PROJECT REPORT

SUMMER TRAINING
ON
TRAINING AND DEVELOPMENT PROCESS OF
SPECTRUM INFOGAIN SERVICES
FOR THE PARTIAL FULFILLMENT OF THE REQUIREMENT
FOR THE AWARD OF

BACHELOR OF COMMERCE (hons)

UNDER THE SUPERVISION OF:

UNDER THE SUPERVISION OF:

MR. GAURAV SAXENA

MS. SHREETI KAUSHIK

FACULTY GUIDE

CORPORATE TRAINER

MANGALAYATAN UNIVERSITY

SPECTRUM INFOGAIN SERVICES

SUBMITTED BY
DAMINI BARANWAL
B.Com (2015)
20130389

INSTITUTE OF BUSINESS MANAGEMENT

MANGALAYATAN UNIVERSITY
33rd KM STONE, ALIGARH-MATHURA HIGHWAY,
1

BESWAN, ALIGARH
DECLARATION
This is to certify that I have completed the Project titled Study of Training &
Development in Spectrum Infogain Services Noida" Region under the guidance of Ms.
Shreeti Kaushik (Corporate Trainer) in partial fulfillment of the requirement for the award
of degree of B.COM (HONES) 5th sem Aligarh. This is an original piece of work & I have
not submitted it earlier elsewhere.

Name:- Damini Baranwal

Degree:- B.Com. (Hones)
Roll no:- 20130389

CERTIFICATE OF THE SUPERVISOR

This is to certify that the work entitled TRAINING AND DEVELOPMENT is a piece of SIP
research work done by GRURAV SEXENA under his guidance and supervision for the degree
of B.com (hons) from Mangalayatan university Aligarh. I certify that the candidate has put 45
days in industry training at Spectrum Info gain Services, Noida.

To the best of knowledge and belief the Report:

i.
ii.
iii.
iv.

Embodies the work of the candidate himself.

Has duly been completed.
Fulfils the requirement of the Ordinance relating to the B.com (hons) degree of the
university and
Up to the standard both in respect of contents and language for being referred to the
examiner

SIGNATURE OF SUPEVISOR
DATE

CERTIFICATE OF ORIGINALITY

This is to certify that DAMINI BARANWAL ROLL NO. 20130389 pursuing b.com (hones)
MANGALAYATAN UNIVERSITY, ALIGARH has completed this report under our
supervision and guidance of Ms. Shreeti Kaushik (Corporate Trainer). She has taken care
of all necessary aspects and shown interest and utmost sincerity during the completion of
the project report to our full satisfaction. To the best of our knowledge and belief the data
and information presented by her in the project has not been submitted earlier.

We clarify that the project report is up to our expectation and as per the guidelines laid
down by MANGALAYATAN UNIVERSIYT

Shreeti Kaushik

Name Damini baranwal

Corporate Trainer

Degree b.com (hons)

Date:-

Roll no 20130389

ACKNOWLEDGEMENT
I would like to offer my sincere gratitude to various people, who directly or indirectly
contributed in the development of this work and who influenced my thinking, behaviour,
and acts during the project report.
I am indebted to Ms. SHREETI KAUSHIK (Corporate Trainer) of "Spectrum Infogain
Services" for providing me the opportunity to work as intern in their organization and
helped me during my internship in many ways, SIS TEAM who supported me during
internship along with co-operation and motivation provided to me during the completion of
this project report.
In the outset, I convey my sincere Thanks to all those who spared their precious time for
me. For giving me once again a great opportunity to work on the project and solving our
problems, doubts, queries, which I face during the making of my project.
The project report has been a learning experience for me and would not have been possible
without the support and guidance of the above mentioned people. Needless to say, I alone
remain responsible for any errors that might have crept into the pages, despite of my best
possible efforts to avoid them.

Name Damini baranwal

Degree: b.com (hons)
Roll no 20130389

TABLE OF CONTENTS

CHAPTER

PARTICULARS

PG. No.

1.

Company Profile

7 12

2.

Human Resource Management

13 17

3.

SCOPE OF HRM

18 24

4.

HRM VS PERSONNEL MANAGEMENT

25 29

5.

TALENT MANAGEMENT

30- 35

6.

Human Resource Environment In India

36 39

7.

TRAINING AND DEVELOPMENT

40 79

8.

Research Methodology

79 86

9.

Findings

87

10.

Suggestion and Recommendation

89

11.

Conclusion and Bibliography

88 90

COMPANY PROFILE:
SPECTRUM INFOGAIN SERVICES , a 19 year old company having diverse interests in
Corporate Development, Manpower Outsourcing, Infrastructure Outsourcing, HR-Generalist. We
are committed to impart industry oriented programs to produce world class technically sound
manpower. We spare no efforts to groom our participants and equipping them with all qualities to
make them an asset to whichever industry/organization they work. Our major trust is on
providing hands of experience on the chosen technology through live projects. Sisgain assists
each participant with the management and measurement of their activities and imparts corporate
ethics. The variety of learning options from Sisgain allows participants to learn in the manner
that best suits their schedule, budget, learning style and expertise.
Spectrum is an Independent Training specializing in IT/Non-IT trainings around the world.
Established in 1997, the many years experience of both the directors and associates enables us to
provide many services. We offer training courses, workshops, conferences, training packs,
learning materials and venue rental service. The Courses range from half-day seminars to ninetyday
programmes
leading
to
nationally
recognized
awards.

A SPECTRUM undertakes the employer responsibilities for the quality and continuity of the
apprentices and trainees employment and training.

The SPECTRUM also manages the

additional care and support necessary to achieve the successful completion of the training
contract.
SPECTRUM

as

such

we

employ

apprentices

and

trainees

under

an

Apprenticeship/Traineeship Contract and place them with host employers to undertake

their required on-the-job training and experience. We arrange the apprentices/trainees offthe-job training and provide care, mentoring, advice and support to achieve the successful
completion of the training contract.
Company Background
Two directors, set up Spectrum Infogain Services in 1993. They had a wide network of contacts
and were held in high regard by regional and local business personnel and communities.

When Spectrum Infogain Services started its operations, the company had very few trainees or
apprentices. Over the years, the company has grown to be one of the most respected Group
Training Organizations in the local area, with over 1000 trainees and apprentices hosted to
employers

each

year.

Spectrum Infogain Services plans to continue serving the local community by providing
employment opportunities in a broad range of industry areas by implementing its quality
management system and procedures, and by maintaining its reputation for high standards of
service to our customers and our employees.
VISION AND MISSION
Vision
Spectrum Infogain Services makes a vital, ongoing contribution to the community by providing
opportunities for young people to access quality training.
Mission
Spectrum Infogain Services mission is to provide safe and effective training and management
systems for apprentices in our chosen markets.
Quality Management
Spectrum Infogain Services shows by example to its customers, that by adopting the principles
and intent of sound quality management practices, our company can continuously improve and
expand our business standing and reputation.
Spectrum Infogain Services aims to be respected by our customers for our attitude and behaviour
towards them, the quality of our work and services, and for the value for money we give.
Spectrum Infogain Services also seeks to have a working environment and culture in which
employees are happy, motivated, enthusiastic, and take pride in their company.
Code of Ethics

Spectrum Infogain Services believes that sustainable success can only be achieved through a
consistent and passionate adherence to a strong set of values. These values are described below:
Our Customers
Our customers provide our livelihood.
Our customers are the focus of everything we do.
We understand our customers needs and consistently deliver better solutions than our
competitors.
We conduct our business affairs to the highest ethical standards ensuring there is no conflict
of interest and work diligently to be a respected member of the business community.
Our People
Our leadership and management philosophies and strategies are designed to facilitate the
realisation of each persons full potential.
We treat each other fairly, and with respect for individual dignity.
We adhere to the highest standards for the safe operation of our business and the protection
of our people.
We accept the highest level of personal responsibility for our actions and the consequences
that flow from them.
Our Community
We understand the needs and aspirations of our community and participate in initiatives to foster
its ongoing development.
Code of Practice
Our Code of Practice summarises our operational policies and our commitment to quality
customer service. Sample Group Training:

 Is committed to the provision of a high standard of quality and continuous improvement of

its services that include:
-

recruiting, managing and tracking host employers

recruiting and placing, apprentices and trainees

ensuring the welfare and career support of apprentices and trainees

monitoring apprentices and trainees training

Rotating apprentices and trainees to other host employers where required.

Complies with all national and state regulatory and legislative requirements.
implements, monitors and maintains effective financial management procedures
maintains secure, accurate and confidential HR, customer and financial records
advertises and markets its services openly, honestly and with integrity.
recruits employees, apprentices and trainees on the basis of access and equity.
inducts new recruits to the organisations policies, procedures and practices, and to their own
roles and responsibilities
ensures a safe and healthy environment for employees, apprentices and trainees
prohibits discrimination in any form towards any employee, apprentice/trainee or customer.
manages the on-going development and performance of employees.
encourages feedback and evaluation on its performance from its stakeholders.

Spectrum Strength:
Professionals are having practical experience.
Value addition in engineering/design process.
Training availability on all system in mobile communication, software, business leadership
and HR Generalist
Understanding of the latest trends and developments in the telecommunications field.
Knowledge on Government processes.
We focus on the delivery of value to our clients in all the work we undertake.

10

Team at Spectrum:-

Our team of professionals has experience in various management streams. A majority of our team are
starred with postgraduate qualifications in IT/Management /Engineering including HRD.
Our professionals has experience in various management streams. A majority of our team are starred
with postgraduate qualifications in IT/Management /Engineering including HRD.
Spectrum Infogain Services Fundamentals:

Accomplished & Expert Practice Squad on Customer Requisite

Believe in Quality Assurance

Consider Time Management & Professional Ethics
Client & Employee Satisfaction
Elevated Retentions of Customers
Strong Analysis, Research & Development Team
Adaptability to Latest Technology & Method

11

Fig: Area of Expertise at Spectrum

12

Software Development:
Product Implementation
ERP
CRM
SCM
Custom Application Development

Projects
Project Management
Project Re-Engineering
Vendor Management Services

What are Training Methods?

Training methods include the input of information, together with large and small group
discussion, skills practice through exercises - individually and in pairs. Overheads, handouts,
videos, book - lists and case studies are all used to promote learning.
What Drives Spectrum?
They recognize that prejudice and discrimination, both on a personal and institutional level, need
to be addressed in a constructive and positive fashion. This approach is perceived as a thread
running through all training, not simply as an "add-on" item. We welcome local guidelines that
assist in this approach to anti - discriminatory practice, and it is a fundamental principle to
support wholeheartedly any local policies that set high standards in this respect.

13

INTRODUCTION

Human Resource Management - Introduction - A Revision Article

Human Resource Management Revision Article Series
The human resources of an organization consist of all people who perform its activities.
Human resource management (HRM) is concerned with the personnel policies and managerial
practices and systems that influence the workforce. In broader terms, all decisions that affect the
workforce of the organization concern the HRM function.
_________________________________________________
Summary of Chapter 1. Strategic Human Resource Management in a Changing Environment in
H John Bernardin, Human Resource Management, Fourth Edition, McGraw Hill, 2007
Introduction

The human resources of an organization consist of all people who perform its activities.
Human resource management (HRM) is concerned with the personnel policies and managerial
practices and systems that influence the workforce. In broader terms, all decisions that affect the
workforce of the organization concern the HRM function.
The activities involved in HRM function are pervasive throughout the organization. Line
managers, typically spend more than 50 percent of their time for human resource activities such
hiring, evaluating, disciplining, and scheduling employees. Human resource management
specialists in the HRM department help organizations with all activities related to staffing and
maintaining an effective workforce. Major HRM responsibilities include work design and job
analysis, training and development, recruiting, compensation, team-building, performance
management and appraisal, worker health and safety issues, as well as identifying or developing
valid methods for selecting staff. HRM department provides the tools, data and processes that are
used by line managers in their human resource management component of their job.
What is the focus of HRM department?

