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SRM UNIVERSITY(UNDER SECTION 3 OF UGC ACT 1956)
BONAFIDE CERTIFICATE
Certified that this project report titled “HR PROCESS UNDER TRAINING
DEVELOPMENT IN UNICON SECURITIES PVT. LIMITED ” is the
bonafide work of Ms. Priyanka under the guidance of Ms.R. Raji B.B.A.,
M.B.A. Asst Prof SRM School of Management who carried out the project under
my supervision. Certified further, that to the best of my knowledge the work
reported herein does not form part of any other project report or dissertation on the
basis of which a degree or award was conferred on an earlier occasion on this or
any other candidate.
Internal Guide ` Signature of Dean-MBA
Ms. Raji Dr. Ms. Jayshree Suresh
Viva voce to be held on _____________
Internal Examiner External Examiner
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ACKNOWLEDGEMENT
This project report has been the imprint of many people who made a
significant contribution to its development to the present form.
I express my gratitude to Ms. Jayashree Suresh, Dean, SRM School of
Management, for providing an amazing environment to complete this project
successfully.
It is with profound sense of respect that I wish to reveal my overwhelming
gratitude to my guide Ms. Raji for granting this opportunity to have a wide spread
view and experience in the form of project work.
My genuine thanks to Mr. SHAZIYA AHMED, HR executives for giving
me an opportunity to be associated with UNICON securities pvt. limited in
carrying out the project.
I thank my staff and friends for their assurance and encouragement. I’m
deeply indebted to my loving parents for their endurance and perseverance during
the course of my study.
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DECLARATION
I PRIYANKA (Reg. No. 3511010533) hereby declare that the project entitled
―HR PROCESS UNDER TRAINING AND DEVELOPMENT IN UNICON
SECURITIES PVT .LTD”. under the supervision and guidance of Ms. Raji (Asst.
Professor in SRM University, Kattankulathur) department of management studies
SRM, is the result of the original work done by me and to the best of my
knowledge, a similar work has not been submitted to any universiy or any other
institution.
Place: ChennaiPRIYANKA
Date: s
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CHAPTER-1
INTRODUCTION
1.1 COMPANY PROFILE
Unicon Investment Solutions:
UNICON is a financial services company which has emerged as a one-stop
investment solutions provider. It was founded in 2004 by two visionary and hard
working entrepreneurs, Mr. Gajendra Nagpal and Mr. Ram M. Gupta, who possess
expertise in the field of Finance. The company is headquartered in New Delhi, and
has its corporate office in Mumbai with regional offices in Kolkata, Chennai,
Hyderabad and Noida
UNICON is a professionally managed company led by a team with
outstanding managerial acumen and cumulative experience of more than 400 man
years in the financial markets The Company is supported by more than 4500
Unicon and has a extensive network of over 500 business offices in 235 cities
across India.
With a customer base of over 200,000 the Unicon Group has an eye for the
intricate financial needs of its clients and caters to both their short – term and long
– term financial needs through a comprehensive bouquet of investment services. It
has been founded with the aim of providing world class investing experience to the
investing community. These services range from offline & online trading in equity,
commodities and currency derivatives to debt markets to corporate finance and
portfolio management services. The company has a sizable presence in the
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distribution of 3rd party financial products like mutual funds, insurance products
and property broking. It also provides expert Advisory on Life Insurance, General
Insurance, Mutual Funds and IPO’s. The distribution network is backed by in-
house back office support to provide prompt and efficient customer service
The Equity broking arm – UNICON Securities Pvt. Ltd offers personalized
premium services on the NSE, BSE & Derivatives market. The Commodity
broking arm Unicon Commodities Pvt. Ltd offers services in Commodity trading
on NCDEX and MCX. The UNICON group also has a PCG division providing
investments solutions for High Net Worth Individuals. The Corporate Advisory
Services arm – Unicon Capital Services (P) Ltd offers entire gamut of Investment
Banking services to corporate.
UNICON can boast of some of the most respected names in the private
equity space like Sequoia Capitals, Nexus India Capital and Subhkam Ventures as
its shareholders.
Unicon customers have the advantage of trading in all the market segments
together in the same window, as we understand the need of transactions to be
executed with high speed and reduced time. At the same time, they have the
advantage of having all Advisory Services for Life Insurance, General Insurance,
Mutual Funds and IPO’s also.
Unicon is a customer focused financial services organization providing a
range of investment solutions to our customers. We work with clients to meet their
overall investment objectives and achieve their financial goals. Our clients have
the opportunity to get personalized services depending on their investment profiles.
Our personalized approach enables clients to achieve their Total Investment
Objectives.
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Our key product offerings are as follows:
o Equity
o Commodity
o Depository
o Distribution
o NRI Services
o Back Office
o Fixed Income
o Investment Banking
o Currency Derivatives
o Portfolio Management
CEO OF THE COMPANY:
Mr. Gajendra Nagpal is the Founder and Chief Executive Officer of
Unicon Financial Intermediaries Pvt. Ltd. a financial services company which has
emerged as a one-stop investment solutions provider.
Under his dynamic leadership, Unicon has grown from strength to strength and he
has helped shape the company into one of the most recognized names in the
financial services space. With Unicon, Mr. Nagpal has brought to life his vision of
a company that provides the most useful and ethical investment solutions and
which will be guided by values driven approach to growth, client service and
employee development.
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Mr. Nagpal brings with him over 16 years of experience in the stock market
including the rich experience of building a retail broking network. He is well
respected in the industry for his stock broking experience. Prior to founding
Unicon, Mr. Nagpal has held senior positions at the regional and national levels
with Kotak Securities and Indiabulls. At Indiabulls, Mr. Nagpal was a member of
the core management team and played a leading role in the growth of the
company’s networ k to 100 locations and employee strength of 1500.
Mr. Nagpal is a management graduate by qualification. In his spare time he likes to
swim and listen to old Hindi film music.
Mr. Ram M. Gupta is the President and Co-Founder,
Unicon Group and a member of the core leadership team of the organisation. Mr.
