Peter Kulandai - Summer Project

8/22/2019 Peter Kulandai - Summer Project

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A STUDY ON TRAINING AND DEVELOPMENT

With Special Reference to HDFC Standard Life Insurance Ltd

Chennai

BY

S.PETER KULANDAIREG NO 21007631085

OF

PANIMALAR ENGINEERING COLLEGE

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirements

For the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY: CHENNAI 600 025

NOVEMBER 2008

DEPARTMENT OF MANAGEMENT STUDIES

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PANIMALAR ENGINEERING COLLEGE

(A CHRISTIAN MINORITY INSTITUTION)

JAISAKTHI EDUCATIONAL TRUST

BANGALORE TRUNK ROAD

VARADARAJAPURAM, NASARATHPETTAI,

POONAMALLEE, CHENNAI - 602 102.

DEPARTMENT OF MANAGEMENT STUDIES

CERTIFICATE

This is to certify that, this project report titled A STUDY ON TRAINING AND

DEVELOPMENT ON HDFC STANDARD LIFE INSURANCE PRODUCTS IN

CHENNAI is the bonafide work ofMr S.PETER KULANDAI, who carried out the

research under my supervision. Certified further, that to the best of my knowledge the

work reported here in does not form part of any other project report or dissertation on the

basis of which a degree or award was conferred on earlier occasion on this or any other

candidate.

Internal Guide Head of the Department

Internal examiner External Examiner

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DECLARATION

S.PETER KULANDAI (Regd. No.21007631085) pursuing MBA Programme in

PANIMALAR ENGINEERING COLLEGE of Chennai hereby declare that the Project

work entitled A Study On Training and Development. With Special Reference To

HDFC Standard Life Insurance Pvt ltd, Chennai. Submitted to Anna University, Chennai

in partial fulfillment of the requirements for the award of the degree of Master of

Business Administration is a bonafide work done by me under the guidance of Mr.

P.RAMAN M.B.A., Lecturer of Panimalar engineering college. To the best of my

knowledge, the work reported there in does not form part of any other thesis or work on

the basis of which a degree or award was conferred on an earlier occasion.

Place:

Date:

______________________

Signature of the Researcher

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ACKNOWLEDGEMENT

It is my pleasure and gratitude to present this copy of my project entitled A Study On

Training and Development

I wish to express my thanks to our founder and chairman Dr.JEPPIARM.A, B.L,

Ph.D., Panimalar engineering college, Chennai for giving me this opportunity to undergo

the course of Master of Business Administration and an opportunity to undertake this

project work.

I wish to express my sincere gratitude to our honorable Correspondent,

Mr.P.CHINNADURAI, M.A., Ph.D.,panimalar engineering college for giving me an

opportunity to undergo the course of Master of Business Administration and an

opportunity to undertake this project work.

I wish to express my thanks to our Principal Mr.S.RAJAPANDIAN, Panimalar

engineering College Chennai.

I wish to express my thanks to our DirectorC.SAKTHIKUMAR, M.E., and

M.Phil Panimalar engineering college, Chennai.

I wish to express my thanks to our head of the department Dr. V.MALAKSHMI

M.L., M.B.A., Ph.D, Panimalar engineering college, Chennai

I wish to express my thanks to my guide Mr. P.RAMAN M.COM., M.B.A.,

M.PHIL Panimalar engineering college.

I take opportunity to thankMr.GANESAN, in HDFC Standard Life Insurance

Pvt ltd., Chennai, for granting me permission to do my project work. I also thank the

Respondents who have helped me to carry out my project successfully.

I would be failing in my duty if I do not thank my parents and my dear friends for

their continuous encouragement and support to complete my project success.

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SL NO

LIST OF CONTENTS PG.NO

1.

CHAPTER 1

1.1 INTRODUCTION

1.2 COMPANY PROFILE

1.3 HDFC STANDARD LIFE INSURANCE

LTD

1.4 ABOUT THE TOPIC

2.

CHAPTER 2

2.1 IMPLICATIONS OF STUDY

2.2 NATURE AND SCOPE OF THE PROJECT

2.3 RESEARCH METHODOLOGY

2.4 DATA COLLECTION

2.5 REVIEW OF LITERATURE

2.6 EFFECTIVENESS OF TRAINING

2.7 TRAINING AND DEVELOPMENT IN

HDFC

2.8 CUSTOMERE SERVICE/IMPACT OF

TRAINING

3.

CHAPTER 3

3.1DATA INTERPRETATION

3.2

QUOATATIONS ON TRAINING

3.3

LIMITATIONS OF THE STUDY

3.4

FINDINGS

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3.5 SUGGESTIONS

3.6 CONCLUSION

3.7 RECOMMENDATIONS

3.8 BIBILIOGRAPHY

3.9 ANNEXURES

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ABSTRACT

Human resource management is the management of an organisations valuable assets- the

people working in it. In this aspect I have concentrated on training and development

which is an important component that enable the employee to adopt and adhere to theorganization and that make them feel comfort and realize their responsibilities. For this

purpose I have done a project in a reputed organization HDFC Standard Life Insurance

Ltd Enterprise Ltd that deals with all the corporate functions including HR, Finance,

ITD, ect.

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This project deals with the Training and Development process that is carried out by

HDFC Standard Life Insurance Ltd, HR Department. I have concentrated on Impact of

Training and Development among Employees. This study focuses on how training helps

the employees to acquire knowledge and mould themselves to the operations of the

organization. By this way they improve themselves and help the company to maintain its

good will and reputation among its customers.

In my study I have evaluated the training program of this organization based on various

aspects that accounts to impact of training among employees and have arrived at a

finding on the same. Also certain suggestions were given to it based on my findings. This

proved helpful to both the organization for it can improve its training program.

INTRODUCTION

Human Resource is the backbone of any organization. Properly trained and highly

skilled human resource is perceived as the greatest asset of an organization. Skilled

personnel contribute to efficiency, growth, increased productivity and market reputation

of an organization. This has been realized by industrial, commercial, research

establishments and even governments. Invariably, a separate Human Resources

Development department exists in all these organizations to attend to the matters relating

to recruitment, training and deployment. Human resource management serves these key

functions:

1. Recruitment Strategy Planning

2. Hiring Processes(recruitment)

3. Selection

4. Training and Development

5. Performance Evaluation and Management

6. Promotions

7. Redundancy

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8. Industrial and Employee Relations

9. Record keeping of all personal data.

10. Compensation, pensions, bonuses etc in liaison with Payroll

11. Confidential advice to internal 'customers' in relation to problems at work.

12. Career development

Technological advancements in various fields world over are very rapid, and the every

other day we see new products or machines or equipments with more and more advanced

features, with which users have to be acquainted. In order to cope with the industry

demand and technological advancements, we need to develop training strategy for our

human capital to attain the required skill levels.