The HRM focus should always be maintaining and, ideally, expanding the customer base while
maintaining, and ideally, maximizing profit. HRM has a whole lot to do with this focus
regardless of the size of the business, or the products or services you are trying to sell. (Dr.
14

James Spina, former head of Executive Development at the Tribune Company). HRM is
involved in managing the human resources with a focus on expanding customer base that gives
profit to the company. The bottom line of the company is the focus of the HRM department as
well as the function.
Contributing to the Bottom-line of the Company through HR Top-line Activities

A growing body research shows that progressive HRM practices have a significant effect on
corporate bottom-line and middle-line performance. The positive effect on financial
performance, productivity, product and service quality, and cost control are documented by
researchers.
High-performance work systems (HPWS) is a term used to describe a collection of HR practices
or characteristics of HR systems designed to enhance employees competencies so that
employees can be a reliable source of competitive advantage. A summary of the research on
HPWS indicated that a one standard deviation of improved assessment on a HPWS measurement
tool increased sales per employee in excess of $15,000 per employee, an 8 percent gain in labor
productivity.
The Activities of Human Resources Management

The activities performed by HRM professionals fall under five major domains:
(1) Organizational design,
(2) Staffing,
(3) Performance Management and Appraisal,
(4) Employee and Organizational Development, and
(5) Reward Systems, Benefits and Compliance
Acquiring human resource capability should begin with organizational design and analysis.
Organizational design involves the arrangement of work tasks based on the interaction of people,
technology and the tasks to be performed in the context of the objectives, goals and the strategic
plan of the organization. HRM activities such as human resources planning, job and work
analysis, organizational restructuring, job design, team building, computerization, and workermachine interfaces fall under this domain.
15

Recruitment, employee orientation, selection, promotion, and termination are among the
activities that fit into the staffing domain. The performance management domain includes
assessments of individuals and teams to measure, and to improve work performance. Employee
training and development programs are concerned with establishing, fostering, and maintaining
employee skills based on organizational and employee needs.
Reward systems, benefits and compliance have to do with any type of reward or benefit that may
be available to employees. Labor law, health and safety issues and unemployment policy fall
under compliance component.
Major Trends Affecting HRM

The following trends have an effect on human resource management function and department.
The importance of HRM increases due to some of them and the practices of HRM are affected to
some extent due to some of them.
1. Increased globalization of the economy.
2. Technological changes and environmental changes.
3. The need to be flexible in response to business changes.
4. Increase in litigation related to HRM.
5. Changing characteristics of the workforce.
The Importance of HRM Measurement
Many HRM systems and activities are not subjected to systematic measurement. Many
organizations do not assess either the short- or long-term consequences of their HRM programs
or activities. A recurring theme of the book is that measurement and accountability are key
components to organizational effectiveness and competitive advantage. Good measurement,
allied with business strategies, will help organizations select and improve all of their HRM
activities and provide a much stronger connection between HRM activities and organizational
effectiveness.
Stanford University professor Jeffrey Pfeffer considers measurement to be one of the keys to
competitive advantage. His book Competitive Advantage Through People cites measurement as
one of the 16 HRM practices that contribute the most to competitive advantage.
16

A new book entitled The Workforce Scorecard by Professors Mark Huselid, Brian Becker, and
Dick Beatty extends research on the "balanced scorecard" to a comprehensive management and
measurement system to maximize workforce potential.
Competitive Advantage and HRM

Competitive Advantage refers to the ability of an organization to formulate strategies that place it
at favorable position relative to other companies in the industry. Two major principles, namely
customer value and uniqueness, are relevant for gaining competitive advantage.
Competitive advantage occurs if customers perceive that they receive more value form their
transaction or relationship with an organization than from its competitors. HRM needs to make
efforts to ensure that all employees are focused on understanding customer needs and
expectations.
The second principle of competitive advantage derives from offering a product or service that
your competitor cannot easily imitate or copy.

The status of HRM is improving relative to other potential sources of competitive advantage for
an organization. Professor Pfeiffer notes that "traditional sources of success (e.g., speed to
market, financial, technological) can still provide competitive leverage, but to a lesser degree
now than in the past, leaving organizational culture and capabilities, derived from how people
are managed, as comparatively more vital."
For success in 21st century, HRM activities must be (1) responsive to a highly competitive
marketplace and global business structures, (2) closely linked to business strategic plans, (3)
jointly conceived and implemented by line and HR managers, and (4) focused on quality,
customer service, productivity, employee involvement, teamwork, and workforce flexibility.
Importance of Study of HRM for Students Specializing in Other Functional Areas of
Management

Even as line managers in any functional department, management students are likely to manage
people at some point in their career. Research shows that the manner in which one conducts the
human resource responsibilities of the management job will be the key for effectiveness and
growth in ones career

17

You see them so often that it is tempting to treat them as clichs. However, behind the clich lies
an important truth, which is that the human element plays a major part in the success of every
business.
Effective human resource management has become more important in recent times. Here are
some reasons why:
Most businesses now provide services rather than produce goods people are the critical
resource in the quality and customer service level of any service business
Competitiveness requires a business to be efficient and productive this is difficult
unless the workforce is well motivated, has the right skills and is effectively organised
The move towards fewer layers of management hierarchy (flatter organisational
structures) has placed greater emphasis on delegation and communication
As a result, if a business is to be successful and achieve its objectives, then it needs to manage its
human resources effectively. So step forward "human resource management"!
Human resource management is usually shortened to "HRM". It is defined by the CIPD as:
"The design, implementation and maintenance of strategies to manage people for optimum
business performance"
In other words, HRM is about how people are managed by a business in order to meet the
strategic objectives of the business. The functional objectives set for HRM need to be consistent
with the corporate objectives.
The key is to remember that HRM is a strategic approach. HRM uses a variety of tools to help
meet the strategic needs of the business, each of which needs together in an integrated way. The
key tools are:
Workforce planning
Recruitment & selection

Training & development

Rewarding and motivating staff

Communication

Roles and responsibilities (organisational structures)

18

SCOPE OF HRM

The scope of HRM refers to all the activities that come under the banner of HRM. These
activities are as follows:
1. Human Resources Planning
Human resource planning or HRP refers to a process by which the company to identify the
number of jobs vacant, whether the company has excess staff or shortage of staff and to deal with
this excess or shortage.
2. Job Analysis Design
Another important area of HRM is job analysis. Job analysis gives a detailed explanation about
each and every job in the company. Based on this job analysis the company prepares
advertisements.
3. Recruitment and Selection
Based on information collected from job analysis the company prepares advertisements and
publishes them in the news papers. This is recruitment. A number of applications are received
after the advertisement is published, interviews are conducted and the right employee is selected
thus recruitment and selection are yet another important area of HRM.
4. Orientation and Induction
Once the employees have been selected an induction or orientation program is conducted. This is
another important area of HRM. The employees are informed about the background of the
company, explain about the organizational culture and values and work ethics and introduce to
the other employees.
5. Training and Development
Every employee goes under training program which helps him to put up a better performance on
the job. Training program is also conducted for existing staff that have a lot of experience. This is
called refresher training. Training and development is one area were the company spends a huge
amount.
6. Performance Appraisal

19

Once the employee has put in around 1 year of service, performance appraisal is conducted that
is the HR department checks the performance of the employee. Based on these appraisal future
promotions, incentives, increments in salary are decided.
7. Compensation Planning and Remuneration
There are various rules regarding compensation and other benefits. It is the job of the HR
department to look into remuneration and compensation planning.
8. Motivation, Welfare, Health and Safety
Motivation becomes important to sustain the number of employees in the company. It is the job
of the HR department to look into the different methods of motivation. Apart from this certain
health and safety regulations have to be followed for the benefits of the employees. This is also
handled by the HR department.
9. Industrial Relations
Another important area of HRM is maintaining co-ordinal relations with the union members.
This will help the organization to prevent strikes lockouts and ensure smooth working in the
company.

20

SIGNIFICANCE OF HRM
Human Resource Management becomes significant for business organization due to the
following reasons.

Objective :- Human Resource Management helps a company to achieve its objective

from time to time by creating a positive attitude among workers. Reducing wastage and
making maximum use of resources etc.

Facilitates professional growth :- Due to proper Human Resource policies

employees are trained well and this makes them ready for future promotions. Their talent
can be utilized not only in the company in which they are currently working but also in
other companies which the employees may join in the future.

Better relations between union and management :- Healthy Human Resource

Management practices can help the organization to maintain co-ordinal relationship with
the unions. Union members start realizing that the company is also interested in the
workers and will not go against them therefore chances of going on strike are greatly
reduced.

Helps an individual to work in a team/group :- Effective Human Resource

practices teach individuals team work and adjustment. The individuals are now very
comfortable while working in team thus team work improves.

Identifies person for the future :- Since employees are constantly trained, they are
ready to meet the job requirements. The company is also able to identify potential
employees who can be promoted in the future for the top level jobs. Thus one of the
advantages of HRM is preparing people for the future.

Allocating the jobs to the right person :- If proper recruitment and selection
methods are followed, the company will be able to select the right people for the right
job. When this happens the number of people leaving the job will reduce as the will be
satisfied with their job leading to decrease in labour turnover.

21

HRM FUNCTIONS
The role of human resource management is to plan, develop, and administer policies and
programmes designed to make expeditious use of an organisations human resources. It is that
part of management which is concerned with the people at work and with their relationship
within an enterprise.

Its objectives are:

1. Effective utilisation of human resources;
2. Desirable working relationships among all members of the organisation; and
3. Maximum individual development.
The major functional areas in human resource management are:
1. Planning,
2. Staffing,
3. Employee development, and
4. Employee maintenance.
These four areas and their related functions share the common objective of an adequate number
of competent employees with the skills, abilities, knowledge, and experience needed for further
organisational goals. Although each human resource function can be assigned to one of the four
areas of personnel responsibility, some functions serve a variety of purposes. For example,
performance appraisal measures serve to stimulate and guide employee development as well as
salary administration purposes. The compensation function facilitates retention of employees and
also serves to attract potential employees to the organisation. A brief description of usual human
resource functions are given below:

Human Resource Planning: In the human resource planning function, the number and type
of employees needed to accomplish organisational
goals are determined. Research is an important part of this function because planning requires
the collection and analysis of information in order to forecast human resources supplies and to
predict future human resources needs. The basic human resource planning strategy is staffing and
employee development.

Job Analysis: Job analysis is the process of describing the nature of a job and specifying the
human requirements, such as skills, and experience needed to perform it. The end product of the
job analysis process is the job description. A job description spells out work duties and activities
of employees. Job descriptions are a vital source of information to employees, managers, and
personnel people because job content has a great influence on personnel programmes and
practices.
22

Staffing: Staffing emphasises the recruitment and selection of the human resources for an
organisation. Human resources planning and recruiting precede the actual selection of people for
positions in an organisation. Recruiting is the personnel function that attracts qualified applicants
to fill job vacancies. In the selection function, the most qualified applicants are selected for
hiring from among those attracted to the organisation by the recruiting function. On selection,
human resource functionaries are involved in developing and administering methods that enable
managers to decide which applicants to select and which to reject for the given jobs.

Orientation: Orientation is the first step toward helping a new employee adjust himself to the
new job and the employer. It is a method to acquaint new employees with particular aspects of
their new job, including pay and benefit programmes, working hours, and company rules and
expectations.

Training and Development: The training and development function gives employees the
skills and knowledge to perform their jobs effectively. In addition to providing training for new
or inexperienced employees, organisations often provide training programmes for experienced
employees whose jobs are undergoing change. Large organisations often have development
programmes which prepare employees for higher level responsibilities within the organisation.
Training and development programmes provide useful means of assuring that employees are
capable of performing their jobs at acceptable levels.

Performance Appraisal: Performance appraisal function monitors employee performance

to ensure that it is at acceptable levels. Human resource professionals are usually responsible for
developing and administering performance appraisal systems, although the actual appraisal of
employee performance is the responsibility of supervisors and managers. Besides providing a
basis for pay, promotion, and disciplinary action, performance appraisal information is essential
for employee development since knowledge of results (feedback) is necessary to motivate and
guide performance improvements.

Career Planning: Career planning has developed partly as a result of the desire of many
employees to grow in their jobs and to advance in their career. Career planning activities include
assessing an individual employees potential for growth and advancement in the organisation.

Compensation: Human resource personnel provide a rational method for determining how
much employees should be paid for performing certain jobs. Pay is obviously related to the
maintenance of human resources. Since compensation is a major cost to many organisations, it is
a major consideration in human resource planning. Compensation affects staffing in that people
are generally attracted to organisations offering a higher level of pay in exchange for the work
performed. It is related to employee development in that it provides an important incentive in
motivating employees to higher levels of job performance and to higher paying jobs in the
organisation.

Benefits: Benefits are another form of compensation to employees other than direct pay for
work performed. As such, the human resource function of administering employee benefits
shares many characteristics of the compensation function. Benefits include both the legally
23

required items and those offered at employers discretion. The cost of benefits has risen to such a
point that they have become a major consideration in human resources planning. However,
benefits are primarily related to the maintenance area, since they provide for many basic
employee needs.

Labour Relations: The term labour relations refers to interaction with employees who are
represented by a trade union. Unions are organisation of employees who join together to obtain
more voice in decisions affecting wages, benefits, working conditions, and other aspects of
employment. With regard to labour relations, the personnel responsibility primarily involves
negotiating with the unions regarding wages, service conditions, and resolving disputes and
grievances.

Record-keeping: The oldest and most basic personnel function is employee record-keeping.
This function involves recording, maintaining, and retrieving employee related information for a
variety of purposes. Records which must be maintained include application forms, health and
medical records, employment history (jobs held, promotions, transfers, lay-offs), seniority lists,
earnings and hours of work, absences, turnover, tardiness, and other employee data. Complete
and up-to-date employee records are essential for most personnel functions. More than ever
employees today have a great interest in their personnel records. They want to know what is in
them, why certain statements have been made, and why records may or may not have been
updated.

Personnel records provide the following:

1.
2.

A store of up-to-date and accurate information about the companys employees.

A guide to the action to be taken regarding an employee, particularly by comparing him
with other employees.

3.

A guide when recruiting a new employee, e.g. by showing the rates of pay received by
comparable employees.

4.

A historical record of previous action taken regarding employees.

5.

The raw material for statistics which check and guide personnel policies.

6.

The means to comply with certain statutory requirements.

