A STUDY ON TRAINING AND DEVELOPMENT

With Special Reference to HDFC Standard Life Insurance Ltd

Chennai

BY S.PETER KULANDAI REG NO 21007631085 OF PANIMALAR ENGINEERING COLLEGE A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirements For the award of the degree Of MASTER OF BUSINESS ADMINISTRATION ANNA UNIVERSITY: CHENNAI 600 025 NOVEMBER 2008

DEPARTMENT OF MANAGEMENT STUDIES

PANIMALAR ENGINEERING COLLEGE (A CHRISTIAN MINORITY INSTITUTION) JAISAKTHI EDUCATIONAL TRUST BANGALORE TRUNK ROAD VARADARAJAPURAM, NASARATHPETTAI, POONAMALLEE, CHENNAI - 602 102.

DEPARTMENT OF MANAGEMENT STUDIES CERTIFICATE This is to certify that, this project report titled A STUDY ON TRAINING AND DEVELOPMENT ON HDFC STANDARD LIFE INSURANCE PRODUCTS IN CHENNAI is the bonafide work of Mr S.PETER KULANDAI, who carried out the research under my supervision. Certified further, that to the best of my knowledge the work reported here in does not form part of any other project report or dissertation on the basis of which a degree or award was conferred on earlier occasion on this or any other candidate.

Internal Guide

Head of the Department

Internal examiner

External Examiner

DECLARATION
S.PETER KULANDAI (Regd. No.21007631085) pursuing MBA Programme in PANIMALAR ENGINEERING COLLEGE of Chennai hereby declare that the Project work entitled A Study On Training and Development. With Special Reference To

HDFC Standard Life Insurance Pvt ltd, Chennai. Submitted to Anna University, Chennai in partial fulfillment of the requirements for the award of the degree of Master of Business Administration is a bonafide work done by me under the guidance of Mr. P.RAMAN M.B.A., Lecturer of Panimalar engineering college. To the best of my knowledge, the work reported there in does not form part of any other thesis or work on the basis of which a degree or award was conferred on an earlier occasion.

Place: Date:

______________________ Signature of the Researcher

ACKNOWLEDGEMENT
It is my pleasure and gratitude to present this copy of my project entitled A Study On Training and Development I wish to express my thanks to our founder and chairman Dr.JEPPIAR M.A, B.L, Ph.D., Panimalar engineering college, Chennai for giving me this opportunity to undergo the course of Master of Business Administration and an opportunity to undertake this project work. I wish to express my sincere gratitude to our honorable Correspondent, Mr.P.CHINNADURAI, M.A., Ph.D., panimalar engineering college for giving me an opportunity to undergo the course of Master of Business Administration and an opportunity to undertake this project work. I wish to express my thanks to our Principal Mr.S.RAJAPANDIAN, Panimalar engineering College Chennai. I wish to express my thanks to our Director C.SAKTHIKUMAR, M.E., and M.Phil Panimalar engineering college, Chennai. I wish to express my thanks to our head of the department Dr. V.MALAKSHMI M.L., M.B.A., Ph.D, Panimalar engineering college, Chennai I wish to express my thanks to my guide Mr. P.RAMAN M.COM., M.B.A., M.PHIL Panimalar engineering college. I take opportunity to thank Mr.GANESAN, in HDFC Standard Life Insurance Pvt ltd., Chennai, for granting me permission to do my project work. I also thank the Respondents who have helped me to carry out my project successfully. I would be failing in my duty if I do not thank my parents and my dear friends for their continuous encouragement and support to complete my project success.

SL NO 1. 1.1 1.2 1.3 1.4 2. 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 3.

LIST OF CONTENTS CHAPTER 1

PG.NO

INTRODUCTION COMPANY PROFILE HDFC STANDARD LIFE INSURANCE LTD ABOUT THE TOPIC CHAPTER 2

IMPLICATIONS OF STUDY NATURE AND SCOPE OF THE PROJECT RESEARCH METHODOLOGY DATA COLLECTION REVIEW OF LITERATURE EFFECTIVENESS OF TRAINING TRAINING AND DEVELOPMENT IN HDFC CUSTOMERE SERVICE/IMPACT OF TRAINING CHAPTER 3 DATA INTERPRETATION

3.1 QUOATATIONS ON TRAINING 3.2 LIMITATIONS OF THE STUDY 3.3 FINDINGS 3.4 5

3.5 3.6 3.7 3.8 3.9

SUGGESTIONS CONCLUSION RECOMMENDATIONS BIBILIOGRAPHY ANNEXURES

ABSTRACT

Human resource management is the management of an organisations valuable assets- the people working in it. In this aspect I have concentrated on training and development which is an important component that enable the employee to adopt and adhere to the organization and that make them feel comfort and realize their responsibilities. For this purpose I have done a project in a reputed organization HDFC Standard Life Insurance Ltd Enterprise Ltd that deals with all the corporate functions including HR, Finance, ITD, ect.

This project deals with the Training and Development process that is carried out by HDFC Standard Life Insurance Ltd, HR Department. I have concentrated on Impact of Training and Development among Employees. This study focuses on how training helps the employees to acquire knowledge and mould themselves to the operations of the organization. By this way they improve themselves and help the company to maintain its good will and reputation among its customers. In my study I have evaluated the training program of this organization based on various aspects that accounts to impact of training among employees and have arrived at a finding on the same. Also certain suggestions were given to it based on my findings. This proved helpful to both the organization for it can improve its training program.

INTRODUCTION

Human Resource is the backbone of any organization. Properly trained and highly skilled human resource is perceived as the greatest asset of an organization. Skilled personnel contribute to efficiency, growth, increased productivity and market reputation of an organization. This has been realized by industrial, commercial, research establishments and even governments. Invariably, a separate Human Resources Development department exists in all these organizations to attend to the matters relating to recruitment, training and deployment. Human resource management serves these key functions: 1. Recruitment Strategy Planning 2. Hiring Processes(recruitment) 3. Selection 4. Training and Development 5. Performance Evaluation and Management 6. Promotions 7. Redundancy

8. Industrial and Employee Relations 9. Record keeping of all personal data. 10. Compensation, pensions, bonuses etc in liaison with Payroll 11. Confidential advice to internal 'customers' in relation to problems at work. 12. Career development Technological advancements in various fields world over are very rapid, and the every other day we see new products or machines or equipments with more and more advanced features, with which users have to be acquainted. In order to cope with the industry demand and technological advancements, we need to develop training strategy for our human capital to attain the required skill levels.

