A

PROJECT REPORT

ON

“Employee Training & Development in Indo Simon Electric pvt ltd Haridwar”

SUBMITTED IN THE PARTIAL FULFILMENT OF

“MASTER OF BUSINESS ADMINISTRATION”

(TWO YEAR FULL TIME PROGRAMME)

SUBMITTED BY UNDER THE SUPERVISION OF

MOHD SAHEEM AKHTAR Ms. ANAMIKA SHARMA

MBA. (SEM. III)

Batch – 2011-2013

QUANTUM SCHOOL OF TECHNOLOGY Mandawar (22 Km Milestone), Roorkee – Dehradun Highway (NH 73)

ROORKEE – 247 662

QUANTUM SCHOOL OF TECHNOLOGY Mandawar (22 Km Milestone), Roorkee – Dehradun Highway

(NH 73)

ROORKEE – 247 662 Contact No.: 0132 – 2781728, +91 – 9319909777

CERTIFICATE

This is to certify that the summer training report titled, “EMPLOYEE

TRAINING & DEVELOPMENT” is an original work carried out by Mr.

SAHEEM AKHTAR, a student of MBA 3rd Semester of QUANTUM SCHOOL

OF TECHNOLOGY, ROORKEE, (Batch 2011-2013).

This Project report has been submitted in partial fulfillment of award of

MASTER OF BUSINESS ADMINISTRATION.

(SIGNATURE) (SIGNATURE)INTERNAL GUIDE H.O.D.

ACKNOWLEDGEMENT

Words are inadequate to express my gratitude to the Indo Simon – Indo Simon for giving me

an opportunity to undergo the practical training in their company and extend me full

cooperation, enabling me to successfully complete this project report.

I am thankful to my guide and friends who have helped and supported me to make this project

a success.

I am particularly grateful to Mr. Sudheer Tiwari- INDO SIMON for his cooperation extended

to me by providing necessary information & timely help.

I am also obliged and indebted to, my internal guide for the valuable suggestions and

encouragement in completing this project successful

MOHD.SAHEEM AKHTAR

MBA 3rd sem

EXCUTIVE SUMMARY

Management ideas without any action based on them mean nothing.

That is why practical experience is vital for any managementstudent. Theoretical studies in the 

classroom are not sufficient tounderstand the functioning climate and the real problemscoming

in the way of management of Men, Materials, Machine and Money, So practical exposure are

indispensable to such courses. Thus, practical experiences are as a supplement to the classroom

studies. It offers an exposure to real practical of management in various organizations. It

exposes invaluable treasures of expenses to a student. This project deals with “project on

training & development of Indo Simon electric private ltd Haridwar. It was

my fortune to do this project. I learnt a lot of new things which could never been learnt from

theory classes. This research project is presentation of my summer training. In the first phase

of the research project, there is a introduction of electric industry, company profile Indo Simon

and other things of Simon are given.

The research study was limited to Indo Simon region. Here, in my project I have contacted the

respondents through personal interviews with the help of questionnaires. The main objective of

the research is to do the survey to check the skills of employee. In the last phase of the report

findings, suggestions and conclusions have been drawn. The success of the company lies in

strict quality control, manufacturing facilities, , Well developed Industry with Strong

Manufacturing Base, Access to pool of highly trained scientists, both in India and abroad,

Strong hr network.

OBJECTIVE OF THE

STUDY

Objectives of study

PRIMARY OBJECTIVE

The primary objective of my study at Indo Simon to lay down the foundation of training and

development.

SECONDARY OBJECTIVE

The objective of my study about employees training and development to improve the current

process of employees training and development at Simon.

a) My another objective is to apply my learning in the area of Human Resources so that I gain

significant practical and Understand the nature and importance of training and development

and identify the various inputs that should go into any programme.

b) Delineate the different stages in a training and development programme and describe each

step.

c) Understand the need for and the ways of training for international assignments.

CONTENTS

Certificate of Faculty Guide ICertificate from Organization II Acknowledgement IIIContents IVExecutive Summery V Objectives of study VI

1. About Company2. About Topic 3. Research Methodology

a) Sample sizeb) Sample unit/profilec) Method of Samplingd) Locatione) Parameters of Studyf) Method of data collectiong) Toolsh) Limitations

4. Analysis & findings5. Recommendations6. Conclusions7. Bibliography

THE-HISTORY-OF-INDOSIMON

Indo Asian Fusegear Limited India’s leading manufacturer of electrical equipment and

INDO SIMON A JOINT VENTURE

Indo Simon, an established name in the field of world class switching products has entered in

to the Indian market. We believe that the Indian consumers are now open to the inventions of

the latest global technologies. Nowadays people are more concerned about their safety and want

to explore the very best in aesthetics and usage. The buyers in the country are looking for a name,

which they can trust.

Indo Simon believes that the quality of life can be improved with the effective usage of smart

technology. We can help people achieve a simpler and better-looking life.

The company realizes that every customer has a specific need and individual taste. Hence, Indo

Simon provides tailor made solutions to satisfy the customers' need. Our understanding of the

Indian markets comes from years of experience .We can put this understanding into every product

we manufacture. We believe we can bring all of this and more. We believe its time to Switch!

J V DETAILS

Indo Simon, a joint venture between two giants Indo Asian and Simon holdings, is a specialist

providing innovative equipments aided by the most advanced technology. The individually

crafted products of the company are specially designed keeping in mind the safety and security

of the consumers.

The company is all set to begin its commercial operations in the country, and with the

advantage of the alliance it is sure to reap benefits. Simon Holdings Spain is a 93 -year-old

organization renowned world over for its products and technical knowhow. Indo Asian, a 50-

year-old enterprise, has been ruling the Indian market with its pioneer electrical products

spanning across a wide network to ensure reach across the country.

With its state of the art manufacturing plant in Haridwar, which has the latest technology, Indo

Simon is all geared to storm the Indian markets with its high quality products catering to the

complete switching solution of the country.

