To know about of TDS provisions while making the payment /salary. Legal Department:1. Providing the current status on the amendments of law / provisions 2. Providing the knowledge of using related softwares & other search tools 3. It helps in improving the decision making skills 4. It keeps them updated with the current scenario 5. It helps in improving the litigation skills 6. It also helps the legal personnel in searching the new & convenient ways of making the due-diligence reports

TYPES OF TRAINING METHODS The training methods which are generally used in an organization are classified into two types. These are: a) On the job b) Off the job Training, as a process of long term learning is essentially a developmental tool. Through, effectively utilizing this tool, the organization expects to achieve career objectives. 1. Sensitize employees towards their role in achieving the organizational vision of Leadership through Differentiation. 2. Contribute towards the career progressions of the employees by imparting knowledge of an additional or reinforcing nature, developing skills and bringing about desired attitudinal changes among them. This would not merely prove effective in assisting them to achieve organizational goals but also enable enhancement of their self esteem and self confidences to face external challenges.
3. Ours is a changing and dynamic organization which has to pay considerable emphasis

on training and retraining its employees to enable them to be competent, committed

and has the capacity to change according to the external and internal demands and pressures. Training of employees is not merely the responsibility of the management or the training cell alone, but the responsibility of department managers as well. Accordingly, the human resource department must enable their involvement in the process. TRAINING STEPS There are four basic steps in carrying out the training function: 1. Assessment of Training needs (A) 2. Designing the training action plan (B) 3. Administration of training (C) 4. Retraining and Reinforcement of training (D).

ASSESSMENT OF TRAINING NEEDS There are five steps towards the assessment and analysis of training and development of the organization. 1. Collection of information through interviewing and discussing with key personnel both inside and outside the organization or specific departments; observing the work place, working conditions, processes and outcomes; examining records, other written information and annual employee appraisal. 2. Compare performances of each department and each employee against objectives, targets and standards set for them and keeping in mind future work requirements in the organization. 3. Identify cause of problems faced by the organization to enable the management to train the employees in handling the problems as well as solving the problem in a satisfactory manner. 4. Segregate identified problems & the problems requiring staff development action such as training and the problems requiring other management actions, so that these problems can be accurately addressed. 5. Prioritize training actions in accordance to where the training need is more urgent.

DESIGNING TRAINING PROGRAMME.

Having completed the ground work of training needs and assessment whereby training gaps are identified and prioritized, the next step is to design the trailing action plan which involves the following: TYPES OF TRAINING ADDRESSING VARIOUS TRAINING NEEDS : Entry training involving new recruits and employees required to take a new job. 1. Problem resolution training to meet a shortfall or deficiency in job performance. 2. Training for change to prepare employees for job identified in near future. 3. Development to equip employees to meet organizational changes in future. 4. Identifying the Trainee groups. 5. Identifying the most effective training methodology. 6. Classroom training outside the organization through external agencies for meeting specific job function related needs which cannot be imparted internally. This is normally the case when the training involves specific areas and smaller numbers making it uneconomical to conduct the program internally. These external sources must be chosen with care and must be able to fulfill the organization's analyzed training and development needs. These training methods must be supplemented by enabling the trainees to apply in the work place and translating into job competence the knowledge and skill gained through such training. 7. Classroom training within the organization through external and internal agencies: These programs must be carefully designed to ensure that they mirror the trainee groups requirements individually and collectively. Like the external courses, when designing these programmes, one must ensure that the training objectives are expressed in terms of job competence as well as knowledge and skill. 8. This method of training is most effective in bringing together employees in larger numbers to address common training needs. The training faculty is critical to the success of such training programmes. The importance of the need for proper communication of the knowledge and ideas makes the realization that the selection of the faculty members must be made by keeping the receiver in mind. 9. On the job training enables the employees to learn the job while actually carrying out the tasks involved in the job. All new recruits joining the organization are