Personnel Research: All personnel people engage in some form of research activities. In a good
research approach, the object is to get facts and information about personnel specifics in order to
develop and maintain a programme that works. It is impossible to run a personnel programme
without some pre-planning and post-reviewing. For that matter, any survey is, in a sense,
research. There is a wide scope for research in the areas of recruitment, employee turnover,
terminations, training, and so on. Through a well-designed attitude survey, employee opinions
can be gathered on wages, promotions, welfare services, working conditions, job security,
leadership, industrial relations, and the like. Inspite of its importance, however, in most
companies, research is the most neglected area because personnel people are too busy putting out
fires. Research is not done to put out fires but to prevent them.
24

Research is not the sole responsibility of any one particular group or department in an
organisation. The initial responsibility is that of the human resource department, which however
should be assisted by line supervisors and executives at all levels of management. The assistance
that can be rendered by trade unions and other organisations should not be ignored, but should be
properly made use of.
Apart from the above, the HR function involves managing change, technology, innovation, and
diversity. It is no longer confined to the culture or ethos of any single organisation; its keynote is
a cross-fertilisation of ideas from different organisations. Periodic social audits of HR functions
are considered essential.
HR professionals have an all-encompassing role. They are required to have a thorough
knowledge of the organisation and its intricacies and complexities. The ultimate goal of every
HR person should be to develop a linkage between the employee and the organisation because
the employees commitment to the organisation is crucial. The first and foremost role of HR
functionary is to impart continuous education to employees about the changes and challenges
facing the country in general, and their organisation in particular. The employees should know
about their balance sheet, sales progress, diversification plans, restructuring plans, sharp price
movements, turnover and all such details. The HR professionals should impart education to all
employees through small booklets, video films, and lectures.

The primary responsibilities of a human resource manager are:

1. To develop a thorough knowledge of corporate culture, plans and policies.
2. To act as an internal change agent and consultant.
3. To initiate change and act as an expert and facilitator.
4. To actively involve himself in companys strategy formulation.
5. To keep communication lines open between the HRD function and individuals and
groups both within and outside the organisation.
6. To identify and evolve HRD strategies in consonance with overall business strategy.
7. To facilitate the development of various organisational teams and their working
relationship with other teams and individuals.
8. To try and relate people and work so that the organisation objectives are achieved
effectively and efficiently.
9. To diagnose problems and to determine appropriate solution particularly in the human
resources areas.
10. To provide co-ordination and support services for the delivery of HRD programmes and
services.

25

11. To evaluate the impact of an HRD intervention or to conduct research so as to identify,

develop or test how HRD in general has improved individual or organisational
performance.

26

HRM v/s PERSONNEL MANAGEMENT

Human resource management is the new version of personnel management. There is no any
watertight difference between human resource management and personnel management.
However, there are some differences in the following matters.
1. Personnel management is a traditional approach of managing people in the organization.
Human resource management is a modern approach of managing people and their strengths in
the organization.
2. Personnel management focuses on personnel administration, employee welfare and labor
relation. Human resource management focuses on acquisition, development, motivation and
maintenance of human resources in the organization.
3. Personnel management assumes people as a input for achieving desired output. Human
resource management assumes people as an important and valuable resource for achieving
desired output.
4. Under personnel management, personnel function is undertaken for employee's satisfaction.
Under human resource management, administrative function is undertaken for goal achievement.
5. Under personnel management, job design is done on the basis of division of labor. Under
human resource management, job design function is done on the basis of group work/team work.
6. Under personnel management, employees are provided with less training and development
opportunities. Under human resource management, employees are provided with more training
and development opportunities.
7. In personnel management, decisions are made by the top management as per the rules and
regulation of the organization. In human resource management, decisions are made collectively
after considering employee's participation, authority, decentralization, competitive environment
etc.
27

8. Personnel management focuses on increased production and satisfied employees. Human

resource management focuses on effectiveness, culture, productivity and employee's
participation.
9. Personnel management is concerned with personnel manager. Human resource management is
concerned with all level of managers from top to bottom.
10. Personnel management is a routine function. Human resource management is a strategic
function.

Human Resource Development: Features, Scope, Objectives and

Functions!
In 1970, Leonard Nadler published his book Developing Human Resources in which he coined
the term human resource development (HRD). Human resource refers to the talents and
energies of people that are available to an organization as potential contributors to the creation
and realization of the organizations mission, vision, values, and goals.
Development refers to a process of active learning from experience-leading to systematic and
purposeful development of the whole person, body, mind, and spirit. Thus, HRD is the integrated
use of training, organizational and career development efforts to improve individual, group, and
organizational effectiveness.

Definitions of HRD:
1. According to South Pacific Commission human resource development is equipping people
with relevant skills to have a healthy and satisfying life.
2. According to Watkins, human resource development is fostering long-term work related
learning capacity at individual, group and organizational level.
3. The American Society for Training and Development defines HRD as follows: human
resource development is the process of increasing the capacity of the human resource through
development. It is thus the process of adding value to individuals, teams or an organization as a
human system.
28

Features of HRD:
1. Systematic approach:
HRD is a systematic and planned approach through which the efficiency of employees is
improved. The future goals and objectives are set by the entire organization, which are well
planned at individual and organizational levels.

2. Continuous process:
HRD is a continuous process for the development of all types of skills of employees such as
technical, managerial, behavioural, and conceptual. Till the retirement of an employee
sharpening of all these skills is required.
3. Multi-disciplinary subject:
HRD is a Multi-disciplinary subject which draws inputs from behavioural science, engineering,
commerce, management, economics, medicine, etc.
4. All-pervasive:
HRD is an essential subject everywhere, be it a manufacturing organization or service sector
industry.
5. Techniques:
HRD embodies with techniques and processes such as performance appraisal, training,
management development, career planning, counselling, workers participation and quality
circles.

Scope of HRD:
Human resource management (HRM) deals with procurement, development, compensation,
maintenance and utilization of human resources. HRD deals with efficient utilization of human
resources and it is a part of HRM.

29

Human resource being a systematic process for bringing the desired changes in the
behaviour of employees involves the following areas:
1. Recruitment and selection of employees for meeting the present and future requirements of an
organization.
2. Performance appraisal of the employees in order to understand their capabilities and
improving them through additional training.
3. Offering the employees performance counselling and performance interviews from the
superiors.
4. Career planning and development programmes for the employees.
5. Development of employees through succession planning.
6. Workers participation and formation of quality circles.
7. Employee learning through group dynamics and empowerment.
8. Learning through job rotation and job enrichment.
9. Learning through social and religious interactions and programmes.
10. Development of employees through managerial and behavioural skills.

Objectives of HRD:
The prime objective of human resource development is to facilitate an organizational
environment in which the people come first. The other objectives of HRD are as follows:
1. Equity:
Recognizing every employee at par irrespective of caste, creed, religion and language, can create
a very good environment in an organization. HRD must ensure that the organization creates a
culture and provides equal opportunities to all employees in matters of career planning,
promotion, quality of work life, training and development.

30

2. Employability:
Employability means the ability, skills, and competencies of an individual to seek gainful
employment anywhere. So, HRD should aim at improving the skills of employees in order to
motivate them to work with effectiveness.
3. Adaptability:
Continuous training that develops the professional skills of employees plays an important role in
HRD. This can help the employees to adapt themselves to organizational change that takes place
on a continuous basis.

HRD Functions:
HRD functions include the following:
1. Employee training and development,
2. Career planning and development,
3. Succession planning,
4. Performance appraisal,
5. Employees participation in management,
6. Quality circles,
7. Organization change and organization development

31

TALENT MANAGEMENT
Talent management is just another one of those pesky Human Resources terms. Right? Wrong.
Talent management is an organization's commitment to recruit, retain, and develop the most
talented and superior employees available in the job market.
So, talent management is a useful term when it describes an organization's commitment to hire,
manage and retain talented employees. It comprises all of the work processes and systems that
are related to retaining and developing a superior workforce.
What appears to differentiate talent management focused practitioners and organizations from
organizations that use terminology such as human capital management or performance
management, is their focus on the manager's role, as opposed to reliance on Human Resources,
for the life cycle of an employee within an organization.
Practitioners of the other two employee development and retention strategies would argue that,
for example, performance management has the same set of best practices. It is just called by a
different name.
Talent management does give managers a significant role and responsibility in the recruitment
process and in the ongoing development of and retention of superior employees. In some
organizations, only top potential employees are included in the talent management system. In
other companies, every employee is included in the process.
Talent management is a business strategy and must be fully integrated within all of the employee
related processes of the organization. Attracting and retain talented employees, in a talent
management system, is the job of every member of the organization, but especially managers
who have reporting staff (talent).
An effective strategy also involves the sharing of information about talented employees and their
potential career paths across the organization. This enables various departments to identify
available talent when opportunities are made or arise.
In larger organizations, talent management requires Human Resources Information Systems
(HRIS) that track the career paths of employees and manage available opportunities for talented
employees.

32

THREE BENEFITS OF TALENT MANAGEMENT FOR A

COMPANY
Talent management is a process in human resource management that includes 5 phases planning, recruiting, developing, compensating and positioning. The main goal of this process is
definitely to reveal and/or acquire super talented employees to be stationed at core/strategic
positions in a company. The term talent management has been used from 1990's and since then
there are thousands of companies worldwide have applied this crucial process in their human
resource management.
Considering how important and effective this process is, there is a term "talent war" where
companies pull out their best efforts to acquire super talented employees in which the employees
are also being hunted by other competitors. Without applying good talent management, a
company that has employees with super talents will easily lose those employees because most
likely those employees will be hijacked by other companies.
Talent management gives tremendous benefits to companies that have applied this process in
their human resource management and these are top 3 benefits of applying this crucial human
resource management process to company:
1. Talent management makes a company more competitive in business competition. A
company that has super talented employees always produces better products or services
compare to competitors that only have employees with average talent.
In a world-class premium car manufacturer, Mercedes Benz, talented engineers and
car designers are the men behind Mercedes' success in the past, present and future.
Without acquiring and maintaining super talented employees, perhaps Mercedes is
not a world-class car manufacturer as we know today.
2. This special human resource process helps any company to keep one of its most
valuable assets that is super talented employees. Through good compensating and
positioning, employees with super talents will feel appreciated and eventually willing to
make long-term commitment.
3. Applying this crucial process increases company's revenue effectively and efficiently.
With more competitive condition than competitors, a company automatically can make
effective penetration to market and gain larger market share. By gaining larger market
share means company's revenue significantly increases.

33

Knowledge Management Definition

Based on the discussion in the previous section, my knowledge management definition is as
follows:
Knowledge management is the systematic management of an organization's knowledge assets for
the purpose of creating value and meeting tactical & strategic requirements; it consists of the
initiatives, processes, strategies, and systems that sustain and enhance the storage, assessment,
sharing, refinement, and creation of knowledge.
Knowledge management (KM) therefore implies a strong tie to organizational goals and strategy,
and it involves the management of knowledge that is useful for some purpose and which creates
value for the organization.
Expanding upon the previous knowledge management definition, KM involves the
understanding of:
Where and in what forms knowledge exists; what the organization needs to know; how to
promote a culture conducive to learning, sharing, and knowledge creation; how to make the
right knowledge available to the right people at the right time; how to best generate or acquire
new relevant knowledge; how to manage all of these factors so as to enhance performance in
light of the organization's strategic goals and short term opportunities and threats.
KM must therefore create/provide the right tools, people, knowledge, structures (teams, etc.),
culture, etc. so as to enhance learning; it must understand the value and applications of the new
knowledge created; it must store this knowledge and make it readily available for the right
people at the right time; and it must continuously assess, apply, refine, and remove organizational
knowledge in conjunction with concrete long and short term factors.
From this knowledge management definition we can see that it depends upon the management of
the organization's knowledge creation and conversion mechanisms; organizational memory and
retrieval facilities; organizational learning; and organizational culture. These concepts will be
explored in more detail in the following sections.

34

ABOUT HR MANAGER
Human resource manager
Human resource (HR) managers are involved with recruitment, training, career development,
compensation and benefits, employee relations, industrial relations, employment law,
compliance, disciplinary and grievance issues, redundancies etc. The job involves keeping up to
date with areas such as employment law, which change often.
Generalist HR roles are usually found in small and medium sized companies, where the HR
manager will deal with the whole range of HR activities. In large multinationals you will often
find specialists, for example in learning and development, recruitment or employee relations.

Job description
Work activities

Developing HR planning strategies with line managers by considering

immediate and long-term staff requirements
Recruiting staff by preparing job descriptions and job adverts; deciding on
how best to advertise
Shortlisting applicants for interview using a variety of selection techniques
including psychometric testing Interviewing shortlisted candidates
Advising on pay and other issues, including promotion and benefits;
administer payroll and maintain staff records
Interpreting and advising on employment legislation; develop and implement
policies on a variety of workplace issues eg disciplinary procedures, absence
management, working conditions, performance management and equal
opportunities
Listening to grievances and implementing disciplinary procedures
Analysing training needs in conjunction with line managers; planning and
delivering training, including staff inductions.

Work conditions

Travel: not a normal part of the working day but attendance at off-site
meetings possible.
Working hours: mainly office hours, with occasional extra hours. Location:
opportunities exist mainly in towns or cities throughout the country.
Opportunities for self-employment: unlikely (unless a specialist in training).

Typical employers
Any large organisation including banks, insurance companies, hospital, universities, institutes of
technology, etc.