Vision

We believe India is ready for the latest global technology. The Indian consumer wants to

explore the very best in aesthetics and usage. In a market flooded with options that may or may

not be dependable, the buyers in this country need a name they can trust .We believe smart

technology can impact the quality of life. It can make life easier, safer and better looking .We

believe each customer has a specific need and taste. And solutions should be tailored to

customer's need. Our understanding of the Indian market comes from years of experience. We

put this understanding into every product we manufacture .We believe we can bring all of this

and more. Indian homes and offices now demand to be at par with the world. The time for

change has come and gone We believe its time to switch!

Injection molding m/cs - 60t, 100t, 180t Assembly lines Laboratory

Tool-room , Power back-up ,Mould Temperature Controllers & De-humidifiers

Used to get high shining finish, smooth working of m/c

Consistent properties of material, Eliminates bubbles, cracks, material brittleness by

taking the moisture out of the plastic raw material

Head Office

Plant (Haridwar)

Sales & Service SupportPatna

Sales Office & Distribution Centers

(J&K/ Himachal Pradesh/ Punjab/ Chandigarh/Uttrakhand/ Haryana/ Rajasthan/ Delhi/ U.P./

Gujarat/ Ahmadabad/ Surat/ Maharashtra Mumbai/ Pune/ Goa/ Andhra Pradesh/Karnataka/

Tamil Nadu/ Kerala/ Indore etc. )

BEYOND BUSINESS

Indo Simon, is not just an alliance between technology and expertise of Indo Asian and

Simon holding, but also in reaching out and ensuring better lives .Simon holding:

• Global compact, an initiative to ensure human-rights, labor standards and elimination of

corruption while working towards saving the environment.

• Integral Development of the village of Vemulagondi in the Anantapur district - India.This

project will be carried out with the Vicente Ferrier Foundation, and consists of integral

development of various specific projects, with the aim of covering the basic needs of the

village of Vemulagondi, in the south eastern district .The success of this project will benefit

126families.

Customer specific

Our service is dedicated to each customer individually .That is why we bring an

extensive spectrum of switch in solutions that cater to every need. Our product range goes

from the very latest in switching to network automation and everything in between. With

innovation and expertise we have successfully created solutions for homes, hotels, hospitals

and other commercial buildings.

PRODUCTS RANG OF SIMON

BASIC SWITCHING-HAUSMANN PRIMIUME SONIDO AUDIO HOME AUTOMATION –CORPORATE CATAL-

SWICHING OFFER SIMON VIT@ OGUE

INDOS

Hausmann is the basic product range focused on the manufacturing of electrical systems that

offer style quality and convenience to its customers. Every Haussmann product is driven by the

desire of the customer and based on a consumer friendly platform that aids the evolving

aspirations of the global society. The range has been well adapted to suit the Indian operating

conditions and would last longer. The entire range is based on a thorough understanding and

experience of modular wiring accessories and contemporary lifestyles.

DESIGNER

These designer switches fall under the range name of “Simon 82 Indios”, which also include

wide array of smart solutions for lighting management, safety & security, energy saving,

hospitality and sound control. These solutions offer a wide range of products extending from

standard functions like sockets, switches, designer cover plates to stand alone electronic

systems such as gas & smoke detectors, water detectors, remote operated switches and

dimmers, time delayed switches, presence detectors, FM radios and alarm clocks on the wall.

Premium designer look has been indulged in this wide product range that has been introduced

in India for the first time to redefine premium home experience at par with the world.

VIT@

Home is where comfort is a paramount requirement; Simon VIT@ raises this concept to the

maximum with multiple services. Starting from the creation of several light ambiences in the

same space with a single push button, up to the immense versatility of the system which allows

customization of different housing elements (light, ambiance, sound, blinds, awnings, etc.)

creating ambiences and scenarios which adapt themselves to the requirements of each user and

accessories through the touch screen. Simon VIT@ cater to a fully customized range of

products that allows the user to control the electrical elements of the entire house while sitting

on the couch or resting in the bedroom with a remote control or through a touch screen. With

Simon VIT@ you can now enjoy complete peace of mind even while you are outside knowing

that your house is safe and you will be warned by an SMS message before any incidence such

as gas leakage or flooding intrusion happens. Simon VIT@ is a revolutionary system that has

been integrated with the development of new technologies such as Internet and SMS, which

adds numerous advantages to the security and comfort level of your sweet home.

INTRODUCTION OF THE TOPIC

The project report presented here is primarily concerned with training and development part of

employees in the organization .Training and development is always an important aspect of the

growth of a company and the individual employees as well. Due to daily changing business

environment, manufacturing process ,technological advancement and rapid growth in the

demand of the products and services etc the workforce of any organization has to be very well

equipped with the skills, ability, and talent required to cope up with the market

competition .Now a day’s many organizations are conducting training programme to improve

the productivity of employees .

The quality of employees and their development through training and education are major

factors in determining long term profitability of a business. If you hire and keep good

employees, it is good policy to invest in the development of their skills, so they can increase

their productivity. Training often is considered for new employees only; this is mistake because

ongoing training for current employees helps them adjust to rapidly changing job

requirements .Evaluation is the systematic appraisal by which we determine the worth, value or

meaning of something to someone , In case of training we are concerned with providing

information on the effectiveness of the training activity to decision makers who will make

decision based on the information .

Evaluation plays a significant part in every step of the training process .It is important that

evaluation be a planned or systematic effort that is built from the start of the training process.

The main objective of training programme to determine if they are accomplishing specific

training objectives, i.e., correcting performance deficiencies.

About the topic

Human Resource Management is defined as the people who staff and manage organization. It

comprises of the functions and principles that are applied to retaining, training ,developing ,and

compensating the employees in organization. It is also applicable to non-business organizations,

such as education, healthcare, etc Human Resource Management is defined as the set of

activities, programs, and functions that are designed to maximize both organizational as well as

employee effectiveness

Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry

into an organization until he leaves, come under the horizon of HRM.

The divisions included in HRM are Recruitment, Payroll, Performance Management, Training

and Development, Retention, Industrial Relation, etc. Out of all these divisions, one such

important division is training and development.

