DECLARATION

I Amruta Supnekar, student of Janki Devi Bajaj Institute of Management

Studies of MMS-I (Sem II) hereby declare that I have completed project on
“Streamlining the training Process” at Godfrey Phillips India limited in

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the academic year 2007-08. The information submitted is true and original to
the best of my knowledge.

Amruta Supnekar
MMS-I
 PREFACE

This project attempts to understand the training process in GPI and

streamline the process to the best possible manner such that it starts
to contribute towards achieving the company’s objectives in terms of
Training and Development. Within the course of this journey I
redesigned the Training Need Identification form and Training
feedback form, the starting steps towards achieving the goal of

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streamlining the entire process. I concluded the project by preparing
a requirement sheet for a training software program.
 ACKNOWLEDGEMENT

I would like to express my gratitude to my Project Guide Mr. M M

Bhramhe, Personnel Manager, GPI and Mr. Atul Bhole, HOD, HR, GPI for
their great help and valuable guidance & assistance, without which this
would not have been possible.

I would also like to thank all the Department heads, and the entire personnel
department including Mrs. Seema, Mr. Anil G, Mrs. Preeti, Mr. Shailesh and

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Ms. Rohini; for their guidance and time-to-time suggestion and the
information provided on this particular topic.
TABLE OF CONTENTS

1. Preface 2
2. Acknowledgement 3
3. Introduction to GPI 8
4. Training structure
4.1.1. types of training 9
4.1.2. training methods 10
4.1.3. Consequences of Absence of Training Needs Assessment 11

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5. The Training process
5.1.1. Step I: Training Need Identification Form. 13
5.1.2. Step II: Submission of the tentative Departmental schedules to
the Personnel department. 13
5.1.3. Step III: preparation of the Training Plan 13
5.1.4. Step IV: Preparation of the Training Calendar 14
5.1.5. Step V:Notification of the schedule to the particular department14

5.1.6. Step VI: Feedback form to be filled by the trainee 14

5.1.7. Step VII: Filling the Evaluation form. 14
6. Existing format of Need Identification Form Observations 15
7. Redesigned versions of Need Identification Form
7.1.1. Ist Version of Re-designed Need Identification form and the
modifications required 19
7.1.2. IInd Version of Re-designed Need Identification form and the
modifications required 21
7.1.3. IIIrd Version of Re-designed Need Identification form and the
modifications required 25
7.1.4. IVth Version of Re-designed Need Identification form and the
modifications required 27
8. Manager’s Need Analysis 29
9. Training Plan 31
10. Training Calendar 33
11. Existing Feedback Plan 34
12. Evaluation form 36
13. Requirement Sheet 38
14. Conclusion 40
15. Bibliography 40
16. Annexure 41

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INTRODUCTION TO GPI

GODFREY PHILLIPS INDIA LTD. (GPI) is better known for some of its most
popular cigarette brands in the country like Four Square, Red and White,
Jaisalmer, Cavanders and Tipper; also for the Bravery Awards (earlier known as
Red & White Bravery Awards). Presently it is the second largest player in the
Indian cigarette industry; its annual turnover exceeds INR 1550 crores. Its
products are distributed over an extensive India wide network of more than 500
distributors and 800,000 retail outlets. Its Corporate Office is in Delhi and has
offices all across India in over 8 locations. Godfrey Phillips India has two major
stakeholders, one of India's leading industrial houses - the K. K. Modi Group and

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one of the world's largest tobacco companies, Philip Morris. The Company also
enjoys a strong backing of over 12,000 shareholders.

It was initially Fire Hand Tobacco Co. that was taken over by bigger Tobacco
companies and eventually by Godfrey Phillips India (estd. in Calcutta) in 1944.
This is how GPIL was established. The flagship brand was Cavanders with
Abdulla No.7, Red & White, Bombay Special, Godfrey Admiral and Ship as the
other renowned brands. GPI became a Public Limited Co. in 1946 and facilities
like Laboratory, Ambulance Room etc. were added. In 1967-68, the shares of
GPI were sold to Philip Morris Inc., New York.

Till the early 70s, GPI was known for Cavanders. Then it launched Four
Square Kings, which took the market by storm and soon became the flagship
brand of the Company.

In 1983, the company launched its motto “WE AIM TO SATISFY” and
rededicated itself to the cause of satisfying one and all who were related to the
company - customers, employees, distributors, shareholders and society.

Realizing the importance of the human factor in producing good quantity and
quality, GPI Signed an agreement with Japan Tobacco Company (an
acknowledged world leader in the management of people and machines) for the
improvement of the Andheri factory
Vision - To become a leading tobacco player in India and beyond

Values

• Passion for winning.

