A
PROJECT REPORT
On
RESEARCH TO KNOW THE EFFECT OF
TRAINING & DEVELOPMENT
ON MOTIVATION & SELF DEVELOPMENT
AT
Submitted in partial fulfillment for the requirement of
MASTER OF BUISNESS ADMINISTRATION
Submitted To
DISTANCE EDUCATION
GURU JAMBHESWAR UNIVERSITY, HISSAR
SESSION: 2005 – 2007
SUBMITTED BY UNDER THE SUPERVISION OF
Name : Bharat Mr. Kaushik Panda
Enrollment No. : 05061109066 (Asst. Manager HRD)
MBA : 4th Semester
Specialization : HRD
A
PROJECT REPORT
On
RESEARCH TO KNOW THE EFFECT OF
TRAINING & DEVELOPMENT
ON MOTIVATION & SELF DEVELOPMENT
AT
BY
Bharat
Sr.No. Content
Page Number
1. ACKNOWLEDGEMENT
2. PREFACE
3. SCOPE OF THE STUDY
4. OBJECTIVE OF THE STUDY
5. SUMMARY OF THE TOPIC
6. CONCEPT OF THE TOPIC
7. COMPANY PROFILE
8. RESEARCH METHODOLOGY
9. FINDING OF THE STUDY
10. RECOMMENDATIONS
11 CONCLUSION
12. ANNEXTURE-1
13. BIBLIOGRAPHY
ACKNOWLEDGEMENT
When a person is helped, guided and co-operated by others, his or her heart is bound to pay gratitude to them and I am really happy that I am getting this opportunity to thank all those who have in some way or other contributed in the making of my project and without their help this would not have been possible.
The Essay on Systems Development/Project Management and Outsourcing
The purpose of this assignment is engage in a discussion regarding Systems Development, Project Management, and Outsourcing. The seven phases of the systems development life cycle will be described. Relationships between the systems development life cycle and software development methodologies will be detailed. The phases in the SDLC, including activities associated with planning, analysis, ...
I take this opportunity to express my profound and sincere gratitude to
Mr. KAUSHIK PANDA, Asst- Manager (HR), HR Department, Forech India Ltd, for considering me capable and giving me this opportunity to take up this research study.
I would also like to thank all those who have directly or indirectly helped me, supported me and devoted their time during the whole tenure of my project.
It has been really a true learning experience to carry on a project at Forech India Ltd, where employees are practicing their core values in true spirit.
PREFACE
Forech India Limited is a Small Scale enterprise. It was established in 1987 as the marketing arm of Hilton Rubbers Limited. IN 1994, Forech India Limited acquired one of the plants of Hilton Rubbers situated at Rai, Sonepat (Haryana) and became a manufacturing company, completely independent of Hilton Rubbers Ltd. It has been growing at an appreciable rate since its inception and plans to expand further.
The need to have a Human Resource Department to support its expansion plans was recognized by the top management of the company. The necessary steps were taken and Assistant Human Resource Manager inducted to lay the foundations of the Human Resource Department.
Another effort in this regard was to standardize the various processes related to Human Resource area. Since the organization is in expansion mode and lacks in other processes of Human Resources area such as Performance Management, Training and Development were identified as the first process for standardization.
The research to find out the exciting training and development process was carried out by undertaking Exploratory Research and Descriptive Study. Personal Interview and Observation techniques were used to carry out Descriptive study.
On the basis of findings from the research, the existing training and development process was documented. And to make the training and development process more effective, keeping in view the growing manpower abilities of Forech India Ltd.
The Essay on Human Resource Management Training Development
Human Resource Management - Training & Development The importance of companys investments in its employees professional development can hardly be overestimated. That is, if company deploys a progressive management style. In this case, the professional personnel requirements will guarantee companys commercial efficiency. Yet, these requirements can only remain as a decisive factor in companys ...
SCOPE
This project provides me with an opportunity to explore in the field of Human Resources. This project also provides Forech India Ltd. the feedback of people involved in the Training and development process Apart from that it would provide me a great deal of exposure to interact with the high profile managers of the company.
PRIMARY OBJECTIVE
The primary objective of my study at Forech India Ltd. to lay down the foundation of training and development.
SECONDARY OBJECTIVE
The second objective of my study about employees training and development to improve the current process of employees training and development at Forech India Ltd.
My another objective is to apply my learning in the area of Human Resources so that I gain significant practical
TRAINING
Training is concerned with imparting developing specific skills for a particular purpose. Training is the act of increasing the skills of an employees for doing a particular job. Training is the process of learning a sequence of programmed behaviour.
In earlier practice, training programme focused more on preparation for improved performance in particular job. Most of the trainees used to be from operative levels like mechanics, machines operators and other kinds of skilled workers. When the problems of supervision increased, the step were taken to train supervisors for better supervision.
DEVELOPMENT
Management development is all those activities and programme when recognized and controlled have substantial infuluence in changing the capacity of the individual to perform his assignment better and in going so all likely to increase his potential for future assignments.
Thus, management development is a combination of various training programme, though some kind of training is necessary, it is the overall development of the competency of managerial personal in the light of the present requirement as well as the future requirement.
Development an activity designed to improved the performance of existing managers and to provide for a planned growth of managers to meet future organizational requirements is management development.
The Homework on Training Development
training & development. Memorandum To: CEO of Xenon Corporation From: [put your name here] & Sons Consulting Subject: Training programs at Xenon Importance: High Date: Feb. 20th, 2004 It is very smart for the Xenon Company to start thinking about the human resource development programs before the actual need for the given programs appears. First of all one should understand that the budget ...
Management development is based on following on assumptions.
1. Management development is a continuous process. It is not one shot programme but continues though out the career of a manager.