]COMPANY PROFILE

HDFC Standard Life Insurance Company Ltd. is one of India's leading private insurance companies, which offers a range of individual and group insurance solutions. It is a joint venture between Housing Development Finance Corporation Limited (HDFC Ltd.), India's leading housing finance institution and a Group Company of the Standard Life, UK. HDFC as on December 31, 2007 holds 72.38 per cent of equity in the joint venture.

HDFC STANDARD LIFE Products:

At HDFC Standard Life, we offer a bouquet of insurance solutions to meet every need. We cater to both, individuals as well as to companies looking to provide benefits to their employees. This section gives you details of all our products. We have incorporated

various downloadable forms and product details so that you can make an informed choice about buying a policy. For individuals, we have a range of protection, investment, pension and savings plans that assist and nurture dreams apart from providing protection. You can choose from a range of products to suit your life-stage and needs. For organizations we have a host of customised solutions that range from Group Term Insurance, Gratuity, Leave Encashment and Superannuation Products. These affordable plans apart from providing long term value to the employees help in enhancing goodwill of the company.

Customer service
We at HDFC Standard Life are committed to maintaining the highest level of customer service. Interacting with you via this website is an extension of this commitment. We have designed the 'Customer Service' section keeping in mind all the information you may want to seek regarding procedures such as paying your premium, various policy servicing options, processing a claim and so on. We have also provided relevant forms that can be downloaded easily for your us HDFC Standard Life Insurance Company Ltd. is one of India's leading private insurance companies, which offers a range of individual and group insurance solutions. It is a joint venture between Housing Development Finance Corporation Limited (HDFC Ltd.), India's leading housing finance institution and a Group Company of the Standard Life, UK. HDFC Ltd. as on December 31, 2007 holds 72.38 per cent of equity in the joint venture.

Key strengths

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Financial Expertise
As a joint venture of leading financial services groups, HDFC Standard Life has the financial expertise required to manage your long-term investments safely and efficiently.

Range of Solutions
We have a range of individual and group solutions, which can be easily customised to specific needs. Our group solutions have been designed to offer you complete flexibility combined with a low charging structure.

Track Record so far

Our gross premium income, for the year ending March 31, 2007 stood at Rs. 2, 856 crores and new business premium income at Rs. 1,624 crores.

ABOUT THE TOPIC

Training and development (T & D) deals with the design and delivery of learning to improve performance, skills, or knowledge within organizations. It emphasize the importance of learning for the individual and the organization. In this context, employees learn to sell insurance by acquiring relevant skills. Training makes the organization

more effective and efficient in its day-to-day operations Development is training to acquire new horizons or viewpoints, it is required throughout the ranks in order for the organization to survive

Designing and rolling out a successful training program involves a variety of people coordinating their efforts to achieve the desired outcome.

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IMPLICATIONS OF THE STUDY

To the organization

It enables the company to find out the extent of Training and development provided to its employees To improve the level of training and to know the impact towards employees in their self empowerment.

To the researcher
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This project also helps me in the partial fulfillment of Master of Business Administration Degree and gave an exposure towards the activities of training and development carried out in the organization.

NATURE AND SCOPE OF THE PROJECT

This project examines the impact of training and development towards the employee in HDFC Standard Life Insurance Ltd. The impact of training towards internal customers is determined on the following factors

Attitude Personality Performance Interpersonal skills Reactivity Team spirit Loyalty

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RESEARCH METHODOLOGY
In general RESEARCH can be termed as an inquiry in to the nature of, the reasons for, and the consequences of any particular set of circumstances. It is the process of finding solution for a problem after a thorough study and analysis of the situational factors. It tries to solve a complex and complicated problem through use of various tools and techniques. These tools and techniques try to bring out a logical, accurate and scientific solution to given problem. METHODOLOGY as the name suggests is the method through which the problem or situation is tackled. Managers in organization constantly engage themselves in studying and analyzing issues and hence are involved in some form of research activity as they make decisions at the work place. It involves a lot of factor like the research design, sample size, segment, techniques of sampling, tools used etc all these steps and factors put together to bring out a clear and accurate result. The research methodology adopted for the present study has been systematic and was done in accordance to the objectives set, which has been discussed in the earlier pages.

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RESEARCH DESIGN
A research is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. In fact the research design is the conceptual structure within which research is conducted; it constitutes the blue print for the collection, measurement and analysis of data. The research design adapted in the study was descriptive study.

DESCRIPTIVE RESEARCH
Descriptive research includes surveys and fact finding enquiries of different kinds. The major purpose of descriptive research is description of the state of affairs, as it exists at present. The main characteristic of this method is that the researcher has no control over the variables; research can only report what has happened or what is happening. A descriptive study is undertaken in order to ascertain and be able to describe the characteristics of the variable of interest in a situation. Descriptive studies are also undertaken to understand the characteristics of organizations that follow certain common practices.

SOURCE OF DATA
Data refers to information or facts. The two main sources of data for the present study have been primary data and the secondary data. PRIMARY DATA: Primary data consist of original information collected for specific purpose. This project relied on the response of the employees. Structured undisguised questionnaire was used to collect the primary data. Telephone survey was used for this purpose.

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 SECONDARY DATA: Secondary data consists of information that already exists somewhere having been collected for some other purpose. The secondary data is obtained from the company data base, Textbooks, Internet and Journals.

SAMPLING PLAN
POPULATION: Population or universe can be defined as the complete set of items, which are of interest in any particular situation in case of population data is collected from each and every unit. SAMPLING UNIT: This answers who is to be surveyed. The researcher must define target population that will be sampled; once this is determined a sampling frame is developed so that everyone in the target population has an equal chance of being selected. SAMPLE: Sample denotes the entire part of the universe, which studied and conclusion are drawn on this basis for the entire universe.

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DATA COLLECTION PROCEDURE

Primary data was collected using the questionnaire. A telephonic interview was done by the researcher for data collection. The respondents reference to each question was carefully noted in the questionnaire. Their responses and suggestions were carefully recorded and registered.

