Mrp Traing

8/12/2019 Mrp Traing

1/42

CHAPTER-1

INTRODUCTION


2/42

1.1 Introduction to the study

Employee training means to improve skills, or add to the existing level of knowledge so that

employee is better equipped to do his present job, or to prepare him for a higher position with

increased responsibilities..

Training refers to the teaching /learning activities done for the primary purpose of helping

members of an organization to acquire and apply the knowledge skills, abilities, and attitude

needed by that organization to acquire and apply the same. Broadly speaking training is the act

of increasing the knowledge and skill of an employee for doing a particular job.

In todays scenario change is the order of the day and the only way to deal with it is to learn and

grow.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVELOPMENT

Traditi onal ApproachMost of the organizations before never used to believe in

training. They were holding the traditional view that managers are born and not made.

There were also some views that training is a very costly affair and not worth.

Organizations used to believe more in executive pinching. But now the scenario seems to be

changing.

The modern approachof training and development is that Indian Organizations haverealized the importance of corporate training. Training is now considered as more of

retention tool than a cost. The training system in Indian Industry has been changed to

create a smarter workforce and yield the best results.

TRAINING DEFINED

It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts,

rules, or changing of attitudes and behaviours to enhance the performance of employees.

Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional

development.


3/42

IMPORTANCE OF TRAINING & DEVELOPMENT

Optimum Utilization of Human Resources Training and Development helps in optimizing the

utilization of human resource that further helps the employee to achieve the organizational goals

as well as their individual goals.

Development of Human Resources Training and Development helps to provide an

opportunity and broad structure for the development of human resources technical and

behavioral skills in an organization. It also helps the employees in attaining personal growth.

Development of skills of employeesTraining and Development helps in increasing

the job knowledge and skills of employees at each level. It helps to expand the horizons of

human intellect and an overall personality of the employees Productivity Training and

Development helps in increasing the productivity of the Employees that helps the organizationfurther to achieve its long-term goal.

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

employees.

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

within the organization.

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

life.


4/42

Health and Safety Training and Development helps in improving the health and safety of the

organization thus preventing obsolescence.

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

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

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

Training and Development aids in organizational development i.e. Organization gets

more effective decision making and problem solving. It helps in understanding and carrying out

organizational policies.

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

THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a

particular function. An organization is a system and training is a sub system of the

organization. The System Approach views training as a sub system of an organization.

System Approach can be used to examine broad issues like objectives, functions, and

aim. It establishes a logical relationship between the sequential stages in the process of training

need analysis (TNA), formulating, delivering, and evaluating. There are 4

necessary inputs i.e. technology, man, material, time required in every system to produce

products or services. And every system must have some output from these inputs in order to

survive. The output can be tangible or intangible depending upon the organizations requirement.

A system approach to training is planned creation of training program. This approach uses step-

by-step procedures to solve the problems. Under systematic approach, training is undertaken on

planned basis.


5/42

TRAINING INPUTS

There are three basic types of inputs;

(i)Skills

(ii)Attitude

(iii)Knowledge.

The primary purpose of training is to establishing a sound relationship is at its best when the

workers attitude to the job is right, when the workers knowledge of the job is adequate, and he

has developed the necessary skills.


6/42

Training activities in an industrial organization are aimed at making desired modifications in

skills, attitudes and knowledge of employee so that they perform their jobs most efficiently and

effectively.

BEST TIME TO IMPART TRAINING TO EMPLOYEE

1.NEW RECRUITS TO THE COMPANY

These have a requirement for induction into the company as a whole in terms of its business

activities and personnel policies and provisions, the terms, conditions and benefits appropriate to

the particular employee, and the career and advancement opportunities available.

2.TRANSFERS WITHIN THE COMPANY

These are people who are moved from one job to another, either within the same work area, i.e.

the same department or function, or to dissimilar work under a different management. Under this

heading we are excluding promotions, which take people into entirely new levels of

responsibility.

