TRAINING AND DEVELOPMENT OF EMPLOYEE AT MARKFED

INTRODUCTION

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MARKFED

PUNJAB STATE COOPERATIVE SUPPLY AND MARKETING FEDERATION

LIMITED BETTER KNOWN AS MARKFED is all set to begin Future Trading
to help farmers to gain from the variation in the prices of their produce after the
procurement season is over, that is, when the cover of the minimum support price (MSP)
is withdrawn.

Marked began its operations in 1954 with 13 members and a share capital of
6,000 USD. Today, it has grown become the largest marketing co-operative in
Asia with an annual business turnover of over Rs. 19082 Crores with nearly 2,710
employees and 20 industrial units. At present about 3069 member societies (2903
PACS and 166 CMS.) Are its members. Markfed has emerged as a very solid and
stable organization committed to the service of the farmer community of the state
of Punjab. Marked has been awarded National Productivity Awards in various
fields like co-operative marketing activities, food processing, cattle feed
production etc., to name a few. Several innovative incentive schemes have been
introduced for the benefit of the farmers and the member co-operative societies.
Markfed has also in case of , accidental death or permanent disablement of its
farmer members.

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Markfed contributes to research & development through the Punjab Agricultural

University, Ludhiana (Punjab).It also sponsors the weather forecast on India`s National
TV channel telecast for the benefit of the farmers

Markfed has been regularly distributing its profils as divided to its members,
contributing to co-operative development and the common Good Fund. A fair amount is
also re-invested in the setting up of new projects, modernization and diversification of
existing plants. Markfed is also looking for collaboration, technical know- how, high-tech
processes, joint ventures, and domestic and export oriented units with buy back
arrangements in the international market in all associated fields of interest.

MARKFED has envisaged a role for itself to address this problem too. By effecting the
moment of 84 Lakh tones of food grain in 2003-04, which included an export component
worth Rs 1250 crores , the cooperative received the status of a Trade house within a
year. Simultaneously, it also announced the modernization of its first state of the art food
grain testing laboratory at also announced the modernization art food again testing
laboratory at Ropar, which would help local users and exporters.

By setting up a number of export oriented units to process Basmati rice, cotton, oilseeds,
vegetables and fruits, Markfed helps farmers by procuring their produce and then
organizing their export. Even the union government has recognized as Punjab`s noble
agency for the export of fruits, vegetables and food grain. Its vast range of products have
found market in the united Arab emirates (UAE) The US, Canada, Germany, Poland,
Hungary, The Czech republic. Slovakia, Afghanistan, Sudan, Yemen, The Philippines,
Vietnam and Ethiopia.

MARKFED has arranged for contract farming is Sarson ka Saag, Palak and Methi in the
areas adjoining its plant in JALANDHAR last year it contracted an additional 80 hectares
for the cultivation of Sarson ka Saag and Palak. Farmers reportedly received an extra Rs
10000 an acre for cultivating this additional crop, which was followed by their regular
cycle of wheat cultivation MARKFED has started supplying dehydrated Sarson ka Saag
and Palak to the army purchase organization for defense personnel posted at high
attitudes. The turnover of the Jalandher plant increased by 50% during 2003-04 and is
expected to have doubled by the end of the last fiscal, another major achievement of
MARKFED especially during the past fiscal , another major achievement of MARKFAD
especially during the past three years, has been the establishment of Agri export zones for
potatoes and basmati rice. it established a central infrastructure at the AEZ and introduced
technology for value addition and entered into a joint venture with the jalandhar potatoes
growers association for export of 2000 tons of potatoes.

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MARKFED Punjab is Asia`s largest marketing co-operative, it exists both because of and
for the farmers of this vibrant state. Their needs have shaped the purpose of MARKFED
and also its future.

Our bottom line is our people the farmers. Value, for us, is the improved quality of
life of life of millions of farmer of families of Punjab. They created history by
transforming the green fields into golden fields through the green revolution. With
our support, we feel, they will also transform india into the world`s leading agri-
business player. In this endeavor we will support them with our total might and
ensure that their future is brighter by of being a part of our multifarious activities.

Genesis:

Markfed is a federation of 3069 (2903 pacs and 166 cms ) member cooperation
societies ,directly representing the interests of over one million farmers.

Markfed `s success is the true reflection of the spirit and dynamism of the people it
represents the people of Punjab.

In the September of 1954, what began with 13 member, a share capital of Rs 54,000/-,
three employees and one bicycle has today become Asia`s largest marketing
cooperative, markfed.

Today, this organization employs more than 2700 persons, has a network of
manufacturing units, service centers & office crisscrossing Punjab and its operations
spread around the world.

The factors that have made this Rs.8700 crores giant a magnificent success is its
cooperative structure , enlightened management, progressive plans & policies, path-
breaking innovations, a highly dedicated workforce and supreme commitment to the
objectives of the cooperative markfed`s success is the true reflection of the spirit and
dynamism of the people it represents: the people of Punjab.

Benefits:

Markfed plays a pivotal role as a catalyst for integrated development & growth in the
rural areas of Punjab.

Markfed `s cooperative philosophy which involves development based on mutual

help , justice & equality ,service above profit, democratic set-up and shared
prosperity, makes it a true friend of Punjab `s farmers.

Markfed plays a pivotal role as a catalyst for integrated development & growth in the
rural areas of Punjab. It helps in stabilizing the market rates of farm produce , ensure

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 TRAINING AND DEVELOPMENT OF EMPLOYEE AT MARKFED

supply of quality goods, helps in generating employment and contributes

substantially towards earning foreign exchange.

In keeping with the latest and fast evolving trends, markfed has adopted the world`s
latest techniques like electronic data processing for online processing , analysis and
dissemination of information to the people who need it the most.

In spreading this vital information, markfed has joined hands with Punjab marketing
board since 1984 to sponsor a farmers information programme mera pind mere khet
(my land my fields)on television.

Markfeds contriombution to agriculture & industry has drawn applause from all
quarters and has borne fruits in many ways. It has received many national awards for
special achievement in the field of food processing and cooperative marketing.

Markfed `s cooperative philosophy which involves development based on mutal help,

justice & equality, service above profit, democratic set up and shared prosperity,
makes it a true friend of Punjab`s farmers. Employing this principle of brotherhood-,
markfed has emerged a significant contributor to various socio- economic
development programs.

