CHAPTER-1

INTRODUCTION






1.1 Introduction to the study
Employee training means to improve skills, or add to the existing level of knowledge so that
employee is better equipped to do his present job, or to prepare him for a higher position with
increased responsibilities..
Training refers to the teaching /learning activities done for the primary purpose of helping
members of an organization to acquire and apply the knowledge skills, abilities, and attitude
needed by that organization to acquire and apply the same. Broadly speaking training is the act
of increasing the knowledge and skill of an employee for doing a particular job.
In todays scenario change is the order of the day and the only way to deal with it is to learn and
grow.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND
DEVELOPMENT

Traditional Approach Most of the organizations before never used to believe in
training. They were holding the traditional view that managers are born and not made.
There were also some views that training is a very costly affair and not worth.
Organizations used to believe more in executive pinching. But now the scenario seems to be
changing.
The modern approach of training and development is that Indian Organizations have
realized the importance of corporate training. Training is now considered as more of
retention tool than a cost. The training system in Indian Industry has been changed to
create a smarter workforce and yield the best results.

TRAINING DEFINED

It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts,
rules, or changing of attitudes and behaviours to enhance the performance of employees.
Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional
development.




IMPORTANCE OF TRAINING & DEVELOPMENT
Optimum Utilization of Human Resources Training and Development helps in optimizing the
utilization of human resource that further helps the employee to achieve the organizational goals
as well as their individual goals.

Development of Human Resources Training and Development helps to provide an
opportunity and broad structure for the development of human resources technical and
behavioral skills in an organization. It also helps the employees in attaining personal growth.

Development of skills of employees Training and Development helps in increasing
the job knowledge and skills of employees at each level. It helps to expand the horizons of
human intellect and an overall personality of the employees Productivity Training and
Development helps in increasing the productivity of the Employees that helps the organization
further to achieve its long-term goal.

Team spirit Training and Development helps in inculcating the sense of team work, team
spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the
employees.

Organization Culture Training and Development helps to develop and improve the
organizational health culture and effectiveness. It helps in creating the learning culture
within the organization.

Quality Training and Development helps in improving upon the quality of work and work-
life.

Health and Safety Training and Development helps in improving the health and safety of the
organization thus preventing obsolescence.

Morale Training and Development helps in improving the morale of the work force.



Image Training and Development helps in creating a better corporate image.

Profitability Training and Development leads to improved profitability and more
positive attitudes towards profit orientation.

Training and Development aids in organizational development i.e. Organization gets
more effective decision making and problem solving. It helps in understanding and carrying out
organizational policies.

Training and Development helps in developing leadership skills, motivation, loyalty, better
attitudes, and other aspects that successful workers and managers usually display.


THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a
particular function. An organization is a system and training is a sub system of the
organization. The System Approach views training as a sub system of an organization.
System Approach can be used to examine broad issues like objectives, functions, and
aim. It establishes a logical relationship between the sequential stages in the process of training
need analysis (TNA), formulating, delivering, and evaluating. There are 4
necessary inputs i.e. technology, man, material, time required in every system to produce
products or services. And every system must have some output from these inputs in order to
survive. The output can be tangible or intangible depending upon the organizations requirement.
A system approach to training is planned creation of training program. This approach uses step-
by-step procedures to solve the problems. Under systematic approach, training is undertaken on
planned basis.







TRAINING INPUTS
There are three basic types of inputs;
(i)Skills
(ii)Attitude
(iii)Knowledge.
The primary purpose of training is to establishing a sound relationship is at its best when the
workers attitude to the job is right, when the workers knowledge of the job is adequate, and he
has developed the necessary skills.
Training activities in an industrial organization are aimed at making desired modifications in
skills, attitudes and knowledge of employee so that they perform their jobs most efficiently and
effectively.