Training and development is always an important aspect of the growth of a company and the

individual employees as well. Due to daily changing business environment, manufacturing

process,

Technological advancement and rapid growth in the demand of the products and services etc

the work force of any organization has to be very well equipped with the skills, ability, and

talent required to cope up with the market competition .Now a day’s many organizations are

conducting training programme to improve the productivity of employees .The quality of

employees and their development through training and education are major factors in

determining long term profitability of a business. If you hire and keep good employees, it is

good policy to invest in the development of their skills, so they can increase their productivity.

Training often is considered for new employees only; this is mistake because ongoing training

for current employees helps them adjust to rapidly changing job requirements .

Evaluation is the systematic appraisal by which we determine the worth, value or meaning of

something to someone ,

In case of training we are concerned with providing information on the effectiveness of the

training activity to decision makers who will make decision based on the information .

Evaluation plays a significant part in every step of the training process .It is important that

evaluation be a planned or systematic effort that is built from the start of the training process.

Training and development is a routine based, non-stop practice, which a growing business

organization must conduct to achieve their production target .From organizational point of

view it is very crucial to assure the quality, quantity, and effectiveness etc of the product by the

means of suitable training .Development of the employee comes handy with training activities,

making them much more capable in outperforming various activities with high professions and

accuracy by using advance technical/mechanical tools and equipments.

As a management trainee I myself come through various aspects like performance appraisal,

payroll management, labors related laws and issues etc during my training and development

project.

Evaluating the productivity of the employees can very well recognize how to distribute your

workforce. This information gathered after conducting training programmed which is

immensely helpful for the human resources manager and the whole department.

Training helps measure the performance of the employees by evaluating the training given and

comparing the individual and group's latest output with the output given before training

programmed.

Definition of training

Training is the short term process utilizing a systemic and organized procedure by which non-

managerial personal learn technical knowledge and skills for define a purpose .development

the long term educational process utilizing a systematic and organized procedure by which

managerial personnel learn conceptual & theoretical knowledge for general purpose

SIGNIFICANT OF TRAINING & DEVELOPMENT

The period of mass producing is over and the customers are very selective. Increased consumer

demands require new solutions and knowledge. Due to increasing competition, the

organization is required to constantly revise its product and service mix, managerial methods,

and to increase productivity. Modern conditions of dynamic competition, sophisticated

information technology, knowledge economy, market globalization, have changed the relation

to importance of human resources in organization. These conditions actualize the human

capital as the strategic resource of every organization. Differences between the organizations

exist exactly due to the differences between human capital, i.e. the organizations human

resources, ways of their management and development.

In a more and more global, complex and turbulent environment, knowledge is the only reliable

source of competitive advantage. Traditional factors of manufacturing as the soil, labor and

capital did not disappear, but their significance is not primary anymore.

Knowledge is viewed as the key of realization of a competitive advantage. And therefore the

question of where the corporative knowledge is located, how to release it and develop to

achieve organizational goals has become very important. Since the organizational knowledge

is largely located inside the human mind, i.e. the head of employees, as carriers of knowledge

and activities, human resources are becoming the key factor of business success.

Organizational development is always conditioned by human knowledge and skills. That is

why, contemporary organizations pay more and more attention to the development of their

employees. Thus, employee education and training are becoming an optimal answer to

complex business challenges, and the management of human resources is taking central role in

modern management. Through the process of employee training and development, the

management of human resources provides constant knowledge innovation, creates conditions

for mutual knowledge and experience exchange and proactive behavior, in this way

contributing to competitive advantage and satisfaction of all participants in business

procedures.

1) LEARNING

As a consequence of these procedures a learning organization has formed. The aim of this

paper is to point to the fact that education and development of human potential are the basic

factor for creation of basis for transformation from traditional to a learning company. Learning

organization is organization that promotes learning of all of its members and it transforms

permanently.

Individuals and societies that do not have enough knowledge are in inferior position,

compared to societies and organizations that have it and even permanently acquire new

knowledge. That is the reason why we say that success is not among the educated but among

those that are learning permanently and everything changes except knowledge acquirement,

which is constant. The fore mentioned statements in the best way show the direction in which

learning organizations move.

2. EMPLOYEE TRAINING AND DEVELOPMENT

Understanding the phenomenon of employee training and development require understanding

of all the changes that take place as a result of learning. As the generator of new knowledge,

employee training and development is placed within a broader strategic context of human

resources management, i.e. global organizational management, as a planned staff education

and development, both individual and group, with the goal to benefit both the organization and

employees.

To preserve its obtained positions and increase competitive advantage, the organization needs

to be able to create new knowledge, and not only to rely solely on utilization of the existing.

Thus, the continuous employee training and deployments has a significant role in the

development of individual and organizational performance.

The strategic procedure of employee training and development needs to encourage creativity,

ensure inventiveness and shape the entire organizational knowledge that provides the

organization with uniqueness and differentiates it from the others.

3)EDUCATION

Education is no longer the duty and privilege of those in higher positions and skilled labour,

but it is becoming the duty and need of everyone. The larger the organizations, the more funds

they spend on education and provide their employees with greater and diverse possibilities of

education and development.

Understanding the tremendous significance of education for the modern organization and

confident that it represents a good and remunerative investment, present day organizations set

aside more and more resources for this activity. Most of the organizations invest 3 to 5% of

their revenue into adult education.

It is estimated that the organizations that desire to keep the pace with changes need to provide

their employees with 2% of total annual fund of working hours for training and education.

Thus, it is necessary to accept the model of permanent, continuous learning. That truth has

been known for more than two centuries. Denis Diderot, a French philosopher and literate of

the Age of Enlighten, wrote the following:

"Education shouldn't be finished when an individual leaves school, it should encompass all the

ages of life...to provide people in every moment of their life with a possibility to maintain their

knowledge or to obtain new knowledge".

The only way for present day organizations to survive is the imperative to innovate or perish.

Since this depends on the knowledge the organization possesses, this imperative could be read

as: learn faster than competition. The logical sequence is: knowledge

4) CREATION

Creation – innovation – competitive advantage. If knowledge is good, is it not true that the

more knowledge we have, the better we are? Many organizations which consider knowledge as

a good thing are trapped into the pitfall of gathering as much knowledge as possible.

