Ayush&Parekh&!! !

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INDEX!

Sr.!No.! ! ! Topic! Page!No.!

1.! Introduction! 3!

2.! Inputs!in!training!and!development! 4!

3.! Training!and!development!objectives! 5!

4.! Models!of!Training! 7!

5.! Training!need!analysis!and!Training!need!identification! 9!

6.! Training!Decision!! 11!

7.! Training!Implementation!! 12!

8.! Training!Evaluation!! 14!

9.! Sahara!Company’s!Profile! 15!

10.! Sahara!India!Pariwar! 16!

11.! Research!Methodology!! 17!

12.! Data!Analysis!and!Interpretation! 19!

13.! Project!Training!(Questions!and!Statistics)! 21!

14.! Conclusion!and!Suggestions! 27!

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INTRODUCTION OF TRAINING & DEVELOPMENT

TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format. TRAINING AND DEVELOPMENT DEFINED It is concerned with the structure and delivery of acquisition of knowledge to improve the efficiency and effectiveness of organization. It is concerned with improving the existing skills and exploring the potential skills of the individual i.e. upgrading the employees’ skills and extending their knowledge. Therefore, training is a key to optimizing utilization human intellectual technological and entrepreneurial skills. Training and Development referred to as: • Acquisition and sharpening of employees’ capabilities that is required to perform various obligations, tasks and functions. Developing the employee’s capabilities so that they may be able to discover their potential and exploit them to full their own and organizational development purpose. • Developing an organizational culture where superior-subordinate relationship, teamwork, and collaboration among different sub units are strong and contribute to organizational wealth, dynamism and pride to the employees. Development defined It helps the individual handle future responsibilities, with less emphasis on present job duties. Introduction of training It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of employees.

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INPUTS IN TRAINING AND DEVELOPMENT Any training and development program must contain inputs, which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into the distant future. Skills: Training is imparting skills to employees. A worker needs skills to operate machines, and use other equipments with least damage and scrap. This is a basic skill without which the operator will not be able to function. Employees, particularly supervisors and executives, need interpersonal skills. Education: The purpose of education is to teach theoretical concepts and develop a sense of reasoning and judgment. Development: It is less skill-oriented but stresses on knowledge. Knowledge about business environment, management principles and techniques, human relations, specific industry analysis is useful for better management of a company. Ethics: There is need for imparting greater ethical orientation to a training and development programme. Ethical attitude help managements make better decisions, which are in the interests of the public, the employees and in the long term-the company itself. Attitudinal Changes: Attitude represents feelings and beliefs of individuals’ towards others. Attitude affects motivation, satisfaction and job commitment. Negative attitude need to be converting into positive attitude. Attitude must be changed so that employees feel committed to the organization, are motivated for better performance, and derive satisfaction from their jobs and the work environment. Decision making and problem solving skills: It focus on methods and techniques for making organization decision-making and solving work related problems.

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TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs. Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society. It helps to develop human intellect and an overall personality of the employees. • Productivity – Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. • Team spirit – Training and Development helps in inculcating the sense of teamwork, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn with in the employees. • Organization Culture – Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. • Organization Climate – Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.• Quality – Training and Development helps in improving upon the quality of work and work-life.

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• Healthy work-environment – Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals align with organizational goal. • Health and Safety – Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. • Morale – Training and Development helps in improving the morale of the work force. • Image – Training and Development helps in creating a better corporate image. • Profitability – Training and Development leads to improved profitability and more positive attitudes towards profit orientation. • Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. • Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. It also helps the employees in attaining personal growth. • Development of skills of employees – Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employee

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MODELS OF TRAINING Training is a sub-system of the organization because the departments such as, marketing& sales, HR, production, finance, etc. depends on training for its survival. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs). THE TRAINING SYSTEM The three model of training are: 1. System Model 2. Instructional System Development Model 3. Transitional model SYSTEM MODEL TRAINING The system model consists of five phases and should be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. The steps involved in System Model of training are as follows: 1. ANALYZE and identify the training needs i.e. to analyze the department, job, employees requirement, who needs training, what do they need to learn, estimating training cost, etc. The next step is to develop a performance measure on the basis of which actual performance would be evaluated. 2. DESIGN and provide training to meet identified needs. This step requires developing objectives of training, identifying the learning steps, sequencing and structuring the contents 3. DEVELOP- This phase requires listing the activities in the training program that will assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives. 4. IMPLEMENTING is the hardest part of the system because one wrong step can lead to the failure of whole training program. 5. EVALUATING each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices

