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A project report is the very important part of any management programme. It is a Launch Pad for introducing students to a real-life scenario, which cannot be simulated in the classroom. It not only enables the student to apply the theoretical knowledge in a practical scenario but also enables them to learn things beyond books. This is a period where the students add value to them self and learn management skills as well as the corporate culture.
Only academic knowledge is not enough for the students, it is also necessary for them to have a slice of the practical corporate world wherein they can apply their knowledge and put their skills to a test. This is a first step towards corporate world.
A project report provides an opportunity for students, to satisfy their inquisitiveness to know more details, exposes them to technical skills, and helps them to acquire social skills by drawing them into communication with outside professionals for continuous interaction.
ACKNOWLEDGEMENTS
It is essential to acknowledge the help received from the people of various quarters. I find myself at a loss as to how to thank them. These words are not a formality but a sincere voice of my heart & I owe gratitude to all of them. At the onset I would like to thank Mr. Ashish Lahuria. for providing me a wonderful opportunity to work on this project. Their valuable time and guidance went a long way in helping to make a quality work out of this project. I also owe my regards to my Faculty Members, who has helped me in every possible way to make this project a success.
Last but not the least, I would like to thank all the Faculty members and Staff members who all helped me in completing my Project successfully.
NARENDRA KUMAR
EXECUTIVE SUMMARY
The Project report on TRAINING & Development of Employees in Romsons Scientific & Surgical Industries AT AGRA is an attempt to find out new areas of development through which business can be generated for the company.
Lets understand the meaning of the of the project title, employee and employer base means the group of employees and/or employer that a HR relation in the company.
A future aspect means something that will exist or happen in times to come which will an appearance to the eye or mind. Auto industry is going a long way in developing, formulating and implementing promotional strategies to cope up with the tough competition. Strategies are formulated not only keep up with cut throat competition but also to meet the highly volatile consumer preferences. The analysis revealed that most of the customers were motivated by the gifts provided by the subscriptions rather than the price reduction. Thus it brought out that gifts play a key role in the success of promotional schemes. The market survey was conducted to confirm the facts revealed by the sales data analysis vindicated that the speculations were true since most respondents agreed to that they were motivated by the gifts, especially by the brand value and utility of it Hence from the findings of the Human Resources Department and by different analysis performed effective strategies has been formulated and proposed which might be useful in devising the future strategies for Hero Honda two wheeler sale and promotion at Agra.
Introduction Objective Research methodology Training Development Analysis and Interpretation Findings Suggestions Conclusion Appendix Bibliography
As part of our curriculum, I did my research project on study of training and development. This analysis has given me great insight to the behavior and attitude of people at work. To understand their needs & aspirations at work I conducted a survey & analyzed to have a platform to work on. You will have a view to it in the project. Never did it occur to me before doing this study the small things such as training could be reasons of people leaving the organization. TRAINING & Development of Employees in Romsons Scientific & Surgical Industries AT AGRA is the topic of my project. I selected Romsons Scientific & Surgical Industries, AGRA as the organizations under study. Romsons Scientific & Surgical Industries AT AGRA in terms of profits, assets, & employees. It offers a wide range of scientific and surgical products corporate & retail customers through delivery channels & through its specialized subsidiaries. I am hopeful that anybody, who reads my project, will enjoy it as much as I enjoyed doing it.
Company Profile
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At a time when most patients were vulnerable and many succumbed to infection caused by re-usable medical devices, Romsons stepped forward with a pioneering breakthrough the concept of disposable medical and surgical devices.
Today, over half a century later, the culture of disposable medical devices is well established and Romsons has entrenched itself as the pre-eminent brand in the business a pioneer and a leader. An INR 1.80 billion, professionally-managed enterprise. A global player with a presence in 65 countries. A product portfolio thats 100 products strong. A retail footprint across geographies with a 810-plus distributor network in India and abroad. Most significantly, the name Romsons continues to inspire trust for unsurpassed quality, innovation and safety of its products.
Romsons Medicons
We have the largest product portfolio in the industry (100 products in over 600 sizes), which caters to almost the entire spectrum of patients need. Designed and manufactured to deliver maximum performance and safety, Romsons is the last word in quality. This has earned us the recognition of our peers in the industry. Be it an award from the Chamber of Commerce in India for outstanding export performance or the special recognition instituted by MSME, Government of India, our pioneering work has been universally appreciated.
needs and market dynamics. This capability our core competence has given us a distinct edge and kept us a step ahead of our peers for over 50 years.
Ambience: Special micro and HEPA filters at all air handling units ensure minimal contamination in the manufacturing areas. Micro-organism and particle concentration levels are carefully monitored by the micro-biological labs to keep these levels within safe limits. Employees undergo periodic medical checkup to maintain high standards of health and hygiene. All clean rooms are provided with three step change rooms and air showers at the entrance to ensure a dust-free environment. Manufacturing plant: We have taken great care to source up-to-the-minute, frontline technology. The result? We are able to produce moulding and extrusion of components and tubings with precision and within close tolerance. The superior assembly and packaging machines ensure repeatability and consistency in product quality.
