Training Development Survey at BSNL Mba HR Project Report

TRAINING & DEVELOPMENT SURVEY AT BSNL
TABLE OF CONTENT 1. Executive summary 2. Introduction to Training and Development 3. Importance of Training and Development 4. Need for the study Title of the project Statement of the problem Purpose of the study Scope of the study Objectives of the study
5. Research methodology Sampling plan Area covered Methodology
6. Data collection Primary data Secondary data
7. Data Analysis Statistical tool Statistical package
8. Limitation of the study 9. Theoretical aspects of training and development 10. Introduction to the company 11. Analysis and interpretation 12. Findings 13. Suggestions 14. Conclusion 15. Bibliography BABASAB PATIL Page 1

eir 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 departments contribution at a level suitable to the organizations needs. Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society.
Importance of Training and Development Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.
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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 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 team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture Training and Development helps to develop and improve 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. Healthy work-environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns 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. BABASAB PATIL Page 3
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. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organisational policies Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.
Training in Public Sector
Indian Public Sector is passing through massive changes due to advancement in science and technology and competition from private sector. India has nearly one-sixth of the world's population. This over abundant human resource needs to be converted to asset. This is possible only through proper training and development. The former Prime Minister Rajiv Gandhi rightly sensed this need and had established a separate Ministry for Human Resource Development in 1985. He stressed on the development of human resources and because of his initiatives, training had taken a front seat in the national economy. Later on, most of the PSEs realized the need and importance of training their BABASAB PATIL Page 4

employees for better and improved results. The human resource development approach is essential in order to have the optimum utilization of manpower for the benefit of both, the employees and the organization. After opening up of the economy, there has been tremendous amount of pressure on the PSEs to increase productivity of their employees on one hand and reduce surplus manpower on the other. PSEs have found out the route to reduce their manpower strength by adopting Voluntary Retirement Scheme (VRS). The biggest challenge in VRS is to safeguard talent drain. Talented employees see this as an opportunity and are moving away from PSEs in search of high paid jobs in private and multinational companies, which leads to scarcity of trained manpower. On the one side they get lump sum compensation package by opting for VRS and on the other side they will be attracted by MNCs and other private sector enterprises (The Indian Express, January 25, 2001; Business Line, June 08, 2000; www.syndicatebank.com). Nearly 40% of the employees in Reliance Petroleum were drawn from the public sector (Vittal, 2001). This again emphasizes the need and importance of training and employee retention in PSEs. Research conducted by TVRLS on VRS also proves that good outside opportunity is one of the important reasons for employees opting for VRS (www.tvrls.com). Government of India promoted PSEs to fulfill the social objectives since the time of the first Prime Minister Jawahar Lal Nehru. As a result, reservation for socially and educationally weaker sections of the society was introduced in public sector jobs. The government has banned de-reservation of vacancies meant for the reserved categories since 1989 and reservation for other backward classes were introduced in 1993. Now PSEs are required to recruit up to 50% of their manpower from the reserved categories. In the event of candidates from reserved categories not meeting the required standards, reserved seats are filled after relaxing the standards (Naik, 1998). This is another reason to concentrate more on training and development activities in PSEs and to provide proper training and development opportunities to persons recruited on relaxed standards, so that they can come up on par with the required standards.
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In the year 2000, 11th Finance Commission emphasized that the second phase of structural reforms should concentrate on the extensive restructuring of PSEs. This restructuring should not only give PSEs the same benefits of autonomy and freedom as the private sector, but also free them from the shackles of ministries from which they originally emerged. In one of its recommendations, this Commission said that it a public sector enterprise fails to demonstrate its sustainability and cannot come out of the zone of chronic losses after five years of structurally reformed existence, it should be sold of at whatever price it can fetch. This further emphasized the need for training and development in PSEs to improve their performance. (Sudhman, 2000)
IMPORTANCE OF TRAINING AT TELECOM SECTOR Telecom is one of the fastest growing sectors in India with a growth of 21% and revenue of Rs 86,720 crore in the year 2006. The sector is expected to grow over 150% by 2012. With increase in competition between the major players like BSNL, MTNL, Hutchison Essar, BPL, Idea, Bharti Tele services, Tata, etc, the requirement for mobile analysts, software engineers, and hardware engineers for mobile handsets has increased. However, holding an engineering degree is not enough to survive in the Telecom Sector. There is constant need of updating of knowledge, skills, and attitudes.
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With this rapid growth in Telecom Sector, the need for trained professionals in bound to rise and so is the training need. The total training market in Telecom Sector is estimated to Rs 400 crore. Many top players are spending a huge amount on training and development, for example BSNL alone spends more than 100 crore on training and development of its employees through the Advanced Level Telecommunications Training Centre (ALTTC) and 43 other regional training institutes. Reliance has also established Dhirubhai Ambani Institute of Information and Communication Technology. In addition to that, Bharti has also tied-up with IIT Delhi for the Bharti School of Telecommunication Technology and Management. With the increase in competition, availability of huge amount of information through internet, magazines, newspapers, TV, etc, and increased awareness among customers, the demand to impart proper training in non-technological areas like customer care and marketing has increased too. Rapid technological changes, network security threat, mobile application development, growing IP deployment in the sector have brought back the training and development in the priority catalog.
TRAINING AND DEVELOPMENT AT Bharat Sanchar Nigam Ltd (BSNL) DoT-BSNL MoU: Training of minimum 20% BSNL officials-: BSNL has signed MoU with DoT vide which at least 20% staff has to imparted training in 2006-07. To achieve this, all BSNL units have been asked to fix the target to train 25% of their staff & officers. The training report has to be compiled under various heads such as indu ction, seminar, workshop, behavior & Attitudinal etc. Computerized Training Management System at ALTTC : This system with online nomination facility has been made operational after clearance by IT cell of BSNL. This BABASAB PATIL Page 7

