Beruflich Dokumente
Kultur Dokumente
ON
SUBMITTED BY
ANKITA MALHOTRA
HR0105/0048/S17
1|Page
ACKNOWLEDGEMENT
I would also like to thank all the faculty members including Tr. Dipankar Das for their sup-
port and guidance.
2|Page
DECLARATION
I, ANKITA MALHOTRA, declare that this project entitled “TRAINING AND DEVEELOP-
MENT” IS A BONA FIDE file record of work done by me during my research project.
I further declare to the best of my knowledge and believe the Project Report does not contain
any part/work which has been submitted for the award of any degree/diploma/certificate in
this University or any other university.
Date: 25-11-2018
3|Page
TABLE OF CONTENT
S.No. Topic Page No.
1. CHAPTER 1: INTRODUCTION 5
2. IMPORTANCE OF TRAINING & DEVELOPMENT 8
3. TRAINING & DEVELOPMENT PROCESS 13
4. DESIGNING AND CONDUCTING TRAINING AND DEVELOP- 17
MENT PRO-GRAMMES
5. TRAINING PHILOSOPHY 25
6. EVALUATION OF TRAINING AND DEVELOPMENT PRO- 28
GRAMME
7. TRENDS IN TRAINING AND DEVELOPMENT 31
8. MAJOR CHALLENGES FACED BY HR 34
9. CHAPTER- 2: RESEARCH METHODOLOGY 36
10. CHAPTER 3: DATA ANALYSIS AND FINDINGS 38
11. CHAPTER 4: RECOMMENDATIONS & CONCLUSIONS 43
12. BIBLIOGRAPHY 44
4|Page
INTRODUCTION
SCOPE OF STUDY
An organization can have the greatest business model in the world and the best systems,
but if its people can't handle the growth, its doomed. If the organisation isn’t investing in
training and development, then it should think about all the organisations that are being ad-
mired as models for doing business right. They do business right because they have got not
only good training programmes, but training is a part of their culture. Thus, If the organiza-
tion wants breathe some life into its operations, then it should start by investing in its people:
by training and developing them.
Availability of training aids in recruitment of best employees and their selection may reduce
training needs. Training results in the achievement of performance objectives,
which is a basis for assessing training needs and results. Also, training provides a basis for
determining employee's compensation.
5|Page
Training and Development is a systematic and planned attempt to increase knowledge and
skill or to change choice behaviour via formal instruction and learning.
Training is a highly useful tool which can bring an employee into a position where he can do
his job correctly, effectively and conscientiously:
LIMITS OF STUDY:
6|Page
NEED FOR STUDY
In this competitive world, where nothing is static, every day an innovation comes into the
market. This made the organization to be dynamic in their business process and keep on im-
plementing the changes so that they will be competitive in the market. But how can you be
competitive and win in the market? It’s your employees, who will help you to be competitive
in the market. The business owner or HR manager must needs be active and look out for the
various strategies which help the organization to grow in the future.
Training and Development makes a demonstrable difference in the ability to meet the
new competitive standards, Its impact can be measured at several levels - the econ
the organization and the employ ce. The US companics that have made significant
ivestments in their human resources have enjoyed increased economic success. Therefore,
training and development is essential to cope up with and even surpass the challenges
osed by the environment so that organization can remain competiti and stayvs
business. Traning and Development programmes are needed for organizations of all sizes,
all types, all levels and at all areas as depicted below:
The success of the organization of the employee training and development strategy is to put
into place an enhanced
training and development programme that will enable all employees to effectively carry out
the mission and objectives of the organization. Training an Development can provide agility
to an organization by providing required or forecasted knowledge, skills, attitudes, behaviour
and competencies which will help in satisfying the needs of customers,shareholders and em-
ployees as depicted below:
7|Page
Therefore, training and development of employees/human resources is essentially an
organizational strategy embracing many issues that fall into six categories: essential
competencies, career development and professional growth, learning opportunities
partnerships, monitoring and evaluation, and funding.
AIM OF TRAINING
The main aim of training is to help the organization achieve its objectives by adding
value to its key assets - the human resources. Training means investing in human resources
to enable them to perform better and to empower them to make the best use of their
natural abilities. Training and development can be initiated for a variety of reasons for an
employee or group of employees. The main aims of training are:
1. To improve performance on the job for enhanced contribution to organizational goals and
objectives.