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TRANSITIONAL MODEL Transitional model focuses on the organization as a whole. The outer loop describes the vision, mission and values of the organization on the basis of which training model i.e. inner loop is execute. VISION – focuses on the milestones that the organization would like to achieve after the defined point of time. A vision statement tells that where the organization sees itself few years down the line. A vision may include setting a role mode, or bringing some internal transformation, or may be promising to meet some other deadlines. MISSION – explain the reason of organizational existence. It identifies the position in the community. The reason of developing a mission statement is to motivate, inspire, and inform the employees regarding the organization. The mission statement tells about the identity that how the organization would like to be viewed by the customers, employees, and all other stakeholders. VALUES – is the translation of vision and mission into communicable ideals. It reflects the deeply held values of the organization and is independent of current industry environment. For example, values may include social responsibility, excellent customer service, etc. The mission, vision, and values precede the objective in the inner loop. This model considers the organization as a whole. The objective is formulated keeping these three things in mind and then the training model is further implemented INSTRUCTIONAL SYSTEM DEVELOPMENT (ISD) MODEL Instructional System Development model was made to answer the training problems. This model is widely used now-a-days in the organization because it is concerned with the training need on the job performance. Training objectives are defined on the basis of job responsibilities and job description and on the basis of the defined objectives individual progress is measured. This model also helps in determining and developing the favorable strategies, sequencing the content, and delivering media for the types of training objectives to be achieved. The Instructional System Development model comprises of five stages: 1. ANALYSIS – This phase consist of training need assessment, job analysis, and target audience analysis. 2. PLANNING – This phase consist of setting goal of the learning outcome, instructional objectives that measures behavior of a participant after the training, types of training material, media selection, methods of evaluating the trainee, trainer and the training program, strategies to

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impart knowledge i.e. selection of content, sequencing of content, etc. 3. DEVELOPMENT – This phase translates design decisions into training material. It consists of developing course material for the trainer including handouts, workbooks, visual aids, demonstration props, etc. course material for the trainee including handouts of summary. 4. EXECUTION – This phase focuses on logistical arrangements, such as arranging speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and other training accessories. 5. EVALUATION – The purpose of this phase is to make sure that the training program has achieved its aim in terms of subsequent work performance. This phase consists of identifying strengths and weaknesses and making necessary amendments to any of the previous stage in order to remedy or improve failure practices. The ISD model is a continuous process that lasts throughout the training program. It also highlights that feedback is an important phase throughout the entire training program. In this model, the output of one phase is an input to the next phase.

TRAINING NEED ANALYSIS (TNA)/TRAINING NEED IDENTIFICATION (TNI)

An analysis of training need is an essential requirement to the design of effective training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance. Training Need arises at three levels: • Organizational level • Individual level • Operational level Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group. Organizational level – Training need analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats. After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while strength scan further be strengthened with continued training. Identifying the areas where training is required can reduce threats. And, opportunities

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can be exploited by balancing it against costs. For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at each level. Individual level – Training need analysis at individual level focuses on each and every individual in the organization. At this level, the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of training. However, individual competence can also be linked to individual need. The methods that are used to analyze the individual need are: • Appraisal and performance review • Peer appraisal • Competency assessments • Subordinate appraisal • Client feedback • Customer feedback • Self-assessment or self-appraisal Operational level – Training Need analysis at operational level focuses on the work that is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not He gathers this information through technical interview, observation, psychological test; questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the time. Employees need to prepare for these changes. The job analyst also gathers information on the tasks needs to be done plus the tasks that will be required in the future. Based on the information collected, training Need analysis (TNA) is done. Benefits of need assessment Training programs are designed to achieve specific goals that meet felt needs. There are many benefits of need assessment: 1. Trainers may be informed about the broader need of the trainees. 2. Trainers are able to pitch their course inputs closer to the specific needs of the trainees.

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3. Assessment makes training department more accountable and more clearly linked to other human resource activities, which make the training programs easier to sell to line managers.

