1

Chapter: 1
Introduction
 2

Introduction:

1.1 About Training and Development:

Human Resource Development (HRD) is the vital activities of HRM policy and Training and
Development (TD) is the only device to make the HRM an effective policy in any organization,
Training and Development is a continuous process and effective growth of the organization that
we mean depends on the proper utilization of Human Resource. To stay competitive in the
industry, we need advance technology, new product, new method or working process and
innovative research. But all these will remain unless, if there does not exist a group of trained,
skilled and professional people behind there. Nowadays population is a great problem but on the
other side of the world there is a shortage of trained and expert man power. So, people are
migrating from one country to another. Because only trained population is an asset, otherwise it
is a liability.

1.2 Origin of the report:

Internship is a part of MBA program, major in HRM under Jagannath University of Creative
Technology. The report is originated from the curriculum requirement of MBA program. The
topic of my report is “Training and Development Practice in Nirjhor Knitwear Ltd”. For this
purpose, I have observed their functions and operational activities closely. I accommodate my
Internship Program with Nirjhor Knitwear Ltd. and as per consultation with my academic
supervisor Professor Netai Chandra Nandi. I chose the topic “Training and Development
Program” for my study and analysis

1.3 Objective of the study:

The objective of the study is divided into two steps. These are given bellow:
1.3.1: Primary Objective
The primary objective of preparing this report is to fulfill the requirement of MBA program. This
contains four credits for internship and to apply the theoretical knowledge gained from the
coursework of the MBA program in a specific field.
1.3.2: Secondary Objective
 To acquaint with policy, procedures and practices of Nirjhor Knitwear Ltd. related to
training and development. 
 3

 To relate the theoretical learning with the real life situation. 

 To assemble various policy, procedure and practices regarding human resources
training and development, 
 To review existing human resources training and development system, strategies and
practices followed. 
 To identify shortcomings of Nirjhor Knitwear Ltd. in Human Resources training and
development practices. 
 To formulate recommendations for possible improvement. 

1.4: Methodology:
1.4.1: Type of report
This report is exploratory in nature focusing on qualitative analysis and description.
1.4.2: Population and sample
Total number of employees of Nirjhor Knitwear Ltd
1.5: Sampling method:
Data have been collected through
 interview,
 conversation, and
 previous documentary evidences.
1.6: Sources of data collection:
Data collected from primary and secondary sources.

1.6.1: Primary Sources

 Data has been collected through working in the HR/HRD department of Nirjhor Knitwear
Ltd.
 Officials from HR department of Nirjhor Knitwear Ltd. have provided information with a
structured questionnaire. 
 The questionnaire covered information regarding the training and development procedure
of Nirjhor Knitwear Ltd. 
 Additional information was collected through interviewing method- key informant
interview, informal conversational interview and semi-structured interview. 
 4

1.6.2: Secondary Sources

Secondary data was collected from different sources like: 
 reference books on HR, 
 different website on current HR practices, 
 annual report, and HR information system of Nirjhor Knitwear Ltd.

1.7: Scope of the study:

The scope of this report is to cover how the HR division of Nirjhor Knitwear Ltd carries human
resources planning, training and development and all other functions that fall under HRM. For
this Purpose data was collected from primary and secondary sources. However the issues relating
to training procedure of Nirjhor Knitwear Ltd are the key focus areas.

1.8: Limitation of the study:

The report faced many problems during its preparation, which has limited purpose of the report.
The limitations are:
o It was difficult to collect information regarding some aspects of training process, as the
authority regarded this information highly confidential. 
o The internship has been made for three months long duration but it is very much difficult
to set true practical experience with current world circumstances in this short span of
time. 
Legal issues can be a parameter of evaluation of the training and development process.
However, it was not considered as a parameter in this report due to lack of
comprehensive knowledge in legal issues. 

In spite of all these limitation I have tried to put the best effort as per as possible.
 5

Chapter: 2
Company overview
Nirjhor Knitwear Ltd. ( NKL)
 6

2.1 Introduction:

Nirjhor Knitwear Ltd. ( NKL) fully committed to do everything possible to strengthen the price
and quality image in the market. The main challenge in the post Multi fibre Agreement (MFA)
era in 2008 is to continue proper price without affecting companies' profitability. To face the
global free trade in the post MFA, the company established pricing strategy for each market
based on accurate consumer surveys, department by department and product range by range to
promote trust among consumers and encourage them to buy with confidence. All our effort is to
offer the customer the best product range at the best prices. Besides quality, safety,
environmental protection, economic and social developments are the main field in which the
organization exercises its corporate social responsibility. We are concentrating all our resources
for organizations growth and we are optimistic that we have a high potential for this.

Nirjhor Knitwear Ltd, a private limited company and sister concern of NKL has started its
activities at the end of 2008. It's a 100% export oriented Sweaters industry which provides the
facilities for sweater of different types of high quality sweaters. The plant is equipped with the
latest and High Quality Auto knitting machine Linking machine sewing zipper machine ,
finishing and wash & Drier machineries. The project has a capacity of production of 16 ton per
day. Company is the newest among the all machine of companies. A large number of foreign and
locally trained professionals are devoted towards the implementation of the strategies `and
achievement of company's goal to satisfy its valued customers. Commitment to the highest work
standards with the most modern technology and effective management is the heart of company's
vision for future growth

2.2 Our Main Products And Price Idea ( For Bulk Order ):

-T-shirt - Price: US $ 1.25 to 2.25/ PCS FOB

-Polo Shirt- Price: US $ 2.65 to 4.00/ PCS FOB

- Tank Top- Price: US $ 1.00/ PCS FOB

- Denim Pant – Price: US $ 7.00/ PCS FOB

- Nigtwear- Price: US $ 3.25 to 4.50/ PCS FOB

- Pyjamas – Price: US $ 3.25 to 5.50 / set FOB

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- Undewear - Price: US $ 1.30/ PCS FOB( Mens)

- Boxer shorts- Price: US $ 1.50 to 2.25/ PCS FOB

- Sweat Shirt - Price: US $ 5.50/ PCS FOB

- Hoody Jacket- Price: US $ 7.50/ PCS FOB

- Terry Towel- Depends on size and weight

- Sweater / Pullover- Depends on style and weight

2.3 Vision:
To help ensure economic development of the country and improve standard of living of the
people through sustainable and environment-friendly investments.