]COMPANY PROFILE:

HDFC Standard Life Insurance Company Ltd. is one of India's leading private insurance

companies, which offers a range of individual and group insurance solutions. It is a joint

venture between Housing Development Finance Corporation Limited (HDFC Ltd.),

India's leading housing finance institution and a Group Company of the Standard Life,

UK. HDFC as on December 31, 2007 holds 72.38 per cent of equity in the joint venture.

HDFC STANDARD LIFE

Products:

At HDFC Standard Life, we offer a bouquet of insurance solutions to meet every need.

We cater to both, individuals as well as to companies looking to provide benefits to their

employees. This section gives you details of all our products. We have incorporated

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various downloadable forms and product details so that you can make an informed choice

about buying a policy.

For individuals, we have a range of protection, investment, pension and savings plans that

assist and nurture dreams apart from providing protection. You can choose from a range

of products to suit your life-stage and needs.

For organizations we have a host of customised solutions that range from Group Term

Insurance, Gratuity, Leave Encashment and Superannuation Products. These affordable

plans apart from providing long term value to the employees help in enhancing goodwill

of the company.

Customer service

We at HDFC Standard Life are committed to maintaining the highest level of customer

service. Interacting with you via this website is an extension of this commitment.

We have designed the 'Customer Service' section keeping in mind all the information

you may want to seek regarding procedures such as paying your premium, various policy

servicing options, processing a claim and so on. We have also provided relevant forms

that can be downloaded easily for your us

HDFC Standard Life Insurance Company Ltd. is one of India's leading private insurance

companies, which offers a range of individual and group insurance solutions. It is a joint

venture between Housing Development Finance Corporation Limited (HDFC Ltd.),

India's leading housing finance institution and a Group Company of the Standard Life,

UK. HDFC Ltd. as on December 31, 2007 holds 72.38 per cent of equity in the joint

venture.

Key strengths

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Financial Expertise

As a joint venture of leading financial services groups, HDFC Standard Life has the

financial expertise required to manage your long-term investments safely and efficiently.

Range of Solutions

We have a range of individual and group solutions, which can be easily customised to

specific needs. Our group solutions have been designed to offer you complete flexibility

combined with a low charging structure.

Track Record so far

Our gross premium income, for the year ending March 31, 2007 stood at Rs. 2, 856

crores and new business premium income at Rs. 1,624 crores.

ABOUT THE TOPIC

Training and development (T & D) deals with the design and delivery of learning to

improve performance, skills, or knowledge within organizations. It emphasize the

importance of learning for the individual and the organization. In this context, employees

learn to sell insurance by acquiring relevant skills.

Training makes the organization

more effective and efficient in its day-to-day operations

Development is training to acquire new horizons or viewpoints, it is

required throughout the ranks in order for the organization to survive

Designing and rolling out a successful training program involves a variety of people

coordinating their efforts to achieve the desired outcome.

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IMPLICATIONS OF THE STUDY

To the organization

It enables the company to find out the extent of Training and development

provided to its employees

To improve the level of training and to know the impact towards employees in

their self empowerment.

To the researcher

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This project also helps me in the partial fulfillment of Master of Business

Administration Degree and gave an exposure towards the activities of training and

development carried out in the organization.

NATURE AND SCOPE OF THE PROJECT

This project examines the impact of training and development towards the employee

in HDFC Standard Life Insurance Ltd. The impact of training towards internal customers

is determined on the following factors

Attitude

Personality

Performance

Interpersonal skills

Reactivity

Team spirit

Loyalty

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RESEARCH METHODOLOGY

In general RESEARCH can be termed as an inquiry in to the nature of, the reasons for,

and the consequences of any particular set of circumstances. It is the process of finding

solution for a problem after a thorough study and analysis of the situational factors. It

tries to solve a complex and complicated problem through use of various tools and

techniques. These tools and techniques try to bring out a logical, accurate and scientificsolution to given problem.

METHODOLOGY as the name suggests is the method through which the problem or

situation is tackled. Managers in organization constantly engage themselves in studying

and analyzing issues and hence are involved in some form of research activity as they

make decisions at the work place. It involves a lot of factor like the research design,

sample size, segment, techniques of sampling, tools used etc all these steps and factors

put together to bring out a clear and accurate result.

The research methodology adopted for the present study has been systematic and was

done in accordance to the objectives set, which has been discussed in the earlier pages.

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RESEARCH DESIGN

A research is the arrangement of conditions for collection and analysis of data in a

manner that aims to combine relevance to the research purpose with economy in

procedure. In fact the research design is the conceptual structure within which research is

conducted; it constitutes the blue print for the collection, measurement and analysis of

data. The research design adapted in the study was descriptive study.

DESCRIPTIVE RESEARCH

Descriptive research includes surveys and fact finding enquiries of different kinds. The

major purpose of descriptive research is description of the state of affairs, as it exists at

present. The main characteristic of this method is that the researcher has no control over

the variables; research can only report what has happened or what is happening. A

descriptive study is undertaken in order to ascertain and be able to describe the

characteristics of the variable of interest in a situation. Descriptive studies are also

undertaken to understand the characteristics of organizations that follow certain common

practices.

SOURCE OF DATA

Data refers to information or facts. The two main sources of data for the present study

have been primary data and the secondary data.

PRIMARY DATA:

Primary data consist of original information collected for specific purpose. This project

relied on the response of the employees. Structured undisguised questionnaire was used

to collect the primary data. Telephone survey was used for this purpose.

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SECONDARY DATA:

Secondary data consists of information that already exists somewhere having been

collected for some other purpose. The secondary data is obtained from the company data

base, Textbooks, Internet and Journals.

SAMPLING PLAN

POPULATION:

Population or universe can be defined as the complete set of items, which are of interest

in any particular situation in case of population data is collected from each and every

unit.

SAMPLING UNIT:

This answers who is to be surveyed. The researcher must define target population that

will be sampled; once this is determined a sampling frame is developed so that everyone

in the target population has an equal chance of being selected.

SAMPLE:

Sample denotes the entire part of the universe, which studied and conclusion are

drawn on this basis for the entire universe.

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DATA COLLECTION PROCEDURE

Primary data was collected using the questionnaire. A telephonic interview was done by

the researcher for data collection. The respondents reference to each question was

carefully noted in the questionnaire. Their responses and suggestions were carefully

recorded and registered.