TRAINING-DESIGN

The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program. The trainer – Before starting a training program, a trainer analyzes his technical, inter personal, judgmental skills in order to deliver quality content to trainers. The trainees – A good training design requires close scrutiny of the trainees and their profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design. Cost of training – It is one of the most important considerations in designing a training programme. A training programme involves cost of different types. These may be in the form of direct expenses incurred in training, cost of training material to be provided, arrangement of physical facilities and refreshment, etc. Besides these expenses the organization has to bear indirect cost in the form of loss of production during training period. Ideally, a training programme must be able to generate more revenues than the cost involved. Training climate – A good training climate comprises of ambience, tone, feelings, positive perception for training program, etc. Therefore, when the climate is favorable nothing goes wrong but when the climate is unfavorable, almost everything goes wrong. TRAINING-DESIGN Trainees’ learning style – the learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program. Training strategies – Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included.

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Training topics – After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics, ad modules. These topics and modules are then classified into information, knowledge, skills, and attitudes. Sequence the contents – Contents are then sequenced in a following manner: • From simple to complex • Topics are arranged in terms of their relative importance • From known to unknown • From specific to general • Dependent relationship. Training tactics – Once the objectives and the strategy of the training program becomes clear, trainer comes in the position to select most appropriate tactics or methods or techniques. The method selection depends on the following factors: • Trainees’ background • Time allocated • Style preference of trainer • Level of competence of trainer • Availability of facilities and resources, etc. Support facilities – IT can be segregated into printed and audiovisual. The various requirements in a training program are white boards, flip charts, markers, etc. Constraints – The various constraints that lay in the trainers mind are: • Time • Accommodation, facilities and their availability • Furnishings and equipments • Budget • Design of the training, etc.

TRAINING IMPLEMENTATION To put training program into effect according to definite plan or procedure is called training implementation. Training implementation is the hardest part of the system because one wrong step can lead to the failure of whole training program. Even the best training program will fail due to one wrong action. Training implementation can be segregated into:

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• Practical administrative arrangements • Carrying out of the training Once the staff, course, content, equipments, topics are ready, the training is implemented. Completing training design does not mean that the work is done because implementation phase requires continual adjusting, redesigning, and refining. Preparation is the most important factor to taste the success. Therefore, following are the factors that are kept in mind while implementing training program: The trainer – The trainer need to be prepared mentally before the delivery of content. Trainer prepares materials and activities well in advance. The trainer also set grounds before meeting with participants by making sure that he is comfortable with course content and is flexible in his approach. Physical set-up – Good physical set up is pre-requisite for effective and successful training program because it makes the first impression on participants. Classrooms should not be very small or big but as nearly square as possible. This will bring people together both physically and psychologically. Also, right amount of space should be allocated to every participant. Establishing rapport with participants – There are various ways by which a trainer can establish good rapport with trainees by: • Greeting participants – simple way to ease those initial tense moments • Encouraging informal conversation • Remembering their first name • Pairing up the learners and have them familiarized with one another • Listening carefully to trainees’ comments and opinions • Telling the learners by what name the trainer wants to be addressed • Getting to class before the arrival of learners • Starting the class promptly at the scheduled time • Using familiar examples • Varying his instructional techniques • Using the alternate approach if one seems to bog down Reviewing the agenda – At the beginning of the training program it is very important to review the program objective. The trainer must tell the participants the goal of the program, what is expected out of trainers to do at the end of the program, and how the program will run. The following information needs to be included: • Kinds of training activities

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• Schedule • Setting group norms • Housekeeping arrangements • Flow of the program • Handling problematic situations

TRAINING EVALUATION

The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines. Purposes of Training Evaluation The five main purposes of training evaluation are: Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training. Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly. Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes. Functions of evaluation: There are basically two functions of evaluation: 1. Qualitative evaluations is an assessment process how well did we do? 2. Quantitative evaluation is an assessment process that answers the question How much did we do? Principles of Training Evaluation: Training need should be identified and reviewed concurrently with the business and personal development plan process. a) Evaluation must be continuous. b) Evaluation must be specific.

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c) Evaluation must be based on objective methods and standards. d) There should be correlation to the needs of the business and the individual. e) Organizational, group and individual level training need should be identified and evaluated. f) Techniques of evaluation should be appropriate. g) The evaluation function should be in place before the training takes place. h) The outcome of evaluation should be used to inform the business and training process.

