A Study On Training and Development Activities - in INCAP

A Study on Training and Development Activities.
INCAP
Executive Summary
Training is an organized activity for increasing the knowledge & skills of people for a definite purpose. It involves Systematic procedures for transferring technical know- how To the employees so as to increase there knowledge & skills. For doing Specific job with Proficiency. In other words the trainee acquire technical knowledge, skills& problem Solving ability by undergoing the training programs training & development very important Co. likes INCAP. Our main motive is to study the followings, To study training and development in INCAP To know about attitude of employees, how training is contributed. To identify changes needed
Based on above objective particular research, design is used primary data & secondary data. Primary data was collected through personal interview& well structured questioners. Secondary data was collected through company records, training records, reports, business journals & internet. The project entitling study of T & D at INCAP s per the title based on the data analyzes & interpretation presented with graphical major findings. Most of the employee feel that facilities provided during the training period was average. Majority of employees prefer to have on the job training programs in the company. The study shows Co. has adapted effective methods measures to check the efficiency of the training program conducted. The major suggestions betterment of company are: Co should conduct training programs half yearly which are more similar to the working environment. To provide adequate facilities. The above step implemented in organization. Every organization needs to have level trained any experienced people to perform the activities to be done. To become successful .in the global market holistic approach towards training & development is required.
HMSIT TUMKUR
Page No 1
INCAP
CHAPTER - 1 A) GENERAL INTRODUCTION The principal resource of the organization is the human resource. Human resource is the most important of all the resources. Human essence consists of workers, supervisors, managers and specialists like R&D engineers, system analyst, accountants and efficiency experts etc.We are living in the open society; globalization is the order of the day. The objectives of the consumer firms has changed over from earlier concepts like profit maximization to attaining and sustaining competitive and knowledge based skills and knowledge are gained by human beings. Competitive advantage is therefore dependent on the knowledge and skill possessed by the organization. Technology is fast advancing. Against this background continuous improvement of technology of management techniques are very important factors for success in competition. Trained managers are vital to the economic development of the country. The business of executive management has been one of the most crucial essential and at the same time one of the most difficult elements in providing continuity and efficient management. Employees must be scientifically and systematically trained if they are to do their job well. Systematic training is essential if training is to reach satisfactory level of job performance. A trained employee feels that he is the master of his job; being the master of himself he has self-confidence and has feeling of security. Need for training: Specifically, the need for training arises due to following reasons. To match the employee specifications with the job requirements and organizational needs. Management finds deviations between employees present specification and the job requirements and organizational needs. Training is needed to
HMSIT TUMKUR
Page No 2
INCAP
fill these gaps by developing and moulding the employees skill, knowledge, attitude, behavior etc, to the tune of job requirements and organizational needs. This creates the complex problems of combination and integration of activities adaptable for and adaptable to the expanding and diversifying situations. The situation calls for training in the skills of co-ordination integration and adaptability to the requirements of growth, diversification and expansion.
HMSIT TUMKUR
Page No 3
INCAP
B) INDUSTRY PROFILE Market Overview The global electronics industry is growing rapidly. From an estimated size US$ 950 billion in 2005, it is estimated to grow to nearly US$ 2100 billion by 2010. The market is dominated by Asian countries such as China, Taiwan, Singapore and South Korea. The industry is characterized by rapid innovation and speed to market, short product lifecycle, highly automated manufacturing to give consistent quality at low cost, high volume production, continuous improvement in capabilities for reducing costs and profit accrual through volumes. Indias electronics industry is nascent by global standards. Despite a population of over one billion, India has a relatively small electronics market. It is ranked twenty-sixth worldwide in terms of sales and twenty-ninth in terms of production. Indias Electronics sector has six key segments The Indian electronic industry is divided into six segments: Consumer electronics, Industrial electronics,Computers,Strategic electronics, Communication and Broadcasting equipment and Electronic components. The consumer electronics sector dominates the industry with 33.8 per cent share and has benefited from a large and expanding market. The industrial electronics and computer sector each has a share he total size of the industry in 2004-05 was US$11 billion. Consumer electronics Consumer electronics consists of products that are directly consumed by end users, such as televisions, VCD/MP3 players, microwave ovens, etc. This segment has a large manufacturing base, and is quite competitive, with presence of several global players in India. Industrial Electronics The Industrial electronics segment includes products that are used by other Industries, such as process control instrumentation, automation systems, test and measuring (T&M) instruments and medical instruments.
HMSIT TUMKUR
Page No 4
INCAP
Computers This segment includes personal computers, servers, workstations, supercomputers, data processing equipment and peripherals such as monitors, keyboards, disk drives, printers, plotters, digitizers, SMPS, modems, networking products and add-on cards. Strategic Electronics The strategic electronics segment covers satellite based communications, Navigation and surveillance, underwater electronics and infrared based detection, disaster management and GPS based Vehicle tracking systems. The segment has a number of manufacturing units both in the public and private sectors. Communication and Broadcasting Equipment The communication and broadcasting equipment segment includes digital exchanges (EPABX, RAX, TAX and MAX), transmission equipment such asHF/VHF/Microwave trans-receivers, satellite communication terminals, optical fibre communication equipment, troposcatter equipment, two-way radio communication equipment, etc. Electronics Components The electronics components segment caters to the requirements of consumer electronics, telecom, defense and information technology sectors. The components in production in India at present include TV picture tubes (black & white and color), monitor tubes, diodes and transistors, power devices, ICs,hybrid microcircuits, resistors, capacitors (plastic film, electrolytic, tantalum, ceramic), connectors, switches, relays, magnetic heads, DC micro motors and tape deck mechanism, PCBs, crystals, loudspeakers and hard and soft ferrites. The consumer electronic sector in general and the color television (CTV) industry in particular is the growth engine for electronic components. Competitive Advantages
HMSIT TUMKUR
Page No 5
INCAP
