PROJECT REPORT ON Training Needs Analysis IN Western India Ceramics Pvt. Ltd.

SUBMITTED BY:THALAKKOTOR SHIRIN LAZAR LPGD/JL09/0334

WELINGKAR INSTITUTE OF MANAGEMENT DEVELOPMENT AND RESEARCH, MATUNGA, MUMBAI

(2010-2011)

ACKNOWLEDGEMENT
The period of 2 months the Project in Western India Ceramics Pvt. Ltd. has been a blend of academics and professionalism for me.

I am grateful to Mr. Sijoy Paulson under whose guidance I have completed this Summer Project. I sincerely respect his valuable advice and guidance given to me from time to time.

Finally, I would like to extend my sincere thanks to my co-ordinator Mr. Prabhakar Patil, who was my internal project guide for their valuable guidance and support in completion of my project.

THALAKKOTOR SHIRIN LAZAR

EXECUTIVE SUMMARY
Business organizations today are facing great competitions and challenges as the economy is growing. The growth or the downfall of the company depends on how it uses its resources. Human Resource is one of the most important and talked about resource in todays corporate world. Human being unlike other resources can think, feel, express their feelings and response to the ways that they are being treated. Therefore having the right kind of people to do the job is very important to the organizations today. Organizational priorities have changed in recent years. The focus has moved from piecemeal training activities to more systematic human resource development. HR managers are advocates for both the company and the people who work in the company. Consequently, a good HR professional performs a constant balancing act to meet both the needs successfully. Todays scenario, Organizations are looking for those people who are very sincere with their work and who possess adequate knowledge, skills, efficiency to perform the work that is given to them. To increase productivity, it is important that the organization should have right kind of people at right time for right kind of job.
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Therefore to acquire best from among the best, the effectiveness of the HRD managers of the company plays a vital role. Western India Ceramics Pvt. Ltd, under the leadership of our Chairman Shri. Chandubhai Patel has diversified interest in the areas of Hydrogenated Vegetable Oils and Decorative Laminates that are amongst the prime brands in the state of Gujarat. Western Ceramics has pioneered into the production of wall tiles under the brand name of Western Ceramics in India with a clear vision of becoming Indias most respected and leading industry in their segment. Western Ceramics already has a coverage footprint spanning 10 major cities including the metro cities. The company offers a spectrum of technology solutions, field proven to help organizations to achieve superior efficiency in their respective businesses. Therefore the company require an efficient HR manager who will be responsibility for all of the functions of HRD, that deal with the needs and activities of the organization and people to achieve the organizations goals. To achieve the objective, HR manager should have a clear and open communication in order to help employees develop their personal and organizational skills, knowledge, and abilities. The Human Resources department may wish to undertake a Training Needs Analysis to gauge if staff have the knowledge and skills necessary to meet the organisations strategic objectives. Important decisions like whether to recruit new talent or enhance the skills of

current employees There is a high level of trust. The managers are trusted because they communicate openly with staff, and they trust their personnel to produce what is required of them. Training Needs Analysis is not at all an easy task. They needs to have professionals with impeccable people management skills as they need to be able to realize talent within people from a cross section of backgrounds. It is concerned with identifying strengths and weaknesses among different employees and devising training means that aim at making those skills complement the other. In Western Ceramics training need assessment is closely linked with its growth in terms of its size, culture and business. The function of HR Manager and its representatives, the team, strives to align its goals and objectives with the organisations and employees strategy and objectives and accordingly formulates and lays down its process and functions. The content has been logically divided into various sections which enable the readers to comprehend thoroughly the vital aspect and the Training Needs Analysis . The chapter deals with the companys profile. Later it covers the theoretical part that makes us understand the meaning and need of Training analysis and also the objective of the project. Then it covers the need in the organization and gives the insight in the existing system.

I tried to cover almost all the aspects of the Training Needs Analysis in Western Ceramics.

