1.

1 Introduction
Providing training to staff has many costs: the cost of resources involved in preparing and giving the training, the cost to participating organization in travel and lodging, and the cost of staff being away from the workplace. To justify these costs, managers need to feel confident that the training they are providing, or asking their staff to attend, will make a difference in staff performance. They need to know that staff members have not only acquired new knowledge, attitudes, and skills from the training but can, and do, put them into practice back on the job. There are many kinds of evaluation involved in developing and managing a high-quality training program which will ensure the results that managers need. These include:

Needs assessments Baseline evaluations Input evaluations Process evaluations Outcome evaluations Impact evaluations

Training organizations or training programs within a larger organization most commonly evaluate baseline knowledge, attitudes, and skills, and conduct input, process, and outcome evaluations. Needs assessments are done infrequently and are generally conducted for the purpose of designing a new course or for a large-scale, ongoing course. Often, years after an initial needs assessment, the same course is still given, even though changes in the environment would suggest that a new needs assessment be conducted or that the course be revised. An impact evaluation in spite of its importance, is rarely conducted.

1.2 Origin of the Report

This report has been prepared as a means of completion of the requirements of the Internship program of school of Business of Independent University Bangladesh. This report is an outcome of three-month internship program. Elite Paint is the organization where I have gathered experience about the operations of the financial institution. I worked under University supervisor Mr. Engr. Rasid Al. Chowdhury, Lecturer, School of Business. He approved the topic on which I have prepared my internship report.

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1.3 Objective of the Study

To Know about the Employee Training and Development Program of Elite Paint Bangladesh Ltd To identify the impact of the training and development program in the organization.

1.4 Scope of the Study

The report will mainly focus on the impact of training and development program in the organization. I do have scope to work on the human resource management. I tried to gather information from the officials of the specific department and more importantly feedback from the HR department.

1.5 Limitations of the study

Due to time shortage, details of many aspects of the Elite paint have been skipped in this report. Deficient comprehension of the respondents was another major problem. The information regarding the competitors was difficult to get. The unavailability of adequate data was a major problem in making the report.

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2.0 Methodology
2.1 Research Design From the view point of function, this research is a descriptive research. This report basically describes the different aspects of Training and development of Elite paint. Moreover it explains the impact of the training and development program in the organization. From the view point of nature of data, the research is qualitative. This is because, I have used only qualitative data to analyze the training and development program and also its impact on the organization

2.2 Data collection methods Information obtained during internship at Elite paint will be used in this study. Samples were collected from the corporate officials of Elite paint. For the organization, part of information had collected through different published articles, journals, brochures and yearly annual reports of the organization. In order to make the report more meaningful and presentable, two sources of data and information have been used widely and the sources are: Primary Sources Secondary Sources 2.2.1 Primary sources When searching in the fields directly to collect data were called primary sources of data. I collected data from primary sources using the following methods Interview method The interview were face to face interpersonal situation in which one person, the interviewed, asks a person being interviewed, the respondent, question designed to obtained answer pertinent research problem. Face to face conversation with the respective officers and stuffs of the company. Practical work exposures from the different desks of the three departments of the branch covered. Internal data of the organization.

2.2.2Secondary sources Different publications regarding Training and development Internet was also used as a theoretical source of information. Page | 3

Websites and Newsletters are also was major sources. 2.3 Data analysis: As the research is based on working capital management related issue; it is necessary to represent the relevant data through, Secondary data which will help us to understand the data visually.

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3.0 Company overview 3.1 Profile of Elite Paint group of companies Elite Paint is one of the leading manufacturers of paints in Bangladesh. It started its journey in 1952 by Late Mr. Sirajuddin Ahmed. Elites driving force has been its ability to develop

new technology combined with an active technical service force in co-operation with its customers.

Rapid technology development necessitates constant attention to the field of research. Realizing that fact, Elite Paint established well equipped paint laboratory in its factory and engaged highly qualified chemists and specialists in this work. To enhance the technical strength it undergoes technical collaboration with DNT, Japan and Crown Berger, UK. To optimize customers service, Elite Paint establishes Technical service Department and provides necessary training with the request. Now Elite Paint is producing all most every type of paints as per local requirements in the hope of helping local customers.

3.2 Companies of elite paint Elite Group of Companies consist of the following sister concerns: Elite International Limited Elite Chemical Industries LTD Hexagon Chemical Complex Elite Iron and Steel Industries Elite Plastics.

Elite paints got the status of one of the most leading paint producer of the country.

3.3 Mission of the company They want to achieve excellent service for all consumers. Meaning they strive for excellence in every surface of their business. They want to provide hassle free delivery and sales to wholesalers and retailers. Their second mission statement is ensuring socio-economic development. This is that Elite paints uses their resources to minimize the damage such as they recycle their paint containers and try dump as less chemical wastage as possible in the rivers and such. Their third and most important mission statement is ensuring quality products for customers. This according to them has helped them dominate the market. This sole quality has immensely helped them in positioning their product and company. Page | 5

3.4 Vision of the company The companys visions include Strong customer focus and building relationships based on integrity, superior service and mutual benefit. This is very important according to Elite paints. Their company revolves around building profitable customer relationships, as should be of every good company. Open and honest communication is another vision of the company. They believe in not hiding any information neither from the customers nor from the company employees. Another vision Elite paints possesses is Working as a team to serve the best interest of the group.