• Innovation through Intrapreneurship.
• Winning trust internally and externally.
• Global mindset.
• Socially responsible corporate citizen.

As a leading cigarette manufacturer the company believes their responsibility

does not end at just reaching out to their customers; it extends in making them

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responsible consumers. With this in mind they have implemented WHITE – ‘We
Honor the Importance of Tobacco Etiquette’. It is an internal programme
presently because they believe that they need to set an example by practicing
the change they hope to bring.
INTRODUCTION

The Rung of a ladder was never meant to rest

upon, but to hold your foot long enough to put
your foot longer.

Training is any attempt to improve current or future employee performance by

increasing an employee’s ability to perform through learning, usually by changing
the employee’s attitude or increasing his or her skills and knowledge. Training
makes the employees versatile in the operation. The need for training and
development is determined by the employee’s performance deficiency, computed

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as follows:

Training and Development need = Standard performance – Actual Performance

Training and Development offer competitive advantage to a firm by removing

performance deficiencies; making their employees stay long; minimizing
accidents, scrap and damage; and meeting future employee needs. There is a
greater stability, flexibility, and capacity for growth in an organization Training
contributes to employee stability in at least two ways. Employees become
efficient after undergoing training. Efficient employees contribute to the growth of
the organization which intern renders stability to the workforce. Needs
assessment diagnoses present problems and future to be met through training
and development.

Needs Assessment occur at two levels – Group and individual level. An individual
obviously needs training when his or her performance falls short of standards,
that is, when there is performance deficiency. Inadequacy in performance may
be due to lack of skills or knowledge or any other problem. The problem of
performance deficiency caused by absence of skills and knowledge can be
remedied by training. Faulty selection, poor job design, improving quality or some
personal problem may also result in poor performance.
Assessment of training needs must also focus on anticipated skills of an
employee coping up with the technology change, increasing variety in
challenging tasks in their career path. Individuals may also require new skills
because of possible job transfers. Assessment of training needs occurs at the
group level too. Any change in the organization’s strategy necessitates training of
group of employees. The root of the TNA is the gap analysis. This is an
assessment of the gap between the knowledge, skills and attitudes that the
people in the organization currently possess and the knowledge, skills and
attitudes that they require to meet the organization’s objectives.

Types of Training:

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• • Conference

• • Lecture
• • Seminar
• • Demonstration
• • Panel
• • Role Playing
• • Case Studies
• • Simulations
• • Self-Discovery
• • Movies/Videos/Computer based Trainings
• • On-the-job training
• • Mentoring

"No one can predict to what heights you can soar;

Even you will not know until you spread your
wings"
TRAINING METHODS:

• On the job training: on the job training (OJT) is conducted at the

worksite and in the context of the job. An experienced worker shows a
trainee how to work on the job. It is the most effective method as the
trainee learns by the experience, making him or her highly competent. To
be successful, the training should be done according to a structured
program that uses task lists, job breakdowns, and performance standards
as a lesson plan.

This method is least expensive since no formal training is organized; also

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it is free from an artificial situation of classroom training. The training can
be made extremely specific to the employee's needs. It is highly practical
and reality based. It also helps the employee establish important
relationships with his or her supervisor or mentor. The trainee is highly
motivated to learn since he or she is aware of the fact that their success
on the job depends upon the training received.

The methods of on the job training are as follows:

 On-the-Job Training – on the Field
 Apprentice Training
 Coaching/mentoring
 Job Rotation

• Off- the job training: off the job training is basically external training
which is done either in the training center of the company or it is done
outside the company by an external faculty. In GPI, off the job training is
generally preferred for either for new machinery, or for any of the self
development course.

The methods of on the job training are as follows:

 Lectures/Seminars
 Programmed/Computer Assisted instruction
  Simulation
 Role Playing
 Behavior Modeling

Consequences of Absence of Training Needs Assessment:

The significance of needs assessment can be better understood by looking at the

consequences of inadequate or absence of needs assessment. Failure to conduct needs
assessment can contribute to:

• Higher labour turnover

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• Increased overtime working
• Poorer-quality applicants
• Higher recruitment cost, including advertising, time and incentives
• Greater pressure and stress on management and staff to provide cover
• Pressure on job-evaluation schemes, grading structures, payments systems, and
career structures
• Additional retention costs in the form of flexible working time, job-sharing, part-
time working, shift-working, etc
• Need for job redesign and revision of job specification
• a rise in workplace accidents
• lower performance than competitors
• benchmarking figures do not match or exceed competitors

General Benefits from Employee Training and Development:

• Increased job satisfaction and morale among employees
• Increased employee motivation
• Increased efficiencies in processes, resulting in financial gain
• Increased innovation in strategies and products
• Reduced employee turnover
• Enhanced company image, e.g., conducting ethics training, Risk management,
training about sexual harassment.