Knowledge that is not necessary is exactly what it is: unnecessary. And the efforts to obtain it

are wasted efforts. The only important knowledge is the knowledge with strategic importance

to the company, knowledge that helps to increase the value of the company; knowledge with

significance to the strategy of the company .It is not about knowledge for the sake of

knowledge, but rather knowledge according to the needs, applicable knowledge, knowledge to

create innovation and competitive advantage.

Obtaining knowledge, learning, education, all could have a real effect on the quality of labor

only if they are harmonized with the needs of a particular organization, its goals and the goals

of its employees. The further choice of educational contents and educational methods, and the

efficiency of educational effectiveness control depend on clearly defined educational goals and

needs, answers to the questions of which knowledge is necessary to realize the strategy and the

survival of the organization in general, which employees need to possess this knowledge and

will this knowledge solve certain problems .Employee training and development does not

imply only obtaining new knowledge,

5) ABILITIES

Abilities and skills , valuable but also the possibility to promote entrepreneurship, introduce

employees to changes, encourage the changes of their attitude, introduce the employees to

important business decisions and involve them actively in the process of decision making.

To precisely define expectations and attract skilled workforce, more and more employment

advertisings offer a certain number of annual hours or days for education .The most wanted

resources are the people with particular knowledge, skills and abilities .Managers must learn to

manage them, and the organizations to employ and retain them.

Knowledge based organizations must preserve their competitive advantage by retaining skilled

workforce, workers knowledge, strengthening their motivation and improving the reward and

compensation systems according to the workers' performances .Within the context of learning

organization, it is not sufficient for the worker only to add value to the organization based on

his knowledge, but he also has receive knowledge. He gives as much knowledge as he

receives. For the present day employee ‘swage by itself is not a sufficient incentive, but they

also need investment into themselves in a sense of investing in their knowledge. Employees no

longer work for money alone, nor can they be influenced by traditional attractive financial

packages.

WHY TRAINING IS NECESSARY IN TODAY’S ORGANISATION

In today’s world, if training and development opportunities are made available to our

employee, you will lose them.

Access to training and development has become a fundamental expectation of today’s

workforce.

Train for the current role while developing to the next

Use structure mentorship program to ensure skill transfer occurs

“Transferring information and knowledge to employers and equipping employers to

translate that information and knowledge into practice with a view to enhancing.

WHY TRAINING IS NEEDED?

To familiarize the employee with the company cultural.

To increase the employee’s quantity and quality of output.

To enable the employee to do new jobs and prevent his old skills to become obsolete.

To prepare the employee for promotion to higher job.

To reduce the supervision, wastage and accident.

To impart the requisite skills to the employees so as to adapt to least technological

advances.

FEATURE OF TRAINING

1) Enable the employees to deal with changing jobs and roles.

2) Develop knowledge, skills and for handling jobs most efficiently.

3) Bridges the gaps between the current level of employee knowledge, skills and attitude (KSA) and all the required level of KSA.

4) Training basically job related and need based.

5)Short term activity designed.

VALIDATION:

Introduce and validation the training before a train the trainer workshop that focuses on

presentation knowledge and skills in addition to training contents.

4.2. Mediating Variable

Employee Performance has positive relationship between training and development and

organizational performance, having job satisfaction, competitive advantage and measurable

performance as its three levers.

4.3 . Dependent Variable

In our research design, we need to focus on organizational performance which is a dependent

variable and an outcome of good training and development strategy being implemented.

4.4. Survey Instrument

The present study uses hierarchical linear modeling for the analysis of the single-level data

which has been collected through Questionnaire (Annex A), used as instrument.

4.5. Convenience Sampling

A convenience sample of 100 employees from different departments of an manufacturing

multinational company was selected who were given a Questionnaire to be completed in own

time and same returned after three days. Response rate was 77%. The survey was organized

around four sections (for each hypothesis) covering the important aspects of learning

organization and its strategic T&D alignment, training need analysis and line manager’s active

involvement in TNA, training formalization including its Implementation and evaluation, and

employee performance having job satisfaction, competitive advantage and measurable

performance as it three levers. This study, used data obtained from employees from four

different departments i.e., Finance, HR, Supply Chain and Sales & Marketing of a leading

manufacturing company, of which 10-15 employees each department participated in the

survey. The summary of results is given in Table 1(for responses). The reflection of each

hypothesis (all proved as true) is also shown in histogram sat Figs: 2-5.

WHAT IS TRAINING

It refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of

vocational or practical skills and knowledge that relates to specific useful skills. It forms the

core of apprenticeships and provides the backbone of content at technical colleges and

polytechnics. Today it is often referred to as “professional development”.

Training is primarily concerned with preparing people for certain activities delineated by

technology and by the organization and settings in which they work. Education helps students

to choose their activities. Training helps participants to improve their performance. Education

deals mostly knowledge and understanding. Training deals mostly with understanding, skill

and action. Training embraces an understanding of the complex processes by which various

factors that make up a situation interact.

Training is the most important activity or plays an important role in the development of human

resources. To put the right man at the right place with the trained personnel has now become

essential in today’s globalize market. No organization has a choice on whether or not to

develop employees. Therefore training has nowadays become an important and required factor

for maintaining and improving interpersonal and intergroup collaboration. Human resource is

the life blood of any organization. Only through well-trained personnel, can an organization

achieve its goals.

Training is defined as learning that is provided in order to improve performance on the present

job.

A person's performance is improved by showing her how to master a new or established

technology. The technology may be a piece of heavy machinery, a computer, a procedure for

creating a product, or a method of providing a service.

Training is provided for the present job. This includes training new personnel to perform their

job, introducing a new technology, or bringing an employee up to standards. Training is mainly

concerned with the meeting of two of these inputs -- people and technology. That is, having

people learn to master a given technology.