Packaging and sterilization: Our products are packed to ensure minimal risk of contamination or damage during transportation. We use Ethylene Oxide gas to sterilize the products, as per EN 550/ISO 11135 standards. The entire process is automated and computerized. Each batch is well documented for the sterilization cycle and released for dispatch after written approval of a senior Quality Assurance official.
online and manual quality control measures into each stage of raw material procurement, manufacturing and packing cycle. Our Quality Control standards conform to ISO 9001:2000, ISO 13485:2003 and the European Medical Device Directive 93/43/EEC certifications. As a result, we have been authorized to label our products with the prestigious CE mark a testimony of the world-class quality of our products.
OFFICE & WORKS: ROMSONS INTERNATIONAL 62 Industrial Estate Nunhai, Agra-282006 India ROMSONS INTERNATIONAL Unit-II 59J(C) Noida Special Economic Zone, Noida Dadri Road, Phase-II Noida-201305 (U.P.) India CORPORATE OFFICE: 4/1 East Patel Nagar New Delhi-110008 India Communication
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Tel: +91 - 562 2280720, 2280730 Fax: +91 - 562 2280700, 2280600 Email: romsons@romsons.com Our Mission
To make a mark in our chosen area, by being ever abreast of new possibilities. To anticipate the needs of our customers and end users and to translate their requirements into meaningful products. To create, innovate and produce excellence through a
philosophy of uncompromising dedication at every level of function. To nurture a lasting relationship with our distributors- our partners in growth, through empathic understanding and mutual respect. To leverage our human resources by recognizing and rewarding talent, to create an ethos of perfectionism.
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We have the largest product portfolio in the industry (100 products in over 600 sizes), which caters to almost the entire spectrum of patient need. Designed and manufactured to deliver maximum performance and safety, Romsons is the last word in quality. Most significantly, the name Romsons continues to inspire trust - for unsurpassed quality, innovation & safety of its products.
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The objective of the study during this research project was as follows To measure the effectiveness of training & development program in both the organizations. To find out the difference in the attitude of employees of both the organizations towards training & development. To assess the future requirement for training & development in both the organizations.
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The method adopted for carrying out any project is called as Research methodology. For this project the study is conducted among the employees of two banks (SBI and ICICI bank). Research methodology used in this project is based on following factors :
Sources of data Primary (questionnaire) and secondary data (information regarding both organizations through internet & booklets). Data collection method & techniques Questionnaire and interviews. Sampling plan Target population All the employees of SBI, Agra and ICICI Bank, Agra. Sampling unit - One employee of SBI & one employee of ICICI Bank. Sampling method Random sampling. Sample size 50 Area of population SBI, Agra & ICICI bank, Agra.
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"What" is learned? "Who" is learning? "Why" such learning takes place & "When" learning occurs
The difference may be stated thus: Learning dimensions Who? What? Training Non-managerial personnel Technical & mechanical operations Development Managerial personnel Theoretical, conceptual ideas
Why? When?
Need for basic purposes of training 1. To increase productivity-Instruction can help employees increase their level of performance on their present assignment. Increased performance often directly leads to increased operational productivity and increased company profit. 2. To improve quality- Quality increases may be in relationship to a company
product or service, or in reference to the intangible organizational employment atmosphere. 3. To help a company fulfill its future personnel needs- when the need arises, organizational vacancies can more easily be staffed from internal sources if a company initiates and maintains an adequate instructional program for both its non-supervisory & managerial employees.
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4. To improve organizational climate- Increased morale may be due to many factors, but one of the most important of the most important of these is the current state of an organization's educational endeavor. 5. To improve health & safety- Proper training can help prevent industrial accidents. A safer work environment leads to more stable mental attitudes on the part of employees. 6. Obsolescence prevention- T&D programs foster the initiative & creativity of employees & help to prevent manpower obsolescence, which may be due to age, temperament or motivation, or the inability of a person to adapt him to technological changes. 7. Personal growth An increased use of technology in production. Labor turnover. Employment of inexperienced labors. Old employees need refresher training to enable them to keep abreast of changing methods. Enabling employees to do the work in a more effective way. Reducing grievances and minimizing accident rates. Maintaining the validity of the organization & raising the morale of the employees.
Importance of training
Training is the corner stone of sound management, for it makes employees more effective & productive. It is actively and intimately connected with all the personnel or 16
managerial activities. It is an integral part of the whole management program, with all its many activities functionally inter-related. There is an ever present need for training men so that new and changed techniques may be taken advantage of and improvements affected in the old methods, which are woefully inefficient. Training is a practical and vital necessity because it enables employees to develop & rise within the organization, and increase their "market value", earning power and job security. It moulds the employees ' attitudes and helps them to achieve a better co-operation with the company and a greater loyalty to it. Training, moreover, heightens the morale of the employees, for it helps in reducing dissatisfaction, complaints, grievances & absenteeism reduces the rate of turnover. Training is a widely accepted problem-solving device.
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Performance try-out
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6. To improve the organizational environment- The purpose of training is to generate an improved organizational environment. Proper training reduces industrial accidents. Proper & safer living and working environment leads to more stable mental attitude on the part of the employees. It reduces the rate of absenteeism and labor turnover.
Principles of training
A sound training program must possess the following characteristics: 1. The training program should be designed so as to achieve pre-determined objectives and needs of the organization. 2. Training program should be less expensive. 3. Training program should be developed for all in the organization and not for a particular group. 4. Training program should be pre-planned and well organized, taking in view the objectives of training program. 5. Training program should be designed according to size, nature and financial position of the concern. 6. the program should be conducted by a senior and experienced supervisor or executive of the concern or by training director who is in charge of the training section under personnel department. 7. Theoretical and practical aspects of training should be given consideration while preparing a training program.