BEST TIME TO IMPART TRAINING TO EMPLOYEE

1.NEW RECRUITS TO THE COMPANY
These have a requirement for induction into the company as a whole in terms of its business
activities and personnel policies and provisions, the terms, conditions and benefits appropriate to
the particular employee, and the career and advancement opportunities available.
2. TRANSFERS WITHIN THE COMPANY
These are people who are moved from one job to another, either within the same work area, i.e.
the same department or function, or to dissimilar work under a different management. Under this
heading we are excluding promotions, which take people into entirely new levels of
responsibility.
3. PROMOTIONS
Although similar to the transfer in that there is a new job to be learned in new surroundings, he
is dissimilar in that the promotion has brought him to a new level of supervisory or management
responsibility. The change is usually too important and difficult to make successfully to permit
one to assume that the promotes will pick it up as he goes along and attention has to be paid to
training in the tasks and the responsibilities and personal skills necessary for effective
performance.
4. NEW PLANT OR EQUIPMENT
Even the most experienced operator has everything to learn when a computer and electronic
controls replace the previous manual and electro-mechanical system on the process plant on
which he works. There is no less a training requirement for the supervisors and process
management, as well as for technical service production control and others.



5. NEW PROCEDURES
Mainly for those who work in offices in commercial and administrative functions but also for
those who we workplace is on the shop floor or on process plant on any occasion on which there
is a modification to existing paperwork or procedure for, say the withdrawal of materials from
stores, the control of customer credit the approval of expense claims, there needs to be
instruction on the change in the way of working in many instances, a note bringing the attention
of all concerned the change is assume to be sufficient, but there are cases, such as when total
new systems in corporating IT up dates are installed, when more thorough training is needed.
.
. 6. THE MAINTENANCE OF MANAGEMENT SKILLS &
STANDARDS
Skills in supervising, employee appraisal, communications, leadership etc are important in all
companies. Some of these skills are seen to be critical to major developments in company
organization, culture, employee empowerment and so on. Initial training in these skills is not
uncommon in the largest companies on appointment into management and supervision. But
continuous training and performance monitoring is rare, despite the common knowledge that
standards are as varied as human nature.
7. RETIREMENT AND REDUNDANCY
Employees of any position in the company who are heading towards retirement will benefit from
learning about health, social life, work opportunities money management
etc. Internal or external courses are best attended a year or two before retirement date, in a few
companies a member of Personnel will act as a counselor as required.








BENEFITS OF TRAINING
Employees and the organization need to realize the importance of contribution and learning for
mutual growth and development. Training is the answer to deal with stagnation stage by
constantly updating it in every field. Other benefits of training include:



Hiring appeal: companies that provide training attract a better quality
Workforce.
Assessing and addressing any performance deficiency.
Enhancing workforce flexibility. Cross-cultural training is essential for
better adjustment in the new environment.
Increasing commitment: Training acts as a loyalty booster. Employee
motivation is also enhanced when the employee knows that the
organization would provide them opportunities to increase their skills and
knowledge.
It gives the organization a competitive edge by keeping abreast of the latest
changes; it acts as a catalyst for change.
Higher customer satisfaction and lower support cost results through
improved service, increased productivity and greater sufficiency.
Training acts as benchmark for hiring promoting and career planning.
It acts as a retention tool by motivating employee to the vast
opportunities for growth available in an organization.










THE EVALUATION OF TRAINING

There are a number of expressions used to describe steps taken by management and by training
offices at the conclusion of training and during the days or weeks afterwards. These expressions
include validation, evaluation, follow-up and implementation, as well as cost benefit, which
have appeared in more recent years. We are interested in all of these and have already tackled
one of the, implementation, and we start by giving our definitions in order to establish a clearer
picture of what each is, and how they relate to each other.
Evaluation of training, or, indeed of anything, consists simply of putting a value to it. To
evaluate training means undertaking a search for the effect that it has had on the people and the
situations, which it influences, and then trying to measure or estimate whether this is
advantageous or disadvantageous.

METHODS OF TRAINING
LECTURES A Method of Training

It is one of the oldest methods of training. This method is used to create understanding of a topic
or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form.
Lecture is telling someone about something. Lecture is given to enhance the knowledge of
listener or to give him the theoretical aspect of a topic.
.
DISCUSSION TRAINING METHOD
This method uses a lecturer to provide the learners with context that is supported,
Elaborated, explains, or expanded on through interactions both among the trainees and between
the trainer and the trainees. The interaction and the communication between these two make it
much more effective and powerful than the lecture method. If the Discussion method is used
with proper sequence i.e. lectures, followed by discussion and questioning, can achieve higher
level knowledge objectives, such as problem solving and principle learning.