2. Management development is any kind of learning, is based on the assumption that there, always existing a gape between an individual’s performance and his potential for the performance.
3. Management development seldom takes place in completely peaceful and relaxed atmosphere.
4. Management development requires clear setting of goals.
5. Management development required conducive environment.
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
• Communications: The increasing diversity of today’s workforce brings a wide variety of languages and customs.
• Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks.
• Customer service: Increased competition in today’s global marketplace makes it critical that employees understand and meet the needs of customers.
• Diversity: Diversity training usually includes explanation about how people have different perspectives and views, and includes techniques to value diversity
• 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.
The Essay on Training and Development Paper
... them correct deficiencies in their performance.” Training is used by organizations as a means to immediately enhance an individual employee’s skill deficiency for their present ... and quantity of training and development received by employees determines the success of an organization. It an important for organizations to assess why training and education ...
• Human relations: The increased stresses of today’s workplace can include misunderstandings and conflict. Training can people to get along in the workplace.
• Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc.
• 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.
• 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
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 training
Who is responsible for employee training and development?
Employee training is the responsibility of the organization. employee development is a shared responsibility of management and the individual employee. The responsibility of management is to provide the right resources and an environment that supports the growth and development needs of the individual employee.
The Term Paper on Training and Professional Development
... organization from time to time for the development of skills and knowledge of the incumbents. Preservice Training Preservice training is a process through which individuals ... to specific training. While training is concerned with those activities which are designed to improve human performance on the job that employees are at ...
For employee training and development to be successful, management should:
• Provide a well-crafted job description – it is the foundation upon which employee training and development activities are built
• Provide training required by employees to meet the basic competencies for the job. This is usually the supervisor’s responsibility
• Develop a good understanding of the knowledge, skills, and abilities that the organization will need in the future. What are the long-term goals of the organization and what are the implications of these goals for employee development ? Share this knowledge with staff
• Look for learning opportunities in every-day activity. Was there an incident with a client that everyone could learn from? Is there a new government report with implications for the organization?
• Explain the employee development process and encourage staff to develop individual development plans
• Support staff when they identify learning activities that make them an asset to your organization both now and in the future
For employee development to be a success, the individual employee should:
• Look for learning opportunities in every-day activity
• Identify goals and activities for development and prepare an individual development plan
Training Need Identification for a company
Introduction
Training need identification is a tool utilized to identify what educational courses or activities should be provided to employees to improve their work productivity. Here the focus should be placed on needs as opposed to desires of the employees for a constructive outcome. In order to emphasize the importance of training need identification we can focus on the following areas: –
• To pinpoint if training will make a difference in productivity and the bottom line.
• To decide what specific training each employee needs and what will improve his or her job performance.
• To differentiate between the need for training and organizational issues and bring about a match between individual aspirations and organizational goals.
Identification of training needs (ITN), if done properly, provides the basis on which all other training activities can be considered. Also requiring careful thought and analysis, it is a process that needs to be carried out with sensitivity as people’s learning is important to them, and the reputation of the organization is also at stake.
The Essay on Human Resources Management Training And Development
Human Resources Management - Training and Development The importance of applying proper appraisal method towards companys employees can hardly be overestimated. Only having highly qualified personnel can guarantee such company remaining competitive. As practice shows, the employees efficiency tends to decline if theyre not being appraised on regular basis. There are two ways of such employees ...
Identification of training needs is important from both the organisational point of view as well as from an individual’s point of view. From an organisation’s point of view it is important because an organisation has objectives that it wants to achieve for the benefit of all stakeholders or members, including owners, employees, customers, suppliers, and neighbours. These objectives can be achieved only through harnessing the abilities of its people, releasing potential and maximising opportunities for development. Therefore people must know what they need to learn in order to achieve organisational goals. Similarly if seen from an individual’s point of view, people have aspirations, they want to develop and in order to learn and use new abilities, people need appropriate opportunities, resources, and conditions. Therefore, to meet people’s aspirations, the organization must provide effective and attractive learning resources and conditions. And it is also important to see that there is a suitable match between achieving organizational goals and providing attractive learning opportunities.
Also in order to bring synchronization between organizational and individual objectives people need to question the way they do things. And this is precisely the hidden objective behind any training need identification process. It should ideally be a long-term process of encouraging employees to take an active involvement in their own development, thus increasing their commitment to learning, to their work, and to the organization as a whole.
Different Levels at which it is to be conducted
Identification of training needs can be done at three levels to ascertain three kinds of needs: –
Organizational Needs
These concern the performance of the organization as a whole. Here identification of training needs is done to find out whether the organization is meeting its current performance standards and objectives and if not, exploring ways in which training or learning might help it to do so. Sometimes organizational training needs are also identified when the organization decides that it has to adopt a major new strategy, create a new product or service, undergo a large-scale change programme, or develop significant new relationships, such as joining with others to form new partnerships.
Group Needs
Since working in groups and teams have become very much prevalent in today’s corporate world that is why nowadays there is increased emphasis given on team effectiveness and team performance. So training needs are nowadays even identified at the group level. Training needs here are concerned basically with the performance of a particular group, which may be a team, department, function, sub-unit, or so on. Information about this groups performance may identify areas of need – which, again, may be for training or other interventions. It is used to find out how efficiently a particular team or group goes about its business and meets its current objectives.
Individual Needs
These concern the performance of one or more individuals (as individuals, rather than as members of a group).
Here identification of training needs is about finding out to what extent individuals need to learn or be trained in order to bring their current performance up to the required level as a result of changes in methods and processes that call for new competencies and skills.