SAMPLING
a. Size The sample consists of 30 employees of different designation from different branches of insurance companies.

b.Area The study is focused on HDFC Standard life Ltd in Chennai region.

c. Method The sampling technique used is convenience sampling

DATA COLLECTION

Primary
The primary data is collected from the employees of the HDFC Standard Life Insurance Ltd through the issue of questionnaire and personal interview.

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Secondary
The secondary data is collected from various human resource websites

TOOLS OF ANALYSIS
Simple statistical tools such as Questionnaire, tabulation, percentages are used in the current research.

TOOLS USED FOR DATA ANALYSIS

Analysis techniques are used to obtain finding and arrange information in a logical sequence from the raw data collected. After the tabulation of data the tools provide a scientific and mathematical solution to a complex problem. Charts Percentage analysis Weighted Average Method

1) CHART
Bar charts and pie charts are used for analysis to get a clear idea about the tabulated data.

2) PERCENTAGE ANALYSIS

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Percentage analysis shows the entire population in terms of percentages. It reveals the number of belonging is a particular category or the number of people preferring a particular thing, etc., in terms of percentage. In this study, the number of people who responded in a particulars manner is interpreted in the form of percentages. Each table has been calculated on the basis of percentage. No of respondents Percentage = ------------------------------ X 100 Total respondents

3) WEIGHTED AVERAGE METHOD

In the case of data involving rating scale & ranking, the weighted average ranking method used. In this method, the net scores for each attributes are calculated and analysis can be done as the basic of the net score in percentage obtained the formula is given. Weighted for column X no of respondents Net Score = --------------------------------------------------------Total weight

Chi-square test.

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The chi-square test a fairly, simple and definitely the most popular of all the other tools, the chi-square test is most widely used non-parametric tests in statistical work. It makes no assumption about being sampled. The quantity chi-square describes the magnitude of discrepancy between theory and observation. n

(O i E i )2
i=1 Ei

REVIEW OF LITERATURE 1.International Journal of Training and 1Development, Vol-77 .Schnelle.L.P. Revenue cycle staff education; 3 views. (Nov 2001)
In this article, the author has proposed that the company program should provide training for both new and existing employees thus support skill development, address adult learning principle and use cost effective method. Training helps to reduce employee turnover, improves compliance, decreases denial write-offs, and improves customer satisfaction and point of service collections

2.Asia Pacific Journal of Human Resources, Vol-32

.Morris.R.J., D.Yaross

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Customer service for security staff the CARES way: (Dec 2000)
In this article the author spells out the philosophy, elements and employee interactions of their departments through the customer service strategy and developing a department specific program.

3.International Journal of Training and Development, Vol-34

In this article which involves recruitment and retention, the researchers found that training gives greater exposure to general practice at undergraduate level and could help to promote general practice careers and better inform career decisions. Also that general practice based postgraduate training that has been widely praised for good formal teaching that met educational needs.

4.International Journal of Training and Development, Vol-20

This article reveals that the insurance organizations have suffered a steady decrease in operating margins in recent years while facing increased competition and pressure to provide ever- higher levels of customer service, quality of care and innovation in delivery methodologies. Therefore in order to cope up with these, training has proved an essential component and enables an effective tool to overcome the difficulties.

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5.Asia Pacific Journal of Human Resources, Vol-47

This article deals with training which provides them guidance by setting learning objectives. The researchers found that the progressive change in society, in the work environment and in organization are leading to change ., thus they felt this process requires continual renewal of training curriculum. For this, quality system for training is used as a management tool, aimed at identifying the training products required by the complex customer system. This quality system anticipates customer need, satisfaction, quality of service required and based on this training program was designed.

The training challenges were evaluated by asking participant to fill out the forms with Likert scale based questions and students indicated that the training challenges experience had contributed to their understanding and appreciation of multi-diciplinary team work.

6.Medina-Walpole.A., J.Fonzi, P.R.Katz. Academic career development of training. (Jun 2000)

This article has proposed that the training of new generation of academic leaders is challenging in the one year of fellowship training.

7.Djibuti.M., G.Gotsadze, G.Mataradze, G.Menabde

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(Aug 2005)
The researchers found that HR is one of the important components in determining performance of public system. The aim of this study was to access adequacy of HR of insurance agencies to meet the needs and also the effectiveness.

8.Trends in Human Resource development and training. (May 1990)

According to these researchers training and development refers to a planned effort by an organization to facilitate the learning of job-related behaviour on the part of its employees. Training and development is also a means to provide employees with relevant skills so as to improve the efficiency of their organization. This proposed that Training is now considered to be learning related to present job while, development is learning for growth of the individual which may not be related to a specific present or future.

9.Kane.R.L A strategic look at Training and Development. (Aug 1986)

This paper describes the strategic approaches that the organization can take for training and development and suggests that the choice of approach should be based on an analysis of the organisations needs, management and staff attitudes, beliefs and the level of resources that can be committed. This more strategic view point should be of use in assessing efforts as well as when planning for the future.

10.Edwards Salas., Janis.A.Cannon-Bowers. The science of training: a decade of progress. (May 2007)

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This article describes the progress in 5 areas of research including training theory, training need analysis, antecedent training conditions, training methods and strategies and post training conditions. This review suggest that advancement have been made that help to understand the design and delivery of training in organization, with respect to theory development as well as the quality and quantity of empirical research.

11.International Journal of Training and development, vol-23

This review provides a variety of recommendations as to how workers customer orientation might be improved. Crucial factors in the process of transferring the contents of service, the quality training program to practice, however, have not yet been sufficiently analyzed. This study proposes and tests the models of transfer motivation and training transfer via structural equation modeling.

12.International Journal of Training and development, vol-12

This study examined the impart of two post-training on- the- job supplements to a training program focused on interpersonal skills development for newly hired managersself coaching and upward feedback. For this, samples were taken and the impact of supplement was assessed by examining post-training performance.

13International Journal of Training and development, vol-7.

Error management training explicitly allows participant to make errors. The researchers has examined their effects of error management instructions, goal orientation, and attribute- treatment interactions on performance. A randomized experiment was conducted. Results showed that short and medium term performance was superior for

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participants of the error training with error management instructions. This was crucial for high performance effects of error training.