software eases the process of nomination by SSAs, Circles and other BSNL units, as it is a paperless system with capability of online nomination & approval. A-circular and approved nomination list are available online. Through online post training evaluation module Trainees and their controlling officers can give their feedback regarding effectiveness of the training. In the last two months many BSNL units have started reaping the benefit of this system. E-learning implementation: Keeping pace with technological changes, leveraging the IT infrastructure, e-learning methodology is being put in place at major training centers of BSNL. JTO Induction program: BSNL corporate office has approved the JTO Induction Training Structure & Syllabus vide its letter no 4-1/04/Trg dated 23/6/2006. Field courses: It is always the endeavor of ALTTC to take all possible steps to meet the training needs of BSNL family. Many times BSNL Circles have special need for customized trainings. ATTC is always willing to conduct customized field course/programs as per the need of BSNL field units. Circle HQ of field units may write to CGM ALTTC for such requests. Summary of field programs conducted by ALTCC in the last quarter is given for reference. Training of all BSNL officials in Customer interface on GSM & Broadband : BSNL Corporate office has directed ALTTC to conduct courses on training of trainers for all RTTC/CTTC so that training on GSM & broadband is disseminated to all BSNL officials working in positions of customer interface. The feature of this training is not just technical inputs but also the focus on information from customers point of view. One batch of trainers has already been trained in GSM & Broadband. Two more batches will be trained soon.
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Behavior and Attitude revitalization Training: BSNL corporate office has reiterated its drive to train all BSNL executives in this program vide its letter 2-4/05-Trg dated 5/1/2006. Panel of volunteers for posting in ALTTC, Ghaziabad, BRBRAITT, Jabalpur and
NATFM, Hyderabad: BSNL Corporate office has again sought applications of willing officers having B.Tech & MBA qualification for -JAG/ DEs/ SDEs /TTS Group B & Group A officers its letter NO.22-6/2005 - Trg Dated: 21.3.2006
Training Methods At Bharatiya Sanchar Nigam Ltd (BSNL) a) Seminars & Workshops The institute conducts seminars on the latest topics in new telecommunication technologies. The institute also conducts workshops on important topics concerning DoT. For the seminars and workshops luminaries from leading technical organisations and academic institutions are called. b) Induction Training
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The induction training is imparted in various disciplines for the newly recruited staff as a pre-job training. The cadres for which the training is given in the training centre are ADET (Probationers), Asstt. Manager (Probationers)(Telecom Factory) , Junior Engineers (Telecom Factories) and Junior Accounts Officers. c) Inservice Training The purpose of inservice training is to give the necessary knowledge and know how about the new systems/technologies inducted into the network from time to time. The institute offers in-service training in latest technologies and techniques. JTO specialization batches conducted are a part of in-service training. The courses are monitored continuously and the utility of these in-service courses is assessed from time to time and courses which are not in demand are weeded out and new courses are introduced. d) Field Training Programmes Considering the need to update the knowledge and skills of the technical maintenance personnel in specific disciplines of technology from time to time, a system of short-term practical oriented training programmes has been developed by this institute. For conducting these courses the trainers go to the field stations. These programmes called Field Training Programmes (FTPs) are for a maximum of 5 days duration and conducted with the help of the equipment available in the field. Besides training the lower staff on job, this also helps the trainers getting acquainted with the day to day problems in the field which can later be taken care of in the training modules being developed in the Training Centre.
Infrastructure
In the main building all the administrative offices, class rooms and laboratories etc. are housed. There are several faculties viz. Electronic Switching I (OCB - 283, E-10B), Electronic Switching -II (C-DOT, ILT, NEAX), Radio Transmission, Transmission lines,
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Telecom External Plant, Computer, ITMS. The technical faculties are supported by the three sections namely Programming, Works and Administration. There are 15 class rooms for lecture sessions fully equipped with facilities like overhead/slide projectors. There are 66 laboratories for practicals. They are equipped with a wide variety of latest technology telecommunication equipments like OCB-283, E-10B, C-DOT 512P, ILT 512P, Digital Microwave, Optical Fibre, V-SAT, Digital UHF, EKB & EKBC, SFMS, Local Area Network, Pentium/486 computers, Window based PC software , Commercial service and other latest software. The Support facilities for teaching/labs, available in the BRBRAITT are : i) A big library having about 32189 books and 236 technical journals. ii) A Video lab, equipped with sound proof studio, editing video and audio chain & Computerised video animation. iii) Instructional Technology (I.T.) lab fully equipped with micro teaching equipment like Video Cameras, TV monitors, VCRs etc. iv) Desk Top Publishing unit fully equipped with Computers, Laser Printers, Scanner, where the text processing of course material / handouts is done. v) A seminar hall with a capacity of about 40 participants fully equipped with P.A. system, Video and Computer projector on a wide screen and slide/tape projector. vi) Screening room with facility for projecting 16 mm films and video films with a capacity of 25 audience. vii) An Audio Visual hall for bigger gatherings upto 200 persons for A/V programmes and cultural functions.
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TRAINING FACILITIES The institute plays a key role in human resource development for telecom services. To make the training effective, a good infrastructure of well equipped laboratories with experienced teaching staff has been provided. The equipments are in live condition and the trainees are free to handle the same to have clear concepts about the working of the system. It is always endeavoured that the personnel trained should gain such knowledge and skill that they are in a position to install, operate and maintain the systems without any difficulty after completion of the training. Keeping in view the rapid development in telecom technologies throughout the world, new labs are being added to the training centre. These are installed and commissioned by the faculty members. Each lab is maintained by a S.D.E. with the help of J.T.Os.
TRAINING PLANNING
The training opportunities outlined here allow you and your subordinates to develop knowledge and skills which are consistent with departmental goals and career plans. As
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individual training needs are identified, the subordinate should be an integral part of the planning process. As a preliminary step in planning a complete training program, you should seek answers to the following questions. What are the job requirements ? What past training, job experience and/or education contributes to job performance ? What performance deficiencies or problems could be attributed to a lack of knowledge and / or skills ? What related job functions would be useful to know ? In what areas is knowledge needed in order to develop potential for future assignments ? Answers to these questions should provide you with sufficient information to identify training requirements. As part of the planning process, you should perform the following activities : Step 1 : Identify the areas in which training is needed. Step 2 : Determine which courses address those needs. Step 3 : Determine pre-requisites and ensure that they are met. Step 4 : Map out the appropriate sequence of courses to be taken. Step 5 : Document training planned and scheduled. Step 6 : Schedule of training.
REGISTRATION PROCEDURE FOR THE COURSES