3. PROMOTIONS

Although similar to the transfer in that there is a new job to be learned in new surroundings, he

is dissimilar in that the promotion has brought him to a new level of supervisory or management

responsibility. The change is usually too important and difficult to make successfully to permit

one to assume that the promotes will pick it up as he goes along and attention has to be paid to

training in the tasks and the responsibilities and personal skills necessary for effective

performance.


7/42

4. NEW PLANT OR EQUIPMENT

Even the most experienced operator has everything to learn when a computer and electronic

controls replace the previous manual and electro-mechanical system on the process plant on

which he works. There is no less a training requirement for the supervisors and processmanagement, as well as for technical service production control and others.

5. NEW PROCEDURES

Mainly for those who work in offices in commercial and administrative functions but also forthose who we workplace is on the shop floor or on process plant on any occasion on which there

is a modification to existing paperwork or procedure for, say the withdrawal of materials from

stores, the control of customer credit the approval of expense claims, there needs to be

instruction on the change in the way of working in many instances, a note bringing the attention

of all concerned the change is assume to be sufficient, but there are cases, such as when total

new systems in corporating IT up dates are installed, when more thorough training is needed.

.

. 6. THE MAINTENANCE OF MANAGEMENT SKILLS &

STANDARDS

Skills in supervising, employee appraisal, communications, leadership etc are important in all

companies. Some of these skills are seen to be critical to major developments in company

organization, culture, employee empowerment and so on. Initial training in these skills is not

uncommon in the largest companies on appointment into management and supervision. But

continuous training and performance monitoring is rare, despite the common knowledge that

standards are as varied as human nature.

7. RETIREMENT AND REDUNDANCY

Employees of any position in the company who are heading towards retirement will benefit from

learning about health, social life, work opportunities money management


8/42

etc. Internal or external courses are best attended a year or two before retirement date, in a few

companies a member of Personnel will act as a counselor as required.

BENEFITS OF TRAINING

Employees and the organization need to realize the importance of contribution and learning for

mutual growth and development. Training is the answer to deal with stagnation stage by

constantly updating it in every field. Other benefits of training include:

Hiring appeal: companies that provide training attract a better qualityWorkforce.

Assessing and addressing any performance deficiency. Enhancing workforce flexibility. Cross-cultural training is essential for

better adjustment in the new environment.

Increasing commitment: Training acts as a loyalty booster. Employeemotivation is also enhanced when the employee knows that the

organization would provide them opportunities to increase their skills and

knowledge.

It gives the organization a competitive edge by keeping abreast of the latestchanges; it acts as a catalyst for change.

Higher customer satisfaction and lower support cost results through


9/42

improved service, increased productivity and greater sufficiency.

Training acts as benchmark for hiring promoting and career planning. It acts as a retention tool by motivating employee to the vast

opportunities for growth available in an organization.

THE EVALUATION OF TRAINING

There are a number of expressions used to describe steps taken by management and by training

offices at the conclusion of training and during the days or weeks afterwards. These expressions

include validation, evaluation, follow-up and implementation, as well as cost benefit, which

have appeared in more recent years. We are interested in all of these and have already tackled

one of the, implementation, and we start by giving our definitions in order to establish a clearer

picture of what each is, and how they relate to each other.

Evaluation of training, or, indeed of anything, consists simply of putting a value to it. To

evaluate training means undertaking a search for the effect that it has had on the people and the

situations, which it influences, and then trying to measure or estimate whether this is

advantageous or disadvantageous.

METHODS OF TRAINING

LECTURESA Method of Training

It is one of the oldest methods of training. This method is used to create understanding of a topic

or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form.
http://traininganddevelopment.naukrihub.com/methods-of-training/lectures.htmlhttp://traininganddevelopment.naukrihub.com/methods-of-training/lectures.html


10/42

Lecture is telling someone about something. Lecture is given to enhance the knowledge of

listener or to give him the theoretical aspect of a topic.

.