Processing operation:

Markfed takes pride in having its own canneries, rice mills, ginning & processing
plants ,HDPE sacks plant, oil plant, sugar mill, R & D labs etc. though these state-of art
manufacturing facilities markfed products world-class products world class products.
Markfed canneries which have obtained certification for ISO 9001 and global HACCP
this year is planning for doubling the production in the year 2003-2004. This certification
by world recognized body ensures trust, confidence among overseas buyers who are very
conscious about inspections, safty and hygiene standards followed by the manufacturing
unit. Global HACCP would ensure complete documentation of the processes followed by
the plant to eliminate all risk factors.

The varied nature of markfed `s operations depend a great deal on its infrastructure.
Today it takes pride in its own oil plants, sugar mill, canneries, rice mills, and ginning &
processing plants. R&D labs etc. at this stateof-the-art manufacturing facilities. Markfed
produces world class products which have carved a niche for themselves in several
markets.

Canneries:

Markfed has set up canneries to produce heat & eat food products (especially curries),
recipes of which have been prepared by Mr. Jigs kalra, a chief of international repute. The
products include delicate like sarson ka saag, daal makhni, kadhi pakora , mutter paneer

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& much more, besides this it also produces jams, ketchups, honey etc. these products are
being sold all over india and are exported to many countries around the world.
Consultants from Delhi as approved by APEDA (agriculture production export
development authority) are being engaged for up-gradation and modernization of the
system. The upgradation would improve mechanization of cleaning, cutting, chopping,
and washing oerations. The packing and sterilization of retorting processes would also be
upgraded to the world level with more emphasis on automation to eliminate any human
error. Packing and stocking of the final product would be made in a further improved
environment through mechanical handling. The products for these plants are highly
cherished in the over-seas market. Markfed earlier was operating in Middle East and
some countries of Europe, USA and Canada. The markets are now expanding to areas of
Africa, Australia, newzealand, Fiji and Eastern Europe where markfed had ealier had
very low presence.

Cattlefeed Manufacturing:

Markfed manufactures cattle feed at its plant gidderbaha & kapurthala, which have a
combined annual production capacity of 63,000 tones. The animal feed manufactured
here is popular in Punjab, Haryana, HP, J&K, and Rajasthan & Delhi and is sold through
dealers & cooperative societies.

HDPE Sacks Plant:

The HDPE Sacks plant of markfed makes bags for cattle feed, tarpaulins, polythene
covers and HDPE bags for clients like IFFCO, KROBHCO & NFL for the packaging of
urea fertilizer.

In order to ensure the use of high quality packaging material, markfed set up a packaging

Test Laboratory at mohali in 1993.

Soil Testing Laboratories:

Markfed `s eight well-equipped soil testing Laboratories at Amritsar, Bathinda , Ropar,

Hoshiarpur, kapurthala, Sangrur, Malout , and a mobile lab manned by specialists with
an annual capacity to analyze 10,000 samples of soil & water, have been rendering free
service to farmers in obtaining best results from the use of chemical fertilizers since
1969.

Sugar Mill:

Markfed has set up a new sugar mill at malout at a total cost of Rs. 300 million. With a
production capacity of 1.750 TCD and spread over 50.4 acres of land. It provides direct

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employment about 300 persons. Markfed has also tied up with the Punjab agricultural
Univercity , Ludhiana, for the development of better verities of sugarcane.

Vanaspati And Refined Oils:

The oil mill at khanna produces vanaspati, bakery shortening and refined oils such has
cotton seed oil soya oil , mustard oil and vegetables oil with a total production capacity of
33,000 MT per annum . the kapurthala unit produced 33,000 MT of cattle feed, whereas
giddarbaha unit produced 15,000 MT of oil & rice bran and 30,000 MT of cattle feed .our
Kachi ghani sohna brand mustard oil has already reached the middle east &Canada and is
a highly sought after brand in the domestic market as well. MARKFED procures
mustard seed and sunflower to process them in its oil complexes at khanna, Kapurthala
and Giddarbaha.

Rice Processing:

Markfed is having ten rice mills in the state with a capacity of four tons per hour. Out of
these ten rice mills , one rice mill at Rajpura was established in year 1972-73, whereas
other three rice mill at Rajpura was established in the year 1972-73, whereas other three
rice mills at Machhiwara, Baghapurana and Nawanshar were commissioned in the year
1981-82. After having Successful running , markfed further purchased/installed
machinery for six rice mills at Goniana, giddarbaha, jaitu, chuslewar, N.pannuan and
Batala from Korea during the year 2001-02.

Presently the milling Capacity of these rice mills is approximately 1,20,000 tons per
annum.Besides custom milling of paddy , markfed modern rice mill at nawasahar is also
producating basmati rice which is known for its quality throughout the world and this unit
has been given ISO-9001:2000 and Global HSCCP.

Cotton Processing:

Markfed processes and trades in cotton, the world`s leading fable and an important cash
crop in Punjab, markfed sells cotton to the processing mills in india as well as exports
cotton bales. Markfed established its name as quality Supplier and is in cotton trade
since 1978.

Cottonseed Processing:

Markfed `s cottonseed processing plant at giddarbaha produces cottonseed oil for the
cooperative federation`s own vanaspati plant and by products like lint, de-oiled cake and
hulls for paper manufacturers and its own cattle feed plant.

INTERNATIONAL OPERATION:

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MARKFED has carved a distinct identity for itself by setting up a number of export-
oriented units to process agricultural produce like basmati rice, cotton, oil seeds,
vegetable, fruits,etc. markfed helps farmers by procuring their produce and organizing
exports. It has been declared as Punjab`s nodal agency for the export of fruits, vegetables
and food grains by the government of india.

A vast range of products from markfed have found markets in the UAE, UK,
US,CANADA, GERMANY, POLAND, HUNGARY, CZECHOSLOVAKIA,
AFGANISTAN etc. annually, markfed exported 2.25 million MTs of wheat till
30/09/2003 to UAK, Sudan, yemen,Philippines,Vietnam,Bangladesh, Indonesia,
korea, oman , sri lanka and Ethiopia through,the major food players of the world
like cargil, toepfer, allanasons, noble grain,Louis dreyfus dreyfus & kotak agri,
Tropical grains & feed, adani exports etc.

Sarson Ka Saag-A Delicacy On Foreign Shores:

About 1.5 million cans containing ready-to-eat sarson-ka-saag a Punjabi delicacy & other
Indian vegetables curries are exported to many regions which include the USA, Canada,
Europe, middle east and the south pacific. In addition to these, markfed deals in many
other ethnic food products.