The Course Directory 1999 gives the necessary information about the various training courses planned to be conducted in the different RTTCs & BRBRAITT Jabalpur. BABASAB PATIL Page 13

The HRD officers of the Telecom Circles are requested to assess the training needs of their circles and submit to this office the consolidated requirements of seats for each course, for the entire year 1999 with specific remarks that how many candidates can be spared at a time for each batch. The requirement of seats from your Circle must reach this office before 31.12.98 if not submitted earlier. Requirements received from subordinate Units/Minor Telecom District/SSAs of your Circle will not be considered for allotment. Seats are allotted to your Circle for each course through separate allotment orders called 'A' Circular which are normally released three months in advance to the actual dates of commencement of each batch. You may depute the participants for the respective courses after the fulfillment of various conditions as laid down in the allotment orders and confirmation of the nomination in 'B' Circular. For trainees from other Departments and organisations in non DOT a fee of Rs. 10,950/- per trainee per week excluding boarding and lodging shall be charged. The lodging charges are Rs. 100/- to 200/- per bed per day & are likely to be revised. For foreign trainees a fee of U.S. Dollar 650 (six hundred fifty U.S. Dollar only) per trainee per week excluding boarding and lodging shall be charged. For boarding and lodging charging will be done separately. In addition charges for study tours outside Jabalpur are also payable. (The above rates are under revision and latest rates may be checked at the time of nomination of candidates).
LOCATION OF REGIONAL TELECOM TRAINING CENTRES OF BSNL Ahmedabad Guwahati BABASAB PATIL Bhubaneshwar Hyderabad Chennai Jaipur Page 14
Kalyani Nagpur Rajpura
Lucknow Patna Thiruvanathapura
Mysore Pune
m LOCATION OF CIRCLE TELECOM TRAINING CENTRES OF BSNL Ahmedabad Calcutta Jaipur Kurukshetra Meerut Rajpura Thiruvanantpuram LOCATION OF DISTRICT TELECOM TRAINING CENTRES OF BSNL Ahmedabad Chhenai Bangalore Hyderabad Calcutta Pune Bhopal Chennai Jammu Lucknow Nasik Shillong Bhubaneshwar Guwahati Kakinada Mysore Patna Sunder Nagar
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NEED FOR THE STUDY i. For the organizational viability & transformation process the organization has to train its employees to impart specific skills & knowledge in order to contribute to organizational efficiency & to cope with the changing environment. ii. For the organizational complexity which occurs because of the increased mechanization & automation manufacturing the products & by-products or dealing in services of diversified lines extension of operations to various regions & overseas countries. This creates a complex problem & this situation calls for training in the skills of coordination, integration, & adaptability to the requirement of growth, diversification & expansion. iii. Training is necessary when existing employees are promoted to higher level in the organization or when there is some new job due to transfer. It is also necessary to equip the old employees with the new techniques or technology & advanced disciplines. iv. It is necessary for maintaining human relation besides maintaining sound industrial relations & also to deal with the human problems.
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Title of the project: A study on Effectiveness of Training and Development in Public Sector - BSNL Belgaum Statement of the problem: The study is conducted to find out the overall impact of training and development on the job performance of employees working in different cadre groups in each department. Purpose of the study: The main purpose is to know the effectiveness of training in relation to the job performance of employees and to reduce the resisting forces in employees to new technological advancement. Scope of the study: The scope of the study is restricted to the employees working in different cadre groups in each of the department in the organization - BSNL Belgaum. Objectives: 1. To find out the relevance of training and development in achieving goals of the organization. 2. The basis on which the training is planned and scheduled. 3. To study the different methods of training at BSNL 4. To find out whether the training activities is aligned with overall goals of the organization 5. To study the relationship between performance and training
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Research methodology. According to this study investigation was conducted for some definite purpose with the help of a structural & personal interview to gather primary information as much as possible than the most appropriate research design for the study is descriptive research design. The study is an evaluative & diagnostic attempt to discover empirically the nature of relationship between performance appraisal and training and development within the extensively draw domain of the problem of the question. Following are the steps in the research design. Sampling Plan Sampling frame: the respondents are the employees of the public sector Bharat Sanchar Nigam Ltd (BSNL) Belgaum SSA. Sampling unit: the sampling unit is an individual employee of all the departments of the organization Bharat Sanchar Nigam Ltd(BSNL) Sample size: sample size taken for this study is 100 employees covering all the departments of the organization.
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Area covered For this survey I have covered all the departments of the organization - BSNL Belgaum. Following are the number and name of departments. Sl no Department 1 2 3 4 5 Planning Administration Operations Accounts HRD Total No. of employees 20 20 20 20 20 100
Methodology: A list of questions was prepared by me under the guidance of my mentor. Following were the steps in my study. 1. Questionnaire: a questionnaire was served to all the employees asking their opinion about the effectives of training and development programs at BSNL. 2. Personal interview: a face-to-face talk is carried out with the employees where I asked several employees about their feelings and opinions on various aspects of their jobs and organization. 3. Company data and reports: certain reports from the HRD department provided the information as to the total no of employees, schedule of training programs, number of persons attending it and other such things, which indicated the employee performance on the job after attending these training programs.
Data collection:
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To produce a reliable questionnaire both primary and secondary information was used. Primary data is the first hand information; the questionnaire was prepared by me under the guidance of the mentor wherein I used likert five-point scale and closed ended questions for measuring attitudes of the employees for my study. The questionnaire comprised 12 questions which covered all the aspects of measuring
the effectiveness of training and development. PRIMARY DATA An instrument is used to collect the required information from the employees and also interact the employees personally. Primary data helps us in making observation of employees behaviors, talk gestures which helped me in identifying any the attitude of employees towards the training program and the effectiveness of the training program in the organization. SECONDARY DATA It was collected from the website of the company, and the compaby personnel, certain reports from the HR department. The research also took the help of the books and journal. Both primary and secondary data served the purpose in measuring the effectiveness of training and development at BSNL. Both are equally essential for any type ofsurvey.
DATA ANALYSIS Statistical tool: BABASAB PATIL Page 20