2.4 Mission:

To catalyze and optimize private sector participation in promotion, development, and financing
of infrastructure as well as energy efficient projects in a sustainable manner through public-
private-partnership initiatives.

2.5 Code of Conduct of Nirjhor Knitwear Ltd. ( NKL):

NIRJHOR KNITWEAR LTD. ( NKL) is committed to following a set of core values – the
guiding principles. As an organization, it ensures safe, efficient and harmonious operations and
fully informs all employees of their responsibilities for this, NIRJHOR KNITWEAR LTD. (
NKL) has established certain standards as Code of Conduct for the guidance of all employees.
These standards mentioned are only a partial list of acceptable behavior and conduct. The
standard code outlines how NIRJHOR KNITWEAR LTD. ( NKL) expects its people to treat its
valued customers, suppliers and markets, fellow employees, shareholders, and the communities
in which we work and live. Any violation of such acts or omissions will constitute misconduct
and lead to disciplinary actions.
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2.6 Conflict of interest:

The Conflict of Interest Policy is to protect Nirjhor Knitwear Ltd. ( NKL) interest when it is
contemplating to enter into a transaction or arrangement that might benefit the private interest of
an employee of NKL. This Policy is intended to supplement but not replace any applicable
policy of the company governing conflicts of interest in practice. The Policy intends to ensure
safe, efficient and harmonious operations and to fully inform all employees of their
responsibilities with regard to conflict of interest. Certain standards of conduct have been
established for the guidance of all employees. Any violation of such acts or omissions will
constitute misconduct and lead to disciplinary actions.

2.7 Quality policy of Nirjhor Knitwear Ltd. ( NKL):

Their quality approach is based on continuous improvement of performance which is from well
controlled procurement stage to the on-time deliveries of top quality garments. It is not only
about the production of quality products, it is about the total quality of business that transforms
the needs to satisfaction. That is why they keep trying to improve customer satisfaction through
fashion and reliability by always putting full emphasis on quality. Their main concerns are the
quality of their business and satisfaction of their customers all together.

The 10 ways that Nirjhor Knitwear Ltd. (NKL) follows to attain and maintain a reputable quality
in fashion business are given below:

 Strictly complying to our customers' guidelines and requirements


 Taking advantages of the latest technologies

 Emphasizing on preventions as well as inspection

 Always working with Total Quality Management principles

 Never missing the delivery schedules

 Continuously improving safety levels of products and working environments

 Having in-house professional quality management team comprised of Quality Manager,
Quality Assurance and Quality Inspectors
 Putting research and development activities into the core of our business

 Always trying to think from customers' point of view

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 Always striving for excellence

2.8 Operational Network:

Appropriate operational structure, job positions and defined role are required to ensure continuity
of the expanding business and for well-balanced business operations. Analytical review and
approval by the Managing Director(s)/Director or the Management Committee, as appropriate,
concludes the process for establishing such positions in various departments and functions under
the NKL. This becomes the Organ gram, reflecting the organizational structure.

The Procedures that SSL follows for their operational network are

 Review, re-evaluation and re-assessment of existing manpower resources is conducted

while formulating annual budget, in relation to employees job specifications, job

requirements and compensation levels. SSL’s production and growth requirements are

taken into consideration too.

 If Vacancy arising as a result of employee separation for whatever reasons, unless the
position is abolished, are approved by the department or functional Head, as the case may
be.
 Employee Requisition is initiated through the existing Oracle Enterprise Resource
Planning by the concerned department head either because of vacancy created due to
separation or, creation of a new position. Prior to initiating requisition, the concerned
department head critically reviews the Job Description to confirm the followings:
o Is it up-to-date?
o Have duties and responsibilities changed significantly since the description
o Does the nature of the job require any change because of changed
environment, business conditions or different demands?
 On confirmation, the department head informs the HR Department, who will make
certain that the description accurately describes the job, it is updated and finalized for the
incumbent to take on.
 HR Department will ensure that all positions - other than those in the Organ gram is
 10

approved by the Managing Director/Directors or the Management Committee.

 Before a new position is approved, the Job Description is prepared by the head of the
concerned department in consultation with the head of HR to evaluate the position for
proper grading and compensation purposes.
 All key positions should be re-evaluated on regular intervals.
 11

2.9 Organizational Structure of Nirjhor Knitwear Ltd. ( NKL):

To ensure that all employees are aware of the various department and functional organizations,
name of supervisory persons etc., the HR Department is responsible for monitoring and when
necessary, periodically updating and issuing organizational charts and organ gram. The HR
Department distributes copies of respective organizational charts/organ gram to each
department/functional Head, who will then make them available, as deemed necessary, for the
information of others in the department / section. No department or function will have organ
gram of its own without having the same approved or amended in a prescribed manner through
the HR Department.