required to undergo induction programme with planned work experience in various departments associated with the employees own department for a short duration to equip the employee with basic knowledge fundamental to his job function. Entry level training is normally imparted through internal on-job and off-job training methods. Problem resolution training, training for change and development related training may be imparted through internal or external on-job or off-job training methods depending on programme design, objective and target size. RETRAINING & REINFORCEMENT OF TRAINING Retraining programmes are generally arranged for employees who have been from long in the service of an organization. The retraining programme may be necessitated by the following facts: 1. Some employees are engaged in a confined phase of a particular task and lose their all-round skills, for them such training is needed. 2. During prolonged lay-off periods, employees on certain highly skilled jobs are given retraining when they are called back to work. 3. Technological changes may make a particular job, on which an employee is working, unnecessary and the company may desire to retrain him rather than discharge him. 4. An employee, because of illness, accident or incapacity due to age, may no longer be able to do his share of the work which he performed when he was in normal health. 5. Economic depression or cyclical variations in production create conditions in which employment stabilization may be achieved by having a versatile work-force capable of performing more than one job.

Chapter-3: Objectives of the Study

OBJECTIVES OF THE STUDY 1. To understand the prevailing trends of training and development with regard to the Sales & Service Industry. 2. This project is an attempt to study how the development of competency among employees through training need identification and evaluation of training programme at M/s. AVM Management Services Private Limited 3. To conduct a comparative analysis of the organizations under study and to design a process model for training 4. Frame a training module incorporating the prominent training practices for effective encouragement training.
5. To focus on training and development as an implementation of strategic planning in M/s. AVM Management Services Private Limited.

FRAMEWORK FOR EVALUATION OF TRAINING

SL.No.

Types of Evaluation

Levels of Evaluation/Objective

Methods of Evaluation

01

Context Obtaining information current context i.e.,

Evaluation Pre training and about using the

Same as the ones used in assessment of training needs.

operational individual

difficulties, organization deficiencies Training i.e., Need

Assessment as basis for decision. To what extent are related requirement?


02

training to

courses job

Input

Evaluation Pre training

Same as the ones used in design and organisation of training.

Determining and using facts/opinions about

human/material resources for training to decide training methods or types of training - inventory of outside programmes training

03

(i) Observation by trainer unsystematic/random Monitoring training as it Opinions/attitudes about (ii) Rating Scales for each sessions or theme- Analyze, is in progress continuous trainer, presentation, present to trainees and discuss. examination of usefulness, involvement. (iii)Questionnaires/Interviews administrative Process Evaluation Reactions Level arrangements and

feedback from trainees.


04

Outcome Measuring

Evaluation Learning level Acquisition effects of of knowledge, skills and capable of

training on the relation to attitudes his job.

translating into behavior in training situation.

05

Consequence Evaluation Functioning Measuring training efficiency effect on

Level

of Efficiency of the firm,

overall effect on others behavior, of cost reduction, etc.

department/organisation.

(I) Knowledge learning, factual and intellectual understanding - Programmed instruction multiple-choice questions administered at the beginning of training and end of session - Examinations of academic type, written and/or oral. (Ii) skill learning, technical and social practical tests to demonstrate skill administered at the beginning and at end. (Iii) Attitude learning - attitude scales semantic differential scales 7 o 5 point scales stretching between pairs of adjectives with opposite meaning administered at the beginning and end of training. (I) Productivity/efficiency of trainee's department (ii) Morale of subordinates expressed by absence rates; labor return over as or incidence of industrial disputes. Any index of functioning which is related to the training objective can be used. (Iii) Control Groups compare performance of similar employees who have not undergone training.

DATA COLLECTION FORMS

FEEDBACK FROM THE TRAINING AFTER TRAINING PROGRAM 1. What are the methods used for the analysis of your training needs? a) Analysis by superiors or company, identification by individuals. b) Discussion with superiors. c) Identification by group head or depending on departmental functional needs. d) Feedback from persons to be trained about what training they need and this is incorporated in programme to the extent possible by management. e) Planned interventions training. f) Questionnaires filled by participants. g) Training is identified from a list which has been proposed by the training department, by the employee based on his needs and aptitude. h) Self analysis. i) Depending on the type and nature of job being handled. j) Discussions at departmental levels.
k) Keeping in mind the career map of an employee and also the functional requirements.