SAMPLING

a. Size

The sample consists of 30 employees of different designation from different

branches of insurance companies.

b.Area

The study is focused on HDFC Standard life Ltd in Chennai region.

c. Method

The sampling technique used is convenience sampling

DATA COLLECTION

Primary

The primary data is collected from the employees of the HDFC Standard Life Insurance

Ltd through the issue of questionnaire and personal interview.

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Secondary

The secondary data is collected from various human resource websites

TOOLS OF ANALYSIS

Simple statistical tools such as Questionnaire, tabulation, percentages are used in the

current research.

TOOLS USED FOR DATA ANALYSIS

Analysis techniques are used to obtain finding and arrange information in

a logical sequence from the raw data collected. After the tabulation of data the tools

provide a scientific and mathematical solution to a complex problem.

Charts

Percentage analysis

Weighted Average Method

1) CHARTBar charts and pie charts are used for analysis to get a clear idea about the

tabulated data.

2) PERCENTAGE ANALYSIS

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Percentage analysis shows the entire population in terms of percentages. It

reveals the number of belonging is a particular category or the number of people

preferring a particular thing, etc., in terms of percentage. In this study, the number of

people who responded in a particulars manner is interpreted in the form of percentages.

Each table has been calculated on the basis of percentage.

No of respondents

Percentage = ------------------------------ X 100

Total respondents

3) WEIGHTED AVERAGE METHOD

In the case of data involving rating scale & ranking, the weighted average

ranking method used. In this method, the net scores for each attributes are calculated and

analysis can be done as the basic of the net score in percentage obtained the formula is

given.

Weighted for column X no of respondents

Net Score = ---------------------------------------------------------

Total weight

Chi-square test.

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The chi-square test a fairly, simple and definitely the most popular of all

the other tools, the chi-square test is most widely used non-parametric tests in statistical

work. It makes no assumption about being sampled. The quantity chi-square describes the

magnitude of discrepancy between theory and observation.

n

2 = (Oi Ei )2

i=1 Ei

REVIEW OF LITERATURE

1.International Journal of Training and 1Development, Vol-77

.Schnelle.L.P.

Revenue cycle staff education; 3 views. (Nov 2001)

In this article, the author has proposed that the company program should provide training

for both new and existing employees thus support skill development, address adult

learning principle and use cost effective method. Training helps to reduce employee

turnover, improves compliance, decreases denial write-offs, and improves customersatisfaction and point of service collections

2.Asia Pacific Journal of Human Resources, Vol-32

.Morris.R.J., D.Yaross

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Customer service for security staff the CARES way: (Dec 2000)

In this article the author spells out the philosophy, elements and employee interactions of

their departments through the customer service strategy and developing a department

specific program.

3.International Journal of Training and Development, Vol-34

In this article which involves recruitment and retention, the researchers found that

training gives greater exposure to general practice at undergraduate level and could help

to promote general practice careers and better inform career decisions. Also that general

practice based postgraduate training that has been widely praised for good formal

teaching that met educational needs.

4.International Journal of Training and Development, Vol-20

This article reveals that the insurance organizations have suffered a steady decrease in

operating margins in recent years while facing increased competition and pressure to

provide ever- higher levels of customer service, quality of care and innovation in delivery

methodologies. Therefore in order to cope up with these, training has proved an essential

component and enables an effective tool to overcome the difficulties.

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5.Asia Pacific Journal of Human Resources, Vol-47

This article deals with training which provides them guidance by setting learning

objectives. The researchers found that the progressive change in society, in the work

environment and in organization are leading to change ., thus they felt this process

requires continual renewal of training curriculum. For this, quality system for training is

used as a management tool, aimed at identifying the training products required by the

complex customer system. This quality system anticipates customer need, satisfaction,

quality of service required and based on this training program was designed.

The training challenges were evaluated by asking participant to fill out the forms with

Likert scale based questions and students indicated that the training challenges

experience had contributed to their understanding and appreciation of multi-diciplinary

team work.

6.Medina-Walpole.A., J.Fonzi, P.R.Katz.

Academic career development of training. (Jun 2000)

This article has proposed that the training of new generation of academic leaders is

challenging in the one year of fellowship training.

7.Djibuti.M., G.Gotsadze, G.Mataradze, G.Menabde

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(Aug 2005)

The researchers found that HR is one of the important components in determining

performance of public system. The aim of this study was to access adequacy of HR of

insurance agencies to meet the needs and also the effectiveness.

8.Trends in Human Resource development and training. (May 1990)

According to these researchers training and development refers to a planned effort by an

organization to facilitate the learning of job-related behaviour on the part of its

employees. Training and development is also a means to provide employees with relevant

skills so as to improve the efficiency of their organization. This proposed that Training

is now considered to be learning related to present job while, development is learning

for growth of the individual which may not be related to a specific present or future.

9.Kane.R.L

A strategic look at Training and Development. (Aug 1986)

This paper describes the strategic approaches that the organization can take for training

and development and suggests that the choice of approach should be based on an analysis

of the organisations needs, management and staff attitudes, beliefs and the level of

resources that can be committed. This more strategic view point should be of use in

assessing efforts as well as when planning for the future.

10.Edwards Salas., Janis.A.Cannon-Bowers.

The science of training: a decade of progress. (May 2007)

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This article describes the progress in 5 areas of research including training theory,

training need analysis, antecedent training conditions, training methods and strategies and

post training conditions. This review suggest that advancement have been made that help

to understand the design and delivery of training in organization, with respect to theory

development as well as the quality and quantity of empirical research.

11.International Journal of Training and development, vol-23

This review provides a variety of recommendations as to how workers customer

orientation might be improved. Crucial factors in the process of transferring the contents

of service, the quality training program to practice, however, have not yet been

sufficiently analyzed. This study proposes and tests the models of transfer motivation and

training transfer via structural equation modeling.

12.International Journal of Training and development, vol-12

This study examined the impart of two post-training on- the- job supplements to a

training program focused on interpersonal skills development for newly hired managers-

self coaching and upward feedback. For this, samples were taken and the impact of

supplement was assessed by examining post-training performance.

13International Journal of Training and development, vol-7.

Error management training explicitly allows participant to make errors. The researchers

has examined their effects of error management instructions, goal orientation, and

attribute- treatment interactions on performance. A randomized experiment was

conducted. Results showed that short and medium term performance was superior for

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participants of the error training with error management instructions. This was crucial for

high performance effects of error training.

14Mun.Y.Yi., Fred.D.Davis.