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8. Training program should be designed taking in view the interests of both employer and employees. 9. The purpose of training is to develop the men and therefore more than one method may be followed for different groups. 10. The program should be flexible enough so that it may be adjustable to the changing circumstances. 11. Training should be followed by a reward, so that employees may be motivated. 12. Sufficient time should be provided to practice what the employees have learned. 13. The trainee should be provided with 'feedback' on the progress he is making in utilizing the training he has received.
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Evaluation must be based on objective methods and standards. Realistic target dates must be set for each phase of the evaluation process. A sense of urgency must be developed, but deadlines that are unreasonably high will result in poor evaluation.
There are various approaches to training evaluation. To get a valid measure of training effectiveness, the personnel manager should accurately assess trainee's job performance two to four months after completion of training. The four basic categories of outcomes can be measured Reaction: Evaluate trainee's reaction to the program. Learning: Did the trainee learn the principles, skills and fact that the supervisor or trainer wanted him to learn? Behavior: Whether the trainee's behavior on the job changed because of the training program? Results: What final results have been achieved?
Training course
Training may range from highly specified instruction in the procedures to be adopted while performing a particular job to every general instruction concerning the economy and society. Training courses in general areas usually aim at making an employee a rounded individual, a happier worker and a good citizen, and at training him for "larger responsibilities" and future advancement. Such training exerts a remarkable influence on production and labor. From the employees point of view, output would increase with decrease in cost of
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production. From the point of view of labor, the employees' morale would improve; so would the rate of turnover, excessive absenteeism and accidents reduce. Training programs are no doubt expensive; but their worth to a growing concern cannot be over-emphasized. Training in general areas is given in such subjects as general and home economics, basic English, instruction in better writing and report drafting, reading using gauges, the operation of machines, public speaking and public relations, selling and communication with people.
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10. Teaching machines. 11. Membership of professional or trade associations, which offers new techniques and ideas to their members.
Training period
The duration of training varies with the skill to be acquired, the complexity of the subject, a trainee's aptitude and ability to understand, and the training media used. Generally a training period should not be unduly long; if it is, trainees may feel bored, uninterested. The ideal session should not go beyond 2to 3 hours at a stretch, with a break in between two sessions. If convenient, employees may be trained for a week or a fortnight for an hour or two, every day after work hours. The training period may extend from 3 weeks to 6 months or even more, depending upon the job requirements. The physical location of the program should be in pleasant surroundings away from the noise and tension of the work place.
are usually available. Training is usually imparted by more proficient workers, bosses or inspectors, Training methods include instruction in several semi-skilled operations because training in one operation only creates difficulties in adjustments to new conditions, lend the color of specialization to a job and makes work somewhat monotonous for an individual. Skilled workers are given training through the system of apprenticeship, which varies in duration from a year to three or five years. Such training is also known as tradesman or craftsmen training, and is particularly useful for such trades in industry which require highly sophisticated skills- as in carpentry, drilling, boring, planning etc. Such programs are usually conducted in training centers and industry itself. Supervisory staff needs training most, for they form a very important link in the chain of administration. The training programs for supervisors must be tailormade to fit the needs of an undertaking. Their training enables supervisors to cope with the increasing demands of the enterprise in which they are employed and to develop team spirit. Supervisors' training may include the supply of necessary reading material, job rotation to give them a wide- in plant experience, holding of staff meetings, visits to other industrial units, participation in the work of other departments, lectures and teaching, role-playing, case studies and conferences.
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ON THE JOB
APPRENTICESHIP
VESTIBULE
SIMULATION
LECTURES
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On-the-job- training
It is the most common, the most widely used and accepted, and the most necessary method of training employees in the skills essential for acceptable for job performance. An employee is placed in a new job and is told how it may be performed. It is primarily concerned with developing in an employee a repertoire of skills and habits consistent with the existing practices of an organization, and with orienting him to his immediate problems. Employees are coached an instructed by skilled co-workers, by supervisors, by the special training instructors. They learn the job by personal observation and occasionally handling it. There are variety of OJT methods, such as coaching' or understudy; job rotation; and special assignments. Job instruction training(JIT) This method requires skilled trainers, extensive job analysis, training schedules, and prior assessment of the trainees job knowledge. This method is also known as training through step-by-step learning. It involves listing all necessary steps in the job, each in proper sequence. The actual training follows a four step process : The preparation of the trainee for instruction. Presentation of the instructions, giving essential information in a clear manner. Having the trainee try out the job to show him each step of the job. Encouraging questions and allowing the trainee to work along and the trainer follows up regularly. The JIT method provides immediate feedback on results, quick correction of error, and provisions of extra practice when required.
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Apprenticeship For training in crafts, trades and in technical areas , apprenticeship training is the oldest and most commonly used method. A major part of training time is spent on-the-job productive work. Each apprentice is given a program of assignments according to a pre-determined schedule, which provides for efficient training in trade skills.