2. Are you employees involved in identifying their training needs/areas of training?

REPONSE YES NO

NO. OF RESPONDENTS SAYING 18 2

3. What are the various areas in which training is imparted? i. ii. iii. iv. v. vi. vii. Company policies and procedures Functional skills Human relations Problem solving Managerial and supervisory training Apprentice training Creativity

viii. ix. x.

Strategic planning Computers Cross-functional skills

4. In future, what according to you would be the potential areas of training

i. ii. iii. iv. v. vi. vii. viii. ix. x. xi. xii. xiii. xiv.

Computer programming Core technical areas Management related Work culture and discipline Objectives of organization Human resource development Human resource management Strategic management Corporate governance Behavioral and emotional training Interpersonal and interactive skills Adaptability to change in future Problem solving Communication skills

5. What are the various training methods employed? A. On the job i. ii. B. Off the job i. ii. iii. Lectures Audio-visual aids Simulations Different locations with the location in charge Practical work

iv. v. vi. vii.

Discussions Seminars Workshops Project work

6. Do you think the methods used are relevant and effective?


RESPONSE YES NO NO. OF RESPONDENTS SAYING 17 03

7. What are your objectives in attending a training programme?


1. Gain knowledge in your area.

2. To enjoy social get together. 3. Develop competencies. 4. Self development. 5. Personal satisfaction as well as taking a break from continuous and strenuous work. 6. Overcome mental blockage and eliminate complacency.

8. Do you think your objective of attending the training achieved?

program is normally

RESPONSE YES NO

NO. OF RESPONDENT SAYING 19 01

9. What according to you are the key areas in which training should be imparted ? 1. Technical skills 2. Managerial skills 3. Computers 4. Functional areas

5. Interpersonal relations 6. Self development 7. Behavioral skills 8. Handling workforce in the age group of 45-50 years 9. Human relations. 10. Communication skills

10.Are you provided with adequate continuing training to keep you abreast of the changes in the environment?
RESPONSE YES NO NO. OF RESPONDENT SAYING 12 08

11.What are the methods used to evaluate the effectiveness of a training programme? 1) Feedback after training 2) Improvement in performance 3) Written test/exam

12.Does the management take into consideration your opinion on the training programme?
RESPONSE YES NO NO. OF RESPONDENTS SAYING 11 09

13.Identify the shortcomings in the programmes, if any, regarding the following? a) Physical arrangements b) Faculty c) Training methods d) Contents of the program

14.Have you communicated these problems to the management?

RESPONSE YES NO NOT APPLICABLE

NO. OF RESPONDENT SAYING 06 03 11

DATA ANALYSIS We now try to analyze and interpret the data to reach a conclusion. We begin with the analysis of the data collected from the concerned staff. METHODS USED FOR TRAINING NEEDS ANALYSIS a) The training needs analysis is done generally by discussion with superiors and departmental heads. b) However, the participants themselves also play a vital role in identifying their own training needs. c) Also, performance appraisal sessions and customer feedback are two important ways through which training needs can be analyzed. Areas in which training is imparted M/s. AVM Management Services Private Limited provides training to all areas mentioned, however, the training imparted to the employees depends on the level of organizations. Frequency of training programme Training programmes are conducted at M/s. AVM Management Services Private Limited throughout the year. The duration depends on the type of the training. Training for computer basics are for 3-5 days, and for executive trainees are for 1 month.

Changing trends in T&D today 1. Focus on right attitude and overall development of the employee 2. Focus on sophistication of technologies 3. Trainer-trainee cooperation 4. Elements for making a training programme successful 5. Clear objectives, good faculty, right training method, physical arrangements, duration of training programme, contents of TP, and rewards/incentives after TP.

GIST OF THE FEEDBACK:


1) Identification of training needs

90% involved 10% not involved.


