Zubair PRJCTT T & D

TRAINING AND DEVELOPMENT
RGMCET, Autonomous, Nandyal
Page 0
1.1 INTRODUCTION TO TRAINING AND DEVELOPMENT

INTRODUCTION: Employee training is the most important subsystem of human resource development. Training is the specialized function and is one of the fundamental and operative functions of resource management. DEFINITION: In simple terms training refers to important of specific skills, abilities, and knowledge to a particular job. Meaning of training of different authors has explained the meaning of training in the following ways. The term training is used to indicate the process by which aptitudes, skills and abilities of employee to perform specific jobs are increased. (MICHALE J. JUICUS) Training is the act of increasing the knowledge and skills of employee for doing a particular job. (EDVIN_B FLIPPO)
Training in a short process utilizing a systematic and organized procedure by which non managerial personnel learn technical and skills for a definite purpose. (L.L.SFEINMETZ) DEVELOPMENT Management development is a systematic process of growth and development by which the managers develop their abilities to manage. (P.SUBBARAO) NEED FOR TRAINING: Training is not something that is done once to new employees; it is used continuously in every well-run established. Further, technology changes, automation, require updating the
skills and knowledge. As such an organization has to retain the old employee s can be more complex since we have added task of deciding whether or not training is the solution.
RGMCET, Autonomous, Nandyal Page 1
To increase productivity. To improve skills and knowledge. To help a company fulfill its personnel needs. To improve organizational climate. To improve health &safety. NEED FOR DEVELOPMENT: The need for development arises due to the following reasons; Human resource development arises due to providing technical skills and conceptual skills to the non technical managers and managerial skills to technical managers. Techno-managers like basic chemical engineers, mechanical engineers, information systems engineers need to be developed in the areas of managerial skills, knowledge and abilities. DEVELOPMENT OBJECTIVES: To keep the executives abstract with the changes and development in their respective fields. To increase the morale of the members of the management group. To give specialists on over all view of the function of an organization. TRAINING OBJECTIVES: The personnel manager formulates the following training objectives keeping the companys overall objectives in mind. To import the entrants with basic skills &knowledge. To prepare the employee both new &old to meet the present as well as the future change. To prepare employees for higher-level tasks. To ensure smooth and efficient working of deportment. To ensure economical output of required quality. To overhaul the management abreast with the changes and development in their respective fields. To understand the problem of human relation and improve human relation skills.
IMPORTANCE OF TRAINING AND DEVELOPMENT: The importance of human resource management to a large extent depends on human resources developing and training is its immortal technique. Organizational objectives like viability, stability and growth can also be achieved through training. Organization efficiency, productivity a significant part of management control. Companies training and development pays dividends to the employee and the organization. INPUTS IN TRAINING AND DEVELOPMENT: Any training and development program must contain inputs which enable participants to gain skills, learn theoretical concept and help acquire vision to look into distant future. SKILLS: Training was started earlier, is important skills to employees. A worker needs skills to operate machines and use other equipment with least damage and scrap. This is a basic skill without which the operator will not be able to function. There is able need for motor skills, which refer to performance of specified physical activities. EDUCATION: The purpose of education is to teach theoretical concepts and develop a scene of reasoning and judgment. That any training and development must contain an element of well education is well realized by HR specialist. DEVELOPMENT: Another component of training and development program is the development which is less skill oriented but stresses knowledge, about business environment, Management principles and techniques, human relation; specific industry analysis and the likewise be useful to manage ones company better.
Page 3
ETHICS: There is need for giving greater ethical orientation to the training and development program. They are less seen and talked about I personnel function. This does not mean that the HR manager is absolved of the responsibilities. ATTITUDINAL CHANGES: Attitude represents feelings and beliefs of individuals towards others. Attitude affects motivation, satisfaction and job containment. They have prior commitments. STEPS IN DEVELOPMENT PROGRAM: The important steps in the organization of a management development program I. II. III. IV. V. VI. VII. VIII. IX. X. XI. Analysis of organization development needs. Appraisal of present management talents. Inventory of management manpower. Planning of individual development program. Evaluation of result. Establishment of development program. Analysis of organization development needs. Appraisal of present management talents. Inventory of management manpower. Planning of individual development program. Evaluation of result. Establishment of development program.
METHODS FOR EVALUATING THE TRAINING NEEDS: Job specification& employee satisfaction. Identifying specific problem. Observation. Interview. Group conference. Managements request. Performance appraisal.
Page 4
Organizational requirements. Requirements. Questionnaire survey. AREAS OF TRAINING: Generally organization provides training to their employees in the following areas. Problem solving skills Human relation Managerial & supervisory skills Language skills Company policies & procedures Apprentice training STEPS IN TRAINING PROGRAM: Some of the steps followed by training program are I. II. III. IV. V. Preparing the instructor Preparing the trainee Getting ready to reach Presenting the operation Follow-up.
DISTINCTION BETWEEN TRAINING AND DEVELOPMENT: TRAINING 1. Usually a short term process 2. Imparted mostly on non DEVELOPMENT 1) Invariable ongoing long term. 2) Designed mainly for manager and executives. 3) Relating more broadly to the level of interpersonal and
management personnel. 3. Confirmed generally to the area of hands and on technical skills.
decision making skills.
Page 5
1. TRAINING METHODS: The training programs commonly used to train operative and supervisory personnel in the organization. These training programs are classified into on-the- job and off-the-job programs.
TRAINING METHODS
On-the-job methods - Job rotation - Coaching - Job instruction (Training through step by step) - Committee assignments
Off-the-job methods -vestibule training - role playing -lecture method -conference or discussion - programmed instruction
A. ON-THE-JOB TRAINING METHODS: This type of training is also known as job instruction is the most commonly used method. Under this method an individual is placed on a regular job and taught the skills necessary to perform that job. The trainee learns under the guidance of a qualified worker. Has the advantage of giving firsthand knowledge and experience under the actual working condition. While the trainee learns how to perform a job, he is regular worker rending the services for which he is paid. The emphasis is placed on rending the services in most effective manner rather than learning how to perform the job. On-the-job training methods include job rotation, coaching, job instruction or training through step by step and committee assignments.
i.
JOB ROTATION : This type of training involves the movement of trainee from one job to another. The
trainee receives job knowledge and gains experiences from his supervisor of trainer in each of the different job assignments. Through this method of training is common in training
managers for general management positions, trainers can also be related from job to job workshop jobs. ii. COACHING: The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides feedback to the trainees performance and offers
him suggestions for improvement. A limitation of this method of training is that the trainee may not have the freedom or opportunity to express his own ideas. iii. JOB INSTRUCTIONS: This method is also known as training through step by step. Under this method, the trainer explains to the trainee the way of doing the jobs, job knowledge and skills and him to do the job. The trainee appraises the performance of the trainee, provides feedback
information and corrects the trainee. iv. COMMITTEE ASSIGNMENT:
Under the committee assignment, a group of trainees are given and asked to solve an actual Organizational problem. The trainees solve the problem jointly. It develops teams work.
B. OFF THE JOB METHODS: Under this method of training the trainee is separated from the job situation and his attention is focused on learning the material related to this future job performance. There is an opportunity to express his own ideas to the trainee. Companies have started using
multimedia technology and information technology in training. Off- the- job training methods are vestibule training, role playing, lecturing methods, conferences or discussion, programmed instruction, logic game.
Page 7
i.
VESTIBULE TRAINING: In this method actual work conditions are stimulated in a class room, material, files,
and equipment which are used in actual job is used. This type of training is commonly used for training personnel for clerical and semi skilled jobs. The duration of this training ranges from days a few weeks. ii. ROLE PLAYING: This method of training involves action, doing and practices. The participants play the role of certain characters such as the production managers, mechanical managers, superintendent, maintenance engineers, quality control inspectors, fore men, workers and the like. iii. LECTURE METHOD: The lecture method is traditional and direct method of instruction. The instructor organizes the material and gives it to a group of trainees in the form of a talk. An advantage of the lecture method is that it is direct and can be used for a large group of trainees. iv. CONFERENCE OR DISCUSSION: It is a method of training the clerical, professional and supervisory personnel. This method involves a group of people who pose ideas, examine and share facts, test assumptions of job performance. The success of this method depends on the leadership qualities of the person who leads the group. v. PROGRAMMED INSTRUCTIONS: In recent years this methods has be become popular. The subject matter is learned in presented series of carefully planned sequential units. These units are arranged from simplex to complex levels of instruction. questions. 2. DEVELOPMENT METHODS: There are mainly two types of methods by which managers can acquire the knowledge, skills and attitudes and make themselves competent managers. Development methods are:
The trainee goes through these units by answering
A. On- the- job techniques:

a. Coaching b. Job rotation c. Under study d. Multiple management
B. Off the- job techniques:a. Case study b. Incident method c. Roll playing d. In basket method e. Business game f. Sensitivity training g. Simulation
A. On-the- job techniques:

The important on the job techniques are a. COACHING: In coaching the trainee is placed under a particular supervisor who acts as instructor and teaches job knowledge and skills to the trainee. Coaching should be distinguished from counseling. aspirations. b. JOB ROTATION: The transferring of executives from job to job and from department to department in a systematic manner is called job rotation. Job rotation increases interdependent cooperation and reduces monotony of work. c. UNDER STUDY: An understudy is a person who is trained so that he can take up responsibilities of his position, it may be chosen by department or its head. It is given by his superior.
Page 9
It involves the areas concerned with the mans hopes, fear, emotions and
d. MULTIPLE MANAGEMENT: It is also called junior-board of executives system. It is a system in which permanent advisory and makes recommendations to higher management.
B. OFF-THE JOB TECHNIQUES: The following are the important off the job techniques. a. CASE STUDY: Cases are prepared on the basis of actual business situations that happened in various organizations. The trainees are given cases for discussing and dividing upon the cases. Then they are asked to id the apparent and hidden problems for which they have to suggest solutions. b. INCIDENT METHOD: This method was developed by Paul Pigors. It aims to develop the trainee in the areas of intellectual ability, practical judgment and social awareness. Under this method, each employee develops in a group process. c. IN BASKET METHOD: The trainees are first given background information about a simulated company, its products, key personnel request and all data pertaining of the firm. The trainee has to understand all this make notes, delegate tasks and prepare memos within a specified amount of time. d. SIMULATION: Under this technique the situation is duplicated in such a way that it carries a close
resemblance to the actual job situation. The trainee experiences a feeling that he is actually encountering all those conditions.
Page 10
e. LECTURE METHOD: It is the simplest of all techniques. It is the best technique to present and explain series of facts, concepts and principles. The lecture organizes the material and gives it to a group of trainees in the form of talk. f. MANAGERIAL GRID: It is a risk phase program lasting from tree to five years. It starts with upgrading of managerial skills, continues to group improvement improves Inter group relation, goes into corporate planning, develops implementation method and ends with an evaluation phase. The grid represents several possible leadership styles which represents a different combination of two basic orientations. Concern for people Concern for production
g. BUSINESS GAMES: Under this method, the trainees are divided into groups or teams. Each team has to discuss and arrive at decisions concerning such subjects as production, pricing , research expenditure, advertisements etc assuming itself to be the management of stimulated firm.
Evaluation of training and development program:

Evaluation helps in controlling and concerning the training program. Reactions training Learning Job behavior Organization Results
Page 11
BENEFITS OF TRAINING AND DEVELOPMENT PROGRAM: Leads to improved profitability and positive attitude towards profits organization. Improves the job knowledge and skills at levels of the organization. Improves the morale of the workplace. Helps people identify with organizational goals. Helps create a better corporate image. Fosters authenticity, openness and trust. Improves the relationship between boss and subordinate. Learns from the trainer. Helps prepare guidelines for work. Aids in developing leadership skill, motivation, loyalty, better attitudes. Organization gets more effective in decision making and problem solving. Develops a sense of responsibility to the organization for being competent and knowledge. Eliminates sub-optimal behavior. Creates an appropriate climate for growth and communication. Helps employees adjust to change.
Assessment of training needs:

Training needs are identified on the basis of organizational analysis, Job analysis and man power analysis. Training program, training methods and course content are to be planned on the basis of training needs. Training needs are those aspects necessary to perform the job in an organization in which employee is lacking attitude, knowledge and skills. Training needs= job and organizational requirements-employee specification.
Page 12
1.2 COMPANY PROFILE