SAHARA COMPANY‘S PROFILE Sahara India- a corporate, which believe that quality, is never an accident it is a result of planning, team work and a commitment of excellence. Sahara India Pariwar is a multi-business conglomerate with diversified business interest that includes finance, real estate, media & entertainment, tourism & hospitality, and service & trading. Sahara India Pariwar Headquarter: Lucknow, India Workers: 9.10 lakh Dependents: 45.50 lakh Asset: Over 50,000 crore Establishments: 1707 Important points • The employees at Sahara India Pariwar greet each other by saying “Sahara Pranam” • Every year, republic day and Independence Day is celebrated as Bharat Parv (national festival) and Sahara India Pariwar celebrates it as the biggest event of the pariwar (family). • Sahara India Pariwar has been the official sponsors of the Indian cricket team and Indian hockey team. • Sahara India Pariwar in often referred as the world’s largest family • 910,000 workers/ employees and no trade union • Its five star hostel ‘Sahara Star’ near Mumbai airport has the world’s largest pillar less clear-to-sky dome of its kind • Holds the Guinness world record for planning 125,256 trees by 1400

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volunteers in 6 hours and 35 minutes 0n 5th June 1988 at Aamby valley city. • Hold the record in India for 25%-50% hike in the gross salary of all of its employees at one go. • Conducts mass marriage ceremony of 101 underprivileged girls every year • Subrato Roy Sahara is also referred as “Saharasri” SAHARA INDIA PARIWAR OVERVIEW Sahara India Pariwar is a major entity on the corporate scene having diversified business interests that include Finance, Infrastructure & Housing, Media &Entertainment, Consumer Products, Manufacturing, and Services & Trading. Quality is our essence and we, at Sahara India Pariwar have always stressed on the Qualitative aspect. Consequently in this run for quality, quantity has always pursued us. We look forward to reaching the zenith and reaffirm our commitment to the process of sound nation building. PROFIT SHARINGCORE COMMITMENTS - OUR STRENGTH • Emotion • Discipline • Duty • No discrimination • Quality • Give respect • Self-respect • Truth • Collective Materialism • Religion • Absolute Honesty What A commitment of Sahara India Pariwar to the genuine needs and rights of anybody & everybody - Be it to a depositor, newspaper reader, consumer.... all business associates and Sahara India Family Members. Need India needs effective consumer protection and protection of workers genuine rights. There are various agencies, promising protection & action. But no external body can provide justice unless the company becomes QUALITY CONSCIOUS WITHSTRICTLY NO

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DISCRIMINATION POLICY AND JUSTICE CONSCIOUSNESS as its very dominating nature. Motto We not only believe but practice NO DISCRIMINATION, JUSTICE & HIGHQUALITY - means enthusiastic, productive performance of duty "KARTAVYA towards the consumer, workers genuine satisfaction. Aim To provide justice - be it a matter of the tiniest imperfection or injustice in our. COMMITMENT - products or services, direct or indirect, short term or long term. Where Kindly rush your grievances/suggestions or any queries related to Sahara India Pariwar to the nearest Sahara establishment and/or to: Response Will Never Be Delayed And Justice Will Never Be Denied

RESEARCH METHOLOGY DATA COLLECTION Data collection is a term used to describe a process of preparing and collecting business data - for example as part of a process improvement or similar project. Data collection usually takes place early on in an improvement project, and is often formalized through a data collection Plan which often contains the following activity. 1. Pre collection activity – Agree goals, target data, definitions, methods 2. Collection – data collection 3. Present Findings – usually involves some form of sorting analysis and/or presentation. There are two methods of data collection which are discussed below: PRIMARY DATA In primary data collection, you collect the data yourself using methods such as interviews and questionnaires. The key point here is that the data you collect is unique to you and your research and, until you publish, no one else has access to it. I have tried to collect the data using methods such as interviews and questionnaires. The key point here is that the data collected is unique and research and, no one else has access to it. It is done to get the real scenario and to get the original data of present.