35

Career development
Progression will very much depend on the size of the organisation. Relocation may be necessary.
It is possible to move from generalist HR roles into specialist areas such as industrial relations,
employment law, organisational development or training and development.
Salaries
Salary levels for HR officers vary considerably across sector. Salaries in large private companies
tend to be higher than those for workers in local authorities. Republic of Ireland: Graduate
entrants can start at 25,000. This can rise to 40,000 per year with experience. Senior personnel
officers, especially in large organisations, can earn considerably more: some in excess of
100,000. Dublin-based jobs tend to pay higher. Northern Ireland: Graduate entrants can expect
12,00015,000 with HR Directors earning anything from 50,00080,000.
Entry requirements and training
Entry requirements
There are two main entry routes.
Graduate training programmes: while some HR graduate training programmes are available, they
are rare in Ireland.
Entry-level jobs: graduates can gain an entry-level role as a HR administrator, where they will
have responsibility for matters such as updating files, contracts, scheduling interviews, preparing
statistics etc.
Specific degree subjects required
While a HR degree is not necessary it is an advantage, as is the Chartered Institute of Personnel
& Development (CIPD) qualification. A list of CIPD accredited programmes in Ireland is
available on the CIPD website. Some degree courses (usually business studies) and postgraduate
courses may provide exemption from CIPD Professional Qualifications.
Other relevant degree subjects

Business
Economics
Law
Management
Psychology
Public administration
Social studies.

Postgraduate study
A pre-entry postgraduate qualification is not a requirement but a range of courses at postgraduate
certificate, diploma and masters level are available, some of which combine business studies
with HR.
36

Specific entry requirements

Although membership of the CIPD is not an absolute requirement for entry into this career,
employers generally look on membership as an asset.
Training
A few graduate training schemes are available.
Tips for applications
Develop appropriate skills while at college: get involved with student groups and organisations;
in particular take on positions of responsibility, whether in a voluntary or paid capacity.
Talk to staff working in HR, gain experience in a HR department and read relevant journals.
Skills and qualities

Good communication skills

Strong interpersonal skills
Business awareness and commercial focus
Leadership and strong management skills
Technically competent
Strong interpersonal skills
Ability to analyse, interpret and explain the legal framework regulating
employment
Influencing and negotiating skills
Personally credible
Integrity and approachability.

37

HRM Environment in India

India is being widely recognised as one of the most exciting emerging economics in the world.
Besides becoming a global hub of outsourcing, Indian firms are spreading their wings globally
through mergers and acquisitions. During the first four months of 1997, Indian companies have
bought 34 foreign companies for about U.S. $11 billion dollars. This impressive development has
been due to a growth in inputs (capital and labour) as well as factor productivity. By the year
2020, India is expected to add about 250 million to its labour pool at the rate of about 18 million
a year, which is more than the entire labour force of Germany. This so called 'demographic
dividend' has drawn a new interest in the Human Resource concepts and practices in India. This
paper traces notable evidence of economic organisations and managerial ideas from ancient
Indian sources with enduring traditions and considers them in the context of contemporary
challenges.

INTRODUCTION
Over many centuries India has absorbed managerial ideas and practices from around the world.
Early records of trade, from 4500 B.C. to 300 B.C., not only indicate international economic and
political links, but also the ideas of social and public administration. The world's first
management book, titled 'Arlhashastra', written three millennium before Christ, codified many
aspects of human resource practices in Ancient India. This treatise presented notions of the
financial administration of the state, guiding principles for trade and commerce, as well as the
management of people. These ideas were to be embedded in organisational thinking for centuries
(Rangarajan 1992, Sihag 2004). Increasing trade, that included engagement with the Romans, led
to widespread and systematic governance methods by 250 A.D. During the next 300 years, the
first Indian empire, the Gupta Dynasty, encouraged the establishment of rules and regulations for
managerial systems, and later from about 1000 A.D. Islam influenced many areas of trade and
commerce. A further powerful effect on the managerial history of India was to be provided by the
British
system of corporate organisation for 200 years. Clearly, the socio cultural roots of Indian heritage
are diverse and have been drawn from multiple sources including ideas brought from other parts
of the old world. Interestingly, these ideas were essentially secular even when they originated
from religious bases.
In the contemporary context, the Indian management mindscape continues to be influenced by
the residual traces of ancient wisdom as it faces the complexities of global realities. One stream
of holistic wisdom, identified as the Vedantic philosophy, pervades managerial behaviour at all
levels of work organisations. This philosophical tradition has its roots in sacred texts from 2000
B.C. and it holds that human nature has a capacity for self transformation and attaining spiritual
high ground while facing realities of day to day challenges (Lannoy 1971). Such cultural based
tradition and heritage can have a substantial impact on current managerial mindsets in terms of
38

family bonding and mutuality of obligations. The caste system, which was recorded in the
writings of the Greek Ambassador Megasthenes in the third century B.C., is another significant
feature of Indian social heritage that for centuries had impacted organisational architecture and
managerial practices, and has now become the focus of critical attention in the social, political
and legal agenda of the nation.
One of the most significant areas of values and cultural practices has been the caste system.
Traditionally, the caste system maintained social or organisational balance. Brahmins (priests and
teachers) were at the apex, Kshatriya (rulers and warriors), Vaishya (merchants and managers)
and Shwdra (artisans and workers) occupied the lower levels. Those outside the caste hierarchy
were called 'untouchables'. Even decades ago, a typical public enterprise department could be
dominated by people belonging to a particular caste. Feelings associated with caste affairs
influenced managers in areas like recruitment, promotion and work allocation (Venkatranam &
Chandra 1996). Indian institutions codified a list of lower castes and tribal communities called
'scheduled castes and scheduled tribes'. A strict quota system called, 'reservation' in achieving
affirmative equity of castes, has been the eye of political storm in India in recent years. The
central government has decreed 15 per cent of recruitment is to be reserved for scheduled castes,
and a further seven and half per cent for scheduled tribes. In addition, a further 27 per cent has
been decreed for other backward castes. However, the liberalisation of markets and global
linkages have created transformation of attitudes towards human resource (HR) policies and
practices (Khalilzadeh-Shirazi & Zagha 1994, Gopalan & Rivera 1997). Faced with the
challenge of responding to the rationale of Western ideas of organisation in the changing social
and economic scenario of Indian organisation, practitioners are increasingly taking a broader and
reflective perspective of human resource management (HRM) in India. This manuscript has three
main parts. In the first part is provided an overview of important historical events and activity
that has influenced contemporary managerial tenets, the second part of the manuscript describes
the emerging contemporary Indian HRM practices and indicates some interesting challenges.
Much of the second part is also summarised on four informative Figures. The concluding section,
the third part of the manuscript, succinctly integrates the two preceding parts.
The managerial ideologies in Indian dates back at least four centuries. Arthashastra written by
the celebrated Indian scholar-practitioner Chanakya had three key areas of exploration, 1) public
policy, 2) administration and utilisation of people, and 3) taxation and accounting principles
(Chatterjee 2006). Parallel to such pragmatic formulations, a deep rooted value system, drawn
from the early Aryan thinking, called vedanta, deeply influenced the societal and institutional
values in India. Overall, Indian collective culture had an interesting individualistic core while the
civilisational values of duty to family, group and society was always very important while
vedantic ideas nurtured an inner private sphere of individualism.

39

Changing role of HRM

The role of human resource management is changing very fast. This change is required in order
to help corporates to achieve their goals. In recent years we have seen that HRM has undergone
many phases. Initially main focus of HRM was on hiring and firing, however in current
corporate scenario HRM has much more responsibilities like relationship building, legislation
role. HR role is now shifting from protector to strategic partner.

Nowadays most of the high performing organizations are flattened with least hierarchy which
requires highly skilled employees to gain competitive edge in market. So HR role has drastically
changed to develop and implement company strategy in order to achieve its goals.
As HRM is concerned with people who work in organization, it becomes very important for
HRM to hire good people, train them, retain good employees in order to achieve the
organizations long term objectives. In recent years all the above HR roles are being used
strategically and so now HRM is termed as SHRM.

40

e-HRM
e-HRM is the use of web-based technologies to provide HRM services within employing
organizations. It embraces e-recruitment and e-learning, the first fields of human resource
management to make extensive use of web-based technology. From this base e-HRM has
expanded to embrace the delivery of virtually all HR policies. Within a system of e-HRM, it is
possible for line managers to use desktop computers to arrange and conduct appraisals, plan
training and development, evaluate labour costs, and examine indicators for turnover and
absenteeism. Employees can also use a system of e-HRM to plan their personal development,
apply for promotion and new jobs, and access a range of information on HR policy. Systems of
e-HRM are increasingly supported by dedicated software produced by private suppliers.
E-HRM is the (planning, implementation and) application of information technology for both
networking and supporting at least two individual or collective actors in their shared performing
of HR activities.
E-HRM is not the same as HRIS (Human resource information system) which refers to ICT
systems used within HR departments. Nor is it the same as V-HRM or Virtual HRM - which is
defined by Lepak and Snell as "...a network-based structure built on partnerships and typically
mediated by information technologies to help the organization acquire, develop, and deploy
intellectual capital."
E-HRM is in essence the devolution of HR functions to management and employees. They
access these functions typically via intranet or other web-technology channels. The
empowerment of managers and employees to perform certain chosen HR functions relieves the
HR department of these tasks, allowing HR staff to focus less on the operational and more on the
strategic elements of HR, and allowing organisations to lower HR department staffing levels as
the administrative burden is lightened.
It is anticipated that, as E-HRM develops and becomes more entrenched in business culture,
these changes will become more apparent, but they have yet to be manifested to a significant
degree. A 2007 CIPD survey states that "The initial research indicates that much-commented-on
development such as shared services, outsourcing and e-HR have had relatively little impact on
costs or staff numbers".

Types
There are three tiers of E-HRM. These are described respectively as Operational, Relational and
Transformational. Operational E-HRM is concerned with administrative functions - payroll and
employee personal data for example. Relational E-HRM is concerned with supporting business
processes by means of training, recruitment, performance management and so forth.
Transformational E-HRM is concerned with strategic HR activities such as knowledge
management, strategic re-orientation. An organisation may choose to puruse E-HRM policies
from any number of these tiers to achieve their HR goals.

41

TRAINING AND DEVELOPMENT

Training and development is a function of human resource management concerned with
organizational activity aimed at bettering the performance of individuals and groups in
organizational settings. It has been known by several names, including "human resource
development", and "learning and development".
History [edit]
The name of the discipline has been debated, with the Chartered Institute of Personnel and
Development in 2000 arguing that "human resource development" is too evocative of the masterslave relationship between employer and employee for those who refer to their employees as
"partners" or "associates" to feel comfortable with.[1][2] Eventually, the CIPD settled upon
"learning and development", although that was itself not free from problems, "learning" being an
over-general and ambiguous name, and most organizations referring to it as "training and
development".[1]
Practice[edit]
Training and development encompasses three main activities: training, education, and
development.

Training: This activity is both focused upon, and evaluated against, the job that an
individual currently holds.
Education: This activity focuses upon the jobs that an individual may potentially hold in
the future, and is evaluated against those jobs.
Development: This activity focuses upon the activities that the organization employing
the individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources, and
performance. The participants are those who actually undergo the processes. The facilitators are
Human Resource Management staff. And the providers are specialists in the field. Each of these
groups has its own agenda and motivations, which sometimes conflict with the agendas and
motivations of the others.

42

The conflicts that are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict with their
bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John
Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the
boss look stupid." Training an employee to get along well with authority and with people who
entertain diverse points of view is one of the best guarantees of long-term success. Talent,
knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or
customer.
Typical roles in the field include executive and supervisory/management development, newemployee orientation, professional-skills training, technical/job training, customer-service
training, sales-and-marketing training, and health-and-safety training. Job titles may include
vice-president of organizational effectiveness, training manager or director, management
development specialist, blended-learning designer, training-needs analyst, chief learning officer,
and individual career-development advisor.
Talent development is the process of changing an organization, its employees, its stakeholders,
and groups of people within it, using planned and unplanned learning, in order to achieve and
maintain a competitive advantage for the organization. Rothwell notes that the name may well be
a term in search of a meaning, like so much in management, and suggests that it be thought of as
selective attention paid to the top 10% of employees, either by potential or performance.
While talent development is reserved for the top management it is becoming increasingly clear
that career development is necessary for the retention of any employee, no matter what their
level in the company. Research has shown that some type of career path is necessary for job
satisfaction and hence job retention. Perhaps organizations need to include this area in their
overview of employee satisfaction.
The term talent development is becoming increasingly popular in several organizations, as
companies are now moving from the traditional term training and development. Talent
development encompasses a variety of components such as training, career development, career
management, and organizational development, and training and development. It is expected that
during the 21st century more companies will begin to use more integrated terms such as talent
development.
Training and development is vital part of the human resource development. It is assuming
ever important role in wake of the advancement of technology which has resulted in ever
increasing competition, rise in customers expectation of quality and service and a subsequent
need to lower costs. It is also become more important globally in order to prepare workers for
new jobs. In the current write up, we will focus more on the emerging need of training and
development, its implications upon individuals and the employers.
Noted management author Peter Drucker said that the fastest growing industry would be training
and development as a result of replacement of industrial workers with knowledge workers. In
United States, for example, according to one estimate technology is de-skilling 75 % of the
population. This is true for the developing nations and for those who are on the threshold of
43

development. In Japan for example, with increasing number of women joining traditionally male
jobs, training is required not only to impart necessary job skills but also for preparing them for
the physically demanding jobs. They are trained in everything from sexual harassment policies to
the necessary job skills.
The need for Training and Development
Before we say that technology is responsible for increased need of training inputs to employees,
it is important to understand that there are other factors too that contribute to the latter. Training
is also necessary for the individual development and progress of the employee, which motivates
him to work for a certain organisation apart from just money. We also require training update
employees of the market trends, the change in the employment policies and other things.
The following are the two biggest factors that contribute to the increased need to training and
development in organisations:
1. Change: The word change encapsulates almost everything. It is one of the biggest
factors that contribute to the need of training and development. There is in fact a direct
relationship between the two. Change leads to the need for training and development
and training and development leads to individual and organisational change, and the
cycle goes on and on. More specifically it is the technology that is driving the need;
changing the way how businesses function, compete and deliver.
2. Development: It is again one the strong reasons for training and development
becoming all the more important. Money is not the sole motivator at work and this is
especially very true for the 21st century. People who work with organisations seek
more than just employment out of their work; they look at holistic development of self.
Spirituality and self awareness for example are gaining momentum world over. People
seek happiness at jobs which may not be possible unless an individual is aware of the
self. At ford, for example, an individual can enrol himself / herself in a course on self
awareness, which apparently seems inconsequential to ones performance at work but
contributes to the spiritual well being of an individual which is all the more important.
The critical question however remains the implications and the contribution of training and
development to the bottom line of organisations performance. To assume a leadership position in
the market space, an organisation will need to emphasise on the kind of programs they use to
improvise performance and productivity and not just how much they simply spend on learning!