FOUNDERS PROFILE:
Few men in history have made as dramatic a contribution to their countrys economic fortunes .One among them is the founder of Reliance, Sh. Dhirubhai H Ambani. Fewer still have left behind a legacy that is more enduring and timeless. As with all great pioneers, there is more than one unique way of describing the true genius of Dhirubhai: The corporate visionary, the unmatched strategist, the proud patriot, the leader of men, the architect of Indias capital markets, and the champion of shareholder interest. . But the role Dhirubhai cherished most was perhaps that of Indias greatest wealth creator. In one lifetime, he built, starting from the proverbial scratch, Indias largest private sector enterprise. When Dhirubhai embarked on his first business venture, he had a seed capital of barely US$ 300 (around Rs 14,000). Over the next three and a half decades, he converted this fledgling enterprise into an Rs 60,000 crore colossus-an achievement which earned Reliance a place on the global Fortune 500 list, the first ever Indian private company to do so. Dhirubhai is widely regarded as the father of Indias capital markets. In 1977, when Reliance Textile Industries Limited first went public, the Indian stock market was a place patronized by a small club of elite investors which dabbled in a handful of stocks. Undaunted, Dhirubhai managed to convince a large number of first-time retail
Page 13
investors to participate in the unfolding Reliance story and put their hard-earned money in the Reliance Textile IPO, promising them, in exchange for their trust, substantial return on their investments. It was to be the start of one of great stories of mutual respect and reciprocal gain in the Indian markets. Under Dhirubhais extraordinary vision and leadership, Reliance scripted one of the greatest growth stories in corporate history anywhere in the world, and went on to become Indias largest private sector enterprise. CHAIRMANS PROFILE:
Regarded as one of the foremost corporate leaders of contemporary India, Anil Dhirubhai Ambani is the Chairman of all listed Group companies, namely: Reliance Reliance Energy and
Communications, Capital, Reliance Natural Resources Limited. Reliance
He is also Chairman of the Board of Governors of Dhirubhai Ambani Institute of Information and Communication Technology, Gandhi Nagar, Gujarat. Till recently, he also held the post of Vice Chairman and Managing Director in Reliance Industries Limited (RIL), Indias largest private sector enterprise. Anil D Ambani joined Reliance in 1983 as Co-Chief Executive Officer, and was centrally involved in every aspect of the companys management over the next 22 years.
Page 14
He is credited with having pioneered a number of path-breaking financial innovations in the Indian capital markets. He spearheaded the countrys first forays into the overseas capital markets with international public offerings of global depositary receipts, convertibles and bonds. Starting in 1991, he directed Reliance Industries in its efforts to rise over US$ 2 billion. He also steered the 100-year Yankee bond issue for the company in January 1997. He is a member of: Wharton Board of Overseers, the Wharton School, USA. Central Advisory Committee, Central Electricity Regulatory Commission. Board of Governors, Indian Institute of Management, Ahmadabad. Board of Governors Indian Institute of Technology, Kanpur. In June 2004, he was elected for a six-year term as an independent member of the Rajya Sabha, Upper House of Indias Parliament a position he chose to resign voluntarily on March 25, 2006. Awards and Achievements Conferred the CEO of the Year 2004 in the Plats Global Energy Awards. Rated as one of Indias Most Admired CEOs for the sixth consecutive year in the Business Barons TNS Mode opinion poll, 2004 Conferred The Entrepreneur of the Decade Award by the Bombay Management Association, October 2002. Awarded the First Wharton Indian Alumni Award by the Wharton India Economic Forum (WIEF) in recognition of his contribution to the establishment of Reliance as a global leader in many of its business areas, December 2001 Selected by Asia week magazine for its list of Leaders of the Millennium in Business and Finance and was introduced as the only new hero in Business and Finance from India, June 1999.
About the organization VISION: Enriching Organization, Globally, Through Innovative HR Solutions CORE VALUES OF THE COMPANY: Integrity Dignity Passion Team Work Quality Orientation Growth for all stake holders
ABOUT COMPANY: Reliance ADA Group is one of the fastest growing diversified groups in the country. With businesses growing at a breathtaking pace across all verticals, one of the critical challenges of the Group would be to recruit, develop and retain competent manpower in the years to come. Reliance HR Services Pvt Ltd was formed in 1st Oct 2007 under the guidance of Mr.Amitava K Ghosh (Head - RHRS) to give end to end Contract staffing solutions for Anil Dhirubhai Ambani Group of Companies (ADAG).Currently we are operating in 13 Circles across India having a work force of more than 20 thousand employees.
Page 16
Products and Designation: Business Products BBCC BBFSA Role TSE Field sales associates TL BBSA BBSE Sales associate Corporate sales executive Customer relationship executive Sales executive RCL CSD CCRM Customer care associatemobile business GEN MIS COORDINATOR ZOP CSD-Customer care CWG GEN MIS COORDINATOR Sales associate Sales executive DST-PP Field sales associate Tele caller TL DST-PP(DATA-CARD) Marketing PCO
DATA CARD FOS GEN Customer care associate

Page 17
FAB executive GEN Zonal sales executive PCO-FAB FAB executive FAB LEAD FAB officer Field sales associate Shared services Customer care associate GEN OE Wimax Sales associate Sales executive BIG TV DTH Executive after sales FAB executive Office installer Sales executive NICSI NICSI BMS officer Shift engineer Technician Big Music Sales promotion officer Sales executive Business Associate manager Business analyst C3 executive Commercial Executive Customer care AssociateBroadband business
Page 18
Customer care AssociateMobile business
FDS RWSL Field sales associate Field sales in charge FOS GEN HR-coordinator IT executive Lead web guide MIS Coordinator OE Relationship officer-PFS Relationship executive Relationship officer-VC business RO Store manager Team leader-Broadband business Team leader-Mobile business TL Web guide
Page 19
RELIANCE ADA Group of Companies Reliance Capital Reliance Capital is one of Indias leading and fastest growing private sector financial services companies, and ranks among the top 3 private sector financial services and banking companies, in terms of net worth. The company has interests in asset management and mutual funds, life and general insurance, private equity and proprietary investments, stock broking and other activities in financial services.
Reliance Communications Limited The flagship company of the Reliance ADA Group, Reliance Communications Limited, is the realization of our founders dream of bringing about a digital revolution that will provide every Indian with affordable means of communication and a ready access to information. The company began operations in 1999 and has over 20 million subscribers today. It offers a complete range of integrated telecom services. These include mobile and fixed line telephony; broadband, national and international long distance services, data services and a wide range of value added services and applications aimed at enhancing the productivity of enterprises and individuals.
Reliance Energy Limited Reliance Energy Limited, incorporated in 1929, is a fully integrated utility engaged in the generation, transmission and distribution of electricity. It ranks among Indias top listed private companies on all major financial parameters, including assets, sales, profits and market capitalization.
Page 20
It is Indias foremost private sector utility with aggregate estimated revenues of Rs 9,500 crore (US$ 2.1 billion) and total assets of Rs 10,700 crore (US$ 2.4 billion). Reliance Energy Limited distributes more than 21 billion units of electricity to over 25 million consumers in Mumbai, Delhi, Orissa and Goa, across an area that spans 1,24,300 sq. kms. It generates 941 MW of electricity, through its power stations located in Maharashtra, Andhra Pradesh, Kerala, Karnataka and Goa.The company is currently pursuing several gas, coal, wind and hydro-based power generation projects in Maharashtra, Uttar Pradesh, Arunachal Pradesh and Uttaranchal with aggregate capacity of over 12,500 MW. These projects are at various stages of development. Reliance Energy Limited is vigorously participating in emerging opportunities in the areas of trading and transmission of power. It is also engaged in a portfolio of services in the power sector in Engineering, Procurement and Construction (EPC) through a network of regional offices in India. Reliance Health In a country where healthcare is fast becoming a booming industry, Reliance Health is a focused healthcare services company enabling the provision of solution to Indians, at affordable prices. The company aims at providing integrated health services that will compete with the best in the world. It also plans to venture into diversified fields like Insurance Administration, Health care Delivery and Integrated Health, Health Informatics and Information Management and Consumer Health.
Reliance Health aims at revolutionizing healthcare in India by enabling a healthcare environment that is both affordable and accessible through partnerships with government and private businesses. Reliance Media & Entertainment As part of the Reliance - ADA Group, Reliance Entertainment is spearheading the Groups foray into the media and entertainment space. Reliance Entertainments core focus is
to build significant presence for Reliance in the Entertainment eco-system: across content and distribution platforms. The key content initiative are across Movies, Music, Sports, Gaming, Internet & mobile portals, leading to direct opportunities in delivery across the emerging digital distribution platforms: digital cinema, IPTV, DTH and Mobile TV. Reliance ADA Group acquired Adlabs Films Limited in 2005, one of the largest entertainment companies in India, which has interests in film processing, production, exhibition & digital cinema. Reliance Entertainment has made an entry into FM Radio through Adlabs Radio, having won 45 stations in the recent bidding, which will soon be the Radio station with the largest footprint in India. 2.1 OBJECTIVES OF THE STUDY: To measure the effectiveness of training programs based on the feed back of trainees. To suggest measures to improve the effectiveness of training program based on the views of trainees, trainers, and executives. To identify various training and development given at ADA Group pvt ltd. To find out the periodicity of training and development. To assess pre-training and post-training performances and feedback reports. To examine how the employees who underwent training and development have achieved perfection and have been recognized. 2.2 NEED FOR THE STUDY: Rapid development in technology and changing goals of Organization has made training and development of employees inevitable. It has now been well accepted by all that training is needed by everyone in Organization from top to bottom. Training facilitates employees talent, skills and enables them to overcome the problems faced on the job. Training and development of employees is important to face competition in the world. The study is needed to increase the organizational productivity. The quality products can be produced through the study on training. The study can be used to fulfill the future needs of the company. The study is needed to reduce the shortage of skills. Skilled and
Page 22
knowledgeable people are always on short supply. Organizational climate can be improved through study on training. Alternatively they are too costly to hire from outside. The best alternative is to improve skills and knowledge of existing employees through training and development.
2.3 SCOPE OF THE STUDY: The study is confined to training and development only. The study is confined to training and development of employees of ADA Group pvt ltd. The study is confined to ADA Group branch of Hyderabad.
Training in ADA Group:

In ADA Group training is given to employees in manufacturing, distribution and other related activities.
Training for employees:

Employees are given 1. Induction training 2. On the job training (for new recruits or existing staff) 3. Good manufacturing practices (GMP) 4. Environment, health and safety (EHS) 5. External training (relevant to GMP, EHS, others)
Identification of training needs:

In ADA Group Training needs are identified at the beginning of the year. Training needs are identified by referring business imperatives like business objectives , business plans
Page 23
company vision , mission, New product development or methods , New techniques , New equipment , New legislatives, New procedures/standards , market , New system, etc. 1. On the job training: HOD identify needs based on job responsibilities, shot falls in the individuals knowledge, skills, attitude to perform his / her job at desired level of performance. 2. cGMP training: Head QA /designee identify the training needs and Annual calendar and conduct cGMP training programme of various topics at all necessary departments at site. Internal or external agency performs this programme. 3. EHS : Head QA /designee identify the training needs and Annual calendar and conduct cGMP training programme of various topics at all necessary departments at site. External agency performs this programme. 4. Induction: In this company policy, profile, procedures, company certificates, rules and regulations, personnel hygiene and EHS by EHS department and records are explained. New employee is introduced to all departmental heads. Departmental core activities are explained in brief and functional heads shall sign in the induction training record. The induction training record is maintained. On the job training for new recruits: 1. The new recruit is handed over to the HOD. 2. The new recruit is given the SOP (Standard Operating Procedure) and records are maintained. 3. The procedures are explained to the new employee and records are maintained. 4. Training is given for 7 days. 5. Then the training evaluation questionnaire is prepared. 6. The experience of previously trained employees are asked and recorded. 7. The experience of new employees are also asked and recorded.
Page 24
Certification: Employee evaluation certificate is handed over to HR department. The employees who have understood the activities trained to him should be certified by the HOD and unit head. Then the employee is allowed to carry on his duties under the supervision of trained staff. Re-certification: If the employee is not performing effectively then refreshment training is given to him. He is sent again for training. Conducting the training programme: 1. HR and deputy make the necessary arrangements for training programme of cGMP and EHS. 2. An attendance record is maintained and is signed by both participants and faculty. 3. Feedback of training program is taken from participants. 4. Training program is reviewed by internal/external faculty. Assessment of training of participants: 1. Assessment of training of the participants is done by questions and answers methodology as per the training questionnaire or verbal method is followed. 2. External agencies shall use our format / their own pattern for assessment is followed. 3. If the employee gets less than 70% marks then he is retrained. 4. The employees who are trained are rated as follows: Below 70% = fail 70% - 80% = good 81% - 90% = very good 91% - 100% = excellent Internal trainer evaluation: 1. The trainer is evaluated based on the knowledge, earlier trainings. 2. The immediate supervisor or executives of concerned department are selected as trainers.
Page 25
3. The trainer should have good interpersonal communications skills. 4. The trainer is reviewed by departmental heads and unit heads as per the training evaluation certificate. 5. The trainer evaluation certificate is given. External training: 1. Quality assurance department / other departments with HR department and organize technical training by other technical agencies. 2. The members are allowed to attend the seminars given by external agencies. 3. The seminars are mainly based on technological development, sophistication of the instrumentation, other advanced process / validation aspects and other current GMP and regulatory topics. 4. Feedback is taken and is recorded. Employee training record: 1. The employee training record is maintained. 2. Training summary is written. 3. The overall cumulative hours of an individual should be 24hrs/year or more. 4. Training is conducted and all the training records are maintained. On the job training in production department: 1. SOPs are given to the employees. 2. Safety precautions and general PO are explained.
3. How to handle the equipment and unit operations. 4. How to fill equipment usage log SOP general format. 5. Safe handling of the raw materials and recovered solvents. 6. How to fill batch production and control record. 7. Safe handling of finished goods. This training is given after induction. It is conducted for two hours daily up to 7 days.
Page 26
HR training: 1. SOP related to HR. 2. Training. 3. Time office. 4. House keeping. 5. File keeping. 6. Attendance. Training evaluation questionnaire for executives: 1. What is meant by SOP and specify the name of SOPs in HR department? 2. Define the training? Specify the kinds of training? 3. Briefly write about the functions in the time office. 4. Write some of the functions in the house keeping? 5. What is the best way in file keeping? 6. What are the steps taken while preparation of attendance. Training feedback form: 1. How much clarity has been obtained about the objectives of programme? a. Complete b. More than 70% c. Less than 70%
2. Do you prepare for the class as prepared? a. Yes b. No
Page 27
3. Did you understand the contents of the programme as explained? a. Complete b. More than 70% c. Less than 70% 4. Describe the teaching methodology say slides , projects, etc a. Excellent b. Very good c. Satisfactory 5. How about the usage of case studies or exercises conducted? a. Good b. Satisfactory c. Non satisfactory 6. How do feel about sequence of the presentation? a. Well organized b. Good c. Satisfactory 7. How was faculty communication? a. Very clear b. Good c. Satisfactory 8. What do you say about the course material? a. Very useful b. Useful c. Not much of use 9. How was question and answer session? a. Very helpful b. Helpful c. Not much of help
Page 28
10. How is the duration of the programme? a. Too much b. Sufficient c. Very short 11. What is your overall rating of programme? a. Excellent b. Very good c. Satisfactory 12. What are the major benefits you derived from this programme? a. Helped to confirm my ideas and concept b. Helped to clarify some of the ideas and concept c. Presented new ideas and approaches d. Any other, please specify.. Comments: .
Reference documents/Formats: 1. Induction training record 2. On the job training record for new recruits 3. Employee evaluation certificate 4. Employee training record 5. Training needs identification and annual calendar 6. Training attendance sheet 7. Training feedback form 8. Training evaluation questionnaire 9. Training evaluation certificate
Page 29
3.1 INTRODUCTION TO RESEARCH METHODOLOGY:

Methodology deals with the research design used, data collection methods used, sampling methods used, analysis and interpretation done and limitations inherent in the project. Methodology is one of the main aspects of every research. This explains how the research was conducted following methodology has been in this project work.
Research Design:
The research design for this research is descriptive in nature. Descriptive research studies attempt to obtain a clear, complete and accurate description of a situation. Descriptive study is necessary when the research is interested in knowing the characteristic of a certain group.
3.2 DATA SOURCES:

Data for this research was collected both from primary and secondary sources. There are two types of data sources: 1. Primary sources 2. Secondary sources.
1. Primary sources: This consists of original information gathered for specific purpose. The normal procedure is to interview people individually and /or on groups, to get the required data Here the data being sought is various methods and techniques of training followed in this organization.
2. Secondary sources: The profile of the company and text books on HRM and PERSONNEL MANAGEMENT and various magazines are secondary sources.
Page 30
RESEARCH APPROACHES: The research availed the 'descriptive research' type of research where in the researcher goes to the respondent with the questionnaire, clarifies and doubts raised by the respondent
and notes the responses. This is of the form of personal interviewing of the respondent, who may fill in the questionnaire.
3.3 SAMPLING TECHNIQUES:

A sample of hundred is taken for administering questionnaire. While analyzing qualitative data relating to the opinion of workers, convenient sampling techniques and statistical tools have been used. Sampling technique: convenient sampling Statistical tools: weighted average method Sampling unit: company employees Sample size: 100 The sampling procedure determines how the respondents be chosen
RESEARCH INSTRUMENTS:
The researcher has used questionnaire as the research instruments. Types of questions used in the questionnaire: Open-ended questions Close-ended questions
Open-Ended questions:
Open ended questions are used to get the suggestions from the respondent in order to give feedback to the company.
Closed-Ended questions:
In closed ended questions, there are two types of questions: 1. Multi choice questions 2. Double -ended questions.
Page 31
1. Multi choice questions:

In this multi choice question, the respondents are given four to five choice in which he has to select one. For this questions are we can apply statistical tools like chi-square and ANOVA in order to relate the results to the universe.
2. Double-ended questions:
In these questions the respondent will be given two choices for answer in which they have to choose one.
3.4 LIMITATIONS OF THE STUDY:

The information given by the respondents may not be accurate due to the fear of management and shyness. The sample chosen for study was 100 out of 650 employees. The employees and executive were busy with their work schedules; as a result interviews could not be conducted continuously.
Page 32
TABLES
Table 4.1.1: Training undergone in the company Table 4.1.2: Training methods followed Table 4.1.3: Enhancement of personal growth and development Table 4.1.4: Helps in long run or short run Table 4.1.5: Vital role in performance level of an employee Table 4.1.6: Number of training programs attended Table 4.1.7: Improvement in productivity Table 4.1.8: Problems faced while training Table 4.1.9: Helps in motivation Table 4.1.10: Training program conducted Table 4.1.11: Needs are identified in right manner Table 4.1.12: Opinion about training procedure Table 4.1.13: Re-training of the employees Table 4.1.14: Training evaluation Table 4.1.15: Organizing the training program Table 4.1.16: Training contents understood Table 4.1.17: Overcome problems in work life Table 4.1.18: Gaining knowledge Table 4.1.19: Increases job satisfaction and recognition Table 4.1.20: Reference material provided
FIGURES
Figure: 4.1.1: Training undergone in the company Figure: 4.1.2: Training methods followed Figure: 4.1.3: Enhancement of personal growth and development Figure: 4.1.4: Helps in long run or short run Figure: 4.1.5: Role in increasing the performance level of an employee Figure: 4.1.6: Number of training programs attended Figure: 4.1.7: Improvement in productivity Figure: 4.1.8: Problems faced while training Figure: 4.1.9: Helps in motivation Figure: 4.1.10: Training program conducted Figure: 4.1.11: Needs are identified in right manner Figure: 4.1.12: Opinion about training procedure Figure: 4.1.13:Re-training of the employees Figure: 4.1.14: Training evaluation Figure: 4.1.15: Organizing the training program Figure: 4.1.16: Training contents understood Figure: 4.1.17: Overcome problems in work life Figure: 4.1.18: Gaining knowledge Figure: 4.1.19: Increases job satisfaction and recognition Figure: 4.1.20: Reference material provided
4.1 Data analysis & Interpretation

4.1.1 Have you undergone any training in this company? A) Yes B) No
Table 4.1.1: Training undergone in the company
DIMENSIONS yes no total
No. of Respondents 100 0 100
Percentage % 100% 0% 100%
Training undergone in the company

100% 100% 80% Response 60% 40% 20% 0% 0%
YES
Dimensions
No
I
Figure: 4.1.1: Training undergone in the company
ONS IONS
Interpretation: In ADA Group ltd 100% respondents are undergone training because the acquisition of more knowledge and skills are acquired through the training. Every respondent has undergone training in the organization. By this it was declared that all respondents have undergone training in the company.
Page 35
4.1.2
What types of training methods are followed in your organization?
A) On the job B) Off the job c) Both

