Professional Documents
Culture Documents
By
TOSHIMA UPADHYAY
REGISTRATION NO. 201308847
Specialisation: HR
Name of the Student: TOSHIMA UPADHYAY
Registration Number: 201303847
Active Email ID: toshy.rolly@gmail.com
Mobile Number: 9918089017
Name of Topic: TRAINING AND DEVELOPMENT
NO OBJECTION CERTIFICATE
Place:
Date:
DECLARATION OF LEARNER
This is to declare that I have carried out this project work myself in partial fulfillment of
the PGDHRM Program of SCDL.
The work is original, has not been copied from anywhere else and not been submitted to
any other University/Institute for an award of any degree/diploma.
Date
Signature
Place
DECLARATION OF GUIDE
completed under my guidance. Material obtained from other sources has been duly
acknowledged in the Project Report
Date
Signature Of Guide
Place
ACKNOWLEDGEMENT
Act as you speak, speak as you feel, do not play false to your conscience. I am privileged to have
successfully completed my project report on employees training & development at HCL noida.
I am very thankful to everyone who all supported me, for I have completed my project effectively and
moreover on time.
Lastly , I would like to thank my Parents for giving me a prospect to experience such hands on extensive
practical knowledge as an extension and application of the theoretical learning we have gained so far , as
a part of our curriculum. This has resulted in immensely valuable knowledge that would be taken from the
institute.
TABLE OF CONTENTS
Chapters
Page no.
CHAPTER 1: INTRODUCTION
12
HCL ENTERPRISE
18
30
35
TRAINING INPUTS
38
41
50
51
55
65
69
CONCLUSION
70
BIBLIOGRAPHY
72
ANNEXURE
73
Questionnaire
EXECUTIVE SUMMARY
7
The study on employees training and development at HCL is based on several training and development
programmes which helps 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.
The objective of the study is to measure the effects of training and development on employees. It helps
in to examine the effectiveness of training in the overall development of skill of workforce. The survey
has been done through questionnaire consists of 10 question which was filled by 50 employees of HCL
i.e. the sample size.
The study concludes that training and development programmes are the inherent part of the organization
because every organization needs to have well trained and experienced people to perform the activities
that have to be done. But there are some loopholes in the process like non availability of skilled trainer. In
an overall the organization is using all the essential training and development programmes.
CHAPTER 1: INTRODUCTION
8
Training is the process of assisting a person in enhancing his efficiency and effectiveness at work
by improving and updating his professional knowledge developing his personal skills relevant to
his work and cultivating in him appropriate behavior and attitude towards his work and people he
is working with. Development takes place as a result of training and essentially implies growth
plus change. Thus, training and development go hand in hand.
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 tool that can have a major impact on both
employee productivity and morale, if properly used.
WHY IS THERE A NEED FOR TRAINING AND WHY HAVE WE CHOSEN TO STUDY
THIS TOPIC?
Organization
viability
and
the
transformation
process
The primary concern of an organization is its viability and hence its efficiency. There is
continuous environmental pressure for efficiency, and if an organization does not respond to this
pressure, it may find itself rapidly losing whatever share of the market it has. Employee training,
therefore, imparts specific skills and knowledge to employees in order that they contribute to the
organizations efficiency, and be able to cope with the pressures of the changing environment.
Technological
advances
There has been tremendous development in industrial technology. Mechanization and automation
of the plant is necessary for the organizations survival; hence, it has to train its employees for
more skilled positions. New skills are required to operate new machinery, or familiarity with new
processes
and
production
techniques
has
to
be
introduced.
all
levels
in
such
organizations,
from
shop
floor
to
top
executives.
Human Relations The growing complexity of organizations has led to various human problems,
like alienation, inter-personal and inter-group problems. Hence, training in human relations is
becoming extremely important for tackling these problems.
10
Due to its great relevance in the current automated, mechanized and extremely competitive
business environment, where skills are becoming obsolete faster than ever, we have chosen to
study
in
detail
the
training
and
development
needs
of
employees.
My endeavor will be to gain an in-depth insight into the process of discovering, harnessing and
developing of the human capital to the benefit of both the individual and the organization into
days highly dynamic and competitive business world through a comprehensive study and
analysis of the latest training and development techniques used by HCL Technologies, Noida.