COMPUTER-BASED TRAINING (CBT)
With the world-wide expansion of companies and changing technologies, the demands for
knowledge and skilled employees have increased more than ever, which in turn, is putting
pressure on HR department to provide training at lower costs. Many organizations are now
implementing CBT as an alternative to classroom based training to accomplish those goals.









Some of the benefits of Computer-Based Training are:



. The growth of electronic technology has created alternative training delivery systems. CBT
does not require face-to-face interaction with a human trainer. This method is so varied in its
applications that it is difficult to describe in concise terms.

MENTORING
Mentoring is an ongoing relationship that is developed between a senior and junior employee.
Mentoring provides guidance and clear understanding of how the organization goes to achieve its
vision and mission to the junior employee


Some key points on Mentoring
Mentoring focus on attitude development
Conducted for management-level employees
Mentoring is done by someone inside the company
It is one-to-one interaction
It helps in identifying weaknesses and focus on the area that needs improvement
JOB ROTATION
Some of the major benefits of job rotation are:
It provides the employees with opportunities to broaden the horizon of
knowledge, skills, and abilities by working in different departments, business
units, functions, and countries
Identification of Knowledge, skills, and attitudes (KSAs) required
It determines the areas where improvement is required.
OFF THE JOB TRAINING
There are many management development techniques that an employee can take in off the job.
The few popular methods are:
SENSITIVITY TRAINING
TRANSACTIONAL ANALYSIS
STRAIGHT LECTURES/ LECTURES
SIMULATION EXERCISES
Training Evaluation
The process of examining a training program is called training evaluation. Training evaluation
checks whether training has had the desired effect. Training evaluation ensures that whether
candidates are able to implement their learning in their respective workplaces, or to the regular
work routines.


Purposes of Training Evaluation
The five main purposes of training evaluation are:
Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it
to learning outcomes.
Research: It helps in ascertaining the relationship between acquired knowledge, transfer of
knowledge at the work place, and training.
Control: It
helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.
Power games: At times, the top management (higher authoritative employee) uses the
evaluative data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are aligned with the
expected outcomes..





Chapter 2:
Literature Review







Literature Review
The fundamental aim of training is to help the organization achieve its purpose by adding value
to its key resource the people it employs. Training means investing in the people to enable
them to perform better and to empower them to make the best use of their natural abilities.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 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.The stages in training and
development process are going to be identified with a specific focus on different training and
development methods and consideration of its advantages and disadvantages
According to Casse and Banahan (2007), the different approaches to training and development
need to be explored. It has come to their attention by their own preferred model and through
experience with large Organizations. The current traditional training continuously facing the
challenges in the selection of the employees, in maintaining the uncertainty related to the
purpose and in introducing new tactics for the environment of work and by recognizing this, they
advising on all the problems, which reiterates the requirement for flexible approach.
According to Davenport (2006), mentioned in his recent studies that its easy to implement
strategy with the internet supported software.
some of the Training theories can be effective immediately on the future of the skill and
developments. The content and the access are the actual factors for the process. It is a
representation itself by the Access on main aspect what is effective to the adopted practice in
training development. As per the recent theories to access the knowledge is changing from
substantial in the traditional to deliver the knowledge for the virtual forms to use the new
meaning of information with electronic learning use.
There is a survey confirmation for using classroom to deliver the training would drop
dramatically,(Meister,2001).
A manager is that what the other members of the organization wants them to be because it is a
very popular trend of development training for the managers in the training for the management
(Andersson, 2008, Luo, 2002). Most of the managers seems to reject a managerial personality in
support of the other truth for themselves (Costas and Fleming, 2009).
finally, the literature on training and development use as a motivation and retention tool is
going to be reviewed, moreover, training and development on international scale and its possible
issues are going to be discussed. to sum up, a conclusion summarizing all findings is going to be
drawn.
.





