Figure:1 Organizational Structure of Nirjhor Knitwear Ltd. ( NKL

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2.10 Major Clients of Nirjhor Knitwear Ltd. ( NKL):

BESTSELLER (DENMARK)

ZARA (SPAIN)

WALMART & GEORGE (USA & UK)

TCHIBO (GERMANY)

CARREFOUE(FRANCE)

PRIMARK (IRRELAND)

BONPIX (GERMANY)

LIDL (GERMANY)

PIMKIE (FRANCE)

2.11 Product & Service

o Production Capacity:

NIRJHOR KNITWEAR LTD. ( NKL) developing and manufacturing high performance Sweater
business with world class machinery, skilled manpower, sound communication, skilled quality
control team and big capacity with one stop solution. Productivity, versatility and flexibility are
the characteristics of company's manufacturing process. The most advanced production process
make the organization an excellent yarn Sweater company for producing high quality sweaters
in every sector.
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Winding Section:

 Soft Winding: We have installed 984 spindle of SSM and Other machine to cater daily
production capacity of 16 ton.
 Rewinding : 1020 spindle of Chinese origin model are installed to cater daily production.

KNITTING SECTION:

Emphasis is given to equip with a well balanced machine combination to meet quantitative and
qualitative compositions of knitting orders.

Linking Section: Operator join the sweater body this section supervisor supervise the all
operators make quality product and also have technician support make a high quality product.

Finishing section: their trimming, mending, PQC iron sewing and packing finished goods.

Sample all machine Description Units Capacity in pcs

Knitting machine 400 08 10 pc/ m/c
Linking machine 06 06 pc / m/c
Drier machine 4 01 200 pc/ m/c
Knitting machine 400 03 20 pc/ m/c
Knitting machine 200 02 30 pc / m/c
Sewing machine 16 07 70 pc/ m/c
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Chapter: 3
Literature Review
Training & Development Practice in
Nirjhor Knitwear Ltd. ( NKL)
 15

3.1 Training & Development :

According to the Michel Armstrong, “Training is systematic development of the knowledge,
skills and attitudes required by an individual to perform adequately a given task or job”.
(Source: A Handbook of Human Resource Management Practice, Kogan Page, 8th Ed.,2001)
According to the Edwin B Flippo, “Training is the act of increasing knowledge and skills of an
employee for doing a particular job.”
(Source: Personnel Management, McGraw Hill; 6th Edition, 1984)
The term ‘training’ indicates the process involved in improving the aptitudes, skills and abilities
of the employees to perform specific jobs. Training helps in updating old talents and developing
new ones. ‘Successful candidates placed on the jobs need training to perform their duties
effectively’.
(Source: Aswathappa, K. Human resource and Personnel Management, New Delhi: Tata
Mcgraw- Hill Publishing CompanyLimited,2000, p.189)
The principal objective of training is to make sure the availability of a skilled and willing
workforce to the organization. In addition to that, there are four other objectives: Individual,
Organizational, Functional, and Social.

 Individual Objectives – These objectives are helpful to employees in achieving their personal
goals, which in turn, enhances the individual contribution to the organization.
 Organizational Objectives – Organizational objectives assists the organization with its
primary objective by bringing individual effectiveness.
 Functional Objectives – Functional objectives are maintaining the department’s contribution
at a level suitable to the organization’s needs.
 Social Objectives – Social objectives ensures that the organization is ethically and socially
responsible to the needs and challenges of the society.
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3.2 Further, the additional objectives are as follows:

o To prepare the employees both new and old to meet the present as well as the changing
requirements of the job and the organization.
o To prevent obsolescence.
o To impart the basic knowledge and skill in the new entrants that they need for an intelligent
performance of a definite job.
o To prepare the employees for higher level tasks.
o To assist the employees to function more effectively in their present positions by exposing
them to the latest concepts, information and techniques and developing the skills they will
need in their particular fields.
o To build up a second line of competent officers and prepare them to occupy more responsible
positions.
o To ensure smooth and efficient working of the departments.
o To ensure economical output of required quality.

3.3 Training & Development:

This Section is responsible for assessing training needs in collaboration with the
operating/line Managers and in advanced countries of the world. This Section is also
responsible for the career planning of all the top Executives of the organization.
3.3.1 Functions of HRD Section
o Assessing Training needs
Each unit will assess it Manpower’s training needs on an annual basis based the objectives
specified in the Annual Operating Plan as well as the analysis of individual training needs
defined in Individual Operating Plans emerging out of the Annual Performance
Appraisal process. Prior to these annual planning exercises, HRD will provide instructions
and guidance about how this planning should occur.
o Responsibilities:
The responsibility for assessing training needs is shared:
a)Employees together with their supervisors will discuss competencies and areas that need
development as part of the annual appraisal process.
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b)Supervisors will negotiate with their employees about which areas can be feasibly
developed. The supervisor and coordination unit must provide the required support (financial,
time, logistics) needed to make the training happen.
c)Department need to assess their future directions and needs. Out of this planning process
will emerge training priorities. It is important that senior managers are sincere and transparent
with information sharing about planned training events and approaches.
d)HRD must play a coordinating role. Besides compiling training plans, its role is to match
needs with planned initiatives.
3.4 Types of Training & Development Program which are provided to the
employee:
Different practices are followed in different industries and in different organizations too. So, the
need of training and development programs is depending up on the requirements of the job
profile. Therefore there are various types of programs shared by different authors. The types of
training and development programs are as follows:

Types of Training

On the job training Off the job training

Job Instructions Programmed Instructions

Apprenticeship & Coaching Class Room Lectures
Job Rotation Simulation Exercises
Committee Assignment - Business Games
Internship Training - Case Study Method
Training through step by step - Audio- visual Method
- Experiential Exercises
- Vestibule training
- Computer Modeling
- Behavioral Modeling
- Role Playing
- Conference/ Discussion Method
- Workshop / Seminars

(Source: Researcher’s Contribution)

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3.5 Stages of Training & Development Programs:

Training should be conducted in a systematic order so as to derive expected benefits from it. The
training system involves four stages, namely:
a. Assessment of training and development programs needs.
b. Designing the training and development programs.
c. Implementation of the training program
d. Evaluation of the training program