While the Electronics sector in India is currently small, there are several advantages that India offers that can be effectively leveraged to achieve higher growth. These can be categorized under four heads: Manpower Market Demand Supporting institutions and Policy and Regulatory Support These areas are further discussed below Availability of skilled human resources in India at competitive cost is a key advantage for the electronics sector Indias human resources advantage derives from three key features Availability in terms of numbers, capability in terms of the right skills and low costs. India has the potential to ensure adequate availability of manpower to support the electronics industry well into the future Indias population is predominantly young in 2001, nearly 54 per cent of the population was less than 25 years of age, by 2013, nearly 200 million more people will join the nations productive age bracket representing a quantum growth in the consumption class. This implies that India will have a large pool of productive manpower well into the future. Indias manpower is trained and has a good mix of capabilities India produces over 500 PhDs, 200,000 engineers, 3,00,000 non-engineering Postgraduates and 2,100,000 other graduates each year. The Indian Institute of Technology (IITs) and The Indian Institute of Management (IIMs) produce graduates and post graduates with best-in-class skills and capabilities in technical and management fields. Indias capabilities in IT and engineering make it an attractive location for sourcing engineering services such as R&D and design. Labor costs in India are extremely competitive when compared to other developing countries Indias cost of skilled labor is among the lowest in the world. For example, average labor rate per employee in the electronics sector is about $3,000 per year. Labor cost as a
HMSIT TUMKUR
Page No 6
INCAP
percentage of value added is only 21 per cent in India as compared to 23 per cent in China and 30 per cent in Taiwan. Taking advantage of this many MNCs have set up manufacturing bases in India for domestic consumption as well as export C) Company Profile Past Incap Electronics Manufacturing Services Ltd earlier known as TVS Electronics ltd was conceptualized for redefining excellence through revolutionary concepts in the field of electronics and computer hardware industry. The computer hardware is a very low margin industry within the hardware sector. Total sales are less profitable than institutional sales, besides being price sensitive sector is also highly import sensitive. Incap earlier known as TVS is Electronics before the acquisition was a subsidiary of Sundaram Clayton and forms part of TVS group of companies. Founder of TVS-E Sri Srinivasan is youngest son of Sri T.V.Sundaram Iyangar, founder of TVS group of companies. T.V.Srinivasan was born on October 28th 1922, at Madurai in Tamil Nadu. Soon after his education, he joined his fathers growing business. As he had an innate affinity for automobile engineering as well as enthusiasm in electronics industry he proved to be a real asset. Later, he was deputed to a General Motors Corporation, USA, where for four years he underwent extensive training in the areas of service, business administration and marketing. On his return to India from the United States in the year 1915, Sri Srinivasan implemented an extensive modernization programme for all the automobile repair shops of the TVS groups. During the period, the TVS Madurai service station was considered largest service station in India. He also modernized the groups tyre re-treading facility, which today, thanks his acumen, has grown to become the largest tire retarding network in India. In the later 50s, Sri Srinivasan foresaw the potential that existed in the manufacturing of computer hardwares which was instrumental in TVS decision to enter the hardware industry. Sri Srinivasan along with his brother, negotiated with international organizations like Dunlop, Lucas, Grilling, Clayton, Downdre of UK and Abex
HMSIT TUMKUR
Page No 7
INCAP
Corporation of the USA. The result was TVS group of companies Wheels India, LucasTVS Brakes India Sundaram Clayton and Sundaram Abex. Later Sundaram Clayton limited [SCL] promoted TVS-E limited in the year 1986 with an investment of 30 cores at Pandithnahalli, near Tumkur in Karnataka. The manufacturing activities started in the year 1987 and the product range includes dot matrix printers, UPS systems, keyboard switch mode power supply. TVS-E proved to be the countrys number 1 computer peripheral manufacturer. PRESENT TVSE Electronics Sells Contract Manufacturing Unit to INCAP Incap Contract Manufacturing Services Pvt. Ltd., a subsidiary of Incap Corporation, Finland, and TVS Electronics Limited, (TVS-E) India, signed an agreement regarding acquisition of TVS-E contract manufacturing unit in line with the Letter of Intent the companies signed in February 2007. The contract-manufacturing unit of TVS Electronics in Tumkur and the related design services in Bangalore were transfer over to Incap Contract Manufacturing Services Pvt. Ltd. with effect from 1 June 2007. In addition to the TVS Electronics CMS business the contract also covers the estate and the factory building in Tumkur along with all the equipment and inventories. The contract-manufacturing unit with a floor space of approx. 6,000 square meters is located in Tumkur within an easy reach from Bangalore. There are 220 people working in the unit and its services include electronics manufacturing and product integration as well as materials purchasing, distribution and logistics services and maintenance. The unit manufacturing focus is in product entities, and among others power supplies and medical electronics are manufactured here. The CMS business has customers who are equipment manufacturers based in Europe and India, the most significant being Reliance, victron energy and others.
HMSIT TUMKUR
Page No 8
INCAP
Incap contract manufacturing services private limited. Incap was formed in 1992 through the merger of 3 developed companies, Keraspo oy, Lakespo oy, and Teknoinvest. The companies had investment in firms operating in a number of sectors. After Incap was founded they were recognized such as manufacturer Incap electronics Oyo and the furniture contract manufacturer Incap Furniture group. The subsidiaries Electro Step Oy [presently the Vuokatti factory] and Tilux oy [presently the Helsinki factory] were merged into Incap Oy in 1996. Incap listed on the first list of Helsinki exchanges in spring 1997. In 1999 and 2000 Incap Electronics Oy acquired a part of ABBs sheet metal component manufacturing business as its component manufacturing operations for synchronous machines [presently the Vassa factory]. A subsidiary was started up in Kuressaare, Estonia, in 2000. In 2000 Incap took a strategic decision to spin off the furniture business from the group. Incap Electronics Oy was merged into its parent company Incap corporation at the end of 2001. The objective was realized in March 2002 when the division was sold to operating management and group of investors. In April 2002 Incap combined with JMC TOOLS OY, which manufactured machined and high precision plated RF components for wireless telecommunications networks. In spring 2005 the operations of aluminium matching and plating were sold to MARICAP group, which can further develop the operations with the help of larger customer base. Today, Incap is intensively developing its services in electronics and machines. The group has two manufacturing units for electronics and two for sheet metal mechanics with box built products made in all units. Further, the subsidiary Ultra Print delivers flexible PCBs and chemically milled products for RFID applications. Incap in brief More than 30 years of experience in electronics Manufacturing services (EMS)
HMSIT TUMKUR
Page No 9
INCAP
Revenue EUR 89 million (2006) Personnel approx. 540 Listed on Helsinki Exchanges since 1997 Electronics manufacturing is a growing market Market is polarising small companies merge, large companies focus Remarkable price competition continues Customers call for continuous cost reduction Low-cost areas are utilised more actively Role of design services still increasing Customers assume pro-activeness from their partners
Trends in electronics manufacturing services (EMS)