Agri Export Zone For Potatoes:

Potato is considered as the third major cash crop and plays a pivotal role in crop
diversification. India is the fourth largest producer of potatoes in the world.markfed helps
farmers by procuring potatoes and organizing exports. The government of india has
sanctioned an agri-export zone for potatoes in Punjab. Being set up in collaboration with
APEDA, the zone will be established in Patiala with satellite centers in jalandher,
Ludhiana, batala and muktsar. The objective of the project is to provide remunerative
returns to the farmers and also to help farmers in producing quality which is at par with
intetnational market. Markfed has been declared the nodal agency for setting up this AEZ
(agri-export zone) to facilitate potato export from Punjab. The zone entails partnership of
farmers, processors, exporters,the state and the government agencies to coordinate for
end to end development of potatoes and its processed output from farm to consumers.

The project will be implemented in the phases costing Rs 10.41 crores and Rs. 100 crores
respectively.

Markfed, the nodal agency for the project would coordinate the efforts of various
organization like NHB,NFPI, APEDA, ICAR, MOA, Revenue department and the
various state government agencies like the department of agriculture and industries will
also act as the main link between central state agencies and the stake holders who are
farmers, exporters and processors.

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Markfed already started exports of potatoes to Middle East and Canada since july 2002
under the agri export zone for potatoes. Major customers include lulu hyper market which
owns the biggest chain of super markets in dubai and other gulf countries.

Potato Processing Unit:

Punjab markfed has signed a mou with Canadian manufacturing company Ltd.
Vancouver, Canada for setting up a joint venture to manufacture potato French fries /
potato flakes/ granules/ vodka. The cost of the project is approximate Rs. 70 crore.

The project will be put up in Patiala. The company will provide the technical
know- how to process potatoes grown in Punjab and will assist I marketing the project
both in domestic and international markets.

Potato Cultivation in Sri Lanka:

In a novel move, markfed has taken on lease a 1,000 acre farm in Sri Lanka, offered by
the Sri Lankan Government, for the cultivation of seed / tableware potatoes. The
federation has agreed to undertake this project to spread awareness about Punjab`s agro
products gain in reputation and, establish a market presence.

Agri Export Zone For Basmati Rice:

This AEZ will facilitate increased production of basmati rice accounting for almost 60%
of the world export. The AEZ will be set up in Punjab covering gurdaspur , Amritsar,
kapurthala, jalandher, hoshiarpur and nawanshahar areas. The main objectives of this
AEZ will be:

1) Providing remunerative returns to farmers on a sustained basis by improved

access to exports.
2) Interlinking the various constituents of the chain from farmers to consumer.
3) Establishing backward linkage with rice millers.
4) Standardization of agronomical practices.
5) Making quality seeds available.
6) Setting up of DNA based laboratory. The total project cost is estimated at Rs.
42.32 Crores.

Food Grain Storage And Handling:

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A MoU was signed by markfed with CMC Canada for providing various options/models
to handle food grains produced in the state of Punjab and to work out the logistics of
post- harvest handling of food grains. International satandard silo storage complexes are
envisaged to safeguard quality of food grains in bulk to the consuming areas.

CMC would be a partner in this joint venture pilot project to be set up in the state.
CMC would also transfer the technology for grains collection, storage, preservation and
transportation In bulk. The silo project with a capacity of 1 lakh MT`s would cost around
Rs. 50 crore. The joint venture partners from Canada would invest in the equity of the
project and will also help to market the food grains in the world market. The project is
assisted by Canada international development agency (CIDA).

Stock Points:

Markfed has been allowed to create stock points at the port towns of vishakhatnam,
kakinanda, Jamnagar, mundra and kandla by government of india. Markfed is the only
procurement agency of the state has been allowed to create infrasture for the storage of
good grains at these port towns. With the creation of these stocks which would increase
the exports of wheat. It will give assured delivery to the exporters without delays.
Markfed would maintain the central pool stocks up to 50,000 MTs at each port on
rotational basis and would thus be able to offer the same to the exporters without any lead
time.

PROJECTS:

Markfed is actively involved in the industrialization of Punjab and has embarked on an

ambitious expansion plan with a motive of value addition to agriculture produce for
export and domestic market.

State of Art Food Processing Unit:

*Proposes to enhance share of markfed in domestic and overseas markfed for ready to
eat, ready to cook, frozen and bottle-lines projects.*Proposes unit to be in public private
partnership model.

Marketing of Fresh Fruits & Vegetables:

*marketing of fresh fruit & vegetables to be undertaken in an organized manner. *TO

help marginal, small and medium farmers to sell their produce at better remuneration.
*Public private partnership and cash.

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6TPH STATE OF ART BASMATI RICE PROCESSING UNIT:

*Plans to establish rice mills with shelling capacity of 6 Ton/ Hr. at Rajpura *Aims to
integrate back-end net-work of paddy growers.*process their produce with latest
technology and market it in Domestic & overseas market.

INTEGRATED COLD STORE CUM PACK HOUSE:

LOCATION: DHANDARI KALAN; DISTRICT: LUDHIANA DESCRIPTION: markfed

has undertaken to set up an integrated cold store cum pack house for fruits and vegetables
at village dhandari kalan, distt. Ludhiana, which includes following 1.Pre-cooling unit
1No3MT 2. Washing, sorting&grading line for potate10 MT/per hour 3. Shrink
Wrap Unit 1-2.5MT/per hour 4.cold stores 2NosX 1000 MTs; 1No CACS STORE
100 MT; 5 NosX100MT400 MT; total 2500MT.

Worldwide Network:

Markfed has grown out of its regional character and emerged as a distinct export entity.
Due to the commendable job in the field of exports, markfed has been accorded the status
of an exports house by the government of india.

Branded Products:

Markfed `s sohna Basmati Rice exports have continually increased to the UAE, Australia,
USA and Hong kong over the past few years. The Exotic sohna sarson ka saag is very
popular in UAE, USA, UK, CANADA, AUSTRALIA, PHILIPPINES, and MAURITIUS
AND SINGAPORE. Various products of the sohna ethnic foods variety are in perpetual
demand in countries like the UAE, USA and Australia just to name a few. Markfed is
nodal agency for exports of fruits and vegetables and also organizes food festivals in the
USA, UK, Canada and Dubai on a regular basis to promote its products.

UNBRANDED PRODUCTS:

MARKFED was declared canalizing agency for export in the month 2001 at par with
STC, MMTC, AND PEC.

Markfed started export of wheat in the month of april 2001 and has emerged as one of the
leading exporters of wheat in india.

Markfed exports to Indonesia, UAE, Vietnam, Philippines,Bangladesh, Sri Lanka,

Yemen, Sudan, South Korea, Oman etc. The major clients for wheat exports are:-

1. Cargill international, Geneva.

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2. Cargill international, Singapore.