Improving computer training effectiveness for decision technologies:

Behaviour modeling and retention enhancement. (June 2004)

This article proposes that effective training can prevent the lack of skill from impeding

potential effectiveness gains from decision technologies. The recent research indicates

that techniques based on behaviour modeling, which consists of computer skill

demonstration and hands on practice, are among the most effective for achieving positive

training outcomes. This research examines whether the estimated behaviour modeling

approach to software training can be improved by adding a retention enhancement

intervention as a substitute for, or complement to, hands-on-practice.

15.Training effectiveness measures and scoring schemes: A comparison

personnel psychology. (June 1991)

This paper examines a new criteria measure, comprised of scripted situations, for training

effectiveness and compares two scoring schemes-one based on judgments and one based

on empirical weights. It was believed that a measure based on job-related scenarios

would be more sensitive to detecting change due to training than would more traditional

training criteria, such as behaviour and performance rating scales. Results of the study

support this notion. The comparison of expert versus empirical scoring indicated that

empirical scoring produced significant results, while scoring based on expert judgment

did not. Implications of these findings are discussed in this article.

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MEASURING THE EFFECTIVENESS OF TRAINING

Organisations are under pressure to justify various expenses. The training budget is,

often, not exempted from this purview. There are a number of questions raised on the

value derived from training programmesboth directly and indirectly. Business heads

and training managers are under pressure to prove the effectiveness of training.

One of the most popular methodologies for measuring training effectiveness was

developed by Donald Kirkpatrick.

* Level 1: Reactions.

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At this level, we measure the participants reaction to the programme. This is measured

through the use of feedback forms (also termed as happy-sheets). It throws light on the

level of learner satisfaction. The analysis at this level serves as inputs to the facilitator

and training administrator. It enables them to make decisions on continuing the

programme, making changes to the content, methodology, etc.

*Level 2: Participant learning .

We measure changes pertaining to knowledge, skill and attitude. These are changes that

can be attributed to the training. Facilitators utilise pre-test and post-test measures to

check on the learning that has occurred. However, it is important to note that learning at

this level does not necessarily translate into application on the job.

Measuring the effectiveness of training at this level is important as it gives an indication

about the quantum of change vis--vis the learning objectives that were set. It provides

critical inputs to fine-tuning the design of the programme. It also serves the important

aspect of being a lead indicator for transfer of learning on to the job context.

*Level 3 : Transfer of learning.

At this level, we measure the application of the learning in the work context, which is

not an easy task. It is not easy to define standards that can be utilised to measure

application of learning and there is always this question that preys on the minds of

various people: Can all changes be attributed to the training?

Inputs at this level can come from participants and their supervisors. It makes sense to

obtain feedback from the participants on the application of learning on the job. This can

be done a few weeks after the programme so that it gives the participants sufficient time

to implement what they have learnt. Their inputs can indicate the cause of success or

failure; sometimes it is possible that learning was good at level-2, but implementation did

not happen due to system-related reasons. It can help the organisation deal with the

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constraints posed by systems and processes so that they do not come in the way of

applying learning.

* Level 4 : Results.

This measures effectiveness of the Programme in terms of business objectives. At this

level we look at aspects such as increase in productivity, decrease in defects, cycle time

reduction, etc.

Many organizations would like to measure effectiveness of training at this level; the fact

remains that it is not very easy to do this, as it is improbable that we can show direct

linkage. However, it is worthwhile making the attempt even if the linkage at this level is

indirect.

It is possible for organisations to measure effectiveness for all programmes at level-1 and

level-2. This can be built into the design of the training programme.

NEED OF TRAINING:

Basic Issues

Organisation of training for voting operations staff is a massive exercise that requiresclear lines of communication, accountability and control. There are two basic elements to

organising training:

defining a clear strategy for the training program, appropriate training delivery

methodologies, and materials development;

developing the detailed operational plans that define locations, identify and assign

trainers, assign voting station staff to training locations, produce and distribute training

and reference materials, and procure logistics needs.

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Consistency of Training

No matter whether centralised or decentralised structures (see Training Methodology) areused for training delivery, there will be a need for training accountability and some

organisation at a more centralised level. Voting operations staff need to deliver equitable,

impartial service and follow procedures in a consistent fashion, Allowing unsupervised

localised control of training will be counterproductive.

Centralised quality control, even where training is not directly administered centrally, will

assist in ensuring that training standards deliver this consistency. Areas where this is

essential will include:

content of trainers and voting operations officials reference materials;

content and presentation of training sessions;

provision of training to all voting operations staff by scheduled dates using an

appropriate training method;

training programs for voting operations staff trainers;

monitoring and evaluation of training performance.

It would be preferable if a standard set of training materials is produced, by the electoralmanagement body, for use in all voting operations training. If this is not feasible,

materials produced by other bodies should be approved by the electoral management body

before use.

The situation becomes more complex where local electoral management bodies areempowered to make their own arrangements for the conduct of elections for higher levels

of government.

Different equipment use and detail of procedures will make consistency across an election

for higher levels of government and standardisation of training impossible. This is not aninsurmountable problem and can be dealt with effectively by ensuring that there is some

central oversight, if only advisory, to ensure that:

an adequate level of training is provided to all officials in all jurisdictions, perhaps

through a system of formal accreditation of local training programs;

reference materials provided are accurate and emphasise the application of principles of

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equity, impartiality, and service, even if they may vary in procedural details.

Management of Training Implementation

Organisation of the operational details of training will generally be more effectivelyundertaken at a more local level. The large number of training sessions that will need to

be undertaken, especially for national elections, may create decision bottlenecks if all

operational decisions are made at a central level. How much can be organised locally will

depend on the structure and methodology used (see Training Methodology).

Simultaneous or mobile team training methods will require greater organisation from a

central level in planning training schedules, materials distribution, and often trainer

transportation arrangements. However, decentralised management will generally be more

responsive to local needs in the following areas:

distribution of training materials;

assigning staff to training sessions or if not trained face-to-face, overseeing self-directed

training;

determining appropriate training timing within scheduling limits;

reserving training facilities and arranging for equipment;

organisation of transportation for trainers and trainees

BENEFIS OF TRAINING

Typical Reasons for Employee Training and Development

Training and development can be initiated for a variety of reasons for an employee or

group of employees, e.g.,:

When a performance appraisal indicates performance improvement is needed

To "benchmark" the status of improvement so far in a performance improvement

effort

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As part of an overall professional development program

As part of succession planning to help an employee be eligible for a planned

change in role in the organization

To "pilot", or test, the operation of a new performance management system

To train about a specific topic

Typical Topics of Employee Training

1. Communications: The increasing diversity of today's workforce brings a wide

variety of languages and customs.

2. Computer skills: Computer skills are becoming a necessity for conducting

administrative and office tasks.