Correlation test Frequency test
Statistical package SPSS software
Procedure for Analysis Administering questionnaire to all the employees Analyze the rating of employees using the statistical tool (spss software) (i) (ii) simple frequency test(mean & standard deviation) correlation
Interpretation of analyzed information
Limitations of the study: 1. Due to restriction to enter into some of the departments at BSNL I could not cover some of the aspects required for my study. 2. Interaction with the company executive was limited due to their busy schedule. 3. The information collected is mainly primary data and the accuracy is subject to the responses received. .
Theoretical aspects of Training and Development
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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 behaviours to enhance the performance of employees. Training is an organized procedure which brings about semi-permanent changes in behavior, for a definite purpose. The three main areas involved are skills, knowledge and attitudes (sometimes called social skills) but always with a definite purpose in mind. Training also helps a person cultivate appropriate and desired behavior and attitude towards the work and people. Training is a process through which a person enhances and develops his efficiency, capacity and effectiveness at work by improving and updating his knowledge and understanding the relevant skills relevant to his or her job. Unless training is provided, the jobs and lives of employees in organizations are at stake. Training is activity leading to skilled behavior. Its not what you want in life, but its knowing how to reach it Its not where you want to go, but its knowing how to get there Its not how high you want to rise, but its knowing how to take off It may not be quite the outcome you were aiming for, but it will be an outcome
Its not what you dream of doing, but its having the knowledge to do it It's not a set of goals, but its more like a vision Its not the goal you set, but its what you need to achieve it BABASAB PATIL Page 22
Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time. Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development.
OBJECTIVES OF TRAINING: Preparing both the old & new employees to meet the present as well as the changing requirements of the job & the organization. Preventing obsolescence. Preparing employees for the higher-level tasks. Ensuring smooth & efficient working of the department. Ensuring economical output of the required quality. Imparting knowledge & skills for new entrants. Induction Updating Preparing for future assignments Competency development
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CLASSIFICATION OF TRAINING: There are a number of training methods available; Use of a particular method depends on the type of trainees viz. worker, supervisor and manager. Basically these methods can be classified into following categories: 1.Induction training: Here, training is given to newly joined employees. The main objective of this training is to give an idea to the employee about the particular work. It is concerned with orienting a new employee to a new environment. 2.On-the-job training: Here, the individual is placed on a regular job and taught the skills necessary to perform that job. The trainee learns under the supervision and guidance of a qualified worker or instructor. It gives first hand knowledge and experience under the actual working conditions. 3.Apprenticeship training: Apprenticeship training is normally given to artisans, electricians, plumbers and a like. The duration is mainly 6 months to 2 years; this is carried out under the guidance and intimate supervision of master craftsman, expert worker and supervisor. During training period the trainee is paid less than that of a qualified worker. 4.Job Rotation: This involves the movement of the trainee from one job to another. The trainee receives job knowledge and gains experience from his supervisor or trainer in each of the different job assignments. This method gives an opportunity to the trainee to understand the problems of employees on other jobs. 5.Coaching: The trainee is placed under a particular supervisor who functions as a coach in training the individuals. The supervisor provides feedback to the trainee on his BABASAB PATIL Page 24

performance and offers him some suggestions for improvements. But the trainee may not have the freedom or opportunity to express his own ideas. 6.Job Instruction: This method is also known as training through step by step. The trainer explains to the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee. 7.Committee Assignments: A group of trainees are given and asked to solve an actual organizational problem. The trainees solve the problem jointly. It develops teamwork. 8.Off the job training: The trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance. Since the trainee is not distracted by job requirements, he can place his entire concentration on learning the job rather than spending his time in performing it. There is an opportunity for freedom of expression for the trainees. 9.Vestibule training: Actual work conditions are simulated in the classroom. Material, files and
equipments, which are used in actual job performance, are also used in training. This type of training is commonly used for training personal for clerical and semi-skilled jobs. Theory can be related to practice in this method. 10.Role-playing: It is a method of human interactions that involves realistic behavior in imaginary situations. This method of training involves certain characters. This method is mostly used for developing inter-personal interactions and relations. 11.Lecture Method: The instructor organizes the material and gives it to a group of trainees in the form of a talk. To be effective, the lecture must motivate and create interest among the BABASAB PATIL Page 25

trainees. This method is direct and can be used for a large group of trainees. Costs and time involved are reduced. 12.Conference or discussion: This method involves a group of people who pose ideas, examine and share facts, ideas and data, test assumptions and draw conclusions, which contribute to the improvement of job performance. 13.Programmed instruction: The subject matter to be learned is presented in a series of carefully planned sequential units. blanks. These units are arranged from simple to more complex levels of instruction. The trainee goes through these units by answering questions or filling the
14.Internship Training: Here, the organization makes arrangements with technical institutes to get its employees duly trained in the latest theoretical knowledge and other developments relating to trade, this training is provided to the employee in such a way as to bring balance between theory and practice.
15.Professional skill training: Here, training is given to Professional staff such as Accountants, Surveyors, Auditors, and Architects etc. Organization provides this training to newly joined professionals to gain the professionals. professional qualification and it is also given to the existing
HOW TO MAKE TRAINING EFFECTIVE:
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Determine the training needs through job description, performance appraisal, potential appraisal and discussion with employees. Prepare a training calendar in discussion with the managers concerned. Define the training objectives specifically. Select the efficient faculty
FACTORS INFLUENCING TRAINING AND DEVELOPMENT: Top management support Commitment from specialists and generalists Technological advances Organizational complexity Learning principles
Difference between Training and Development
Training
Development
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1. Training is often referred to as importing specific skills. 2. The focus is on improvement in performance after training. 3. The impact of training be experienced and assessed by the organization. 4. Usually, administrative, supervisory and technical workforce may be exposed to training program. 1. Development on the other hand is often focused at overall development of personality. 2. 2.They focus on aspects like leadership skills, managing teams, problem solving, decision making , people skills, time management, etc.
Models of Training and Development