DISCUSSION TRAINING METHOD

This method uses a lecturer to provide the learners with context that is supported,

Elaborated, explains, or expanded on through interactions both among the trainees and betweenthe trainer and the trainees. The interaction and the communication between these two make it

much more effective and powerful than the lecture method. If the Discussion method is usedwith proper sequence i.e. lectures, followed by discussion and questioning, can achieve higher

level knowledge objectives, such as problem solving and principle learning.

COMPUTER-BASED TRAINING (CBT)

With the world-wide expansion of companies and changing technologies, the demands for

knowledge and skilled employees have increased more than ever, which in turn, is puttingpressure on HR department to provide training at lower costs. Many organizations are now

implementing CBT as an alternative to classroom based training to accomplish those goals.


11/42

Some of the benefits of Computer-Based Training are:

. The growth of electronic technology has created alternative training delivery systems. CBT

does not require face-to-face interaction with a human trainer. This method is so varied in its

applications that it is difficult to describe in concise terms.

MENTORING

Mentoring is an ongoing relationship that is developed between a senior and junior employee.

Mentoring provides guidance and clear understanding of how the organization goes to achieve itsvision and mission to the junior employee

Some key points on Mentoring


12/42

Mentoring focus on attitude development Conducted for management-level employees Mentoring is done by someone inside the company It is one-to-one interaction

It helps in identifying weaknesses and focus on the area that needs improvement

JOB ROTATION

Some of the major benefits of job rotation are:

It provides the employees with opportunities to broaden the horizon ofknowledge, skills, and abilities by working in different departments, business

units, functions, and countries

Identification of Knowledge, skills, and attitudes (KSAs) required It determines the areas where improvement is required.

OFF THE JOB TRAINING

There are many management development techniques that an employee can take in off the job.

The few popular methods are:

SENSITIVITY TRAINING TRANSACTIONAL ANALYSIS STRAIGHT LECTURES/ LECTURES SIMULATION EXERCISES

Training Evaluation

The process of examining a training program is called training evaluation. Training evaluation

checks whether training has had the desired effect. Training evaluation ensures that whether
http://traininganddevelopment.naukrihub.com/methods-of-training/sensitivity-training.htmlhttp://traininganddevelopment.naukrihub.com/methods-of-training/transactional-analysis.htmlhttp://traininganddevelopment.naukrihub.com/methods-of-training/lectures.htmlhttp://traininganddevelopment.naukrihub.com/methods-of-training/games-and-simulations/index.htmlhttp://traininganddevelopment.naukrihub.com/methods-of-training/games-and-simulations/index.htmlhttp://traininganddevelopment.naukrihub.com/methods-of-training/lectures.htmlhttp://traininganddevelopment.naukrihub.com/methods-of-training/transactional-analysis.htmlhttp://traininganddevelopment.naukrihub.com/methods-of-training/sensitivity-training.html


13/42

candidates are able to implement their learning in their respective workplaces, or to the regular

work routines.

Purposes of Training Evaluation

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it

to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge, transfer of

knowledge at the work place, and training.

Control: Ithelps in controlling the training program because if the training is not

effective, then it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee) uses theevaluative data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are aligned with theexpected outcomes..


14/42

Chapter 2:

Literature Review


15/42

Literature Review

The fundamental aim of training is to help the organization achieve its purpose by adding value

to its key resource the people it employs. Training means investing in the people to enable

them to perform better and to empower them to make the best use of their natural abilities.Any

training and development programme must contain inputs which enable the participants to gain

skills, learn theoretical concepts and help acquire vision to look into distant future.

In addition to these, there is a need to impart ethical orientation, emphasize on attitudinal

changes and stress upon decision making and problem solving abilities.The stages in training and

development process are going to be identified with a specific focus on different training and

development methods and consideration of its advantages and disadvantages

According to Casse and Banahan (2007), the different approaches to training and development

need to be explored. It has come to their attention by their own preferred model and through

experience with large Organizations. The current traditional training continuously facing the

challenges in the selection of the employees, in maintaining the uncertainty related to the

purpose and in introducing new tactics for the environment of work and by recognizing this, they

advising on all the problems, which reiterates the requirement for flexible approach.