Chapter 3:
Research Methodology




Research Methodology
3.1 Objectives
To examine the effectiveness of training in overall development of skills of
workforce.
To examine the impact of training on the employees.
Reduce the learning time for employees starting in new jobs on
appointment, transfers or promotion, and ensure that they become fully
competent as quickly and economically as possible.
To measure the differential change in output due to training
. 3.2 RESEARCH DESIGN
The type of research used is descriptive research. Marketing research is a systematic
and objective study of problems. Market research specifies the information required to address these
issues; designs the method of collecting information; manages and implements the data collection
process; analyses the results and communicates the finding and their implications
SAMPLE SIZE
For the study, a sample size of 50 employees was taken.
TOOLS USED FOR DATA COLLECTION
Primary data collected through questionnaires.
Secondary data collected through magazines, journals, websites.





KENDALLS COEFFICIENT OF CONCORDANCE:
Null hypothesis (H0): There is a difference in attributes
Alternate hypothesis (H1): There is no difference in attributes
Rj = (Rj-Rj)2
S= Rj = Rj
LIMITATIONS OF THE STUDY
1. The findings of the study are subjected to bias and prejudice of the respondents.
2. Area of the study is confined to the employees in Chennai only.
3. Time factor can be considered as a main limitation.
4. The findings of the study are solely based on the information provided by the
respondents.
5. The accuracy of findings is limited by the accuracy of statistical tools used for
analysis.
6. Findings of the research may change due to area, demography, age condition of
economy etc.
Analysis and Interpretation of data
1. PERCENTAGE ANAYLSIS
2. AWARENESS OF HR POLICIES
Chi-Square Test
To find whether there exists a significant relationship between Work Culture of the
Company and interpersonal relationship between employees.
H0: There is a no significant relationship between Work Culture of the Company
and interpersonal relationship between employees.
H1: There is a significant relationship between Work Culture of the Company
and interpersonal relationship between employees.
Calculated value is more than table value therefore accept H0
Result:
There is a significant relationship between overall satisfaction and aspects of job.
KENDALLS COEFFICIENT OF CONCORDANCE
Null hypothesis (H0): There is a no significant difference in the rank assigned by
respondents towards the attributes that gives them satisfaction in the company.
Alternate hypothesis (H1): There is a significant difference in the rank assigned
by respondents towards the attributes that gives them satisfaction in the company.
Ranking Based on Satisfaction
K=20:
Salary, Superior Role, Team Coordination, Work responsibilities, Rules and
Policies, Physical work environment Training
Calculated value : S= 5815.714
Table value : 1158
Calculated value is more than table value therefore reject H0
Result:
There is a significant difference in the rank assigned by respondents towards the
attributes that gives them satisfaction in the company.
ONE RUN TEST:
Null hypothesis (H0): The samples are not taken randomly.
Alternate hypothesis (H1): The samples are taken randomly.












Chapter 4:
Data analysis and Interpretation









Data analysis and Interpretation

Q 1. How many training programmes did you attend in last one year?

RESPONSE NO. OF RESPONDENTS PERCENTAGE
Less than 10 24 48
10-20 16 32
20-40 6 12
More than 40 4 8

SAMPLE SIZE - 50


Figure 1

The above chart indicates that 48% of employees have attended less than 10
training programmes whereas 32 % of employees have attended 10-20 training
programmes, it means in every month there was 1 training programme attended in
the organization in last one year.
.
0
10
20
30
40
50
60
Less than 10 10-20 20-40 More than 40
Q2.Your Organization considers training as a part of organizational
Strategy. Do you agree with this statement?

RESPONSE NO.OF RESPONDENTS PERCENTAGE
Strongly agree 23 46
Agree 14 28
Partly agree 10 20
Cant say 3 6



Figure 2

The above graph indicates that 74% of employees are agreed that training is a
part of organizational strategy.






0
5
10
15
20
25
30
35
40
45
50
Strongly agree Agree Partly agree Can't say
Q 3. To whom the training is given more in your organization?

RESPONSE NO. OF RESPONDENTS PERCENTAGE
Senior staff(Higher
level managers)
5 10
Junior staff(Middle line
managers)
10 20
New staff 10 20
Based on requirement 25 50


Figure 3


The above graph indicates that 50% of employees felt that training is given mostly
on the basis of requirement whereas, 20% of employees felt that it is given to
junior and new staffs.