11
12
BPO is a socio-technical business innovation that provides a rich new source of competitive
advantage. By socio-technical we mean that BPO requires skillful management of people and
technology (hardware and software).The manager who initiates a BPO strategy must find
effective ways to introduce people to technology and vice-versa. If left solely in the hands of
technical specialists, a BPO initiative is likely to fail for lack of paying attention to the soft issues
of human relationships, change management, and organizational culture. If left solely in the
hands of non technical managers, it is likely to fail for unrealistic expectations about the potential
and limitations of the enabling technologies.
ADVANTAGES OF OUTSOURCING:
Off shoring can give access to professional, expert and high-quality services.
Offshore outsourcing can help save on time, effort, manpower, operating costs
and training costs amongst others.
Outsourcing can assure that business processes are being carried out efficiently,
proficiently and within a fast turnaround time.
13
By outsourcing, one can cater to the new and challenging demands of your
customers.
DISADVANTAGES OF OUTSOURCING:
Outsourcing provider might not be only providing services for one organization.
14
Since provider might be catering to the needs of several companies, there might
be not be complete devotion to the company.
The industry has been growing rapidly. It grew at a rate of 38% over 2005. For the
financial year 06 the projections is of US$7.2 billion worth of services provided by this
industry. The base in terms of headcount being roughly 400,000 people directly employed
in this Industry. The global BPO Industry is estimated to be worth 120-150 billion dollars
of this, the offshore BPO is estimated to be some US$11.4 billion. India thus has some 56% share of the total Industry, but a commanding 63% share of the offshore component.
15
The Current recession in several economies has affected the bottom-line of several companies.
Outsourcing has become a common tool for cutting the costs thereby improving the bottom-line.
Availability of cheap labor in developing countries fuelled the process. Over the period, India has
emerged as a natural destination based on its attractiveness.
16
4. Convergys
5. HCL Technologies
6. Zenta
7. ICICI Onesource
8. MphasiS
9. EXL
10. Tracmail
17
HCL ENTERPRISE
Hindustan Computers Limited, also known as HCL Enterprise, is one of India's largest
electronics, computing and information technology company. It is a 32-year-old leading Global
Technology and IT enterprise, with USD 5.0 billion revenue 60,000 professionals and operations
spanning 23 countries. The 3-decade-old enterprise, founded in 1976, is one of India's original IT
garage startups. Its range of offerings spans Product Engineering, Custom & Package
Applications, Business Process Outsourcing, IT Infrastructure Services, IT Hardware, Systems
Integration, and distribution of ICT products. Since its inception, HCL Enterprise has grown to
become what it is today under the strong leadership and guidance of Shiv Nadar (Founder,
Chairman and Chief Strategy Officer). Based in Noida, near Delhi, the company comprises two
publicly listed Indian companies, HCL Technologies and HCL Infosystems.
Vision Statement
It is the most preferred employer and principal taking leading edge IT products and services to
the masses through sustained excellence.
18
Mission Statement
We shall increase the shareholders value by improving the PAT through free cash flow, reducing
the BR cycle, inventory levels, wastage.
19
MANAGEMENT TEAM
SHIV NADAR
Founder HCL
(Chairman & Chief Strategy Officer)
VINEET NAYAR
AJAY CHOWDHRY
Founder - HCL
RANJEET NARSIMHAN
President & CEO,
20
SUMIT BHATTACHARYA
VIJAY REDDY
A.P. RAO
PAUL DUDD
ANITA BARNARD
(General Manager)
21
22
HCL TECHNOLOGIES
HCL Technologies is Indias 4th largest leading global IT Services companies, providing
software-led IT solutions, Remote infrastructure management services and BPO. Having entered
the global IT landscape in 1999 after its IPO, the company focuses on Transformational
Outsourcing, working with client. The company leverages an extensive global offshore
infrastructure and its global network of Offices in 17 countries to deliver solutions across select
verticals including Financial Services, Retail & Consumer, Life Sciences (Clinical Research
services in CDM and Biostatistics) & Healthcare, Aerospace, Automotive, Semiconductors,
Telecom and ME (Media & Entertainment). For the fiscal year ending June 30, 2007, HCL
Technologies, along with its subsidiaries recorded revenues of US $ 1.7 Billion and employed
52,000 professionals. HCL BPO Services provides a comprehensive range of Voice/Web based
contact and front office services. It represents HCL Technologies most significant strategic
business extension and investment to date. HCL BPO Services currently operates out of various
locations in India, Malaysia and Northern Ireland. HCL has its offices across the world with the
major development centers in Kolkata, Noida, Bangalore and Chennai.