14Mun.Y.Yi., Fred.D.Davis. Improving computer training effectiveness for decision technologies: Behaviour modeling and retention enhancement. (June 2004)
This article proposes that effective training can prevent the lack of skill from impeding potential effectiveness gains from decision technologies. The recent research indicates that techniques based on behaviour modeling, which consists of computer skill demonstration and hands on practice, are among the most effective for achieving positive training outcomes. This research examines whether the estimated behaviour modeling approach to software training can be improved by adding a retention enhancement intervention as a substitute for, or complement to, hands-on-practice.

15.Training effectiveness measures and scoring schemes: A comparison personnel psychology. (June 1991)
This paper examines a new criteria measure, comprised of scripted situations, for training effectiveness and compares two scoring schemes-one based on judgments and one based on empirical weights. It was believed that a measure based on job-related scenarios would be more sensitive to detecting change due to training than would more traditional training criteria, such as behaviour and performance rating scales. Results of the study support this notion. The comparison of expert versus empirical scoring indicated that empirical scoring produced significant results, while scoring based on expert judgment did not. Implications of these findings are discussed in this article.

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MEASURING THE EFFECTIVENESS OF TRAINING

Organisations are under pressure to justify various expenses. The training budget is, often, not exempted from this purview. There are a number of questions raised on the value derived from training programmesboth directly and indirectly. Business heads and training managers are under pressure to prove the effectiveness of training. One of the most popular methodologies for measuring training effectiveness was developed by Donald Kirkpatrick. * Level 1: Reactions.

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At this level, we measure the participants reaction to the programme. This is measured through the use of feedback forms (also termed as happy-sheets). It throws light on the level of learner satisfaction. The analysis at this level serves as inputs to the facilitator and training administrator. It enables them to make decisions on continuing the programme, making changes to the content, methodology, etc. *Level 2: Participant learning. We measure changes pertaining to knowledge, skill and attitude. These are changes that can be attributed to the training. Facilitators utilise pre-test and post-test measures to check on the learning that has occurred. However, it is important to note that learning at this level does not necessarily translate into application on the job. Measuring the effectiveness of training at this level is important as it gives an indication about the quantum of change vis--vis the learning objectives that were set. It provides critical inputs to fine-tuning the design of the programme. It also serves the important aspect of being a lead indicator for transfer of learning on to the job context.

*Level 3: Transfer of learning. At this level, we measure the application of the learning in the work context, which is not an easy task. It is not easy to define standards that can be utilised to measure application of learning and there is always this question that preys on the minds of various people: Can all changes be attributed to the training? Inputs at this level can come from participants and their supervisors. It makes sense to obtain feedback from the participants on the application of learning on the job. This can be done a few weeks after the programme so that it gives the participants sufficient time to implement what they have learnt. Their inputs can indicate the cause of success or failure; sometimes it is possible that learning was good at level-2, but implementation did not happen due to system-related reasons. It can help the organisation deal with the

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constraints posed by systems and processes so that they do not come in the way of applying learning. * Level 4: Results. This measures effectiveness of the Programme in terms of business objectives. At this level we look at aspects such as increase in productivity, decrease in defects, cycle time reduction, etc. Many organizations would like to measure effectiveness of training at this level; the fact remains that it is not very easy to do this, as it is improbable that we can show direct linkage. However, it is worthwhile making the attempt even if the linkage at this level is indirect. It is possible for organisations to measure effectiveness for all programmes at level-1 and level-2. This can be built into the design of the training programme.

NEED OF TRAINING:

Basic Issues
Organisation of training for voting operations staff is a massive exercise that requires clear lines of communication, accountability and control. There are two basic elements to organising training: defining a clear strategy for the training program, appropriate training delivery methodologies, and materials development; developing the detailed operational plans that define locations, identify and assign trainers, assign voting station staff to training locations, produce and distribute training and reference materials, and procure logistics needs.

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Consistency of Training
No matter whether centralised or decentralised structures (see Training Methodology) are used for training delivery, there will be a need for training accountability and some organisation at a more centralised level. Voting operations staff need to deliver equitable, impartial service and follow procedures in a consistent fashion, Allowing unsupervised localised control of training will be counterproductive. Centralised quality control, even where training is not directly administered centrally, will assist in ensuring that training standards deliver this consistency. Areas where this is essential will include: content of trainers and voting operations officials reference materials; content and presentation of training sessions; provision of training to all voting operations staff by scheduled dates using an appropriate training method; training programs for voting operations staff trainers; monitoring and evaluation of training performance. It would be preferable if a standard set of training materials is produced, by the electoral management body, for use in all voting operations training. If this is not feasible, materials produced by other bodies should be approved by the electoral management body before use. The situation becomes more complex where local electoral management bodies are empowered to make their own arrangements for the conduct of elections for higher levels of government. Different equipment use and detail of procedures will make consistency across an election for higher levels of government and standardisation of training impossible. This is not an insurmountable problem and can be dealt with effectively by ensuring that there is some central oversight, if only advisory, to ensure that: an adequate level of training is provided to all officials in all jurisdictions, perhaps through a system of formal accreditation of local training programs; reference materials provided are accurate and emphasise the application of principles of 29

equity, impartiality, and service, even if they may vary in procedural details.

Management of Training Implementation

Organisation of the operational details of training will generally be more effectively undertaken at a more local level. The large number of training sessions that will need to be undertaken, especially for national elections, may create decision bottlenecks if all operational decisions are made at a central level. How much can be organised locally will depend on the structure and methodology used (see Training Methodology). Simultaneous or mobile team training methods will require greater organisation from a central level in planning training schedules, materials distribution, and often trainer transportation arrangements. However, decentralised management will generally be more responsive to local needs in the following areas: distribution of training materials; assigning staff to training sessions or if not trained face-to-face, overseeing self-directed training; determining appropriate training timing within scheduling limits; reserving training facilities and arranging for equipment; organisation of transportation for trainers and trainees

BENEFIS OF TRAINING

Typical Reasons for Employee Training and Development

Training and development can be initiated for a variety of reasons for an employee or group of employees, e.g.,:

When a performance appraisal indicates performance improvement is needed To "benchmark" the status of improvement so far in a performance improvement effort

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As part of an overall professional development program As part of succession planning to help an employee be eligible for a planned change in role in the organization To "pilot", or test, the operation of a new performance management system To train about a specific topic

Typical Topics of Employee Training

1. Communications: The increasing diversity of today's workforce brings a wide variety of languages and customs. 2. Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks. 3. Customer service: Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers. 4. Diversity: Diversity training usually includes explanation about how people have different perspectives and views, and includes techniques to value diversity 5. Ethics: Today's society has increasing expectations about corporate social responsibility. Also, today's diverse workforce brings a wide variety of values and morals to the workplace. 6. Human relations: The increased stresses of today's workplace can include misunderstandings and conflict. Training can people to get along in the workplace. 7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc. 8. Safety: Safety training is critical where working with heavy equipment , hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc. 9. Sexual harassment: Sexual harassment training usually includes careful description of the organization's policies about sexual harassment, especially about what are inappropriate behaviors.