They believe in their employees working as a team to obtain the greatest benefit out of the company. Rather than focusing on individual growth they focus on team work and growth as a group benefitting the company greatly.

This company also ISO 9001-2000 certified. The superior quality of elite products has possible because support of advanced plant and international standard strict quality.

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4.0 Literature Review

Employee Training It is reasonable to suggest that training has been seen as a very functional part of HRM, dominated by technical questions which have restricted the capacity for wider alternative and critical perspectives (Huselid, 1996). Training has always been recognition of the value it has to the national economy, however, this tended to be primarily as a response to skill shortages until the 1970s Barraud-Didier's (2004). Recent accounts have challenged assumptions about training: firstly, it was simply functional in nature. Secondly, the assumption that training was almost exclusively about skill development has been challenged. Thirdly, the implication that employees generally benefited have been questioned, particularly in respect to their opportunity to transport skills and knowledge throughout external labor markets (Hodson, 2002). Increasingly, training was linked to internal factors such as culture and commitment, and external factors such as suppliers and customers (e.g. in the finance industry, studies by Kato
and Morishima (2002)

where employees sell a range of financial products as part of a

marketing strategy, and Wilsons (1994) study of the strategy of introducing a new management information system and a TQM programmed to refocus staff perspective on the accomplishment of the organizations goals (Wilson, 1994, p.122). In a study MacDuffie (1995) said that, though training is a labor cost issue it is probably the most visible HRM function and the one most easily targeted by management. MacDuffie
(1995)

suggest that contrary to the conventional market view of training, a complex

combination of institutional and market factors did not lead to a deep cutback in training. Some employers engage in cost reduction during recession, some appear to regard the continuation or expansion of training as crucial to their performance in their product market
Kato and Morishima (2002).

Benefits of Training and Development for Individuals and Teams, Organizations, and Society This article provides a review of the training and development literature since the year 2000.We review the literature focusing on the benefits of training and development for individuals and teams, organizations, and society. We adopt a multidisciplinary, multilevel, and global perspective to demonstrate that training and development activities in work organizations can produce important benefits for each of these stakeholders. We also review

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the literature on needs assessment and pre training states, training design and delivery, training evaluation, and transfer of training to identify the conditions under which the benefits of training and development are maximized. Finally, we identify research gaps and offer directions for future research. As organizations strive to compete in the global economy, differentiation on the basis of the skills, knowledge, and motivation of their workforce takes on increasing importance. Other research demonstrates the impact of training on outcomes other than job performance or on variables that serve as antecedents to job performance. However, we emphasize that these additional benefits of training are not necessarily unrelated to job performance. In fact, in many cases they are indirectly related to performance and, in others, they may be related to individual and team well-being, variables arguably also indirectly related to job performance. (Aguinis & Kraiger, 2009)

Evaluating Training and Development Human Resource Management (HRM) is seen as an important activity in health and its impact on the performance of health sector organizations is well supported by many studies1 and plays a major role in the success of organization by integrating the interest of organization and its workforce. In human resource management, training and development is intended to enhance the performance of employees through a learning process that involves the acquirement of knowledge, improvement of skills, concepts, rules, or changing of attitudes and behaviors in organizational settings. It is known by other names, like employee development, human resource development, and learning and development. Training improves the knowledge, skill and attitude of the workforce and develops their services. Training prepares employees for the new job while development is essential for future assignments. Global competition has made training and development a viable tool for all kinds of organizations. Hamblin (1974) defined the process of evaluating training and development as: any attempt to obtain information (feedback) on the effects of training program, and to assess the value of the training in the light of that information. In the words of Warr (1969) Evaluation is the systematic collection and assessment of information for deciding how best to utilize available training resources in order to achieve organizational goals. Traditional training and development has been criticized for its lack of evaluation. For many organizations it has become a target (fixed number of workers to be trained each year) or budget (money, material, time) based endeavor and nobody has attempted to evaluate its

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positive effects on employees regarding their efficiency and effectiveness / cost benefit analysis. (Ahmad & Din, 2009)

Employee Training and Development And The Learning Organization The global competition and swiftness of changes emphasize the importance of human capital within organizations, as well as the swiftness and ways of knowledge gaining of that capital. In the economy where uncertainty is the only certainty, knowledge is becoming a reliable source of sustained competitive advantage. Knowledge is becoming basic capital and the trigger of development. Previously built on foundations of possessing specific resources and low costs, present day competition is based on knowledge possessing and efficient knowledge management. Modern organizations therefore use their resources (money, time, energy, information, etc.) for permanent training and advancement of their employees. Organizations which are constantly creating new knowledge, extending it through the entire organization and implementing it quickly inside the new technologies, develop good products and excellent services. These activities determine the company as a learning organization with constant innovation being its sole business. These are organizations which realize that learning and new knowledge are becoming the key of success, and that education is crucial for abundance. (Vemic, 2007)