It also sees to it that there is continuous improvement initiative taken by them. Moreover it also helps to find out whether individuals are comfortable in working across boundaries, with people from different backgrounds and different perspectives. This is especially important because there is so much work force diversity observed today in organizations that it has become impossible to retain workforce, which is not flexible enough to accommodate such changes into their daily work schedule.
Sources for Identifying Training Needs
There are three sources for identifying training needs. Although they are independent sources for gathering the necessary data but it is usually beneficial if they are considered complementary to one another as the objective of the exercise is to prepare as consolidated data of training needs as possible. The three sources are as follows: –
• Job Profile
It is a comprehensive description of all the functions and the responsibilities that a person has to carry out in due course of his job. It is very common for us sometimes to find that people of a particular department more or less perform the same kind of job and therefore a comparative study can be done on their performance to pinpoint on the training needs of those people who have not performed up to the mark. In here we can also include Job analysis in order to have a realistic and systematic appraisal of training needs. In order to do this first we need to break up the functions and responsibilities into categories. Next we have to classify these tasks/activities on the basis of their relative importance to the nature of the job. And lastly we can compute a priority listing of these tasks in order to have a catalogue of knowledge, skills and attitudes required for effective performance of the job.
• Experiences of the training agency
It is very common for organizations nowadays to hire professional training agencies in order to look into the training matters. The training agency and the trainers thus should also draw from their own experiences of organizing programmes for comparable groups or in similar areas.
However, earlier experiences can only serve to facilitate the process. It cannot be the sole basis, as training needs of majority of organizations are very specific.
• Pre-training survey of the participant’s needs
This is suggested as the best way to conduct a training need identification .A pre-training survey is nothing but a survey of the needs and expectations of the participants well in advance of the programme. And in this exercise it is better to include the superiors also as they are in a good position to provide necessary data on the training needs of their associates, especially in context of their performance. This is generally done in a systematic manner with the help of a structured questionnaire in order to reflect the genuine desire to involve the participants and the organization in the planning process. However it might happen in certain cases that it is not possible to actively involve the superiors due to various reasons like lack of time etc but in that case at least they must be kept fully informed of the proceedings.
Overall Process in Brief
Step 1: Define and chart part of the organization in which the work has to be done. It is to have a focused approach of the study. It could either be a particular department, a section, a unit, a specific group or a staff category.
Step 2: Use various data collection measures to collect both qualitative as well as quantitative data.
Step 3: Analysis the entire data collected in order to find out causes of problem areas and priorities areas, which need immediate attention.
Step 4: Priorities the different training programmes according to the responses collected.
Step 5: Record and file the entire data so that it can be used for future reference while designing the training programmes / training calendar.
Benefits of Needs Assessment
As pointed above needs assessment helps diagnose the causes of performance deficiency in employees that require remedial actions. This being a generalized statement there are certain specific benefits of needs assessment. They are as follows: –
The organization is informed about the broader needs of the participants. Through this process it may be possible that certain new training programmes, which were, previously not in their list may come to the forefront.
The organization is able to reduce the perception gap between the participant and his/her boss about their needs and expectations from the training programme.
The organization is also able to pitch its course input closer to the specific needs of the participants.
It also saves a lot of money for the organization as otherwise money is just unnecessarily wasted on those training programmes, which are either not needed by the employees or they have no interest in undertaking them.
Lastly, time, which is the most important resource today, is also saved, as the training programmes conducted are the ones, which are actually needed by the participants.
Employee Training and Development
Every time I see a recruitment ad or manual that makes a reference to “on the job training,” I cringe. Would this be one of those situations where there is effectively “no training?” Designing a program for employee training and development is not a trivial process that can be left to chance. It is not enough to “hope” that employees will get trained “on the job.”
But, before I make a case for effective employee training and development, let us examine the reasons for developing employees:
You will be perceived as a premium employer as employees’ skill sets will be enhanced while they are with you.
Superior employee training and development will ensure that serious succession related issues do not creep up.
The organization will be able to constantly adapt to changes in technology, regulation, and the business environment in general.
The list can go on and on. But, since I have made an effective case for organizations to take interest in employee training and development, let us look at some of the don’t dos:
Employee training and employee development are not goals in themselves. There is the risk of the HR function developing a divergent set of objectives from the objective set of the organization.
Budgeting for employee training and development is a very tricky process. On the one hand, I have noticed enthusiastic organizations which, in a fit, allocate as much as 40% of personnel budgets on training. On the other, I have seen employee training and development budgets being the first victim of budget cuts. The ideal situation would be to budget moderately, making sure that the development program can be sustained.
Gee-whiz and buzzword training can be fun (especially for the trainer), but does not result in employee development. Care must be taken to ensure that the trainer and the training program designer are the best that money / time / effort can buy.
Keeping some of these ideas in mind, the human resource manager can help senior management chart out the organizational strategy for personnel planning
The individual development planning process
An individual development plan is prepared by the employee in partnership with his or her supervisor. The plan is based upon the needs of the employee, the position and the organization. A good Individual Development Plan will be interesting, achievable, practical and realistic. It is implemented with the approval of the employee’s supervisor.
Step 1 – Self-assessment
The employee identifies his or her skills, abilities, values, strengths and weaknesses. To conduct a self-assessment:
• Use the many self-assessment tools found on the Internet
• Compare your knowledge, skills and abilities to those identified in your job description
• Review performance assessments (performance assessments are often used as the starting place for developing Individual Development Plans)
• Ask for feedback from your supervisor
Step 2 – Assess your current position and your work environment
The employee does an assessment of the requirement of his or her position at the present time and how the requirements of the position and/or organization may change. To conduct a position assessment:
• Identify the job requirements and performance expectations of your current position
• Identify the knowledge, skills, and abilities that will enhance your ability to perform your current job
• Identify and assess the impact on your position of changes taking place in the work environment such as changes in clients, programs, services, and technology.