Gupta’s key responsibility areas include driving sales for Equity (Online and
Offline), Commodity, PCG and the Business Alliances divisions. He has over a
decade of stock market experience behind him and has worked with some of the
most prominent names in the financial services space. He started his career with
Karvy Stock broking and went on to hold regional level positions with Indiabulls
Securities. At UNICON, Mr. Gupta has been instrumental in building the sales
team from scratch to its current strength of over 1000 relationship managers spread
across 89 locations. With his aggression and dynamism, Mr. Gupta brings energy
to the team and he believes in leading by example. He holds a Master’s Degree in
Business Management with specialisation in Finance. In his spare
time he enjoys swimming, playing cricket and spending time with his children.
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“UNICON SECURITIES PVT LTD WAS FIRST STARTED IN THE NAME
OF TALENT CAPITAL INDIA PVT LTD(TCI)
OUR VISION
Creating Results with People
Business value cannot be achieved through technology alone. It starts with people:
experts working together to get to the heart of your individual business objectives and
develop the most adapted solutions to fit these requirements. TCI believe this human-
centered approach to technology is what makes the difference for your business.
OUR MISSION
Driving Concrete Business Results
Teamwork is crucial to the way we do business. Our experts join forces with your
people to form a cohesive team. More than just a promise, our capacity to partner
has become a key client expectation. We call this approach the Concert
Experience. It shows in our every interaction and is our way of forging closer,
more effective relationships. Together, we create and deliver technology and
business solutions that fit your needs and generate concrete business results.
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1.2 OBJECsTIVES
Primary objective:
To study of training and development carried by the Unicon securities Pvt.
Ltd.
Secondary objectives:
To know the type of training programmes conducted by Unicon securitie Pvt.
Ltd.
To identify the satisfactory level of the candidate about the training
programme.
To know the suggestion of the employees.
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1.3 SCOPE OF THE STUDY
The development of any organization depends on the employees. The
organization productivity training and development assumes great significance.
The study was conducted in Unicon securities Pvt. Ltd. In Chennai, with a
sample size of 50.
The study is conducted to know the level of knowledge and skills given to the
employee in the organization.
This will help the management to know the level of effectiveness of training
and development in the organization.
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1.4 LIMITATIONS
This study was conducted in Unicon securities pvt. Ltd. The followings are the
limitations :
The study was conducted only on training and development.
The study was conducted on the candidates who were trained by talent
capital India.
The duration for training period was not sufficient to analyze the details of
the company.
Some of the respondents reacted indifferently while filling up the
questionnaire.
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CHAPTER 2
TRAINING AND DEVELOPMENT:
Training plays a very important role in human resource development.
Training involves the development of skills that are usually necessary to perform a
specific job. According to Edwin B. Flippo ―Training is the act of increasing the
knowledge and skills of an employee for doing a particular job‖.
Development means all round improvement in the job performance,
personality growth in proficiency, advancement and progressing all other
personality traits that make an employee a better man and a better citizen.
Training is the process of increasing the knowledge and skills for doing a
particular job. It is an organized procedure by which people learn knowledge and
skill for a definite purpose. The purpose of training is basically to bridge the gap
between job requirements and present competence of the employee. Training is
aimed at improving the behaviour and performance of a person. It is a never
ending or continuous process. Training is closely related with education and
development but needs to be differentiated from these terms.
Training should be distinguished from education. ―Training is any process
by which the aptitudes, skills and abilities of employees to perform specific jobs
are increased. On the other hand, education is the process of increasing the general
knowledge and understanding of employees‖. Training is the systematic process of
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altering the behaviour knowledge, and/or motivation of employees in a direction to
increase organizational goal achievement.
Training may be defined as a planned programme designed to improve
performance and to bring about measurable changes in knowledge, skills, attitude
and social behaviour of employees for doing a particular job.
According to Decenzo and Robbins: ―employee training is a learning
experience in that it seeks a relatively permanent change in employees that will
improve his ability to perform on the job‖.
Thus, training involves changing skills, knowledge, attitudes or behaviour.
Thus a formal program is an effort by the employer to provide opportunities for the
employee to acquire job-related skills, knowledge, attitudes, or behaviour.
Employee training is distinct from management development. Training is
short-term process utilizing a systematic and organized procedure by which non-
managerial technical knowledge and skills for a definite purpose.
Job analysis information is used to design and implement training and
development programs. The job description provides information on what skills
and competencies are required to perform the job. Training and development work
is then conducted to satisfy these skill and competency requirements.
Training is a process of learning a sequence of programmed behaviour. It
is application of knowledge. It gives people an awareness of the rules and
procedures to guide their behaviour. It attempts to improve their performance on
the current job or prepare them for an intended job
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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. Training is a process whereby an individual
acquires job-related skills and knowledge. It is a cost to firms to pay for the training
and also to suffer the loss of working hours whilst an employee is being trained.
Evaluating the training effectiveness:
Training is a critical component in any organization's strategy, but
organizations don't always evaluate the business impact of a training program.
Given the large expenditures for training in many organizations, it is important to
develop business intelligence tools that will help companies improve the
measurement of training effectiveness. These tools need to provide a methodology
to measure, evaluate, and continuously improve training, as well as the
organizational and technical infrastructure (systems) to implement the
methodology
Evaluating your training allows you to work towards improving it. There are
several ways to get an accurate picture of what your training has achieved and
what the limitations are.
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Need for employee training:
Training is necessary for improving the quality of work of employees.There are some other factors, giving rise to the need for training.
Increased productivity.
Reduced employee turnover.
Increased efficiency resulting in financial gains.
Decreased need for supervision
Training can help employees better understand the information they
are given and can encourage them to play a fuller part in the way the
organisation conducts its affairs. Training courses in particular can be a
useful way of giving employees factual information about their employment
because they necessarily include a substantial element of explanation and
provide opportunities for questions to be answered.
Importance of Training:
Training is the corner – stone of sound management, for its makes
employees more effective & productive. There is an ever present need for training
men so that new & changed techniques may lie taken advantage & improvementseffected in the old methods, which are usefully inefficient. Training is a practical
& vital necessity because; it enables employees to develop & rise within the
organization, & increase their market value, earning power & job security.
Training is a widely accepted problem solving device.