3. Customer service: Increased competition in today's global marketplace makes it

critical that employees understand and meet the needs of customers.

4. Diversity: Diversity training usually includes explanation about how people have

different perspectives and views, and includes techniques to value diversity

5. Ethics: Today's society has increasing expectations about corporate social

responsibility. Also, today's diverse workforce brings a wide variety of values and

morals to the workplace.6. Human relations: The increased stresses of today's workplace can include

misunderstandings and conflict. Training can people to get along in the

workplace.

7. Quality initiatives: Initiatives such as Total Quality Management, Quality

Circles, benchmarking, etc., require basic training about quality concepts,

guidelines and standards for quality, etc.

8. Safety: Safety training is critical where working with heavy equipment ,

hazardous chemicals, repetitive activities, etc., but can also be useful with

practical advice for avoiding assaults, etc.

9. Sexual harassment: Sexual harassment training usually includes careful

description of the organization's policies about sexual harassment, especially

about what are inappropriate behaviors.

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General Benefits from Employee Training and Development

There are numerous sources of online information about training and development.Several of these sites (they're listed later on in this library) suggest reasons for

supervisors to conduct training among employees. These reasons include:

Increased job satisfaction and morale among employees

Increased employee motivation

Increased efficiencies in processes, resulting in financial gain

Increased capacity to adopt new technologies and methods

Increased innovation in strategies and products

Reduced employee turnover

Enhanced company image, e.g., conducting ethics training (not a good reason for

ethics training!)

Risk management, e.g., training about sexual harassment, diversity training

facilities.

Specialized computer equipment

Administration (such as registration procedures or confirmation notices)

All the relevant costs, divided by the anticipated number of participants, gives the

cost per participant.

Determine the potential savings generated.

These savings might include:

Fewer errors

Reduced customer turnover

Less equipment downtime

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Increased revenue collection

Faster equipment startup time

Reduced employee turnover, when turnover is attributable to poor supervision

Proper implementation of new customer strategies

Higher workplace morale through more effective management practices

Less time lost to grievance hearings and work stoppages because of ineffective

supervision

Reduced recruitment costs (because training can create more job-ready candidates

for promotions)

Maximized productivity of new employees through efficient orientation training

Compare the costs to savings.

Multiply the cost per participant by the total number of participants.

Multiply the savings per participant by the total number of participants.

Compare your figures to establish your business case for training.

TRAINING AND DEVELOPMENT IN HDFC

Training and development (T & D) deals with the design and delivery of learning to

improve performance, skills, or knowledge within organizations. It emphasise the

importance of learning for the individual and the organization.In this context, employees

learn to sell insurance by acquiring relevant skills.

Training makes the organization more effective and efficient in its day-to-

day operations

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Development is training to acquire new horizons or viewpoints, it is

required throughout the ranks in order for the organization to survive

Designing and rolling out a successful training program involves a variety of people

coordinating their efforts to achieve the desired outcome.

Focus Areas

Training Management Plan

Systems Approach to Training (SAT)

Training Process Flows

Training Management Plan

Staff Training

This training can be given to two categories of employees which includes

Existing (training is provided for 100 hrs.)

New (training is provided for 50 hrs.)

Training can be provided in 3 types, such as Induction(monthly twice)

New Hire training(monthly once /twice)

On Job Training(8 hr training per day)

Activities that are carried out includes

Need assessment

Deliver

Feedback

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Analyze

Systems Approach to Training

It is a planned creation of a training program.

It is an approach which implies what kind of training has to be given ,to whom ithas to be given, when it is to be given etc..

It includes three basic functions

A. Input: People who need to acquire skills

B. Process Learning takes place within the system

C. Output: Trained people

Concept OF ADDIE

1. Analyze system, TNA, instructional setting

2. Design structure, learning objectives

3. Develop instructional module, methodology

4. Implement management plan, conduct training

5. Evaluate - to ensure it is accomplishing what it is supposed to

Training Process

This is the process around which our entire training program is revolving. To make you

aware of the background we started with a TNA, based on which modules were created,

classroom training was planned. But while implementation we realized that the

instructional setting was not delivering results. So the focus shifted to OJT, initially there

were apprehensions but soon as the trainer became part of the operations and startedspending the whole day at SAP, training started showing up. This had lead to the OJT to

be the success key.

Sometimes certain steps may be bypassed. For example, if a training problem comes to

you, the task identification steps will be skipped since you know which task needs

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trained. Similarly, the course material being provided to you is ready for use so you need

not review existing material and you need to is to select the instructional setting best

suited to your location. The more technical the module is, closer you need to follow the

model.

NEW HIRE TRAINING PROCESS

Recruitment team coordination

FC : staff ratio (60% technical and 40% soft-skills)

Venue

Pre-assessment

Deliver modules and role-plays

Post-assessment, feedback

Work Readiness

Monthly assessment

Counseling

A. Pre-assessment forms

Assess both Technical and soft-skills

Baseline assessment to identify level of Trainees

Low raters, special attention

B. Monthly new-hire training planner

8 day intensive training program

Schedule technical, soft-skills, operations, ATM and IT modules

E-mail to all trainers, operations by 12th of the month

C. Post-assessment forms

Assess both Technical and Soft-skills

Reflect on trainees understanding and knowledge of modules

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SDP PROCESS

ON THE JOB PROCESS

Fist SAP visit or next visit

Observe working, demonstrate counter handling

Judge individual gaps

Deliver modules

Quote live customer handling instances and suggestions

Technical knowledge

SAP datasheet and training records

Customer feedback, trainees feedback

Training impact

Reporting

Follow-up

MONTHLY TRAINING PLANNER

Training planner by every 5th of the month.

E-mail to Training coordinator and operations

Schedule SAP OJT 40-60% of working days

Induction and new hire training days

Monitor training days p.m. (proposed vs. actual)

TRAINING FORMAT

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1. Training Need Identification

2. Training Need Analysis

3. Monthly Induction planner

4. New Hire training

Pre-assessment form

New hire training planner

Post-assessment form

5. Monthly Training Planner

6. SAP OJT

SAP Data Sheet

SAP Trainees Record

Supervisor Competency Identification

TRAINING ANALYSIS

1. Training Feedback

2. Training impact

3. Monthly assessment forms

4. Supervisor data monitoring and evaluation indicators

5. Staff data monitoring and evaluation indicators

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TRAINING FEEDBACK

After OJT / new hire training

Evaluate the Trainees reaction.

Rate the content, session, delivery by trainer, practicality, etc.