Needs Analysis: How to determine training needs

Chapter Highlights
1. Types of Needs Analyses
2. Knowledge, Skills, Abilities

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3. Techniques
4. Checklist for evaluating an assessment
Training Needs Analysis: The process of identifying training needs in an organization for the
purpose of improving employee job performance.
Introduction
Today's work environment requires employees to be skilled in performing complex tasks in an
efficient, cost-effective, and safe manner. Training (a performance improvement tool) is needed
when employees are not performing up to a certain standard or at an expected level of
performance. The difference between actual the actual level of job performance and the expected
level of job performance indicates a need for training. The identification of training needs is the
first step in a uniform method of instructional design.
A successful training needs analysis will identify those who need training and what kind of
training is needed. It is counter-productive to offer training to individuals who do not need it or
to offer the wrong kind of training. A Training Needs Analysis helps to put the training resources
to good use.
Types of Needs Analyses
Many needs assessments are available for use in different employment contexts. Sources that can
help you determine which needs analysis is appropriate for your situation are described below.

Organizational Analysis. An analysis of the business needs or other reasons the training
is desired. An analysis of the organization%27s strategies, goals, and objectives. What is the
organization overall trying to accomplish? The important questions being answered by this
analysis are who decided that training should be conducted, why a training program is seen as
the recommended solution to a business problem, what the history of the organization has
been with regard to employee training and other management interventions.

Person Analysis. Analysis dealing with potential participants and instructors involved in
the process. The important questions being answered by this analysis are who will receive the
training and their level of existing knowledge on the subject, what is their learning style, and
who will conduct the training. Do the employees have required skills? Are there changes to
policies, procedures, software, or equipment that require or necessitate training?

Work analysis / Task Analysis. Analysis of the tasks being performed. This is an
analysis of the job and the requirements for performing the work. Also known as a task
analysis or job analysis, this analysis seeks to specify the main duties and skill level required.
This helps ensure that the training which is developed will include relevant links to the
content of the job.

Performance Analysis. Are the employees performing up to the established standard? If

performance is below expectations, can training help to improve this performance? Is there a
Performance Gap?
45

Content Analysis. Analysis of documents, laws, procedures used on the job. This
analysis answers questions about what knowledge or information is used on this job. This
information comes from manuals, documents, or regulations. It is important that the content
of the training does not conflict or contradict job requirements. An experienced worker can
assist (as a subject matter expert) in determining the appropriate content.

Training Suitability Analysis. Analysis of whether training is the desired solution.

Training is one of several solutions to employment problems. However, it may not always be
the best solution. It is important to determine if training will be effective in its usage.

Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective

training results in a return of value to the organization that is greater than the initial
investment to produce or administer the training.

Principle of Assessment: Use assessment instruments for which understandable and

comprehensive documentation is available.
Knowledge, Skills, and Abilities
Today's workplace often requires employees to be independent thinkers responsible for making
good decisions based on limited information. This kind of work may require training if the
employee does not have these skills. Below is a list of various competencies that employees may
be required to posess in order to perform their jobs well.

Adaptability

Analytical Skills

Action Orientation

Business Knowledge/Acumen

Coaching/Employee Development

Communication

Customer Focus

Decision Making

Fiscal Management

Global Perspective

Innovation

Interpersonal Skills

Leadership

Establishing Objectives
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Risk Management

Persuasion and Influence

Planning

Problem Solving

Project Management

Results Orientation

Self-Management

Teamwork

Technology

Are any of these KSA's required before the employee is hired? Are the required KSA's included
in any job postings or advertisements? Do they need to be?
Techniques
Several basic Needs Assessment techniques include:
direct observation
questionnaires

consultation with persons in key positions, and/or with specific knowledge

review of relevant literature

interviews

focus groups

assessments/surveys

records & report studies

work samples

Conducting an Organizational Analyses

Determine what resources are available for training. What are the mission and goals of the
organization in regards to employee development? What support will te senior management and
managers give toward training? Is the organization supportive and on-board with this process?
Are there adequate resources (financial and personnel)?
Conducting a Work / Task Analysis
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Interview subject matter experts (SME%27s) and high performing employees. Interview the
supervisors and managers in charge. Review job descriptions and occupational information.
Develop an understanding of what employees need to know in order to perform their jobs.
Important questions to ask when conducting a Task Analysis:
1. What tasks are performed?
2. How frequently are they performed?
3. How important is each task?
4. What knowledge is needed to perform the task?
5. How difficult is each task?
6. What kinds of training are available?
Observe the employee performing the job. Document the tasks being performed. When
documenting the tasks, make sure each task starts with an action verb. How does this task
analysis compare to existing job descriptions? Did the task analysis miss any important parts of
the job description? Were there tasks performed that were omitted from the job description?
Organize the identified tasks. Develop a sequence of tasks. Or list the tasks by importance.
Are there differences between high and low performing employees on specific work tasks? Are
there differences between Experts and Novices? Would providing training on those tasks
improve employee job performance?
Most employees are required to make decisions based on information. How is information
gathered by the employee? What does the employee do with the information? Can this process be
trained? Or, can training improve this process?
Cognitive Task Analysis
Develop a model of the task. Show where the decision points are located and what information is
needed to make decisions and actions are taken based on that information. This model should be
a schematic or graphic representation of the task. This model is developed by observing and
interviewing the employees. The objective is to develop a model that can be used to guide the
development of training programs and curriculum.
Since the training is based on specific job tasks, employees may feel more comfortable taking the
effort to participate in training.
Gather information about how the task is performed so that this can be used to form a model of
the task. Review job titles and descriptions to get an idea of the tasks performed. Observe the
employee performing the job. Review existing training related to the job. Make sure you observe
both experts and novices for comparison.

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Critical Incident Analysis

Critical Incident Interview Guide.
Conducting a Performance Analysis
This technique is used to identify which employees need the training. Review performance
appraisals. Interview managers and supervisors. Look for performance measures such as
benchmarks and goals.
Sources of performance data:
1. Performance Appraisals
2. Quotas met (un-met)
3. Performance Measures
4. Turnover
5. Shrinkage
6. Leakage
7. Spoilage
8. Losses
9. Accidents
10. Safety Incidents
11. Grievances
12. Absenteeism
13. Units per Day
14. Units per Week
15. Returns
16. Customer Complaints
Are there differences between high and low performing employees on specific competencies?
Would providing training on those competencies improve employee job performance?
Checklist for Training Needs Analysis
It is helpful to have an organized method for choosing the right assessment for your needs. A
checklist can help you in this process. Your checklist should summarize the kinds of information
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discussed above. For example, is the assessment valid for your intended purpose? Is it reliable
and fair? Is it cost-effective? Is the instrument likely to be viewed as fair and valid by the
participants? Also consider the ease or difficulty of administration, scoring, and interpretation
given available resources.

Importance of Training and Development

Training and career development are very vital in any company or organization that aims at
progressing. Training simply refers to the process of acquiring the essential skills required for a
certain job. It targets specific goals, for instance understanding a process and operating a certain
machine or system. Career development, on the other side, puts emphasis on broader skills,
which are applicable in a wide range of situations. This includes decision making, thinking
creatively and managing people.
Quick Tip: If youre looking to get qualified in training and assessing and its certainly
something you should consider we have found that SAVE Trainings online course is a great
way to go; especially if you earn a TAE40110 Certificate IV in Training and Assessment. Why
do I think training and development is so important? Well, read on
I. Help in addressing employee weaknesses:
Most workers have certain weaknesses in their workplace, which hinder them from giving the
best services. Training assists in eliminating these weaknesses, by strengthening workers skills. A
well organized development program helps employees gain similar skills and knowledge, thus
bringing them all to a higher uniform level. This simply means that the whole workforce is
reliable, so the company or organization doesnt have to rely only on specific employees.
II. Improvement in workers performance
A properly trained employee becomes more informed about procedures for various tasks. The
worker confidence is also boosted by training and development. This confidence comes from the
fact that the employee is fully aware of his/her roles and responsibilities. It helps the worker
carry out the duties in better way and even find new ideas to incorporate in the daily execution of
duty.
III. Consistency in duty performance
A well organized training and development program gives the workers constant knowledge and
experience. Consistency is very vital when it comes to an organizations or companys
procedures and policies. This mostly includes administrative procedures and ethics during
execution of duty.
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IV. Ensuring worker satisfaction

Training and development makes the employee also feel satisfied with the role they play in the
company or organization. This is driven by the great ability they gain to execute their duties.
They feel they belong to the company or the organization that they work for and the only way to
reward it is giving the best services they can.
V. Increased productivity
Through training and development the employee acquires all the knowledge and skills needed in
their day to day tasks. Workers can perform at a faster rate and with efficiency thus increasing
overall productivity of the company. They also gain new tactics of overcoming challenges when
they face them.
VI. Improved quality of services and products
Employees gain standard methods to use in their tasks. They are also able to maintain uniformity
in the output they give. This results with a company that gives satisfying services or goods.
VII. Reduced cost
Training and development results with optimal utilization of resources in a company or
organization. There is no wastage of resources, which may cause extra expenses. Accidents are
also reduced during working. All the machines and resources are used economically, reducing
expenditure.

VIII. Reduction in supervision

The moment they gain the necessary skills and knowledge, employees will become more
confident . They will become self reliant and require only little guidance as they perform their
tasks. The supervisor can depend on the employees decision to give quality output. This relieves
supervisors the burden of constantly having to give directives on what should be done.

Human Resource Management, v. 1.0

by Laura Portolese Dias
8.2 Types of Training
There are a number of different types of training we can use to engage an employee. These types
are usually used in all steps in a training process (orientation, in-house, mentorship, and external
training). The training utilized depends on the amount of resources available for training, the
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type of company, and the priority the company places on training. Companies such as The
Cheesecake Factory, a family restaurant, make training a high priority. The company spends an
average of $2,000 per hourly employee. This includes everyone from the dishwasher and
managers to the servers. For The Cheesecake Factory, this expenditure has paid off. They
measure the effectiveness of its training by looking at turnover, which is 15 percent below the
industry average. Servers make up 40 percent of the workforce and spend two weeks training to
obtain certification. Thirty days later, they receive follow-up classes, and when the menu
changes, they receive additional training. Lets take a look at some of the training we can offer
our employees.
As you will see from the types of training below, no one type would be enough for the jobs we
do. Most HR managers use a variety of these types of training to develop a holistic employee.

Technical or Technology Training

Depending on the type of job, technical training will be required. Technical trainingA type of
training meant to teach new employees the technological aspects of their job. is a type of training
meant to teach the new employee the technological aspects of the job. In a retail environment,
technical training might include teaching someone how to use the computer system to ring up
customers. In a sales position, it might include showing someone how to use the customer
relationship management (CRM) system to find new prospects. In a consulting business,
technical training might be used so the consultant knows how to use the system to input the
number of hours that should be charged to a client. In a restaurant, the server needs to be trained
on how to use the system to process orders. Lets assume your company has decided to switch to
the newest version of Microsoft Office. This might require some technical training of the entire
company to ensure everyone uses the technology effectively. Technical training is often
performed in-house, but it can also be administrered externally.

Quality Training
In a production-focused business, quality training is extremely important. Quality trainingRefers
to familiarizing all employees with the means for preventing, detecting, and eliminating
nonquality items. refers to familiarizing employees with the means of preventing, detecting, and
eliminating nonquality items, usually in an organization that produces a product. In a world
where quality can set your business apart from competitors, this type of training provides
employees with the knowledge to recognize products that are not up to quality standards and
teaches them what to do in this scenario. Numerous organizations, such as the International
Organization for Standardization (ISO), measure quality based on a number of metrics. This
organization provides the stamp of quality approval for companies producing tangible products.
ISO has developed quality standards for almost every field imaginable, not only considering
product quality but also certifying companies in environmental management quality.
ISO9000The set of standards for quality management. is the set of standards for quality
management, while ISO14000The set of standards for environmental management. is the set of
standards for environmental management. ISO has developed 18,000 standards over the last 60
years. With the increase in globalization, these international quality standards are more
important than ever for business development. Some companies, like 3M, choose to offer ISO
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training as external online training, employing companies such as QAI to deliver the training
both online and in classrooms to employees.
Training employees on quality standards, including ISO standards, can give them a competitive
advantage. It can result in cost savings in production as well as provide an edge in marketing of
the quality-controlled products. Some quality training can happen in-house, but organizations
such as ISO also perform external training.