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General Benefits from Employee Training and Development

There are numerous sources of online information about training and development. Several of these sites (they're listed later on in this library) suggest reasons for supervisors to conduct training among employees. These reasons include:

Increased job satisfaction and morale among employees Increased employee motivation Increased efficiencies in processes, resulting in financial gain Increased capacity to adopt new technologies and methods Increased innovation in strategies and products Reduced employee turnover Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training!) Risk management, e.g., training about sexual harassment, diversity training facilities.

Specialized computer equipment Administration (such as registration procedures or confirmation notices) All the relevant costs, divided by the anticipated number of participants, gives the cost per participant.

Determine the potential savings generated. These savings might include:

Fewer errors Reduced customer turnover Less equipment downtime 32

Increased revenue collection Faster equipment startup time Reduced employee turnover, when turnover is attributable to poor supervision Proper implementation of new customer strategies Higher workplace morale through more effective management practices Less time lost to grievance hearings and work stoppages because of ineffective supervision

Reduced recruitment costs (because training can create more job-ready candidates for promotions)

Maximized productivity of new employees through efficient orientation training

Compare the costs to savings.

Multiply the cost per participant by the total number of participants. Multiply the savings per participant by the total number of participants. Compare your figures to establish your business case for training.

TRAINING AND DEVELOPMENT IN HDFC

Training and development (T & D) deals with the design and delivery of learning to improve performance, skills, or knowledge within organizations. It emphasise the importance of learning for the individual and the organization.In this context, employees learn to sell insurance by acquiring relevant skills.

Training makes the organization more effective and efficient in its day-today operations

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Development is training to acquire new horizons or viewpoints, it is required throughout the ranks in order for the organization to survive

Designing and rolling out a successful training program involves a variety of people coordinating their efforts to achieve the desired outcome.

Focus Areas

Training Management Plan Systems Approach to Training (SAT) Training Process Flows

Training Management Plan Staff Training This training can be given to two categories of employees which includes

Existing (training is provided for 100 hrs.) New (training is provided for 50 hrs.)

Training can be provided in 3 types, such as Induction(monthly twice)

New Hire training(monthly once /twice) On Job Training(8 hr training per day)

Activities that are carried out includes

Need assessment Deliver Feedback

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Analyze

Systems Approach to Training It is a planned creation of a training program.

It is an approach which implies what kind of training has to be given ,to whom it has to be given, when it is to be given etc.. It includes three basic functions

A. Input: People who need to acquire skills B. Process Learning takes place within the system C. Output: Trained people Concept OF ADDIE 1. Analyze system, TNA, instructional setting 2. Design structure, learning objectives 3. Develop instructional module, methodology 4. Implement management plan, conduct training 5. Evaluate - to ensure it is accomplishing what it is supposed to Training Process This is the process around which our entire training program is revolving. To make you aware of the background we started with a TNA, based on which modules were created, classroom training was planned. But while implementation we realized that the instructional setting was not delivering results. So the focus shifted to OJT, initially there were apprehensions but soon as the trainer became part of the operations and started spending the whole day at SAP, training started showing up. This had lead to the OJT to be the success key. Sometimes certain steps may be bypassed. For example, if a training problem comes to you, the task identification steps will be skipped since you know which task needs

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trained. Similarly, the course material being provided to you is ready for use so you need not review existing material and you need to is to select the instructional setting best suited to your location. The more technical the module is, closer you need to follow the model.

NEW HIRE TRAINING PROCESS

Recruitment team coordination FC : staff ratio (60% technical and 40% soft-skills) Venue Pre-assessment Deliver modules and role-plays Post-assessment, feedback Work Readiness Monthly assessment Counseling

A. Pre-assessment forms

Assess both Technical and soft-skills Baseline assessment to identify level of Trainees Low raters, special attention

B. Monthly new-hire training planner

8 day intensive training program Schedule technical, soft-skills, operations, ATM and IT modules E-mail to all trainers, operations by 12th of the month

C. Post-assessment forms

Assess both Technical and Soft-skills Reflect on trainees understanding and knowledge of modules

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SDP PROCESS ON THE JOB PROCESS

Fist SAP visit or next visit Observe working, demonstrate counter handling Judge individual gaps Deliver modules Quote live customer handling instances and suggestions Technical knowledge SAP datasheet and training records Customer feedback, trainees feedback Training impact Reporting Follow-up

MONTHLY TRAINING PLANNER

Training planner by every 5th of the month. E-mail to Training coordinator and operations Schedule SAP OJT 40-60% of working days Induction and new hire training days Monitor training days p.m. (proposed vs. actual)

TRAINING FORMAT

37

1. Training Need Identification 2. Training Need Analysis 3. Monthly Induction planner 4. New Hire training

Pre-assessment form New hire training planner Post-assessment form

5. Monthly Training Planner 6. SAP OJT

SAP Data Sheet SAP Trainees Record Supervisor Competency Identification

TRAINING ANALYSIS 1. Training Feedback 2. Training impact 3. Monthly assessment forms 4. Supervisor data monitoring and evaluation indicators 5. Staff data monitoring and evaluation indicators

38

TRAINING FEEDBACK After OJT / new hire training

Evaluate the Trainees reaction. Rate the content, session, delivery by trainer, practicality, etc.

CUSTOMER SERVICE AND IMPACT OF TRAINING

Measured after OJT

End users Branch supervisor Rate employees on technical and soft skills Concept understood, not understood, implemented 2nd generation Supervisor identification 39

MONTHLY ASSESSMENT FORM

Complete orientation to pharmacy duties and tasks Close monitoring to ensure continuous improvements take place Counselling

TRAINING EVALUATION AND MIS

Purpose 1. Feedback - effectiveness of the training activities 2. Control- provision of training 3. Intervention- Organizational process that affect training.