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 A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization. The System Approach views training as a sub system of an organization. System Approach can be used to examine broad issues like objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA), formulating, delivering, and evaluating. There are 4 necessary inputs i.e. technology, man, material, time required in every system to produce products or services. And every system must have some output from these inputs in order to survive. The output can be tangible or intangible depending upon the organizations requirement. A system approach to training is planned creation of training program. This approach uses step-by-step procedures to solve the problems. Under systematic approach, training is undertaken on planned basis. Out of this planned effort, one such basic model of five steps is system model that is explained below. Organization are working in open BABASAB PATIL Page 28

environment i.e. there are some internal and external forces, that poses threats and opportunities, therefore, trainers need to be aware of these forces which may impact on the content, form, and conduct of the training efforts. The internal forces are the various demands of the organization for a better learning environment; need to be up to date with the latest technologies.
The three model of training are: 1.System Model 2.Instructional System Development Model 3. Transitional model SYSTEM MODEL 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. BABASAB PATIL Page 29
Instructional System Development Model (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 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. BABASAB PATIL Page 30
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. 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 executed. 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
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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.
TYPICAL
REASONS
FOR
EMPLOYEE
TRAINING
AND
DEVELOPMENT
Training and development can be initiated for a variety of reasons for an employee or group of employees, e.g.,:

When a performance appraisal indicates performance improvement is needed To "benchmark" the status of improvement so far in a performance improvement effort As part of an overall professional development program As part of succession planning to help an employee be eligible for a planned change in role in the organization To "pilot", or test, the operation of a new performance management system To train about a specific topic.
TYPICAL TOPICS OF EMPLOYEE TRAINING

1. Communications: The increasing diversity of today's workforce brings a wide variety of languages and customs. 2. Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks.
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3. Customer service: Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers. 4. Diversity: Diversity training usually includes explanation about how people have different perspectives and views, and includes techniques to value diversity 5. Ethics: Today's society has increasing expectations about corporate social responsibility. Also, today's diverse workforce brings a wide variety of values and morals to the workplace. 6. Human relations: The increased stresses of today's workplace can include misunderstandings and conflict. Training can people to get along in the workplace. 7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc. 8. Safety: Safety training is critical where working with heavy equipment , hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc. 9. Sexual harassment: Sexual harassment training usually includes careful description of the organization's policies about sexual harassment, especially about what are inappropriate behaviors.
GENERAL
BENEFITS
FROM
EMPLOYEE
TRAINING
AND
DEVELOPMENT
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There are numerous sources of online information about training and development. Several of these sites (they're listed later on in this library) suggest reasons for supervisors to conduct training among employees. These reasons include:

Increased job satisfaction and morale among employees Increased employee motivation Increased efficiencies in processes, resulting in financial gain Increased capacity to adopt new technologies and methods Increased innovation in strategies and products Reduced employee turnover Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training!) Risk management, e.g., training about sexual harassment, diversity.
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TRAINING & DEVELOPMENT SURVEY AT BSNL THE PROCESS OF TRAININ AND DEVELOPMENT
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INDUSTRY PROFILE
Bharat Sanchar Nigam Limited (BSNL)
Bharat Sanchar Nigam Limited (known as BSNL, India Communications Corporation Limited) is a public sector communications company in India. It is the largest BABASAB PATIL Page 37

telecommunication company in India and the sixth largest in the world[citation needed]. Its headquarters are at Bharat Sanchar Bhawan, Harish Chandra Mathur Lane, Janpath, New Delhi. It has the status of Mini-ratana - a status assigned to reputed Public Sector companies in India. BSNL is India's oldest and largest Communication Service Provider (CSP). Currently BSNL has a customer base of 65.3 million (Basic & Mobile telephony). It has footprints throughout India except for the metropolitan cities of Mumbai and New Delhi which are managed by MTNL. As on July 31, 2007 BSNL commanded a customer base of 32.7 million Wireline, 3.7 million CDMA-WLL and 28.9 million GSM Mobile subscribers. BSNL's earnings for the Financial Year ending March 31, 2007 stood at INR 397.15b (US$ 9.67 b) with net profit of INR 78.06b (US$ 1.90 billion). Today, BSNL is India's largest Telco and one of the largest Public Sector Undertaking of the country with authorized share capital of US$ 4.26 billion (INR 17,500 Crores) and assets of US$ 14.74 billion. The foundation of Telecom Network in India was laid by the British sometime in 19th century. The history of BSNL is linked with the beginning of Telecom in India. In 19th century and for almost entire 20th century, the Telecom in India was operated as a Government of India wing. Earlier it was part of erstwhile Post & Telegraph Department (P&T). In 1975 the Department of Telecom (DoT) was separated from P&T. DoT was responsible for running of Telecom services in entire country until 1985 when Mahanagar Telephone Nigam Limited (MTNL) was carved out of DoT to run the telecom services of Delhi and Mumbai. It is a well known fact that BSNL was carved out of Department of Telecom to provide level playing field to private telecoms.Subsequently in 1990s the telecom sector was opened up by the Government for Private investment, therefore it became necessary to separate the Government's policy wing from Operations wing. The Government of India corporatised the operations wing of DoT on October 01, 2000 and named it as Bharat Sanchar Nigam Limited (BSNL).BSNL operates as a public sector. Employment at BSNL
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BSNL's employee base comprises of more than 3,57,000 telecom engineers and professionals. BSNL's Work Culture Teamwork, leadership, motivation, etc. are the management principles followed at BSNL. The entire staff is divided in four groups. Board of Directors BOD of BSNL consists of 6 members.
Employee distribution at BSNL
Key Players In Indian Telecom Industry: 1) Reliance Communications Limited 2) Bharti Airtel Limited 3) BSNL BABASAB PATIL Page 39