Skills Training
Skills training Includes training on proficiencies needed to actually perform the job., the third
type of training, includes proficiencies needed to actually perform the job. For example, an
administrative assistant might be trained in how to answer the phone, while a salesperson at Best
Buy might be trained in assessment of customer needs and on how to offer the customer
information to make a buying decision. Think of skills training as the things you actually need to
know to perform your job. A cashier needs to know not only the technology to ring someone up
but what to do if something is priced wrong. Most of the time, skills training is given in-house
and can include the use of a mentor. An example of a type of skills training is from AT&T and
Apple, who in summer 2011 asked their managers to accelerate retail employee training on the iPhone 5, which was released to market in the fall.

Soft Skills Training

Our fourth type of training is called soft skills training. Soft skillsPersonality traits, social graces,
communication, and personal habits that are used to characterize relationships with other people.
refer to personality traits, social graces, communication, and personal habits that are used to
characterize relationships with other people. Soft skills might include how to answer the phone
or how to be friendly and welcoming to customers. It could include sexual harassment training
and ethics training. In some jobs, necessary soft skills might include how to motivate others,
maintain small talk, and establish rapport.
In a retail or restaurant environment, soft skills are used in every interaction with customers and
are a key component of the customer experience. In fact, according to a Computerworld
magazine survey, executives say there is an increasing need for people who have not only the
skills and technical skills to do a job but also the necessary soft skills, such as strong listening
and communication abilities. Many problems in organizations are due to a lack of soft skills, or
interpersonal skills, not by problems with the business itself. As a result, HR and managers
should work together to strengthen these employee skills. Soft skills training can be administered
either in-house or externally.

Professional Training and Legal Training

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In some jobs, professional training must be done on an ongoing basis. Professional trainingA
type of training that keeps an employee up to date in ones professional field. is a type of training
required to be up to date in ones own professional field. For example, tax laws change often, and
as a result, an accountant for H&R Block must receive yearly professional training on new tax
codes. Lawyers need professional training as laws change. A personal fitness trainer will
undergo yearly certifications to stay up to date in new fitness and nutrition information.
Some organizations have paid a high cost for not properly training their employees on the laws
relating to their industry. In 2011, Massachusetts General Hospital paid over $1 million in fines
related to privacy policies that were not followed. As a result, the organization has agreed to
develop training for workers on medical privacy. The fines could have been prevented if the
organization had provided the proper training to begin with. Other types of legal training might
include sexual harassment law training and discrimination law training.
Professional training is normally given externally and is usually required for specific professions
in which updates occur often, as in the accounting industry.

Team Training
Do you know the exercise in which a person is asked to close his or her eyes and fall back, and
then supposedly the team members will catch that person? As a team-building exercise (and a
scary one at that), this is an example of team training. The goal of team training is to develop
cohesiveness among team members, allowing them to get to know each other and facilitate
relationship building. We can define team trainingA process that empowers teams to improve
decision making, problem solving, and team-development skills to achieve business results. as a
process that empowers teams to improve decision making, problem solving, and teamdevelopment skills to achieve business results. Often this type of training can occur after an
organization has been restructured and new people are working together or perhaps after a
merger or acquisition. Some reasons for team training include the following:

Improving communication
Making the workplace more enjoyable

Motivating a team

Getting to know each other

Getting everyone onto the same page, including goal setting

Teaching the team self-regulation strategies

Helping participants to learn more about themselves (strengths and weaknesses)

Identifying and utilizing the strengths of team members

Improving team productivity

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Practicing effective collaboration with team members

Team training can be administered either in-house or externally. Ironically, through the use of
technology, team training no longer requires people to even be in the same room.

Human Resource Recall

What kind of team training have you participated in? What was it like? Do you think it
accomplished what it was supposed to accomplish?

Managerial Training
After someone has spent time with an organization, they might be identified as a candidate for
promotion. When this occurs, managerial training The type of training that occurs when someone
has been identified as a good manager candidate. Could include soft skills training, technical
training, and skills training. would occur. Topics might include those from our soft skills section,
such as how to motivate and delegate, while others may be technical in nature. For example, if
management uses a particular computer system for scheduling, the manager candidate might be
technically trained. Some managerial training might be performed in-house while other training,
such as leadership skills, might be performed externally.
For example, Mastek, a global IT solutions and services provider, provides a program called
One Skill a Month, which enables managers to learn skills such as delegation, coaching, and
giving feedback. The average number of total training days at Mastek is 7.8 per employee and
includes managerial topics and soft skills topics such as e-mail etiquette. The goal of its training
programs is to increase productivity, one of the organizations core values.

Safety Training
Safety trainingTraining employees so they are protected from injuries caused by work-related
accidents. is a type of training that occurs to ensure employees are protected from injuries caused
by work-related accidents. Safety training is especially important for organizations that use
chemicals or other types of hazardous materials in their production. Safety training can also
include evacuation plans, fire drills, and workplace violence procedures. Safety training can also
include the following:

Eye safety
First aid

Food service safety

Hearing protection
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Asbestos

Construction safety

Hazmat safety

The Occupational Safety and Health Administration The main federal agency charged with
enforcement of safety and health regulation in the United States., or OSHA, is the main federal
agency charged with enforcement of safety and health regulation in the United States. OSHA
provides external training to companies on OSHA standards. Sometimes in-house training will
also cover safety training.

Key Takeaways

There are several types of training we can provide for employees. In all situations, a
variety of training types will be used, depending on the type of job.
Technical training addresses software or other programs that employees use while
working for the organization.

Quality training is a type of training that familiarizes all employees with the means to
produce a good-quality product. The ISO sets the standard on quality for most production
and environmental situations. ISO training can be done in-house or externally.

Skills training focuses on the skills that the employee actually needs to know to perform
their job. A mentor can help with this kind of training.

Soft skills are those that do not relate directly to our job but are important. Soft skills
training may train someone on how to better communicate and negotiate or provide good
customer service.

Professional training is normally given externally and might be obtaining certification or

specific information needed about a profession to perform a job. For example, tax
accountants need to be up to date on tax laws; this type of training is often external.

Team training is a process that empowers teams to improve decision making, problem
solving, and team-development skills. Team training can help improve communication
and result in more productive businesses.

To get someone ready to take on a management role, managerial training might be given.

Safety training is important to make sure an organization is meeting OSHA standards.

Safety training can also include disaster planning.

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Main Objectives of Training Programme are as follows:

i) To impart to new entrants basic knowledge and skills,
ii) To assist the employees to function more effectively in their present position by exposing
them to the latest concepts, information and techniques and developing in them the skills
required in their fields,
iii) To build up a second line of competent officers and prepare them as a part of their career
progression to occupy more responsible positions.
iv) To broaden the minds of the senior managers by providing them opportunities for interchange
of experiences within and outside with a view to correct the narrow outlook that may arise from
over specialization.
(v) To impart customer education.

The methods or techniques of Training

Different methods of training are as follows
1. On the job training (OJT)
In this method a trainee is placed on the job and then taught the necessary skills to perform his
job. Thus in this method the trainee learns by observing and handling the job under the guidance
and supervision of instructor or a supervisor. Thus it is also called the learning by doing method.
Techniques like coaching, committee assignments and job rotation fall under this method. Job
instruction training, (JIT) is also a popular form of the job training. JIT is used for imparting or
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improving motor skills with routine and repetitive operations. While on the job training allows a
trainee to learn in the real environment and handled real machines. It is also cost effective as no
extra space equipment personnel or other training facilities are required for imparting this
training. The employees also learn the procedures and rule and regulations in this training. There
are some limitations also in this method. The noise at the real work places makes it difficult for
the new employee to concentrate and there is danger that the employee under training might
cause damage to equipment or other material.
2. Vestibule training
In this method a training centre which is known as vestibule is set up where real job conditions
are created and expert trainers train the new employees with equipment and machines that a
identical with the ones that employees will be using at their work place. This allows the trainees
to concentrate on their training because there is no noise of the real work place. As the same time
the interest of the employee remains quite high as real work place conditions are simulated in
this training. It also saves new employees from a possible injury or any damage to the machines
at the real work place. Vestibule training is beneficial for training a large number of employees in
a similar type of job. But vestibule training involves the lot of expenditure as experts trainers
along with the class room and equipment are required to simulate the real work place
environment which is very difficult to create.
3. Apprenticeship
It is the oldest and most commonly used method of training in technical areas and crafts and
trades where the skills of the job are learnt over a long period of time. The industrial training
institutes (ITI) provide this kind of training in India. The apprenticeship act 1962 requires the
employers in certain industries to train a particular number of persons in specific trades. For
trades like mechanist, tool makers, carpenters weaver, Jeweller, Engraver, this type of training is
very helpful. Apprenticeship helps in maintaining a skilled work force and is a combination of
both theory and practical. It also results in high level of loyalty by the employees and increases
their chances for growth but it is time consuming and extensive method. Many persons leave this
training in between because of the long training duration.
4. Class room training
It is provided in company class rooms or educational institution through lectures audio visual
aids, case studies and group discussion. It is very helpful and teaching problems solving skills
and new concepts. It is also useful in orientations and safety training programs. For teaching new
technologies to software professionals, class room training is often used.
5. Internship
It involves training the colleges or universities pass outs about the practical aspects of their study.
This method of training provides a chance to the students to implement the theoretical concepts
that they have learnt during their study. Thus it balances the theoretical and practical aspects of
the study. Professional likes chartered accountants, MBAs, company secretaries and doctors are
given training through this method.

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CLASSROOM TRAINING
Advantages and Disadvantages of Classroom Training
Although technology-based training is becoming increasingly popular, training experts agree that
it will never completely replace classroom training. At present, an overwhelming number of
companies continue to use classroom training alongside an increasing amount of technologybased training, such as e-learning and computer-based training. Today, there is an array of
techniques, methods, activities, and training aids available to create and present memorable,
meaningful, and successful classroom training sessions.
What training do you use at your company? Do your supervisors know the advantages and
disadvantages of each of the types of training you use? Do you still primarily use classroom
training?
Like all other forms of training, classroom training has its advantages and disadvantages. The
advantages to classroom training include:

It allows you to teach employees in a safe, quiet, clean environment, away from the noise
and pressures of the work area.
Training groups can be large or small.

The classroom environment provides the important human touch, which is often
missing in technology-based training.

Group interaction enhances learning. Employees learn from one another as well as from
the trainer.

The group setting also teaches employees how to interact with one another in a
professional, productive, cooperative way, which is something that other forms of
training often dont provide.

However, there are also disadvantages to classroom training:

You have to pull employees off the job, which cuts into work time and production
schedules.
If you run shifts, its often hard to schedule this kind of training, especially for night shift
workers.
While the classroom environment is quiet, safe, and conducive to focused learning, its
also removed from the equipment, processes, and materials that employees actually use
on the job. Lack of hands-on experience is frequently an obstacle to adult learning.

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CLASSROOM TRAINING METHODS

Educators are responsible for designing effective training methods for their classrooms so
students can retain information as best as possible. To do so, they must take the grade of their
students into consideration, as age and skill level makes a difference when it comes to selecting
an appropriate teaching style. Certain training methods are better suited for more mature students
and would, therefore, be ineffective for a younger demographic.
Lectures

Lectures are a common training method in classrooms, and the format is quite simple. For
lectures, a professor presents information to his students while the students take notes and
absorb the information. This style of training is typically found at the high school and
college levels and is more effective with adult learners. It can be challenging for this
training style to be successfully implemented in an elementary classroom, for instance, as
it requires students to pay attention to the teacher for a long, uninterrupted amount of
time. Once young students start to tune out of the lecture, the training method is no longer
effective for conveying the information.

Group Discussions

Some teachers find it advantageous to let students lead the lessons, as it forces students to
participate and focus on the course material. In this classroom structure, group discussions
prevail and lectures fall by the wayside. The teacher will present a topic to be discussed and
allow students to take over from there, providing the group with guided questions and prompts
along the way. Students can speak from experience, theorize or formulate arguments depending
on what the topic is about. Group discussion training methods are effective at all ages, but keep
in mind that younger students will require more guidance and direction from a teacher than adult
students.
e-Learning Modules

With the right available technology, many teachers allow their classes to participate in
self-taught exercises with e-learning modules on the computer. Teachers may bring students to
the computer lab or instruct students to use their assigned computer in the classroom. The teacher
will prepare the e-learning module or program on the computer, and students will work at their
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own pace through the curriculum. Computer activities and simple quizzes along the way break
up the monotony of the lesson.
Hands-On Application

Hands-on application is an effective training method for all levels of students because it
provides students with practical experience to learn from. Hands-on activities, games and
experiments give students the ability to retain information because they have live practice with it.
For instance, reading about building a brick wall is one thing, but actually putting it together can
allow you to learn the process more effectively. Since many individuals are tactile learners,
teachers often integrate hands-on training methods into the course curriculum.

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TRAINING MODULE & TRAINING

PLANNER

62

Position Description:
The Corporate Human Resources Recruiter is responsible for delivering all facets of recruiting
success throughout the organization. This will be achieved through the development of local and
national recruiting plans, employing traditional sourcing strategies and resources as well as
developing new, creative recruiting ideas. The Corporate Human Resources Recruiter will play a
critical role in ensuring we are hiring the best possible talent.