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Traditional and modern approach of training:s
Traditional approach – most of the organizations before never
used to believe in training. They were holding the traditional view that managers
are born and not made. There were also some views that training is a very costly
affair and not worth. Organizations used to believe more in executive pinching.
But now the scenario seems to be changing the Modern approach of training is
that Indian Organisations have realized the importance of corporate training.
Training is now considered as more of retention tool than a cost. The training
system in Indian Industry has been changed to create a smarter workforce and yield
the best results.
Basic Purposes of Training:
To improve productivity
To improve quality
To help a company fulfil its future personnel needs
To improve organizational climate
To improve health and safety
Obsololescence prevention
Personal growth
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IMPORTANCE AND NEED FOR TRAINING
The importance and need for training arises on account of the following reasons:
1. Non- availability of trained personal:
It is a very difficult to find fully trained workers for all categories levels of
jobs in an organisation .then the organisation selects the persons who are having
little training or no training. Adequate training will be given by the employers
themselves to the untrained workers.
2. Suitability for the job:
A worker is assigned a job for which he is not trained. Then a need arises for
giving the same special training to the concerned worker. All type of training is not
provided in a vocational school. Supplement training is also essential to the worker
on the basis of the peculiarity of the job.
3. Getting knowledge by latest methods:
The rapid development of science and technology has made it necessary to
give training to the workers. The reason is that a worker might have been trained in
any one of the methods. It will be useful for a certain period. Further training is
essential due to the innovations of new methods.
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2.1 HUMAN RESOURCE PROCESS UNDER TRAINING
AND DEVELOPMENT:
Human resources (HR) is a general term meant to cover a wide range of
activities. Some of the work that falls to HR professionals includes hiring and
firing employees, creating organizational charts and shaping corporate culture after
a merger or acquisition, managing employee communications, settling employee
disputes, creating benefits programs, navigating government regulations, dealing
with legal issues such as sexual harassment and occupational safety, and setting up
policy and programs for measuring performance, compensating, recognizing, and
training employees. In other words, HR doesn’t consist of a single activity or
function but a huge network of them; basically, HR refers to everything related to
the employer/employee relationship. Both specialists and generalists can find a
home here, with specialist tracks ranging from training to pension planadministration to legal compliance. In HR, there’s something for just about
everyone.
Long considered a support role, in recent years HR has taken on an
increasingly strategic dimension in the world of business as managers have
recognized employees as a source of competitive advantage. Meanwhile,
globalization has complicated the HR role, creating new challenges, such as
managing employees and overseeing employee regulations in different countries
and cultures, while technology has created a new array of opportunities for
streamlining HR administration and practice — everything from putting benefits
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programs online to e-learning to automating payroll and other administrative HR
tasks.
The responsibilities and activities of HR practitioners vary depending on the
size of company. At a small company, the HR professional will usually wear many
hats, whereas at bigger companies you’ll find both generalist and specialist HR
roles. Large Fortune 500 companies, for instance, divide HR into corporate and
field operations, with those on the corporate side setting policy and those in the
field working with divisions to implement programs and handle day-to-day issues.
Many smaller and midsized businesses, or those of less than 1,000 employees, are
increasingly outsourcing some or even all of the HR functions. A few
responsibilities that fall to HR in both small and large organizations, such as
staffing and executive recruitment, compensation and benefits consulting, and HR
systems, have grown into multibillion-dollar service sectors designed to support in-
house HR functions.
Human resources act as the mediator between an organization’s management
and its workers. This requires wearing many hats: It’s an HR administrator’s job to
make sure that employees are working in a safe environment, that disputes are
settled, and that benefits are understood and functioning properly. At the same
time, HR is charged with recruiting new employees who will both fit in well and
help the company achieve profitability. They also represent management when
negotiating for benefits with companies administering these benefits and when
implementing companywide policies that will ultimately lower costs or boost
profits. The needs of HR cover a wide range of tasks and, therefore, require
someone who is not only good with people, but also organized, analytical,
business-minded, and able to juggle many projects at once.
Recruiters need to know what the best ways are to attract potential
employees, such as running ads, searching the Internet, attending job fairs, and
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interviewing at schools. Recruiters communicate with prospective employees about
personnel policies, wages, benefit packages, working conditions, and promotional
opportunities. Recruiters also screen, interview, test, and check the references of
applicants.
In essence, consultants are hired advisors to corporations. They tackle a
wide variety of business problems and provide solutions for their clients.
Depending on the size and chosen strategy of the firm, these problems can be as
straightforward as researching a new market or as complex as totally rethinking the
client’s organization. No matter what the engagement, the power that management
consultants wield is hard to scoff at. They can advise a client to acquire a related
company worth hundreds of millions of dollars, or reduce the size of its workforce
by thousands of employees.
―Consulting‖ is a big, one-size-fits-all term that includes virtually any
form of advice-giving. This industry overview focuses primarily on the flavor
known as management consulting. Often called strategy consulting, this segment
of the industry includes firms that specialize in providing advice about strategic
and core operational issues. Although some of the highest profile firms populate
this segment, they’re not the only ones doing consulting.
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Human Resources Consulting:
Consulting for HR is a huge business. Most of the major consulting firms
offer service lines related to HR. Consultants in these areas work on everything
from creating more effective organizations, to managing change, to developing
training programs, to managing health-care programs for their clients. The work is
often strategic, focusing on the people issues of running a large company. A lot of
it is data-driven; too, such as in actuarial consulting, which involves financial
planning based on the company’s long-term hiring projections.
HR Consulting can include everything from designing an employee
evaluation and compensation system to conducting organizational effectiveness
training to helping an organization through a significant change event, such as a
merger. HR consultants often work as long and travel as much as their counterparts
in general management consulting. Representative firms include Accenture
(Change Management Group), Buck Consultants, Hay Group, Hewitt Associates,
Mercer Human Resource Consulting, Towers Perrin, and Watson Wyatt &
Company.
In the industry, a ―head-hunter‖ is formally known as an executive
recruiter. Typically, a head-hunter earns his or her living by recruiting top-notch
candidates for hard-to-fill corporate positions. The basic premise of executive
recruiting is that really good candidates are happy in their current jobs and are not
likely to read (or respond to) want ads in newspapers or on the Internet. Ideally,
executive recruiters, begin each recruiting assignment by carefully gathering the
specific requirements for the job to be filled. They then attempt to locate the ideal
candidate using their network of contacts in business and industry.