INDEX Introduction to company Company profile Organization structure Objective of the project Recruitment & Selection Process General Overview Identify Training Needs Techniques for Specific Training Needs Overview of various Functions Steps in Training need Analysis Training Needs Analysis Flowchart Suggestions and Recommendations Conclusion Annexure Bibliography

INTRODUCTION TO COMPANY

Company Profile Organization Structure

Company Profile Western India Ceramics Pvt Ltd (WICPL) was formed in 1980s and was into the production of wall tiles under the brand name of Western Ceramics. The demand for their tiles is extensive in the markets of South India, Gujarat and Mumbai. WICPLs current focus is into the flooring segment with its Brand Western Marbo Polished Vitrified tiles and Western Vitro Plus Glazed Vitrified tile. Western Ceramics group under the leadership of our Chairman Shri. Chandubhai Patel has diversified interest in the areas of Hydrogenated Vegetable Oils and Decorative Laminates that are amongst the prime brands in the state of Gujarat. With their strong asset base, they also actively involved in the construction business. Shri. Kantibhai Patel and Mr. Chetan Patel Directors manage the day-to-day operations of the company. They strive for being the prime choice for the architects, interior
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designers, constructions companies and customers. WICPL believes in practicing what it preaches and ensures that all commitments are met much before deadlines. To accomplish this Western ceramic is staffed by over 1500 people in its 11 branches.

Technical association with SACMI, the industry leaders from Italy and with ITACA for our vitrified technology proves the main difference enhancing our quality visa-a-vie our competitors. Sophisticated manufacturing facility comprises of a professional Team in convergence wit the ultra modern machines i.e. Indias Longest Roller Kiln, Vertical Dryer from SACMI, and Biggest Press from SACMI, Indias Biggest Ball Mill justifies the potential of the vitrified technology. They are further diversifying into construction related projects.

LOCATION:HEAD OFFICE Baroda Padra Highway,Padra 391440. Baroda(Gujarat). Phone : 02662 226 111/112/113 Fax : 02662 222 709

SALES OFFICE Western India Ceramics Pvt Ltd Nr. Garware House, Andheri sahar road, Vile Parle East. Mobile : 0-9322685106/0-9323788540

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Western Ceramic tiles already have its branch offices located in 20 major cities located all over India including the metro cities. They can be listed as follows:-

Bangalore Kolkata Mumbai Navi Mumbai Nasik Ahmeddabad Vadodara Goa Calicut Coimbatore

- Chennai - Delhi - Indore - Pune - Napur - Surat - Visakhapatnam - Kochin - Hyderabad - Madhurai

- Orrisa - Jharkhand

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SALES OFFICES IN INDIA

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FACILITIES: Western Ceramic has technical association with SACMI, the industry leaders from Italy and with ITACA for our vitrified technology proves the main difference enhancing our quality visa-a-vie our competitors. We believe that we should be superior enough to force our

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competitors to go that extra step. Our sophisticated manufacturing facility comprises of a professional Team in convergence with the ultra modern machines (fig. 1) i.e. Indias Longest Roller Kiln, Vertical Dryer from SACMI, and Biggest Press from SACMI, Indias Biggest Ball Mill justifies the potential of the vitrified technology.
Fig. 1

PRODUCT AVAIABLE
Western Series : 14

Itialian series:

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As communication is the central nervous system for any business with people on the move, and/or at multiple locations in the city. Western ceramic increases communication efficiency to in turn enhance operational efficiency which directly impacts productivity and profits. It hastens the decision making process and speeds up response times. The vital time lag between accessing information and acting on it is completely bridged which is great news because studies have revealed that an alarming percentage of business is lost due to communication delays and consequent inability to act on information.

ORGANIZATIONAL STRUCTURE
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Directors

CEO AryaOmnita lk COO Voice Business Chief Operations & tech.

CFO

Vice President HR

Accounts & Commercial

Branch Heads

Mobile data application s HR & Software Admin & sales

Service heads

Objective Of The Project

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The project was carried out at Western India Ceramics Pvt. Ltd. The objective of the project / study:1> To see opportunity for development of employees competency

and what are the methods adopted by the company.

2> What are the difficulties faced by the HR Manager during the

various tasks and responsibilities undertaken.

3> To understand in depth the need of training assessment within

the company.
4> Training Needs Analysis will enable managers to identify these

individual needs amongst their employees.

5> And to understand how Identify and help tackle individual

skills gaps and development needs amongst staff to improve performance in the organization.