Based on your analysis in Steps 1 and 2, use the sample Individual
Development Plan form to answer the following questions:
• What goals do you want to achieve in your career?
• Which of these development goals are mutually beneficial to you and your organization?
Write what you would like to achieve as goals. Select two or three goals to work on at a time. Set a time frame for accomplishing your goals.
Step 4 – Identify development activities
Identify the best ways to achieve your development goals.
• What methods will you use?
• What resources will be required?
Step 5 – Put your plan in action
Once you have prepared a draft of your individual development plan:
• Review your plan with your supervisor for his or her input and approval.
• Start working on your plan.
• Evaluate your progress and make adjustments as necessary.
• Celebrate your successes!
Training Process
Identifying Training Needs
Training needs can be assessed by analyzing three major human resource areas: the organization as a whole, the job characteristics and the needs of the individuals. This analysis will provide answers to the following questions:
• Where is training needed?
• What specifically must an employee learn in order to be more productive?
• Who needs to be trained?
Begin by assessing the current status of the company how it does what it does best and the abilities of your employees to do these tasks. This analysis will provide some benchmarks against which the effectiveness of a training program can be evaluated. Your firm should know where it wants to be in five years from its long-range strategic plan. What you need is a training program to take your firm from here to there.
Second, consider whether the organization is financially committed to supporting the training efforts. If not, any attempt to develop a solid training program will fail.
Next, determine exactly where training is needed. It is foolish to implement a companywide training effort without concentrating resources where they are needed most. An internal audit will help point out areas that may benefit from training. Also, a skills inventory can help determine the skills possessed by the employees in general. This inventory will help the organization determine what skills are available now and what skills are needed for future development.
Also, in today’s market-driven economy, you would be remiss not to ask your customers what they like about your business and what areas they think should be improved. In summary, the analysis should focus on the total organization and should tell you (1) where training is needed and (2) where it will work within the organization.
Once you have determined where training is needed, concentrate on the content of the program. Analyze the characteristics of the job based on its description, the written narrative of what the employee actually does. Training based on job descriptions should go into detail about how the job is performed on a task-by-task basis. Actually doing the job will enable you to get a better feel for what is done.
Individual employees can be evaluated by comparing their current skill levels or performance to the organization’s performance standards or anticipated needs. Any discrepancies between actual and anticipated skill levels identifies a training need.
Selection of Trainees
Once you have decided what training is necessary and where it is needed, the next decision is who should be trained? For a small business, this question is crucial. Training an employee is expensive, especially when he or she leaves your firm for a better job. Therefore, it is important to carefully select who will be trained.
Training programs should be designed to consider the ability of the employee to learn the material and to use it effectively, and to make the most efficient use of resources possible. It is also important that employees be motivated by the training experience. Employee failure in the program is not only damaging to the employee but a waste of money as well. Selecting the right trainees is important to the success of the program.
Training Goals
The goals of the training program should relate directly to the needs determined by the assessment process outlined above. Course objectives should clearly state what behavior or skill will be changed as a result of the training and should relate to the mission and strategic plan of the company. Goals should include milestones to help take the employee from where he or she is today to where the firm wants him or her in the future. Setting goals helps to evaluate the training program and also to motivate employees. Allowing employees to participate in setting goals increases the probability of success.
Training Methods
There are two broad types of training available to small businesses: on-the-job and off-the-job techniques. Individual circumstances and the “who,” “what” and “why” of your training program determine which method to use.
On-the-job training is delivered to employees while they perform their regular jobs. In this way, they do not lose time while they are learning. After a plan is developed for what should be taught, employees should be informed of the details. A timetable should be established with periodic evaluations to inform employees about their progress. On-the-job techniques include orientations, job instruction training, apprenticeships, internships and assistantships, job rotation and coaching.
Off-the-job techniques include lectures, special study, films, television conferences or discussions, case studies, role-playing, simulation, programmed instruction and laboratory training. Most of these techniques can be used by small businesses although, some may be too costly.
Orientations are for new employees. The first several days on the job are crucial in the success of new employees. This point is illustrated by the fact that 60 percent of all employees who quit do so in the first ten days. Orientation training should emphasize the following topics:
• The company’s history and mission.
• The key members in the organization.
• The key members in the department, and how the department helps fulfill the mission of the company.
• Personnel rules and regulations.
Some companies use verbal presentations while others have written presentations. Many small businesses convey these topics in one-on-one orientations. No matter what method is used, it is important that the newcomer understand his or her new place of employment.
Lectures present training material verbally and are used when the goal is to present a great deal of material to many people. It is more cost effective to lecture to a group than to train people individually. Lecturing is one-way communication and as such may not be the most effective way to train. Also, it is hard to ensure that the entire audience understands a topic on the same level; by targeting the average attendee you may under train some and lose others. Despite these drawbacks, lecturing is the most cost-effective way of reaching large audiences.
Role-playing and simulation are training techniques that attempt to bring realistic decision making situations to the trainee. Likely problems and alternative solutions are presented for discussion. The adage there is no better trainer than experience is exemplified with this type of training. Experienced employees can describe real world experiences, and can help in and learn from developing the solutions to these simulations. This method is cost effective and is used in marketing and management training.
Audiovisual methods such as television, videotapes and films are the most effective means of providing real world conditions and situations in a short time. One advantage is that the presentation is the same no matter how many times it’s played. This is not true with lectures, which can change as the speaker is changed or can be influenced by outside constraints. The major flaw with the audiovisual method is that it does not allow for questions and interactions with the speaker, nor does it allow for changes in the presentation for different audiences.