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Interestingly, Indians in the US, after their failed foray into the
consulting and body-shopping businesses have taken to headhunting. Many
consultants and IT professionals also moonlight as ―middlemen‖ placing their
friends and colleagues into positions they become aware of. Of course the slowing
economy means that such moonlighters are giving way to value added recruiters.
With projects increasingly being outsourced to India, companies there
are probably starting to look for talented individuals with the right skills who can
hit the ground running. Use of Internet websites and e-mails helps them remain
relatively anonymous. The flip side is that since most of the big recruitment push is
coming from Indian companies and not international players, it will be hard for the
bad apples to survive in the long run.
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2.2 REVIEW OF LITERATURE
MEANING:
Training refers to programme that facilitates an employee to perform the
job effectively through acquiring increased knowledge and skills.
Training is the process of imparting skill or job knowledge to a person. It
takes an individual from where he is to where he should be.
DEFINITIONS:
The term training is used here to indicate the only process by which the
aptitudes, skill and abilities of employees to perform specific jobs are increased –
Jucius
Training is organised procedure in which people learn knowledge and/or
skill for definite purpose – Dale S.Beach.
Training is the act of increasing the knowledge and skills of employees for
doing a particular job – Edwin B.Flippo.
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BENEFITS OF TRAINING :
Increased productivity:
An increase in skill usually results in an increment in both qualities and
quantity of output. However, the increasingly technical nature of modern jobs
demands systematic training to make possible even minimum level of
accomplishment.
Heightened morale:
Possession of needed skills helps to meet such basic human needs as security
and ego satisfaction. Collaborate personnel and human relations programmes can
make a contribution towards morale.
Reduced supervision:
The trained employee is one who can perform with limited supervision but
greater independence is not possible unless the employee is adequately trained
.
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Reduced accidents:
More accidents are caused by deficiencies in people than by deficiencies in
equipment and working conditions. Proper training in both job skills and
safety attitudes should contribute towards a reduction in accident rate.
Increased organizational stability:
The outcomes of training help for organizational stability by enhancing
organizations human capital. The ability of an organization to sustain its
effectiveness despite the loss of key personnel can be developed only through
creation of a reservoir of trained employees.
TRAINING PURPOSE:
The purpose of training includes:
To prepare the employee, both new and old to meet the present
as well as the changing requirements of the job and the
Organization
To prevent obsolescence.
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To impart the new entrants the basic knowledge and skills, they
need for an intelligent performance of a definite job.
To prepare employees for higher level tasks.
To assist employees to function more effectively in their
present positions by exposing them to the latest concepts,
information and techniques and developing the skills they will
need in their particular fields.
To build up a second line of competent officers and prepare
them to occupy more responsible positions.
To broaden the minds of senior managers by providing them
with opportunities for an interchange of experiences within and
outside with a view to correcting the narrowness of outlook that
may arise from over-specialization.
To develop the potentialities of people for the next level jobs.
To ensure smooth and efficient working of the department.
To ensure economical output of required quality.
To promote individual and collective morale, a sense of
responsibility, co-operative attitudes and good relationships.
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TYPES OF TRAINING METHODS
On-the-job Methods:
On specific job
Rotation of position
Special project
Apprenticeship
Off-the-j ob Methods:
Role playing
Case study
Management games
Brain storming
On-the-job training:
It refers to learning while actually performing a particular work or job. This
type of training is more suitable to every type of employees. These are briefly
explained below.
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On specific job:
A person can learn when he is actually put in a job for which he is selected.
This is the most common method of training in every organization, where the
employee can developed his skills for doing the job in better way. Critical
evaluation and correction of the methods are some of the techniques adopted in this
type of training. Any individual can learn the job very quickly.
Rotation of position:
A person is given jobs in various sections of the organizations at various
levels the main objective of this type of training is to broaden the knowledge
background of these training of the trainee. Working in various sections helps the
trainee to develop an integrated view of the functioning of the organization.
Special projects:
An existing employee is deputed to special project. He is expected to work
under special project up to the finishing stage. Then he learns the jobs under
special projects and he gets an opportunity to move with other different types of
persons.
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Apprenticeship:
It is other wise called as under study. Here, the training is put under the
supervision of an expert. Today in India, many organizations provide training to
employees under the Apprenticeship act. These apprentices are used to fill up the
places of skilled personnel.
Off-the-j ob Methods:
Under the off-the- job training system, a trainee is removed from his normal
working place and spends his full times for training purpose in any other place.
During the training period, there is no contribution of trainee to organization.
Normally, this type of training is provided outside the organization and rarely
within the organization but not in the working place. This type of training is briefly
explain below.
Role playing:
Role play is a simulation in which each participant is given a role to play. Trainees
are given with some information related to description of the role, concerns,
objectives, responsibilities, emotions, etc. Then, a general description of the
situation, and the problem that each one of them faces, is given. For instance,
situation could be strike in factory, managing conflict, two parties in conflict,
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scheduling vacation days, etc. Once the participants read their role descriptions,
they act out their roles by interacting with one another.
Case study:
A technique where the participants are asked to investigate a situation or
problem and report their findings, causes and/or solutions. Participants gather and
organize relevant materials and report their findings.
Normally the cases are discussed by many groups. The instructor asks each
member of the group to present his analysis and critical comment on the view of
others. Besides, member of the group should answer the queries of the instructor
and members of the group. This process helps the trainee to develop and improve
both analytical and decision making skill.
Management games:
Management games are used to stimulate the thinking of people to develop their
skills to run a company or a department. These games are used to develop the skill
in the area of investment. Production, sales, collective bargaining, etc. A game
consists of situation. Each team tries to win unless there is a draw. A period is
fixed for this training and it is made known to all the terms.
Various situations are explained to the teams and they are requested to take
decisions on such given situation.