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Classroom or off-the-job methods It means training is not the part of everyday job activity. The actual location may be company classrooms or in places which are owned by the company. These methods consists of: Lectures Conferences Group discussions Case studies Role-playing Programmed instructions Laboratory training
Training model
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Implementation of training
Once the training program has been designed, it needs to be implemented. Implementation is best with certain problems. Firstly, most managers are actionoriented and frequently say no to training efforts. Secondly, there is problem of locating suitable trainers within an organization. Any training program implementation involves action on the following lines: Deciding the location and organizing training and other facilities. Scheduling the training program Conducting the program Monitoring the progress of trainees
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Training external to the employing unit sometimes teaches techniques on methods contrary to the practices of the participants' organization.
Timely information about external programs may be difficult to obtain. Trainers provide limited counseling and consulting services to the rest of the organization
If possible, the personal involvement or active participation of the trainee should be got in the training program.
As the trainee acquires new knowledge, skills or attitudes and applies them in job situations, he should be significantly rewarded for his efforts.
The trainee should be provided with regular, constructive feedback concerning his progress in training and implementation of the newly acquired abilities.
The trainee should be provided with personal assistance when he encounters learning obstacles.
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The organizational aims of management development are to secure the following valuable end-results: Improvement in technical performance. Improvement in supervision 35
Improvement in inter-departmental co-operation Highlighting an individual's weakness Attracting good men Facilitating sound "promotion-from-within" policies and practices. Ensuring that the qualifications of key personnel become better known Creating reserves in management ranks Marking an organization more flexible by an increased versatility of its members
Improving organizational structure Stimulating junior executives to do better work Keeping the company abreast of technical and economic conditions 'Broadening' key men in the middle cadre
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of
governmental, industrial, commercial, on-profit public services-require trained managers The frequent labor-management strife have necessitated the services of trained personnel
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The changes in socio-economic forces, including changes in public policy and the concepts of social justice, industrial democracy.
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8. Feedback from a superior to a subordinate, and from a group to an individual is necessary for the recognition of shortcomings and for keeping oneself in touch with the progress that ahs been achieved. 9. An important responsibility in the management of personnel is that of development.
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Determining development needs including who needs developing? What needs developing?
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It breaks down departmental provincialism for everyone is moved from one to another. It rather develops inter-departmental co-operation.
It injects new ideas into the older departmental personnel who may otherwise fall in a rut. New concepts are infused into them and they are diffused throughout an enterprise.
It ensures the avoidance of the problem, which arises when a newly promoted manager is required to supervise his former peers.
It makes possible for managers to compare one man with another, and gives everyone an equal chance for advancement.
Each managers abilities and talents are best tested in a variety of jobs, so the enterprise can secure his best utilization in the ultimate assignment.
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It is practical and quick in training persons for greater responsibility for it lays emphasis on learning by doing.
The learners interest and motivation are high and the superior is relieved of his heavy workload.
It ensures continuity of management facilities even when the superior leaves his position.
Participation in deliberations of the junior board and committees or the multiplemanagement technique: It is a technique whereby juniors are assigned to board or committees, by the chief executive. The juniors get an opportunity to share in a managerial decision-making, to learn by watching others and to delve into specific organizational problems. It has several advantages:
It gives Board members an opportunity to gain knowledge on various issues. It helps identify those who have executive talent. Multiple judgements are obtained on each individual through the Board rating system. It is relatively inexpensive method of development. It permits a considerable number of managers to participate in certain activities within a reasonable period of time.
2. Off-the-job techniques : A number of on-the-job management development programs are in vogue, they are considered inadequate for a number of reasons. Hence, off-the-job techniques are needed. There is wealth of executive development techniques that managers can partake in off the job. Of these the more popular ones are: The case study method 50
Incident method Role-playing In-basket method Business or management game Sensitivity Training Simulation Grading training Conferences Lectures
Incident method
The central aim of this method is to stimulate self-development in a blend of understanding that is essential for productive interaction. Under this method, group members address questions to the discussion leader. The general trend of questioning 51
is to find out about the what, when, where and how of the situation in which an incident developed, and who was present at that time. After the collection of data , it is necessary to isolate the most important items for decision-making.
Role playing
It is the concept of creating a more realistic situation, usually one of human problems and conflicts, and then acting out the various parts. The value of role-playing is: It requires the person to carry out a thought or decision he may have reached. It permits the practice of carrying out an action and makes it clear that good human relations require skill. It makes a person aware of the feeling of others. It helps in developing a fuller appreciation of the important part played by feelings.
In-basket method
Each team of the trainees is given a file of correspondence bearing on a functional area of management. Each individual studies the file and makes his own recommendations on the situation. If further information is required by him, it is supplied by the members of the team. Later, the observations of each individual are compared and conclusion on different functional areas reached; and these are put down in the form of a report. The merits are:
Decisions are rapid, feedback is objective, and further decisions are based on the feedback o f earlier decisions.
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Decision-making is by a group that consists of managers and specialists from different departments.
An abstract and complex situation is given the semblance of a real world situation, and this illusion facilitates the learning process.
Tem co-operation can be fostered and departmental conflicts softened down and/or eliminated.
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It tries to provide: Managers with increased awareness of their own behavior and of how others perceive them. Greater sensitivity to be behavior of others, and increased understanding of group process. A clarification and development of personal values and goals consonant with a democratic and scientific approach to problem of social and personal decision and action.