HCL BPO, a division of HCL Technologies Limited started its venture early in 2001 and is now a
dominant player in the BPO field drawing revenue of USD 232.15 Million. With Over 11,400
professionals operating out of India, UK and USA, HCL BPO runs 21 delivery centers. HCL
BPO offers 24X7 multi channels, multilingual support in eight European languages.
HCL BPO excels at developing reliable and scalable solutions for essential business Processes,
consecutive with industry best practices and metric-based Quality norms. This is supported by a
thriving technology infrastructure, strong human resources, a customized Training program and
transition framework. HCL Technologies on the other hand, focuses on Transformational
Outsourcing, working with clients in areas that impact and re-define the core of their business.
The company leverages an extensive global offshore infrastructure and its global network of
offices in 23
Countries to deliver solutions across select verticals including Financial Services, Retail &
Consumer, Life Sciences & Healthcare, Hi-Tech & Manufacturing, Telecom and Media &
Entertainment (M&E). HCL Technologies caters to the global market in areas like product
Engineering, research & development, enterprise & custom applications, infrastructure
Management and BPO services.
24
HCL BPO
HCL BPO, a division of HCL Technologies Limited started its venture early in 2001 and is now a
dominant player in the BPO field drawing revenue of USD 232.15 Million. With over 11,400
professionals operating out of India, UK and USA, HCL BPO runs 21 delivery centres. HCL
BPO offers 24X7 multichannel, multilingual support in eight European languages.
HCL believe that employees are there greatest strength. HCL committed to hiring talented
individuals and promoting diversity in the workplace and committed to providing employees
with the resources they need to excel. HCL values your individuality. HCL dedicated to
creating a professional, fulfilling and challenging work environment & try to help you find the
right balance between your work and home life.
25
WORK CULTURE
26
At HCL BPO have a friendly work environment that stimulates and encourages, innovative ideas
to foster growth and value addition. They are passionate about the work they do. It follows a
transparent system keeping the communication channels open, thereby enabling people to
communicate ideas and suggestions. The culture at HCL BPO promotes customer focus,
excellent work ethos, operational transparency and teamwork.
Performance Oriented: HCL have a high performance work culture and performance linked
incentive schemes.
Demanding: HCL BPO gives a challenging and demanding career profile to its employees.
Rewarding: Every employee is treated with dignity, fairness and work in an environment
conducive to research, learning, innovation as well as personal growth. It has an atmosphere in
which the workforce effectively works to deliver high quality performance.
Energetic setting: BPOs have a vibrant environment. Generally the interiors are also done up in
a way that it makes people feel nice and energetic. It involves a lot of hard work and specialized
skills to deal with all kind of customers.
24X7 work environment: BPOs have a round the clock working culture and people work in
day and night shifts. This is because International BPOs offer services to countries like US and
UK that have different time zones.
IT INCLUDES:
27
Perfect amalgamation: The work culture in quality BPOs is a blend of professionalism and
friendliness. Humans are not treated like machines but are given equal opportunities of growth in
every sphere of learning. BPO create a friendly working atmosphere so that the employees dont
feel suffocated.
Rejuvenation channels: Long working hours and pressure to meet deadlines and achieve targets
takes its toll on the well being of the employees. Quality BPOs offer world class channels to destress employees and to motivate them. Entertaining events and parties are organized at regular
intervals so that the employees are relieved and invigorated to take the challenges head on.
World-class BPO also have gym, sports and caf facilities.
Pep up the energy levels: BPO employees work hard to meet deadlines and targets. Motivation
is a great booster when it comes to delivering high end results. So to ensure that the team is
motivated, team leaders and managers keep the morale of the employees high through
encouraging words. Good and outstanding work is always recognized and rewarded in the form
of perks, incentives, gift certificates, etc. in the BPO sector. At no point in time the employees
feel the dearth of guidance and warmth of encouraging words.