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TRAINING NEED ANALYSIS

General Overview Identify Training Needs Techniques for Specific Training Needs Overview of various Functions

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General Overview
The existence of human resource department is vital to overall productivity and efficiency of the strong workforce in any thriving company. In most professional organizations the role of human resources department is not side lined or eclipsed by other departments. In fact good human resources can be one of the most valued and respected department in the organizations, their job is to handle people, and the people are the companys most valuable asset/ important asset.

Competitiveness demands a diverse workforce and up-to-date skills. The free market belief in 'buying in' skill has proven to be inadequate, even in times of high unemployment. HR allows managers to be proactive, focusing on employees as investments for the organization. One of the great strategic contributions of HRM lies in the planning of skill availability in advance of need. Development programmes involve more than training. They begin with the induction and integration of new employees. They require constant accurate assessment, counselling and personal challenge.

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Development also involves the socialization of employees to fit the cultural requirements of the company. A much-publicized modern approach places development within the learning organization. HRD focuses strongly on training and development. Career plans, performance objective-setting and training programmes are more often directed at managers than lower-level employees. With the integration of training activities into human resource development programmes, trainers are particularly concerned with the merits of formal as opposed to experiential training, cost-effectiveness and quality.

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MEANING, PURPOSES AND IMPORTANCE

Training Needs Analysis can be performed to achieve a variety of objectives. A "training needs assessment", or "training needs analysis", is the systematic method of determining if a training need exists and if it does, what training is required to fill the gap between the standard and the actual performance of the employee. Therefore, training needs analysis is

Systematic method of determining performance Causes of performance discrepancies

discrepancies

Purpose to conduct training needs analysis

Identify the deficiencies Determine whether employees lack Knowledge, Skills and Benchmark for evaluation of training Makes sure training is provided to the right people Increases the motivation of training

Abilities (KSA).

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It is designed so that the staff can assess themselves openly and honestly: it helps identify their specific current competences, compares this with the desired level that the organisation requires for their role and then highlights any development needs of that individual.

Training need analysis is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where training might not be appropriate but requires alternate action.

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Training needs analysis includes:

ORGANIZATIONAL ANALYSIS It includes the analysis of

o o o

Mission & strategies of organization The resources and their allocation Internal environment- attitudes of people

o o

OPERATIONAL ANALYSIS Determine KSAs required for standard performance Job analysis

o o o

PERSON ANALYSIS Specific areas of training required by the individual Whether an individual is capable of being trained The data regarding the person analysis can be collected througha. b. c.

Performance data Behavioral and aptitude tests & Performance appraisal

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A performance appraisal after the training program can also help in judging the effectiveness of the program.

Training Need arises at three levels:

Whatever the method used to identify training needs, at least the following three points must be kept in view : 1. These methods should be used in combination; that is, there should never be reliance on only one method

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2. They may be used to identify training needs of each of the various groups of employees 3. They should be applied to individual employees since training needs will vary with the individual employee.

Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group. A ) Organizational Level Training need analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats. After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while strengths can further be strengthened with continued training. Threats can be reduced by identifying the areas where training is required. And, opportunities can be exploited by balancing it against costs.

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For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at each level. B) Individual Level Training need analysis at individual level focuses on each and every individual in the organization. At this level, the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of training. However, individual competence can also be linked to individual need. The methods that are used to analyze the individual need are:

Appraisal and performance review Peer appraisal Competency assessments Subordinate appraisal Client feedback Customer feedback Self-assessment or self-appraisal

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C) Operational Level Training Need analysis at operational level focuses on the work that is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation, psychological test; questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the time. Employees need to prepare for these changes. The job analyst also gathers information on the tasks needs to be done plus the tasks that will be required in the future. Based on the information collected, training Need analysis (TNA) is done.

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Identifying training needs

A training needs analysis (TNA) is an effective way to identify any gap between the skills your business needs and those your employees have. It involves gathering information to identify areas where your employees could improve their performance. You can use employee surveys, management observations, customer comments, company meetings and inspections to collect this information. A TNA can help you clarify your objectives in training your staff. This is invaluable for ensuring that money is spent on training that will help your business to achieve its objectives.