3. Emirates grain products company LLC, UAE.
4. Toepfer international limited, Singapora.
5. Noble Grain PTE Limited, Singapore.
6. LMJ international.
7. SARA international limited.
8. Louis Dreyfus Asia PTE Limited, Singapore.

Markfed is Asia`s largest marketing federation limited-

Business turnover of marketing is Rs. 18025 Crores, (2009-10).

Markfed is federation of 3069 member societies, (2903 PACS & 166 CMS).
It is India`s largest cooperative with an annual turnover of Rs. 4850 Crores.
Markfed begin its operations in 1954 with 13 members and a share capital of 600
USD. Today it has grown to become the largest marketing cooperative Asia with
annual business turnover of over 1.1 billion USD with nearly 4000 employees and
12 industrial units.
Markfed has been awarded national productivity awards in various fields like
cooperative marketing activities, food processing, and cattle feed production etc.
Markfed is also looking for collaboration, technical know-how, high tech
processes, joint ventures, domestic and export oriented units with buy-back
arrangements in the field of interest.
Markfed contributes to research and development through the PUNJAB
AGRICULTURE UNIVERSITY, LUDHIANA (PUNJAB). IT also sponsors the
weather forcast on india`s national TV channel telecast for the benefit of the
farmers.
Markfed has been regularly distributing its profits dividends to its members,
contributing to cooperative development and the common food fund. A fair
amount is also reinvested in the setting up of new projects, modernization and
diversification of existing plants.

Markfed
PUNJAB
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MOTTO OF MARKFED

MARKFED is not just an agriculture products procurement agency; it walks on the

live policy of national development and provides new opportunities that lead to
higher quality and remunerative price. Markfed, which always share its knowledge,
resource and service to keep in building the country, we now call it: MARKFED
HOUSE. The cooperative philosophy, principle of brotherhood, help to farmers,
latest modern know how, research and development have given wide acclaim to
markfed.

MARKFED COTTONSEED

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PROCESSING PLANT

GIDDERBAHA

GIDDERBAHA PLANT AT A GLANCE

Markfed Cottonseed Processing Plant established in 1974.

Subsequently a Oil refinery, Solvent Extraction Plant, Cotton

Factory, Rice Mill and Cattlefeed Plant were set up

Oil Refinery, Solvent Extraction plant and Cottonseed Processing

Unit were dismantled in 2006-07.

Markfed Rice Mill is now close and under the purview of District
Office, Muktsar.

Capacity of cattlefeed plant increased from 100 TPD to 150 TPD in

2010.

Number of products manufactured : 2

Regular staff : 49

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Markfed supplies
Cattlefeed through:
- Markfed Branch Offices
- Co-operative Marketing
Societies
- Primary Agricultural
Cooperative Societies
- Dealers
- Institutions: Rajasthan
KVSS & GSSS
Haryana Milk Union

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Training and development

Employee training tries to improve skills, or add to the existing level of

knowledge so that Employee is better equipped to do his present job, or to prepare
him for a higher position with increased responsibilities. However individual
growth is not and ends in itself. Organizational growth need to be measured along
with individual growth. Training refers to the teaching /learning activities done for
the primary purpose of helping members of an organization to acquire and apply
the knowledge skills, abilities and attitude needed by that organization to acquire
and apply the same. Broadly speaking training is the act of increasing the
knowledge and skill of an employee for doing a particular job.

The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to
that, there are four other objectives: Individual, organizational, functional, and
societal Individual objectives help employees in achieving their personal goals,
which in turn, enhances the individual contribution to an organization.
Organizational objectives- assist the organization with its primary objective by
bringing individual effectiveness.

Functional objectives - maintain the departments contribution at a level suitable

to the organizations needs.

Societal objectives- ensure that an organization is ethically and socially

responsible to the needs and challenges of the society.

Training objective is one of the most important parts of training program. While
some people think of training objective as a waste of valuable time. The
counterargument here is that resources are always limited and the training
objectives actually lead the design of training. It provides the clear guidelines and
develops the training program in less time because objectives focus specifically
on needs. It helps in adhering to a plan.

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OBJECTIVE OF TRAINING AND DEVELOPMENT

The principal objective of training and development division is to make sure the
availability of a skilled and willing work force to an organizational. In addition to that,
there are four other objectives: Individual, Organizational, Functional, and Societal.

Individual objectives: Helps employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.

Organizational objectives: Assist the organization with its primary objective by bringing
individual effectiveness.

Functional objectives: Maintain the department's contribution at a level suitable to the

organization's need.

Societal objectives: Ensure that an organization is ethically and socially responsible to

the need and challenges of the society.

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Training and development is methods

There are several T&D methods available. The use of a particular

method depends which method acco mplishes the training needs and
objectives. Training methods can be classified into two categories:

M ethods of
Training and
developm ent

on off
the the
job job

I. On-the-Job Methods

This refers to the methods of training in which a person learns a job by

actually doing/performing it. A person works on a job and learns and develops
expertise at the same time.

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1. Understudy

In this the employee is trained by his or her supervisor. The trainee is

attached with his or her senior and called understudy or assistant. For
example, a future manager might spend few months as assistant to the present
manager.

2. Job rotation

This refers to shifting/movement of an employee from one job to another

on regular intervals.

3. Special projects

The trainees' may ask to work on special projects related with departmental
objectives. By this, the trainees will acquire the knowledge of the assigned
work and also learn how to work with others.

4. Experience

It refers to learning by doing. This is one of the oldest methods of on-the-job

training. Although this is very effective method but it also very time-
consuming and wasteful. Thus it should be followed by other training methods.

5. Committee assignment

In this, the trainees become members of a committee. The c o m m i t t e e i s

a s s i g n e d a p r o b l e m t o d i s c u s s a n d m a k e recommendations.

6. Coaching

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In this, the supervisor or the superior acts as a guide and instructor of the
trainee. This involves extensive demonstration and continuous critical evaluation
and correction.

II. Off-the-Job Methods

These methods require trainees to leave their workplace and concentrate their entire time
towards the training objectives. These days off-the-job training methods have become
popular due to limitations of the on-the-job training methods such as facilities and
environment, lack of group discussion and full participation among the trainees from
different disciplines, etc. In the off-thejob methods, the development of trainees is the
primary task rest everything is secondary. Following are the main off-the-job training
methods:

1. Special courses and lectures

These are the most traditional and even famous today, method of developing personnel.
Special courses and lectures are either designed by the company itself or by the
management/professional schools. Companies then sponsor their trainees to attend these
courses or lectures. These are the quick and most simple ways to provide knowledge to a
large group of trainees.