4) MTNL 5) Hutchison Essar 6) Ericsson 7) Nokia 8) Siemens Communications 9) Idea Cellular Limited 10) Tata Teleservices
CHALLENGES
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During Financial Year 2006-2007 (From April 01, 2006 to March 31, 2007) BSNL has added 9.6 million new customers in various telephone services taking its customer base to 64.8 million. BSNL's nearest competitor Bharti Airtel is standing at a customer base of 39 million. However, despite impressive growth shown by BSNL in recent times, the Fixed line customer base of BSNL is declining. In order to woo back its fixed-line customers BSNL has brought down long distance calling rate under OneIndia plan, however, the success of the scheme is not known. However, BSNL faces bleak fiscal 2006-2007 as users flee, which has been accepted by the CMD BSNL. Presently there is an intense competition in Indian Telecom sector and various Telcos are rolling out attractive schemes and are providing good customer services. However, BSNL being legacy operator and its conversion from a Government Department, earns lot of criticism for its poor customer service. Although in recent past there have been tremendous improvement in working of BSNL but still it is much below the Industry's Expectations. A large aging (average age 49 years(appx)) workforce (300,000 strong), which is mostly semi-illetrate or illeterate is the main reason for the poor customer service. Further, the Top management of BSNL is still working in BSNL on deputation basis holding Government employee status thus having little commitment to the organisation. Although in coming years the retirement profile of the workforce is very fast and around 25% of existing workforce will retire by 2010, however, still the workforce will be quite large by the industry standards. Quality of the workforce will also remain an issue. Access Deficit Charges (ADC, a levy being paid by the private operators to BSNL for provide service in non-lucarative areas especially rural areas) has been slashed by 37% by TRAI, w.e.f. April 01, 2007.The reduction in ADC may hit the bottomlines of BSNL.
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BSNL is in the process of commissioning of a world class, multi-gigabit, multi-protocol, convergent IP infrastructure through National Internet Backbone-II (NIB-II), that will provide convergent services through the same backbone and broadband access network. The Broadband service will be available on DSL technology (on the same copper cable that is used for connecting telephone), on a countrywide basis spanning 198 cities. In terms of infrastructure for broadband services NIB-II would put India at par with more advanced nations. The services that would be supported includes always-on broadband access to the Internet for residential and business customers, Content based services, Video multicasting, Video-on-demand and Interactive gaming, Audio and Video conferencing, IP Telephony, Distance learning, Messaging: plain and feature rich, Multisite MPLS VPNs with Quality of Service (QoS) guarantees. The subscribe will be able to access the above services through Subscriber Service Selection System (SSSS) portal.
Key Objectives To provide high speed Internet connectivity (upto 8 Mbps) To provide Virtual Private Network (VPN) service to the broadband customers To provide dial VPN service to MPLS VPN customers. To provide multicast video services, video-on-demand, etc. through the To provide a means to bill for the aforesaid services by either time-based or
Broadband Remote Access Server (BRAS). volume-based billing. It shall provide the customer with the option to select the services through web server To provide both pre-paid and post paid broadband services
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Technical Capability of the Backbone The Broadband Service will be given through the state of the art Multi Protocol Label Switching (MPLS) based IP Infrastructure, which is designed to provide reliable routes to cover all possible destinations within and outside the country. Layer 1 of the network will consist of a high speed Backbone comprising of 24 powerful Core Routers connected with high speed 2.5 Gbps(STM-16) links. The routers are located on the national DWDM network interfacing at STM-16 optical level to provide for high transmission speeds. Advantage of MPLS over other Technologies MPLS VPN is a technology that allows a service provider like BSNL to have complete control over parameters that are critical to offering its customers service guarantees with regard to bandwidth throughputs, latencies and availability. Services available through Broadband High speed Internet Access: This is the always-on Internet access service with speed ranging from 256 kbps to 8 Mbps. Bandwidth on Demand: This will facilitate customer to change bandwidth as per his / her requirement. For example a customer with 256 kbps can change to 1 Mbps during the video Conferencing session. Multicasting: This is to provide video multicast services for application in distance education, telemedicine etc Dial VPN Service: This service allows remote users to access their private network securely over the NIB-II infrastructure. Video and Audio Conferencing: Content based Services: Like Video on Demand, Interactive Gaming, Live and time shifted TV
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Services Provided By Bharat Sanchar Nigam Ltd (BSNL)
BSNL LANDLINE BSNL MOBILE POSTPAID PREPAID UNIFIED MESSAGING GPRS/WAP/MMS DEMOs TARIFF SMS & BULK SMS PHONE PLUS SERVICE NEW TELEPHONE CONNECTION PERMANENT CONNECTION CONCESSION IN RENTALS SHIFT OF TELEPHONE TRANSFER OF TELEPHONE TELEPHONE TARIFF
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INTERNET SERVICES NETWORK BROADBAND TYPES OF ACCESS WI-FI CO-LOCATION SERVICE BSNL WEB HOSTING INTERNET TARIFF DIAL UP INTERNET SMS& BULK SMS
BSNL BROADBAND REGISTER ONLINE TARIFF FAQ CHECK USAGE BSNL MPLS-VPN ISDN ISDN Page 46
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TARIFF
ANALYSIS AND INTERPRETATION
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Correlations Training helps to increase Training productivity & Training Program are achieve org programs are of sufficient goal well planned duration Training helps to increase Pearson Correlation 1.000 .172 .284** productivity & achieve org Sig. (2-tailed) . .088 .004 goal N 100 100 100 Training programs are Pearson Correlation .172 1.000 .252* well planned Sig. (2-tailed) .088 . .011 N 100 100 100 Training Program are of Pearson Correlation .284** .252* 1.000 sufficient duration Sig. (2-tailed) .004 .011 . N 100 100 100 Training is periodically evaluated & improved Training Program emphasis on managerial & technical capabilities Training is given adequate importance Employees are sponsored for trainig programs Sponsored employees take training seriously Employees participation in determining training needs Ehe quality of training is excellent External training program are well examined Training program is well designed & widely shared Pearson Correlation Sig. (2-tailed) N Pearson Correlation Sig. (2-tailed) N Pearson Correlation Sig. (2-tailed) N Pearson Correlation Sig. (2-tailed) N Pearson Correlation Sig. (2-tailed) N Pearson Correlation Sig. (2-tailed) N Pearson Correlation Sig. (2-tailed) N Pearson Correlation Sig. (2-tailed) N Pearson Correlation Sig. (2-tailed) N .275* .028 64 .079 .537 64 .291* .020 64 .402** .001 64 .315* .011 64 .141 .268 64 .055 .663 64 .098 .443 64 .228 .070 64 .280* .025 64 -.037 .773 64 -.141 .267 64 .209 .098 64 .044 .730 64 .077 .545 64 .129 .310 64 .164 .196 64 .002 .987 64 .365** .003 64 .434** .000 64 .512** .000 64 .427** .000 64 .378** .002 64 .357** .004 64 .456** .000 64 .293* .019 64 .490** .000 64 Training Program emphasis on Training is managerial & given technical adequate capabilities importance .079 .291* .537 .020 64 64 -.037 -.141 .773 .267 64 64 .434** .512** .000 .000 64 .299* .017 64 1.000 . 64 .300* .016 64 .227 .072 64 .441** .000 64 .137 .280 64 .344** .005 64 .215 .088 64 .369** .003 64 64 .386** .002 64 .300* .016 64 1.000 . 64 .360** .003 64 .361** .003 64 .441** .000 64 .424** .000 64 -.050 .696 64 .535** .000 64 Employees are sponsored for trainig programs .402** .001 64 .209 .098 64 .427** .000 64 .349** .005 64 .227 .072 64 .360** .003 64 1.000 . 64 .522** .000 64 .629** .000 64 .440** .000 64 .298* .017 64 .320* .010 64
Training is periodically evaluated & improved .275* .028 64 .280* .025 64 .365** .003 64 1.000 . 64 .299* .017 64 .386** .002 64 .349** .005 64 .066 .606 64 .195 .122 64 .230 .067 64 -.026 .841 64 .219 .083 64
Sponsored Employees employees participation Ehe quality take training in determining of training seriously training needs is excellent .315* .141 .055 .011 .268 .663 64 64 64 .044 .077 .129 .730 .545 .310 64 64 64 .378** .357** .456** .002 .004 .000 64 .066 .606 64 .441** .000 64 .361** .003 64 .522** .000 64 1.000 . 64 .507** .000 64 .483** .000 64 .396** .001 64 .423** .000 64 64 .195 .122 64 .137 .280 64 .441** .000 64 .629** .000 64 .507** .000 64 1.000 . 64 .640** .000 64 .125 .327 64 .350** .005 64 64 .230 .067 64 .344** .005 64 .424** .000 64 .440** .000 64 .483** .000 64 .640** .000 64 1.000 . 64 .276* .027 64 .548** .000 64
External training program are well examined .098 .443 64 .164 .196 64 .293* .019 64
-.026 .841 64 .215 .088 64 -.050 .696 64 .298* .017 64 .396* .001 64 .125 .327 64 .276* .027 64 1.000 . 64 .372* .002 64
**. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed).
Interpretation: the correlation test is used to link one factor with all the other factors in order to know which the most significant factor and which factor is most positively BABASAB PATIL Page 49