2. To "benchmark" the status of improvement with regard to a performance improvement ef-
fort.
5. To facilitate overall professional development of employees for increased job satisfaction
and productivity
4. To assist organizations in succession planning to help an employee be eligible for a
planned change in role in the organization.
5. To "pilot", or test, the operation of a new performance management system.
6. To develop organization specific skills and competencies, which is otherwise scarcely
or not at all available in the human resource market
8|Page
TYPES/CONTENTS OF TRAINING
Training may be organisation specific as well as general depending on the needs of the organ-
isation, job and the employees.
However, following are some common training programmes:
1. Communications Training
The increasing diversity of today’s workforce brings a wide variety of languages
and customs. This requires initiation of communications training for effective
communications in the organisation.
4. Diversity Training
Diversity training usually includes explanation about how people have different
perspectives and views, and includes techniques to value diversity. This is most
relevant for expatriate employees/managers who work for multi national corpora-
tions and their families
5. Ethics Training
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.Ethics training helps managers and employees to adhere to the ethical
norms of the organization and helps improve corporate image. 'Ethical' business is
'good' business.
7. Quality Training
Initiatives such as Total Quality Management, Quality Circles, benchmarking,
etc., require basic training about quality concepts, guidelines and standards for
quality, etc. quality is the hallmark of doing business successfully.
9|Page
8. Safety Training
Safe working is necessary to prevent accident- unplanned and unintended loss of
men,money and morale. 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.
PURPOSE OF TRAINING
BENEFITS OF TRAINING
General Benefits from employee training and development are numerous. The
benefits include:
1. Increased job satisfaction and morale among employees.
2. Increased employee motivation.
3. Increased efficiencies in processes, resulting in financial gain and competitive-
ness
4. Increased capacity to adopt new technologies and methods
5. Increased innovation in strategies and products.
6. Reduced employee turnover and absenteeism.
10 | P a g e
PRINCIPLES OF TRAINING
2. Principle of Individuality
The learning needs and styles of each employee are different from another
every employee. Trainees respond differently to the same training. This is due to
factors such as the individual's state of training, employee characteristics, their
personal commitment and their level of maturity. Therefore, conditions and oppor-
tunities must be created so that every employee learn specific job skills and
competencies at their pace and natural abilities.
3. Principle of Practice
4. Principle of Feedback
5. Principle of Meaningfulness
Training should focus on job relevant skills, knowledge and information. This
helps in achieving objectives of training.
6. Principle of Overload
11 | P a g e
7. Principle of Specificity
Training must be specific to the needs of individual employees and jobs. What is
relevant for a particular job as per job description should be focused. Specificity
helps in attaining the training and learning objectives with ease.
8. Principle of Adaptation
9. Principle of Progression
The adaptations that take place as a result of training are all reversible. Adapta-
tions to endure training can be lost more quickly than it takes to achieve them.
12 | P a g e
TRAINING AND DEVELOPMENT PROCESS
Training and development is a continuous process as the skills, knowledge and quality of
work needs constant improvement. Since businesses are changing rapidly, it is critical that
companies focus on training their employees after constantly monitoring them & developing
their overall personality.
5. Evaluate the output and performance post the training and development sessions.
6. Keep monitoring and evaluating the performances and again see if more training is re-
quired.
13 | P a g e
SYSTEMS MODEL OF TRAINING AND DEVELOPMENT
System model is a model of the actual way in which a system works. Systems model of tran-
ing and development refers to the actual sequence of activities in which training and develop-
ment functions in an organisation.
14 | P a g e
Identification of Training and development needs is a systematic study of a problem or in-
novation, incorporating data and opinions from varied sources, in order to make effective de-
cisions or recommendations about what should happen next.
15 | P a g e
PROCESS OF IDENTIFICATION OF TRAINING AND DEVELOPMENT NEEDS:
Task Needs Assessment: is a process of determining the content of training and development
programmes based on the study of the tasks and duties involved in a job.
Employee Needs Assessment: is the determining of the specific individuals who need train-
ing based on developmental needs of the employee. It involve systematic diagnosis of each
employees strength and weaknesses to determine specific skills or knowledge needed.