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DATA COLLECTION TECHNIQUE Questionnaire: Questionnaire are a popular means of collecting data, but are difficult to design and often require many rewrites before an acceptable questionnaire is produced. The features included in questionnaire are: • Theme and covering letter • Instruction for completion • Types of questions • Length Interview: This technique is primarily used to gain an understanding of the underlying reasons and motivations for people’s attitudes, preferences or behavior. The interview was done by asking a general question. I encourage the respondent to talk freely. I have used an unstructured format, the subsequent direction of the interview being determined by the respondent’s initial reply, and come to know what is its initial problem is. SAMPLING METHODOLOGY Sampling technique: Initially, a rough draft was prepared keeping in mind the objective of the research. A pilot study was done in order to know the accuracy of the questionnaire. The final questionnaire was arrived only after certain important changes were done. Thus my sampling came out to be judgmental and continent. Sampling Unit: The respondents who were asked to fill out questionnaires are the sampling units. These comprise of kartavyayogis of corporate HR, Sahara India Pariwar, who had attended the personality development workshop. Sampling Size: 20 SECONDARY DATA All methods of data collection can supply quantitative data (numbers, statistics or financial) or qualitative data (usually words or text). Quantitative data may often be presented in tabular or graphical form. Secondary data is data that has already been collected by someone else for a different purpose to yours. Need of using secondary data

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1. Data is of use in the collection of primary data. 2. They are one of the cheapest and easiest means of access to information. 3. Secondary data may actually provided enough information to resolve the problem being investigated. 4. Secondary data can be a valuable source of new ideas that can be explored later through primary research. Limitation of secondary data 1. May be outdated. 2. May not be reported in the required form. 3. May not be very accurate. 4. Collection for some other purpose.

DATA ANALYSIS AND INTERPRETATION

The major activities performed by the Training and Developing function in Sahara India Pariwar are as follows: (1) Training needs identification/ assessment: From employees through interviews, questionnaires, etc. and secondly through HOD recommendation. (2) Training (Internal/External): Training depends upon its scope, whether needs of the training can be met within the organization or whether has to be taken to an environment outside the organization. (3) Certified corporate trainer: Certified corporate trainers are the employees of the company itself. It is their voluntary involvement. If they feel like in their service tenure that they can, for some time, train the employees of the company on the base of their experience, then send in their CVs and on approval by the respective authority, become certified corporate trainers. (4) Types of training given in Sahara India Pariwar: • Induction/Orientation training • Soft skill development training • Project training INDUCTION/ORIENTATION TRAINING These terms are interchangeably used to give a friendly welcome to the

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new employees as members of the organization so also to introduce the new employee with the available installations (plant and machineries, systems), work norms, organizational objectives and the job position of the employee. Content: • The company size, structure of the organization, history, market share • Achievements, objective and mission. • Product training • Shop floor-rules and regulations • Personnel policies • Union contract • Company services • Service department SOFT SKILL DEVELOPMENT TRAINING Modules of soft skill development training in Sahara India Pariwar: n Personality and positive attitude n Business communication n Team building and leadership n Stress management and work-life balance n Business etiquettes and corporate grooming BUSINESS COMMUNICATION Background Effective communication is very crucial in the business success. It is the lifeblood of an business organization. It includes conveying messages to other people clearly and unambiguously. Its also about receiving information that others are sending to you, with as little distortion as possible. Doing this involves effort from both the sender of the message and the receiver. And it’s a process that can be fraught with error, with messages muddled by the sender, or misinterpreted by the recipient. When this isn’t detected, it can cause tremendous confusion, wasted effort and missed opportunity. Objective of the Module To understand the importance of Business Communication in order to enhance the capabilities of understanding and implementing the correct communication channel to bring the effectiveness of the organization in order to succeed in business, and maintain good relationships with clients, customers and employee.

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Coverage of the Module• What is communication?• Need of communication• Communication flow• Types of Communication• Barriers of Communication• Overcoming tips of barrier• Essentials of effective communication

PROJECT TRAINING Project trainings are the time-to-time held training sessions held by the organization and with the help of experienced and learned employees to train students outside the organizations, in various practical fields, for the accomplishments of their compulsory projects Training evaluation Process: 1. What do you understand by training? Learning 0 Enhancement of knowledge, skill &attitude 4 Sharing information 0 All of the above 16 ANALYSIS The above result shows that most of the kartavyayogis of corporate HR are well aware of the definition, inputs and purpose of the training program. They are self-motivated to attend such training program as it will result in their skill enhancement & improving their interpersonal skill. 2. Training is must for enhancing productivity and performance. Completely agree 17 Partially agree 3 Disagree 0 Unsure 0 ANALYSIS The above result shows that mostly all the kartavyayogis of corporate HR are well aware of the role and importance of the training. It means somewhere their productivity and performance has been improved after the training program attended by them and it helped them to achieve their goal. 3. (i). Have you attended any training program in the last 1-year?