2) Effectiveness of training method used

85% said effective, 15% said ineffective.


3) Achievement of training objectives

95% satisfied, 15% dissatisfied


4) Continuous training

60% satisfied, 40% not satisfied


5) Involvement in programme planning

55% happy with involvement, 45% not happy.


6) Communication of problems to management

30% dissatisfied, 15% not involved, 55% involved and satisfied.

60 51 50 42 40 30 20 10 0 New Technique HR training General 35 32 26

TRAINING UNDERGONE Different companies adopt different training and development as per the needs of trainee as well as organisation so that person don't lack in any area of his activity, which in turn won't affect the company at large. Hence training as per the needs get arising up. At M/s. AVM Management Services Private Limited, HR training includes, team-building, motivation, etc,, general training includes behavior improvement, personality development, etc., whereas the task oriented training includes the mechanical & specific knowledge about the know-how of the machines & the updates about the related procedures.

20 18 16 14 12 10 8 6 4 2 0

19 16

10

4 1 Batch 10 Batch 15 Batch 20 Batch 25 Batch 30

IDEAL SIZE OF THE TRAINING "Too many cooks spoils the broth", many Indian utter confusion, keeping this in mind. Accordingly many of the respondent feels that no of trainee whether in house or out house should be in and about 10-15 and should not exceed this where as few that it should be in the batch of 20 as they together is better, and very negligible feels that batch of 25-30 would also be suitable for training. We find out from this study that people like the concept of "small is beautiful".

23% 38%

39%

Superior assessment Appraisal

Employee himself

NEED IDENTIFICATION As already discussed in brief in report as to how it should be done so root of problem can be traced out and accordingly it can be treated well for the best output. There are so many ways to identify the cause of the problem. Over here we discussed 3 main causes whereby few find that 3 of them are very much in use in industry. That is employee himself, performance appraisal, and superior assessment. Here we can see that the best to know about you is he. He can be monitored by the team head too who sees him working regularly and if found then can recommend him to undergo training.

KIND OF TRAINING

16 14 12 10 8 6 4 2 0

15 14 11 9

In-house Outhouse

Online

Offline

All above

Training small word covering wide connotation, is the way you groom someone in different environment and ways available as per the capacity as well as availability. On the complexities of it training is imparted to individual. At M/s. AVM Management Services Private Limited, employees have been undergone in almost all the above category but most of them feel it should be held off the job so that they can concentrate approximately in whatever they are taught.

10 9 8 7 6 5 4 3 2 1 0
Frequently

6 5 4

Nonfrequently

Monthly

Quarterly

Half yearly

Annually

HOW FREQUENTLY YOU GO FOR TRAINING? Learning at M/s. AVM Management Services Private Limited is a continuous process and they learn at each and every stage. The education and training team continuously strive to make its colleague learn as frequent as possible. So that they are always prepared to face the situation in the competitive world. Proper training of employee is held as per the need and requirement of the employee related to the work he is assigned. So that he can do his best. But still if we see people frequently go for training.

30 25 20 15 10 5 0

28

YES

NO

ANY FEEDBACK TAKEN Yes feedback is taken from the trainee after the training is over. In terms like whether they liked the training, which they had undergone, was that sufficient enough to make them handy and competitive to go with. If not then what can be done which make it easy and handy to understand. If they are looking for any kind of further training keeping in mind any consecutive training related to previous undergone and if any new conceptual training emerged as on.

LIMITATIONS 1. Between the sender and the receiver, due to differing perceptions, communication errors in the form of miscomprehension, selective perception etc. creeps in. In this case too, these were unavoidable, and thus might have added to slight inaccuracy in my results. 2. The other major limitation was of time and non-availability of the concerned persons at times. 3. The respondents would not have divulged all the information needed because of some of its company policies.