Primary Objectives of the Human Resources Recruiter:

Develop and execute recruiting plans.

Network through industry contacts, association memberships, trade groups and
employees.

Coordinate and implement college recruiting initiatives.

Administrative duties and recordkeeping.

Develop and Execute Recruiting Plans

Work with hiring managers on recruiting planning meetings.

Create job descriptions.

Lead the creation of a recruiting and interviewing plan for each open position.

Efficiently and effectively fill open positions.

Conduct regular follow-up with managers to determine the effectiveness of recruiting

plans and implementation.

Develop a pool of qualified candidates in advance of need.

Research and recommend new sources for active and passive candidate recruiting.

Build networks to find qualified passive candidates.

Post openings in newspaper advertisements, with professional organizations, and in other

position appropriate venues.

Utilize the Internet for recruitment.

--Post positions to appropriate Internet sources.
--Improve the company website recruiting page to assist in recruiting.
--Research new ways of using the Internet for recruitment.
--Use social and professional networking sites to identify and source candidates.

Network Through Industry Contacts, Association Memberships, Trade Groups

and Employees
63

Locate and document where to find ideal candidates.

Aid public relations in establishing a recognizable employer of choice reputation for
the company, both internally and externally.

Communicate with managers and employees regularly to establish rapport, gauge morale,
and source new candidate leads.

Create contacts within industry.

Attend local professional meetings and membership development meetings.

Maintain regular contact with possible future candidates.

Coordinate and Implement College Recruiting Initiatives

Coordinate college recruiting initiatives.

Attend career fairs for recruiting and company recognition.

Develop working relationships within colleges to aid in recruiting.

Give presentations at colleges, attend student group meetings, and increase college
awareness of the company before and after career fairs.

Administrative Duties and Record Keeping

Manage the use of recruiters and headhunters.

Review applicants to evaluate if they meet the position requirements.

Conduct prescreening interviews.

Maintain all pertinent applicant and interview data in the Human Resources Information
System (HRIS).

Assist in performing reference and background checks for potential employees.

Assist in writing and forwarding rejection letters.

Assist in interviewing and selecting employees onsite.

Assist in preparing and sending offer packages.

Assist in preparing and sending new employee orientation packages.

Perform other special projects as assigned.

RECRUITMENT EXECUTIVE
Responsibilities
64

Responsible for the RMS System (Recruitment System); Reviewing CVs

Employee referral check; Selection of candidates
Interview arrangement; Conduct interviews with the Line Managers
Liaison with the agency on the hiring of Foreign recruitments
Updating the vacancies rack and provide the summary report to Sr. HR Manager on
weekly basis
Reviewing the Recruitment agency invoices before forwarded to the Sr. HR Manager for
approval.(via SAP)
Offer of employment (follow up on offer and acceptance)
Liaison with Shared Services on all recruitments documents
Coordinate job fairs, new advertisement etc
Opening staffs personal file; Issuing Medical check up letter; SAP ID / PKFZ PASS /
PPE Form
Handling new employees reporting duty, such as induction and reporting needs
Update the Employment / Vacancies Report
To ensure all employee have their JDs
Have experience handling and coordinating contract workers procedures and documents
Requirement:
Degree in any field of studies
More than 5 years of working experience in similar functions
Strong interpersonal and communications skills, both verbal and written
Ability to demonstrate initiative and assertiveness, the ability to plan and manage work
in an
efficient manner, and the ability to work well under stress and time pressures
Strong interpersonal and communications skills, both verbal and written. (English).

65

TRAINING MODULE

COMPANY NAME- SPECTRUM INFOGAIN SERVICES

Ee's name :-

DOJ-

Ee's design:-

DATE-

DAY-1

| DATE:-

DATE-

| MENTOR:-

| VENUE:-

TIMING:-

INDUCTION
DOCUMENTATION:

Educational docs
ID poof
Address proof
previous company docs- offer letter
appointment letter
salary slip
bank statement
experience letter
character certificate

FORM FILLING:

CO. joining form, PF, ESIC, TAX, BANK A/C DETAIL, MEDICAL INSURANCE etc

HR Hand Book

co. profile (about the company- mgt, CEO, MD, VP, top mgt, branches, infrastructures,
co. working environment, product services, client etc, hierarchy, organisation structure.
dress code
mobile usage, internet usage
attendance procedure- in time, out time, lunch time, break time, late , S&W, do's & don't
leave procedure - weekly off , holidays , paid leave , CL , PL , EL ,ML , SL , Half day ,
short leave , permission procedure , S&W , Do's & don't.
Ee's job description
salary process- salary date, salary cycle, mode of payment, do's & don't.
Ee's benefits- PF, ESIC, Medical insurance, incentives, bonus, allowances, other paid
benifits, Ee's relation &engagement program, do's & don't .
Performance Evaluation- tenure duration, process, s&w, benefits, do's don't
66

Training & provation- tenure, type of training, do's & don't.

DAY :- 2 & 3

ORIENTATION

Company Review
branch review
Factory review
intro with senior, manager, HOD, CEO &MD
Intro with the team, peers, colleagues
given small task to new joinee
make the new joinee comfortable/ Adjustable.

DAY:- 4
ON THE JOB TRAINING

DAY :- 5

communication skills
Strong interpersonal and communications skills, both verbal and
written. (English).

67

DAY :- 6

portal
job posting
cv's
key words

DAY:- 7

Assist in performing reference and background checks for potential employees.

Assist in writing and forwarding rejection letters.

Assist in interviewing and selecting employees onsite

68

DAY:- 8

Maintain all pertinent applicant and interview data in the Human Resources Information
System (HRIS).

TRAINING PLANNER OF RECRUITMENT

EXECUTIVE
COMPANY NAMEDAY=8 DAYS DATE FROM- TO
DAY1

DAY 2

INDUCTION
Documentatio
n

ORIENTATION

form filling
hr hand book

DAY 3
given small task for
handling

co. review
intro with
team
intro with
senior
intro with
manager

DAY 4
ON THE JOB
TRAINING
job description

DOJ-

DAY 5
communication
skills

DAY 6
portal
job posting
CV'S
Key words

DAY 7
CONDUCT
INTERVIEW
selection
employee
rejection of
employees
reference checks
background
checks
69

DAY 8
data in HRIS

JOB DESCRIPTION
TITLE RECEPTIONIST/ FRONT OFFICE
DEPARTMENT _____________
LOCATION _____________
REPORTING TO _____________
NUMBER OF SUBORDINATES ____________
POSITION GOALS To provide receptionist and front office duties in accordance with company
policies, procedures and processes. Achievement of the Key Performance Indicators and Service
Level Agreement targets.

DUTIES AND RESPONSIBILITIES

Responsible for handling of incoming and outgoing calls including distribution. Making sure to
demonstrate professional and polite responses in telephone responses.
Ensure personal preventability and dress in the assigned uniform
Receive, inform, guide visitors including co-ordination with employees
Responsible for maintaining the telephone registers including call tracking
Preparation of database of Client contacts and updating
Responsible for maintenance and upkeep of front office
Ensure receipt of magazines and newspapers for the building and ensure display of the latest
version in the reception as well as removal of the outdated magazines
Ensure compliance of regulations / requirements of Company management.
Provide assistance in general administrative activities
Provide assistance to the Help Desk as required
Participate in Emergency Evacuation procedures including crisis management and business
70

continuity.
Develop the necessary policies and procedures required for all functions within the scope of
Reception
To act as a back-up to Help Desk in case of emergency / requirement
Responsible for ensuring availability of magazines/ brochures in company
Co-ordinate for flower arrangements
Assist in utilization of conference rooms
Co-ordinate with Facility team for event management
EMPLOYEE SPECIFICATIONS
KEY COMPETENCIES Experience in Front Desk and Back Office processes is required with
strong Administration Skills.
Strong Customer Service focus
Excellent people skills and ability to interact with a wide range of client staff and demands
Knowledge of Occupational Safety requirements
Strong PC literacy and proven ability to manage daily activities using various systems.
Demonstrated experience with continuous improvement initiatives highly desirable
Demonstrated experience with client reporting and preparation of reports required.

71

TRAINING MODULE

COMPANY NAME- SPECTRUM INFOGAIN SERVICES

Ee's name :-

DOJ-

Ee's design:-

DATE-

DAY-1 | DATE:-

DATE-

| MENTOR:-

| VENUE:-

| TIMING:-

INDUCTION
DOCUMENTATION:

Educational docs
ID poof
Address proof
previous company docs- offer letter
appointment letter
salary slip
bank statement
experience letter
character certificate

FORM FILLING:

CO. joining form, PF, ESIC, TAX, BANK A/C DETAIL, MEDICAL INSURANCE etc

HR Hand Book

co. profile (about the company- mgt, CEO, MD, VP, top mgt, branches, infrastructures,
co. working environment, product services, client etc, hierarchy, organisation structure.
dress code
mobile usage, internet usage
attendance procedure- in time, out time, lunch time, break time, late , S&W, do's & don't
leave procedure - weekly off , holidays , paid leave , CL , PL , EL ,ML , SL , Half day ,
short leave , permission procedure , S&W , Do's & don't.
Ee's job description
salary process- salary date, salary cycle, mode of payment, do's & don't.
Ee's benefits- PF, ESIC, Medical insurance, incentives, bonus, allowances, other paid
benifits, Ee's relation &engagement program, do's & don't .
Performance Evaluation- tenure duration, process, s&w, benefits, do's don't
Training & provation- tenure, type of training, do's & don't.
72

DAY :- 2 & 3
ORIENTATION

Company Review
branch review
Factory review
intro with senior, manager, HOD, CEO &MD
Intro with the team, peers, colleagues
given small task to new joinee
make the new joinee comfortable/ Adjustable.

DAY:- 4
ON THE JOB TRAINING

DAY :- 5
TELEPHONE HANDLING SKILLS

MAKING & RECEIVING CALLS, LEAVING MESSAGE OR VOICE CALLS

DAY :- 6
business /comapny etiquetes( handling various customers including foreign delegats).

73

DAY:- 7

personality development (including intra & inter personal skills)

business etiqutte ( including telephone etiquette, personal skills)
handling the office communication system (especially the telephone network, if
required)
office aesthetics.

DAY:- 8

effective communication
effective listening skills
telephone handling skills( making & receiving message voice calls)
creative a positive corporate image
cleanliness of reception area

TRAINING
PLANNER COMPANY NAMEDAY=8 DAYS DATE FROM- TO
DAY1

DAY 2

DAY 3

INDUCTION
Documentation

ORINENTATION
co. review
intro with
manager
intro with
senior
branch review

given small task

form filling
hr hand book

DAY 4
ON THE JOB
TRAINING
jd's
arrange meeting

74

FRONT OFFICE
EXECUTIVE

DOJDAY 5
telephone handling
skills

DAY 6
company
etiquette

DAY 7
personality
development
handling the office
communication
system

75

DAY 8
effective
communication
listening skills

EVALUATING TRAINING EFFECTIVNESS & NEED FOR

EVALUATION
Importance Of Training Evaluation For Training Effectiveness Written By Asma Zaineb
Evaluating training effectiveness is important because it sheds light on four aspects. They
include: How well the training program met the learners needs and objectives What knowledge
and skills it has imparted to learners What desirable change it has brought in the learners
performance What organizational benefits it has yielded However, unfortunately, in todays
organizations, this mechanism of training evaluation is in short supply. Organizations are
unwilling to spend their resources for a comprehensive after-training evaluation. They end it by
serving a ceremonious feedback form to learners and getting their opinions. But you must realize
that it will not work. It will not make your training programs effective and yield the results you
want. In this absence of a proactive follow-up, you will have to face the following undesirable
consequences: Lack of application of skills by learners You had analyzed the performance gaps
in your employees and devised a suitable training program. At the end of the training program,
your participants said that the training program was quite useful and they had learnt many useful
skills. You are happy about that. But at the end of your annual auditing, you are horrified to find
no progress in the performance in spite of the training. And your employees have not used the
skills you intend them to after the training. This is quite possible. You can avert it by putting in
place a proper evaluation mechanism. Inability to measure ROI Financial assessment of a
training program is crucial in that it provides useful insights into the Returns on Investment
(ROI). This assessment depends on evaluating how well the employees implemented the skills
they have learnt in the training program. Inability to make your future training programs
contextual In todays dynamic marketplace, the need for consistent skill up gradation never loses
its importance. What was said to be an effective training program in the past may not be so now.
You need to continuously adapt it to suit your current needs. This is possible when you know
how effective your previous training program was. There are methods like Kirkpatricks Training
Evaluation Model, Blooms Taxonomy of Learning Domains and Kellers ARCS Model. Use the
models suggested here depending on the available resources, size of the training program and
your corporate culture. When you have complex and critical training programs, you need to
choose elaborate tools and have a wider approach to evaluate each program at various stages.
Only then can the evaluation become effective and accurate.