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To carry out a TNA, you need to: a) Analyse your business goals and the skills required to meet these goals b) Determine whether you are changing your products or business processes and what information or training employees will need to be effective in their job c) Evaluate who you want to train and how best to reach them d) Establish how employees will best accept and integrate training and their preferred learning method e) Evaluate the training in place and decide what your company can and can't provide in the way of in-house training, funding and time f) Assess which consultants or training providers can fill in these gaps g) Take a decision on which type of training fits your needs best.

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Techniques for Determining Specific Training Needs People learn in different ways. Matching your training to your employees' learning methods can help you speed up their learning and reduce your training costs. Talk to the employees to identify their preferred learning methods and include this in a personal development plan. A personal development plan is a tool employees can use to define their training goals and identify steps to achieve these. It is worthwhile including information on the training resources available to meet these goals and the benefits the employee expects to get from training. Discuss with

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each employee short and long-term objectives to include in the plan or you can hire a consultant to do this for you. Once you understand how your employees learn, you can tailor your training methods to fit their learning style. For the purposes of training at work, people's preferred learning methods can be broadly divided into active and passive types. Active ways of learning are by: 1) using initiative 2) doing 3) exploring 4) testing Passive ways of learning are by: 1) observing 2) questioning 3) interpreting 4) reviewing Different types of training rely on different learning methods. The table below is a guide to the learning methods used in each training type.
Training type Coaching E-learning Workshop Learning method Doing Using initiative Using initiative/testing

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Induction Job shadowing Mentoring Networking/seminars Open learning Evening classes Project work Quality competitions Individual workshop Simulation

Listening/questioning Observation/questioning Exploring Listening/questioning Using initiative/exploring Listening/questioning Exploring/doing Using initiative/exploring Reviewing/doing Doing

Overview of various Functions There are a number of practical methods that help to gather data about employees performance. Each works well in given circumstances; therefore must determine which be the best . None of these methods can stand alone. Always use at least two, if for no other reason to validate your findings. One of those you choose should always be observation.
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1. Observation In this approach, an employees performance itself is your source of information. Evaluate a workers performance through first-hand observation and analysis. This is best accomplished by watching the worker and playing the role of non-participating observer. This means that you watch and listen and evaluate what you see and hear, but do not get involved in his work process in any way. To make this activity more productive, use a checklist to remind you of what to look for and take notes. The objective during observations is to identify both the strengths to build on and the deficiencies to overcome. A key advantage of using direct observation in the needs analysis is that you gain first-hand knowledge and understanding of the job being performed and the strengths and weaknesses of the relevant worker.

2. Interviews The use of interviews in conducting the needs analysis is strongly urged. The prime value of interview guides is that they ensure the same types of data from all sources. This allows you to determine whether a piece of information is one persons opinion, or part of a widespread perception. Since the interview guide forces you to ask

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each worker a number of predetermined questions, you must select those questions that are essential to what you are trying to learn. Interviews allow you to meet employees face to face to discuss their impressions of performance. Because you are in conversation with workers, you can explore their responses in depth. You can ask or clarification of comments and for examples of what they mean. In this way, you obtain a full understanding of their performance deficiencies. You also gain these benefits through interviewing : a. You build credibility with your interviewees by asking intelligent questions and Listening well to their answers b. You obtain employees personal involvement and commitment to your efforts c. You establish personal relationships with potential trainees who are important to your success as a needs analyst and trainer 3. Questionnaires A questionnaire is a sort of interview on paper. You create your own questionnaire by writing down all the questions you want employees to answer for you. Then you mail it to them and await their responses. The key advantage of a questionnaire is that you can include every person from whom you want input. Employees can complete the
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questionnaire when and where they choose. You need not travel and spend time with all respondents. Every employee is asked the identical questions, and consequently data is very easy to compile and analyze. Questionnaires can be useful in obtaining a big picture of what a large number of employees think while allowing everyone to feel that they have had an opportunity to participate in the needs analysis process. 4. Job Descriptions Before establishing a job description, a job analysis must be made. This job analysis involves a thorough study of all responsibilities of the relevant job. It is company wide in scope and should be detailed to such a degree that those conducting the training can use the job analysis as a yardstick for their course content. After the job analysis phase has been completed, the writing of job description and needs analysis is a relatively simple task. When an employees job description has been defined, the trainer can easily tailor his training curriculum to a very close proximity of what will be expected of the employees. 5. The Difficulty Analysis The Job Analysis will focus attention on enumerating the numerous duties that a worker must perform. On the other hand, the Difficulty Analysis establishes which of the duties cause the employee the