Comprehensive services Design services Prototype manufacturing Sheet-metal mechanics Electronics manufacturing Final assembly and product integration Testing Logistics services After-sales services All Incap units have Quality system ISO9001:2000 Environmental system ISO14001:2004 Medical system 13484:2003 in Kuressaare
Present certificates by Lloyds are in effect up to the end of 2007
HMSIT TUMKUR
Page No 10
INCAP
Focus on high mix low volume Flexibility and quick response for technically demanding products, medium-sized and small production series.
Incap aims at the best service ability in this segment
Design services Product development Design for manufacture and assembly, DFMA Design for testing, DFT Component engineering services Product integration Maintenance Shared responsibility for design Frees up our customers resources Reduces time-to-market Calls for savings in manufacturing costs
HMSIT TUMKUR
Page No 11
INCAP
Testing High-level testing technologies AOI X-RAY Flying Probe boundary scan ICT
Proper testing Reduces customers commercial risk Shortens production and planning times Decreases error tweaking Lowers support overheads Logistics services Open and systematic flow of information throughout the delivery Extranet EDI chain
Selection of materials and suppliers Purchase of components and materials Selection of ideal manufacturing location Coordination in the supply chain Forwarding Transportation
After-sales services Our services cover the entire product life cycle: Ramp-down of products
HMSIT TUMKUR
Page No 12
INCAP
Maintenance services Repairs Testing and fault detection
HMSIT TUMKUR
Page No 13
INCAP
D- PRODUCT PROFILE: Product is an organized activity in a manufacturing organization like wise production is the basic activity of Incap the production activity is nothing but the step-by-step conversion of raw materials into finished goods either chemically or mechanically. PRODUCT PROFILE IS NOT SATISFACTORY,,,,, 1. Key Boards: World class quality @ your finger tips Incap manufactures a range of state of the art keyboards, with a string of winning features. International quality standards with VL and FCC-B approvals Multi- lingual key boards (Tamil, Kannada, Hindi, Bengali, Telugu) Long life key switches 50 mm strokes/switch High reliability of > 200000 hrs of MTBF. Sculptured key caps for low fatigue. Compatibility with IBM PC-XT/AT & PS/2. Compatibility with Internet and multimedia. 2 years warranty. UPS (Un-interruptible Power Supply): State UPS Lit UPS-Off Line On Line UPS Line Interactive UPS Wide Input Voltage Range.
INPUT;
HMSIT TUMKUR
Page No 14
INCAP mains
Input voltage, input frequency nominal 220v/230v/240v/ windows for operations. OUTPUT:
Output voltage (On battery) output waveforms, Power factory transfer time output voltage (AVR) 230V sine wave 0.6 (o.7 @ 90% load) 4m sec typical 190v for input 1.5V 275V. 2.Battery: Normal voltage recharges time tins on typical pc Usage 1212 hours for 90% charge 20, 12, 10. General: Dimensions (h x w x d) in mm weight (KGS) (144. 155.270) Multipurpose Power Centre Operation: Indian and IEC output sockets and surge product output. Superior battery management Fast Recharge 1-2 hours to 90% Safe manual battery test Incap UPS division has started export business as a result of contract manufacturing agreement between Incap and Netherlands based VICTRON-BV for whom they are supplying online, UPS and line interactive UPS who in turn are marketing the same in Southeastern and European markets. Incap has employed engineers in research department, various range of UPS being manufactured at Incap all as under. Life UPS Off line (Obsolete at present) On-line UPS Line interactive UPS (Improved and advanced mode of life UPS) Incap has employed engineers in research department, various ranges of UPS being manufactured at Incap fall as under, SNPs line interactive UPSs 200, 400, 700, 1000, 1500 VAs. LNPs Online UPS 650,100,1500,2000, 3000 VAs Most recent model of UPS, 300, 500 VA line interactive UPS.
HMSIT TUMKUR
Page No 15
INCAP
CHAPTER 2 . DESIGN OF THE STUDY A research design constitutes the blue print for the collection, measurement, analysis and interpretation of data. The orientation of research design helps to achieve the objective; it specifies the various tools to be used for collecting data, techniques used to interpret and analyze the data and finally concluding on certain points with the help of findings and suggestions. Title of the study A study on effectiveness of training and development activities in Incap Electronics Manufacturing Service, Tumkur. Statement of the problem A critical study of training and development activities in Incap Electronic Manufacturing Services with emphasis on efficiency of training and development activities. Objectives of the study To study the training and development programs in Incap, Tumkur. What are the factors considered for the employees to undergo training program. To know about the attitude of employees towards the training session, facilities, faculty and materials provided.
HMSIT TUMKUR
Page No 16
INCAP
To know the effectiveness of training, towards the skill development and improving of their performance level. To identify the changes needed in the present training and development programs. To suggest and recommend the measures for effective training and development program. Scope of the study The study is confined only to the training and development programs followed in Incap Electronics Manufacturing Service. The survey conducted presently enables the company to know the satisfaction level of employees with the training and development programs and to know whether the planned training approach is worth the time and the effort that are needed to make it effective. Limitations of the study This study is restricted only to Incap Electronic Manufacturing Services,Tumkur, and therefore the results of this study cannot be generalized. Analysis and interpretation of data collected through the questionnaire will be made on the assumption that the data provided by respondents are accurate. As systematic sampling method is adopted it suffers from its own limitations. As opinions differ we cant provide suggestion to satisfy individual employee. The response given by employees looks sometimes like biased as most of the employees dont want to tell the reality.
HMSIT TUMKUR
Page No 17
INCAP
Time factor is the main constraint, as per time is allotted to complete project was not enough to study in depth.
Research methodology Type of study The study undertaken to evaluate the efficiency of training programs is descriptive in nature. Sources of data 1. Primary data Primary data was collected through personal interview and well- structured questionnaires. 2. Secondary data Secondary data was collected through company records, training records, reports, business journals and internet. Data collection tools The data collected for the study was with the help of Questionnaires Personal interview Questionnaire It contains closed and open ended questions, multiple choices etc. For the study on the effectiveness of training and development in Incap.
HMSIT TUMKUR
Page No 18
INCAP
Personal interview Interview was with the Senior Manager [personnel and administrative], employees and workers in order to collect the primary data.
Sampling method and sample size A sampling method is a definite process of obtaining a sample from the population. Sample is a part or portion of universe which would resemble the total population. Sample unit Sample unit consists of employees in various categories taken for the study. The unit includes workers, supervisors and executives. Sample size A sample size for the study is 50 employees which includes office staff, technicians and workers. Sampling technique In this study systematic random sampling technique is adopted to select the respondents for collection of data.
HMSIT TUMKUR
Page No 19
INCAP