Job rotation involves moving an employee through a series of jobs so he or she can get a good feel for the tasks that are associated with different jobs. It is usually used in training for supervisory positions. The employee learns a little about everything. This is a good strategy for small businesses because of the many jobs an employee may be asked to do.
Apprenticeships develop employees who can do many different tasks. They usually involve several related groups of skills that allow the apprentice to practice a particular trade, and they take place over a long period of time in which the apprentice works for, and with, the senior skilled worker. Apprenticeships are especially appropriate for jobs requiring production skills.
Internships and assistantships are usually a combination of classroom and on-the-job training. They are often used to train prospective managers or marketing personnel.
Programmed learning, computer-aided instruction and interactive video all have one thing in common: they allow the trainee to learn at his or her own pace. Also, they allow material already learned to be bypassed in favor of material with which a trainee is having difficulty. After the introductory period, the instructor need not be present, and the trainee can learn as his or her time allows. These methods sound good, but may be beyond the resources of some small businesses.
Laboratory training is conducted for groups by skilled trainers. It usually is conducted at a neutral site and is used by upper- and middle management trainees to develop a spirit of teamwork and an increased ability to deal with management and peers. It can be costly and usually is offered by larger small businesses.
Trainers
Who actually conducts the training depends on the type of training needed and who will be receiving it. Mostly supervisors conduct on-the-job training; off-the-job training, by either in-house personnel or outside instructors.
In-house training is the daily responsibility of supervisors and employees. Supervisors are ultimately responsible for the productivity and, therefore, the training of their subordinates. These supervisors should be taught the techniques of good training. They must be aware of the knowledge and skills necessary to make a productive employee. Trainers should be taught to establish goals and objectives for their training and to determine how these objectives can be used to influence the productivity of their departments. They also must be aware of how adults learn and how best to communicate with adults. Small businesses need to develop their supervisors’ training capabilities by sending them to courses on training methods. The investment will pay off in increased productivity.
There are several ways to select training personnel for off-the-job training programs. Many small businesses use in-house personnel to develop formal training programs to be delivered to employees off line from their normal work activities, during company meetings or individually at prearranged training sessions.
There are many outside training sources, including consultants, technical and vocational schools, continuing education programs, chambers of commerce and economic development groups. Selecting an outside source for training has advantages and disadvantages. The biggest advantage is that these organizations are well versed in training techniques, which is often not the case with in-house personnel.
The disadvantage of using outside training specialists is their limited knowledge of the company’s product or service and customer needs. These trainers have a more general knowledge of customer satisfaction and needs. In many cases, the outside trainer can develop this knowledge quickly by immersing himself or herself in the company prior to training the employees. Another disadvantage of using outside trainers is the relatively high cost compared to in-house training, although the higher cost may be offset by the increased effectiveness of the training.
Whoever is selected to conduct the training, either outside or in-house trainers, it is important that the company’s goals and values be carefully explained.
Training Administration
Having planned the training program properly, you must now administer the training to the selected employees. It is important to follow through to make sure the goals are being met. Questions to consider before training begins include:
• Location.
• Facilities.
• Accessibility.
• Comfort.
• Equipment.
• Timing.
Careful attention to these operational details will contribute to the success of the training program.
An effective training program administrator should follow these steps:
• Define the organizational objectives.
• Determine the needs of the training program.
• Define training goals.
• Develop training methods.
• Decide whom to train.
• Decide who should do the training.
• Administer the training.
• Evaluate the training program.
Following these steps will help an administrator develop an effective training program to ensure that the firm keeps qualified employees who are productive, happy workers. This will contribute positively to the bottom line.
TRINING AND DEVELOPMENT AS SOURCE OF COMPETITIVE ADVANTAGE FOR A COMPANY.
Training and development offer competitive advantage to a firm by removing performance deficiencies, making employees stay long, minimizing accidents, scrap and damage, and meeting future employees needs.
Companies drive competitive advantage from training and development. Training and development programmes, as was pointed out earlier, help remove performance deficiencies in employees. This particularly true when-
1. The deficiency is caused by a lack of ability rather than a lack of motivation to perform.
2. The individual involved have the aptitude and motivation need to learn to do the job better.
3. Supervisors and peers and supportive of the desired behaviors.
4. Even dissatisfaction complaints, absenteeism, and turn over can be reduced if employees are trained well.
5. Future needs of employees will be met through training and development programmes.
THE BENEFITS OF EMPLOYEES TRAINING
1. Leads to improved profitability and more positive attitudes towards profit orientation.
2. Improves the job knowledge and skills at the levels of the organization.
3. Improves the morale of the workforce.
4. Helps people identify with organizational goals.
5. Helps create a better corporate image.
6. Fosters authenticity, openness and trust.
7. Improves relationship between boss and subordinate.
8. Aids in organizational development.
INTRODUCTION TO THE -FORECH INDIA LTD.
Forech India Ltd. was established in 1987 as the marketing arm of Hilton Rubbers Limited, a leading manufacturer of conveyor belting in India with technical collaboration from TRELLEX AB, Sweden (Now Metso Minerals BV).
It essentially was a marketing company, primarily involved with the export activities of Hilton Rubbers Ltd. Subsequently, with a view to diversify its activities and to have its own identity distinct from Hilton Rubbers, the name of the company was changed to Forech India Limited and Certificate of Incorporation to this effect was received in June 1987, though the company continued to assist its parent company, Hilton Rubbers, in servicing its overseas clients.
IN 1994, Forech India Limited acquired one of the plants of Hilton Rubbers situated at Rai, Sonepat ( Haryana) and became a manufacturing company, completely independent of Hilton Rubbers Limited and started manufacturing and supplying Conveyor Belting, Transmission Belting and Rubber Sheets.