Stages in Training and Development Programs

Stage – 1 Stage – 2 Stage – 3 Stage – 4

Assessment of Designing of
Training Training Evaluations of Training
Implementation of
Needs Programs Training Programs
Organizational
Analysis Instructional Programs Reactions
Departmental Analysis objectives On-the-Job Methods Learning
Job Analysis Learning Principles -the-Job Methods Job Behaviour
Employee Analysis Teaching Principles Characteristics of the Organization
Instructor
Training Principles Conducting the Ultimate Value
Content design Program

3.6 Development:
Employee Development Programs are designed to meet specific objectives, which contribute to
both employee and organizational effectiveness. There are several steps in the process of
management development. These includes reviewing organizational objectives, evaluating the
organization’s current management resources, determining individual needs, designing and
implementing development programs and evaluating the effectiveness of these programs and
measuring the impact of training on participants quality of work life. In simple way, it can be
denoted as per the following formula.
Employee Development = Employee Education + Employee Skills +
Training Effectiveness + Employee Quality of work life
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3.7 Job nature and Description:

Training is the most essential part to develop the employee’s knowledge, skill and attitude. Every
organization has to have a training and development department. NIRJHOR KNITWEAR LTD. (
NKL) has a department called Talent Development. I have joined as an intern in Talent
Development. Today I have completed three months of my internship. During this month I have
participated in four Training Programs. They are: Revised PMDS training, PMDS training for
Nirjhor Knitwear Ltd. ( NKL) staffs, Conflict Resolution Training and New staff orientation
program. Throughout this training program I have learned something relates to how to manage
and conduct a Training Program. Following are the tasks which a have done during my two
months internship.
o Create effective communicate with the training participants: Talent Development
Department constructs training plan beginning of every year. According to the training
plan they conduct individual training program during the year. Individual Training
Program has different participants from different background and centers of Nirjhor
Knitwear Ltd. ( NKL). They are selected for the training through need assessment. I am
responsible for preparing the participant list and also send e-mail to all of them. The
participant has to confirm me through reply mail. Before training program, I also send the
participants a gentle remainder mail. In special cases, I have to deal with messages in the
absence of participants or trainers over the telephone. 

o Booking venue for training: I am assigned with the responsibility for ensuring training
rooms, venues and other requirements are booked up or canceled in advance. When
booking a room for training program, there are a few important things which I must be
considered. The first thing which I need to be accounted for is the size capacity of the
room. Finding the actual room for a training program can be a difficult task without
professional assistance and guidance of my supervisor. The fact is that the whole process
of booking a venue can be a time-consuming and complicated one. Furthermore, most
corporate events usually have tight time schedules which must be met. As such, venue
booking always requires careful planning and organization. 
o Preprinting training schedule: After booking the venue, a training schedule fo
rimplementing the training strategy and indicating responsible parties has to be prepared by
 20

myself. A training Schedule includes the topics which will cover throughout the training
session. It also includes other activities essential to training; and dates on which those tasks
and activities must be finished. The subsection provides an overview of tasks. Facilitators’
name, training venue also mention in this schedule. 
o To make available the Training aids/materials: According to the schedule, I manage the
training materials. Different training materials are needed in different types of training.
Writing pads with pen, clip file, board marker, and flip chart are provided for the
participants. For carry out the training session effectively, facilitators used laptop connected
with multimedia system, an electric pointer and power point slides to present the topic related
to the training session. 

o Design and Prepare training module: My role also prepare training documentation such as
training manuals, hand notes with relevant document of training, informative power point
slides for participants, questionnaires and other support materials. As well as, printing up of
training support materials, handouts for training courses, and assisting with the creation or
formatting of these where relevant. 
o Organize training room and seating arrangement: Prior to the training day, organize the
venue (training rooms) especially make the seating arrangement. Seating arrangement style is
placed according to the number of participants who are participated in the training. Training
materials are also placed in the every seat by me and other Talent Development staffs.
o Contribute to the evaluation of training: A post training evaluation was carried out in the
closing session. I am responsible for composing the evaluation form. The course evaluation
was conducted on three major criteria which are; Course Content (Relevance, Informative
course design, and fulfillment of learning objectives), The Trainers (Style, Visual Aid,
General manner, answering question etc.), The Environment (Size, Temperature etc.). For
Participating in the training program, every participant gets a certificate as recognition of the
training participation. I prepare and distribute training certificates for those who attended the
training program. 
o Preparing Training Report: I was responsible to compile and finalize the training reports
for individual training events which I have observed. As of now I had prepared three reports
in a professional manner in my own observation. Although my supervisor initially assisted
me but at the end I have prepared training reports which was appreciated by my supervisors.
 21

The training report had to submit within one week after completion of the training program.
The Training reports were brief (Maximum of 10 pages) but thorough proper documentation
of the work I have done and the observations I have made during the training. 
o Filing of associated documents: My role was to keep records about each training course and
also participants who have joined in the training program. I try to ensure that records are
maintained systematically in Training Management Information System and up-to-date and
accurate. Training records including enrolment documentation, questionnaires, copies of
Statements of accomplishment, trainees feedback, participants list and stored in the Talent
Development office. Confidentiality of these records is holed to at all times. Training records
are held for a period of as per department legislation. 

3.8 Theory of Training and Development

Training is the most essential part to develop the employee’s knowledge, skill and attitude.
Training has greater significance for the success of modern organizations. Core competencies
and expertise give the organizations an edge over their competitors and training plays a vital role
in developing and strengthening these competencies. Change of technology demands that
employees update their knowledge, skills, abilities and technical expertise. Although training
helps employees do their current jobs, the benefits of training may extend throughout a person’s
career and help develop that person for future responsibilities.