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Yes 20 No 0 ANALYSIS 100% respondents had attended training program in the last 1-year. It means incorporate HR, Sahara India Pariwar, time-to-time training is provided to all the kartavyayogis and it is continuous process. (ii). If yes, which module of soft skill development training? Personality and positive attitude 3 Business communication 2 Team building and leadership 0 Stress management and work-life balance 2 Business etiquettes and corporate grooming 0 All of above 13 If any other ,please specify 0 ANALYSIS 65% respondents had attended all the five modules of soft skill development training. But besides soft skill development training, Corporate HR Sahara India Pariwar should also provide product/process or skill based training to enhance the employability. 4. (i). After the training, have you given feedback of it? Yes 20 No 0 ANALYSIS 100% respondent had given feedback after attending the training. It means each and every respondent are well aware of the importance of giving feedback. They know that their feedback is very important to identify the effectiveness and valuation of training program. (ii). If yes, through which method? Questionnaire 16 Interview 1 Supplement test 1 Any other 0 ANALYSIS

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The above result shows that the questionnaire is the most popular method of evaluating the training program and other methods are not very much in practice in corporate HR, Sahara India Pariwar But since there are various other methods of evaluation of training program like interviews, supplement test, self diaries& observation so it should also implement the other methods also to identify the ROI (return on investment) & effectiveness and valuation of the training program. 5. Which method of post training feedback according to you is more appropriate? Observation 5 Questionnaire 3 Interviews 8 Self diaries 3 Supplement test 1 ANALYSIS I. Corporate HR, Sahara India Pariwar, mostly use the questionnaire to get the feedback of trainees but only 15% respondents are in favor of questionnaire because in it there is a possibility of getting inaccurate data and in this responding conditions are also not controlled. II. On the other side 40% respondents feel that interview is the most appropriate method of evaluating the training program because it is more flexible method, and in this they can get the opportunity for clarification and the most important thing is that in the interview, personal interaction is also possible. III. 25% are in favor of observation because this is non-threatening and is excellent way to measure the behavioral changes. IV. Beside this, 15% are in favor of self-diaries and 5% are in the favor of supplement test. It means that Corporate HR, Sahara India Pariwar should also try to use other method of evaluation of training program. 6 (i). Do you think that the feedback can evaluate the training effectiveness? Yes 20 No 0 ANALYSIS 100% respondents think that the feedback can evaluate the training effectiveness. It means that kartavyayogis in the Corporate HR, Sahara India Pariwar are well aware of the importance of taking feedback after the training.

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(ii).If yes, how can the post training feedbacks can help the participants? Improve job performance 1 An aid to future planning 3 Motivate to do better 2 All of the above 14 None 0 ANALYSIS 70% respondent feel that the post training feedback can help the participants to improve their job performance, is an aid to future planning and can motivate to do better. It means that giving feedback of the training, attended by them, benefits them. 7. Post training evaluation focus on result rather than on the effort expended in conducting training. Completely agree 14 Partially agree 6 Disagree 0 Unsure 0 ANALYSIS 70% respondents are completely agreed and 30% respondents are partially agree with the statement that post training evaluation focus on result rather than on the effort expended in conducting training program. It means that the entire respondents are well aware of the purpose and objective of the post training evaluation. 8. What should be the approach of post training evaluation? Trainer centered 2 Trainee centered 2 Subject centered 8 All of the above 8 ANALYSIS I. 40% respondents feel that the approach of post training evaluation should be subject centered and 40% respondent also feel that it should be trainer, trainee and subject centered. II. 10% respondents are in favor of trainee-centered approach and 10% respondents are in favor of trainer-centered approach. It means that the