Table 4.1..2: Training methods followed
DIMENSIONS On the job Off the job Both total
Percentage No. of Respondents % 80 80% 10 10% 10 100 10% 100%
Training methods followed

80% 80% 70% 60% Response 50% 40% 30% 20% 10% 0% 10% 10%
Dimensions
Figure: 4.1.2: Training methods followed
Interpretation: In ADA Group ltd 80% respondents are given on the job training because the acquisition of more knowledge and skills are required in the present job. 10% respondents are given off the job training because they are thinking it may also help them and 10% of respondents are given both types of training. By this it was declared on the job training is followed in the company.
4.1.3 A) Yes
Whether the training program enhances your personal growth & development? B) No C) Some times
Table 4.1.3: Enhancement of personal growth and development
DIMENSIONS yes no Sometimes Total
No. of Respondents 65 5 30 100
Percentage % 65% 5% 30% 100%
Enhancement of personal growth and development

70% 60% 50% Response 40% 30% 20% 5% 10% 0% 30% 65%
Yes
Dimensions
No
Some times
Figure: 4.1.3: Enhancement of personal growth and development
Interpretation: In ADA Group ltd 65% respondents think that training program enhances their personal growth and development. 5% respondents think that training program does not enhance their personal growth and development .30% respondents think that training program some times enhances their personal growth and development.
4.1.4 Whether the training program helps you during the long run or short run ? A) Long run B) Short run C) Both
Table 4.1.4: Helps in long run or short run
DIMENSIONS Long run Short run Both Total
No. of Respondents 51 9 40 100
Percentage % 51% 9% 40% 100%
Helps in long run or short run

60% 50% 40% Response 30% 20% 10% 0% 51%
40%
9%
Long run
Short run
Dimensions
Both
Figure: 4.1.4: Helps in long run or short run
Interpretation: In ADA Group ltd 51% respondents have noticed that the training program helps them during long run. 9% respondents have noticed that training program helps them
during short rue and 40% respondents are noticed that training program helps them during both the short run and long run. By this analysis it was declared that the training program helps them during long run and short run.
4.1.5 Do you agree the training plays vital role in increasing the performance level of an employee? A) Strongly agree B) Agree C) Strongly disagree D) Disagree
Table 4.1.5: Vital role in performance level of an employee
DIMENSIONS Strongly Agree Agree Strongly disagree disagree total
No. of Respondents 10 90 0 0 100
Percentage % 10% 90% 0% 0% 100%
Role in increasing the performance level of an employee

100 80 Response 60 40 20 0 10% 0% 0% 90%
Agree
Strongly agree
Dimensions
Strongly disagree
Disagree
Figure: 4.1.5: Role in increasing the performance level of an employee
Interpretation: In ADA Group ltd 90% respondents have agreed that training plays vital role in increasing their performance and 10% respondents have strongly agreed that training plays vital role in increasing their performance level. By this analysis it was declared that more respondents agreed that training plays a vital role in increasing their performance level in this company.
4.1.6 How many training programs did you attend so far? A) 1 B) 2 C) 3 D) More than 3
Table 4.1.6: Number of training programs attended
DIMENSIONS 1 2 3 More than 3 Total
Percentage % 58% 12% 12% 18% 100%
Number of training programs attended

58% 60% 50% 40% Response 30% 20% 10% 0% 18% 12% 12%
2
Dimensions
More than 3
Figure: 4.1.6: Number of training programs attended
Interpretation: In ADA Group ltd 58% respondents have attended training program once, 12% respondents have attended training program twice, 12% respondents have attended thrice. 18% respondents have attended training program for more than three times. So by this analysis it was declared that more respondents have attended training program only once.
Page 40
4.1.7 Do you find any improvement in organization productivity after the training program? A) Strongly agree B) Moderately agree C) Agree D) Disagree
Table 4.1.7: Improvement in productivity
DIMENSIONS Strongly Agree Moderately agree agree disagree Total
Percentage % 72% 8% 20% 0% 100%
Improvement in productivity
80% 70% 60% 50% Response 40% 30% 20% 10% 0% 20% 8% 0% 72%
Agree
Strongly agree Moderately Disagree agree

Dimensions
Figure: 4.1.7: Improvement in productivity
Interpretation: In ADA Group ltd 20% respondents agree that the training program increased organizational productivity, 72% respondents are strongly agreeing that after training
organizational productivity is increased. 8% respondents are moderately agreeing. By this analysis it was declared that more respondents are strongly agreeing that the organizational productivity is increased.
Page 41
4.1.8 Which type of problems you face while taking training? A) Common problems B) Timing problem C) Lack of co-ordination D) No problem
Table 4.1.8: Problems faced while training
DIMENSIONS Common Timing problem Lack of coordination No problem Total
Percentage % 45% 30% 5% 20% 100%
Problems faced while training

45% 45% 40% 35% Response 30% 25% 20% 15% 10% 5% 0% 5% 20% 30%
Common problem
Timming Lack of No problem problem coordination Dimensions
Figure: 4.1.8: Problems faced while training
Interpretation: In ADA Group ltd 45% respondents are facing common problems during training. 30% respondents are facing timing problems.5% of respondents are facing the problem of lack of coordination during training. 20% declared that they do not face any problem. By this analysis it was declared that more respondents are facing common problems while training.
Page 42
4.1.9 Do you think that the training helps in motivating the employees? A) Strongly agree B) Agree C) Moderately disagree D) Disagree
Table 4.1.9: Helps in motivation
DIMENSIONS Strongly agree agree Moderately disagree Disagree Total
Percentage % 55% 30% 15% 0% 100%
Helps in motivation
55% 60% 50% 40% Response 30% 15% 20% 10% 0% 0% 30%
Agree
Strongly agree
Moderately disagree
Disagree
Dimensions
Figure: 4.1.9: Helps in motivation
Interpretation: In ADA Group ltd 30% respondents are agreed that training motivates the employees. 55% respondents are strongly agreed and 15% respondents are moderately disagreed the same thing and no one disagreed. By this analysis it was declared that more respondents strongly agreed that training motivates the employees.
4.1.10 How often do you think it is essential to conduct training program? A) Monthly B) Quarterly C)Half yearly D)Annually
Table 4.1.10: Training program conducted
DIMENSIONS Monthly Quarterly Half yearly Annually Total
Percentage % 30% 44% 15% 12% 100%
Training program conducted

44% 45% 40% 35% 30% Response 25% 20% 15% 10% 5% 0% 15% 12% 30%
Monthly
Quarterly
Half yearly
Annually
Dimensions
Figure: 4.1.10: Training program conducted
Interpretation: In ADA Group ltd 30% respondents think that it is essential to conduct training program monthly. 44% respondents prefer quarterly. 15% preferred half yearly and only 12% preferred annually. By this analysis it was declared that more respondents are preferring that training program is to be conducted quarterly in order to achieve more profits.
Page 44
4.1.11 Whether the needs importance of training and development in the organization all done in right manner? A) Strongly agree B) Moderately agree
Table 4.1.11: Needs are identified in right manner
C) Agree
D) Disagree
DIMENSIONS Strongly agree Moderately Agree agree Disagree Total
Percentage % 13% 16% 71% 0% 100%
Needs are identified in right manner