According to Davenport (2006), mentioned in his recent studies that its easy to implement

strategy with the internet supported software.

some of the Training theories can be effective immediately on the future of the skill and

developments. The content and the access are the actual factors for the process. It is a

representation itself by the Access on main aspect what is effective to the adopted practice in

training development. As per the recent theories to access the knowledge is changing from

substantial in the traditional to deliver the knowledge for the virtual forms to use the new

meaning of information with electronic learning use.

There is a survey confirmation for using classroom to deliver the training would drop

dramatically,(Meister,2001).

A manager is that what the other members of the organization wants them to be because it is a

very popular trend of development training for the managers in the training for the management


16/42

(Andersson, 2008, Luo, 2002). Most of the managers seems to reject a managerial personality in

support of the other truth for themselves (Costas and Fleming, 2009).

finally, the literature on training and development use as a motivation and retention tool is

going to be reviewed, moreover, training and development on international scale and its possibleissues are going to be discussed. to sum up, a conclusion summarizing all findings is going to be

drawn.

.


17/42

Chapter 3:

Research Methodology


18/42

Research Methodology

3.1 Objectives

To examine the effectiveness of training in overall development of skills ofworkforce.

To examine the impact of training on the employees. Reduce the learning time for employees starting in new jobs on

appointment, transfers or promotion, and ensure that they become fully

competent as quickly and economically as possible.

To measure the differential change in output due to training. 3.2 RESEARCH DESIGN

The type of research used is descriptive research. Marketing research is a systematic

and objective study of problems. Market research specifies the information required to address these

issues; designs the method of collecting information; manages and implements the data collection

process; analyses the results and communicates the finding and their implications

SAMPLE SIZE

For the study, a sample size of 50 employees was taken.

TOOLS USED FOR DATA COLLECTION

Primary data collected through questionnaires. Secondary data collected through magazines, journals, websites.


19/42

KENDALLS COEFFICIENT OF CONCORDANCE:

Null hypothesis (H0):There is a difference in attributes

Alternate hypothesis (H1):There is no difference in attributes

Rj = (Rj-Rj)2

S= Rj = Rj

LIMITATIONS OF THE STUDY

1. The findings of the study are subjected to bias and prejudice of the respondents.

2. Area of the study is confined to the employees in Chennai only.

3. Time factor can be considered as a main limitation.

4. The findings of the study are solely based on the information provided by the

respondents.

5. The accuracy of findings is limited by the accuracy of statistical tools used for

analysis.

6. Findings of the research may change due to area, demography, age condition of

economy etc.Analysis and Interpretation of data

1. PERCENTAGE ANAYLSIS2. AWARENESS OF HR POLICIES

Chi-Square Test

To find whether there exists a significant relationship between Work Culture of the

Company and interpersonal relationship between employees.

H0: There is a no significant relationship between Work Culture of the Company

and interpersonal relationship between employees.

H1: There is a significant relationship between Work Culture of the Company

and interpersonal relationship between employees.


20/42


21/42

Chapter 4:

Data analysis and Interpretation


22/42

Data analysis and Interpretation

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

RESPONSE NO. OF RESPONDENTS PERCENTAGE

Less than 10 24 48

10-20 16 32

20-40 6 12

More than 40 4 8

SAMPLE SIZE - 50

Figure 1

The above chart indicates that 48% of employees have attended less than 10

training programmes whereas 32 % of employees have attended 10-20 training

programmes, it means in every month there was 1 training programme attended in

the organization in last one year.

.

0

10

20

30

40

50

60

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


23/42

Q2.Your Organization considers training as a part of organizational

Strategy. Do you agree with this statement?

RESPONSE NO.OF RESPONDENTS PERCENTAGE

Strongly agree 23 46

Agree 14 28

Partly agree 10 20

Cant say 3 6

Figure 2

The above graph indicates that 74% of employeesare agreed that training is a

part of organizational strategy.