16 | P a g e
DESIGNING AND CONDUCTING TRAINING AND DEVELOPMENT PRO-
GRAMMES
Training Methods: On Job Training and off the Job Training Methods!
A large variety of methods of training are used in business. Even within one organization dif-
ferent methods are used for training different people. All the methods are divided into two
classifications for:
1. Coaching
2. Mentoring
3. Job Rotation
5. Apprenticeship
6. Understudy
2. Vestibule Training
3. Simulation Exercises
4. Sensitivity Training
5. Transactional Training
Under these methods new or inexperienced employees learn through observing peers or man-
agers performing the job and trying to imitate their behaviour. These methods do not cost
much and are less disruptive as employees are always on the job, training is given on the
same machines and experience would be on already approved standards, and above all the
trainee is learning while earning. Some of the commonly used methods are:
17 | P a g e
1. COACHING:
Coaching is a one-to-one training. It helps in quickly identifying the weak areas and tries to
focus on them. It also offers the benefit of transferring theory learning to practice. The big-
gest problem is that it perpetrates the existing practices and styles. In India most of the
scooter mechanics are trained only through this method.
2. MENTORING:
The focus in this training is on the development of attitude. It is used for managerial employ-
ees. Mentoring is always done by a senior inside person. It is also one-to- one interaction, like
coaching.
3. JOB ROTATION:
It is the process of training employees by rotating them through a series of related jobs. Rota-
tion not only makes a person well acquainted with different jobs, but it also alleviates bore-
dom and allows to develop rapport with a number of people. Rotation must be logical.
It is a Step by step (structured) on the job training method in which a suitable trainer (a) pre-
pares a trainee with an overview of the job, its purpose, and the results desired, (b) demon-
strates the task or the skill to the trainee, (c) allows the trainee to show the demonstration on
his or her own, and (d) follows up to provide feedback and help. The trainees are presented
the learning material in written or by learning machines through a series called ‘frames’. This
method is a valuable tool for all educators (teachers and trainers). It helps us:
5. APPRENTICESHIP:
The object of such training is to make the trainees all-round craftsmen. It is an expensive
method of training. Also, there is no guarantee that the trained worker will continue to work
in the same organisation after securing training. The apprentices are paid remuneration ac-
cording the apprenticeship agreements.
18 | P a g e
6. UNDERSTUDY:
In this method, a superior gives training to a subordinate as his understudy like an assistant to
a manager or director (in a film). The subordinate learns through experience and observation
by participating in handling day to day problems. Basic purpose is to prepare subordinate for
assuming the full responsibilities and duties.
Off-the-job training methods are conducted in separate from the job environment, study ma-
terial is supplied, there is full concentration on learning rather than performing, and there is
freedom of expression. Important methods include:
Lectures and conferences are the traditional and direct method of instruction. Every training
programme starts with lecture and conference. It’s a verbal presentation for a large audience.
However, the lectures have to be motivating and creating interest among trainees. The
speaker must have considerable depth in the subject. In the colleges and universities, lectures
and seminars are the most common methods used for training.
2. VESTIBULE TRAINING:
Vestibule Training is a term for near-the-job training, as it offers access to something new
(learning). In vestibule training, the workers are trained in a prototype environment on spe-
cific jobs in a special part of the plant.
An attempt is made to create working condition similar to the actual workshop conditions.
After training workers in such condition, the trained workers may be put on similar jobs in
the actual workshop.
This enables the workers to secure training in the best methods to work and to get rid of ini-
tial nervousness. During the Second World War II, this method was used to train a large num-
ber of workers in a short period of time. It may also be used as a preliminary to on-the job
training. Duration ranges from few days to few weeks. It prevents trainees to commit costly
mistakes on the actual machines.
3. SIMULATION EXERCISES:
Simulation is any artificial environment exactly similar to the actual situation. There are four
basic simulation techniques used for imparting training: management games, case study, role
playing, and in-basket training.
Properly designed games help to ingrain thinking habits, analytical, logical and reasoning ca-
pabilities, importance of team work, time management, to make decisions lacking complete
19 | P a g e
information, communication and leadership capabilities. Use of management games can en-
courage novel, innovative mechanisms for coping with stress.