CHAPTER- 3 THEARATICAL BACKGROUND OF THE STUDY: Definitions of Training and Development: Training is the process of assisting a person for enhancing his efficiency and effectiveness at work by improving and updating his professional knowledge, developing his personnel skill relevant to his work and cultivating appropriate behavior and attitude towards work and place. Training is a learning process which seeks a relatively permanent change in behavior that occurs as a result of experience Training involves changing of skills, knowledge, attitude or social behavior Development is an inclusive process with which both managers and individual employees are involved. It not only provides opportunities to learn skills, but also provides an environment designed to discover and cultivate basic attitudes and capabilities and facilitating continuing personnel growth Development is the process of transition of an employee from a lower level of ability skill and knowledge to that of higher level. This transition is influenced by education, training, work experience and environment. This will improve the value of individual employee in terms of his self-development, career growth and contribution to organization. Training and development are complementary to each other.
HMSIT TUMKUR
Page No 20
INCAP
A popular terminology now prevailing in management circles is Training and development or simply T&D. Principles of training : a. Training plan: Training must be planned, pre-designed and ably executed; effective implementation depends to a greater extent on planning. b. Organizational objectives: T&D program must meet objectives of the organization. c. Equity and fairness: All employees must enjoy equal opportunity to derive benefit out of such training and must have equal chance to undergo such training. d. Appropriateness: Training must be appropriate to suit the needs of organization as well as the individual. e. Application specific: Training contents should be balanced between theory and practice. It must be application specific f. Upgrading information: Training and development program should be continuously reviewed at periodic intervals in order to make them update in terms of knowledge and skill. g. Top management support: Top management support is essential to make training and effective. h. Centralization: development
HMSIT TUMKUR
Page No 21
INCAP
For economy of effort uniformity and efficiency centralized training department is found more common and useful. i. Motivation: Training and development must have motivational aspects like increment, promotion, pay, certificate, etc., j. Shortage of skills: Skilled and knowledge people are always in short supply. Alternatively they are too costly to hire from outside. The best alternative is to improve skill and knowledge of existing employees through training and development. k. Technical obsolescence: Growth of technology takes place very fast and this will render current technology obsolete in the near future. There is a great need to upgrade technology. This needs suitable training. l. Personal obsolescence: At the time of recruitment employees possess certain of knowledge and skill. As time passes their knowledge becomes obsolete unless it is updated by proper training. This happens because of changes taking place in product technology, production methods, production lines, introduction of modern method of supervision and information processing through MIS and EDP. m. Identification of needs: The following are important for identifying training needs. .Organizational analysis: Identification of training need is the most important step in designing a training program. This involves a thorough analysis of entire organization, all operations and all employees.In organizational analysis the goals of organization is studied vis--vis
HMSIT TUMKUR
Page No 22
INCAP
the organizational culture and philosophy. The management has to examine what are the specific training inputs that would constitute the achievement of these objects. Operational analysis: Here the focus will be on various jobs in order to determine knowledge, skill and abilities of person who is most suitable to discharge his work. This will clearly indicate training needs as applicable to the job with reference to employ who is for that job. Man Analysis: Here, the analysis focuses on the individual who is employed in each job. Here the abilities, skill, attitude and knowledge of the person are studied and compared with those of the job discussed in the operation analysis above. This comparison clearly gives rise to the mismatch or gap of abilities, knowledge and skill available with the incumbent with those desired. This will give a good picture of training needs.
Classification of training methods: There are a number of training methods available. Use of a particular method depends on the type of trainees viz., workers, supervisors, and managers. Basically these methods can be classified into the following two broad categories. On the job training Off the job training On the job training: Under this method, individual is placed on a regular job and taught the skills necessary to perform the job. The trainees learn under the supervision and guidance of a qualified worker or instructor. Following are the forms of on the job training:
HMSIT TUMKUR
Page No 23
INCAP
a. Apprenticeship training: The duration of the course/training depends on the nature of trade and desired skill level. Apprenticeship training is normally given to artisans, electricians, plumbers, bricklayers and the like. The duration normally varies from 2-5 years. This should not be mixed up with the government sponsored Apprenticeship training for unemployed youth by certain underdeveloped countries. Apprenticeship is carried out under the guidance and intimate supervision of a master craft man /expert work/ supervisor. During apprenticeship training period the trainee is paid less than that of a qualified worker.
b. Job instruction training (JIT): This method is also known as training through step by step, under this method the traininer explains to the trainee the way of doing the job, job knowledge and skill and allows him to do the job. JIT consists of following four steps: Prepare trainee Present the training program Try out knowledge and skill learned Follow up by assigning work to the trainee under close supervision Advantages: Excellent for supervisors Quick and economical Sequence is logical and simple.
Off the job training: Under this method of training the trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance.
HMSIT TUMKUR
Page No 24
INCAP
Following are the forms of off the job training:
a. Class room / lecture method: This is simplest form of training. This is a best form of instruction when the intention is to convey information on rules, regulation, policies and procedures b. Conferences, seminar, workshop: This is a formal method of arranging meetings in which individuals discuss points of common interest for enriching their knowledge and skill. This is a group activity. c. Vestibule training: Employees are trained on the equipment they are employed, but the training is conducted away from the place of work. For training a machine shop operator, vestibule or a separate room is arranged for training in which all necessary equipment and machines required in an actual machine shop are duplicated. d. Sensitivity training: This training is also known as either laboratory training or T-group training. This training is concerned with the real problems existing within the group itself. It is not simulated or imagined problem existing in organization or a hypothesis. It is not a program of teaching skills or improving understanding or knowledge of participants. In this program an attempt is made to change attitude and behavior of people in the group. Advantages of Training and development: Increased productivity: An increase in skill usually results in an increment in both the quality systematic training to make possible even minimum level of accomplishment. Reduced supervision: and quantity of output products. The increasingly technical nature of modern job demands
HMSIT TUMKUR
Page No 25
INCAP