Staff Training and Development: A Vital Tool for Organizational Effectiveness The need for improved productivity has become universally accepted and that it depends on efficient and effective training is not less apparent. It has further become necessary in view of advancement in modern world to invest in training. Thus the role played by staff training and development can no longer be over-emphasized. Staff training and development are based on the premise that staff skills need to be improved for organizations to grow. Training is a systematic development of knowledge, skills and attitudes required by employees to perform adequately on a given task or job. New entrants into organizations have various skills, though not all are relevant to organizational needs. Training and development are required for staff to enable them work towards taking the organization to its expected destination. It is against the backdrop of the relative importance of staff training and development in relation to organization effectiveness that this paper addressed. Training both physically, socially, intellectually and mentally are very essential in facilitating not only the level of productivity but also the development of personnel in any organization. Therefore, training can be put in a

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contact relevant to school administrators. However, knowledge is the ability, the skill, the understanding, the information, which every individual requires acquiring in order to be able to function effectively and perform efficiently.(Olaniyan & Ojo, 2008)

Impact of Training and Development on Organizational sales Performance Training and Development, On the Job Training, Training Design and Delivery style are four of the most important aspects in organizational studies. The focus of current study is to understand the affect of Training and Development, On the Job Training, Training Design and Delivery style on Organizational performance. The back bone of this study is the secondary data comprised of comprehensive literature review. Four Hypotheses are developed to see the Impact of all the independent variables on the overall Organizational Performance. The Hypotheses show that all these have significant affect on Organizational Performance. These Hypotheses came from the literature review and we have also proved them with the help of literature review. Results show that Training and Development, On the Job Training, Training Design and Delivery style have significant affect on Organizational Performance and all these have positively affect the Organizational Performance. It means it increases the overall organizational performance. We also prove our Hypothesis through empirical data. However, results are strongly based on the literature review. (Khan, 2011)

Impact of Training and Development Program This paper discusses the impact that training and development has on organizations as they seek to maintain and improve overall performance. It looks more specifically at how training and development in performance management helps organization realize their stated goals by giving the perspectives of various authors as well as those of the author of this paper. According to Silberman and Phillips (2006), training and development supports the organizations goals and objectives by analyzing needs, designing and developing training programs, conducting training at all levels throughout the organization, and evaluating them, (p. 64). Training in performance management is critical to the success of any organization because it ensures ongoing management of the performance of employees. It does so by setting goals, monitoring employees achievement of those goals, and making adjustments to achieve them more effectively and efficiently, sharing feedback with the employees, evaluating the employees performance and rewarding performance, (Silberman and Phillips, 2006, p. 67).

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Theres a shared understanding among Human Resource professionals that an organization is only as good as its employees, and this understanding suggests that training should more specifically respond to employees training needs. Human resource development in the fullest sense employs a number of performance-improvement strategies, one of which is training. Self-assessment among members of an organization is the first step towards performanceimprovement, as it identifies strengths and weaknesses in the skills that individuals possess. In designing a training and development program, Human resource development specialists are adept at performing training needs assessments in organizations. This is a critical activity to determine the level of training needed, (Noe, 2008, p. 90). Once this determination is made, other technical activities of training include instructional systems design, which are systematic development of instructional specifications using learning and instructional theory to ensure the quality of instructions to trainees, (Merrill, 2007, p. 2). Instructional systems design addresses behavioral objective, which is a clear and unambiguous description of the educational expectations, (Kizlik, 2008, p. 1). This aspect of training pays close attention to performance, conditions, and criteria. Supporting the behavioral objective is the test statement, which is measuring how well trainees have learned a specific body of knowledge, (p. 3). (See Appendix on page 14). Human resource specialists who realize the value of training and development have taken deliberate decisions to encourage managers to give their employees significant autonomy to develop their skills and have made a wide range of training available across their organizations, tailored to meet the needs of employees. The gains of such organizations are evident in many ways. Baldwin-Evans (2007) has reported some of these gains to be

increased productivity, particularly in areas such as sales, customer services and IT, also improvement in retention rate, and higher levels of personal job satisfaction. In a survey conducted in 2007, Baldwin and Evans found that many HR professionals are confident about the extent to which their training initiatives were making a positive impact on their organizations. These professionals were from global organizations across a number of industry sectors. The author observed that a large number of those who were interviewed often commented that the success of their organizations relied on the continual skills development of their employees, (p. 11 25). This author, also, conducted a survey with thousands of employees form a large number of corporate organizations to determine whether they felt that they were receiving adequate training to effectively perform their jobs. The responses were reassuring as most employees responded in the affirmative. When asked whether they felt that they would do even better with further training, they responded that Page | 11