DEVELOPMENT

This term is often viewed as a broad, ongoing multi-faceted set of activities (training activities

among them) to bring someone or an organization up to another threshold of performance. This

development often includes a wide variety of methods, e.g., orienting about a role, training in a

wide variety of areas, ongoing training on the job, coaching, mentoring and forms of self-

development. Some view development as a life-long goal and experience. Training &

Development is the field concerned with workplace learning to improve performance. Such

training can be generally categorized as on-the-job or off-the-job. On-the-job describes training

that is given in a normal working situation, using the actual tools, equipment, documents or

materials that they will use when fully trained. On-the-job training is usually most effective for

vocational work. Off-the-job training takes place away from normal work situation which

means that the employee is not regarded as productive worker when training is taking place.

An advantage of off-the-job training is that it allows people to get away from work and totally

concentrate on the training being given. This type of training is most effective for training

concepts and ideas.

At a glance, we find that training gives the following results:

1) Growth, expansion and modernization cannot take place without trained manpower.

2) It increases productivity and profitability, reduces cost and finally enhances skill and

knowledge of the employee.

3) Prevents obsolescence.

4) Helps in developing a problem solving attitude.

5) Gives people awareness of rules and procedures.

6) Builds better communications skills.

7) Develops hidden talent.

8) Ensures consistent quality.

9) Provides greater focus.

10) Produces more effective/productive efforts.

11) Clarifies the concept of marketing as a business process

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.

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 trend about a specific topic.

G ENERAL BENEFITS FROM EMPLOYEE TRAINING AND DEVELOPMENT

There are numerous 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.

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

DETERMINATION OF TRAINING NEEDS

In order to determine the training needs of an organization the HRD manager should seek

information on the following points:

a) Whether training is needed?

b) Where training is needed?

c) Which training is needed?

Whether training is needed?

Training result from problems such as:

Standards of work performance not being met;

Accidents;

Excessive scrap;

High rate of transfer and turnover;

Too many low ratings on employee evaluation reports;

Many people using different methods to do the same job;

Excessive fatigue, fumbling, struggling with the job;

Bottlenecks and deadlines not being met;

In many organizations the determination of training needs is predominantly done through observations. One common method for recording observations is the check- list of training needs. It provides for indicating by a “Yes” or “No” check.

WHERE TRAINING IS NEEDED?

After determining the need for training the manager should determine where the organization

training emphasis can and should be placed. This involves a detailed analysis of the following

factors:

i. Structure of the organization,

ii. Objectives,

iii. Human resource and future plans, and

iv. Cultural milieu.

WHICH TYPE OF TRAINING IS NEEDED?

The last question to be answered by the personnel manager is about the type of training

needed. This involves determining what knowledge, skills or attitudes each individual

employee should develop to be able to perform his task in an effective way.

The three major skills which the employees of any organization need to successfully discharge

their duties are: the conceptual skill, the human relations skill and the technical skill.

Conceptual skill deals with ideas, technical skill with things and human skill with people.

THE TRAINING PROCESS:

ASSESSMENT PHASE

a) Assess training need of different group of employeeb) Define objectives

PLANING TRAINING

a) Design training programmeb) Define Methods, content of programmec) About trainerd) Place and time of training programme

SELECTION OF TRAINEES

Trainees should be selected on the basis of self-nomination, recommendations of supervisors or by the HR department itself.

SELECTION OF TRAINERS

Training and development programmes may be conducted by several people, including following

1. Immediate supervisors,

2. Co-worker,

3. Members of the personnel staff,

4. Socialists in other parts of the company,

5. Outside consultants,

6. Industry associations,

7. Faculty members at universities.

Large organizations generally maintain their own training departments whose staff conducts

the programmes.

METHODS OF TRAINNG

Makes a lasting impression has a reality that other types of training cannot provide. The

worker in this Method learns to master the operations involved on the actual job situation

under The supervision of his immediate boss. Some important advantages of this type of

Training are as follows :-

a) It can be learned in a relatively short period of time, say, a week or two.

b) It is highly economical.

c) It is not located in an artificial situation, either physically or psychologically and, therefore, eliminates the possible problem of transfer of learning.

There are several types of training programmer which make use of on-the-job training concept. Some of them are described below:-

Job rotation

Internship training

Apprenticeship

1) On-the-job training : Almost every employee, from the clerk to company president gets-the

anew job and is told how it may be performed. It is primarily concerned with developing is an

employee skills and habits consistent with the existing practices of an organization, and with

orienting him to his immediate problems.

2) Vestibule Training: - This method attempts to duplicate on the job situation in a company

classroom training, which is often imparted with the help of equipment and machines, which

are identical with those in use in the place of work. It is very efficient method of training

semiskilled personnel, particularly when many employees have to be training for the same kind

of work.

3) Learning by seeing or demonstration method: - In this method, the trainer describes and

display something, as when he teaches an employee how to do something by actually

performing the activity himself and by going through step by step explanation of “why” and

“how” he is doing .Demonstration are very effective in teaching because it is much easier to

show a person how to do a job then ask him to gather instructions from the reading materials,

discussion etc.

4) Simulation: - Simulation is a technique, which duplicates, as nearly as possible, the

actual conditions encountered on the job. The training is essential in cases which actual on the

job practice might result in a serious injury, a costly error, orthe destruction of valuable

materials or resources.

5) Class-room or off-the-job training: - “Off-the job” training is not a part of every day job activity. The actual location may be in the company classroom or in places which are owned by the company. These methods consists of

Lectures

Conferences

Group discussions

Case studies

Role-playing

Programmed instructions

Laboratory training’s

TRAINING PLAYS THE FOLLOWING ROLES IN AN ORGANIZATION

1) Increase in efficiency: Training plays active role in increasing efficiency of employees in an

organization. Training increases skills for doing a job in better way. Though an employee can

learn many things while he is put on a job, but he can do much better if he learns how to do the

job. This becomes more important especially in the context of changing technology because

the old method working may not be relevant.