Simulation It is a training technique, which indicates the duplication of organizational situations in a learning environment. It is a makeup of a real thing. This technique has been used for developing technical and interpersonal skills. The advantages of simulation are the opportunities to attempt to 'create an environment' similar to real situations the managers incur, without high costs involved should the action prove undesirable. Grid training The managerial grid is an organizational development technique. The grid represents several possible leadership 'styles'. Each style represents a different combination of two basic orientations-concerns for people and concern for production. The managementtraining program is built around this managerial grid. It aims at developing open confrontation of organizational problems and high-people-high-production leaders.
IDENTIFICATION OF NEEDS
MANAGEMENT STAFF
The Performance Appraisal form of the organization has a section in which the training and development needs are filed up. The person whom the concerned 54
employee is reporting fills the Performance Appraisal form annually. Such person may be a branch head or department head.Identification of training need is done at the Executive Office (EO) level for the managers through the Performance Appraisal forms annually and the records are maintained at the Executive Office. Managers are nominated for the various training courses by the Executives Office. Managers may also be nominated to certain training
programmes from the branch if the subjects covered are found to be of interest or if they offer a learning for the opportunity department in some emerging areas of through their Performance
knowledge.Training
needs
Appraisal forms identifies the officers, which are filled in by the department head. The Performance Appraisal forms thus give the emerging training needs. exercise is carried out annually. This
activities in a particular year. It is attempted to carry out all the programmes to fulfill the identified needs. The Head of the Personnel Department monitors the actual training conducted vis--vis the identified training needs on a monthly basis.
IMPARTING OF TRAINING
Actual training is imparted with the help of in-house and outside agencies. The selection of these agencies is done on the basis of reputation; programmes offered by them, past experience and 55 feedback received from the earlier
participants.Training is also imparted by nominating the concerned employee for an external training programme. All records of the training are maintained at branch as per Record of Training in the Personnel folder and the same is intimated to the Executive Office Personnel through the Monthly Personnel Report.
FEEDBACK
A feedback is taken from the participants through a questionnaire on the programme and their impressions in order to further improve upon the same. There are three such questionnaires available and one of these is used
depending upon the nature of the training programme and the level of participants. Also, a person from the personnel department sits through the final session of the programme and takes the verbal feedback about the programme.
Thereafter, a detailed training programme is carried out whereby the incumbent is to understand in depth of working of each department at various locations as per the programme given by the Corporate HR. Corporate HR maintains all relevant records pertaining to Management Trainees training at Bangalore. TRAINING EFFECTIVENESS For each training programme conducted in-house for Romsons Scientific and Surgical Industries personnel, a training brochure is developed. The brochure
developed consists of the following information: Programme objectives: Need of the training and what are the objectives that this training aims to achieve, what likely outcomes are expected to come out of impact of this training. Programme content: Topics being covered during the training.-Methodology adopted.-Programme faculty.-Personnel to be covered.-Training methodology.-Training effectiveness criteria and scale. The training effectiveness is measured by measurement of the achievement of the objectives. This lists down the measurement indicators, achievement of which will ensure that programme objectives are achieved. A
person gets nominated for the training programme in the following two ways:a) Training programme flowing from the training needs b) Training programme for testing out the training/ increased awareness/ general information/ omnibus training types etc.
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ineffective. If the training need is repeated but with focus on a part of the need, then the training is partially effective. If not repeated, then the training is effective.3. General: These are the training needs flowing directly from the organizational needs. Examples of these can be ISO 9000 training, ISO 14000 training and any awareness training. These are omnibus training programmes, which are run for a large number of employees. The effectiveness of the training is measured by: -
Achievement of those organizational objectives within the time lines. audit issues raised on the areas covered in the training.
- Number of
defined in the training brochure. The effectiveness of the outside training programme is measured on the same line as above. However, no detailed brochure is prepared for the same. The measurement criterion for the programme is defined in the beginning of the programme and effectiveness measured against the same. A consolidated effectiveness report of the training programme is prepared at the end of the year. The programmes that are found to be ineffective are reworked. Training programme for testing out the training Also which are not flowing directly from there the are training training needs
programmes,
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RESEARCH OBJECTIVES
OBJECTIVES OF THE STUDY The first & foremost step in any research work is to identify the problems or objectives on which the researcher has to work on. There are two types of objectives met in this study, as explained. MAJOR OBJECTIVE To analyze the existing training practices, its effectiveness and recommend measures to improve the training practices in ICICI BANK. MINOR OBJECTIVES To study the frequency of training, training methods and their effects on the trainees and recommend certain measures for improvement. To understand the present practices enforced in respect of training at the personnel department and recommend any changes if necessary. To take feedback and analyze the level of satisfaction amongst the employees in respect of training activities and suggest alternatives.
RESEARCH METHODOLOGY
Every project work is based on certain methodology, which is a way to systematically solve the problem or attain its objectives. It is a very important guideline and lead to completion of any project work through observation, data collection and data analysis. According to Clifford Woody, Research
Methodology comprises of defining & redefining problems, collecting, organizing &evaluating data, making deductions &researching to conclusions. Accordingly, the methodology used in the project is as follows: Defining the objectives of the study Framing of questionnaire keeping objectives in mind (considering the objectives) Feedback from the employees Analysis of feedback Conclusion, findings and suggestions.