further training would make a difference in terms of benefits such as being more confident in their job. Human resource professionals are aware that more managers are approving training for their employees. As a result there is a move towards giving employees a choice in the learning they undertake, (pp. 33 - 44). Kumpikaite and Ciarniene (2008) explore e-learning as a powerful tool for human resource training and development methods in organizations, which means trainers must be technologically literate. They found that new technology contributes greatly to improvement in organizational productivity. Although there has been the tendency for employees to be resistant to change, they have come to appreciate the flexibility of online learning and are motivated by it. As such, more attention is being given to training and development in organizations. Organizations have found that by improving employees knowledge through training, they have been realizing more organizational goals. Training here refers to planned efforts by organizations to facilitate employees in learning job-related competencies, such as knowledge, skills, or behaviors that are critical for successful job performance, (p. 1). Managing performance includes ensuring that employees apply the training they receive to their day to day activities. According to Kumpikaite and Ciarniene (2008) training and development of employees helps organizations to meet competitive challenges and environmental changes. These authors explain training to be more focused on helping to improve the performance of employees in their jobs while development refers to preparing them to fill other positions in the organization and increasing their ability to fit into jobs that will be created in the future. Development, they say, also helps employees prepare for change that may result from new technology, work designs, customers, or product markets. New learning techniques such as computer based training are necessary and useful for this kind of development, (p. 2). It has been said that the principal source of market value of business organizations is being shifted from tangible fixed assets to intangible fixed assets such as human capital and customer capital. Human resources managers are playing an integral and dynamic role in organization growth through their proactive support of organizational goals. Performance management focuses on outcomes and results that champion organizational competitiveness. Ulrich and Smallwoods study (as cited in Pandey, 2007) says: Intangible assets are emerging as a powerful source of sustainable competitive advantage. In the wake of emerging business realities human resources management has become of strategic importance. The performance management professional is emerging as a proactive player in managing human capital operationally and strategically. HR function with its Page | 12

internal functioning aligned with strategic objectives of the organization is emerging to be a strategic partner and change agent in industrially developed countries as countries (p. 1). Among the different roles that the HR function performs, the role of training and development is said to be a major challenge in managing human capital. Pandey (2007) in support of the fact that training and development adds value to organizations, mentions that it is one of the ways in which human resource professionals build and nurture human competence in achieving organizational objectives. In performing the role of training and development with the strategic orientation of the organization, human resource development contributes to the service, quality, and productivity objective of the organization, (pp. 1 2). This author also expressed the fact that the human resource function of managing performance is significant and critical both to inform and to drive strategy in the organization with specific reference to training and development. Training effectiveness, he said, is recognized in terms of change in the behavior and performance of employees, (p. 13 14). Human resource professionals conduct job analysis to determine the characteristics necessary for successful job performance and incorporate these characteristics into rating instruments. These instruments are written and supervisors are trained to use them properly, including how to apply performance standards when making judgments. According to Cascio (2006), implementing these instruments requires meticulous attention by organizations plus a commitment to making them work. In developing a performance appraisal system, the most basic requirement involves human resource professionals determining what they want the system to accomplish. This requires a strategy for the management of performance, (p. 337). Human resource professionals are aware that employee appraisals are critical to the organizations success. They affirm that accurate appraisals help organizations to identify those employees with the potential to assume new job duties, transfer, or to be promoted to new positions. In many instances, employee appraisals are the only regular feedback employees receive concerning their job performance and future with their organizations. Formal appraisals inform employees who perform their job duties well that their efforts are recognized and notifies employees who have performance problems that they must improve. Without such feedback employees can become frustrated, which invariably hurts productivity. Camardella (2006) reminds us that performance appraisals involve a process that should be linked to an organizations business goals. Including appropriate planning and follow-up in the process will help ensure that appraisals become effective tools in improving individual employees (and, the organizations) performance, (p. 25). Page | 13 well as developing

Camardella (2006) took the position that an employee appraisal must be an honest evaluation of the employees job performance, discussing both the employees strengths and weaknesses. The supervisor should evaluate not only the employees actual productivity, but also such objective factors as the employees knowledge of his or her job duties, attitude towards his or her work, ability to work independently, and his or her ability to exercise crisis-management skills. Evaluating each employee as average without specifically mentioning strengths and weaknesses diminishes the value of the appraisal process. When an employees strengths and weaknesses are explained, the employee can build on his or her strengths and correct his or her weaknesses. Employees cannot improve their job performance unless they are told where their performance is inadequate and opportunities made available for improvement of the performance, (p. 27). Human resource professionals are aware that it is not enough to tell an employee who has performance problems that his or her performance is poor, or to identify problem areas without specific instructions on how performance can be improved. Reasonable short-term and long-terms goals must be established to show incremental improvements. Here is where training and development must be introduced to such employees. Organizations that have such training programs in place benefit tremendously, as employees utilize them to improve their performance standard. It is to be noted that employees without performance problems also need short-term goals to increase productivity levels or for additional job responsibilities, and long-term goals for further increase in job responsibilities, transfers, or promotions. As such, they too need training in order to undertake such responsibilities. Performance appraisals must also have follow-up programs at regular intervals to ensure that employees are meeting their goals and to determine whether further training is needed. Any adjustments that are needed to help the employee become more productive should be implemented, (Camardella, 2006, p. 32). Camardella (2006) further informs us that follow-up should continue until the next evaluation and that the employees performance in the follow-up period should be considered as part of the next evaluation. Follow-up should include feed-back throughout the year, and employees who are meeting organizational goals should be encouraged to stay on track, which serves to motivate them, (p. 34). We can, therefore, understand why performance appraisal plays an important part in the overall process of performance management. Performance appraisal has many facets. Cascio (2006) refers to it as an exercise of observation and judgment, as a feedback process, and as an organizational intervention. It is also a measurement process and an extremely emotional Page | 14