Evaluation is a state of mind rather than set of Techniques

BENEFITS OF EVALUATION

Improved Quality of Training Activities. Improved ability of the Trainers to relate inputs to outputs. Better co operation between trainers and line-managers in the development of staff. Evidence of the contribution that training and development are making difference to the organization.

MONITORING AND EVALUATION

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Supervisors M&E plan 1. Monitoring

No. of SDP conducted, no. Of FC trainees, training impact

2. Evaluation

SDP efficiency, % trainees confirmed in 3 months, staff performance

4. Utilization of training formats

SUPERVISOR TRAINING MIS

Monthly record qualitative and quantitative inputs Track the SDP progress quarterly Track supervisors growth plan

STAFF TRAINING MIS

Track employee training and retraining activities Improves efficiency of Training program

Kirkpatricks 4 level Evaluation Model

Training programs should be evaluated on four levels: 41

1. Reaction: What are the participants' feedback on the training? This is typically measured through a survey and usually covers such items as program methodology, group and individual exercises, quality of materials and media, facilitator capabilities, facilities, etc. 2. Learning evaluation: This is the process of collecting, analyzing and reporting information to assess how much the participants learned and applied in the learning environment. 3. Application to the job: This step assesses the degree to which the knowledge, skills and abilities taught in the classroom are being used on the job. 4. Evaluating the impact and ROI: This is the process of determining the impact of training on organizational productivity, improved customer satisfaction and the organization's strategic business plan. What is the change in business metrics attributable to training? What is the return on the training investment (typically calculated by dividing the net dollar value of the benefit by the costs of training)?

Level 1-Reaction

Measurement focus Trainees' 42

Questions addressed How well the trainees liked the

perceptions 2-Learning Knowledge/skills/ 3-Performance Perform at work

training? Did the participants learn anything?

Do they use new knowledge/skill at work? (Behaviour) e.g. Monthly Assessment, Training impact - OJT

4-Results

Impact on organization

What impact training has achieved for the organization? e.g. Customer Satisfaction, Service delivery

ATTRITION IN HDFC STANDARD LIFE DUE TO LACK OF TRAINING

Attrition an overview Attrition: A gradual, natural reduction in membership or personnel, as through retirement, resignation, or death.

43

One of the greatest strategies of War had been the strategy of attrition warfare, defined in military terms as a strategy of warfare that pursues victory through the cumulative destruction of the enemys material assets by superior firepower. Metrics like body counts and terrain captured measure the progress of battle. On the opposite end of the spectrum is maneuver warfare. All warfare involves both maneuver and attrition in some mix. The predominant style depends on a variety of factors such as the overall situation, the nature of the enemy and most importantly, on attackers capabilities. The silent firepower of attrition which causes no less harm to Human capital assets, as compared to the enemys material assets as in the definition above. APQC (American Productivity and Quality Centre) has made several recommendations to raise awareness of the problem of knowledge attrition, which include 1. Identifying a burning platform or issue related to knowledge loss 2. Looking for windows of opportunity through champions who are willing to try out knowledge retention approaches. AQPC has categorized three knowledge types that are under attack through attrition. This includes 1. Cultural knowledge This includes management practices, values, and respect for hierarchy, and decision flows. 2. Historical knowledge this includes the organizations journey from the day it was founded till the present 3. Functional knowledge this includes technical, operational, process and client information Thus from the attackers point of view, depending on which type of knowledge it needs form the competitor, the recruitment strategies are also sorted out accordingly. It is evident therefore, that attrition rate among junior employees (2-4 yrs) would be higher for the functional knowledge part associated with technical and operational processes. At higher levels, the attrition warfare would be more for gaining historical knowledge (Business portfolio changes down the years, etc) and cultural knowledge from the competitors.

44

From the organizations point of view, the counter strategy is to predict attrition zones which depend on the criticality or type of knowledge that is at important to the organization, and thereby evolve plans to counter loss of human assets from those positions. Once we realize this, the next step is to come out with concrete plans to prevent attrition, which can only be forecast using data and trends available. Some of the worlds best practice organizations have tried capturing data to predict attrition on the long run, and done that in different ways. Attrition and Knowledge Management Loss of Historical and Cultural knowledge From the attackers perspective, one of the parameters to measure effectiveness of corporate attrition warfare might be acceptance to offer ratios. But from the perspective of the organization that has to cope up with this ever-growing problem, the problems associated are larger. Attrition is a pain area in any organization that intends to have a knowledge management system in place. In a famous article1, attrition (through normal retirement or through resignations) has been discussed as one of the pain areas in the field of KM, because vacancy of a position might be easier to fill in through the proper people-sourcing approaches, but filling in the knowledge gap is not. This is particularly in context of a tough economy where the concept of all-size-fits-all is no longer working, and vacancy of a position by attrition is basically vacancy of a knowledge-base, and this vacancy in knowledge base cannot be filled in by any person. This is precisely what is referred to as tacit knowledge, which most organizations today are grappling to capture and retain. This closely pertains to what AQPC referred to as the Cultural and Historical knowledge, in addition to the Individual or Proprietary knowledge that goes off without being codified and migratory, and therefore is never assimilated in the organization as invisible knowledge. This can be exemplified better through the

45

typical knowledge-cycle of an organization as shown below, originally by Takeuchi and Nonaka.