The trained employee is one who can perform job with less supervision but greater independence which is not possible unless employee is adequately trained. Increased organizational stability and flexibility: The stability of an organization to sustain its effectiveness despite the loss of key personnel can be developed only through creation of reservoir of trained replacements. Reduced accidents: Proper training in both job skills and safety attitudes should contribute towards reduction in the accidents rate. Why Training fails? The following factors have been regarded as the main reasons for failure of training programs: 1. The benefit of training are not clear to the top right. 2. The top management hardly rewards supervisors for carrying out training. 3. The top management rarely plans and budgets systematically for training. 4. The middle management, without proper incentives from top management does not account for training in production scheduling. 5. Without proper scheduling first line supervisors have difficulty in production norms if employees are attending training programs. 6. Behavioral objectives are often precise and not clear. 7. Timely information about external programs may be difficult to obtain. 8. Training external to the employing unit. Some times techniques or contrary to practices of the participants organization. methods may be effective
9. Training provides limited counseling and consulting services to the rest of the organization.
How to make training effective: Action on the following lines needs to be initiated to make training practice effective.
HMSIT TUMKUR
Page No 26
INCAP
1. Ensure that the management commits itself to allocate major resource and adequate time to training. 2. Ensure that training contributes to competitive strategies of the firm. Different strategies need different HR skills for implementation. 3. Ensure that a comprehensive and systematic approach to training exists and training and retraining are done at all levels on a continuous and on going basis . 4. Ensure that there is proper linkage between organizational, operational and individual training needs. 5. Specific training objectives should be outlined on the basis of the type performance required to achieve organizational goals and objectives Difference between training and development: Training is short-term process utilizing a systematic and organized procedure by which non-managerial personnel learn technical knowledge and skills for definite purposes Development is a long term educational process utilizing a systematic and organized procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose. Training and development differ in four ways: a. What is Learning? b. Why is learning? c. Why such learning takes place? d. When learning occurs Learning dimensions Training Development of
HMSIT TUMKUR
Page No 27
INCAP Managerial personnel Theoretical conceptual Ideas General knowledge Long term
Who?
Non-managerial Personnel
What?
Technical and mechanical Operation
Why?
Specific job related Purpose
When?
Short term
HMSIT TUMKUR
Page No 28
INCAP
Reduce theory
CHAPTER-4
ANALYSIS AND INTERPRETATION
TABLE -1 Concept:Here the intention is to know the opinion of the respondents regarding on-the job training program conducted by the company. On the job training programs undergone by the employees.
Description Apprenticeship Training Induction Job Instruction Others TOTAL
No. of Respondents 14 10 20 06 50
% of Respondents 28 20 40 12 100
HMSIT TUMKUR
Page No 29
INCAP
CHART -1
On the job training programs undergone by the employees
40 35 30 25 20 15 10 5 0
In du ct ion Jo b In str uc tio n Tr ain in g
40
28
20 14 10
20
12 6
No. of Respondents %of Respondents
Analysis:28% of employees have undergone apprenticeship training, 20% of employees have undergone induction, 40% of employees have undergone job instruction and 12% of employees have undergone other training programs. Interpretation:It was found that maximum numbers of employees have undergone job instruction training followed by apprenticeship training program.
Ap pr en tic es hi p
Ot he rs
HMSIT TUMKUR
Page No 30
INCAP
TABLE -2 Off-the job training programs undergone by the employees. Concept:Here the intention is to know the opinion of respondents regarding off-the-job training program conducted by the company.
Description Classroom Lectures Vestibule Training T-Group Training Conference Others TOTAL
No. of Respondents 24 10 04 12 00 50
% of Respondents 48 20 08 24 00 100
HMSIT TUMKUR
Page No 31
INCAP
CHART -2
Off-the job training programs undergone by the employees
50 45 40 35 30 25 20 15 10 5 0 24
48
24 20
10 4
12 8
0 0 Classroom Vestibule T-Group Conference Others Lectures Training Training
Analysis:48% of employees have undergone classroom lecture, 24% of employees have participated in conference, 20%of employees have undergone the vestibule training program, 8% of employees have undergone the T-Group training. Interpretation:From the above study it was found that employees were not attending all the training programs regularly. Company has to take measures to make the employees to attend all other training programs regularly. TABLE -3
HMSIT TUMKUR
Page No 32
INCAP
Frequency of training programs conducted in the company. Concept: Here the intention is to know the opinion of the respondents regarding frequency training program conducted.
Description Monthly Quarterly Half-yearly Annually TOTAL
HMSIT TUMKUR
Page No 33
INCAP
CHART -3 Frequency of training programs conducted in the company
60 52 50
40
30
26
No. of Respondents 24 %of Respondents
20
16 12 8 4 8
10
Monthly
Quarterly Half-yearly
Annually
Analysis:52% of employees responded for half yearly training program, 24% of employees responded for annually, 16% employees for quarterly and only 8% for monthly. Interpretation:From the above study it was found that majority of employees responded that training program should be conducted half yearly.
TABLE -4 Training needs analyzed by the company.
HMSIT TUMKUR
Page No 34
INCAP
Concept:Here the intention is to know the opinion of respondents regarding training needs analyzed by the company.
Description Through Personal Interview By observing Through employee suggestion box Based on supervision request Through performance appraisal TOTAL
% of Respondents 40 24 08 12 16 100
HMSIT TUMKUR
Page No 35
INCAP
CHART-4 Training needs analyzed by the company
TrainingNeeds
20
Through personal interview By observing Through employee suggestion box Based on Supervision Request Through performance appraisal
12
Analysis:40% of employees responded that training needs are analyzed through personal interview, 24% of employees responded by observing, 16% of employees responded it is
HMSIT TUMKUR
Page No 36
INCAP
through performance appraisal and 12% of employees responded for supervision request and only 8% for employees suggestion box. Interpretation: From the study it was found that the company has adopted effective methods of personal feedback to analyze the training needs of the company
TABLE -5 Facilities provided during the training period. Concept:Here the intention is to know the opinion of the respondents towards the facilities provided during the training period.
Description Very good Good Average Poor TOTAL
HMSIT TUMKUR
Page No 37
INCAP
CHART -5 Facilities provided during the training period
0 Poor 0
32 Average 16
%of Respondents
52 Good 26
No. of Respondents
16 Very Good 8
20
40
60
Analysis:52% of employees feel that facilities provided by company during training are average, 32% of employees feel that facilities are good and 16% of employees feel that facilities are very good and no employees have responded that facilities are poor Interpretation:-
HMSIT TUMKUR
Page No 38
INCAP
Maximum numbers of employees are not satisfied with facilities provided by the company during the training period. Company has to provide some more facilities which makes training programs more effective.
TABLE -6 Recognition and Reward. Concept:Here the intention is to know the opinion of respondents towards recognition and rewards during the training program.
Description All the time Sometime Mostly Rarely Not at all TOTAL
% of Respondents 20 28 44 04 04 100
HMSIT TUMKUR
Page No 39
INCAP
CHART -6 Recognition and Reward
Recog nition and Reward