process at times, (p. 332). This author further states that performance appraisals serve to improve employees work performance by helping them realize and use their full potential in carrying out their organizations missions and provide information to employees and managers for use in making work-related decisions. In providing feedback to employees, they serve as vehicles for personal and career development. The author agrees that these instruments help to identify developmental needs of employees and establish objectives for training programs, (p. 332 333). In his contribution towards ways in which performance appraisal systems serve organizations, Mani (2006) says a valid reliable performance evaluation system should give employees and managers information about the employees strengths and needs for development. Since the information used to reinforce employees strength and to plan and provide assignments for departments in areas of need, managers can expect also improvement in morale, motivation, and productivity. Performance management systems and performance appraisals are critical to human resource management. Appraisal ratings are used in the decision making process to retain employees during layoffs, to access the quality of training programs, to measure equitable treatment of different groups of employees, to increase employee pay, and to promote or terminate employees. They also help poor performers improve their performance by giving specific feedback about needs for development and may help employees to do extremely well by giving them positive reinforcement. This feedback is vital to improve performance of employees at all levels, also, to assess the accomplishments of the organization, (Mani, 2006). Mani further writes that organizations should endeavor to develop effective performance management systems as a tool for measuring and improving productivity. The author reported that some organizations try to close the gap between desired performance and actual performance by either investing in advanced technology, redesigning the workplace, or by improving job efficiency, while still others focus on human performance systems to determine productivity, (p. 4). The author relates the findings of a case study in which perceptions of employees and administrators towards a system specifically designed to appraise performance of the employees of a university in East Carolina were examined. The study explores some strengths and needs for improving performance appraisal systems. According to Mani (2006) the results were quite appealing to managers who engage in critical thinking in seeking ways to improve performance appraisals systems. The study reveals that the short-fall in the Page | 15

productivity was directly related to a need to improve the universitys performance management system. To correct the situation performance managers were sent on training. Benefits for improving performance management systems include improved employee satisfaction and organizational productivity, (pp. 18 - 25). Human resources managers take the whole matter of training and development very seriously. Its functions include a variety of activities, and key among them is deciding what staffing need organizations have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, and dealing with performance issues, (Throop and Castellucci, 2008, p. 74). It is not surprising, therefore, that the design and implementation of performance management systems have become a frequent topic of discussion among human resource professionals. A few roadmaps for designing and building a performance management system as suggested by Trahant (2007) are: 1. 2. 3. Align individual performance expectations with organizational goals; Clarify roles, responsibilities and expectations for all employees; Create a clear line of sight so that employees at all levels understand how their individual jobs and objectives support achievement of the agencys overall strategic or departmental objectives; 4. Use core competencies as the basis for defining the skills and the behaviors required of people in specific jobs; 5. 6. 7. Link pay to individual and agency performance; Make meaningful distinctions in job performance; and Include safeguards to enhance the credibility and transparency of employee performance reviews, (p. 1). Performance management can increase the organizational effectiveness by promoting tighter employee alignment with mission goals and by creating a framework for the effective and equitable evaluation of employee job performance, (Trahant, 2007, p. 1). Cascio (2006), in addressing the characteristics of effective training, conducted surveys of corporate training and development practices and have consistently found that there are certain characteristics that seem to distinguish companies with the most effective training practices. He found that top management is committed to training and development, which they see as part of the corporate culture. This is especially true of leading companies, such as Disney, Marriott, and Hewlett-Packard. The survey of this author supports the findings of researchers as indicated earlier in this paper, that training is tied to business strategy and Page | 16

objectives and is linked to bottom-line results. This fact has encouraged organizations commitment to invest in the necessary resources, to provide sufficient time and money for training, (p. 291). Human resource professionals are aware that for any training and development program being introduced to the organization to be effective, it is critical that they get the support of the program from top management. The task therefore, is being able to convince top management that the program will create a culture that will enable skilled, enthusiastic, and creative people to reach their full potential and that the program aligns with the organizations mission, (Mathieson, 2006, pp. 3 4). Human resource development professionals must be able to explicate how training and development will deliver performance improvements to achieve business goals. They must successfully sell the strategies to top management. This author believes the purpose of this paper, which was intended to evaluate the impact that training and development has on performance management in accomplishing organizational goals, has been achieved. It has provided a better understanding of what it takes to drive performance. It reinforces why human resource professionals benchmark the benefits of performance management to help determine whether their organization is aligned with the market place. Motivating, rewarding, and training top performers are key business objectives for organizations that seek to successfully maintain or exceed growth expectations. Training and development in performance management helps to cultivate a powerful, professional, and credible image among managers and executives throughout any organization.