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DATA COLLECTION
To determine the appropriate data for research mainly two kinds of data was collected namely primary & secondary data as explained below:
PRIMARY DATA
Primary data are those, which were collected afresh & for the first time and thus happen to be original in character. However, there are many methods of collecting the primary data; all have not been used for the purpose of this project. The ones that have been used are: Questionnaire Informal Interviews Observation
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SECONDARY DATA
Secondary data is collected from previous researches and literature to fill in the respective project. The secondary data was collected through: Text Books Articles Journals Websites
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The sample size was small and hence the results can have a degree of variation.
The response of the employees in giving information was lukewarm. Organizations resistance to share the internal information.
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This study gives some suggestions for making the present training and development system more effective.
It gives organization the direction, how to deal differently with different employees.
It identifies the training & development needs present among the employees.
This study helps to understand, analyze & apply the core concepts of training in an organization.
Managers would be able to identify the need of training for its employees.
Managers would know what employees think of the training and development programmes and make changes if necessary.
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23
no. of respondents
20 17 15
10
INTERPRETATI ON
From this chart it is clear that 17% respondents have attended below 10 training programmes and 23% have attended between 10-20 training programmes and 32% respondents have attented between 21-30 programmes while 28% respondents have attended more than 30 training programme in last 5 years.
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2) The programme objectives were known to you before attending it? Options Strongly agree Moderately agree Cant say Moderately disagree Strongly disagree Total No. of respondents 27 21 30 13 9 100 % of responses 27% 21% 30% 13% 9% 100%
35 30 30 27 25
no. of respondents
21 20
15
13 9
10
0 Strongly agree Moderately agree Cant say optons Moderately disagree Strongly disagree
INTERPRETATION
21% of the respondents moderately agree to the fact of knowing the training objectives beforehand, in addition to 27% who strongly agree. But a small population disagrees as 9% strongly disagree to this notionand 13% respondents are moderately disagree and 30% respondents cant say about this concept. Training objectives should therefore be made known compulsorily before imparting training in the organization. 65
3)The training programme was relevant to your developmental needs? Options Strongly agree Moderately agree Cant say Moderately disagree Strongly disagree Total
60 52 50
no. of respondents
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30 23 20 13 10 5 0 Strongly agree Moderately agree Cant say options Moderately disagree Strongly disagree 7
INTERPRETATION
From above bar chart it is clear that 52 % respondents are strongly agree while 23% respondents are moderetly agree and 5% respondents can not say about this concept , 13% respondents are moderately disagree and 7% are strongly disagree.
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4- The period of training session was sufficient for the learning? Options Strongly agree Moderately agree Cant say Moderately disagree Strongly disagree Total No. of respondents 48 26 7 11 8 100 % of responses 48% 26% 7% 11% 8% 100%
60 50
no. of respondents
40 30 20 10 0 Strongly agree Moderately agree Cant say optons Moderately disagree Strongly disagree
INTERPRETATION
From this chart it is clear that 48% respondents are strongly agree while 26% are moderately agree and 7% are can not say about this questionnaire while 11% respondents are moderately disagree and 8% are strongly disagree.
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5) The training methods used during the training were effective for understanding the subject? Options Strongly agree Moderately agree Cant say Moderately disagree Strongly disagree Total
45 40 35 42 38
no. of respondents
30 25 20 15 10 5 5 0 Strongly agree Moderately agree Cant say options Moderately disagree Strongly disagree 9 6
INTERPRETATION
From this chart it is clear that 42% respondents are strongly agree while 38% are moderately agree and 5% cant say about this questionnaire ,9% respondents are moderately disagree and 6% are strongly disagree so this is important that training method should make more effective for more satisfaction of respondents.
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6) The training sessions were exciting and a good learning experience? Options Strongly agree Moderately agree Cant say Moderately disagree Strongly disagree Total No. of respondents 49 32 11 5 3 100 % of responses 49% 32% 11% 5% 3% 100%
60 49
50
no. of respondents
40 32 30
20 11 10 5 3
0 Strongly agree Moderately agree Cant say options Moderately disagree Strongly disagree
INTERPRETATION
From this chart it is clear that 49% respondents are strongly agree and 32% are moderately agree. They feel that the training sessions could have been more exciting if the sessions had been more interactive and in line with the current practices in the market.11% respondents cant say about this questionnaire and 5% are moderately disagree and 3% are strongly disagree.
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7) The training aids used were helpful in improving the overall effectiveness of the programme? Options Strongly agree Moderately agree Cant say Moderately disagree Strongly disagree Total
45 40 35 39 31
no. of respondents
30 25 20 15 10 5 0 Strongly agree Moderately agree Cant say options Moderately disagree Strongly disagree 14 9 7
INTERPRETATION
39%of the respondents believe that the training aids used were helpful in improving the overall effectiveness, yet 9% are moderately disagree to this notion. 14%respondents did not comment on the issue.and 31% are moderately agree and 7% are strongly disagree about this questionnaire Yet the total mindset of the respondents was that the organization should use better scientific aids to enhance the presentation and acceptance value of the training programme.
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8) The training was effective in improving on- the- job efficiency? Options Strongly agree Moderately agree Cant say Moderately disagree Strongly disagree Total No. of respondents 35 18 7 21 19 100 % of responses 35% 18% 7% 21% 19% 100%
40 35 35 30
no. of respondents
25 21 20 15 10 5 0 Strongly agree Moderately agree Cant say options Moderately disagree Strongly disagree 18 19
INTERPRETATION
35% respondents believe that the training programmes increase their job efficiency but 19% are strongly disagree to this.18% are moderately agree and 7% are cant say about this questionnaire and 21 % are moderately disagree. The view of the respondents were towards having more technological and current topics for the training programmes which could help them satisfy their creative urge and simultaneously increase their on-the-job efficiency.