Training Cycle:

Stage 1 - Identification of training needs

A Training Needs Assessment is the process of identifying performance requirements and the
"gap" between what performances is required and what presently exists. This initial stage of the
training cycle addresses finding out if there is any training need. If a need is identified, it is at
this stage that who needs trained (target employee), in what and how we shall know the training
has had the intended impact success criteria of the training should be identified. This stage will
help those who identify training needs to consider why the training is required and its expected
outcome and impact.
 22

Stage 2 - Design of training

This stage covers planning, design and development of magistrate training. It aims to ensure that
a systematic and consistent approach is adopted for all training solutions. Training solutions
cover face to face training and open and flexible learning.
Stage 3 - Delivery of training
This stage of the training cycle ensures that the delivery of the training is effective and provides
opportunities for the learners to learn. This will involve choosing the most appropriate format for
meeting training needs, and taking advantage of different training methods.
Stage 4 - Evaluation of training
This stage of the training cycle deals with the collection, analysis and presentation of
information. To establish the improvement in performance that results from this. This stage will
help those who evaluate learning programmers, or who respond to developments in learning, or
plan and introduce improvements in learning interventions.

3.9 Training of Nirjhor Knitwear Ltd ( NKL):

Human Resource Development activities aim at fulfilling the banks mission. One of Southeast
Bank four major missions is to: “Provide service to our clients with the help of a skilled and
dedicated workforce whose creative talents, innovative action and competitive edge make our
position unique in giving quality service to all institutions and individuals that we care for”.
Skilled and dedicated workforce with creative talents, innovative action is not always readily
available. Appreciating the scarcity of such manpower, the bank from the very beginning laid
important to HRD that conceptually includes activities like: pre-recruitment drill, recruitment,
induction training in the academy, job rotation, placement and posting, reward and promotion.
All these activities are planned by the bank in an integrated way aiming at manpower with
required technical, managerial, human and conceptual skills.
Management of Training of Nirjhor Knitwear Ltd (NKL)) not only appreciates the need of
skills required for day to day banking but also realize the need of skills meet the national and
global financial and economic environment that are changing fast.
 23

3.10 Training for Nirjhor Knitwear Ltd ( NKL) employees:

Nirjhor Knitwear Ltd employs a large number of employees for performing various jobs.
Some of them are newcomers. They need more knowledge and skill for better performance of
jobs. They are, therefore, in need of proper training to contribute to the achievement of the
organizational goals. There are some jobs that require little or no training but many of them
need to be performed by adequately training. The use of modern technology has created new
jobs in the organization, which required training.

Training involves the change of skills, knowledge, attitudes or behavior of employees.

Although training is similar to development in the methods used to attract learning, they differ
in time frames. Training is more present day oriented; its focus is on individuals’ current jobs,
enhancing those specific skills and abilities to immediately perform their jobs. Employee
development, on the other hand, generally focuses on future jobs in the organization.

Training differs from education. Training is concerned with increase in knowledge, skills, and
abilities of the employees in doing a particular job. It has a narrow aim limited to increase in
knowledge and skill related to a job. Education, on the other hand, broadens the mental
faculties and horizon of knowledge. It is concern with enhancing general knowledge and
motivating one to understand the total environment.

Training is often understood as a learning experience. So, if employees are to understand what
training can do to improve an employee’s job performance, employee should begin by
explaining how learn.

Training widens job related knowledge of the employee. Employees become more skilled and
update their knowledge through training. Training provides necessary instructions for
performing the current job efficiently. Training differs from education and development.
Imparting of training to the employees has become very much important in modern times for
better performance of the job. Here it can be said that the question of training does not arise but
making choice of the method of training arise.
 24

3.11 Training & development of Nirjhor Knitwear Ltd (NKL):

Nirjhor Knitwear Ltd. have given emphasis on need based trainings. During the promotion
interview, Nirjhor Knitwear Ltd tried to identify the weakness and the individual need for
training and development. Besides that, Nirjhor Knitwear Ltd have met numbers of employees
and interviewed them training need. From the employees yearly performance appraisal report
we have taken the data and information on training need. Since most of the supervisors/
managers are involved with the planning , therefore, in this regard we have given due
importance to their recommendations, HR Division sent a draft Training & Development
proposal to all concerned of the bank and obtained their comments/ suggestions. Nirjhor
Knitwear Ltd have tried to identified the need for training in developing new product based on
the retail banking. From the different level interview and management interview, it has been
found that our potential managers need development on different skills (i.e. managerial skill,
leadership skill, decision making skill, communication skill etc.)

3.12 Objectives of the training & development plan:

 To encourage growth and career development of employees
 To improve the Nirjhor Knitwear Ltd effectiveness by providing employees
development of job related KSAs(knowledge, skills & attitudes)
 To meet the needs of Bank’s business while simultaneously responding the needs of
individual employees development

3.13 Types of training program:

For fresher, foundation courses on elementary knowledge of banking are organized. Higher
level courses are run on specific knowledge area. Certain courses are a blend of different
knowledge areas. In addition, certain priority programmers are also being conducted by the
academy. These include programmed on Productivity Improvement, Money Laundering
Prevention, new skills required to perform new jobs.