0
10
20
30
40
50
60
Senior staff Junior staff New staff Based on
requirement
Q 4. What is the most important barrier to Training and Development
Programme in your organization?
RESPONSE NO.OF RESPONDENTS PERCENTAGE
Time 10 20
Money 8 16
Lack of interest by the
trainees
12 24
Non-availability of
skilled trainer
20 40


Figure 4

The above graph indicates that 40 % of employees felt that, most important
barrier to Training and Development in the organization is Non-availability of
skilled trainers whereas, time and lack of interest by the trainees are also a barrier
to T&D programme.




0
5
10
15
20
25
30
35
40
45
Time Money Lack of interest by
the trainees
Non-availability of
skilled trainer
Q5. What mode of training method is normally used in your
Organization?
RESPONSE NO.OF RESPONDENTS PERCENTAGE
Job rotation 7 14
External training 13 26
Conference/discussion 10 20
Programmed
instruction
18 36
Others 2 4


Figure 5
The above graph indicates that 36% of employees felt that programmed
instruction is mostly used in the organization whereas, external training and
conference/discussions are also used in the organization. It means that these 3
programmes are mostly used by the organization.


0
5
10
15
20
25
30
35
40
Q6. What type of training is being imparted for new recruitments in
your organization?
RESPONSE NO.OF RESPONDENTS PERCENTAGE
Technical training 15 30
Management training 9 18
Presentation skill 10 20
Induction training 12 24
Others 4 8


Figure 6

The above graph indicates that 30% of employees felt that technical training is the
most important training which is being imparted for new recruitments in the
organization ,it means that the organization is insisting more on technical training.




0
5
10
15
20
25
30
35
Technical
training
Management
training
Presentation
skill
Induction
training
Others
Q7. The time duration given for a training period is?
RESPONSE NO.OF
RESPONDENT
PERCENTAGE
Sufficient 28 56
To be
extended
4 8
To be
shortened
12 24
Manageable 6 12




Figure 7

The above pie chart shows that 56% of employees felt that time duration for a
training programme is sufficient whereas 24% of employees felt that ,it should be
shortened.



Sufficient
56%
To be extended
8%
To be
shortened
24%
Manageable
12%
% of Time duration
Q8. Comment on the degree to which the training objective are met
during the training sessions?

RESPONSE NO.OF RESPONDENTS PERCENTAGE
All the objectives are
met
30 60
Some objectives are
met
7 14
Met according to the
need
10 20
None of the objectives
are met
3 6



Figure 8
The above graph indicates that 60% of employees felt that all the objectives are
met during training sessions. It means training sessions are running successfully in
the organization.
0
10
20
30
40
50
60
70
All the objectives
are met
Some objectives
are met
Met according to
the need
None of the
objectives are met
Q9. Does the training programme help in your career advancement?
RESPONSE NO.OF RESPONDENT PERCENTAGE
Strongly agree 23 46
Agree 19 38
Neutral 6 12
Disagree 2 4


Figure 9

The above graph shows that 84% of employees are agreed that training
programmes helps in their career advancement.It means training programmes are
helpful in career advancement also.





0
5
10
15
20
25
30
35
40
45
50
Strongly agree Agree Neutral Disagree
Q10. How long will it take to implement the trained process?
RESPONSE NO. OF RESPONDENTS PERCENTAGE
Less than 1 month 20 40
1-2 month 15 30
2-4 month 12 24
More than 4 months 3 6



Figure 10

The above graph indicates that 40% of employees felt that the organization
takes less than 1 month to implement the trained process.







0
5
10
15
20
25
30
35
40
45
Less than 1 month 1-2 months 2-4 months More than 4
months






Chapter 5:
Findings of the study









Findings of the study
The findings of the study reveals that HCL has a wide range of training & development programmes
which helps the employees to develop their skills and give the standard performance. HCL also gives
rewards and promotions on a regular basis so,that the employees can achieve their personal goal as
well as organizational goal.
Some of the important training programmes are discussed below:
INDUCTION TRAINING
Joining a new company is always stressful. HCL believes that it is the
job of the company to minimize this stress and make it an enjoyable
experience. To this end HCL organizes Induction Programmes at 2
different stages of an employee's Work Life HCL has a half day
Induction on the first day of joining to enable the new employees to get
an overview of HCL as a company, Structure and Lines of Business and
to introduce them to other new joiners and make them feel Welcome into the organization.