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Brain storming:
Brainstorming is the name given to a situation when a group of people meet to
generate new ideas around a specific area of interest. Using rules which remove
inhibitions, people are able to think more freely and move into new areas of
thought and so create numerous new ideas and solutions. The participants shout out
ideas as they occur to them and then build on the ideas raised by others. All the
ideas are noted down and are not criticized. Only when the brainstorming session
is over are the ideas evaluated.
THE TRAINING PROCEDURE:
The training procedure discussed below is essentially an adoption of the job
instruction training course, which has been proved to have a great value. The
detailed training procedure is shown.
The important steps in the training procedure are discussed below:
(i) PREPARING THE INSTRUCTOR:
The instructor must know both the job to be taught and how to teach it. The
job must be divided into logical parts so that each can be taught at a proper time
without the trainee losing plan. For each part, one should have in mind the desiredtechnique of instruction, that is, whether a particular point is taught by illustration,
demonstration or explanation.
A serious and committed instructor must ,
1. Know the job or subject he is attempting to teach.
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2 .Have the aptitude and ability to teach.
3. Have willingness towards the profession.
4. Have a pleasing personality and capacity of leadership.
5 .Have the knowledge of teaching principles and methods.
6. Be a permanent student, in the sense that he should equip himself with the latest
concepts and knowledge.
(ii)PREPARING THE TRAINEE:
As in interviewing, the first step in training is to attempt to place the trainee
at ease. Most people are somewhat nervous when approaching an unfamiliar task.
Though the instructor may have executed this training procedure, many times he or
she never forgets its newness to the trainee. The quality of empathy is a mark of
good instructor.
(iii) GETTING READY TO TEACH:
This stage of the programme is class hour teaching involving the following
activities:
1. Planning the programme.
2. Preparing the instructors outline.
3. Do not try to cover too much material
4. Keep the sessions moving along logically?
5. Discuss each item in depth.
6. Repeat, but in different words
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7. Take the material from standardized texts when it is available.
8. When the standardized text is not available, develop the programme and course
content based on group approach. Group consists of employer, skilled employees,
supervisors, trade union leaders and other familiar with job requirements. Group
prepares teaching material.
9. Teach about the standard for the trainee like quality, quantity, waste or scrap,
ability to work without supervision, knowledge or procedure, safety rules, human
relations etc..,
10. Remember your standard, before you teach.
(iv) PRESENTING THE OPERATION:
There are various alternative ways of presenting the operation, viz.
explanation, demonstration etc. An instructor mostly uses these methods of
explanation. In addition, one may illustrate various points through the use of
picture, charts, diagrams and other training aids.
(v) TRY OUT THE TRAINEE’S PERFORMANCE:
As a continuation of the presentation sequence given above, the trainee
should be asked to start the job or operative procedure. Some instructors prefer that
the trainee explains each step before doing it, particularly if the operation involves
any danger. The trainee, though repetitive practice, will acquire more skill.
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(vi) FOLLOW-UP:
The final step in most training procedure is that of follow-up. When people
are involved in any problem or procedure, it is unwise to assume that things are
always constant. Follow-up can be adapted to a variable reinforcement schedule as
suggested in the discussion of learning principles. Every thing programmed should
have a follow-up; other wise the training programmes in the future cannot be
improved.
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CHAPTER – 3
RESEARCH METHODOLOGY
MEANING:
Research refers to search for knowledge research methodology is a way to
systematically solve the research problem. It may be understood as a science of
studying how research in done scientifically.
DEFINITION:
The advances LEARNERS dictionary of current English lays down the
meaning of research as ―a careful investigation or inquiry through search for new
facts in any branch of knowledge‖.
REDMAN and MORY define research as a ―systematical effort to gain
new knowledge‖.
Research Design:
Descriptive research has been used in the study. Descriptive research
includes survey and fact-finding by consulting the respondents through
questionnaire direct interview. The major purpose of descriptive research is
description of the state affairs as it exists at presents.
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SAMPLING:
Sampling is the process of selecting a sufficient number of elements from
the population, so that a study of the sample and understanding of its properties or
characteristics would make it possible for us to generalize such properties or
characteristics to the population elements.
POPULATION:
Population refers to the entire group of people, events or things of interest
that the researcher wishes to investigate.
SAMPLE SIZE:
A sample is a subset of the population. Size of sample refers to the number
of samples chosen from the population for investigation.
The sample size adopted for this study is 100.
SAMPLING TECHNIQUE:
Sampling technique refers to the decision about the technique to be used in
selecting the items for the sample. The method of sampling which is adopted for
this study is simple random sampling.
SIMPLE RANDOM SAMPLING:
In statistics, a simple random sample is a subset of individuals (a sample)
chosen from a larger set of population. Each individual is chosen randomly and
entirely by chance, such that each individual has the same probability of being
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chosen at any stage during the sampling process. This process and technique
is known as simple random sampling.
In other words, A simple random sample gives each member of the
population an equal chance of being chosen.
DATA COLLECTION METHOD:
Primary data
Secondary data
PRIMARY DATA:
The primary data which are collected a fresh and for the first time, and thus
happen to be original in character. The method which is used for collecting
primary data is Questionnaire method. A questionnaire consists of a number of
questions printed or typed in a definite order on a form or set of forms. The
respondents have to answer the questions on their own.
Questionnaire:
Dichotomous scales
Closed ended question
Secondary data:
Secondary data means data that are already available i.e. they refer to the
data which have been collected and analyzed by someone else.
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CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
TABLE: 3.1.1
AGE GROUP OF THE RESPONDENT:
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
21-25
26-30
31-35
Above 35
44
06
00
00
88%
12%
0%
0%
Total 50 100%
INFERENCE:-
It is found that 88% of the respondents belong to the age group of 21-25, 12% of the
respondents are from 26-30.
0%
10%
20%
30%
40%
50%
60%
70%
80%90%
100%
21-25 26-30 31-35 Above 35
P E R C E N T A G E
AGE GROUP
AGE GROUP OF THE RESPONDENTS
PERCENTAGE
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TABLE: 3.1.2
GENDER OF THE RESPONDENTS:
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Male
Female
42
08
84%
16%
Total 50 100%
INFERENCE:-
It is found that 84% of the respondents are male and 16% of the respondents are female.