TRAINING IMPACT FORM

S.NO PARAMETERS

Very helpful

Average

Not helpful

46

To what extent the training program is helpful to you? Yes No Is the training duration sufficient to get the required knowledge? Poor How do you rate the course content of the training program? How far your interpersonal skills have been improved after training? How far the training helped you to acquire knowledge? How do you feel the practical applicability of the training? Is the training program handled by the competent faculty? Is it very important to maintain team spirit with in your fellow employees? Whether training builds your confidence while facing customers? Whether training makes you to understand the importance of honesty, grooming, discipline, punctuality. Which of the following is important to the customer? a)Quality b)Product c)Service d)All the above Yes No Excellent Good Average

7 8

10

11

47

12

What do you feel the best aspect of the training offered here?

a)Technical skills b)Interpersonal skills c)Behavioral skills d)All the above Yes No

13 14 15

Whether training program is supportive to you? Did the training program meet your expectations? As a whole how would you rate the training program? Excellent Good Average Poor

INTERPRETATION

1. To what extent the training program is helpful to you? Table 7.1 Very helpful 30

Interpretation: All the employees who attended the training program had said that it is very helpful in their job. 2. Is the training duration sufficient to get the required knowledge? Table 7.2 Yes 30

48

Interpretation: Almost all the employees felt that the training duration was sufficient to get the required knowledge that is necessary for providing service 3. How do you rate the course content of the training program? Table 7.3 Excellent 10 Good 20

Interpretation: About 30% of the employees rated that the content of the training program is excellent and the remaining 70% felt that it was good. 4. How far your interpersonal skills have improved after training? Table 7.4 Excellent 14 Good 16

Interpretation: 68% of the employees said that their interpersonal skills have improved after training. 5. How far the training helped you to acquire knowledge? Table7.5

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Excellent 20 Good 10

Interpretation: 42% of the employees felt that the training program had helped them to acquire knowledge and made them improve excellently and 58% of them felt it was good.

6. How do you feel the practical applicability of the training? Table 7.6 Excellent 20 Good 10

Interpretation: About 46% of the employees felt that the practical applicability of the training is excellent and 54% felt that it was good. 7. Is the training program handled by the competent faculty? Almost all the employees who had attended the training program felt that the training program was handled by the competent faculty. 8. Is it very important to maintain team spirit with in your fellow employees? All the employees suggested that it is important to maintain team spirit with in their fellow employees. 9. Whether training builds your confidence while facing customers? Almost all the employees felt that their confidence while facing customers has been improved after training which help them to improve their morale.

50

10. Whether training makes you to understand the importance of honesty, grooming, discipline, punctuality? All the employees felt that training had greatly influenced on their improvement in personality and discipline.

11. Which of the following is important to the customer? Table 7.7 Quality Service Product 4 10 10

All the above 6

Interpretation: It was estimated that 46% gave the answer as service,12% said that it was product, 8% as quality and 34% said that it was the combination of all these. 12. What do you feel the best aspect of the training offered here? Table 7.8 Technical skills 2

Inter-personal skills 5 Behavioural skills 18 All the above 5

Interpretation: About 36% of the employees felt the aspect was the behavioural skills, 10% of them felt it was inter personal skills, 4 % as technical skills and the remaining 50% of them said it was the combination of all. 13. Whether training program is supportive to you?

51

Almost all the employees felt that the training program was helpful to them and is was supportive to them for their better performance.

14. Did the training program meet your expectations? All the employees felt the training program had met their expectations in various aspects which helped them to improve their service. 15. As a whole how would you rate the training program? Table 7.9 Excellent 20 Good 10

Interpretation: About 46% of the employees felt that the training program gave an excellent experience to them and 54% of them rated it very good.

ANALYSIS AND INTERPRETATION

Table indicating the employees gender Response No. of Respondents

52

Male Female Total FINDINGS:

20 10 30

From the above table it was found that 63.64% of the respondents are male and 36.36 % of the respondents are female. INFERENCE: It can be inferred that majority of the respondents are male.

CHART INDICATING THE EMPLOYEES GENDER

Percentage of Respondents

36.36 Male Female 63.64

CHART INDICATING EMPLOYEES EXPERIENCE

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Percentage of Respondents 35 30 25 20 15 10 5 0 Less than 6 months 6 months 1 year 1 year 3 years 3 years 5 years Above 5 years 17.45 18.18 9.47 24 30.9

FINDINGS:
From the above chart it was found that 30.9% of employees are having the experience of less than 6months.

INFERENCE:
It is inferred that most of the employees are having less experience.

CHART INDIACATING THE RESPONDENTS SALARY AT HDFC STANDARD LIFE

54

34.54 35 30 25 20 15 10 5 0 Percentage of Respondents 2.93 27.27 21.81 13.45 < than 100,000 100,000 200,000 200,000 300,000 300,000 400,000 > than 400,000

FINDINGS: From the above chart it was found that 35.54% of employees are getting high salary.

INFERENCE: It is inferred that most of the employees are paid with high salary.

CHART INDICATING THE REASONS FOR ATTRITION

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Percentage

Personal reasons

Relocation 34.19% Personal health Own business Family reasons Lack of recognition 13.09% Need better TL Shift timings Work pressure Higher studies 52.72% Domain shift Better prospects Higher salary 0.00% 1.09%

4.72% 15.63% 2.54% 11.27%

Organizational reasons

2.54% 5.45% 4% 8% 25.81% 5.81% 13.09% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00%

FINDINGS: The chart shows major of the employees in an insurance company leave the organization because of the work pressure and stress. INFERENCE: It is inferred that the work pressure makes the employee for leaving the organization.

Career Prospects

CHART INDICATING RESPONDENTS OPINION ON THE UNFAVORABLE FEATURES AT HDFC STANDARD LIFE

56

Percentage of Respondents Transport Shift timings Salary Problems in team No career growth Food facility Extended shift timings 0 5 10 15 4.72 19.27 20 25 30 7.66 19.27 12.72 10.18 26.18

FINGINGS:
From the above chart it was found that 26.18% of employees think salary was the unfavorable aspect.

INFERENCE:
It is inferred that salary is the unfavorable aspect in the employees perception.

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CHART INDICATING RESONDENTS OPINION ON HDFC STANDARD LIFE WORK CULTURE

Percentage of Respondents

15.27

2.18

25.1 Excellent Good Average Fair

57.45

FINDINGS:
From the above chart it was found that 25.1% of employees prefer the work culture.

INFERENCE:
It is inferred that most of the employees like the work culture of HDFC Standard Life.

CHART INDICATING THE OPINION OF THE EMPLOYEES ON THE ASSISTANCE PROVIDED BY HDFC STANDARD LIFE IN FULFILLIN THEIR CAREER GOALS

58

Percentage of Respondents

17% 40%

Agree Moderate Disagree

43%

FINDINGS: From the above chart it was found that 40% of employees agree that
career progression is available.

INFERENCE: It is inferred that most of the employees are aware of career

progression held in HDFC Standard Life.