Rich culture ties and exchange: People from every nook and corner of the world are lured by
the state-of-the-art facilities and hefty pay packages. Apart from the culture shock there is a gold
mine prospect of rubbing shoulders with people from different educational, professional and
cultural backgrounds.
Increase In knowledge A lot of vendors provide the management with flexible as well as
scalable services to meet the customers changing requirements, along with supporting company
acquisitions, consolidations, in addition to joint venture.
28
29
30
Though human resources have been part of business and organizations since the
first days of agriculture, the modern concept of human resources began in reaction to the
efficiency focus of Taylorism in the early 1900s. By 1920, psychologists and employment
experts in the United States started the human relations movement, which viewed
workers in terms of their psychology and fit with companies, rather than as
interchangeable parts. This movement grew throughout the middle of the 20th century,
placing emphasis on how leadership, cohesion, and loyalty played important roles in
organizational success. Although this view was increasingly challenged by more
31
quantitatively rigorous and less "soft" management techniques in the 1960s and beyond,
human resources had gained a permanent role within an organization.
Human Resource Wheel:
1) Training and Development
Focus: Identifying, assessing and through planned learning, helping develop the key
competencies which enable individuals to perform current or future jobs.
2) Organization Development
Focus: Assuring healthy inter and intra-unit relationships and helping groups initiate and
manage chance.
3) Organization/Job Design
Focus: Defining how tasks, authority and system will be organized and integrated across
organization units and in individual jobs.
4) Human Resource Planning
Focus: Determining the organizations major Human Resource needs, strategies and
philosophies.
5) Selection and Staffing
Focus: Matching people and their career needs and capabilities with jobs and career
paths.
6) Personnel Research and Information System
Focus: Assuring a personal information base.
32
7) Compensation/Benefits
Focus: Assuring compensation and benefits, fairness and consistency.
8) Employee Assistance
Focus: Providing personal problem solving, counseling to individual employees.
9) Union Labour Relation
Focus: Assuring healthy union/organization relationships.
33
HR Information System
Motivation
Job Enrichment
Job Specifications
Social Security and Legislation
Morale and Productivity
Participative Management
Promotion
Transfer and Demotion
Organizational Development
Meetings
Organizational Behavior
Organizational Commitment
Employee Research
Human Relation Movement
Fraud Deterrence
Time Management
Organizational Learning
34
Quality
Skills Management
Successive Planning
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 kills, concepts,
rules, or changing of attitudes and behaviours to enhance the performance f employees. Training
is about the acquisition of knowledge, skills, and abilities (KSA) through professional
development.
36
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.
38
39
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.
40
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
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
41
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.
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:
knowledge.
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
43
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.
44
45
. 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
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:
SENSITIVITY TRAINING
TRANSACTIONAL ANALYSIS
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.
Control: It helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.
Power games:
Intervention: It helps in determining that whether the actual outcomes are aligned with the
expected outcomes..
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.
48
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.
49
50
3. Obsolescence of managerial skill is another factor which calls for continuous executive
development. A manager must continuously update himself to successfully meet new
challenges as they occur.
52
behavioural
modelling,
Internet
educational
portals,
and
behavioural
modelling. The main elements of electronic training are computer-based training, videoconferencing, electronic performance support systems, tele-training, learning portals and others.
Paauwe (2004) specifies task analysis to be a detailed study of the job to be undertaken in order
to identify skills required for the job. Performance analysis, on the other hand, as Shermon
(2004) informs, examine individual and collective performances within organisations in order to
identify deficiencies, then training and development programs can be devised in order to
eliminate these performance deficiencies.
54
Moreover, Behaviour Modelling has also been identified as an important element of training and
development programs and Dessler (1984) informs that behaviour modelling includes three
following components:
sharing
their
cultural
experiences
with
junior
managers
through
video
facilities, and accordingly, additional expenses, and also there might be time-related issues when
meetings between people from different countries are being organised on the basis of videoconferencing.
Lectures as one of the main elements of training and development schemes have their strengths
such as being less expensive compared to some other training and development methods, short
period of time required to conduct them, and also lectures are usually taught by highly skilled
professionals giving managers participating on them opportunity ask these professionals
questions.