84%
16%
GENDER OF THE RESPONDENTS
Male
Female
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TABLE: 3.1.3
HIGHEST QUALIFICATION OF THE RESPONDENTS:
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
UG
PG
Diploma
Others
27
21
02
00
54%
41.33%
4.66%
0
Total 50 100%
INFERENCE:-
From the above chart, 54% of the respondents are undergraduate. 41.33% of the
respondents are postgraduate. 4.66% of the respondents are diploma holders.
0%
10%
20%
30%
40%
50%
60%
UG PG Diploma Others
54%
41.33%
4.66%0
P e r c e n t a g e
Particulars
HIGHEST QUALIFICATION
PERCENTAGE
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TABLE: 3.1.4
SATISFACTION LEVEL OF THE RESPONDENTS WITH THE
TRAINING SKILLS:
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Highly satisfied
Satisfied
Neutral
DissatisfiedHighly dissatisfied
06
11
19
08
12.66%
22.66%
38.66%
15.33%10.66%
Total 50 100%
INFERENCE:-
From the above chart, 12.66% of the respondents are highly satisfied with the training,
22% of the respondents are satisfied with the training, 38.66% of the respondents are neutral,
15.33% of the respondents are dissatisfied with the training, 10.66% of the respondents are
highly dissatisfied with the training.
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
12.66%
22.66%
38.66%
15.33% 10.66%
P E R C E N T A G E
PARTICULARS
SATISFACTION LEVEL OF THE TRAINEES
PERCENTAGE
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TABLE: 3.1.5
DURATION OF THE TRAINING PERIOD:
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Below 1 month
1 month
2 month
3 month
04
15
11
20
8%
30.66%
21.33%
40%
Total 50 100%
INFERENCE:-
From the above chart, 8% of the respondents had their training in less than a month,
30.66% of the respondents finished the training in one month, 21.33% of the respondents
finished the training in two month, 40% of the respondents finished the training in 3 month.
8%
30.66%
21.33%
40%
DURATION OF THE TRAINING PERIOD
Below 1 month
1 month
2 month
3 month
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TABLE: 3.1.6
BENEFIT OF THE TRAINING PROGRAMME:
PARTICULARS NO. OF RESPONDENTS PERCENTAGElearn technical skill
Develop own skill
A change of attitude towards the work
Increase in confidence level
Others
14
11
09
11
05
28%
22.66%
18%
21.33%
10%
Total 50 100%
INFERENCE:-
From the above chart, 28% of the respondents learnt technical skills, 22.66% of the
respondents developed their skill, 18% of the respondents changed their attitude towards the
work, 21.33% of the respondents increased a confidence level and 10% of the respondents
gained other benefits.
0%
5%
10%
15%
20%
25%
30%
learn
technical
skill
Develop
own skill
A change of
attitude
towards the
work
Increase in
confidence
level
Others
28%
22.66%
18%21.33%
10%
P E R C E N T A G E
PARTICULARS
BENEFITS OF THE TRAINING
PERCENTAGE
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TABLE: 3.1.7
SATISFACTION LEVEL OF THE TRAINING METERIALS:
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
05
04
11
17
13
10.66%
8%
22%
34%
25.33%
Total 50 100%
INFERENCE:-From the above chart, 10.66% of the respondents are highly satisfied with the
training materials, 8% of the respondents are satisfied with the training material, 22% of the
respondents are neutral, 34% of the respondents are dissatisfied with the training material, and
10.66% of the respondents are highly dissatisfied with the training material.
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
10.66%8%
22%
34%
25.33%
SATISFACTION LEVEL OF THE TRAINING
METERIALS
PERCENTAGE
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TABLE: 3.1.8
ATITUDE OF THE TRAINER:PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Excellent
Very good
Good
Average
Poor
13
14
14
19
00
24%
28.66%
26%
37.33%
0%
Total 50 100%
INFERENCE:-From the above chart, 24% of the respondents felt that the attitude of the trainer was
excellent, 28.33% of the respondents felt that the attitude of the trainer was very good, 26% of
the respondents felt that the attitude of the trainer was good, 37.33% of the respondents felt that
the attitude of the trainer was average, 0% of the respondents felt that the attitude of the trainer
was poor.
24%
28.66%26%
37.33%
0%0%
5%
10%
15%
20%
25%
30%
35%
40%
Excellent Very good Good Average Poor
P E R C E
N T A G E
PARTICULARS
ATITUDE OF THE TRAINER
PERCENTAGE
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TABLE: 3.1.9
TRAINING HELPS FOR CAREER DEVELOPMENT:
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Yes
No
46
04
92%
8%
Total 50 100%
INFERENCE:-
From the above chart, 92% of the respondents felt the training had helped for the
development of their career, 8% of the respondents felt the training had not helped for the
development of their career.
92%
8%
TRAINING HELPS FOR CAREERDEVELOPMENT
Yes
No
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TABLE: 3.1.10
TRAINING PROGRAMME IMPROVE SELF CONFIDENCE:
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
10
20
14
06
0
20.66%
39.33%
28%
12%
0%
Total 50 100%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
Highly
satisfied
Satisfied Neutral Dissatisfied Highly
dissatisfied
TRAINING PROGRAMME IMPROVE SELF
CONFIDENCE
PERCENTAGE
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INFERENCE:-
From the above chart, 20.66% of the respondents are highly satisfied with the
training programme improved the self confidence,
39.33% of the respondents are satisfied with the training programme improved the self
confidence,
28% of the respondents are neutral level with the training programme improved the self
confidence,
12% of the respondents are dissatisfied with the training programme improved the self
confidence,
0 % of the respondents are highly dissatisfied with the training programme improved the self
confidence.
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TABLE: 3.1.11
TRAINING HELPS TO DO WORK EFFICIENTLY:
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
05
25
20
0
0
10.66%
50.66%
38.66%
0%
0%
Total 50 100%
INFERENCE:-
From the above chart, 10.66% of the respondents are highly satisfied
with the statement, 50.66% of the respondents are satisfied with the statement, 30.66% of the
respondents are neutral, 0% of the respondents are dissatisfied with the statement, and 0% of the
respondents are highly dissatisfied with the statement.