CUSTOMER SERVICE AND IMPACT OF TRAINING

Measured after OJT

End users Branch supervisor

Rate employees on technical and soft skills

Concept understood, not understood, implemented

2nd generation Supervisor identification

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MONTHLY ASSESSMENT FORM

Complete orientation to pharmacy duties and tasks

Close monitoring to ensure continuous improvements take place

Counselling

TRAINING EVALUATION AND MIS

Purpose

1. Feedback - effectiveness of the training activities

2. Control- provision of training

3. Intervention- Organizational process that affect training.

Evaluation is a state of mind rather than set of Techniques

BENEFITS OF EVALUATION

Improved Quality of Training Activities.

Improved ability of the Trainers to relate inputs to outputs.

Better co operation between trainers and line-managers in the development of

staff.

Evidence of the contribution that training and development are making difference

to the organization.

MONITORING AND EVALUATION

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Supervisors M&E plan

1. Monitoring

No. of SDP conducted, no. Of FC trainees, training impact

2. Evaluation

SDP efficiency, % trainees confirmed in 3 months, staff performance

4. Utilization of training formats

SUPERVISOR TRAINING MIS

Monthly record qualitative and quantitative inputs

Track the SDP progress quarterly

Track supervisors growth plan

STAFF TRAINING MIS

Track employee training and retraining activities

Improves efficiency of Training program

Kirkpatricks 4 level Evaluation Model

Training programs should be evaluated on four levels:

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1. Reaction: What are the participants' feedback on the training? This is typically

measured through a survey and usually covers such items as program

methodology, group and individual exercises, quality of materials and media,

facilitator capabilities, facilities, etc.

2. Learning evaluation: This is the process of collecting, analyzing and reporting

information to assess how much the participants learned and applied in the

learning environment.

3. Application to the job: This step assesses the degree to which the knowledge,

skills and abilities taught in the classroom are being used on the job.

4. Evaluating the impact and ROI: This is the process of determining the impact of

training on organizational productivity, improved customer satisfaction and the

organization's strategic business plan. What is the change in business metrics

attributable to training? What is the return on the training investment (typically

calculated by dividing the net dollar value of the benefit by the costs of training)?

Level Measurement focus Questions addressed

1-Reaction Trainees' How well the trainees liked the

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perceptions training?

2-LearningKnowledge/skills/

Did the participants learn anything?

3-Performance Perform at work Do they use new knowledge/skill at work?

(Behaviour)

e.g. Monthly Assessment,

Training impact

- OJT

4-Results Impact on

organization

What impact training has achieved for the

organization?

e.g. Customer Satisfaction, Servicedelivery

ATTRITION IN HDFC STANDARD LIFE DUE TO LACK OF

TRAINING

Attrition an overview

Attrition: A gradual, natural reduction in membership or personnel, as through

retirement, resignation, or death.

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One of the greatest strategies of War had been the strategy of attrition warfare, defined in

military terms as a strategy of warfare that pursues victory through the cumulative

destruction of the enemys material assets by superior firepower.

Metrics like body counts and terrain captured measure the progress of battle. On the

opposite end of the spectrum is maneuver warfare. All warfare involves both maneuver

and attrition in some mix. The predominant style depends on a variety of factors such as

the overall situation, the nature of the enemy and most importantly, on attackers

capabilities. The silent firepower of attrition which causes no less harm to Human capital

assets, as compared to the enemys material assets as in the definition above.

APQC (American Productivity and Quality Centre) has made several recommendations

to raise awareness of the problem of knowledge attrition, which include

1. Identifying a burning platform or issue related to knowledge loss

2. Looking for windows of opportunity through champions who are willing to try out

knowledge retention approaches.

AQPC has categorized three knowledge types that are under attack through attrition.

This includes

1. Cultural knowledge This includes management practices, values, and respect for

hierarchy, and decision flows.

2. Historical knowledge this includes the organizations journey from the day it was

founded till the present

3. Functional knowledge this includes technical, operational, process and client

information

Thus from the attackers point of view, depending on which type of knowledge it needs

form the competitor, the recruitment strategies are also sorted out accordingly. It is

evident therefore, that attrition rate among junior employees (2-4 yrs) would be higher for

the functional knowledge part associated with technical and operational processes.

At higher levels, the attrition warfare would be more for gaining historical knowledge

(Business portfolio changes down the years, etc) and cultural knowledge from the

competitors.

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From the organizations point of view, the counter strategy is to predict attrition zones

which depend on the criticality or type of knowledge that is at important to the

organization, and thereby evolve plans to counter loss of human assets from those

positions. Once we realize this, the next step is to come out with concrete plans to prevent

attrition, which can only be forecast using data and trends available. Some of the worlds

best practice organizations have tried capturing data to predict attrition on the long run,

and done that in different ways.

Attrition and Knowledge Management Loss of Historical and Cultural knowledge

From the attackers perspective, one of the parameters to measure effectiveness of

corporate attrition warfare might be acceptance to offer ratios. But from the perspective

of the organization that has to cope up with this ever-growing problem, the problems

associated are larger.

Attrition is a pain area in any organization that intends to have a knowledge management

system in place. In a famous article1, attrition (through normal retirement or through

resignations) has been discussed as one of the pain areas in the field of KM, because

vacancy of a position might be easier to fill in through the proper people-sourcing

approaches, but filling in the knowledge gap is not. This is particularly in context of a

tough economy where the concept of all-size-fits-all is no longer working, and vacancy of

a position by attrition is basically vacancy of a knowledge-base, and this vacancy in

knowledge base cannot be filled in by any person.

This is precisely what is referred to as tacit knowledge, which most organizations today

are grappling to capture and retain. This closely pertains to what AQPC referred to as the

Cultural and Historical knowledge, in addition to the Individual or Proprietary knowledge

that goes off without being codified and migratory, and therefore is never assimilated in

the organization as invisible knowledge. This can be exemplified better through the

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typical knowledge-cycle of an organization as shown below, originally by Takeuchi and

Nonaka.

TRAINING IMPACT FORM

S.NO PARAMETERS Very

helpful

Average

Not

helpful

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1 To what extent thetraining program is

helpful to you?

2

Is the training duration

sufficient to get therequired knowledge?

Yes No

3How do you rate the

course content of the

training program?

Excellent

Good

Average

Poor

4 How far your interpersonal skills have

been improved after

training?

5 How far the traininghelped you to acquire

knowledge?

6 How do you feel thepractical applicability of

the training?

7

Is the training program

handled by the competent

faculty?

Yes No

8 Is it very important to

maintain team spirit within your fellow employees?

9 Whether training builds

your confidence while

facing customers?

10 Whether training makes

you to understand theimportance of honesty,

grooming, discipline,

punctuality.