80% 70% 60% 50% Response 40% 30% 20% 10% 0% 13% 16% 0% 71%
Agree
Strongly agree
Moderately agree
Disagree
Dimensions
Figure: 4.1.11: Needs are identified in right manner
Interpretation: In ADA Group ltd 71% respondents are agreeing that the needs of training and development have been done in right manner. 13% respondents are strongly agreeing .16% respondents are moderately agreeing. By this analysis it was declared that more respondents are agreeing.
4.1.12 What is your opinion about training procedure in the organization? A) Excellent B) Better C) Good D) Average
Table 4.1.12: Opinion about training procedure
DIMENSIONS Excellent Better Good Average Total
Percentage % 20% 18% 50% 12% 100%
Opinion about training procedure

50% 50% 45% 40% 35% 30% Response 25% 20% 15% 10% 5% 0% 20% 18% 12%
Excellent
Better
Dimensions
Good
Average
Figure: 4.1.12: Opinion about training procedure
Interpretation: In ADA Group ltd 20% respondents are commented that training procedure is excellent.18% respondents are commented that training procedure is better.50% respondents are commented that training procedure is good.12% said that it is average . By this analysis it was declared that training procedure is good.
Page 46
4.1.13 Do you feel that the re-training is necessary for re-deploying the employees? A) Strongly agree B) Moderately agree C) Agree D) Disagree
Table 4.13: Re-training of the employees
DIMENSIONS Strongly agree Moderately agree agree disagree Total
Percentage % 48% 10% 32% 10% 100%
Re-training of the employees

48% 50% 45% 40% 35% 30% Response 25% 20% 15% 10% 5% 0% 10% 10% 32%
Agree
Strongly agree
Moderately agree
Disagree
Dimensions
Figure: 4.1.13:Re-training of the employees
Interpretation: In ADA Group ltd 32% respondents said that re-training is needed.48% strongly agreed .10% respondents moderately agreed. 10% respondents are disagreed. By this analysis it re-deploying the
was declared that more respondents are interested for re-training for employees.
Page 47
4.1.14 After training when an employees training evaluation is done? A) One year B) 6 months C) 3 months D) One month Table 4.1.14: Training evaluation DIMENSIONS 1 year 6 months 3 months 1 month Total No. of Respondents 20 40 22 18 100 Percentage % 20% 40% 22% 18% 100%
Training evaluation
40% 40% 35% 30% 25% Response 20% 15% 10% 5% 0% 22% 20% 18%
one year
6 months
3 months
one month
Dimensions
Figure: 4.1.14: Training evaluation
Interpretation: In ADA Group ltd 20% respondents stated that evaluation done after one year.40% respondents stated that evaluation is done after six months.22% said that evaluation done after three months.18% said that evaluation done that only for one month. By this analysis it was declared that the evaluation is done after six months.
4.1.15 How management is organizing the training program? A) Internal B) External
Table 4.1.15: Organizing the training program
DIMENSIONS Internal External Total
No. of Respondents 70 30 100
Percentage % 70% 30% 100%
Organising training program

80% 70% 60% 50% 30% Response 40% 30% 20% 10% 0% 70%
Internal
Dimensions
External
Figure: 4.1.15: Organizing the training program
Interpretation: In ADA Group ltd 70% respondents stated that the training is done internally and 30% respondents stated that the training is done externally. By this analysis it was declared that training program is done both internally and externally.
4.1.16 Have you understood the training program contents? A) Strongly Agree B) Moderately agree C) Agree D) Disagree
Table 4.1.16: Training contents understood
DIMENSIONS Moderately Agree agree Strongly disagree Disagree Total
Percentage % 32% 60% 0% 8% 100%
Training contents understood

70% 60% 50% 40% Response 30% 20% 10% 0% 0% 8% 32% 60%
Agree
Strongly disagree Disagree

Dimensions
Moderately agree
Figure: 4.1.16: Training contents understood
Interpretation: In ADA Group ltd 60% respondents are agreeing that training contents are
understood.8% respondents disagree that the training contents are understood and 32% respondents moderately agree that the training contents are understood .By this analysis it was declared that more respondents agree that training contents are understood .
Page 50
4.1.17 Does the training helps to overcome problems in work life? A) Strongly agree B) Moderately agree C) Agree D) Strongly disagree E) Disagree
Table 4.1.17: Overcome problems in work life
DIMENSIONS Strongly agree Moderately agree Agree Strongly disagree Disagree Total
No. of Respondents 22 30 46 0 2 100
Percentage % 22% 30% 46% 0% 2% 100%
Overcome problems in work life

50% 40% 30% Responses 20% 10% 0%
Strongly agree
Moderately Agree Strongly agree disagree

Dimensions
Disagree
Figure: 4.1.17: Overcome problems in work life
Interpretation: In ADA Group ltd 22% respondents are strongly agree that training program helps to overcome problems in worklife.30% respondents moderately agreed. 46% respondents agreed. 2% respondents disagreed. By this analysis it was declared that more respondents are accepting that training program helps to overcome problems in work life.
Page 51
4.1.18 Does the Induction program helps in gaining the knowledge about work process , department ,organization and particularly about my job ? A) Strongly agree B) Agree C) Disagree D) Strongly disagree
Table 41.18: Gaining knowledge
DIMENSIONS Strongly Agree Agree Strongly Disagree Disagree Total
Percentage % 28% 58% 2% 12% 100%
Gaining knowledge
58% 60% 50% 40% 28% Response 30% 20% 10% 0% 12% 2%
Strongly agree
Agree
Disagree Strongly disagree
Dimensions
Figure: 4.1.18: Gaining knowledge
Interpretation: In ADA Group ltd 58% respondents agreed that they have gained knowledge through induction. 28% respondents strongly agreed .12% respondents disagreed and 2% respondents strongly disagreed. By this analysis it was declared that most of the respondents agreed that they have gained knowledge through induction.
4.1.19 Does the training program increases job satisfaction and recognition? A) Yes B) No
Table 4.1.19: Increases job satisfaction and recognition DIMENSIONS Yes No Total No. of Respondents 76 24 100 Percentage % 76% 24% 100%
Increases job satisfaction & recognition