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
10.66%
50.66%
38.66%
0% 0%
TRAINING HELPS TO DO WORK EFFICIENTLY
PERCENTAGE
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TABLE: 3.1.12
BASIS OF EFFECTIVENESS OF TRAINING:
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Through performance appraisal
Supervision
Feed back and official report
Oral communication
14
08
28
00
27.33%
15.33%
57.33%
0%
Total 50 100%
INFERENCE:-
From the above chart, 58% of the respondents said that the effectiveness of the training
was measured through feedback and official reports, 27% of the respondents said that the
effectiveness of the training was measured through performance appraisal, 15% of the
respondents said that the effectiveness of the training was measured through supervision, no one
said that the effectiveness of the training was measured through oral communication.
27%
15%58%
0%
EFFECTIVENESS OF TRAINING
Through performance
appraisal
Supervision
Feed back and official report
Oral communication
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TABLE: 3.1.13
TYPES OF TRAINING PROGRAMME:
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Induction programme
Technical skill
Soft skill development
programme
All the above
01
18
01
30
2%
35.33%
1.33%
61.33%
Total 50 100%
INFERENCE:-
From the above chart, 35.33% of the respondents are learned technical skill, 61.33% of
the respondents are attend the all the three types of training programme,2% of the respondents
are attend the induction programme, 1.33% of the respondents are learned soft skill.
2%
35.33%
1.33%
61.33%
0%
10%
20%
30%
40%
50%
60%
70%
Induction
programme
Technical skill Soft skill
development
programme
All the above
TYPES OF TRAINING PROGRAMME
PERCENTAGE
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TABLE: 3.1.14
TRAINING PROGRAMME IS WELL PLANNED:
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Sometimes
Often
Always
Not at all
11
14
04
21
21.33%
27.33%
8.66%
42.66%
Total 50 100%
INFERENCE:-
From the above chart, 21% of the respondents said sometimes the training programme was
well planned, 9% of the respondents said always the training programme was well planned, 43%
of the respondents said not at all the training programme was not well planned, 27% of the
respondents said often the training programme was well planned.
21%
27%
9%
43%
TRAINING PROGRAMME IS WELL
PLANNED
Sometimes
Often
Always
Not at all
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TABLE: 3.1.15
METHODS OF TRAINING PROGRAMME:
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
On-the-job
Off-the-job
Both
10
08
32
20.66%
16.66%
62.66%
Total 50 100%
INFERENCE:-
From the above chart, 16.66% of the respondents are attend the off-the-job method,
20.66% of the respondents are attend the on-the-job method, 62.66% of the respondents are
attend both of the methods.
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
On-the-job Off-the-job Both
20.66%16.66%
62.66%
METHODS OF TRAINING
PERCENTAGE
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TABLE: 3.1.16
TRAINING PROGRAMME ACCORDING TO CURRENT MARKET
SCENARIO:PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Sometimes
Often
Always
Not at all
18
09
11
12
36%
17.33%
22.66%
24%
Total 50 100%
INFERENCE:-
From the above chart, 36% of the respondents said sometimes the training programme
according to the current market scenario,
17.33% of the respondents said the training programme according to the current market
scenario in often,
22.66% of the respondents said always the training programme according to the current market
scenario,
24% of the respondents said not at all the training programme according to the current market
scenario
0%
5%
10%
15%
20%
25%
30%
35%
40%
Sometimes Often Always Not at all
36%
17.33% 22.66% 24%
TRAINING PROGRAMME ACCORDING TO
CURRENT MARKET SCENARIO
PERCENTAGE
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TABLE: 3.1.17
TRAINING IS NEEDED IN THE ORGANITATION:
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
To improve employees knowledge
To make employees awareness about the job
To learn technical skill
All the above
10
14
20
06
19.33%
27.33%
40.66%
12.66%
Total 50 100%
INFERENCE:-
From the above chart, 19.33% of the respondents said training is needed to improve
employees knowledge, 27.33% of the respondents said training is needed to make awareness of
the job, 40.66% of the respondents said training is needed to learn technical skill, 12.66% of the
respondents said training is needed to all the above
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
To improve
employees
knowledge
To make
employees
awareness
about the job
To learn
technical skill
All the above
19.33%27.33%
40.66%
12.66%
TRAINING IS NEEDED
PERCENTAGE
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TABLE: 3.1.18
TRAINER FOR TRAINING PROGRAMME:
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Superiors
Experts inside organization
Experts outside organization
Trainers by profession
18
0
0
32
36%
0%
0%
64%
Total 50 100%
INFERENCE:-
From the above chart, 36% of the respondents said training programme handle the
superior, 64% of the respondents said training programme handle the trainer by profession, no
one was handle the inside & outside organisation.
36%
0% 0%
64%
0%
10%
20%
30%
40%
50%
60%
70%
Superiors Experts inside
organization
Experts outside
organization
Trainers by
profession
TRAINER FOR TRAINING PROGRAMME
PERCENTAGE
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CHAPTER-5
FINDINGS OF THE STUDY
It is found that 88% of the respondents belongs to the age group of 21-25,
12% of the respondents are from 26-30.
It is found that 84% of the respondents are male and 16% of the respondents
are female.
It is found that 54% of the respondents are under graduate. 41.33% of the
respondents are postgraduate. 4.66% of the respondents are diploma holders.
12.66% of the respondents are highly satisfied with the training, 22% of the
respondents are satisfied with the training, 38.66% of the respondents are
neutral, 15.33% of the respondents are dissatisfied with the training, and
10.66% of the respondents are highly dissatisfied with the training.
28% of the respondents learnt technical skills, 22.66% of the respondents
developed their skill, 18% of the respondents changed their attitude towards
the work, 21.33% of the respondents increased a confidence level and 10%
of the respondents gained other benefits.
10.66% of the respondents are highly satisfied with the training materials,
8% of the respondents are satisfied with the training material, 22% of the
respondents are neutral, 34% of the respondents are dissatisfied with the
training material, and 10.66% of the respondents are highly dissatisfied
with the training material.