Due to the success of the company in maintaining its commitment in terms of product quality and deliveries, it was only logical for the company to have diversified into a range of products which were synergies and related to its core business area, i.e., Conveyor Belts.
Due to the success of the company in maintaining its commitment in terms of product quality and deliveries, it was only logical for the company to have diversified into a range of products which were synergious and related to its core business area, i.e., Conveyor Belts.
In order to complete the range of rubber requirements of the Mining and Mineral Processing Industry, we added to our range products which were classified as conveyor accessories and the same included items such as:
• Pulley Laggings
• Conveyor Repair Materials
• Lining Materials, Skirt Boards
• Ceramic Pulley Laggings
• Impact Bars & Lifter Bars
• Wear Resistant Elements
• Screening Accessories etc.
FORECH TODAY
Within a span of approximately 10 years of its existence as an independent company, today Forech India Limited has become a producer of approximately 7500 tons of above products annually.
AWARDS AND ACHIEVEMENTS:
– Bagged the Highest Export Award for Excellence from
AIRIA consecutively since 2000.
– Bagged CAPEXIL Award for Export Excellence in the year 2001-2002 and 2003-2004
– We are an ISO 9001-2000 certified company by M/s. Det Norske Veritas Management Systems Services.
– A full-fledged R&D Centre
– Well-knit Sales/Dealer network throughout the country and abroad.
TRAINING AND DEVELOPMENT PROCESS IN FORECH
INDIA LTD.
PURPOSE : To provide people with knowledge and skills which, together with experience , improve their competence.
SCOPE : All processes of Quality Management Systems.
RESPONSIBILITY: Management Representative in co-ordination with
HR Deptt.
DEFINITION : 1) External Training : – Training which involves outside agency or outside faculty and is conducted in house or outside.
2) Internal Training: – Training in which in-house faculty or Deptt. people are involved for training of personnel.
PROCESS :
1. The competency level for the personnel for carrying out all the processes is identified and it is ensured that personnel performing these processes are competent either on the basis of education, experience and skill.
2. Training needs are identified based upon following:
– To achieve/enhance required competency level
– Organizational thrust areas.
– To achieve organization objectives.
– Knowledge of markets and the needs and expectations of customers.
– Changes to the organization’s processes, tools and equipment.
– Specific assigned responsibilities.
– Existing skill of a operator
– Safety human and equipment.
3. Specific job related training needs, are identified by respective functional head and general training needs are identified by MR in consultation with concerned functional head once in a year.
4. Based upon identified training needs, training plan is prepared on yearly basis by MR and is approved by CMD.
5. MR arranges training programme as per the training plan.
6. Training record of each programme conducted is maintained by HR deptt.
7. Training plan is reviewed for its compliance, additions/ deletions on quarterly basis by MR.
8. Effectiveness of trainings imparted is monitored and feedback is presented to MR for review in MRM.
9. All training records are maintained by HR deptt.
Purpose of Employee Training and Development in Forech India Ltd.
Training can be used by organization for multiple purposes, and a variety of factor can influence the organization’s approach towards training.
1. INDUCATION
Training can be used by organization for inducting new recruits in to the organization. The induction training is used by organizations for acclimatization and also introducing to policies/ procedures of the organization.
2. UPDATING
Training can be also used for periodical updating of skills of the employees. This may becomes essential because of new policies and launch of new products.
3. PREPARING FOR FUTURE ASSIGNMENTS.
The organization used training as a tool to prepare employees for higher responsibilities in future. Organization also conduct training in order to build loyalty among the employees.
4. COMPETENCY DEVELOPMENT AND IDENTIFICATION OF TRAINING NEEDS.
It is a known fact that identification of training needs and competency development are increasingly recognized as imperative to stay alive in competition.
5. SIMULATION AND GAME PLAY
In case of technical subjects and complicated projects, it would not be feasible for the employees to be trained on the job.
6. PROMOTIONS
Preparation of employees for higher level jobs like promotions requires skill upgradation or competency building.
7. TO PREVENT SKILL OBSOLESCENCE
Training and development programmes foster the initiative and creativity of employees and help to prevent obsolescence of skills.
8. TO INCREASE PRODUCTIVITY
Instruction can help employees increase their level of performance on their present assignment.
9. TO PREVENT ACCIDENT
Training can create awareness about safety hazards and accident proneness and may equip the individuals with better orientations to handle crises.
10. TO SUPPORT PERSONAL GROWTH AND
DEVELOPMENT
Employees gain a lot but training and developmental programmes. Management development programmes seems to give participants a wider awareness, improved skills and make enhanced personal growth possible.
OTHER PURPOSE
• Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization.
• Enhancing the company’s ability to adopt and use advances in technology because of a sufficiently knowledgeable staff.
• Building a more efficient, effective and highly trained team, which enhances the company’s competitive position and improves employee morale.
• Ensuring adequate human resources for expansion into new programs.
OBJECTIVIES OF STUDY OF EMPLOYEES TRAINING AND DEVELOPMENT
1. Understand the nature and importance of training and development and identify the various inputs that should go into any programme.
2. Delineate the different stages in a training and development programme and describe each step.
3. Understand the need for and the ways of training for international assignments.
RESEARCH METHODOLOGY
MEANING OF RESEARCH:-
Research as “ the manipulation of things, concepts of symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction of theiry or in the practice of an art.”