2 10
All the time Sometime Mostly

22 14
Rarely Not at all
Analysis:44% of employees have responded that company will recognize and reward the employees in most cases and 28% for sometime, 20% all the time, 4% for rarely and only 4% of employees have responded for not at all. Interpretation:From the study it was found that company is recognizing the talent and rewarding the employees during the training period but still more it has to recognize and reward and attract the employees to attend the training program.
HMSIT TUMKUR
Page No 40
INCAP
TABLE -7 Changes in present training system. Concept:Here the intention is to know the opinion of respondents towards the need of change in the present training program. Description Yes No TOTAL . No. of Respondents 36 14 50 % of Respondents 72 28 100
HMSIT TUMKUR
Page No 41
INCAP
CHART-7 Changes in present training system
Analysis:72% of employees feel that changes should be made in the present training system and 28% of employees feel not to change. Interpretation:It was found that changes should be made in the present training programs conducted by the company.
HMSIT TUMKUR
Page No 42
INCAP
TABLE-8 Areas of training. Concept:Here the intention is to know the opinion respondents regarding the area of training programs where the changes should be made.
Description Teaching Methodology Course Material Time Schedule Training Procedure TOTAL
CHART-8
HMSIT TUMKUR
Page No 43
INCAP
Areas of training
60
52 50
40
30 26 20 16 10 6 12 14
28
20
10
0 Teaching Course Tim e TrainingNo changes Methodology Material Schedule Procedure needed
Analysis 52% of employees feel that changes should be made in the time schedule of training program, 20% of employees for course material 16% of employees feel in the teaching methodology, 12% training procedure. Interpretation:It was found that the company has to make changes in the time schedule of training and in the teaching methodology of training program to make it successful. TABLE -9
HMSIT TUMKUR
Page No 44
INCAP
Post-training Performance of the respondents. Concept:Here the intention is to know the opinion of employees about their performance after attending the training program.
Description Very good Good Average Poor TOTAL
CHART-9 Areas of training
HMSIT TUMKUR
Page No 45
INCAP
60 52 50 44 40
30 26 22 20
10 2 0 Very good Good Average 4 0 Poor 0
Analysis:52% of employee feel good and 44% of employees feel their performance is average after attending the training program and only 4% of employees feel very good. Interpretation:It was found that majority of employees feel good about their performance and only 4% of employees feel very good. Company has to implement more and more effective training programs to make their performance very good.
TABLE -10 Type of training programs.
HMSIT TUMKUR
Page No 46
INCAP
Concept:Here the intention is to know the opinion of employees regarding the type of training programs to be conducted.
Description On the job Off the job Both TOTAL
No. of Respondents 32 08 10 50
% of Respondents 64 16 20 100
CHART -10 Post -Training Performance of the respondents
HMSIT TUMKUR
Page No 47
INCAP
Type of trainingprog m ram es