Training techniques of Nirjhor Knitwear Ltd:

Nirjhor Knitwear Ltd Provide Several Training methods.
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Methods in training include: discussion/ lecture/workshop/case study/games/ role play/ film

show/ simulation/group work & Presentation/ project visit and so on.
The major Types of training are:
 Freshmen Orientation
 Continues Orientation
 On The Job Training
 Off The Job Training
o Freshmen Orientation:
Freshmen orientation can solidify the new employee’s relationship with your organization.
Here’s how to make sure your orientation integrates new employees into your company and
makes them feel comfortable and welcome. Freshman orienting the new employee is a critical
step in helping him adjust to the workplace and the job. This article provides tips for the
process and the contents of orientation.

o Continuous Orientation:
Nirjhor Knitwear Ltd arrange also orientation for other employees likes for New employee
worker going to introduce of Factory Rules & regulation or Buyer code of conduct . SSL
evaluates their employees within every six month and they try to find lacking of employees.
Then they are going to arrange this orientation.

o On the Job Training:

Foundation courses have two parts: theoretical training in the academy and job rotation. The
officers on probation are required to undergo both in a period of one year. During this period,
three-phased training programmed is effective. On theoretical training say, the officers are
required to undergo rotation activities under the supervision of HRD.
o Off the Job Training:
This process is also an effective training for internal staffs but it can be painful and fluctuate
staff’s confidence and motivation, because it is quiet time consuming and costly which bared
by company, but in may stages of the efficiency of a company or to make an efficient staff
company may play this training. Where any temporary staff may work for the company with or
 26

without wages and this is actually not a job but binding for the staff to be full time staff, which
is also depends on the performance of the staff.
Which employees are already exist in the Nirjhor Knitwear Ltd for these employees better
performance need some special training which are called Off The job Training in that case

Nirjhor Knitwear Ltd take some Off The Job training like
 Class Room Training or Lecture
 Video Presentation
 Laboratory Training
 Case Study
Class Room or lecture:
is best use to create understanding of a topic or to influence attitudes through education about a
topic. In its simplest form the lecture is merely telling someone about something.
Video Presentation:
allows the trainee to be placed into a real-life job situation, solve a specific problem, and
receive immediate feedback as to effective of the decision made. This training can be as simple
as providing some declarative or procedural knowledge, or complex as teaching how to
diagnosis or improve communication skills.
Laboratory Training:
designed the interpersonal skills, which can be help for future job responsibilities; its main
form is sensitivity training which increases a person’s sensitivity to other.
Case Study:
Attempt to simulate decision making situation that trainee might find on the job. The trainee
must make certain judgment and identify possible solution to the problem. This training is very
much important for top management employees. By this training they learn about the real
hypothetical circumstances.

3.14 The reason for training needs assessment:

Needs assessment is the important design. It’s not conducted properly organizational may face
many problem within their employees & training programs. The reasons of training needs
assessment are:
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 Training may be incorrectly used as a solution to a performance problem.

 Training programs may have the wrong content, objectives or method.
 Training will not deliver the expected learning, behavior changes or financial results that
the company expects.

3.15 The role of different analysis in training needs assessment:

There are three types of analysis involved in needs assessment. There are many different
pressure points in training point in training section in organizational but these pressure point
suggest that training is necessary. These pressure points include performance problems, new
technology, internal or external customer request for training etc. the role of different analysis in
training needs assessment are three they are:

 Organizational analysis
 Task analysis
 Person analysis
a) Organizational analysis:

Organizational analysis is concern with identifying whether training needs adjust with the
companies strategies, objectives & whether the company has the budget. Time & expertise for
training. In conducting organizational analysis the company may consider,

i. Increase competition for old business.

ii. Greater emphasis on decency % cost reduction.
iii. Business studies of the rival companies.
iv. Research % Innovation.
v. Automation & modernization etc.

b) Personal Analysis:
Personal analysis helps to identify who needs training. A person needs analysis, identifies
gaps between persons current capabilities & necessary or desirable capabilities person
analysis can be either broad or narrow in scope. In the below:
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i. Deterring whether performance difficulties result from lack of the know edge. Skill or
abilities of from motivational & work design problem.
ii. Identifying who training for performance is indicates by customer complains.
Performance rating on the job accident.

c) Task analysis:

The process of collecting information regarding the job. Concluding developing training
program is often referred to as task analysis or job needs assessment analysis. Task analysis
is explain what must be done perform a job. Task analysis is means details examination of a
job role to find out what are the knowledge, skill, motives, values, needed in people or
superior or effective performance. There are four steps involve in task analysis:

i. Develop a list of task statement.

ii. Develop a list of task cluster
iii. Prepare a list of knowledge skills & attitude KSA (Capital, skill, knowledge).
iv. Asses the importance of each task.

3.16 Training Materials

Nirjhor Knitwear Ltd. Division primarily depends on “On the Job Training” to develop skills
for their manpower. To facilitate this training process each area of Training follows a Training
Task Checklist (TTCL). Specifications are also used as supporting document to train a trainee
since it is considered to be the Standard Operating Procedure (SOP) that must be followed to
do the job.

Training materials may vary from area to area depending on their training process. Each
department or area of training may identify their training process and specify on the TTCL.
Additional materials used for training might be as following:
 Training Videos
 Written or Verbal test materials
 Process Technology Handbook
 Equipment Manual
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3.17 Training Coordination

Training Department’s primary task is ‘training coordination’ to ensure quality training and
accelerated skills development through proper resource allocation and planning.
On the basis of the Training Requisition Form forwarded by the department head, Training
Department starts its planning process. The Training Coordinator, representative of the
Training Department looks at the present training schedule for the area and identifies Trainer
availability. Training Coordinator, Section head and the Peer Trainer agrees on a training
schedule that is placed on a Planning Sheet by the Training Coordinator. This Training
Planning Sheet (TPS) is then distributed to the training affected area for their information.
Training Department is responsible for distributing the TPS for any changes of the training plan
for the affected department’s acknowledgement as well as the acknowledgement of the trainee.