The Research Methodology followed for this Project work can be primarily classified into two stages namely Exploratory and Descriptive. The stepwise details of the research are as follows:
Stage – I
Exploratory Study: Since we always lack a clear idea of the problems one will meet during the study, carrying out an exploratory study is particularly useful. It helped develop my concepts more clearly, establish priorities and in improve the final research design. Exploratory study was carried out by conducting:
Secondary data analysis which included studying the website (www.forech.com) of the company and also going through the various articles published in different sources (magazines, books, internet, newspapers) on Small and Medium Scale Enterprises and Training and development process
.
Experience surveys were also conducted with Assistant-Manager Human Resources and the General Manager and Perssonel Officer of Forech India Ltd. to gain knowledge about the nature of Training and development process followed in the organization.
Stage – II
Descriptive Study: After carrying out initial Exploratory studies to bring clarity on the subject under study, Descriptive study was carried out to know the actual Training and Development method being followed at Forech India Ltd. The knowledge of actual training and development process was needed to document the process and suggest improvements in the current system to make it more effective. The tools which were used to carry out Descriptive study included both monitoring and Interrogation.
Observation: To overcome the biases of personal interview, see the process myself for utmost clarity and lack of structured approach being followed in the company for Training and Development, a need to supplement the Secondary data analysis and Interview with Observational study was felt. Direct observation was carried out to find how a requisition for trained manpower is made, how employees are trained.
Sample Selection : To know the Training and development process of the Forech India Ltd., it was identified through Exploratory and Observational studies that the Assistant Manager Human Resources, the General Manager at Head office and The Esteemed Managing Director of the company are the right persons who provides training to the employees.
Research has shown specific benefits that a small business receives from training and developing its workers, including:
• Increased productivity.
• Reduced employee turnover.
• Increased efficiency resulting in financial gains.
• Decreased need for supervision.
TRAINING
Training is a continuous process of learning in human resources development, which is aimed at development and enhancing an individual’s efficiency, capacity, and effectiveness at work.
A training programme is a planned process by which an organization seeks to attain performance enhancement either by developing the skills of learners or by meeting the leaning needs of identified group of employees.
Training focuses on improved performance, skills and behaviour while development aims at over all personality development for effective problem solving, decision making and better people skills.
Training is the job oriented and aims at maintaining and improving the current level of job performance. The need for training employees arises due to the entry new recruits, promotion, the need to prevent skill obsolescence.
A successful training programme needs to follow these learning oriented guide lines.
1. Intention to learn.
2. Reinforcement
3. Increase in potential.
4. Active participation.
5. Effect of practice.
6. Transfer of learning.
Training is most effective when it is planned, implemented, evaluated, in a systematic way. Training needs are identified at the organizational, group and individual level.
Training needs at the organization levels involves study of the entire organization in terms of its objectives, utilization, and interaction pattern in the environment.
Three broad areas under which training is usually imparted in organization.
1. Enhancing knowledge.
2. Technical skills.
3. Interpersonal skills.
ASSESSING TRAINING AND DEVELOPMENT NEEDS IN FORECH INDIA LTD.
Need for training and development areas to maintain the match between employee’s capabilities and their job requirements in terms of knowledge, skill, and attitude.
The gap in match between employees characteristic and job requirements either existing presently or likely to exist in future, indicates needs for training.
Key issues at assessing training and development needs.
1. Are all the gaps between employees and job requirements are to be filled through training and development programmes.
2. Should training and development needs assessment cover all employees at all levels or should it be restricted to few groups of employees.
3. Should training and development needs assessment take only present requirement or future requirements too.
4. What model of training and development need assessment be applied
MODEL FOR ASSESSING TRAINING AND DEVELOPMENT IN FORECH INDIA LTD.
1. ORGANISATION ANALYSIS
Organization analysis is the first factor for identifying training needs. It is a systematic effort to understand where training effort needs to be emphasized in the organization. It evolves a detailed analysis of organization structure, objective, human resource and future plan. The starting point in organization analysis is the identification of its long-term objectives and defining its operational objective.
Organisational structure has to be realigned keeping in view the organizational objective, growth and diversification, or the possibility of need for greater decentralization, or induction of new employees and redefined jobs.
2. TASK ANALYSIS
Task analysis entails a detailed examination of job, its various operations and the conditions under which it has to be performed. The organizational will be able to know the kind of job are to be performed and the type of people that are required to perform these job.
In task analysis these guide lines are adopted.
1. List the duties and responsibilities of the task under consideration using job description as a guide.
2. List the standards of job performance.
3. Compare actual performance against standards.
4. If there is gap between the two, identify the parts of the job, which are giving troubles in effective job performance.
5. Define training needed to overcome those troubles.
3. MAN ANALYSIS
The focus of man analysis is on the individual employee, his abilities, skills, and the inputs required for job performance, or individual growth and development in terms of career planning. Man analysis helps to identify whether the individual employee requires training and, if so, what kind of training.
Clues to training needs can come from an analysis of individual’s or a group’s typical behavior. Major sources of information for man analysis may be : observation at the work place interviews with his superior and peers, personal records, production records, various tests, etc. These sources will provides clue about the difference between the existing skills and attitudes of employees and he should possess. Thus, the difference between these two sets can be overcome through training.
Designing Training and Development Programme
Every training and development programme must address certain vital issues (i) who participate in the programme? (ii) who are the trainers? (iii) what methods and techniques are to be used for training? (iv) what should be the level of training? (v) what learning principles are needed? (vi) where is the programme conducted. (see figure below)
Steps in Training Programme
Who are the trainees? – Trainees should be selected on the basis of self nomination, recommendations of supervisor or by the HR department itself. Whatever is basis, it is advisable to have two or more target audiences. For example, rank-and-file employees and their supervisor may effectively learn together about a new work process and their respective roles. Bringing several target audience together can also facilitate group process such problem solving and decision making, elements useful in quality circle projects.