8 10
On the job
10
Off the job Both
32
Analysis:64% of employees responded for on the job training and 16% responded for off-thejob training and only 10% for both. Interpretation:It was found that majority of respondents feel that on-the-job training program is more suitable for them. Therefore the company has to provide more and more on-the-job training programs.
TABLE -11 Multi-media based learning techniques.
HMSIT TUMKUR
Page No 48
INCAP
Concept:Here the intention is to know the opinion of employees regarding the techniques used during training program.
Description Yes No TOTAL
No. of Respondents 38 12 50
% of Respondents 66 34 100
CHART-11 Type of training programs
HMSIT TUMKUR
Page No 49
INCAP
Multi-media based learningtechniques
Yes No
Analysis;66% of employees responded that the trainer use the multimedia based learning techniques during the training program, and 34% of employees responded they dont use multimedia based techniques. Interpretation:It was found that company is using multimedia based learning techniques during the training program.
TABLE -12 Feedback about faculty members/trainers.
HMSIT TUMKUR
Page No 50
INCAP
Concept:Here the intention is to know the opinion about faculty members or trainers
Description Efficient and Tolerant Not emphasizing key points Inefficient Wont give chance TOTAL
CHART -12 Multi-media based learning techniques
HMSIT TUMKUR
Page No 51
INCAP
45 40 35 30 25 20 15 12 10 5 0 24
44
22
24

12 8 4
Efficient and Not Inefficient tolerant em phasizing
Won't give chance
Analysis:44% of employees feel that the faculty members or trainers are not emphasizing key point, 24% of employees feel that they are effective and tolerant and also 24% they wont give chance for employees to repeat for confirmation and 8% of employees feel they are inefficient. Interpretation:From the study it was found that the trainers are not emphasizing on key point and also they wont give chance to repeat. Company has to take measures and approach expert trainers for training the trainers TABLE -13 Satisfaction of learning through training programs. Concept:-
HMSIT TUMKUR
Page No 52
INCAP
Here the intention is to know satisfaction of employees about the training.
Chart-13 Feedback about faculty members/trainers
HMSIT TUMKUR
Page No 53
INCAP
S atisfaction of the learning
19
Yes No
31
Analysis:62% of employees are satisfied with the present training program and 38% of employees are not satisfied with present training program. Interpretation:It was found that majority of employees are satisfied with present training program. Company still has to improve the training programs to increase the satisfaction level of employees.
TABLE -14 Useful tips to improve performance. Concept:-
HMSIT TUMKUR
Page No 54
INCAP
Here the intention is to know the opinion regarding the tips given during the training period to improve performance.
CHART-14 Satisfaction of the learning
HMSIT TUMKUR
Page No 55
INCAP
Useful tips to increase your perform ance
17
33
17
Yes No
Analysis: 66% of employees responded that trainer will give useful tips to increase performance and 34% of employees responded no. Interpretation:It was found that company by providing necessary tips during training period increases the performance of employees.
TABLE -15 Skill based training programs. Concept:-
HMSIT TUMKUR
Page No 56
INCAP
Here the intention is to know the opinion about skill based training programs conduced in the company Description Yes No TOTAL . No. of Respondents 20 30 50 % of Respondents 40 60 100
Chart-15 Useful tips to increase the performance
HMSIT TUMKUR
Page No 57
INCAP
D ifferent prog m based on skills ram es
20
Yes
30
No
Analysis:40% of employees responded that the company is providing skill based training programs and 60% responded no. Interpretation:It was found that company has to provide more and more skill based training programs.
TABLE -16 Efficiency of the training Concept:-
HMSIT TUMKUR
Page No 58
INCAP
Here the intention is to know the opinion towards the efficiency checking of the program.
Chart-16 Skill based training programs
HMSIT TUMKUR
Page No 59
INCAP
Analysis:84% of the employees responded that the company will check the efficiency of the program and 16% of respondents said no. Interpretation:From the study it was found that the company is checking the efficiency of training program regularly.
Table -17 Functional areas of Training.
HMSIT TUMKUR
Page No 60
INCAP
Concept:Here the intention is to know the functional area in which the respondents have undergone the training program. Description Finance R&D Production & Operation Marketing Human resource Total No. of Respondents 16 12 18 04 00 50 % of Respondents 32 24 36 08 00 100
Chart -17 Functional areas of Training
HMSIT TUMKUR
Page No 61
INCAP
F unctional area/departm ent

0 Human resource 0
8 Marketing 4
36 Production & operation 18
24 R& D 12
32 Finance 16 0 10 20 30 40
Analysis:32% of employees have undergone the training in finance, 24% of employees in research and development, and 36% of employees in production and operation management and 8% in marketing. Interpretation:It was found that training program in marketing is attended by least number of employees and no employees have undergone the human resource training. Company has to implement more and more training programs in marketing and human resource areas, also, berides improving in other areas. Table-18 Relevance of training programs to working environment.
HMSIT TUMKUR
Page No 62
INCAP
Concept:Here the intention is to know the extent of relevance of the training program to working environment.
Description Below 30% 30%-50% 50%-80% 80%-100% Nil TOTAL
% of Respondents 20 24 48 08 00 100
Chart -18 Relevance of training programs to working environment
HMSIT TUMKUR
Page No 63
INCAP
Trainingenvironm sim to your work ent ilar