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greatest amount of troubles and how this trouble can be reduced through better training. A good Difficulty Analysis offers many advantages. For example . It enables a needs analyst to weigh certain aspects of the training in relationship to the expected difficulty that the worker will face in coping with those duties. A well thought out Difficulty Analysis will provide the training program with an abundance of role-playing material and situations. 6. Problem Solving Conference Another time-tested technique for gathering needs analysis material from employees is to conduct periodic problem solving conferences which may take the form of or be part of a plan for a new product, task or technology, or tied in with a training program It is always helpful to utilize an outside consultant to moderate such sessions. This outside sponsorship has a tendency of letting the workers express their feelings about his organization, and the session can then be geared to training needs. The current problems will evolve that represent potential areas for training.

7. Appraisal Reviews

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During the periodic counseling performance interview, an employee should be ques- tioned regarding the duties and training of a worker. Comments rendered during the appraisal interviews normally are genuine, and can frequently assist in establishing the needs, variations and penetrations that a training program should include. Feed- back at appraisal interview time is valuable since it is timely information. Training needs differ from worker to worker, and appraisal sessions allow the employee and supervisor / manager to uncover the cause of weaknesses in performance. These deficiencies represent areas for training. It is crucial to assess skills gaps at all levels of the business, including senior management. Include yourself in this if you are an owner-manager. You may need to develop your entrepreneurial and technical skills as the business grows.

Steps in Training need Analysis

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Step One: Identify Problem Needs Determine organizational context Organizational context is important in the determination of attitudes and behaviors before and after the training. employee job satisfaction, organizational We firstly find commitment, job

involvement, and partial inclusion and higher levels' of role conflict and role ambiguity.

Perform gap analysis We identify where employees are, then we plan where employees want to be and how to get there. That analysis is conducted by the managers who noted the shortcomings and weak areas of the employees. Managers compare the actual performance and the desired performance of the employees. Set objectives As the managers sees the clear indications of the gap, they set there recommendations for the training of the employees.

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Step Two: Determine Design of Needs Analysis Method selection criteria After the identification of the problem areas, managers establish criteria to select the method to improve things. They plan for the training modules and mode of training.

Advantages and disadvantages for methods After the initial selection of methods and modules, managers draw conclusion with the help of advantages and disadvantages.

Advantages
fast, inexpensive broad involvement low-risk low-visibility

Disadvantages
not precise or specific based on opinion difficult to validate difficult to set priorities difficult to relate to output or to evaluate the importance of training Once you ask people what training they feel is important you create an implicit expectation that you will deliver it.

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Step Three : Collect Data Conduct interviews Departmental heads starts taking interviews of the concerned persons to get each and every thing. With the help of this managers get what are the shortfalls for employees. Questionnaires and Surveys Questionnaires and surveys also enable managers to get the employees input, because they can formulate training courses with the help of these results.

Observe people at work When employees are working on site then managers can easily scrutinize all working and give their suggestions and recommendation.

Step Four: Analyze Data Initial Analysis

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The assessment can be as detailed and involved as needed. Factors to consider when considering the level of detail are time, money, number of people involved, criticalness of skill, anticipated return on investment?, resources available, etc. A comparison of some of the factors between in-depth and a mini assessment follows. In-depth
Type of Information Methods Quantitative Multi-tiered approach Surveys Observation Interviews Focus groups Document reviews Widespread organizational involvement Broad ranging objectives Several months to a year Expensive Linked o defined outputs High profile and risk Qualitative Interviews Focus groups

Mini

Scope Length Cost Focus Exposure/Visibility

Fewer people involved Short term focus Few days to a week Inexpensive Immediate, quick results Lower risk

Determine solutions/recommendations Finalize the plan after finding all the possible solutions. Step Five: Provide Feedback Write report and make oral presentation HOD makes a report and presentation and delivers it to the management of the company.
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After

thorough

evaluation

of

report

and

the

presentation, management finally decides whether to conduct training or not. Is it fruitful or not?