HCL also organizes a 2 day offsite Induction programme a couple of months into an employee's
career with HCL . This acts as a more informative induction programme for new joiners, and
also as a refresher for existing staff. The programme covers an overview of HCL strategy and
marketplace proposition and its Core Competencies. The 2 day programme is delivered is an
opportunity to gain information, meet peers and HAVE SOME FUN!!!
BUDDYING
The HCL AXON 'Buddy' System is designed to help new employees to have as smooth a
transition into HCL AXON as possible by providing hands-on practical and emotional


support during their first 3 months on a project. It helps to provide the employees with a sense of
belonging, make them comfortable with their Work Life and aims to encourage Team work and
Loyalty. It gives consultants the opportunity to be directed to people who can help with basic
needs as well as all Project related needs.
PERFORMANCE MANAGEMENT AND DEVELOPMENT
A key part of the Performance Management and Development process is the allocation of a
Development Manager for each HCL employee. HCL offers a Performance management system
that is focused on developing each employee to his or her potential, for the benefit of the
individual, clients and HCL as a whole.
The development is the accountability of the individual, supported and assisted by the
organization. The Performance Review process is the opportunity for consultants to get a
feedback on their performance as well as give a feedback to their Project Managers on what they
are enjoying and what they could do to contribute more or what HCL could do to help support
them in their endeavour to maximize potential
PROMOTION AND BONUS
HCL has a grading system that is precise and defined. There is a clear visibility of your Career
path within the organization and the Development Managers assist you at every review to move
towards promotion to the next Level. All roles have a clear definition with regard to the Core
Skills, HCL Understanding and Values to give a clear picture of how one's career is heading and
the aspects considered for Promotion and Bonus.
HCL AXON Academy
HCL AXON Academy is the name given to the structured Training and Development sessions
available to all HCL AXON Employees across all Lines of Business, Group and Business
Support. HCL AXON Academy events are a mixture of internally and externally conducted
events. Employees are given an option to choose from a wide range of programmes which would
enhance their Technical skills and also other Managerial and Soft skills.





HCL COMNET

Being a people-centric organization, it makes imperative for HCL to develop practices that help
facilitate the culture of growth and development here. That's why their HR policy is built around
EDGE (Employee Development Growth and Empowerment). EDGE is a program aimed towards
making Comnet a "Learning Organization", an organization where growth is measured not just
by profits but also as the synergetic growth of each one of its employees.
The concept of the learning organization has been developed with a 3-prong objective in mind,
of creating value, retaining value and delivering value for the internal customer, the external
customer and the organization as a whole
CATALYST PROGRAMS
Key Account Management Workshops (KAM) are conducted at regular intervals involving sales
& marketing teams. The KAM training explores new approaches in developing and leading
accounts and in customer sensitivity
Assessment Centers have been designed to ensure high professional skill levels and to inculcate
the desired behavior of employees. The assessment centers are carried out at all levels and
functions within the organization. This also greatly helps us to align the employees development
objectives to the organization
360 appraisals: HCL has successfully carried out 360 appraisals to help facilitate personal and
organizational growth.
Mapped Career path: At HCL, the belief that career is a path and not a destination is the
philosophy behind chalking out the career path for each of our fellow employees. Be it a lateral
move, or vertical growth, all decisions are taken keeping in mind the interest of the individual
Awards: Performers in HCL get the annual awards for their contribution to Comnet's growth.
Award types include Value Creators, Benchmark, Eureka and Pinnacle Award
Induction: An extensive one-month induction program is conducted to bring any new recruit up
to pace with the culture, work ethics and tech environment of the organization


Long Service Award
The Long Service Award recognizes an employees contribution towards the company. It is an
appreciation of the part played by the employee in the journey of HCL. The Long Service Award
is given to employees on completion of 5 years, 10 years, 15 years, 20 years, 25 years and 30
years of service with HCL. Employees are awarded with trophies and recognition letters from
CEO and chairman.