24% of the respondents felt that the attitude of the trainer was excellent,
28.33% of the respondents felt that the attitude of the trainer was very good,
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26% of the respondents felt that the attitude of the trainer was good, 37.33%
of the respondents felt that the attitude of the trainer was average.
92% of the respondents felt the training had helped for the development of
their career, 8% of the respondents felt the training had not helped for the
development of their career.
20.66% of the respondents are highly satisfied with the training programme
improved the self confidence, 39.33% of the respondents are satisfied with
the training programme improved the self confidence, 28% of the
respondents are neutral level with the training programme improved the
self confidence, 12% of the respondents are dissatisfied with the training
programme improved the self confidence.
50.66% of the respondents are satisfied with the statement of training helps
to do work efficiently, 30.66% of the respondents are neutral, 10.66% of the
respondents are highly satisfied with the statement of training helps to do
work efficiently.
58% of the respondents said that the effectiveness of the training wasmeasured through feedback and official reports, 27% of the respondents
said that the effectiveness of the training was measured through performance
appraisal, 15% of the respondents said that the effectiveness of the training
was measured through supervision.
35.33% of the respondents are learned technical skill, 61.33% of the
respondents are attend the all the three types of training programme,2% of
the respondents are attend the induction programme, 1.33% of the
respondents are learned soft skill.
21% of the respondents said sometimes the training programme was well
planned, 9% of the respondents said always the training programme was
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well planned, 43% of the respondents said not at all the training programme
was not well planned, 27% of the respondents said often the training
programme was well planned.
16.66% of the respondents are attend the off-the-job method, 20.66% of the
respondents are attend the on-the-job method, 62.66% of the respondents are
attend both of the methods.
36% of the respondents said sometimes the training programme according to
the current market scenario, 17.33% of the respondents said the training
programme according to the current market scenario in often, 22.66% of the
respondents said always the training programme according to the currentmarket scenario, 24% of the respondents said not at all the training
programme according to the current market scenario.
19.33% of the respondents said training is needed to improve employees
knowledge, 27.33% of the respondents said training is needed to make
awareness of the job, 40.66% of the respondents said training is needed to
learn technical skill, 12.66% of the respondents said training is needed to all
the above.
36% of the respondents said training programme handle the superior, 64%
of the respondents said training programme handle the trainer by profession,
no one was handle the inside & outside organisation.
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CHAPTER - 6
SUGGESTIONS FOR THE STUDY
In the organization training material provided should be effective.
The training period can have short sessions which make the employees feel
the session interesting.
The training must be given to the staff in the organization based on their
work.
It is recommended that system should clearly set standards of performance.
Motivational training should be a part of organisation’s routine; if possible a
training calendar should be brought out on yearly basis.
The organisation must device suitable training programmes for those
individuals who fall in the average and below average category.
The performance appraisal system must be reviewed at fixed intervals to
keep pace with the changing competitive scenario.
The reporting officer taking into account sub- ordinates area of interest and
organisation’s needs may recommend the training needs. A short discussion
with the sub – ordinates before any recommendation may be helpful in this
regard.
Efforts should be made to impart training unbiased.
Training should be such that effective training is provided in minimum cost.
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CHAPTER - 7
CONCLUSION OF THE STUDY
The study has helped to understand about the training and
development followed in Unicon Securities Pvt. Ltd.
Most of the candidates are satisfied with the training and
development tools used in the company for improvement of each employee
and also various techniques and methods used for making the employees
perform well at their work. Due to this process the rank of the company also
increases at the high level. The findings resulted positive but also had some
drawbacks and various suggestions have been presented to the organization
for their consideration. There is a continuous search and effort by the top
management for improving training methods.
The findings of the study clearly states that a detailed and a
thorough study have been conducted and the objectives set for this research
has been fully achieved.
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CHAPTER – 8
BIBLIOGRAPHY
K. ASWATHAPPA - Human resource and personnel management
R. S. DIWEDI - Man power management
Company books and broachers
WEBSITES
www.iasusa.org
www.cisco.com
www.training.com
www.unicon.ac.in
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CHAPTER – 9
APPENDICES
Training and development system survey questionnaire
I , PRIYANKA a management student of SRM UNIVERSITY am undertaking a
study on training and development system.
This study is being conducted for academic project and I assure that
everything will be kept confidential.
Thank you for the obiligation.
INSTRUCTIONS : Please make a sign of tick mark ( ) in front of the option you want to choose.
1) NAME :
2) NAME OF DEPARTMENT :
3) Gender : male ( ) female ( )
4) Age
a) 21-25 b) 26-30 c)31-35 d) above 35
5) Educational Qualification
a) UG b) PG c) Diploma d) Others
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6) Are you satisfied with the training skills?
a) highly satisfied b) satisfied c) neutral d) dissatisfied e) highly dissatisfied
7) The duration of training period should be of
a) below 1 month b) 1 month c) 2 months d) 3 months
8) According to you what is the benefit of training program?
a) learning technical skill b) developing own skill c) change of attitude
towards work d) increase in confidence level e) others
9) What is the satisfaction level of training materials?
a) highly satisfied b) satisfied c) neutral d) dissatisfied e) highly
dissatisfied
10) How was the attitude of trainer?
a) excellent b) very good c) good d) average e) poor
11) Whether training helps in career development?
a) yes b) no
12) Are you satisfied that training program improves self confidence?
a) highly satisfied b) satisfied c) neutral d) dissatisfied e) highly
dissatisfied
13) Are you satisfied that training helps in doing the work efficiently?
a) highly satisfied b) satisfied c) neutral d) dissatisfied e) highly
dissatisfied
14) What is the basis of effectiveness of training?
a) performance appraisal b) supervision c) oral communication
d) feedback and official report
15) What kind of training programs is provided?a) induction program b) technical skill c) soft skill developement program
d) all the above
16) Whether training program is well planned?
a) sometimes b) often c) always d) not at all
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17) What are the methods of training program adopted?
a) on the job b) off the job c) both
18) The training program which is adopted is it according to the current scenario?
a) sometimes b) often c) always d) not at all
19) Training is needed in organization for im proving……
a) employees knowledge b) job awareness c) technical skill d) all the
above
20) Who are the trainers for the training program?
a) superiors b) experts inside the organization c) trainers by profession