0

5

10

15

20

25

30

35

4045

50

Strongly agree Agree Partly agree Can't say


24/42

Q 3. To whom the training is given more in your organization?

RESPONSE NO. OF RESPONDENTS PERCENTAGE

Senior staff(Higher

level managers)

5 10

Junior staff(Middle line

managers)

10 20

New staff 10 20

Based on requirement 25 50

Figure 3

The above graph indicates that 50% of employees felt that training is given mostly

on the basis of requirement whereas, 20% of employees felt that it is given to

junior and new staffs.

0

10

20

30

40

50

60

Senior staff Junior staff New staff Based on

requirement


25/42

Q 4. What is the most important barrier to Training and Development

Programme in your organization?


Time 10 20

Money 8 16

Lack of interest by the

trainees

12 24

Non-availability of

skilled trainer

20 40

Figure 4

The above graph indicates that 40 % of employees felt that, most important

barrier to Training and Development in the organization is Non-availability of

skilled trainers whereas, time and lack of interest by the trainees are also a barrierto T&D programme.

0

5

10

15

20

25

30

35

40

45

Time Money Lack of interest by

the trainees

Non-availability of

skilled trainer


26/42


27/42

Q6. What type of training is being imparted for new recruitments in

your organization?


Technical training 15 30

Management training 9 18

Presentation skill 10 20

Induction training 12 24

Others 4 8

Figure 6

The above graph indicates that 30% of employees felt that technical training is the

most important training which is being imparted for new recruitments in the

organization ,it means that the organization is insisting more on technical training.

0

5

10

15

20

25

30

35

Technical

training

Management

training

Presentation

skill

Induction

training

Others


28/42

Q7. The time duration given for a training period is?

RESPONSE NO.OF

RESPONDENT

PERCENTAGE

Sufficient 28 56To be

extended

4 8

To be

shortened

12 24

Manageable 6 12

Figure 7

The above pie chart shows that 56% of employees felt that time duration for a

training programme is sufficient whereas 24% of employees felt that ,it should be

shortened.

Sufficient

56%

To be extended

8%

To be

shortened

24%

Manageable

12%

% of Time duration


29/42

Q8. Comment on the degree to which the training objective are met

during the training sessions?


All the objectives are

met

30 60

Some objectives are

met

7 14

Met according to the

need

10 20

None of the objectives

are met

3 6

Figure 8

The above graph indicates that 60% of employees felt that all the objectives are

met during training sessions. It means training sessions are running successfully in

the organization.

0

10

20

30

40

50

60

70

All the objectives

are met

Some objectives

are met

Met according to

the need

None of the

objectives are met


30/42

Q9. Does the training programme help in your career advancement?

RESPONSE NO.OF RESPONDENT PERCENTAGE

Strongly agree 23 46

Agree 19 38

Neutral 6 12

Disagree 2 4

Figure 9

The above graph shows that 84% of employees are agreed that training

programmes helps in their career advancement.It means training programmes are

helpful in career advancement also.

0

5

10

15

20

25

30

35

40

45

50

Strongly agree Agree Neutral Disagree


31/42


32/42

Chapter 5:

Findings of the study


33/42

Findings of the study

The findings of the study reveals that HCL has a wide range of training & development programmes

which helps the employees to develop their skills and give the standard performance. HCL also givesrewards and promotions on a regular basis so,that the employees can achieve their personal goal as

well as organizational goal.

Some of the important training programmes are discussed below:

INDUCTION TRAINING

Joining a new company is always stressful. HCL believes that it is the

job of the company to minimize this stress and make it an enjoyable

experience. To this end HCL organizes Induction Programmes at 2

different stages of an employee's Work Life HCL has a half day

Induction on the first day of joining to enable the new employees to get

an overview of HCL as a company, Structure and Lines of Business and

to introduce them to other new joiners and make them feel Welcome into the organization.