2) Increase in morale of employees: - Morale is a mental condition of an individual or group,

which determines the willingness to cooperate. High morale is evidenced by employee

enthusiasm voluntary conformation with regulations and willingness to cooperate with others

to achieve organizational objectives. Training increases employee morale by relating their

skills with their job requirements. Trained employees can see job in more meaningful ways

because they are able to relate their kills with job.

3) Reduced Supervision: Trained employees require less supervision. They require more

autonomy and freedom. Such autonomy and freedom can be given if the employees are trained

properly to handle their jobs without the help of supervision.

4) Increased organizational viability and flexibility: Trained people are necessary to maintain

organizational viability and flexibility. Viability relates to survival of the organization during

bad days, and flexibility relates to sustain its effectiveness despite the loss of its key personnel

and making short-term adjustment with the existing personnel. Such adjustment is possible if

the organization has trained people who can occupy the positions vacated by key personnel.

TRAINING PROCEDURE

1) Identify training needs: - These are certain steps that are performed for training the

employees. The first step is to identify T&D needs. In this step we arrange and obtain support

for the contribution of T&D to organizational strategy. Then we identify organizational T&D

needs. Thereafter we agree priorities for developing the T&D function. These sub steps are

followed by identifying the current competence of individuals of individuals and agreeing

individuals and group priorities or learning.

2) Design T&D strategies and plans: - The second step is to design T&D strategies and plans.

In this step first we identify resources required to implement a strategic plans and specify an

operational plan that meets organizational requirements and further designing learning

programs that meet learning needs and test, adapt and agree learning program designs.

3) Provide learning opportunities resources and support: - The third step is to provide learning

opportunities resources and support. In this we obtain and allocate resources to meet the

requirement of Training and development plans. Then prepare and present demonstrations and

information to co-ordinate and assist the preparation and delivery of learning opportunities.

4) Evaluate effectiveness of T&D:-Fourth step in training is to evaluate the effectiveness of

T&D, which involves plan setup, evaluate, and modify the learning plans. Then assess, co-

ordinate, verify and identify previously acquired Competence.

5) Support T&D advances and practice: - And last step is to support T&D advances and

practice. This includes evaluating and disseminating advances in T&D. Then we administer

training facilities and after that establish and maintain information system

SOURCES OF T & D

Various sources from which evidence of training needs may be gathered are follows:

1. Informal observation

2. Merit rating

3. Suggestion system

4. Group discussion

5. Moral surveys

6. Tests

7. Employee counseling.

CONDUCTING A TRAINING PROGRAMME

Now-days, training programs are gaining importance because they help to solve various

problems, which out of the introduction, of new lines of production, severe competition,

changes in design and technique of production, change in the volume of business, etc. Training

programs enhance overall organizational efficiency and effectiveness.

Training has become a very significant management tool for bringing about desired changes in

order to solve organizational problems and also to achieve organizational goals. Therefore to

be very effective, the training function is required to be organized properly and systematically.

Training programs consists of this steps .the first, or need analysis step, identifies the specific

job performance skills needed, assesses the prospective training skills, and develops specific,

measurable knowledge and performance objectives based on any deficiencies. In the second

step, instructional design, you decide on, compile and produce the training program content.

There may be a third validation step, in which bugs are worked out of the training program by

presenting it to a small representative audience.

The fourth step is to implement the program by actually training the targeted employee group.

Fifth step is an evaluation step, in which management assesses the program's successes or

failures.

RESEARCH METHODOLOGY

MEANING OF RESEARCH:-

Research as “ the manipulation of things, concepts of symbols for the purpose of generalizing

to extend, correct or verify knowledge, whether that knowledge aids in construction of theory

or in the practice of an art.”

The Research Methodology followed for further work can be primarily classified into two

stages namely Exploratory and Descriptive. The stepwise details of the research are as follows:

Stage - I

Exploratory Study: Since we always lack a clear idea of the problems one will meet during

the study, carrying out an exploratory study is particularly useful. It helped develop m concepts

more clearly, establish priorities and in improve the final research design.

Exploratory study will be carried out by conducting:

Secondary data analysis which included studying the website (www. Googale.com) of the

company and also going through the various articles published in different sources (magazines,

books, internet, newspapers) on Small and Medium Scale Enterprises and Training and

development process Experience surveys also conduct with Assistant-Manager Human

Resources and the General Manager and Personnel Officer of training to gain knowledge about

the nature of Training and development process followed in the organization.

Stage – II

Descriptive Study: After carrying out initial Exploratory studies to bring clarity on the subject

under study, Descriptive study will be carried out to know the actual Training and

Development method being followed in Simon. The knowledge of actual training and

development process is needed to document the process and suggest improvements in the

current system to make it more effective. The tools used to carry out Descriptive study

included both monitoring and Interrogation.

Sample Selection : To know the Training and development process of the Simon for

identifying through Exploratory and Observational studies that the Assistant Manager Human

Resources, the General Manager at Head office and The Esteemed Managing Director of the

company are the right persons who provides training to the employees.

Research has shown specific benefits that a small business receives from

training and developing its workers, including:

· Increased productivity.

· Reduced employee turnover.

· Increased efficiency resulting in financial gains.

· Decreased need for supervision.

Fig: Job Analysis Matrix

It is a comprehensive description of all the functions and the responsibilities that a person has

to carry out in due course of his job. It is very common for us sometimes to find that people of

a particular department more or less perform the same kind of job and therefore a comparative

study can be done on their performance to pinpoint on the training needs of those people who

have not performed up to the mark.

In here we can also include Job analysis in order to have a realistic and systematic appraisal of

training needs. In order to do this first we need to break up the functions and responsibilities

into categories. Next we have to classify these tasks/activities on the basis of their relative

importance to the nature of the job. And lastly we can compute a priority listing of these tasks

in order to have a catalogue of knowledge, skills and attitudes required for effective

performance of the job.

EXPERIENCES OF THE TRAINING AGENCY

It is very common for organizations nowadays to hire professional training agencies in order to

look into the training matters. The training agency and the trainers thus should also draw from

their own experiences of organizing programs for comparable groups or in similar areas.

However, earlier experiences can only serve to facilitate the process. It cannot be the sole

basis, as training needs of majority of organizations are very specific.