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5.0 Findings
5.1 Training Program of Elite Paint Training is a process of learning a sequence of programmed behavior. It is application of knowledge. It gives people an awareness of the rules procedures to guide their behavior. It attempts to improve their performance on the current job or prepare them for an intended job.

5.1.1 Training Need Assessment (TNA) process at Elite Paint Training Needs Assessment (TNA) is a systematic method for determining what caused performance to be less than expected or required. And Training Need Assessment (TNA) is followed by the company to get idea about training of the employees required. Here I explained a process in which has all the essential part are included. Elite Paint realizes the need of training assessment to build up a training procedure for the employees. Every respondent supports that procedure of training need assessment for the employees of Elite Paint.

TNA identifies the employee skill gaps and training needs, helps to develop the appropriate training plans for the employees in the factory. TNA of Elite Paint Group approach consists of eight steps:

Management Sanction

Key Task involvement & Associate Hazards

Preliminary Data Collection

Determining Departmental (DTNA)

Determining Training Needs

Skill Rating & Gap Analysis

Developing Training Plan

Approval & Review of TNA

5.1.2 Management Sanction The training needs assessment process begins when a decision is made by management and to authorize the use of systematic needs assessment in appropriate targets for training needs.

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5.1.3 Key Task Involvement & Associated Hazards Key Task Involvement & Associated Hazards consists of two steps. This areDetermining Key Task Involvement: In this step, manager describes in a brief about the key task of his subordinate. Through this, subordinate get idea about his work activities in a job and get idea about what he as to do on his particular work activities on his position. Determining Underlying Hazards: It is essential, to work safely and avoid accidents. In these, based on the key task involvement manager has to determine the underlying hazards to his subordinate of the related job to his subordinate. For that, subordinate get idea about underlying hazards to his particular jobs and it makes easy to apply specific safety cautions for particular work.

5.1.4 Preliminary Data Collection At these steps, all data related to the employees have been collected by the organization. These are as described below: Personal Information: At the beginning personal data for the person for whom the TNA is being conducted is collected. It includes ID No., Department Present Job Grade, Designation, Date of Birth, Educational Background, Key Job Location, Professional Training etc. Previous Training Record: At these points, all the previous training record to be collected both in-house and external for the employees. Generating TNA Form: After collecting the information needed to conduct Training Need Assessment (TNA). A standard TNA form is to be generated for each person in the factory for doing the training need assessment.

5.1.5 Skill Ratings & Gap Analysis These are as described below: Applicable Skills: There are two types of skills for conducting the TNA: General Skills and Job Skills. General skills are the skills which are required to achieve for everyone in the company. During assessing the ratings general skills remain same for everyone but job skills differs from persons to persons.

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General Skills Business Awareness SHE Teamwork Leadership Ability to Train Quality & Consumer Safety Cultural Diversity

Job Skills Operate Machine Washing Techniques Run Machine Tools Perform Change-over Over Dyeing Simple Over Dyeing Heavy Computer Operation

Skill Rating: A 5 point scale evaluation takes place after the applicable skills are determined. Line managers find out the ratings through intensive monitoring. Skill Rating Meaning 1 Has Basic Knowledge but least practical work 2 Can do the job, but needs supervision 3 Can deliver according to the requirements 4 Can deliver according to requirements and can think out of the box 5 Can do job and can train others

Gap Analysis: When both the required skills & actual skills data are putted, skill gap is calculated automatically as follows: Required Skill Level ---Current Skill = Skill Gap

5.1.6 Determining Training Need Considering the identified skill gap, the reporting manager expresses the training need of his sub-ordinate. Here is a table below of determining training need.

5.1.7 Structuring the Departmental TNA (DTNA) Sorting out individual specific skill rating: After finding the individual training need, the departmental training need to be found out. In this step the rating for specific skill of individuals are sorted out for further calculation. Averaging the individual skill rating: Now the sorted data of individuals of a department are averaged and entered in the Departmental Training Need (DTNA).

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5.1.8 Developing Training Plan Taking inputs from the training need of individuals, factory yearly training plan is developed considering following training categories.

5.1.9 Approval & Review of TNA All the above mentioned information is collected and compiled; the final TNA form is signed off by the reporting manager for implementation. HR Manager should ensure from time to time that the training of individuals is in place as per the plan. Upon completion, Training Need Assessment (TNA), TNA form should be updated with previous years training record to match and comparable sort of skill assessment to be carried out. With the help of this HR Manager to compare and monitor the progress of employees performance to generate the upcoming years Training Need Assessment.

5.10 Methods of Training Need Assessment Training is essential of all levels of employees for their increasing knowledge and work ability. And to know the needed of training, the company uses some methods for determining the training need assessment. And these sources are as below: Survey: Training Need Assessment surveys should always be developed around business reasons for implementing the information service. In these, Survey method, Need Assessments can take the form of written surveys or web-based surveys. Data about training needs collected from a structured, standardized survey instrument can serve as justification for building a training program. Observation: A Needs Assessment can be an informal assessment based on observations. For example, observing how employees use a machine or do their work in their work center and keeping track of the employees to understanding what training would make the perfect and easier to use to the employees. The more observer interaction with information, the better will be able to target training to needs of the user. Interview: The advantage of conducting interviews is that, through this interviewer get qualitative feedback from the employees. These insights into how employees would like to be able to use their training and as well as real or perceived barriers to use can help you further shape the training program to bring the maximum benefit to persons being trained.