Nil 0 0 8 80% -100% 4 48 24 24 12 20 10 10 20 30 40 50
50% -80%
30% -50%
Below 30% 0
Analysis:48% of employees responded that training program is similar to working environment to the extent of 50% to 80% and 24% of employee responded that it is similar to 30% to 50% of working environment, 20% of employees responded that it is similar to below 30% and 8% of employees responded that it similar to 80% to 100% of working environment. Interpretation:It was found that the training program conducted was not so similar to the working environment. Company has to conduct the training program which is similar to working environment.
Table-19 Training activities linked with Performance Appraisal.
HMSIT TUMKUR
Page No 64
INCAP
Concept:Here the intention is to know whether the training development is linked with performance appraisal system. Description Yes No TOTAL No. of Respondents 30 20 50 % of Respondents 60 40 100
Chart -19 Training activities linked with Performance Appraisal
HMSIT TUMKUR
Page No 65
INCAP
Trainingand D evelopm activities ent
20
Yes No
30
Analysis:72% of employees responded that training and development is linked with performance appraisal system and 28% of employees responded no. Interpretation:It was found that company has linked training and development with performance appraisal system and depending upon the performance the training program is developed.
CHAPTER-4 FINDINGS. SUGGESTIONS AND CONCLUSIONS FINDINGS
HMSIT TUMKUR
Page No 66
INCAP
68% 0f employees responded that company should conduct Training programs half yearly, 24% of employees quarterly and 8% of employees responded for monthly. 52% of employees feel that facilities provided during the training period was average. It was found that company has poor recognition and rewarding process during the training program. 72% of employees responded to change the present training system specially regarding time schedule of training program and teaching methodology. It was found that majority of employees prefer to have on-the job training programs in the company. 66% of employees responded that trainer doesnt use the multimedia based learning techniques during the training program and 34% of employees responded that trainer use multimedia based learning techniques. From the study it was found that 44% of employees responded that the faculty members wont emphasize on key points,24% of employees responded that they wont give chance to repeat for the confirmation, 20% of employees responded faculty members are in efficient and only 12% of employees responded that faculty members are efficient. It was found that majority of respondents feel that the training programs conducted are similar to the extent of 48% to the working environment. 72% of employees responded that training and development activities are linked with performance appraisal system and 28% of employees responded that there is no linkage between training programs and performance appraisal.
HMSIT TUMKUR
Page No 67
INCAP
The study shows that company has adopted effective methods to analyze the training needs of the company It was found that company has adopted effective measures to check the efficiency of the training programs conducted. SUGGESTIONS The company can conduct the training program half yearly as majority of its employers prefer training programs for half yearly. On-the job training program was preferred by majority of employers. The company has to conduct efficient on-the-job training programs and also to attract the employees the company has to improve the recognition and rewarding process and make training programs effecting. The company should provide adequate facilities during the training period and developments in the teaching methodology and time schedule of training programs. The company should appoint an expert faculty member/trainer who emphasis the key points who is efficient and tolerant and also company should insist faculty member to use multi-media based learning techniques. The company should conduct the training programs which are more similar to the working environment. The company should also give the training programs which helps for the employees for personality development and career growth towards which more and more employers are attracted.
CONCLUSION
HMSIT TUMKUR
Page No 68
INCAP
In all training there is some education and in all education there is some training and these two processes cannot be separated from development. Training, education and development are three terms frequently used on the face of it, there might not appear any difference between them. Every organization needs to have level trained and experienced people to perform the activities to be done. It is necessary to raise skill and increase the versatility and adaptability of employers. Inadequate job performance and decline in the productivity or changes resulting out of job redesigning or a technological breakthrough require some type of training and development efforts. This also can be achieved through continuous learning and continuous learning is possible for an organization only through training and development of human resource. It is only then that the organization turns into a learning organization .To become successful in the global market a holistic approach towards training and development is required. Incap presently has effective training programs by linking it with performance appraisal but it has to improve its training programs by providing career growth and personality development training, appointing efficient and tolerant faculties member trainer, providing adequate facilities during training programs and can survive and be refereed organization in the competitive world.
HMSIT TUMKUR
Page No 69
INCAP
Questionnaire
I am Biju m Rajan, M.B.A Second year student of H.M.S IT, Tumkur.Currently doing my project, INCAP,as a part of Job training Collecting data here.
1. How do management conduct on the job training programs undergone by The employees? (a) Apprenticeship training (b)induction (c) job instruction (d) others. 2. How do company conduct off the job training programs undergone by
The employees.? (a) class room lectures (b) vestibule training (c) T- group training (d) Conference (e) others. 3. What is the frequent period of training program conducted in the company? (a) Monthly (b)quarterly (c) 1/2yearly ( d) annually. 4. How does company analyze Training needs? (a) Through personal interview (b) by observing (c) through employ suggestion box (d) Through performance appraisal 5. How do companies provide facilities during the training period? (a) Poor (b) average (c) good (d) very good.
6. Is there practice of Recognition & Reward ?

(a) All the time (b) Some time (c) mostly (d) rarely (e) not at all.
7. Need any changes in present training system?

(a)Yes (b) No 8. Which are the areas at which the training concentrated? (a) teaching methodology (b) course material (c) time schedule (d) Training procedure 9. What was the response of trainees after training? (a) Very Good (b) good (c) average (d) poor.
10. 1) Which type of training programs conducting INCAP? (a) on the job (b)off the job (c)Both (d) Nil. 11. Whether there are multi media based learning techniques?
(a)Yes (b) No
12. What was the feed back about Faculty members/ trainers?
(a) Efficient & tolerant (b) not emphasizing key points c)in efficientd) will not give chance
HMSIT TUMKUR
Page No 70
INCAP
13. Was there learning satisfaction through training programs? yes (b) No
14 you think there was a useful tip to improve performance? a)yes b) no 15 you think company provide skill based training programme? a)yes b)no .16) Do you think company provide efficient training? a)yes b)no 17)which functionalarea of training company conduct? (a) Finance (b) production (c) marketing (d) H.R 18)wheather training programs relevance to working environment? (a)below 30% (b)30%-50% (c) 50%-80% (d) 80%-100% (e) Nil 19)Do you think training activitirs linked with performance appraisal? (a) Yes (b) No
HMSIT TUMKUR
Page No 71

A Study On Training and Development Activities - in INCAP

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

A Study On Training and Development Activities - in INCAP

Uploaded by

Copyright:

Available Formats

A Study on Training and Development Activities.