Step Six: Develop Action Plan Once this formal needs assessment process is completed the information is used as the basis for training design, development and evaluation. However

managers continue to assess the attitudes, knowledge and skill level of participants prior to each session. employees may have different requirements. Different

This can be

done both through a basic questionnaire sent just prior to a

specific training event and also during the welcome time of each session.

Evaluation Steps

Reactions

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Learning Transfer Results

Training Needs Analysis Flowchart

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CONCLUSION

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Yet while everybody seems to implicitly understand the importance of an effective training in the work place, one might be hard pressed to find an employee at any level who could comprehensively describe everything that these professionals do. Truth be told, they do quite lot. To the employee however, their scope of visible action is limited. That is because one of the main roles of training need analysis in a successful business involves a lot of observation and analysis from behind the scenes. Indeed, the intelligence of the human resources department often involves what can be likened to crunching numbers. Compiling complex data and matrix that follow the performance of individual employees, as they move through the workforce is an important task, which has helped human resources; work out crucial solutions to inefficiency, sagging profit margins and more. Due to the sensitive nature of human relations and the work that the human resources department must carry out discretion is a crucial element to this field. That because the management of performance can often involve tough decision making process behind the doors, is an ethical practice that breeds the least amount of contention possible.

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Thus in Western India Ceramics Pvt. Ltd. major part of HRD functions are done by the company itself. The HR Manager identify their specific current competences, compares this with the desired level that the organisation requires for their role and then highlights any development needs of that individual. Western Ceramic is developing and implementing a good training program which helps organization to achieve its goals. Positive attitude to learning helps the learners to contribute to organization and helps achieve his/her career aspirations. They ensure learning process and learning principles are considered to achieve maximum benefits for both participants and organization.

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Suggestions And Recommendations

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I have extended my complete efforts in understanding the topic chosen for the project, and have few suggestions in regard to the proceedings of Training Need Analysis. They are as follows:Manpower planning and evaluation should be done on a regular basis to check whether the workforce currently employed is adequate to carry out proceedings with the growing workload. It should be ensured that the right kind of candidate is selected for the proposed designation, as the companys performance completely depends on the performance of every individual employed. The Integrate Results Expected from the Learner with Goals in the Performance Plan. Most problems are caused by change that occurred previously. By listing factors that changed, causes can often be uncovered. Time management is very essential and should not be ignored at any level of the process.

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A well in advance notice should be given to the candidates about their training scheduled interviews on short notices, it may not be possible for the candidates to attend the same. A proper follow-up should also be done so as to confirm that the candidate will be attending the training.

Also a proper record must be maintained which can be referred to for any help when required. Problems should be real rather than imaginary. We seek to specify the tangible differences between required and actual performance. Different training methods must be explored and tried for the connivance of the employees. Finally a good and friendly environmental conditions must be created so as to facilitate learning amongst the employees.

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ANNEXURE
QUESTIONAIRE

1. To what extent do you feel your learning objectives have been achieved? Completely Satisfactorily Poorly 2. Are you satisfied with the Training Programme conducted in the organization? Fully Satisfied Fairly Satisfied Not Satisfied 3. What is the overall impression about the trainers? Very good Good Average 4. Are you satisfied with the Training Infrastructure, Training Aids & Classrooms?
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Yes No 5. is the course Content useful & relevant to Learners needs?

Yes No 6. Do the assignments & lab Sessions provide sufficient practice?

Yes No 7. What will you rate the Soft-skill sessions conducted?

Very good Good Average 8. What are your views on the course material issued?

Inadequate Adequate More than adequate 9. Is the technical Training provided good enough to perform at the desired level?

Yes No

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10. Is the learning calendar & schedules well communicated to you? Always Sometimes Never 11. Does the training department take the necessary Follow- up after evaluating the Training Programme? Always Sometimes Never 12. How useful do you find the training Management System (TMS)? Very useful Useful Average

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BIBLOGRAPHY

Training and Development Personnel Management Research Methodology Websitewww.persistentsys.co.in

Shashi Kapur. Arun Monappa.

Human Resource Management- B.C. Mamoria. - S.P. Kasande.

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