Management games orient a candidate with practical applicability of the subject. These
games help to appreciate management concepts in a practical way. Different games are used
for training general managers and the middle management and functional heads – executive
Games and functional heads.
Case studies are complex examples which give an insight into the context of a problem as
well as illustrating the main point. Case Studies are trainee centered activities based on topics
that demonstrate theoretical concepts in an applied setting.
A case study allows the application of theoretical concepts to be demonstrated, thus bridging
the gap between theory and practice, encourage active learning, provides an opportunity for
the development of key skills such as communication, group working and problem solving,
and increases the trainees” enjoyment of the topic and hence their desire to learn.
Each trainee takes the role of a person affected by an issue and studies the impacts of the is-
sues on human life and/or the effects of human activities on the world around us from the
perspective of that person.
It emphasizes the “real- world” side of science and challenges students to deal with complex
problems with no single “right” answer and to use a variety of skills beyond those employed
in a typical research project.
In particular, role-playing presents the student a valuable opportunity to learn not just the
course content, but other perspectives on it. The steps involved in role playing include defin-
ing objectives, choose context & roles, introducing the exercise, trainee preparation/research,
the role-play, concluding discussion, and assessment. Types of role play may be multiple role
play, single role play, role rotation, and spontaneous role play.
In-basket exercise, also known as in-tray training, consists of a set of business papers which
may include e-mail SMSs, reports, memos, and other items. Now the trainer is asked to prior-
itise the decisions to be made immediately and the ones that can be delayed.
4. SENSITIVITY TRAINING:
Sensitivity training is also known as laboratory or T-group training. This training is about
making people understand about themselves and others reasonably, which is done by devel-
oping in them social sensitivity and behavioral flexibility. It is ability of an individual to
sense what others feel and think from their own point of view.
20 | P a g e
It reveals information about his or her own personal qualities, concerns, emotional issues, and
things that he or she has in common with other members of the group. It is the ability to be-
have suitably in light of understanding.
A group’s trainer refrains from acting as a group leader or lecturer, attempting instead to clar-
ify the group processes using incidents as examples to clarify general points or provide feed-
back. The group action, overall, is the goal as well as the process.
5. TRANSACTIONAL ANALYSIS:
It provides trainees with a realistic and useful method for analyzing and understanding the be-
havior of others. In every social interaction, there is a motivation provided by one person and
a reaction to that motivation given by another person.
This motivation reaction relationship between two persons is known as a transaction. Trans-
actional analysis can be done by the ego (system of feelings accompanied by a related set of
behaviors states of an individual).
Child:
Parent:
21 | P a g e
The characteristics of this ego are to be overprotective, isolated, rigid, bossy, etc. Verbal
clues that a person is operating from its parent states are the use of words like, always,
should, never, etc and non-verbal clues such as, raising eyebrows, pointing an accusing finger
at somebody, etc.
Adult:
It is a collection of reality testing, rational behaviour, decision making, etc. A person in this
ego state verifies, updates the reaction which she has received from the other two states. It is
a shift from the taught and felt concepts to tested concepts.
All of us show behaviour from one ego state which is responded to by the other person from
any of these three states.
Nonetheless, it is a good idea to look more closely at what training technologies have to offer
and how they might be used to supplement existing training programs or used when develop-
ing new ones. Computer-based training formats vary from the simplest text-only programs to
highly sophisticated multimedia programs to virtual reality. Consider the following types:
22 | P a g e
terms of employee learning may well be worth it. Multimedia training materials are
typically found in DVD format.
Virtual reality. Virtual reality is three-dimensional and interactive, immersing the
trainee in a learning experience. Most virtual reality training programs take the form
of simulation, which is a highly effective form of training. It is hands-on experience
without the risks of actual performance. Flight simulators, for example, have been
used successfully for years to train airline and military pilots in critical flying skills,
as well as to prepare them for emergency situations in a safe and forgiving environ-
ment.
Advantages
Disadvantages
ONLINE OR E-LEARNING
Web-Based Training. This method puts computer-based training modules onto the
Web, which companies can then make available to their employees either on the com-
pany’s intranet or on a section of the vendor’s website that is set up for your com-
pany. There are many courses available on the Internet in many different topic areas.