On the other hand, lectures have their weaknesses, the main of which is the possibility that the
attention of managers participating in them may be shifted to different things if they find it not to
be interesting. Moreover, Laird et al (2003) state that usually in majority of lectures there are no
provisions for student participation and this is another major disadvantage of this training
method.
It has to be also noted that in order to bring the maximum results, training and development
elements specified above need to be conducted with highly qualified professionals. Otherwise, it
would result in losses in forms of wasted time, as well as other forms of resources involved in
the project.
The following five-step training and development process features in the work of Beardwell et al
(2004):
1. Analysing the needs of the company. The management should determine what skills are
necessary in order to achieve the objective of the company at any given stage of
development.
2. Designing training and development program. This should be done taking into account
the need of the company and the professional level of the workforce.
56
3. Validating the program. The training and development program that has been designed
must be critically analysed by management with the possible engagement of the third
party, and it should be revised accordingly.
4. Implementation of the program. The designed and validated training and development
program should be conducted for workforce according to the plan.
5. Evaluating the programs. After the training and development program has been
conducted its efficiency should be evaluated in the basis of analysis and feedback from
stakeholders and relevant conclusions should be made to be taken into account for future
similar programs.
RESEARCH DESIGN
57
RESPONSE
Less than 10
24
48
10-20
16
32
20-40
12
More than 40
SAMPLE SIZE - 50
Figure 1
58
training
RESPONSE
NO.OF RESPONDENTS
PERCENTAGE
Strongly agree
23
46
Agree
14
28
Partly agree
10
20
Cant say
59
Figure 2
The above graph indicates that 74% of employees are agreed that training is
a part of organizational strategy.
Q 3. To whom the training is given more in your organization?
RESPONSE
Senior staff(Higher
NO. OF RESPONDENTS
PERCENTAGE
10
10
20
level managers)
Junior staff(Middle
line managers)
60
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.
Q 4. What is the most important barrier to Training and Development
Programme in your organization?
RESPONSE
NO.OF RESPONDENTS
PERCENTAGE
61
Time
10
20
16
12
24
20
40
Money
Lack of interest by the
trainees
Non-availability of
skilled trainer
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.
62
RESPONSE
Job rotation
NO.OF RESPONDENTS
PERCENTAGE
14
External training
13
26
Conference/discussion
10
20
Programmed
18
36
instruction
Others
Figure 5
63
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.
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
18
Presentation skill
10
20
Induction training
12
24
Others
64
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.
Q7. The time duration given for a training period is?
RESPONS NO.OF
PERCENT
AGE
RESPOND
ENT
Sufficien
28
56
t
To be
65
extended
To be
12
24
12
shortene
d
Managea
ble
% of Time duration
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.
66
Q8. Comment on the degree to which the training objective are met
during the training sessions?
RESPONSE
NO.OF RESPONDENTS
PERCENTAGE
30
60
14
10
20
met
Some objectives are
met
Met according to the
need
None of the objectives
are met
67
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.
Q9. Does the training programme help in your career advancement?
RESPONSE
NO.OF RESPONDENT
PERCENTAGE
Strongly agree
23
46
Agree
19
38
Neutral
12
Disagree
68
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.
RESPONSE
NO. OF RESPONDENTS
PERCENTAGE
20
40
1-2 month
15
30
69
2-4 month
More than 4 months
12
24
Figure 10
The above graph indicates that 40% of employees felt that the
organization takes less than 1 month to implement the trained process.
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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
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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
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
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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
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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 nonavailability of skilled trainer.
As the workload is much on employees therefore less attention
is given to training sessions by the employees.
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.
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.
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
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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.
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BIBLIOGRAPHY
77
BOOKS-
INTERNET-
www.hcl.in
www.wikipedia.org
www.hclinfosystems.in
www.hcltech.com
www.hclcdc.in
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ANNEXURE
QUESTIONNAIRE
Less than 10
10-20
20-40
More than 40
Strongly agree
Agree
Partly agree
Cant say
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Time
Money
Lack of interest by the trainees
Non availability of skilled trainer
Conference/Discussion
Programmed instruction
Others
Sufficient
To be extended
To be shortened
Manageable
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8) Comment on the degree to which the training objective are met during the
training sessions?
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ANY SUGGESTIONS:
A) ..
B)..
C).
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