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CONCEPT OF EXECUTIVE DEVELOPMENT

Executive Development Programme: Concept, Objectives and Methods!
Concepts and objectives:
While drawing a distinction between training and development, we introduced, in brief, the
concept of development. Based on that concept, we can now elaborate it in more detail. The term
development implies overall development in a person. Accordingly, executive development
means not only improvement in job performance, but also improvement in knowledge,
personality, attitude, behaviourism of an executive, etc.
It means that executive development focuses more on the executives personal growth. Thus,
executive development consists of all the means that improve his/her performance and
behaviour. Executive development helps understand cause and effect relationship, synthesizes
from experience, visualizes relationships or thinks logically. That is why some behavioural
scientists suggest that the executive development is predominantly an educational process rather
than a training process.
Flippo has viewed that executive/management development includes the process by which
managers and executives acquire not only skills and competency in their present jobs but also
capabilities for future managerial tasks of increasing difficulty and scope.
According to S.B. Budhiraja, former Managing Director of Indian Oil Corporation. Any activity
designed to improve the performance of existing managers and to provide for a planned growth
of managers to meet future organisational requirements is called management development. It is
now clear from the above definitions of executive/management development that it is based on
certain assumptions.

77

We can derive these as follows:

1, Executive development, being a predominantly educational process, is a continuous and lifelong process. It is not like training as a one-shot programme but an on-going continuous
programme throughout the career of an executive or manager.
2. Like any kind of learning, executive development is based on the assumption that there always
exists a gap between what an executive performs and what he/she can. Executive development
harnesses this untapped potential.

Objectives of Executive Development:

The main objectives of any programme of executive development are to:
1. Improve the performance of managers at all levels.
2. Identify the persons in the organisation with the required potential and prepare them for higher
positions in future.
3. Ensure availability of required number of executives / managers succession who can take over
in case of contingencies as and when these arise in future.
4. Prevent obsolescence of executives by exposing them to the latest concepts and techniques in
their respective areas of specialisation.
5. Replace elderly executives who have risen from the ranks by highly competent and academically qualified professionals.
6. Improve the thought processes and analytical abilities.
7. Provide opportunities to executives to fulfill their career aspirations.

78

8. Understand the problems of human relations and improve human relation skills.
A Dasgupta has given the level-wise objectives of the executive/ management development
as follows:
(a) Top Management:
1. To improve thought processes and analytical ability in order to uncover and examine problems
and take decisions in the best interests of the country and organisation;
2. To broaden the outlook of the executive in regard to his role, position and responsibilities in
the organisation and outside;
3. To think through problems this may confront die organisation now or in the future;
4. To understand economic, technical and institutional forces in order to solve business problems;
and
5. To acquire knowledge about the problems of human relations.
(b) Middle Line Management:
1. To establish a clear picture of executive functions and responsibilities;
2. To bring about an awareness of the broad aspects of management problems, and an acquaintance with and appreciation of interdepartmental relations.
3. To develop the ability to analyse problems and to take appropriate action;
4. To develop familiarity with the managerial use of financial accounting, psychology, business
statistics;
79

5. To Inculcate knowledge of human motivation and human relationships; and

6. To develop responsible leadership.
(c) Middle Functional Executives and Specialists:
1. To increase knowledge of business fractions and operations in specific fields in marketing
production, finance, personnel;
2. To increase proficiency in management techniques such as work study, inventory control,
operations research, quality control;
3. To stimulate creative thinking in order to improve methods and procedures;
4. To understand the functions performed in a company;
5. To understand industrial relations problems; and
6. To develop the ability to analyse problems in ones area or functions.

Importance of executive development:

Executives, or say, managers manage/run organisations. It is managers who plan, organise, direct
and control the resources and activities in every organisation. An organisation is like a vehicle of
which managers are drivers. Without competent managers, other valuable resources such as men,
material, machine, money, technology and others remain of not much significance for the
organisation. Thus, managers are a vital cog in the success of any organisation. Thats why
executive/ management development has become indispensable to modem organisations.
The importance of executive development is appreciated in more orderly manner in the
succeeding paragraphs:

80

1. Change in organisations has become sine quo non with rapid changes in the total environment.
A manager, therefore, requires to be imparted training to abreast of and cope with on-going
changes in his / her organisation. Otherwise, the manager becomes obsolete. In this context, Dale
Yoder views that without training, the executives lose their punch and drive and they die on the
vine. Training and development are the only ways of overcoming the executive dropouts.
2. With the recognition that managers are made not born, there has been noticeable shift from
owner managed to professionally managed enterprises, even in family business houses like Tata.
That is also indicated by the lavish expenditure incurred on executive training by most of the
enterprises these days.
3. Given the knowledge era, labour management relations are becoming increasingly complex. In
such situation, managers not only need job skills but also behavioural skills in union
negotiations, collective bargaining, grievance redressal, etc. These skills are learned through
training and development programmes.
4. The nature and number of problems change along with increase in the size and structure of
enterprise from small to large. This underlines the need for developing managerial skills to
handle the problems of big, giant and complex organisations.
Inaugurating the Tata Management Training Centre at Pune in 1965, Mr. J.R.D Tata extolled the
importance of management training in these words.
Trained managers are vital to the economic development of the country This business of
executive development has been one of the most crucial, essential end, at the same time, one of
the most difficult elements in providing continuity and efficient management.
As regards the importance of management development, the renowned behavioural scientist
Peter Drucker opines that, an institution that cannot produce its own managers will die. From an
81

overall point of view, the ability of an institution to produce managers is more important than its
ability to produce goods efficiently and cheaply. In short, the importance of executive/
management development in an organisation can best be put as: anything minus management
development in an organisation mounts to nothing.

The process:
Like any learning programme, executive development also involves a process consisting o)
certain steps. Though sequencing these various steps in a chronological order is difficult,
behavioural scientists have tried to list and sequence them in six steps as shown in figure 11.1

These steps, also called the components of the executive development programme, have beendiscussed in the succeeding paragraphs.

Identifying Development Needs:

Once the launching of an executive development programme (EDP) is decided, its
implementation begins with identifying the developmental needs of the organisation concern. For
this, first of all, the present and future developmental needs for executives/ managers ascertained
by identifying how many and what type of executives will be required in the organisation at
present and in future.
This needs to be seen in the context of organisational as well as individual, i.e. manager needs.
While organisational needs may be identified by making organisational analysis in terms of
82

organisations growth plan, strategies, competitive environment, etc., individual needs to be

identified by the individual career planning and appraisal.

Appraisal of Present Managerial Talent:

The second step is an appraisal of the present managerial talent for the organisation. For this
purpose, a qualitative assessment of the existing executives/managers in the organisation is
made. Then, the performance of every executive is compared with the standard expected of him.

Inventory of Executive Manpower:

Based on information gathered from human resource planning, an inventory is prepared to have
complete information about each executive in each position. Information on the executives age,
education, experience, health record, psychological test results, performance appraisal data, etc.
is collected and the same is maintained on cards and replacement tables.
An analysis of such inventory shows the strengths and also discloses the deficiencies and
weaknesses of the executives in certain functions relative to the future needs of the concern
organisation. From this executive inventory, we can begin the fourth step involved in the
executive development process.

Developing Development Programmes:

Having delineated strengths and weaknesses of each executive, the development programmes are
tailored to fill in the deficiencies of executives. Such tailormade programmes of development
focus on individual needs such as skill development, changing attitudes, and knowledge
acquisition.

83

Conducting Development Programmes:

At this stage, the manager actually participates in development programmes. It is worth mentioning that no single development programme can be adequate for all managers. The reason is that
each manager has a unique set of physical, intellectual and emotional characteristics.
As such, there can be different development programmes to uniquely suit to the needs of an
executive/ manager. These development programmes may be on-the-job or off-the-job
programmes organised either by the organisation itself or by some outside agencies.

Evaluating Development Programmes:

Just as with employee training programme, executive development programme is evaluated to
see changes in behaviour and executive performance. Evaluation of programme enables to
appraise programmes effectiveness, highlight its weaknesses and aids to determine whether the
development should be continued or how it can be improved.

Methods:
Since no single development programme can be adequate for managers, it is undertaken in a
variety of methods. Various methods/ techniques of executive/management development may be
classified into two broad categories as shown in the following figure 11.2.

84

RESEACH METHODLOLOGY

Questionnaire
Please tick the appropriate
Q-1) How many training program have you attended in last 1 year
a) 0 - 5 b) 6 - 12 c) 12 - 15 d) More than 15
Q-2) The program objectives were known to you before attending it
a) Strongly Agree b) Moderately Agree c) Moderately Disagree d) Strongly Disagree
Q-3) The training program was relevant to your development needs
a) Strongly Agree b) Moderately Agree c) Can't Say d) Moderately Disagree
Q-4) The period of the training session was sufficient to the learning
a) Strongly Agree b) Moderately Agree c) Can't Say d) Moderately Disagree
Q-5) The training method used in the training were effective in understanding the subject
a)Strongly Agree b) Moderately Agree c) Moderately Disagree

d) Strongly Disagree

Q-6) The training sessions were exciting and a good learning

a) Strongly Agree b) Moderately Agree c) Moderately Disagree d) Strongly Disagree
Q-7) The training aids used were helpful in increasing the overall effectiveness of the program.
a) Strongly Agree b) Moderately Agree c) Moderately Disagree d) Strongly Disagree
Q-8) The training was effective in improving the on the job efficiency
a) Strongly Agree b) Moderately Agree

c) Moderately Disagree

85

d) Strongly Disagree

Q-9) In your opinion, the training program organized during the year were sufficient for the
trainees
a) Strongly Agree b) Moderately Agree c) Moderately Disagree

d) Strongly Disagree

Q-10) The training given to you was useful

a) Strongly Agree b) Moderately Agree c) Moderately Disagree d) Strongly Disagree

86

Data Analysis
Q-1) How many training program have you attended in last 1 year
a) 0 - 5 b) 6 - 12 c) 12 - 15 d) More than 15

Q-2) The program objectives were known to you before attending it

a) Strongly Agree b) Moderately Agree c) Moderately Disagree d) Strongly Disagree

87

Q-3) The training program was relevant to your development needs

a) Strongly Agree b) Moderately Agree c) Can't Say d) Moderately Disagree

Q-4) The period of the training session was sufficient to the learning
a) Strongly Agree b) Moderately Agree c) Can't Say d) Moderately Disagree

88

Q-5) The training method used in the training were effective in understanding the subject
a)Strongly Agree b) Moderately Agree c) Moderately Disagree

d) Strongly Disagree

Q-6) The training sessions were exciting and a good learning

a) Strongly Agree b) Moderately Agree c) Moderately Disagree d) Strongly Disagree

89

Q-7) The training aids used were helpful in increasing the overall effectiveness of the program.
a) Strongly Agree b) Moderately Agree c) Moderately Disagree d) Strongly Disagree

Q-8) The training was effective in improving the on the job efficiency
a) Strongly Agree b) Moderately Agree

c) Moderately Disagree

90

d) Strongly Disagree

Q-9) In your opinion, the training program organized during the year were sufficient for the
employees
a) Strongly Agree b) Moderately Agree c) Moderately Disagree

d) Strongly Disagree

Q-10) The training given to you was useful

a) Strongly Agree b) Moderately Agree c) Moderately Disagree d) Strongly Disagree

91

FINDINGS
1. Trainees attended 5 training programs in last 1 year .
2. Maximum trainee agree the program objectives were known to them before attending it.
3. All trainees were agree the training program was relevant to their development needs.
4. maximum trainee agree the period of the training session was sufficient to the learning.
5. All trainees were strongly agree the training method used in the training were effective in
understanding the subject.
6. Most of the trainees were agree the training sessions were exciting and a good learning.
7. All the trainees were agree the training aids used were helpful in increasing the overall
effectiveness of the program.
8. Maximum trainees were agree the training was effective in improving the on the job
efficiency.
9. Maximum trainees were agree the training program organized during the year were sufficient
for the trainees.
10. All the trainees were agree the training given to you was useful.

92

Conclusions
Training is no longer in the category of "nice to do"-they are a "must do" in order for
companies to gain a competitive advantage and meet employees' expectations.
Employees should be well aware of the objectives of the training before imparting
training to them.
Designing the training program should be apt and appropriate with the objectives of the
organization and developmental needs of the employees.
Time assumes importance in training. If less time is given in the training, then it will not
lead to the fulfilment of the objectives.
E- training can enhance the effectiveness of the training.
Training sessions should be interactive so that employees benefit the most of it.
Training increases the job-efficiency of the employees.

93

Recommendations
Based on the data collected through the questionnaire and interactions with the employees of
Fibcom India Ltd, the following recommendations are made for consideration:
The organization may utilize both subjective and objective approach for the training
program.
The organization may consider deputing each employee to attend at least one training
program each year.
The In-house training program will be beneficial to the organization as well as employees
since it will help employees to attend their official work while undergoing the training.
The organization can also arrange part time training program in the office premises for short
duration, spanning over a few days, in order to avoid any interruption in the routine work.
The organization can arrange the training program department wise in order to give focused
attention towards the department.

94

BIBLIOGRAPHY

Books:
Noe , Raymond & Kodwani , Deo , Amitabh (2012). Employee Training and Development (5th
ed.). McGraw-Hill/India , New Delhi.]

Journals:
Dahiya , S. and Jha , A. (2011). Review of Training Evaluation, International Journal of
Computer Science and Communication, 2(1),pp11-16.

Dayal , Ishwar (2001). Measuring Training Effectiveness, Indian Journal of Industrial

Relations, (2001), pp. 339-344.
Kalemci , P. (2005). General Overview of Training Effectiveness and Measurement
Models, Journal of Commerce & Tourism Education Faculty, 1(2005), pp. 144-156.

Internet: www.fibcom.com

95