These courses provide a hands-on, interactive way for employees to work through
training presentations that are similar to CD-ROM or PowerPoint, on their own.
Training materials are standardized because all trainees will use the same program.
Materials are also easy to update, so your training is always in step with your indus-
try. Web-based training programs are also often linked with software (a learning man-
agement system, or LMS) that makes trainees’ progress trackable, which makes
recordkeeping very easy for the training administrator.
23 | P a g e
Tele- Or Videoconferencing. These methods allow the trainer to be in one location
and trainees to be scattered in several locations. Participants are networked into the
central location and can usually ask questions of the trainer via the telephone or by a
webchat feature. Lectures and demonstrations can be effective using this method.
Audioconferencing. This method is similar to videoconferencing but involves audio
only. Participants dial in at the scheduled meeting time and hear speakers present their
training. Question and answer sessions are frequently held at the end of sessions in
which participants can email questions or call in and talk to a presenter.
Web Meetings, Or Webinars. This method contains audio and visual components.
Participants dial in to receive live audio training and also follow visual material that
appears on their computer screens. These presentations are similar to CD-ROM or
PowerPoint presentations and sometimes offer minimal online interactivity. Q & A
sessions may also be held at the end of sessions.
Online Colleges And Universities. This method is also known as distance learning,
and many schools now offer certificates or degrees through online programs that re-
quire only minimal on-campus residency.
Collaborative Document Preparation. This method requires participants to be
linked on the same network. It can be used with coaches and trainees to teach writing
reports and technical documents.
E-Mail. You can use e-mail to promote or enhance training. Send reminders for up-
coming training. Solicit follow-up questions for trainers and/or managers. Conduct
training evaluations through e-mail forms.
Advantages
Online or e-learning programs are effective for training across multiple locations.
They save the company money on travel expenses.
They can be a less expensive way to get training from expert industry professionals
and consultants from outside the company.
They are useful for refresher training.
They are good for self-directed learning.
Disadvantages
24 | P a g e
TRAINING PHILOSOPHY
The main areas in which such a philosophy should be developed are the following
Training philosophy should: take a long-term view of what skills, knowledge and
levels of competence employees of the organization needs.
Action-Orientated: Training philosophy should stress that training exists to get employees
into action, and to ensure that they can do things they are doing now better, or will be
able to do things that they could not do before.
25 | P a g e
CHARACTERISTICS OF TRAINEES
8. Involving Participants
Allowing participants to provide input regarding schedules, activities and other
events
Questioning and feedback
Brainstorming and discussions
Hands-on work
Group and individual projects
Classroom activities.
26 | P a g e
IMPORTANCE OF TRAINER
The effective transfer of training depends a lot on the trainer because it is the trainer only
who can remove the mental block of trainee, motivate the trainee to learn, delete the negative
perception of the trainee regarding the training. Besides all that, a lot depends on personality
of trainer also.
Presentation Skills
Business Skills i.e. budgeting, time management, negotiation, etc.
Content Development i.e. material production, graphics, layouts, etc
Self development i.e. interpersonal skills, good listening skills, flexible, accepting the
share of accountability, etc
ROLE OF A TRAINER
27 | P a g e
EVALUATION OF TRAINING AND DEVELOPMENT PROGRAMME
28 | P a g e
PROCESS OF EVALUATING TRAINING PROGRAMS
Development
of Evaluation
criteria
Pretest
Feedback
Training
Monitor
Evaluation
Training
Observation
Questionnaire
Interview
Self diaries
Self recording of specific incidents
The gaps are examined and their reasons found so that future programs can be structured ac-
cordingly.
Evaluating training effectiveness is important because it sheds light on four aspects. They in-
clude:
How well the training program met the learner’s needs and objectives
What knowledge and skills it has imparted to learners
What desirable change it has brought in the learners’ performance
What organizational benefits it has yielded
30 | P a g e
TRENDS IN TRAINING AND DEVELOPMENT
It’s the time of year for human resources professionals to look back on employee perfor-
mance and begin planning their training needs for 2019. To any business, human capital is its
greatest asset and the biggest key to achieving business goals. How can you better prepare
your teams to perform in a highly competitive environment? Through training.