correlated to each other. and helps us to decide on the factors which are important in designing the training program Pearson correlation was effective for my study as the study made use of the nominal scale in the questionnaire. in the above correlation table the point at which the row and column intersects and there is an star mark, that factor is the most significant factor. if there is one star sign that factor is positively correlated at 0.01 level of significance and when there is 2 star marks that factor is positively correlated at 0.05 level of significance. This table gives us the clear idea about the important factors that are essential for effective training and development programs. when the rows and columns intersect and it has a negative sign those factors cannot be correlated at all or those factors are not at all significant. Therefore we can clearly make out from the above table the significant and not so significant factors in the correlation table.
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Training helps to increase productivity & achieve org goal Frequency somewhat agree 33 strongly agree 67 Total 100 Percent 33.0 67.0 100.0 Valid Percent 33.0 67.0 100.0 Cumulative Percent 33.0 100.0
Valid
Training helps to increase productivity

70 60 50 40 30 20
Percent
10 0 somewhat agree strongly agree
Training helps to increase productivity & achieve org goal
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Training programs are well planned Frequency 8 3 21 68 100 Percent 8.0 3.0 21.0 68.0 100.0 Valid Percent 8.0 3.0 21.0 68.0 100.0 Cumulative Percent 8.0 11.0 32.0 100.0
Valid
somewhat disagree neither agree nor disagree somewhat agree strongly agree Total
Training programs are well planned

80
60
40
Percent
20
0 somewhat disagree somewhat agree strongly agree neither agree nor di
Training programs are well planned
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Training Program are of sufficient duration Frequency 5 6 51 38 100 Percent 5.0 6.0 51.0 38.0 100.0 Valid Percent 5.0 6.0 51.0 38.0 100.0 Cumulative Percent 5.0 11.0 62.0 100.0
Valid
somewhat disagree neither agree nor disagree somewhat agree strongly agree Total
Training Program are of sufficient duration

60 50
40
30
20
Percent
10 0 somewhat disagree somewhat agree strongly agree neither agree nor di
Training Program are of sufficient duration
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Training is periodically evaluated & improved Frequency Valid neither agree nor disagree somewhat agree strongly agree Total System 8 39 17 64 36 100 Percent 8.0 39.0 17.0 64.0 36.0 100.0 Valid Percent 12.5 60.9 26.6 100.0 Cumulative Percent 12.5 73.4 100.0
Missing Total
Training is periodically evaluated & improved

70 60 50 40 30 20
Percent
10 0 neither agree nor di somewhat agree strongly agree
Training is periodically evaluated & improved
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Training Program emphasis on managerial & technical capabilities Frequency strongly disagree 1 neither agree nor 2 disagree somewhat agree 22 strongly agree 39 Total 64 System 36 100 Percent 1.0 2.0 22.0 39.0 64.0 36.0 100.0 Valid Percent 1.6 3.1 34.4 60.9 100.0 Cumulative Percent 1.6 4.7 39.1 100.0
Valid
Missing Total
emphasis on technical and managerial skills

70 60 50 40 30 20
Percent
10 0 strongly disagree somewhat agree strongly agree neither agree nor di
Training Program emphasis on managerial & technical capabilities
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Training is given adequate importance Frequency 4 5 26 29 64 36 100 Percent 4.0 5.0 26.0 29.0 64.0 36.0 100.0 Valid Percent 6.3 7.8 40.6 45.3 100.0 Cumulative Percent 6.3 14.1 54.7 100.0
Valid
Missing Total
somewhat disagree neither agree nor disagree somewhat agree strongly agree Total System
Training is given adequate importance

50
40
30
20
Percent
10
Training is given adequate importance
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Employees are sponsored for trainig programs Frequency 4 5 38 17 64 36 100 Percent 4.0 5.0 38.0 17.0 64.0 36.0 100.0 Valid Percent 6.3 7.8 59.4 26.6 100.0 Cumulative Percent 6.3 14.1 73.4 100.0
Valid
Missing Total
Employees are sponsored for training programs