76% 80% 70% 60% 50% Response 40% 30% 20% 10% 0% 24%
Yes
Dimensions
No
Figure: 4.1.20: Increases job satisfaction and recognition
Interpretation: In ADA Group ltd 76% respondents agreed that the training program increases the job satisfaction and recognition and 24% respondents dont agree that the training program increases the job satisfaction and recognition. . By this analysis it was declared that most of the respondents agreed that the training program increases the job satisfaction and recognition.
4.1.20 Does the organization provide the subject reference material in the training program? A) Strongly agree B) Agree C) Strongly Disagree D) Disagree
Table 4.1.20: Reference material provided
DIMENSIONS Strongly Agree Agree Strongly Disagree Disagree Total
Percentage % 38% 50% 2% 10% 100%
Reference material provided

50% 50% 40% 30% Response 20% 10% 0% 10% 2% 38%
Strongly agree
Agree
Disagree
Strongly disagree
Dimensions
Figure: 4.1.22: Reference material provided
Interpretation: In ADA Group ltd 50% respondents agreed that the organization provides the subject reference material in the training program . 38% respondents strongly agreed that the organization provides the subject reference material in the training program. 10% respondents disagreed that the organization provides the subject reference material in the training program and 2% respondents strongly disagreed that the organization provides the subject reference material in the training program. By this analysis it was declared that most of the respondents agreed that the organization provides the subject reference material in the training program.
Page 54
5.1 FINDINGS
In ADA Group all the employees have under gone the training and mostly On-the-job training method is followed which enhances personal growth & development of most of the employees. The training plays vital role in increasing the performance level of the employees of the ADA Group. The training program in ADA Group increases the productivity of the organization. The training program followed motivates most of the employees in the organization. The employees say that the training program in this company is good. The management is organizing the training program internally. The Induction program is helping in gaining the knowledge about work process, department, organization and particularly about the job. The training program is increasing job satisfaction and recognition of many employees. The organization is providing the subject reference material in the training program to the employees.
Page 55
5.2 SUGGESTIONS
The trainees should be selected on the basis of their own interest. Improving communication system and technology for personal growth Timing problems faced by employees are to be over come. It is better to make SWOT analysis and accordingly the training must be given to individual or a group. The company should plan training program in such a way that it can be used in short run by the employees. It is essential to conduct training program quarterly. The training program should be planned in such a way that it motivates more number of the employees.
Page 56
6.1 CONCLUSION:
ADA Group preferred On-the-Job methods why because Company wants to utilize employees working hours and skills in an effective manner. The methodology of the training process in the Company is fulfilled. The Organization is truly concentrating upon the skills improvement in the employees. On-the-job training is very important for each and every employee in the company. Most of the employees are satisfied with the training methods in the Company because it increased the job satisfaction, recognition, productivity of the employees. The training program has also increased the productivity of the organization. The Company is conducting induction programme in which training on reliance products are given and they are put on job. The timing problems of the employees for the training should be sorted out so that the employees can concentrate on training. The training program is to be evaluated quarterly so that he HR department come to know about the training effectiveness.
Page 57
7.1 QUESTIONNAIRE
Personal Details:
Name: . Gender: a. Male b. Female
Designation: .... Years of experience:
Please provide the appropriate answers.
1. Have you undergone any training in this company? A) Yes B) No
2. Types of training methods are followed in your organization? A) On-the-job B) Off-the-job C) Both 3. Whether the training program enhances your personal growth & development? A) Yes B) No C) Some times
4. Whether the training program helps you during the long run or short run? A) Long run B) Short run C) Both
5. Do you agree the training plays vital role in the level of an employee? A) Strongly agree B) Agree C) Strongly disagree D) Disagree
6. How many training programs did you attend so far? A) 1 B) 2 C) 3 D) More than 3
Page 58
7. Do you find any improvement in organization productivity after the training program? A) Strongly agree B) Moderately agree C) Agree D) Disagree 8. Which type of problems you face while taking training? A) Common problems B) Timing problem C) Lack of co-ordination D) No problem 9. Do you think that the training helps in motivating the employees? A) Strongly agree B) Agree C) Moderately disagree D) Disagree 10. How often do you think it is essential to conduct training program? A) Monthly B) Quarterly C) Half yearly D) Annually 11. Whether the needs importance of training and development in the organization all done in right manner? A) Strongly agree B) Moderately agree C) Agree D) Disagree
12. What is your opinion about training procedure in the organization? A) Excellent B) Better C) Good D) Average
13. Do you feel that the re-training is necessary for re-deploying the employees? A) Strongly agree B) Moderately agree C) Agree D)Disagree 14. After training when an employees training evaluation is done? A) One year B) 6 months C) 3 months D)One month 15. How management is organizing the training program? A) Internal B) External
Page 59
16. Have you understood the training program contents? A) Strongly Agree B) Moderately agree C) Agree D) Disagree
17. Does the training helps to overcome problems in work life? A) Strongly agree B) Moderately agree C) Agree D) Strongly disagree E) Disagree
18. Does the Induction program helps in gaining the knowledge about work process, department, organization and particularly about my job? A) Strongly agree B) Agree C) Strongly Disagree D) Disagree
19. Is the present performance appraisal system assisting the training needs effectively? A) Strongly agree B) Agree C) Strongly Disagree D) Disagree
20. Does the training program increases job satisfaction and recognition? A) Yes B) No
21. Are the location, infrastructure and quality of training program improved day by day? A) Strongly agree B) Agree C) Strongly Disagree D) Disagree
22. Does the organization provide the subject reference material in the training program? A) Strongly agree B) Agree C) Strongly Disagree D) Disagree
23. Give your suggestions about Training & Development program .
Page 60
7.2 BIBLIOGRAPHY
1. Personnel and Human Resource Management 2. Human Resource Development 3. Personnel Development 4. Personnel Management
Subba Rao P.C.Tirupathi Ashwatappa Edwin.B.Flippo
Websites: www.management help.org www.google.com www.hrabout.com
Page 61
Page 62

Zubair PRJCTT T & D

Diunggah oleh

Informasi Dokumen

Judul Asli

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

Zubair PRJCTT T & D

Diunggah oleh

Hak Cipta:

Format Tersedia

TRAINING AND DEVELOPMENT

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

1.1 INTRODUCTION TO TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

decision making skills.

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

information and corrects the trainee. iv. COMMITTEE ASSIGNMENT:

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

The trainee goes through these units by answering

TRAINING AND DEVELOPMENT

A. On- the- job techniques:

A. On-the- job techniques:

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

Evaluation of training and development program:

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

Assessment of training needs:

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

1.2 COMPANY PROFILE

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

Communications, Capital, Reliance Natural Resources Limited. Reliance

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

DATA CARD FOS GEN Customer care associate

TRAINING AND DEVELOPMENT

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

Customer care AssociateMobile business

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

Training in ADA Group:

Training for employees:

Identification of training needs:

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT

RGMCET, Autonomous, Nandyal

TRAINING AND DEVELOPMENT