2. Conferences and seminars

In this, the participants are required to pool their thoughts, ideas, viewpoints, suggestions
and recommendations. By attending conferences and seminars, trainees try to look at a
problem from different angles as the participants are normally from different fields and
sectors.

3. Selected reading

This is the self-improvement training technique. The persons acquire knowledge and
awareness by reading various trade journals and magazines. Most of the companies have

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their own libraries. The employees become the members of the professional associations
to keep abreast of latest developments in their respective fields.

4. Case study method

This technique was developed by Harvard Business School, U.S.A. It is used as a

supplement to lecture method. A case is a written record of a real business
situation/problem faced by a company. The case is provided to the trainees for discussion
and analysis. Identification and diagnose of the problem is the aim in case study method.
Alternate courses of action are suggested from participants.

5. Programmed instruction/learning

This is step-by-step self-learning method where the medium may be a textbook, computer
or the internet. This is a systematic method for teaching job skills involving presenting
questions or facts, allowing the person to respond and giving the learner immediate
feedback on the accuracy of his or her answers."

6. Brainstorming

This is creativity-training technique, it helps people to solve problems in a new and

different way. In this technique, the trainees are given the opportunity to generate ideas
openly and without any fear of judgement. Criticism of any idea is not allowed so as to
reduce inhibiting forces. Once a lot of ideas are generated then they are evaluated for
their cost and feasibility.

7. Role-playing

In this method, the trainees are assigned a role, which they have to play in an artificially
created situation. For example, a trainee is asked to play the role of a trade union leader
and another trainee is required to perform the role of a HR manager. This technique
results in better understanding of each other's situation by putting foot in other's shoes.

8. Vestibule schools

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Large organisations frequently provide what are described as vestibule schools a

preliminary to actual shop experience. As far as possible, shop conditions are duplicated,
but instruction, not output is major objective." A vestibule school is operated as a
specialised endeavor by the personnel department. This training is required when the
amount of training that has to be done exceeds the capacity of the line supervisor; a
portion of training is evolved from the line and assigned to staff through a vestibule
school." The advantage of a vestibule school is specialisation.

9. Apprenticeship training

This training approach began in the Middle Ages when those who wanted to learn trade
skill bound themselves to a master craftsman and worked under his guidance.
Apprenticeship training is a structured process by which people become skilled workers
through a combination of classroom instruction and on-the-job training.

10. In-basket exercise

In this technique, the trainees are provided background information on a simulated firm
and its products, and key personnel. After this, the trainees are provided with in-basket of
memos, letters, reports, requests and other documents related with the firm. The trainee
must make sense out of this mass of paperwork and prepare memos, make notes and
delegate tasks within a limited time period."

11. Business games

Business games involve teams of trainees. The teams discuss and analyse the problem
and arrive at decisions. Generally, issues related with inventories, sales, R&D, production
process, etc. are taken up for consideration.

12. Behaviour modeling

This is structured approach to teach specific supervisory skill. This is based on the social
learning theory in which the trainee is provided with a specific model of behaviour and is
informed in advance of the consequences of engaging in that type of behaviour.

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13. Sensitivity (T-group) training

In this type of training, a small group of trainees consisting of 10 to 12 persons is formed

which meets in an unstructured situation. There is no set agenda or schedule or plan. The
main objectives are more openness with each other, increased listening skills, trust,
support, tolerance and concern for others. The trainers serve a catalytic role. The group
meets in isolation without any formal agenda. There is great focus on inter-personal
behaviour. And, the trainer provides honest but supportive feedback to members on how
they interacted with one another.

14. Multiple management

This technique of training was first introduced by McCormick, President of McCormick

& co. of Baltimore in 1932. He gave the idea of establishing a junior board of directors.
Authority is given to the junior board members to discuss any problem that could be
discuss in senior board and give recommendations to the senior board. Innovative and
productive ideas became available for senior board.

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Process of Training and development

1) Assess Training Needs: The first step in developing a training program is to identify
and assess needs. Employee training needs may already be established in the
organizations strategic, human resources or individual development plans. If youre
building the training program from scratch (without predetermined objectives) youll
need to conduct training needs assessments.

2) Set Organizational Training Objectives: The training needs assessments

(organizational, task & individual) will identify any gaps in your current training
initiatives and employee skill sets. These gaps should be analyzed and prioritized and
turned into the organizations training objectives. The ultimate goal is to bridge the gap
between current and desired performance through the development of a training program.
At the employee level, the training should match the areas of improvement discovered
through 360 degree evaluations.

3) Create Training Action Plan: The next step is to create a comprehensive action plan
that includes learning theories, instructional design, content, materials and any other
training elements. Resources and training delivery methods should also be detailed.
While developing the program, the level of training and participants learning styles need
to also be considered. Many companies pilot their initiatives and gather feedback to make
adjustments before launching the program company-wide.

4) Implement Training Initiatives: The implementation phase is where the training

program comes to life. Organizations need to decide whether training will be delivered

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in-house or externally coordinated. Program implementation includes the scheduling of

training activities and organization of any related resources (facilities, equipment, etc.).
The training program is then officially launched, promoted and conducted. During
training, participant progress should be monitored to ensure that the program is effective.

5) Evaluate & Revise Training: As mentioned in the last segment, the training program
should be continually monitored. At the end, the entire program should be evaluated to
determine if it was successful and met training objectives. Feedback should be obtained
from all stakeholders to determine program and instructor effectiveness and also
knowledge or skill acquisition. Analyzing this feedback will allow the organization to
identify any weaknesses in the program. At this point, the training program or action plan
can be revised if objectives or expectations are not being met.

1.Assess
training
needs

5. Evaluate and 2.set organisation

revise training training objective

4.im plem ent 3. create

training training action
initiatives plan

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Importance of training and development

Training is a one of the most important parts of training program. While some people
think of training objective as a vaste of valuable time. The counterargument here is that
resources are always limited and training objectives actually ead the design of training. It
provides clear guidelines and develop the training program in less time because
objectives focus specifically on need. It helps in adhering to a plan. Training objectives
tell the trainee that what is expected out of him at the end of the training program.
Training program are of great significance from a number of stakeholder prepectives.

1. Trainer

2. Trainee

3. Designer

4. Evaluator

Trainer- The training objectives is also benifical to trainer because it helps the trainer to
measures the program of trainees and make the required adjustment. Also, trainer comes
in a position to establish a realtionship between objectives and particular segments of
training.