EVALUATION OF TRAINING PROGRAM

INTRODUCTION AND PURPOSE OF EVALUATION OF TRAINING PROGRAM:

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

checks whether training program has had the desired effect. Training evaluation ensures that

whether candidates are able to implement their learning in their respective workplace, or to the

regular work routines.

PURPOSE OF EVALUATION

Feed back: It helps in giving feedback to the candidates by defining the objectives and linking

it to learning outcomes.

ETHODS OF TRAINING EVALUATION:

As Organization spend a large amount of their time and resources in the training and

development of their employees, it is important to evaluate these programs for their

effectiveness.

Cost-Benefit Analysis:

A cost- benefit analysis helps in analyzing and evaluating any development efforts. A cost-

benefit analysis measures the benefits from the development program, against the monetary

costs of development. These costs include the costs of materials, supplies, lost work time,

travel expenses, consultant fees, and the like. Though it is easy to calculate the monetary costs

it is difficult to translate the benefits into economic terms. For example, an improvement in an

individual’s Leadership skills cannot be measured in monetary terms. Though the cost benefit

analysis sounds appealing, it may not always be practically useful.

Gap Analysis:

Another strategy to evaluate development efforts is to measure the extent to which the

objectives of the program are met. Identifying the gap between the actual and desired level of

performance helps in measuring the level of success of the development program. However

this strategy depends on the quality of the objectives set.

Kirkpatrick's Four-Level Model

Level 1 - Reactions

Just as the word implies, evaluation at this level measures how participants in a training

program react to it. It attempts to answer questions regarding the participants' perceptions - Did

they like it? Was the material relevant to their work? This type of evaluation is often called a

“smile sheet.” According to Kirkpatrick, every program should at least be evaluated at this

level to provide for the improvement of a training program. In addition, the participants'

reactions have important consequences for learning (level two). Although a positive reaction

does not guarantee learning, a negative reaction almost certainly reduces its possibility.

Level 2 - Learning

Assessing at this level moves the evaluation beyond learner satisfaction and attempts to assess

the extent students have advanced in skills, knowledge, or attitude. Measurement at this level is

more difficult and laborious than level one. Methods range from formal to informal testing to

team assessment and self-assessment. If possible, participants take the test or assessment

before the training (pretest) and after training (post test) to determine the amount of learning

that has occurred.

Level 3 - Transfer

This level measures the transfer that has occurred in learners' behavior due to the training

program. Evaluating at this level attempts to answer the question - Are the newly acquired

skills, knowledge, or attitude being used in the everyday environment of the learner? For many

trainers this level represents the true assessment of a program's effectiveness. However,

measuring at this level is difficult as it is often impossible to predict when the change in

behavior will occur, and thus requires important decisions in terms of when to evaluate, how

often to evaluate, and how to evaluate.

Level 4 - Results

Frequently thought of as the bottom line, this level measures the success of the program in

terms that managers and executives can understand -increased production, improved quality,

decreased costs, reduced frequency of accidents, increased sales, and even higher profits or

return on investment. From a business and organizational perspective, this is the overall reason

for a training program, yet level four results are not typically addressed. Determining results in

financial terms is difficult to measure, and is hard to link directly with training.

RESEARCH METHODOLOGY OF SIMON TRAINING REPORT

For my project I required information like knowledge about the employees understanding,

skills generated and the mastery gained during the training. Hence I have taken a insight at the

performance of the employees through evaluation of performance, through questionnaires and

data received by the management.

QUESTIONNAIRE:

In this method, a list of questions related to subject is prepared and given to participants. The

questionnaire contains questions and provides space. A request is made to participants to fill up

the questionnaire and send it back within a specified time.

A) RESEARCH TOOL:-

For the data collection we used structured close-ended questionnaire as well as open ended

questions.

B) METHOD USED FOR DATA COLLECTION:-

Questionnaire and data available with the management.

Formulation of Objective:-

After taken the project i formulate the objective.

Objective of the project: To study the effectiveness of the training imparted by Indo Simon and

its resultant in the performance of the employees. To know the perception of the employees

regarding training methods in Simon electric

To identify how training assists the employees to acquire skills, knowledge and attitude and

also enhance the same. To study whether training helps to motivate employees and helps in

avoiding mistakes.

A) Sample Size:-

Sample can be defined as the selection of a part or a group or an aggregate with a view in

obtaining information about the whole population. For knowing the mind share of different

brands we should target more population but because of lack of time we took sample of 100

people.

D) Design of the Questionnaire:-

The questionnaire is the most common tool in collecting data, so it should be carefully

developed, tested and debugged before they are administered on a large scale.

E) Research Instrument:-

Questionnaires and information from the management

F) Analyzing the Information:-For analyzing the data, which gather, first my need to arrange

that in table as the questionnaire; it was mainly open ended so we had not face much problem.

G) Data Tabulation:- My arrange the data in the form of table.

H) Analysis:-After tabulation I analyze the data with the help of pie chart because in pie chart

it was easy to understand everything in percentage as well as it gives better picture.

I) Findings:-I found something form research

J) Conclusion:-On the basis of finding there should be a short summary.

K) Recommendation:-Should write some suggestion, as given by analysis of the data by the

management and the questionnaire.

L) Data Analysis and interpretation

a. Training program in business organizations are taking new shapes and dimensions,

which one has to consider while dealing with the activities of training and development

in the field of human resources.

b. Training is so crucial that there is no need to mention its significance to the

organization and as well as to the individual employees. Training begins right from the

recruitment of an employee and follows thought the life span of the job of each

employee of that organization.

c. Training has bundles of numbers of actions to be performed in daily routine work and

hence lot of quality, efficiency depends upon the performance level of the employee.

Organization are very keen as far as training of employees are concerned and are

always ready to spend what it takes to train and develop the employees in best

concerned with the favor of the organization.

d. Here we come to know the willingness of the organization regarding the employees and

the cost they are bearing for that purpose. A good management always tries to cut down

the unnecessary and unwanted expenditure of money. Hence if this area of management

is taken care of and a very well planned.

e. And a highly systematic initiative can result in heavy saving, in other words earning a

healthy profit.