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9) The training given is useful to you? Options Strongly agree Moderately agree Cant say Moderately disagree Strongly disagree Total
60 53 50
no. of respondents
40
30 22 20 12 10 4 0 Strongly agree Moderately agree Cant say options Moderately disagree Strongly disagree 9
INTERPRETATION
53% of the respondents feel that the training programmes were useful. 4%respondents could not comment on the question and 12% think that the programmes were irrelevant to their objective of being useful. 9% respondents are strongly disagree and 22% are moderately agree .The organization must ensure programmes that are useful and prove to cater to the developmental needs of the workers. 72
10) The time limit of the training programme was sufficient? Options Strongly agree Moderately agree Cant say Moderately disagree Strongly disagree Total No. of respondents 48 32 3 6 11 100 % of responses 48% 32% 3% 6% 11% 100%
60
50
48
no.of repondents
40 32 30
20 11 10 3 0 Strongly agree Moderately agree Cant say options Moderately disagree Strongly disagree 6
INTERPRETATION
48% respondents feel that the time limit of the training programme was adequate but 11% feel that it was insufficient. Also, 3% could not comment on the question.32% respondents are moderately agree while 6% are moderately disagree from this questionnaire. All the respondents though felt that increase in time limit of the programmes would certainly be advantageous and the organization should take some steps in this direction.
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11) The time limit of the training programme, if increased would make it more effective? Options Strongly agree Moderately agree Cant say Moderately disagree Strongly disagree Total
45 41 40 35 37
no. of respondents
30 25 20 15 10 10 5 5 0 Strongly agree Moderately agree Cant say options Moderately disagree Strongly disagree 7
INTERPRETATION
41% respondents feel that the increase in the duration of the training programmes would be beneficial but 10%differ to this opinion. Going by the majority,and 5% cant say about this questionnaire while 37% are moderately agree and 7% are moderately disagree from this questionnaire. The organisation should make required changes to increase the duration of the programmes and also take the opinion of the workers to have an effective training session.
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12) The training was effective in improving your on-the-job efficiency? Options Strongly agree Moderately agree Cant say Moderately disagree Strongly disagree Total No. of respondents 33 24 13 16 14 100 % of responses 33% 24% 13% 16% 14% 100%
35
33
30
25
24
no. of respondents
20 16 15 13 14
10
0 Strongly agree Moderately agree Cant say options Moderately disagree Strongly disagree
INTERPRETATION
33% respondents believe that the training programmes increase their job efficiency but 14%are strongly disagree to this.24% are moderately agree and 16% are moderately disagree while 13% cant say about this questionnaire. The respondents were of the opinion that having current topics for the training programmes and also some sessions by an external faculty would help them increase their on the job efficiency.
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13) The training aids used were effective in improving the overall effectiveness of the programme? Options Strongly agree Moderately agree Cant say Moderately disagree Strongly disagree Total
70 59
60
50
no. of respondents
40
30
20 11 10 8 5
17
0 Strongly agree Moderately agree Cant say options Moderately disagree Strongly disagree
INTERPRETATION
59% respondents believe that the training aids were effective in improving the overall efficiency of the programme. Contrary to this, 17 % are strongly disagree and 5% could not comment on the issue. 11% are moderately agree while 8% are moderately disagree from this questionnaire.The organization should ensure
positive awareness about the training aids used. Also, the use of better presentation aids should be facilitated. 76
14) The participation of workers in training programme would help increase its effectiveness? Options Strongly agree Moderately agree Cant say Moderately disagree Strongly disagree Total No. of respondents 61 15 3 12 9 100 % of responses 61% 15% 3% 12% 9% 100%
70 61 60 50 40 30 20 10 3 0 Strongly agree Moderately agree Cant say options Moderately disagree Strongly disagree
no. of respondents
15 12 9
INTERPRETATION
61% respondents feel that participative and interactive training session could provide more awareness and knowledge in a small span of time as compared to classroom teaching. 3% respondents could not comment on this and 9% are strongly disagree to it.15% respondents are moderately agree while 12% are moderately disagree from this questionnaire.
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developmental needs of the respondents. Some of the respondents suggested that the time period of the training programmes were less and thus need to be increased. Some of the respondents also suggested that use of latest training methods will enhance the effectiveness of the training programmes. Some respondents believe that the training sessions could be made more exciting if the sessions had been more interactive and in line with the current practices in the market. The training aids used were helpful in improving the overall
effectiveness of the training programmes. The training programmes were able to improve on-the-job efficiency. Some respondents also recommended that the number of training programmes be increased.