Trainee-The training objective is benifical to the trainee because it helps in reducing the
anxiety of the trainee up to some extent. Not knowing anything or going to a place which
is unknown creates anxiety that can negatively affect learning. Therefore, it is important
to keep the participent aware of the happenings< rather then keeping it surprise.

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Secondly, it helps in increase in concentration, which is the crucial facter to make the
training succesful. The objectives create an image of the training program in trainee's
mind that actuallyhelps in gaining attention. Thirdly, if goals set to be challenging and
motivating, then the likehood of achieving those goals in much higher then the sitaution
in which no goal is set. Therefore, training objectives helps in increasing the probability
that the participent will be succesful training.

Designer- The traning objectives is beneficial to the training designer because if the
designer is aware what is to be achieved in the end then he'll buy the training package
according to that only. The training designer would then look for the training methods,
training equipments, and training content accordingly to achieve those objectives.

Furthermore, planning always helps in dealing effectively in an unexpected situation.

Evaluator- It becomes easy for the training evalutor to measure the progress of the
trainees because the objectives define the expected performance of trainees. Training
objectives is an important to tool to judge the performance of participants.

TRAINING AND HUMAN RESOURCE MANAGEMENT

The HR functioning is changing with time and with this change, the relationship between
the training function and other management activity is also changing. The training and
development activities are now equally important with that of other HR functions. Gone
are the days, when training was considered to be futile, waste of time, resources, and
money. Now-a-days, training is an investment because the departments such as,
marketing& sales, HR, production, finance etc depends on training for its survival. If
training is not considered as a priority or not seen as a vital part in the organization, then
it is difficult to accept that such a company has effectively carried out HRM. Training
actually provides the opportunity to raise the profile development activities in the
organization.

To increase the commitment level of employees and the growth in quality movement
(concepts of HRM), senior management team is now increasing the role of training. Such
concept of HRM requires carefully planning as well as greater emphasis on employee

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development and long term education. Training is now the important tool of HRM to
control the attrition rate because it helps in motivating employees, achieving their
professional and personal goals.

Role of HRD professionals in training

. This is the era of cut-throat competition and with this changing scenario of business; the
role of HR professionals in training has been widened. HR role now is:

Active involvement in employee education.

1. The rewards for improvement in performance.
2. Rewards to be associated with self esteem and self worth.
3. Providing pre- employment market oriented skill development education and post
employment support for advanced education and training

MODELS OF TRAINING
Training is a sub-system of the organizational because the departments such as,
marketing& sales, HR, production, finance, etc depends on training for its survival.
Training is a transforming process that requires some input and in turn it produces output
in the form of knowledge, skills, and attitudes (KSAs).

THE TRAINING SYSTEM

A system is combination of things or part that must work together to perform a particular
function. An organization is a system and is a sub -system of the organization. The
system approach views training as a sub- system of an organizational.

System approach can be used to examine board issues like objectives, functions and aim.
It establishes a logical relationship between the sequential stages in the process of
training need analysis (TNA), formulating, delivering, and evaluating. There are 4

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necessary inputs i.e. technology, man material, time required in every system to produce
product and services. And every system must have some output from these inputs in order
to survive.

The output can be tangible or intangible depending upon the organizations requirement.
A system approach to training is planned creation of training program. This approach
uses step-by-step procedure to solve the problem. Under systematic approach, training is
undertaken on planned basis. Out of his planned effort, one such basic model of five steps
is system model that is explained below.

Organization are working in open environment i.e. there are some internal and external
forces, that poses threat and opportunity, therefore, trainers need to be aware of these
forces which may impact on the content, form and conduct of the training efforts .

The internal forces are the various demand of the organization for a better learning
environment; need to be up to date with the latest technologies..

The three model of training are:

1. System model

2. Instructional system Development model

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Objectives of the study

The broad objective of the study of training policies in Think next is to study the
impact of training on the overall skill development of workers. The specific
objectives of the study are:

1. To examine the training and development program in Markfed.

2. To study the perception of employees regarding training and development

programmes.

3. Updating employee skills.

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Review of literature

Training is an important component of most capacity development in initiatives targeting

the public sector as well as the community level. However not all training interventions
lead to the desired changes. This review of literature explores the different stages of the
training process and synthesis research findings in order to broaden understanding of
what constitutes good training practices.

For Horton Alexakietal. (2003:158) organizational capacities refer to an organizations

potential to perform; to its ability to define and realize goals effectively, efficiently, and in
a relevant and sustainable manner. Thus, organizational capacity development is the
process by which an organization increases its ability to formulate and achieve relevant
objectives. They identify to types of capacities which deserve to be strengthened:
operational (needed to carry out day-to-day activities) and adaptive (learn and change in
response to changing circumstances).

Capacity development must be purpose-fit to the needs and circumstances of the specific
organization. It cannot be down according to blueprints imported from elsewhere because
capacity development involves much more than awareness of technical subjects and
general organizational principles, it needs to be imbedded in the context where it takes
place(UNDP,2006).Development organizations generally recognize that capacity
involves three levels: individual, organizational and the enabling environment (Missika,
2006, UNDP, 2006b, DFID,2002). These levels are interdependent. Therefore, training
aimed at developing organizational capacity must also take into consideration the
characteristics of the individuals targeted by training activities as well as the enabling
environment in which they function.

For Phillips (1983), it is essential to consider the sheer volume and complexity of the
learning task when deciding the type of training (on-site, classroom or distance) that well
be provided.

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Research Methodology

Research in common parlance refers to a search for knowledge. One can also define
research as a scientific and systematic search for pertinent information on a specific
topic. The word research has been derived French word Researcher means to search.

FRENCIES RUMMER defined Research: It is a careful inquiry or examination to

discover new information or relationship and to expand or verify existing knowledge.

Research is the solution of the problem, whether created or already generated. When
research is done, some new outcome, so that the problem (created or generated) to be
solved.

RESEARCH DESIGN:

Research design is the conceptual structure within which research is conducted. It

constitutes the blueprint for collection, measurement and analysis of data. The design
will be used for carrying out this research is EXPLORATORY, DESCRIPTIVE AND
DIAGNOSTIC.

DATA TYPE: In this research the type of data collection will be

Primary data

Secondary data

DATA SOURCE: The sources of collection of secondary data will be:

Questionnaire

Books

Websites

Magazine

Brochure

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SAMPLING PLAN:

It is difficult to collect information from every member of a population. As time and

costs are the major limitation that the researcher faces. A sample of was taken, the
sample size of 35 employees will be selected on the basis of convenient sampling
technique. The individual will be selected in the random manner to form sample and
data will be collected from them for the research study.