3.18 Conditional Certification

In order to bring flexibility to accelerate manpower utilization and to provide time to develop
proficiency, a Conditional Certificate may be given for a particular level of certification if it is
determined by the individual department, and mentioned on the Training Task Checklist
(TTCL). This means that an individual can be certified to do a particular job, which is part of a
complete Certification (Level 1/2/3), and specified on the TTCL as a cluster of skills. For
example, if level 1 on a particular operation, say ‘ Scour & Bleaching’ involves the following 3
skills:
 Chemical Preparation
 Machine Set up
 Daily Machine Cleaning
Then if approved and specified by the department, a Conditional Certification on “Chemical
Preparation” may be given to an individual if s/he is trained to do this particular job without
completing the full training. In this case, certificate will be issued as “Conditionally Certified”.
 30

3.19 Training monitoring and follow-up:

o Peer Trainer
Assigned peer trainer is the primary person responsible for monitoring the progress of the
training. The trainer is to submit a progress report to the Training Coordinator and to the
section head every week or as it is agreed by the Training Department and the Section head
prior to the training. Any issues regarding the trainee or the training must be communicated to
the Training Coordinator promptly for quick resolution. Besides this to ensure task by task
monitoring, trainee uses a Training Progress Report (TPR) Form, which includes all the levels
and tasks. Peer Trainer’s responsibility is to collect signature of trainees for each of the task
after successful transfer of knowledge related to a particular task. Peer Trainer bears the
ultimate responsibility for the training performance.

o Training Program Coordinator

Training Program Coordinator (TPC) maintains good communication with the Peer Trainer and
follows up with the training progress. Training coordinator ensures all barriers are removed in
order to create an environment for effective training. TPC is responsible for upward
communication ensuring stakeholders are well informed of the factory Training and
Certification status.

o Training Evaluation & Development Coordinator

Training Evaluation & Development Coordinators (TEDC) are responsible for monitoring the
training progress, evaluation, accepting feedback for any training or training related
improvements, development of training resources, etc.

3.20 Training Evaluation and Certification:

o Evaluation Process
When training is complete, Peer Trainer informs Training Evaluation & Development
Coordinator (TEDC). For wrapping up the training, the TEDC sets up a meeting with the
Trainee and the Trainer with prior approval of the Section Head. During this meeting the
trainee is evaluated based on the criteria stated on the Training Evaluation Form,. After
 31

evaluation, the team recommends either to continue training or authorizes to certify the trainee.
If authorized for certification, TPC processes the paper work of this specification.
3.21 Certification
o Issuance of Certificate
Once the Evaluation Team (consist of TEDC and Trainer) recommends to issue a Certificate or
a Conditional Certificate, TEDC documents training information on Training Department’s
file. Training history including Peer Trainer’s name, training period, and tasks on the TPR that
had been signed are entered into the Training Database.
After completion of all documentation, Training Program Coordinator (TPC) issues a
Certificate or documents to support Conditional Certificate.
The following is done by the TPC for
Full Certification:
1. Updates Training Department’s documents.
2. A certificate is issued to the Section Head for department filing.
3. Trainee is notified of the effective certification date.
Training Program Coordinator (TPC) does the following for
Conditional Certification:
1. Updates Training Department’s document.
2. Issues a document to the Area In-Charge to support Conditional Certification.
3. Informs the Trainee on the Conditional Certification and the specific task/ tasks that the
trainee is certified to perform.

o Training Need Analysis in Nirjhor Knitwear Ltd:

Without any kinds of analysis, none training program will successful. Researchers plan the
training program after analysis in a scientific process. After initial recruitment, employees are
evaluated over a cycle of 2-3 years in periods of 6 months to a year. Assessments are done both
by the managers as well as by the concerned employees. Assessments by the managers are in
three forms, ratings method, essay method and results method.
o Ration Method:
In the ratings method the manager fills out a form rating the employee under a set of specified
criteria from poor to excellent.
 32

o Essay Method:
In the essay method approach, the appraiser prepares a written statement about the employee
being appraised. The statement usually concentrates on describing specific strengths and
weaknesses in job performance. It also suggests courses of action to remedy the identified
problem areas.

o Result Method:
Finally, in results based appraisal, a target is set by mutual agreement between the management
and employee and the employee are expected to self-audit his/her development over the target
period. At the end of the period, the extent to which the objectives have been met is assessed.
After assessment, any training is determined on the basis of Employee Need, as assessed by the
employees themselves or their supervisors and Business Priority, or how directly the necessary
training affects the employee’s primary function. For example, communication skills are not a
priority for an accounts officer, but are for a sales officer. Training needs detailed are supplied
by managers to their directors. After approval, these demands are sorted according to Business
Priority and used to create the Development Action Plan for the following year. Moreover
Nirjhor Knitwear Ltd. ( NKL) practices gap analysis for investigate the employees. It identifies
gaps between the optimized portion and combination of the resources the current allocation
level. Providing a foundation for measuring investment of time, money and human resources
required to achieve a particular outcome is the essential part of it.

3.22 Training Development Program in Nirjhor Knitwear Ltd:

o Field Training:
This particular training basically requires for the field workers. The technical training (the way
of field work, manners, coordination etc.) is the vital part of it. An extra trainer gives all the
training to the workers.

o Corporate Training:
Training is for the manager level employees. This training helps to improve manager’s
sensitivity, service excellence, effective delegation, leadership and managerial skills.
 33

o Research Based Training:

Research‟ training is very important for the company as researcher used to put on the market
the Products for the company. If their behavior and skills are not convenience, then company’s
reputation will be tarnished.

o International Training:
Since Nirjhor Knitwear Ltd is a part of Nirjhor Knitwear Ltd. ( NKL) and international
company, thus there is international training for the employees. In this case, one employee can
go to another brunch of the company to be trained and developed own skills or it will provided
into online.