Learning and technology walk hand in hand. As high-tech innovations accelerate, so does the
opportunity to create better corporate training programs and delivery methods. As the presi-
dent and CEO of one of the largest learning and development providers in the United States, I
have learned that organizations need personalized training that incorporates cutting-edge
technology, supports professional development and encourages employee engagement. More
than ever, training is effectively providing skills that match the way we learn in a high-tech
world. Here are seven of the top training trends you should pay attention to in 2019.
The biggest mistake I see that keeps an organization’s learning and development efforts from
reaching their full potential is a lack of planning and commitment from the C-suite. Leaders
who don’t plan exactly what they want their training to accomplish are wasting resources. In
a learning culture, management and HR work together to define the values, processes and
practices that employees, departments and the organization can use to increase their perfor-
mance and competencies. The knowledge and skills acquired and applied by employees is
shared freely in a learning culture, creating a sustainable and adaptable organization.
To maintain the continued health of your company, management must target employees who
can take over future leadership roles. For current employees, immediately begin training on
leadership development, communication and problem-solving skills. If they aren’t already,
HR can target job candidates with leadership potential in all their talent acquisition efforts.
Management can help develop future leaders and managers as soon as new employees enter
the door by providing mentors and helping them build professional networks. Improving your
leadership development program helps you build teams that are agile and capable of evolving
with the times.
As organizations become more diverse and broaden their reach, company leaders see the
value in developing their employees’ soft skills, such as emotional intelligence, collaboration
and negotiation. In fact, more than 90% of respondents to a 2016 Deloitte survey rated soft
skills a “critical priority.” They also indicated that soft skills can foster employee retention,
improve leadership and build a meaningful culture.
31 | P a g e
However, there is widespread concern among recruiters that the soft skills gap is widening
with the technologically savvy but soft-skill-poor Gen Z employees entering the workforce.
Learning and development personnel can overcome this challenge by offering soft skills
training to employees and encouraging them to refine their social skills. An introduction to
soft skills training may include holding brainstorm sessions where employees list the possible
uses for various soft skills or helping them role play to discover different situational out-
comes.
There is a misunderstanding about gamification and training programs in the real world. Un-
witting business owners will scoff at the notion of gamification because they believe it means
turning their training programs into video games. Understandably, they feel that their critical
and potentially life-saving OSHA-compliance training should not be equivalent to Donkey
Kong. What they don’t realize is that gamification is simply a process of building a progres-
sive reward system into training that imitates modern video games.
Badges, points, leaderboards and community involvement incentivize the online training ex-
perience for even the most jaded learner. Learners who lack the passion and drive to partici-
pate can use these tools as a springboard until their core motivation kicks in.
Training can be a key differentiator between companies competing for talent. Employees
want to work for organizations that provide personal and professional development, and they
consider it a deciding factor when looking for new employment or determining if they should
stay with their current employer. Learning and development plays a critical role in engaging
— and retaining — employees. Leverage your training as an employee incentive, and add it
to your existing benefits package alongside retirement and health and wellness options.
Training in the past that focused solely on content was “one size fits all,” which made it diffi-
cult to engage with the learner. Today, we must zero in on the learner, including his or her
experience, work environment, performance and technological fluency, to create a training
program. Any effective training program is one developed for the individual and offers social
activities to share their experiences.
As you train, think of your employees as consumers. They are used to getting 500,000 results
per search on Google, YouTube automatically playing related videos based on what they’ve
just watched, and Netflix suggesting content matches based on viewing pattern algorithms.
For the learning consumer, training clips on your YouTube channel, a classroom training ses-
sion, a MOOC (massive online open course) or a post shared on Facebook Workplace are ele-
ments that can be turned into learning content.
7. Digital And Mobile Content And Delivery Are More Critical Than Ever.
According to a 2018 study by LinkedIn, the biggest challenge for talent development is get-
ting employees to make time for learning. Employees would agree that they don’t have the
time to take away from their primary jobs to get the training. Delivering your training on
32 | P a g e
multiple platforms, such as classroom, mobile and on-demand, can help eliminate the time
crunch for busy employees.
These seven learning and development trends provide a good indication of where the training
industry is heading. It is about personalization, ongoing support and making the most of to-
day's cutting-edge technologies. It also gives your employees the incentives and social inter-
actions they need to actively engage.