Who are the Trainers? – Training and development programmes may be conducted by several people, including the following:
1. Intermediate Supervisors
2. Co-workers, is in buddy system
3. Members of the personnel staff
4. Specialist in other parts of the company
5. Outside consultants
6. Industries associations
7. Faculty members at universities
Method of Training – A multitude of methods of training are used to train employees. The most commonly used method are shown in table T1. As can be seen from table T1, training methods cauterized into two groups – (i) on-the-job and off-the-job methods. On-the-job methods refer to methods that applied in the workspace, while the employee is actually working. Off- the-job methods are used away from workspace.
Table : T1
Orienting New Employees, Introducing Innovations in Products and Services Special Skills Training Safety Education Creative, Technical, and Professional Education Sales, Administrative Supervisory and Managerial Education
1 2 3 4 5
A. On-the-job Methods
Orientation training — — — —
Job-instruction training — — —
Apprentice training — — —
Internship and assistantship — —
Job rotation — — —
Coaching —
B. Off-the-job Methods
Vestibule — — —
Lecture
Special study
Films
Television
Conference or Discussion —
Case Study — — — —
Role Playing — — — —
Simulation —
Programmed instruction —
What should be the Level of Training? – The next question in designing training and development programme is to be deciding on the level of learning.
There are three basis level of training. At the lowest level, the employee or potential employee must acquire fundamentals knowledge. This means developing a basis understanding of field and becoming acquainted with language, concept and relationships involved in it. The goal of next level skill development, or acquiring the ability to perform in a particular skill area. The highest level aim at increased operational proficiency. The involves obtaining additional experience and improving skills that have already been developed.
Learning Principles – Training and development programmes are more likely to be effective when they incorporate the following principles of learning:
1. Employee motivation
2. Recognition of individual differences
3. Practice opportunities
4. Reinforcement
5. Knowledge of result (feedback)
6. Goals
7. Schedule of learning
8. Meaning of material
9. Transfer of learning
Conduct of Training – A final consideration is where the training and development programme is to be conducted. Actually, the decision comes to the following choice:
1. At the job itself
2. On the site but not the job – for example, in a training room in the company
3. Off the site, such as in university or college classroom, hotel, a resort, or a conference center.
RECOMMENDATIONS
1. In my training period I visit in company Forech India Limited I find that there a shortage of middle management.
2. In the company Forech India Limited main requirement of establishment of training and development department for providing the proper training to the employees.
3. All worker level training programmes should be in Hindi so that they easily understand it.
4. Company is growing and IT infrastructure under establishment so some computer training programmes should be run.
5. All training programmes should be run in plan manner.
6. In the company I find lake of delegation of authority. I suggest for the use of sense of delegation of authority to increase the self confidence and creativity in the employees.
7. A proper feed back management system should be operating.
Conclusion
Forech India Ltd. is a small-scale enterprise. Along with an ambition to grow it has also started recognizing the importance of Human Resources Department to help it achieve its ambition. Therefore they have started laying the foundations of Human Resources Department.
For any initiative to be successful in an organization, it needs the support and ownership of the top management. The idea of establishing the Human Resources Department is fully supported and owned by the esteemed Managing Director of the company besides the support of other valuable members of the company namely the General Manager and Assistant- Manager Human Resources.
Training should be evaluated several times during the process. Determine these milestones when you develop the training. Employees should be evaluated by comparing their newly acquired skills with the skills defined by the goals of the training program. Any discrepancies should be noted and adjustments made to the training program to enable it to meet specified goals. Many training programs fall short of their expectations simply because the administrator failed to evaluate its progress until it was too late. Timely evaluation will prevent the training from straying from its goals.
In my opinion the small scale enterprise, employees training and development programme.
Annexure – 1
Section I
Q1. Please mention your age
20-25
25-30
Above 30
Q2. Sex:
Male
Female
Q3. Marital Status:
Single
Married
Divorced
Q4. No. of years of experience:
Less than 3 years
3 to 5 years
More than 5 years
Q5. Is this your first organization?
Yes
No
If no, mention the reasons for leaving your previous organization.
_____________________________________________________
_____________________________________________________
Section II
Q1. Has your company organizes a training and development programme?
Yes
No
Q2. If your organisation identifies the training needs for the employees?
Yes
No
Q3. On an average, how much time did it used to take for training and development programme?
One Month
Two Month
Three Month
Q4. How much training programs has been made in the past one year?
One
Two
Three
Q5. Do you have any training programs in the coming financial year?
Yes
No
Q6. Do your top management take feed back?
Yes
No
Q7. What do you think the training programs will be run in future?
Yes
No
Q8. Do employee development programs raise unrealistic expectations about promotions?
Yes
No
Q 9. Does the Executive Director engage development activities for him/herself?
Yes
No
Q10. Do you feel trust in your supervisors?
Yes
No
Q11. Do the practice’s supervisors use positive attitude with employees?
Yes
No
Q12. Does the practice have a consistent, timely and fair method for evaluating individual performance?
Yes
No
Q13. Do you feel, you are being paid fairly?
Yes
No
Q14. Does your practice’s equipment (everything from computers to scales) work properly?
Yes
No
Q15. Does your company use a specific training process?
Yes
No
Q16. Do you require a high degree of technical knowledge for your job?
Yes
No
Q17. Are office conditions comfortable?
Yes
No
Q18. Do you satisfy with organizational training and development programme?
Yes
No
Bibliography
P. Jyothi, P., Venkatesh, D.N., Human Resource Management
Kothari, C. R., Methods and Techniques, New Delhi, New Age International Publications
Aswathappa, K., Human Resource Personal Management
www.forech.com
www.google.com
www.msn.com