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 Policy Documents: A Needs Assessments can also be a formal assessment based on Policy Documents. In these policy documents, by following which process to give training to the employees have acknowledged. And based on the organizational policy Training Need Assessment methods used for the training of the employees. Questionnaire: Questionnaire is the informal method of Training Need Assessment. In questionnaire method, some questionnaires set and ask the employees about their perception on training. The main advantage of this process, through this questionnaire method answered easily gets from the employees. Records: In these methods, to check the previous records whom the employees give what training, and their competency etc. Based on the records, easily understand which training give to whom the employees.

5.11 Types of Training in Elite Paint Elite Paint Training department organizes different types of training program which are furnished as below1. Behavioral Training 2. Technical Training This department also organizes others training programs which are as follows Training for fresh Workforce Training Mid level Management Training Expertise Training Environment, Health and Safety standards Incentive schemes Seminar Workshop

5.12 Behavioral Training Under this training program, Training Department tries to give ideas to the employees about companys rules regulations, procedures, attitude and disciplines etc.

5.13 Technical Training Training department organizes training for Operators, Maintenance employees, Supervisors and Technicians to make the employees skilled human resources. Page | 22

5.14 This department also organizes others training programs Training for fresh: The department organizes training for the Management Trainees with course materials to orient these with the organizational matters. Workforce Training: Training Department arranges training for workforces to make them skilled. It also tries to increase their awareness, develop their career and make them confident. Training for Mid level Management: This department arranges training for mid level management in the outside of the company with course materials as well as slide show. Expertise Training: This department also arranges training for the mid and senior management staffs through Expertise. Environment, Health and Safety standards: Training Department also arranges training for Management staffs and workers to educate about Elite Paint work Environment, Health awareness and Safety etc. Incentive schemes: This department arranges training to give idea to the workers about production incentive, attendance incentives and bonus. Seminar: It also organizes seminars to develop the employees thoughts and to help them to earn practical knowledge. Workshop: There are several machine companies, software companies which invite to attend their workshop to educate Elite Paint the Management staffs and Technicians, how to operate machineries and software. For organizing systematic training programs, Elite Paint is found to spend an increasing amount of money. It incurred tk.1500000.00 in 2008 and tk. 2350000.00 in 2009 for organizing all types of training at home and abroad. However, this does not include the financial remuneration, provided to the permanent training staff of the company. The increasing expenditure on training reflects the willingness of top management to spend more for developing the skills of the employees.

It is also true that the training needs of Elite Paint Company have been increasing in view of growth of the company and its rising export performance. It has been learnt from the top management that Elite Paint will strengthen the training wing of Human Resource Development in the coming days to enhance its competitive position in the market by ensuring systematic manpower development in the company. Page | 23

Now a days, paint Company business is becoming more difficult day by day because there are so many well established companies operating not only at home but also out of the country. Now it is very tough to survive in the competitive market. World recession has been going on from the last year. Buyers are now asking goods with good quality with lower CM (Contribution Margin). With this lower CM, most of the market challengers even mid level vendors also cant survive in the competitive market. So the giant companies are applying several strategies to survive in the market. They are trying to reduce costs and wastages. They are taking several policies and techniques to use the funds and utilize the resources properly. Elite Paint is a world renowned vendor. It has been dominating over the other companies because it has backward linkage business as well as large experienced staffs and workforces. It is also now thinking that training is needed for developing the manpower. Only skilled and developed manpower can contribute to survive the company from the competitors. So Elite Paint management has taken steps to develop its staffs and workers through training.

For these reasons, training managers has made schedule for the Supervisors to increase their technical skills. All of the Supervisors are divided into 10 groups under 04 training resources. They are given training every day two hours on 04 topics. One day one group and other day other group is given training under several resources. Resources are usually the Head of the department or In-charge who are the most experienced and technical. After completing training session successfully, feedbacks are taken from the participants who do better in the practical field using training guidelines. They are promoted, rewarded and given good increment afterwards based on performance.