33 | P a g e
MAJOR CHALLENGES FACED BY HR
35 | P a g e
CHAPTER- 2 RESEARCH METHODOLOGY
RESEARCH
Research is considered as the manipulation of things, concepts or symbols for the purpose of
generalizing to extend, correct or verify knowledge, whether the knowledge aids in construc-
tion of theory or in the practice of an art. It is a systematized effort to gain knowledge.
Research is considered to be more objective, methodical. well-determined scientific process
of investigation. Through research, a decision maker can quickly get a summary of current
scenario, which improves his information base for making sound decisions affecting future
operations of organisation. It is useful to accelerate the decision making power and it alone
can make possible the identification of the determinants.
RESEARCH METHOLOGY
It is a process used to collect information and data for the purpose of making business deci-
sions. The methodology may include publication research, interviews, surveys and other re-
search techniques, and could include both present and historical information.
The data needed for the study is collected from the employees, through questionnaire, analy-
sis and interpretation has been done using qualitative tools and data presented through pie
chart and
RESEARCH DESIGN
The study was based on survey method post a training conducted in organisation. The aim of
the study is to find satisfaction level of employees and find the effectiveness of training and
development session conducted.
PERIOD OF STUDY
SAMPLE SIZE
PRIMARY DATA
In this study data was collected through questionnaire. The questionnaire was administered to
16 trainees of RELIANCE HOME FINANCE.
SECONDARY DATA
Secondary data for the study was collected from internet, books.
QUESTIONNAIRE
36 | P a g e
It this study each trainee attending the training was asked to answer a questionnaire consist-
ing of fifteen questions including thirteen multiple choice based questions.
Percentage analysis
Pie Chart
1. This data is subject to prejudice and biasness hence data cannot be said to be
100% accurate.
2. The Period of study was too short.
3. Sample size represents only a small size of the firm.
4. Productivity change cannot be determined based on this data.
37 | P a g e
CHAPTER 3 DATA ANALYSIS AND FINDINGS
Rating 3 Rating 3
6%
Rating 5 Rating 4
Rating 4
50%
44%
Rating 5
Rating 5
75%
38 | P a g e
Has the training program covered all the
topics, expected by you
Rating 4
44%
Rating 5
56%
Rating 4 Rating 5
Rating 5
88%
39 | P a g e
Did the training program give you the
required knowledge of the topic
Rating 3
7%
Rating 4
33%
Rating 5
60%
Rating 3 Rating 4
Rating 5
78%
40 | P a g e
HOW WILL YOU RATE THE
COMMUNICATIONS SKILLS OF THE TRAINER
Rating 4
7%
Rating 5
93%
Rating 4 Rating 5
41 | P a g e
Did you get a clear knowledge on the
subjects covered
Rating 4
19%
Rating 5
81%
Rating 4 Rating 5
Rating 5
92%
42 | P a g e
CHAPTER-4 RECOMMENDATIONS & CONCLUSIONS
1.Training and Development is an expensive and costly affair for any organisation,
hence it is important to reduce absentism.
2. It is important not just for the Trainer but also the organisation to encourage learn-
ing culture in day to day routine.
3. Make training a continuous process. Don't limit your training to new employees,
and try to bring in as many workers as you can who would benefit from additional training.
4. Track the results of training and development. A training program won't be effec-
tive unless you monitor its progress. Choose a metric, such as productivity or profit, to help
determine the return on investment for your training efforts and establish concrete results.
5. Include management. Bringing managers and company leaders on board with the
new training initiative is a vital way to build support for the effort.
43 | P a g e
BIBLIOGRAPHY
BOOKS
WEBLIOGRAPHY
atlasstaffing.net/blog/10-todays-common-human-resource-challenges
forbes.com/sites/forbeshumanresourcescouncil/2018/09/24/seven-learning-and-
development-trends-to-adopt-in-2019/#166e5e6104b0
corehr.wordpress.com/training/training-evaluation/
blog.commlabindia.com/elearning-design/training-evaluation
accountlearning.blogspot.com/2013/03/process-of-evaluating-training-programs.html
trainingtoday.blr.com/article/most-effective-training-techniques/
44 | P a g e