The organization follows an effective training process and the training is mostly given to those
employees who need it. But the most important barrier for the training process is non-
availability of skilled trainer.
As the workload is much on employees therefore less attention
is given to training sessions by the employees.


























Chapter 6:
Conclusion & Recommendation









6.1 Suggestion and recommendation
To make the training and development process an entirely in house activity to
reduce the cost.
The maximum emphasis will be given to job instruction methods where the
trainee are made to understand their job thoroughly and the role they are
going to play in performing their job.
Lecture as well as the presentation is the major part of imparting the
Education.
The training objective will be in keeping with needs and abilities of the trainee and it
will be the major reason for success of the training as whole...
The trainee fill the feedback form and from time to time test are conducted
to know the gauge the effectiveness of training to employee to check their
memory if they retain anything or not.
Stress management training is more important for employee as it was
observed that people are all the time in tension like situation as to how to
do what to do when to do, no time and things like that which kept them
tensed all time.











6.2 Conclusion
The study concludes that, a solid employee-development program can mean the difference
between a successful company and one that struggles. Indeed, the company's chances for growth
are closely aligned with its commitment toward fostering employee development. More and
more workers are looking for employers who can help them increase their knowledge and skills.
It's no longer enough to offer a conventional benefits package. Companies that want to attract --
and retain -- valuable people on staff need to actively participate in their employees' growth and
development. It's rewarding for employees to expand their knowledge base and take on new
challenges, as it makes coming to work about more than just a paycheck.
Pairing newer, less experienced employees with more experienced employees is a great
way for people to learn from one another. Mentors can serve as a sounding board for
younger employees, and can provide job coaching, advice on career development, and
introductions to other professionals in the industry. Mentors often help their charges to
see the "bigger picture" when it comes to their working life. And, at the same time,
mentors themselves can gain valuable insight from their protgs and become better
managers.
Investing in the employees' continuing education demonstrates that the company values
its people and wants them to grow. Even after an individual joins an organization and the
"honeymoon" period has passed, companies should continue to provide training on an
ongoing basis for any skills that may be pertinent to the employee's job.
Employees appreciate job security, but in order to grow professionally, people want and
need new responsibilities. Giving the employees opportunities to grow within the
company lets them know that they value their past contributions and have faith in their
abilities to take on greater challenges. Let people know when new positions are available
in the company before opening up those jobs to outside applicants, and be sure to give
first consideration to in-house candidates.
Often, employees want to make suggestions about the way things are done but don't have
a way to voice their ideas. Develop a method that makes it easier for staffers to share
their creative ideas or suggestions with top management.



BIBLIOGRAPHY
BOOKS-
Human resource management (C.B.Gupta)
Human resource management (Stphens P. Robins)
Employees training & developmemt (Neo Raymond A.)

INTERNET-
www.hcl.in
www.wikipedia.org
www.hclinfosystems.in
www.hcltech.com
www.hclcdc.in


QUESTIONNAIRE
1) How many training programmes did you attend in a year?

Less than 10
10-20
20-40
More than 40

2) Your organization considers training as a part of organizational strategy. Do you
agree with this statement?

Strongly agree
Agree
Partly agree
Cant say

3) To whom the training is given more in your organization?
Senior staff (Higher level managers)
Junior staff (Middle line managers)
New staff
Based on requirement
4) What is the most important barrier to training and development programme in
your organization?

Time
Money
Lack of interest by the trainees
Non availability of skilled trainer
5) What mode of training method is normally used in your organization?
Job rotation
External training
Conference/Discussion
Programmed instruction
Others






6) What type of training is being imparted for new recruitments in your organization?

Technical training
Management training
Presentation skill
Induction training
Others

7) The time duration given for a training period is?

Sufficient
To be extended
To be shortened
Manageable
8) Comment on the degree to which the training objective are met during the training
sessions?
All the objectives are met
Some objectives are met
Met according to the need
None of the objectives are met
9) Does the training programme help in your career advancement?
Strongly agree
Agree
Neutral
Disagree
10) How long will it take to implement the trained process?
Less than 1 month
1-2 months
2-4 months
More than 4 months