For imparting this training, the trainees are selected and training is provided by using modular approach to training. Each module has certain subject matter to discuss and the training is provided for two hours in each module. There are ten modules for covering all pertinent issues of training subject matter. After the completion of each training module, concerned departmental head remains present to observe the progress of the trainees. At the end of the training, the trainees are evaluated to know their feedback about the training effectiveness. Elite Paint usually plays vital role in the national economy. By exporting ready made Company, it is earning huge foreign currency every year. At the same time, it is providing employment for the fresher and distress women. It is providing jobs about 50 70 nos in Page | 24

every year for fresh executives. They are provided training through particular schedule before placing position and giving responsibilities. Training Manager provides materials and schedule of several departments to the Management trainees. All management trainees are sent to the various departments to learn and to get the ideas about department and their staffs functions before placing them to the particular department. Training manager provides schedule to the management trainees to work in several departments for two days, half week, one week and half month respectively. They are given more time in production and pattern & design department because those two are the core out of eleven sections or departments. All trainees are introduced with the head of the departments and observe the departmental functions. They can also ask on tasks, standards operating procedures and evaluation procedures. After completing training and orientation of trainees, have been evaluated through written test, viva voce and practical. They are given confirmation with good facilities based on performance. If they do not perform up to the standard, their probationary periods are increased at least fifteen days even one month. After that again they are evaluated, if they can perform. They are given confirmation with facilities like others. Elite Paint newly started Training Sections where training is given to the fresh workers. There are four sections in training school under four resources. In every section, there are ten workers, altogether forty workers in four sections. They are given training through course materials and ten days schedule. They are given training on mainly operating machines; Elite Paint work environment, disciplines, rules & regulations, compliance and other facilities. Elite Paint is trying to develop the workers through its own training procedures so that workers can do their works properly and make profit for the company. At the same time, they can develop their career. Elite Paint is also getting skill manpower and increasing productivity and achieving target. It is also satisfying its customers and making more profit by this training. The poor, distress, neglected, unmarried, adult and divorcee women and widower come for works. They are provided jobs where as they are totally fresh. Elite Paint is giving jobs and training facilities with payment to the workers. They become operators who contribute to increase productivity with commitment. At the same time, they are giving financial support to their families. In this way, crime and unsocial activities are comparatively reducing. They are now totally free from begging and slaving. They are leading their life honestly and respectively. Now they are not the burden of their families as well as country. Page | 25

5.2 Impact of training and development program in the organization The impact of training and development program In the changing phase and challenges of todays business, industry has prove its worth for staff training and development in an organizational performance to be able to meet the demand of their customers, facing the competition and the opportunities that lies beyond their scope. Therefore training of individual staff according to their position and expertise is to be measured as a means for overall performance of such organization to grow. A new specialized training approach of staff is important to update the employees skills especially in information technology, social and intellectual capacity or sales depending on their goals that needs improvement.

Effective Training Program This training and development may require individual or group approach to become effective. The Human Resource Management is responsible to identify and establish the training process through clear and concise ideas. Accordingly globalization revolution benchmark most of the training to prepare their staff through competition and reliable employees customer service and manpower to strengthen the individual competence, thus employs an organizational enhanced performance that should be the effect of most training. When a company is newly established the training of personnel and staff are highly critical since they will be the foundation of this new business, in an old widely accepted company who launches a new product may still require a continuous environmental training since the company may be known to the customers but their new products may not. Unilever, Procter and Gamble, and other companys always seem to launch new products but they have recognized the essential training and development series for their employees to continue their efforts to always grow.

Personal Training and development program for organization Personality development training for staff is also essential for individual growth to represent the organizational efficiency of their company to the public and to perform their social and internal responsibility to maintain their employees dignified position. Teachers to be effective requires an updated curriculum training, and efficient engineers must apply and use modern tools to advance their work, Sales personnel are trained to handle tough customers to bring out an output and revenue for the day. Page | 26

Various training includes written, practical and situational approach for employees to familiarize themselves in the workplaces. If all the staffs have maintained and developed themselves seriously through their work phase and training then the effective organizational performance is mostly assured. This can brought about changes and expansion, expectedly market acceptance and revenue maximization in general would be the positive effect of such training.

Impact of Employee Productivity Generally the basic transformation of staff for training and development requires an adoptive behavior and changes of ones organization to increase productivity, employees can raise their self esteem and self worth during such training, they must develop and learn new skills as much as possible and employ this new found knowledge, the advancement in technology must not be neglected during training. Even an ordinary employee must learn to handle a simple operation using basic computer skills. An overall outcome would be a well mannered employees and growth of the organization. The following inclusion of training above may affect the companies pride and prestige that almost ensures the longevity of their company to the business arena. It can even lead the organization to a more successful outcome beyond their expectation and measures because of training practices.

Training and development program and top management Human resource professionals are aware that for any training and development program being introduced to the organization to be effective, it is critical that they get the support of the program from top management. The task therefore is being able to convince top management that the program will create a culture that will enable skilled, enthusiastic, and creative people to reach their full potential and that the program aligns with the organizations mission. Human resource development professionals must be able to explicate how training and development will deliver performance improvements to achieve business goals. They must successfully sell the strategies to top management.

Impact of training and development program in organization performance The impact of training and development has on performance management in accomplishing organizational goals, has been achieved. It has provided a better understanding of what it takes to drive performance. It reinforces why human resource professionals benchmark the Page | 27

benefits of performance management to help determine whether their organization is aligned with the market place. Motivating, rewarding, and training top performers are key business objectives for organizations that seek to successfully maintain or exceed growth expectations. Training and development in performance management helps to cultivate a powerful, professional, and credible image among managers and executives throughout any organization.

Conclusion

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