11 Which of the following isimportant to thecustomer?

a)Quality

b)Product

c)Service

d)All the above

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12 What do you feel the bestaspect of the training

offered here?

a)Technical skills

b)Interpersonal skills

c)Behavioral skills

d)All the above

13

Whether training program

is supportive to you?

Yes No

14 Did the training program

meet your expectations?

15 As a whole how would

you rate the training

program?Excellent Good Average Poor

INTERPRETATION

1. To what extent the training program is helpful to you?

Table 7.1

Very helpful 30

Interpretation:

All the employees who attended the training program had said that it is veryhelpful in their job.

2. Is the training duration sufficient to get the required knowledge?

Table 7.2

Yes 30

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Interpretation:

Almost all the employees felt that the training duration was sufficient to get the required

knowledge that is necessary for providing service

3. How do you rate the course content of the training program?

Table 7.3

Excellent 10

Good 20

Interpretation:

About 30% of the employees rated that the content of the training program isexcellent and the remaining 70% felt that it was good.

4. How far your interpersonal skills have improved after training?

Table 7.4

Excellent 14

Good 16

Interpretation:

68% of the employees said that their interpersonal skills have improved after

training.

5. How far the training helped you to acquire knowledge?

Table7.5

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Excellent 20

Good 10

Interpretation:

42% of the employees felt that the training program had helped them to acquire

knowledge and made them improve excellently and 58% of them felt it was good.

6. How do you feel the practical applicability of the training?

Table 7.6

Excellent 20

Good 10

Interpretation:

About 46% of the employees felt that the practical applicability of the training isexcellent and 54% felt that it was good.

7. Is the training program handled by the competent faculty?

Almost all the employees who had attended the training program felt that the training

program was handled by the competent faculty.

8. Is it very important to maintain team spirit with in your fellow employees?

All the employees suggested that it is important to maintain team spirit with in theirfellow employees.

9. Whether training builds your confidence while facing customers?

Almost all the employees felt that their confidence while facing customers has been

improved after training which help them to improve their morale.

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10. Whether training makes you to understand the importance of honesty, grooming,

discipline, punctuality?

All the employees felt that training had greatly influenced on their improvement inpersonality and discipline.

11. Which of the following is important to the customer?

Table 7.7

Quality 4

Service 10

Product 10

All the above 6

Interpretation:

It was estimated that 46% gave the answer as service,12% said that it was product,

8% as quality and 34% said that it was the combination of all these.

12. What do you feel the best aspect of the training offered here?

Table 7.8

Technical skills 2

Inter-personal skills 5

Behavioural skills 18

All the above 5

Interpretation:

About 36% of the employees felt the aspect was the behavioural skills, 10% of themfelt it was inter personal skills, 4 % as technical skills and the remaining 50% of them

said it was the combination of all.

13. Whether training program is supportive to you?

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Almost all the employees felt that the training program was helpful to them and is was

supportive to them for their better performance.

14. Did the training program meet your expectations?

All the employees felt the training program had met their expectations in various aspects

which helped them to improve their service.

15. As a whole how would you rate the training program?

Table 7.9

Excellent 20

Good 10

Interpretation:

About 46% of the employees felt that the training program gave an excellent experience

to them and 54% of them rated it very good.

ANALYSIS AND INTERPRETATION

Table indicating the employees gender

Response No. of Respondents

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Male 20

Female 10

Total 30

FINDINGS:From the above table it was found that 63.64% of the respondents are male

and 36.36 % of the respondents are female.

INFERENCE:

It can be inferred that majority of the respondents are male.

CHART INDICATING THE EMPLOYEES GENDER

Percentage of Respondents

63.64

36.36

Male

Female

CHART INDICATING EMPLOYEES EXPERIENCE

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30.9

17.45 18.18

24

9.47

0

5

10

15

20

25

30

35

Less than 6 months 6 months 1 year 1 year 3 years 3 years 5 years Above 5 years

FINDINGS:

From the above chart it was found that 30.9% of employees are

having the experience of less than 6months.

INFERENCE:

It is inferred that most of the employees are having less experience.

CHART INDIACATING THE RESPONDENTS SALARY AT HDFC

STANDARD LIFE

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27.27

21.81

34.54

13.45

2.93

0

5

10

15

20

25

30

35


< than 100,000

100,000 200,000

200,000 300,000

300,000 400,000

> than 400,000

FINDINGS:

From the above chart it was found that 35.54% of employees are getting

high salary.

INFERENCE:

It is inferred that most of the employees are paid with high salary.

CHART INDICATING THE REASONS FOR ATTRITION

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Percentage

13.09%

5.81%

25.81%

8%

4%

5.45%

2.54%

1.09%

11.27%

2.54%

15.63%

4.72%

0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00%

Higher

salary

Better

prospects

Domain

shift

Higher

studies

Work

pressure

Shift timings

Need better

TL

Lack of

recognition

Family

reasons

Own

business

Personal

health

Relocation

52.7

2%

13.09

%

34.1

9%

CareerProspects

Organizationalreasons

Personalreasons

FINDINGS:

The chart shows major of the employees in an insurance company leave the

organization because of the work pressure and stress.

INFERENCE: It is inferred that the work pressure makes the employee for leaving the

organization.

CHART INDICATING RESPONDENTS OPINION ON THE

UNFAVORABLE FEATURES AT HDFC STANDARD LIFE

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19.27

4.72

19.27

7.66

26.18

10.18

12.72

0 5 10 15 20 25 30

Extended shift timings

Food facility

No career growth

Problems in team

Salary

Shift timings

Transport

FINGINGS:From the above chart it was found that 26.18% of employees think salary

was the unfavorable aspect.

INFERENCE:It is inferred that salary is the unfavorable aspect in the employees

perception.

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CHART INDICATING RESONDENTS OPINION ON HDFC

STANDARD LIFE WORK CULTURE


25.1

57.45

15.27 2.18

Excellent

Good

Average

Fair

FINDINGS:

From the above chart it was found that 25.1% of employees prefer the work

culture.

INFERENCE:

It is inferred that most of the employees like the work culture of HDFC

Standard Life.

CHART INDICATING THE OPINION OF THE EMPLOYEES ON THE

ASSISTANCE PROVIDED BY HDFC STANDARD LIFE IN FULFILLIN

THEIR CAREER GOALS

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40%

43%

17%

Agree

Moderate

Disagree

FINDINGS: From the above chart it was found that 40% of employees agree thatcareer progression is available.

INFERENCE: It is inferred that most of the employees are aware of careerprogression held in HDFC Standard Life.

OVERALL INTERPRETATION

The overall training and development program had a good impact

on the employees to improve themselves, to get moulded up on their duties and

responsibilities and to implement the best way of service to the organization and

thus, enable the to organization in the competitive environment.