CONCLUSION AND RECOMMENDATIONS

CONCLUSION AND RECOMMENDATIONS


Training analysis is done with the view of both the superiors and the criminals. The common feeling is that the thrust in future should be on developing people skills and not only functional skills. IT would be a key focus area. Many trainees are not satisfied with performance. Most of the times trainees involved in various programmes. Thus, we conclude that M/s. AVM Management Services Private Limited effort towards training and development has been successful. We also feel training should be imparted on current issues like change management etc. Training sessions should not to be long and self directed learning should be encouraged. Training process of M/s. AVM Management Services Private Limited depends upon:1. Training need identification 2. Selecting the right training programmes 3. Preparation of training calendars 4. Finalizing about the training programme and sending the information to the concerned employees 5. Organize effective training programme 6. Deliver course and validate training 7. Take a training program feedback 8. Evaluate training and incorporate changes if required.

Annexure

Annexure -1 TRAINEE'S PROGRAM REACTION SHEET

Name (optional) . Ticket No. (Optional) . Divn/Dept. Program Title . Program duration to

Please take some time, think about the program and indicate your option in each section by putting a tick mark.

1. COURSE RELEVANCE AND STRUCTURE:

0 How relevant to you feel the course is to you? Did the course meet the objectives as you understood them? How well did the course meet you specific needs? How was the ratio of lecture to discussion?

General comment/or explain low rating. ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

2. PROGRAM EFFECTIVENESS: 2.1 CONTENT: 2.1.1 Was the subject level 2.1.2 Too advanced/too elementary/ about right 2.2 FACULTY EVALATION: Please rate the faculty according to the given below: Poor ----------------------------------------------------------------------- Excellent 1 2 3 4 5

Name Faculty

of How well How well did he state did he keep objective. the session alive and interesting.

How well did he summaries during the session

How well did he maintain a friendly and helpful manner

How well did he illustrate and clarify the doubts

2.3 Was there any more topics which should have been included? If so please specify. ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------2.4 What would have made the session more beneficial/effective to you? ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------2.5 Additional comments or suggestions (facilities, room, meals, schedules etc.) -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

---------------------------------2.6 Overall rating: Considering the general of the course, how would you rate it on a scale of five? -------------------------------------------------------------------------------------Remarks for Further Improvement ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

ANNEXURE -2 REACTION SHEET BY CO-ORDINATOR/PERSONNEL MANAGER Speaker: ------------------------------------------------------------------------Subject: -------------------------------------------------------------------------Date: --------------------------------------------- To ---------------------------A. Preparation

Very much so 1. Did he prepare for the training/ seminar? 2. Was his presentation geared to the group?

To some extent

No

B. CONDUCTING Very much To so extent 1. 2. 3. 4. Did he read his material? Did he hold the interest of the group? Was he enthusiastic/ dynamic? Did he use visual aids? some No

Annexure 3
QUESTIONNAIRE Interview-Schedule 1. How do you determine your training needs in your organization? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------2. What are the different types of training program you have in the organization? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------3. Approximately how many days in a year you give training to a particular employee? -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

4 If no, how many days to management s staff and how many to workers? ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------5. What is the ratio of in-house and outside training program? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

1. Which one (in-house or outside training) do you think is more beneficial to the organisation and why? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------2. Do you evaluate your training program? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------3. If yes, what is the methodology of evaluating the training program? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------4. Do you evaluate the training program in different stages (reaction level, learning level, job behavior level and result)? ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------5. Do you think it is difficult to evaluate the entire training program? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

-------------------------------------------------------------------------------------------------------------------------6. If yes, then what are the different training programs which are difficult to evaluate? ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------7. How do you evaluate the behavioral training program? -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------8. Who all are involved in the evaluation process (superior, subordinate, peers, trainer and coordinator)? -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------9. If you are not evaluated your training programs till now then are you planning to evaluate them in the near future? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

10.If yes, then why now, and what will be the methodology? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

BIBLIOGRAPHY

Virmani, B.R. And Seth Premila (1985) Evaluating Management Training And Development Published By Vision Book Pvt. Ltd. Training and Development - a perspective Harward Business Review 2000 Economic Times, Business World

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