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evaluation procedure should be implemented concerning trainer, trainee and subject. 9. What should be the ideal time to evaluate the training? Immediate after training 6 After 15 days 7 After 1 month 4 Can’t say 3 ANALYSIS 35% respondent feel that training should be evaluate after 15-days. 30% feel that it should be immediate after training. 20% feel that ideal time to evaluate the training is after 1month and 15% are unsure. Since each respondent had attended different training program. So the ideal time of evaluation of training depends on types of training. It could be vary for different training. 10. Should the post training evaluation procedure reviewed and revised periodically? Yes 16 No 2 Can’t say 2 ANALYSIS 80% respondents feel that the post training evaluation procedure should be reviewed and revised periodically. It means that it has to be a continuous process and be taken regularly by the line manager/Reporting manager of the participants. Peer group could also take it. Still 10% feel that the post training evaluation procedure should not be reviewed and revised periodically. It means they are satisfied with the post training evaluation procedure, followed by Corporate HR, Sahara India Pariwar. 11. Is the whole feedback exercise after the training worth the time, money and effort? Yes 18 No 2 Can’t say 0 ANALYSIS 90% respondents feel that the whole feedback exercise worth the time,

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money and effort and 10% respondent are not agree with this. It means that feedback exercise is valuable and worthful for the participant to achieve their personal goal as well as for the organization. Still 10% are unsure about it. So there is a need to create awareness among them that how much the feedback exercise is important to identify the effectiveness and valuation of the training program, to identify the ROI, need of retraining and the points to improve the training. 12.The post training feedback can be used: To identify the effectiveness and valuation of training program 3 To identify the ROI (return on investment) 2 To identify the need of retraining 0 To provide the points to improve the training 0 All of above 15 ANALYSIS 75% respondents feels that post training feedback can be used to identify the effectiveness and valuation of training program, to identify the ROI, to identify the need of retraining and to provide the points to improve the training. And others are also aware of the importance of post training feedback. KEY FINDINGS • Mostly all the kartavyayogis of corporate HR are well aware of the role and importance of the training They are self motivated to attend such training program as it will result in their skill enhancement & improving their interpersonal skill. • Corporate HR, Sahara India Pariwar, time to time training is provided to all the kartavyayogis and it is continuous process. • Two types of training are provided to the kartavyayogis by Corporate HR Sahara India Pariwar -induction training and soft skill development training. • Questionnaire is the most popular mean of evaluating the training program in Sahara India Pariwar. • Most of the kartavyayogis feel that interview is the most appropriate method of evaluating the training program. • Post training evaluation focus on result rather than on the effort expended in conducting the training and it worth the time, money and effort. • Most of the participants are benefitted by giving feedback after attended the training. It motivated them to do better, helped them to increase their

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job performance and is an aid to future planning. • In Sahara India Pariwar, post training evaluation is used to identify the effectiveness and valuation of training program, to identify the ROI (return on investment), to identify the need of retraining and to provide the points to improve the training. CONCLUSION Professional competence describes the state-of-the-art, Area- knowledge, expertise and skill relevant for performing excellently within a specific functional department. This competence insures that technical knowledge is both present and used within a firm for the welfare of its stakeholders. To develop this competence regular Training and Development is required. Therefore, Training initiatives and programs have become a priority for Human Resources. As business markets change due to an increase in technology initiatives, companies need to spend more time and money on training employees. In today’s business climate employee development is critical to corporate success and organizations are investing more in their employees training and development needs. Training evaluation is the important part of training process. It provides a feedback and help the sponsors and the resource persons for improvement at the level of individual performance and in the strategy formulation for training and development. Post training evaluation can be used to identify the effectiveness and valuation of training programme, to identify the ROI (return on investment), to identify the need of retraining and to provide the points to improve the training. SUGGESTIONS ü The management must commit itself to allocate major resources and adequate time to training. ü Ensure that training contribute to competitive strategies of the firm. Different strategies need different HR skill for implementation. Let training help employees at all levels acquire the needed skill. ü Ensure that a comprehensive and systematic approach to training exists, and training and retraining are done at all levels on a continuous and ongoing basis. ü Ensure that there is proper linkage among organizational, operational and individual training needs.

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ü Skill based training (product/process training) should also be provided. ü Besides questionnaire other methods of post training evaluation should also be used like interviews, self diaries, observation and supplement test. ü The evaluation procedure must be implemented concerning trainer, trainee and subject. ü Post training feedback has to be continuous and should also be taken from line manager/superior & from peers to find out the effectiveness and valuation of training. Reference: A study carried out by Hemant CRPatna