SAMPLE UNIT: 100 Employees

SAMPLE SIZE: 100

Markfed Gidderbaha

ANALYSIS AND INTERPRETATION:

Data collection through questionnaire and personal interview will be resulted in

availability of the desired information but these were useless until there were
analyzed. Various steps required for this purpose will be editing, coding, tabulating.
Tabulating refers to bringing together similar data and compiling them in an accurate
and meaningful manner. The data will be collected by questionnaire was analyzed,
interpreted with the help of table, pie chart.

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DATA INTERPRETATION AND ANALYSIS

1) Does your organization consider training as a part of organizational strategy?

Table no:-1

Options No of respondent Percentage

Strongly agree 25 25%%

Agree 27 27%%

Neutral 30 30%%

Disagree 12 12%%

Very disagree 6 6%

Total 100 100

GRAPH No:-1

Column1

stronly agree
6% agree
12% 25%
neutral
disagree
30% very disagree
27%
6

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Interpretation: 25% employees strongly agree, 27%agree, 30%neutral, 12% disagree

and 6% very disagree

2) How many training programmed you attend in a year?

Table No: 2

Options No of Respondent Percentage

1-2 76 76%
3-4 19 19%

More than 5 5 5%

Total 100 100

Column1
5%
19% 1-2 training
2-3training
more than5
76%

Interpretation: 76% employee say 1-2, 19% say 2-3 and 5%say more than5

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3) To whom is the training given to more in your organization?

TABLE NO.3

Options No of respondent Percentage

Senior staff 10 10%

Junior staff 28 28%

New staff 30 30%

Based on requirement 12 12%

All of above 20 20%

Total 100 100%

GRAPH NO.3

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 TRAINING AND DEVELOPMENT OF EMPLOYEE AT MARKFED

Column1

senior staff
20% 10%
new staff
29% based on requirement
junior staff
29%
all of above
12%

Intetpretation: 10% say senior staff, 30%say new staff, 12%say based on
requirement, 30%say junior staff, 20% say all of above

4) What type of training is being imported for new recruitments in your

organization?

TABLE NO: 4

Options No of respondent Percentage

Technical training 25 25%

Management training 30 30%

Presentation skill 15 15%

Specified training 12 12%

Leadership training 8 8%

Formal meeting procedure 10 10%

Total 100 100%

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Group 4

Column1
technical training
10% management training
8% 25%
presentation skill
12% specified skill

15% leadership training

30%
formal meeting

Interpretation: 25%say technical skills, 30%management skills, 15%say presentation

skills, 12%say specified training, 8%say leadership training,10%say formal meeting
procedure

5) How well is the training facility is organized?

TABLE NO .5

Options No of respondent Percentage

Excellent 23 23%

Good 19 19%

Average 33 33%

Bad 17 17%

Very bad 8 8%

Total 100 100%

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GRAPH NO: 5

Column1

8%
23% excellent
17% good
average
19% bad
very bad
33%

Interpretation: 30% employees say excellent, 19%say good, 33%say average, 17% say
bad,8%say very bad

6) The training session conducted in your organization is useful?

TABLE NO: 6

Options No of respondent Percentage

Strongly agree 37 37%

Agree 18 18%

Neutral 20 20%

Disagree 15 15%

Very disagree 10 10%

Total 100 100%

GRAPH NO: 6

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Column1

10%
strongly agree
15% 37% agree
neutral
disagree
20%
very disagree
18%

Interpretation: 33% employees are strongly agree,18% agree, 20% neutral,15%

disagree, 10% very disagree

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7) Is enough practice given to you during training session?

TABLE NO.7

Options No of respondent Percentage

Strongly agree 20 20%

Agree 35 35%

Neutral 30 30%

Disagree 9 9%

Very disagree 6 6%

Total 100 100%

GRAPH NO.7

Column1

6%
9% 20% strongly agree
agree
neutral
30% disagree
35% very disagree

Interpretation: 20% employee strongly agree, 35% agree, 30% neutral,9%

disagree,6% very disagree

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8) What are the important barriers to training and development in your

organization?

TABLE NO: 8

Options No of respondent Percentage

Time 30 30%

Money 20 20%

Lack of interest by staff 25 25%

Non availability of skilled 25 25%

trainer

Total 100 100

Group 8

Column1
time
money
25% 30% lack of interest by
staff
25% non availbility of
20%
skilled trainer

Interpretation: 30% say time, 20% say money, 25% say lack of interest by staff,
25%non availability by staff

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9) Employees are given appraisal in order to motivate them to attend the training.
Do you agree with this statement?

TABLE NO: 9

Options No of respondent Percentage

Strongly agree 20 20%

Agree 25 25%

Neutral 30 30%

Disagree 13 13%

Very disagree 12 12%

Total 100 100%

Group no:9

Column1

12% strongly agree

20%
13% agree
neutral
25% disagree
30% very disagree

Interpretation: 20% employees strongly, 25% agree, 30% neutral,13% disagree, 12%
very disagree

10) What training and development do you need to make your career aspirations
come true?

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TABLE NO: 10

Options No of respondent Percentage

Leadership training 22 22%

Specified training 28 28%

Formal meeting procedures 32 32%

Management training 18 18%

Total 100 100%

GRAPH NO: 10

Column1

18% 22% leadership training

specified training
formal meeting
32% 28% management training

Interpretation: 22% say leadership training, 28% say specified training, 32% say formal
meeting, 18% say management training

11) What are the skills that the trainer should process to make the training
effective?

TABLE NO: 11

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 TRAINING AND DEVELOPMENT OF EMPLOYEE AT MARKFED

Options No of respondent Percentage

Should possess only technical skills 20 20%

People skills 30 30%

Generalist & specialist 30 30%

Soft skills 20 20%

Total 100 100%

GRAPH NO: 11

Column1

20% 20% technical skills

people skills
generalist
30% 30% soft skills

Interpretation: 20% say technical skill,30% say people skill, 30% say generalist and
20% say soft skills

12) Is the time duration given for the training period adequate?

TABLE NO.12

Options No of respondent Percentage

Very satisfied 23 23%

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satisfied 27 27%

neutral 20 20%

dissatisfied 17 17%

Very dissatisfied 13 13%

Total 100 100%

GRAPH NO: 12

Column1

13% very satisfied

23%
satisfied
17%
neutral
dissatisfied
27% very dissatisfied
20%

Interpretation: 23% very satisfied, 27% satisfied, 20% neutral, 17% dissatisfied, 13%
very dissatisfied

13) Have you ever come across any problem during the training session conducted
in your organization?