QUOATATION ABOUT TRAINING AND DEVELOPMENT

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"Organizations are crying out for professionalism and business etiquette training! If

you're a trainer or consultant looking for a turnkey program that will give you

instant business and a competitive edge...check this out!"

Sarah Michel

"This workshop was a huge success in our organization. It was like a light went on

inside of our employees, they really got it. I've noticed a big difference in their

attitude but more importantly, our customers have noticed it too. Priceless."

Mark Purdy

President and CEO

TRL Systems, Inc.

"Awesome!!! I love it all! The facilitator guide gives all the detail needed to lead the

workshop. It's great to have so much information on how to run all of the activities.

Great job!"

Peter Kay

President, Innovations86

"As a business owner, I really appreciate a training program that motivates and

inspires as well as provides practical, actionable information. This workshop

does both very well, and at a great price too!"

Janet Lofty

Vice PresidentFalcon Electric

LIMITATIONS OF THE STUDY

a. Temporal :

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The period of study is limited , hence only a sample of 30 employees of the total

population were considered

b. Area/Geographical :

The study is limited to Do in Chennai alone.

c. Conceptual :

The data given by the employees are the basis for the analysis of their Training

impact level, which may be influential.

d. Analytical :

Since the study was related to the perceptions of the employees, although the

statistical analysis plays a major role.

e. Procedural:

In the study the method of data collection being questionnaire and personal

interview, data is limited to the extent of data generation available through this

method.

FINDINGS

All the employees who attended the training program had said that it is very

helpful in their job.

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About 30% of the employees rated that the content of the training program is

excellent and the remaining 70% felt that it was good.

68% of the employees said that their interpersonal skills have improved after

training.

42% of the employees felt that the training program had helped them to acquire

knowledge and made them improve excellently and 58% of them felt it was good.

About 46% of the employees felt that the practical applicability of the training is

excellent and 54% felt that it was good.

Almost all the employees who had attended the training program felt that the

training program was handled by the competent faculty.

All the employees suggested that it is important to maintain team spirit with in

their fellow employees.

Almost all the employees felt that their confidence while facing customers has

improved after training which help them to improve their morale.

All the employees felt that training had greatly influenced on their improvement

in personality and discipline.

It was estimated that 46% gave the answer as service,12% said that it was product

and 34% said that it was the combination of all these.

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About 36% of the employees felt the aspect was the behavioural skills, and 50%

of them said it was the combination of all.

Almost all the employees felt that the training program was helpful to them and is

was supportive to them for their better performance.

All the employees felt the training program had met their expectations in various

aspects which helped them to improve their service.

About 46% of the employees felt that the training program gave an excellent

experience to them and 54% of them rated it very good.

SUGGESTIONS

Training and development plays a vital role in the organization for its development and

to uplift its reputation. This enables to withstand in the competitive environment. This is

because the training makes the employees know their responsibility and role in the

organization and shape themselves according to the work environment. By this way the

employee will learn the unknowns and implement his knowledge according to the needs.

The training had greater impact on employees as it had helped them to improve their

skills and knowledge and their ability to cope up with unfavourable situations. Training

had equipped them with personality development and behavioural aspects. In this way,

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they perform their job well and take the organization to its peek, maintaining the

goodwill of the organization.

Thus training and development had a good impact in delighting the customers as they

train their newly hired employees in the way of serving customers effectively. This made

the customers to move to HDFC Standard Life Insurance Ltd during each purchase.

CONCLUSION

Thus training is an investigation which is undertaken to determine the nature of

performance, problems in order to establish the underlying causes and how these can be

addressed by training.

Training helps the organization, the individual and the human relations of the work

group. According to Defenzo and Robbins both training and development are similar in

learning methods but only their time frames differ.

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Training is more present day oriented. It focuses on individuals current jobs, enhancing

these specific skills and abilities to immediately perform their jobs.

On the other hand employee development generally focuses on future jobs in the

organization and on the employee personal growth.

RECOMMENDATIONS

I would suggest the following recommendations to HDFC Standard Life Insurance Ltd:

Almost all the employees have the sense of pride in working with HDFC standard

life Ltd still they feel that they need training based on practical implementation.

Since operative level people are attending the training program, jargons can be

avoided and what ever they need can be given in more understandable manner.

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A fair and transparent training program will increase the morale of the employees.

The management can concentrate on the inadequate manpower supply in the

existing branches to ensure that the customer service time is reduced.

There need to be a separate team working on home delivery, so that the time and

distance traveled can be optimized.

Training the employees to have knowledge about the availability of insurance

policies.

The operations management team should build seamless communication with

each branch to ensure that the policies are delivered on time to reduce the number

of customers turned off.

.

BIBILIOGRAPHY

Article on Integrating errors in to the training process by Doerte Heimbeck Vol-

56 (June 2003)

Review of literature from the Journal of Applied Psychology on training by.

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Article on Revenue cycle staff education from the journal from Asia Pacific

Journal of Human Resources by Schnelle.L.P. Vol-24

Review on Training and its impact on original commitment among lodging

employees from Journal of Hospitality and Tourism Research by

Wesley.S.Roel., Skip Swerdlow . (May 1999)

Pg no. 463, Human resource management, Fifth edition, Raymond A Noe, John R

Hollenbeck, Barry Gerhart, Patrick M Wright

Pg no.232, Personnel and Human Resource Management by P.Subbarao,

Himalaya publishing house

ANNEXURE

S.NO PARAMETERS Very

helpful

Average

Not

helpful

1 To what extent the

training program ishelpful to you?

2

Is the training duration

sufficient to get the

required knowledge?

Yes No

Poor

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3 How do you rate thecourse content of the

training program?

Excellent Good Average

4 How far your

interpersonal skills have

been improved aftertraining?

5 How far the traininghelped you to acquire

knowledge?

6 How do you feel the

practical applicability ofthe training?

7

Is the training programhandled by the competent

faculty?

Yes No

8 Is it very important to

maintain team spirit with

in your fellow employees?

9 Whether training builds

your confidence whilefacing customers?

10 Whether training makes

you to understand the

importance of honesty,

grooming, discipline,punctuality.

11 Which of the following is

important to the

customer?

a)Quality

b)Product

c)Service

d)All the above

12 What do you feel the best

aspect of the trainingoffered here?

a)Technical skills

b)Interpersonal skills

c)Behavioral skills

d)All the above

Yes No

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13 Whether training programis supportive to you?

14 Did the training program

meet your expectations?

15 As a whole how wouldyou rate the training

program?Excellent Good Average Poor

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