3.23 Performance appraisal:

The process of monitoring individual and group performance, and giving helpful feedback for
improvement, is generally called performance appraisal. The purpose of appraisals are:
 Helping the employee to overcome any problems or obstacles to performance.
 Identifying where an employee’s potential for improved performance and greater
challenge could be better fulfilled.
 Setting goals and priorities for further monitoring and development.
The process will look at the employee as an individual, but will also ask how the employee
help the organization to achieve its objectives.
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Chapter: 4
Findings and Analysis
 35

4.1 Findings:
o Overall, the training is considered to be an effective one for the trainers and it seems that
it will contribute to their skill enhancement.
o The entire group found the trainer is very friendly and helpful to make them understand
all the contents. They felt comfortable to ask questions freely to the trainer.
o Majority found that the program/training contents are related to their work and it can help
them in future to improve their way of delivery of works.
o Majority of trainee think the training is well organized and everything is satisfactory. So,
there is no need to improve or change. However, others faced problems with the time and
discussion. Due the time constraint they could not go through the detail discussion. More
on the job Training and external training.

4.2 SWOT analysis:

Based on information acquired from Nirjhor Knitwear Ltd, and its employees, blew a SWOT
Analysis of training and development is provided.

Strengths:

o Great scope of employee skill development.

o Have performance evaluation system.
o Paying special care to training need analysis
o Training resources are available
o Global training support service.
o Good employee management relation.
o Followed different training policy.

Weakness:

o All identify need are not addresses for training.

o Less external training and employee considers that external training is more effective
than internal training.
 36

o The prominence of training is not equally assigned for all employees.

o Lack of enthusiasm from supervisor and poor training attendance

Opportunity:

o As employee, has a good opportunity of skills and career developments.

o Have chance to fill the gaps of lacking.
o Access in both national and international training.
o Branching out Options.
o Training performance helps in promotion.

Threats:

o Through trainees are selected by the supervisor or higher authority, there is a chance of
discernment.
o If training performance is not satisfactory, there is a threat of less PIPS (Performance
Incentives Profit Sharing)
 37

4.3 Recommendations:
o It’s determining if training is the best method to achieve the desired changes.
o Learning objectives and outcomes of training is identified and specified clearly.
o Team or trainees should actively involve in the development of the learning program
o Senior management is committed to why and continued support of learning.
o The design of the content and delivery is easier and requires overall behavior changes
clearly
o Easy to take into account culturally conditioned learning styles.
o A follow-up strategy in place to support continuity of changes is not required.
o Human is most dynamic resource for an organization. Getting the best person is a
critical issue.
o Good and effective recruitment in effect is a job well began in the dynamics of
organization’s growth and progress.
o The knowledge, skills, Experience and Job specific competences assessment
framework currently development should reflect the guidance in the statutory codes of
practice, be non-discriminatory, transparent, promote equality of opportunity and be
objective.
o Recruitment and selection are an integral component of Human Resource activities,
which includes employees training development and compensation and employee
relation.
o A comprehensive monitoring system, tracking applicants from application through to
appointment, should be developed and implemented.
o All those who sit on selection panels be required not only to be trained but also to
attend refresher courses after an appropriate period of time.
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4.4 Conclusion:

Training and development programs play a vital role in every organization. These programs
improve Employee Performance at workplace, it updates Employee Knowledge and enhances
their personal Skills and it helps in avoiding Managerial Obsolescence. With the use of these
programs, it is easier for the management to evaluate the job performance and accordingly take
decisions like employee Promotion, rewards, compensations, welfare facilities, etc. These
training programs also help the managers in succession planning, employee retention and
motivation. It creates Efficient and Effective employees in the Organization. The need for
training & development is determined by the employee’s performance deficiency, computed as
follows: Training & Development need Standard performance, Actual performance Training
enhances the overall performance of an organization in various ways. The major areas where
employees are normally trained in an organization are Soft skill Development, Personality
Development, Interpersonal Relationship, Problem solving techniques, Managerial and
Supervisory Training Program, quality improvement programs, technical processes, quality
circle programs, Time management skills, employee efficiency development programs, violence
prevention programs, regulatory compliances, goal setting and implementation of programs,
workplace safety management, workplace communication, and so on. Training enables the
employees to develop their skills within the organization and hence naturally helps to increase
the organization’s market value, earning power of the employees and job security of the
employees. Training molds the employee’s attitude and helps them to achieve a better
cooperation within the organization. Training and Development programs improve the quality of
work-life by creating an employee supportive workplace.
 39

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1. P. SubbaRao (2009), “Essentials of Human Resource management and Industrial

Relations” , Himalaya Publication House, 3rd Revised & Enlarged Edition.
2. Michel Armstrong (2001), “A Handbook of Human Resource Management Practice”,
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3. Mamoria, C. B. (1995), “Personnel Management (Management of Human resources)”,
Himalaya Publishing House, Bombay.
4. Chaudhuri, Manodip Ray. “Employ Training Grooming for a better Tomorrow”. HRM
Review, Vol.4, No.1, January 2004.
5. Dwivedi, R. S. (2001), “Managing Human Resources-Personnel Management in Indian
Enterprises”, New Delhi: Galgotia Publishing Company, New Delhi.
6. Aswathappa, K. (2000), “Human resource and Personnel Management”, Tata Mcgraw-
Hill Publishing Company Limited, New Delhi.
7. GunaSeelanRethinam, Maimunah Ismail (2008) “Constructs of Quality of Work Life: A
Perspective of Information and Technology Professionals”, Universiti Putra Malaysia,
Malaysia.
8. ZHU Su-li,LONG Li-rong (2008), “TheTreadmill Effect on the Utility of Quality of
Working Life”, Wuhan University of Technology, P.R.China.
9. Chao, Chih Yang Huang, Yi Li Lin, Chih Wei, “The Relationship between Leadership
Behaviorof a Principal and Quality of Work Life of Teachers in an Industrial Vocational
High School in Taiwan”.

Website:

1. www.nirjhorknitwearltd.com
2. www.assignemntpoint.com