TABLE NO: 13

Options No of respondent Percentage

Yes 25 25%

NO 75 75%

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Total 100 100%

GRAPH NO: 13

Column1

25%
yes
no

75%

Interpretation: 25% say yes and 75% say no

14) What are general complaints about the training session?

Table no: 14
Option No of respondent Percentage
Take away precious 20 20%
time of employee
Too many gap between 15 15%
sessions
Training sessions are 10 10%
unplanned

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Boring 20 20%
Not useful 20 20%
Not enough material 15 15%
provided
total 100 100%
.Graph no-14

Column1

take away precious too many gap between

time of employee session
training session are boring
24% 24% unplanned
24% 18% not useful not enough material
12%
provided

Interpretation: 20% say take away precious time of employee, 15% too many gap
between sessions, 10% say tr4aining session are unplainned, 20% say boring, 20% say
not useful

15) Reasons for shortage of skilled manpower at workplace-

Table no-15

option No of respondent percentage

Lack of planning 20 20%
Lack of support from 30 30%
senior staff
Lack of proper guidance 15 15%
training 35 35%
total 100 100%

Graphno-1

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 TRAINING AND DEVELOPMENT OF EMPLOYEE AT MARKFED

Column1

lack of plaining
20%
35% lack of support from
senior staff
lack of proper guidence
30%
training
15%

Interpretation: 20% say lack of planning, 30% say lack of senior staff, 15% say lack of
guidance, 35% say training.

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Finding

1. Markfed has a well defined organization structure.

2. There is a harmonious relationship is exist in the organization between

employees and management.

3. The employees are really motivated by the management. The employees are satisfied with
the present incentive plan of the company.

4. Most of the workers agreed that the company is eager in recognizing and
acknowledging theirwork.
5. The study reveals that there is a good relationship exists among employees.

6. Majority of the employees agreed that there job security to their present job.

7. The company is providing good safety measures for ensuring the employees safety.

8. The incentives and other benefits will influence the performance of the employees.

1. Training programmes helps the employees to improve their skills and knowledge

Conclusion

The study concludes that, the training and development procedure in MARKFED is highly
effective. The study on training and development highlighted so many factors which will help to
motivate the employees to take part in the training and development programmes. The study was

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conducted among 100 employees and collected information through structured questionnaire.
The study helped to findings which were related to training and development programs which are
provided in the organization.

The performance appraisal activities really play a major role in motivating the employees of the
organization. It is a major factor that makes an employee feels good in his work and results in his
satisfaction too. The organization can still concentrate on specific areas which are evolved from
this study in order to make the training and developments programs more effective. Only if the
employees are properly trained - they work well and only if they work well the organization is
going to benefit out it. Steps should be taken to improve the training and development programs
procedure in the future. The suggestions of this report may help in this direction.

Limitations of the study

The data was collected through questionnaire. The responds from the respondents may not be
accurate.

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The sample taken for the study was only 100 and the results drawn may not be accurate.
Since the organization has strict control, it acts as another barrier for getting data.
Another difficulty was very limited time-span of the project.
Lack of experience of Researcher.

Recommendation

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 TRAINING AND DEVELOPMENT OF EMPLOYEE AT MARKFED

Training policy enumerated above has been formulated keeping in perspective the goal of
establishing the training organizational of Markfed as a system driven organization rather people
driven organization. While it is important to have such a structure and practices that enables
Markfed to become learning organizational but at the same time it is equally important that such
structure must be in place for the entire organization of Markfed

Suggestions

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 TRAINING AND DEVELOPMENT OF EMPLOYEE AT MARKFED

Training should be provided to the employees on regular basis.

There should be more training and development activities for the employees.
Skills of the employees should be appreciated and provide further opportunities to
improve their skills.
Better career opportunities should be provided to employees.
Provide some bonus and incentives to those employees who attend the training and
development activities.
Motivate the employees to take more participation in these kind of activities.
Improve the communication with the employees.

Bibliography

BOOKS

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 TRAINING AND DEVELOPMENT OF EMPLOYEE AT MARKFED

Humanresourcemanagement-Aswathappa

Humanresourcemanagement-V.S.Rao

Humanresourcemanagement-Garydessler

Personnelmanagement-C.B.mamoria

Evaluatingmanagementtraininganddevelopment-B.R.virmanipremilaSeth

Strategichumanresourcemanagement-Srinivas.R.Kandula

INTERNET

WEBSITES:

www.google.com

www.citehr.com

www.slideshare.com

ANNEXURE

1. Does your organization considers training as a part of organizational strategy ?

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 TRAINING AND DEVELOPMENT OF EMPLOYEE AT MARKFED

Strongly agree
Agree
Neutral
Disagree

Very disagree
2. To whom the training is given more in your organization?

Senior staff
Junior staff
New staff

Based on recruitment

3) What type of training is being imported for new recruitments in your organization?

Technical training

Management training

Presentation skill

Specified training

Leadership training

Formal meeting procedure

4) How well is the training facility organized?

Excellent

Good

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Average

Bad

Very bad

5) The training session conducted in your organization is useful.

Strongly agree

Agree

Neutral

Disagree

Very disagree

6) Is enough practice given to you during training session?

Strongly agree

Agree

Neutral

Disagree

Very disagree

7) What are the important barriers to training and development in your

organization?

Time

Money

Lack of interest by staff

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Non availability of skilled trainer

8) Employees are given appraisal in order to motivate them to attend the training.
Do you agree with this statement?

Strongly agree

Agree

Neutral

Disagree

Very disagree

9) What training and development do you need to make your career aspirations come
true?

Leadership training

External degree study

Formal meeting procedures

Other

10) How many training programmer will you attend in a year?

1-2

2-3

More than 5

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11) What are the skills that the trainer should pocess to make the training effective?

Should process only technical skills

People skills

Soft skills

Generalist

Specialist

12) Is the time duration given for the training period adequate?

Very Satisfied

Satisfied

Neutral

Dissatisfied

Very dissatisfied

13) Have you ever come across any problem during the training session conducted in
your organization
Yes

No

14) What are general complaints about training session?

Take away precious time of employee
Too many gaps between sessions
Training session are unplanned
Boring
Not useful
Not enough material provided

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15) Reasons for shortage of skilled manpower at workplace are-

Lack of planning
Lack of support from senior staff
Lack of proper guidance
Training

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