HCL also organizes a 2 day offsite Induction programme a couple of months into an employee's

career with HCL . This acts as a more informative induction programme for new joiners, and

also as a refresher for existing staff. The programme covers an overview of HCL strategy and

marketplace proposition and its Core Competencies. The 2 day programme is delivered is an

opportunity to gain information, meet peers and HAVE SOME FUN!!!

BUDDYING

The HCL AXON 'Buddy' System is designed to help new employees to have as smooth a

transition into HCL AXON as possible by providing hands-on practical and emotional


34/42

support during their first 3 months on a project. It helps to provide the employees with a sense of

belonging, make them comfortable with their Work Life and aims to encourage Team work and

Loyalty. It gives consultants the opportunity to be directed to people who can help with basic

needs as well as all Project related needs.

PERFORMANCE MANAGEMENT AND DEVELOPMENT

A key part of the Performance Management and Development process is the allocation of a

Development Manager for each HCL employee. HCL offers a Performance management system

that is focused on developing each employee to his or her potential, for the benefit of the

individual, clients and HCL as a whole.

The development is the accountability of the individual, supported and assisted by the

organization. The Performance Review process is the opportunity for consultants to get a

feedback on their performance as well as give a feedback to their Project Managers on what they

are enjoying and what they could do to contribute more or what HCL could do to help support

them in their endeavour to maximize potential

PROMOTION AND BONUS

HCL has a grading system that is precise and defined. There is a clear visibility of your Career

path within the organization and the Development Managers assist you at every review to move

towards promotion to the next Level. All roles have a clear definition with regard to the Core

Skills, HCL Understanding and Values to give a clear picture of how one's career is heading and

the aspects considered for Promotion and Bonus.

HCL AXON Academy

HCL AXON Academy is the name given to the structured Training and Development sessions

available to all HCL AXON Employees across all Lines of Business, Group and Business

Support. HCL AXON Academy events are a mixture of internally and externally conducted

events. Employees are given an option to choose from a wide range of programmes which would

enhance their Technical skills and also other Managerial and Soft skills.


35/42

HCL COMNET

Being a people-centric organization, it makes imperative for HCL to develop practices that help

facilitate the culture of growth and development here. That's why their HR policy is built around

EDGE (Employee Development Growth and Empowerment). EDGE is a program aimed towards

making Comnet a "Learning Organization", an organization where growth is measured not just

by profits but also as the synergetic growth of each one of its employees.

The concept of the learning organization has been developed with a 3-prong objective in mind,

of creating value, retaining value and delivering value for the internal customer, the external

customer and the organization as a whole

CATALYST PROGRAMS

Key Account Management Workshops (KAM) are conducted at regular intervals involving sales& marketing teams. The KAM training explores new approaches in developing and leading

accounts and in customer sensitivity

Assessment Centers have been designed to ensure high professional skill levels and to inculcate

the desired behavior of employees. The assessment centers are carried out at all levels and

functions within the organization. This also greatly helps us to align the employees development

objectives to the organization

360 appraisals: HCL has successfully carried out 360 appraisals to help facilitate personal and

organizational growth.

Mapped Career path: At HCL, the belief that career is a path and not a destination is the

philosophy behind chalking out the career path for each of our fellow employees. Be it a lateral

move, or vertical growth, all decisions are taken keeping in mind the interest of the individual

Awards: Performers in HCL get the annual awards for their contribution to Comnet's growth.

Award types include Value Creators, Benchmark, Eureka and Pinnacle Award

Induction: An extensive one-month induction program is conducted to bring any new recruit up

to pace with the culture, work ethics and tech environment of the organization


36/42

Long Service Award

The Long Service Award recognizes an employees contribution towards the company. It is an

appreciation of the part played by the employee in the journey of HCL. The Long Service Award

is given to employees on completion of 5 years, 10 years, 15 years, 20 years, 25 years and 30

years of service with HCL. Employees are awarded with trophies and recognition letters from

CEO and chairman.