ANALAYSIS AND INTERPRETATI OF TRAINEE’S QUESTIONAIR

Table 1 : Represents the different methods of training and its convenience to the employees.

INTERPRETATION

The above figures show preference on the modes of training and it is found people prefer more on the job training

Table 2 : Represents the rating of training schedule.

.

Table 3 : Represents the satisfaction level of employees undergone training.

INTERPRETATION

Almost all the employees say that they were satisfied with the way the training activities are conducted while some people were dissatisfied.

Table 4: Represents the degree of development among the employees after the training was given.

INTERPRETATION

Maximum numbers of employees show a positive response in terms of their development, some feel they are not at all developed and others showed a passive response.

Table 5: Represents the improvement in skill and attitude and future aspects.

INTERPRETATION

Large number of employees experienced progress in their skills and its future aspects whereas some feel that they have not progressed and others cannot say now.

Table 6: Represents the degree to which the employees have successfully achieved their training objectives.

INTERPRETATION:

The degree of achievement of training objectives is higher among the employees and even in the least case the achievement case is above average.

Table 7: Represents the response of the employees regarding training aids provided for the training.

INTERPRETATION:

Mostly all the employees are in full satisfaction regarding the right type of training aids are provided for training and a very few of them feel otherwise.

Table 8: Represents the level of support from the superiors to the sub-

ordinates in completing the training

INTERPRETATION:

Superiors seem to be very supportive in Training programmes, as maximum number of

employees responses are positive regarding support from the superiors.

Table9:“Briefing sessions are conducted for participants sponsored for training.”

Category No. of Participants PercentageStrongly Agree 3 6 %Agree 24 48 %Disagree 19 38 %Strongly Disagree 4 8 %

Strongly Agree6%

Agree48%

Disagree38%

Strongly Disagree8%

Chart Title

INTERPRETATION: From the response of the participants, it is evident that some of the departments in the organization are practicing briefing sessions before training program in an informal manner but there is no formal process of briefing

48%

6%

38%

8%

Table10: In your opinion, what factor creates difficulty in applying new skills on the job?”

Category No. Of Participants Percentage

Lack of opportunity 16 32%

Lack of time 17 34%

Skills were not relevant 7 14%

No supervision 1 2%

Lack of coaching or

feedback

9 18%

0

5

10

15

20

25

30

35

Chart Title

Lack of opportunity

Lack of time

Skills irrelevant

No supervision

Lack of coaching

INTERPRETATION:

Most of the participants feel that lack of opportunity and lack of time are the main factors creating difficulty in applying new skills

11) What was the impact of training?

(a) Increased morale (b) Increased speed of work

(c) Both

12) How many promotion you have had after your training

(a) One (b) More than one

(c) No promotion

13) Do you agree that the programme would have been more beneficial if some more background material would have been sent in advance?

(a) Strongly agree (b) Agree

(c) Difficult to say (d) little

(e) Not at all

LIMITATION

This study was conducted short time

I faced financial problem because of which my study was confined to a small population.

The sample size was only hundred hence the findings may not be the representative of the whole population.

Convenience sampling method was used, which may have caused biased decisions.

Observation and findings

a. Though by and large, substantial number of employees is content with the way the

training is conducted, still there is a scope to analyze at micro level whether the

negatives respondents were either non attentive confronted confused or otherwise.

Based up on the data there is a scope to take corrective action.

b. The cooperation between the colleagues and the level of support they share with each

other binds them in an attachment towards the company. However progressive

feedback relating to change in the behavioral pattern and scope for redesigning

subsequent training programs need to be examined & explored in proper perspective

c. Regional behavior and language influence is higher during training and even after

delivering their language; the desired effects are not seen. Some of the superiors do not

bother to make Development Action Plans and submit to the trainers. The static and

superficial approach of the supervision needs to be dealt with appropriately

d. The training is mainly conducted all around India, the trainers have to travel but

sometimes the logistics and arrangement is non-satisfactory. Rescheduling the

programmed in advice and informing the participant with due lead time may alleviate

the logistic problem the proximity, approachability and accessibility are the three major

parameter while considering the venue

e. The findings from the data analysis from the questionnaire show a positive

improvement, enhancing and overall rating about the training programmed.

f. The reality learning and simulations were thoroughly enjoyed by the employees who have received it.

.

RECOMMENDATION

In today’s competitive world and success. Thus recruitment of the employees must be

made not only on skills and attitude but also the attitude of the employee. If an

employee has a positive attitude then training for him can be more effective, he has a

positive effect on the climate.

The raining records must be maintained, preserved properly and updated timely.

Proper care should be taken while selecting the trainers.

INDO SIMON trainers must be given continuous feedback and the training should be

performed as a continuous planned activity.

New and different trainers should be invited so that the maximum impact can be got

from the training programmes.

Co ordination and interaction of the employees of all levels must be encouraged to

locate new talents among employees.

Solution to some of the problems faced by the employees, should be suggested by the

employees themselves to make them feel valued at the organization.

The DAP( Development Action Plans) must be prepared and given to the trainers as

soon as possible for further follow up from the side of the trainers.

Conclusion

a. Analysis of all the facts & figures, the observations and the experience during the

training period gives a very positive conclusion/ impression regarding the training

imparted by the INDO SIMON trainers. The Simon is performing its role up to the

mark and the trainees enjoy the training imparted especially the reality learning and

simulation.

b.The training imparted meets the objectives like: Effectiveness of the training and its

resultant in the performance of the employees .Assists the employees to acquire skills,

knowledge and attitude and also enhance the same. Helps to motivate employees and

helps in avoiding mistakes.

c. It becomes quite clear that there is no other alternative or short cut to the development of

human resources. If we have to meet the challenges of technology, social and economic

we have to train the hr irrespective to their category at which they work in the

organization.

Bibliography

www.google .com

Wikipedia.com

Human resource management, V S Rao

Human resource management, Dilraj Wadhwa

Research methodology Kumar- Mittal & Dipak Chawla