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RECOMMENDATIONS
Based on the data collected through the questionnaire and interactions with the Officers and Workers of ICICI BANK the following
recommendations are made for consideration: The organization may utilize both subjective and objective approach for the training programmes. The organization may consider deputing each employee to attend at least one training programmes each year. The In-house training programmes will be beneficial to the organization as well as employees since it will help employees to attend their official work while undergoing the training. The organization can also arrange part time training programmes in the office premises for short durations, spanning over a few days, in order to avoid any interruption in the routine work. The organization can arrange the training programmes department wise in order to give focused attention towards the departmental requirements
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APPENDIX
QUESTIONNAIRE
Name.. Age. Sex.. Designation
1) How many training programmes have you attended in last 5 years? a) below 10 b) between 10-20 c) between 21-30 d) More than 30
2) The programme objectives were known to you before attending it? a) Strongly agree b) Moderately agree c) Cant Say d) Moderately Disagree e) Strongly Disagree
3) The training programme was relevant to your developmental needs? a) Strongly agree b) Moderately agree c) Cant Say d) Moderately Disagree e) Strongly Disagree
4) The period of training session was sufficient for the learning? a) Strongly agree b) Moderately agree c) Cant Say 80
5) The training methods used during the training were effective for understanding the subject? a) Strongly agree b) Moderately agree c) Cant Say d) Moderately Disagree e) Strongly Disagree
6) The training sessions were exciting and a good learning experience? a) Strongly agree b) Moderately agree c) Cant Say d) Moderately Disagree e) Strongly Disagree
7) The training aids used were helpful in improving the overall effectiveness of the programme? a) Strongly agree b) Moderately agree c) Cant Say d) Moderately Disagree e) Strongly Disagree 8) The training was effective in improving on- the- job efficiency? a) Strongly agree b) Moderately agree c) Cant Say d) Moderately Disagree e)Strongly Disagree 81
9) In your opinion, the numbers of training programmes organized during the year were sufficient for officers of ICICI BANK? a) Strongly agree b) Moderately agree c) Cant Say d) Moderately Disagree e) Strongly Disagree 10) The time limit of the training programme was sufficient? a) Strongly agree b) Moderately agree c) Cant Say d) Moderately Disagree e) Strongly Disagree
11) The time limit of the training programme, if increased would make it more effective? a) Strongly agree b) Moderately agree c) Cant Say d) Moderately Disagree e)Strongly Disagree
12) The
training
aids
used
were
effective
in
improving
the
overall
effectiveness of the programme? a) Strongly agree b) Moderately agree c) Cant Say d) Moderately Disagree e)Strongly Disagree 82
13) The number of training programmes organized for workers in a year sufficient? a) Strongly agree b) Moderately agree c) Cant Say d) Moderately Disagree e) Strongly Disagree
are
14) The participation of workers in training programme would help increase its effectiveness? a) Strongly agree b) Moderately agree c) Cant Say d) Moderately Disagree e) Strongly Disagree
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1. Awareness should be brought about in the employees to select those training needs which matches their job profile. Accordingly, the HOD might not be aware with some of the training needs required by his subordinates. Training needs must be decided in a joint consultation between the superiors and subordinates during their monthly meetings. 2. Learning peaks shortly after the end of the training program when the brain has an opportunity to absorb the new material. Thereafter, without reinforcement learning decays rapidly as much as 80% of the training is lost. Hence, regular meeting of the team, which underwent training together, should be conducted so that they can revise what they had learnt during the training and how they have utilized in their day-to-day work. 3. The manager before hand should brief the trainer about the students that he would be handling and what kind of training the department requires. 4. The manager also briefs the employees as to what they can expect from the training program and what would be taught to them. Thus, he acts as a link between the external faculty and his subordinates. 5. There should be a discussion of the trainer and the managers as to what changes has been seen in his subordinates and how it has improved their productivity. such kind of exercise would enable the organization whether to continue with the trainer or hire a new trainer. to decide
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6. The system of communication should be improved. In order to improve the communication among the employees of the organization and to bring about the cohesiveness among the employees a series of interactive meetings can be organized. 7. Management should arrange for the trainings with latest technology whenever required.
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QUESTIONNAIRE
I am conducting a survey of training & development at your organization as part of my project. I will require your responses on the questions below to compile the project.
I request you to tick on the responses & write in the space provided.
NameExperience-
DesignationOrganization-
2. Have you ever attended any self-development/ growth or effectiveness program? (a) Yes (b) No
Are you satisfied with the training & development program conducted at your organization? (a) Yes (b) No (c) Cant say
3. Have you attended any training & development program? If so please list courses you have attended in the past 2 yrs. Name of the course Course provider How did you find about the course Did the course meet your learning needs If not, why?
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4. In the past few years do you feel you have attended a sufficient no. of courses to meet your professional & personal development needs? (a) Yes (b) No
5. According to your professional needs, which policy areas should a training program be focused on? (a) Development (b) Enterprise (c) Enlargement (d) Research & innovation (e) Institutional affairs (f) Others
6. How are your training & learning needs generally identified? (a) As part of a formal appraisal system (b) As part of induction program of new staff (c) As the need is perceived by yourself (d) As the need is perceived by management. (e) As part of an organizational training plan (f) Others. 7. How well is your need for ongoing training & skill development being met? (a) Very well (b) Adequately (c) Less than adequately
8. If you are not satisfied with the training & development program currently available to you, please indicate why not? (a) Topics which would help me were not offered (b) Times offered are not convenient (c) Too expensive (d) Quality of instruction is poor 87
(e) Others
9. Is there anything else you would like to comment on in regards to current learning & training opportunities or suggestions for future areas of training & development?
Thanks
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Organizational Behaviour- Stephen P. Robbins Personnel Management- C.B Mamoria &S.V. Gankar Journals like Human Capital, Business Today & Indian Journal of Training & Development.
Internet sites- google.com and other corporate sites Studies Notes Questionnaire
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