The organization follows an effective training process and the training is mostly given to those

employees who need it. But the most important barrier for the training process is non-

availability of skilled trainer.

As the workload is much on employees therefore less attention

is given to training sessions by the employees.


37/42

Chapter 6:

Conclusion & Recommendation


38/42

6.1 Suggestion and recommendation

To make the training and development process an entirely in house activity toreduce the cost.

The maximum emphasis will be given to job instruction methods where thetrainee are made to understand their job thoroughly and the role they are

going to play in performing their job.

Lecture as well as the presentation is the major part of imparting theEducation.

The training objective will be in keeping with needs and abilities of the trainee and itwill be the major reason for success of the training as whole...

The trainee fill the feedback form and from time to time test are conductedto know the gauge the effectiveness of training to employee to check their

memory if they retain anything or not.

Stress management training is more important for employee as it wasobserved that people are all the time in tension like situation as to how to

do what to do when to do, no time and things like that which kept them

tensed all time.


39/42

6.2 Conclusion

The study concludes that, a solid employee-development program can mean the difference

between a successful company and one that struggles. Indeed, the company's chances for growth

are closely aligned with its commitment toward fostering employee development. More andmore workers are looking for employers who can help them increase their knowledge and skills.

It's no longer enough to offer a conventional benefits package. Companies that want to attract --

and retain -- valuable people on staff need to actively participate in their employees' growth and

development. It's rewarding for employees to expand their knowledge base and take on new

challenges, as it makes coming to work about more than just a paycheck.

Pairing newer, less experienced employees with more experienced employees is a great

way for people to learn from one another. Mentors can serve as a sounding board foryounger employees, and can provide job coaching, advice on career development, and

introductions to other professionals in the industry. Mentors often help their charges tosee the "bigger picture" when it comes to their working life. And, at the same time,mentors themselves can gain valuable insight from their protgs and become better

managers.

Investing in the employees' continuing education demonstrates that the company values

its people and wants them to grow. Even after an individual joins an organization and the

"honeymoon" period has passed, companies should continue to provide training on an

ongoing basis for any skills that may be pertinent to the employee's job.

Employees appreciate job security, but in order to grow professionally, people want and

need new responsibilities. Giving the employees opportunities to grow within thecompany lets them know that they value their past contributions and have faith in their

abilities to take on greater challenges. Let people know when new positions are available

in the company before opening up those jobs to outside applicants, and be sure to givefirst consideration to in-house candidates.

Often, employees want to make suggestions about the way things are done but don't havea way to voice their ideas. Develop a method that makes it easier for staffers to share

their creative ideas or suggestions with top management.


40/42

BIBLIOGRAPHY

BOOKS-

Human resource management (C.B.Gupta)

Human resource management (Stphens P. Robins)

Employees training & developmemt (Neo Raymond A.)

INTERNET-

www.hcl.in

www.wikipedia.org

www.hclinfosystems.in www.hcltech.com

www.hclcdc.in
http://www.hcl.in/http://www.hcl.in/http://www.wikipedia.org/http://www.wikipedia.org/http://www.hclinfosystems.in/http://www.hclinfosystems.in/http://www.hcltech.com/http://www.hcltech.com/http://www.hcltech.com/http://www.hclinfosystems.in/http://www.wikipedia.org/http://www.hcl.in/


41/42

QUESTIONNAIRE

1) How many training programmes did you attend in a year? Less than 10 10-20 20-40 More than 40

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

Strongly agree Agree Partly agree Cant say

3) To whom the training is given more in your organization? Senior staff (Higher level managers) Junior staff (Middle line managers) New staff Based on requirement

4) What is the most important barrier to training and development programme inyour organization?

Time Money Lack of interest by the trainees Non availability of skilled trainer

5) What mode of training method is normally used in your organization? Job rotation External training Conference/Discussion Programmed instruction Others


42/42

Date post:	03-Jun-2018
Category:	Documents
Upload:	mahendra
View:	232 times
Download:	0 times

Mrp Traing

Documents