70 60 50 40 30 20
Percent
10 0 somewhat disagree somewhat agree strongly agree neither agree nor di
Employees are sponsored for trainig programs
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Sponsored employees take training seriously Frequency 1 2 8 32 21 64 36 100 Percent 1.0 2.0 8.0 32.0 21.0 64.0 36.0 100.0 Valid Percent 1.6 3.1 12.5 50.0 32.8 100.0 Cumulative Percent 1.6 4.7 17.2 67.2 100.0
Valid
Missing Total
strongly disagree somewhat disagree neither agree nor disagree somewhat agree strongly agree Total System
Sponsored employees take training seriously

60 50
40
30
20
Percent
10 0 strongly disagree neither agree nor di strongly agree somewhat disagree somewhat agree
Sponsored employees take training seriously
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Employees participation in determining training needs Frequency 2 7 8 36 11 64 36 100 Percent 2.0 7.0 8.0 36.0 11.0 64.0 36.0 100.0 Valid Percent 3.1 10.9 12.5 56.3 17.2 100.0 Cumulative Percent 3.1 14.1 26.6 82.8 100.0
Valid
Missing Total
strongly disagree somewhat disagree neither agree nor disagree somewhat agree strongly agree Total System
Employees determine training needs

60 50
40
30
20
Percent
10 0 strongly disagree neither agree nor di strongly agree somewhat disagree somewhat agree
Employees participation in determining training needs
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The quality of training is excellent Frequency Valid neither agree nor disagree somewhat agree strongly agree Total System 5 16 43 64 36 100 Percent 5.0 16.0 43.0 64.0 36.0 100.0 Valid Percent 7.8 25.0 67.2 100.0 Cumulative Percent 7.8 32.8 100.0
Missing Total
The quality of training is excellent

80 70 60 50 40 30 20 10 0 neither agree nor di somewhat agree strongly agree
Percent
Ehe quality of training is excellent
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External training program are well examined Frequency 1 14 20 29 64 36 100 Percent 1.0 14.0 20.0 29.0 64.0 36.0 100.0 Valid Percent 1.6 21.9 31.3 45.3 100.0 Cumulative Percent 1.6 23.4 54.7 100.0
Valid
Missing Total
External training program are well examined

50
40
30
20
Percent
10
External training program are well examined
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Training program is well designed & widely shared Frequency 1 4 16 43 64 36 100 Percent 1.0 4.0 16.0 43.0 64.0 36.0 100.0 Valid Percent 1.6 6.3 25.0 67.2 100.0 Cumulative Percent 1.6 7.8 32.8 100.0
Valid
Missing Total
Training program is well designed & widely shared

80
60
40
20
Percent
Training program is well designed & widely shared
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FINDINGS Training helps to increase productivity and achieve the goals of the organization Training programs are well planned in the organization.
The training given in organization is not of sufficient duration.
The training programs are not evaluated periodically.
The training programs strongly focus on technical and managerial capabilities..
The training programs are not given adequate importance due to the work pressure in the organization.
Employees attitude towards the training programs is casual/informal.
There is no involvement of employees in determining the training need analysis.
The quality of training programs in the organization is excellent..
The training programs are well designed and widely shared in the organization.
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More priority is given for on the job trainings than the value addition programs like motivation, stress management, group dynamics.
SUGGESTION Employees should decide and determine the training programs that they need so that they can work more effectively and efficiently, employees should decide some of the training they would like to undergo.
The HR department should conduct briefing and debriefing sessions for employees for Training as to give them an idea as to why this training is been conducted and what they have to learn in the training program conducted and also after training completion they should take a feedback as to how effective was the training so that the necessary improvements in training programs can be considered and implemented.
Apart from on-job training programs the HR Department should conduct constant value addition programs such as Time management, Stress management trainings, group dynamics, grievance redressal, these will help to add value and is also essential in todays business scenario.
Performance of every employee undergone training should be evaluated so as to get Improved quality of training activities, Improve ability of the trainers to relate
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inputs to output know their understanding about the training programme conducted Training program should evaluate the abilities, competencies and potentials of the trainees for a particular job or work skills.
It should aim to narrow down the gap between expected level of performance and the actual level of performance. It should provide new recruits or trainees a scientific pace for imbibing the knowledge and skills required to discharge their duties meaningfully and purposefully. The company should conduct training programs at regular intervals, which helps the employees to enhance their knowledge for their current jobs. The company should design the training program based on the current requirement, which includes development of technical skills, personality development, time management, computer knowledge etc. The training session should be made more interactive and participative so that trainees and trainer are in constant interaction and responsibilities
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CONCLUSION
According to the study conducted we can conclude that the overall satisfaction level of employees in relation to the training programs is moderate. the employees agree that the training programs helps to increase productivity and achieve the organizational goal. The employees said that the training programs in the organization are well planned but they are not satisfied with the duration of the training program and the are also not satisfied with the evaluation process of training program, they are not evaluated periodically. The training programs in the organization strongly focus on the technical and managerial capabilities but these programs are not given adequate importance sometimes because of the work pressure. The employees do not take the training programs seriously, as there are no strict rules and regulations to attend the training programs. The employees are not involved in determining the training need analysis. The training programs are fixed by the top management. BABASAB PATIL Page 66
The quality of the training programs is excellent but the employees are not making the best use of it. Therefore we can conclude that the training programs in the organization are excellent but they have been not utilized properly by the employees as the training programs are not mad compulsory to all the departments. There is a broader scope to develop and improve its training programs in future in order to meet the requirements of the global market REFERENCES Books: Human Resources Management by Gary Dessler Publised by Pearson Education 9th Edition PP 184 - 240
Website: Bibliography
Reference a. Books P L RAO, HRD THROUGH IN-HOUSE TRAINING, Concepts of Training, Methods of Training, Effectiveness of Training PP-3-185 Websites http://www.mckinseyquarterly.com/ Nov 2004 http://www.google.com Page 67
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Reports Annual Report of Bharatiya Sanchar Nigam Limited (BSNL) 2006-2007 PP- 1-10
ANNEXURE
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TRAINING & DEVELOPMENT SURVEY AT BSNL

5. Research methodology Sampling plan Area covered Methodology

6. Data collection Primary data Secondary data

7. Data Analysis Statistical tool Statistical package