OVERALL INTERPRETATION
The overall training and development program had a good impact on the employees to improve themselves, to get moulded up on their duties and responsibilities and to implement the best way of service to the organization and thus, enable the to organization in the competitive environment.

QUOATATION ABOUT TRAINING AND DEVELOPMENT

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"Organizations are crying out for professionalism and business etiquette training! If you're a trainer or consultant looking for a turnkey program that will give you instant business and a competitive edge...check this out!" Sarah Michel

"This workshop was a huge success in our organization. It was like a light went on inside of our employees, they really got it. I've noticed a big difference in their attitude but more importantly, our customers have noticed it too. Priceless." Mark Purdy President and CEO TRL Systems, Inc. "Awesome!!! I love it all! The facilitator guide gives all the detail needed to lead the workshop. It's great to have so much information on how to run all of the activities. Great job!" Peter Kay President, Innovations86 "As a business owner, I really appreciate a training program that motivates and inspires as well as provides practical, actionable information. This workshop does both very well, and at a great price too!" Janet Lofty Vice President Falcon Electric

LIMITATIONS OF THE STUDY

a. Temporal:

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The period of study is limited , hence only a sample of 30 employees of the total population were considered b. Area/Geographical: The study is limited to Do in Chennai alone. c. Conceptual: The data given by the employees are the basis for the analysis of their Training impact level, which may be influential. d. Analytical: Since the study was related to the perceptions of the employees, although the statistical analysis plays a major role. e. Procedural: In the study the method of data collection being questionnaire and personal interview, data is limited to the extent of data generation available through this method.

FINDINGS

All the employees who attended the training program had said that it is very helpful in their job.

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About 30% of the employees rated that the content of the training program is excellent and the remaining 70% felt that it was good.

68% of the employees said that their interpersonal skills have improved after training.

42% of the employees felt that the training program had helped them to acquire knowledge and made them improve excellently and 58% of them felt it was good.

About 46% of the employees felt that the practical applicability of the training is excellent and 54% felt that it was good.

Almost all the employees who had attended the training program felt that the training program was handled by the competent faculty.

All the employees suggested that it is important to maintain team spirit with in their fellow employees.

Almost all the employees felt that their confidence while facing customers has improved after training which help them to improve their morale.

All the employees felt that training had greatly influenced on their improvement in personality and discipline.

It was estimated that 46% gave the answer as service,12% said that it was product and 34% said that it was the combination of all these. 62

About 36% of the employees felt the aspect was the behavioural skills, and 50% of them said it was the combination of all.

Almost all the employees felt that the training program was helpful to them and is was supportive to them for their better performance.

All the employees felt the training program had met their expectations in various aspects which helped them to improve their service.

About 46% of the employees felt that the training program gave an excellent experience to them and 54% of them rated it very good.

SUGGESTIONS

Training and development plays a vital role in the organization for its development and to uplift its reputation. This enables to withstand in the competitive environment. This is because the training makes the employees know their responsibility and role in the organization and shape themselves according to the work environment. By this way the employee will learn the unknowns and implement his knowledge according to the needs.

The training had greater impact on employees as it had helped them to improve their skills and knowledge and their ability to cope up with unfavourable situations. Training had equipped them with personality development and behavioural aspects. In this way,

63

they perform their job well and take the organization to its peek, maintaining the goodwill of the organization.

Thus training and development had a good impact in delighting the customers as they train their newly hired employees in the way of serving customers effectively. This made the customers to move to HDFC Standard Life Insurance Ltd during each purchase.

CONCLUSION

Thus training is an investigation which is undertaken to determine the nature of performance, problems in order to establish the underlying causes and how these can be addressed by training. Training helps the organization, the individual and the human relations of the work group. According to Defenzo and Robbins both training and development are similar in learning methods but only their time frames differ.

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Training is more present day oriented. It focuses on individuals current jobs, enhancing these specific skills and abilities to immediately perform their jobs. On the other hand employee development generally focuses on future jobs in the organization and on the employee personal growth.

RECOMMENDATIONS

I would suggest the following recommendations to HDFC Standard Life Insurance Ltd:

Almost all the employees have the sense of pride in working with HDFC standard life Ltd still they feel that they need training based on practical implementation. Since operative level people are attending the training program, jargons can be avoided and what ever they need can be given in more understandable manner.

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A fair and transparent training program will increase the morale of the employees. The management can concentrate on the inadequate manpower supply in the existing branches to ensure that the customer service time is reduced. There need to be a separate team working on home delivery, so that the time and distance traveled can be optimized. Training the employees to have knowledge about the availability of insurance policies. The operations management team should build seamless communication with each branch to ensure that the policies are delivered on time to reduce the number of customers turned off.

BIBILIOGRAPHY

Article on Integrating errors in to the training process by Doerte Heimbeck Vol56 (June 2003) Review of literature from the Journal of Applied Psychology on training by.

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Article on Revenue cycle staff education from the journal from Asia Pacific Journal of Human Resources by Schnelle.L.P. Vol-24 Review on Training and its impact on original commitment among lodging employees from Journal of Hospitality and Tourism Research by Wesley.S.Roel., Skip Swerdlow . (May 1999)

Pg no. 463, Human resource management, Fifth edition, Raymond A Noe, John R Hollenbeck, Barry Gerhart, Patrick M Wright Pg no.232, Personnel and Human Resource Management by P.Subbarao, Himalaya publishing house

ANNEXURE

S.NO PARAMETERS 1 To what extent the training program is helpful to you?

Very helpful

Average

Not helpful

Yes 2 Is the training duration sufficient to get the required knowledge?

No

Poor 67

How do you rate the course content of the training program? How far your interpersonal skills have been improved after training? How far the training helped you to acquire knowledge? How do you feel the practical applicability of the training? Is the training program handled by the competent faculty? Is it very important to maintain team spirit with in your fellow employees? Whether training builds your confidence while facing customers? Whether training makes you to understand the importance of honesty, grooming, discipline, punctuality. Which of the following is important to the customer?

Excellent Good Average

Yes

No

7 8

10

11

a)Quality b)Product c)Service d)All the above

12

What do you feel the best aspect of the training offered here?

a)Technical skills b)Interpersonal skills c)Behavioral skills d)All the above Yes No

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13 14 15

Whether training program is supportive to you? Did the training program meet your expectations? As a whole how would you rate the training program? Excellent Good Average Poor

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