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 Start
THE TRAINING PROCESS

Individual
training needs

No
Staff OR Management cadre
worker

Yes
P.A. will form basis of need
Staff/Workmen cadre identification

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HOD responsible for identifying
training needs of its respective
dept.

Training need identification form is

filled for each individual

Finalization of individual training needs in

consultation of personnel dept.

Training need identification

form are collected

Based on the training needs training plan

& calendar for the year is prepared

As per plan the trainers are The training effectiveness

Training plan is implemented and feedback of the
identified and internal and
dept. wise training is obtained
external programs are conducted

Review of the training plan

done every six months &
corrective action if any is
taken
Individual
training needs yes End
All training records and a satisfied?
MIS is maintained

No

C/F for next year

The main steps of the above training process are as follows:
STEP I: Training Need Identification Form-

Training Need Identification form identifies the training needs of an employee

required in his work area for the current year. This form is filled by the immediate
supervisor or the Department I/c at the beginning of the financial year. The form
contains the employee’s name, department, token no., educational qualification,
experience, date, etc along with various broad parameters like Job Knowledge,
Working Proficiency, Self –Development Series and systems (i.e. Japanese
systems like TQM, Six Sigma, Kaizen Teian, Quality Focus, TPM and ISO 900;
ISO 14000; OHSAS) that are carried out in the company. The supervisors are

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supposed to grade the employee’s Current level and Expected level based on
these parameters. Both Technical and Non Technical needs are identified by
evaluating the performance of the employee, education, observation and records
of the evaluation of last year’s training need as compared to the present year.

STEP II: Submission of the tentative Departmental schedules to the

Personnel department-

The Training Need Identification Form of each employee when submitted by the
particular department is recorded in the personnel department. The personnel
department then has to prepare a training plan and a calendar considering the
need identified by each department. Hence, they ask for a tentative plan as in
when the employees can be released for training considering the production
pressure and the problem of manpower crunch. This plan is prepared by the
Departmental In charge for the entire financial year mentioning the activities of
the entire year.

Step III: Preparation of the Training Plan-

Considering the tentative plan of each department, the personnel department

makes the Training Plan. The training plan, which is made according to each
department, consists of the employee name; code no.; department; training
course, as identified from the need identified form; mandays required for that
particular employee; mandays required for that are required for that course; total
mandays planned; actual mandays; mandays that have not been planned but
have been completed in that month; plan differed, etc.

Step IV: Preparation of the Training Calendar-

The training calendar is the final weekly plan of the activities of each department
for the whole financial year in terms of the training & development. It is prepared
considering the training plan and the need identification forms of each

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department. Apart from the course name, department, week; planned and actual
mandays are also mentioned in the training calendar.

Step V: Notification of the schedule to the particular department-

After identifying and recording the needs of all the employees and preparing the
calendar, the personnel department notifies the particular department in the
beginning of every month about the training to be carried out for every employee
in any specific month. This bridges the communication gap and avoids the
backlog of training.

Step VI: Feedback form to be filled by the trainee-

After the implementation of the training programme, a feed back form is been
filled by the trainees. These evaluation forms are supposed to be filled only in
case of external training programmes. These feedback forms contain detailed
information about the course design, relevancy, faculty, tools used, place of
training, communication with the trainer, etc.

Step VI: Evaluation form –

The process of examining a training program is called training evaluation.
Training evaluation checks whether training has had the desired effect. Training
evaluation ensures that whether trainee is able to implement his learning in his
regular work routines. In GPI, Training evaluation form is filled in by the
immediate supervisor or the departmental in charge or the shift manager after the
completion of two months of external training.

Existing form:

This form is been used in GPI from a long time. This need identification form was
designed for all the departments in the company. The department In-charge or
the shift managers or the immediate supervisors are supposed to fill these forms.

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For every employee, a separate form (hard copy of this form) has to be filled
mentioning the areas of training to be imparted. This form contains entire
information about an employee starting from his name, token No. (four digit
employee code), experience, department, education, date and designation. This
form has to be filled in the month of March, for the next financial year beginning
from April. These forms are submitted to the personnel department in the last
week of March so that they could prepare the training plan and the training
calendar for the entire year, once the training needs are identified for each
employee. . A version of this format has been displayed in Annexure I.
It contains five broad parameters in which they were divided into five broad
aspects like:

1. Job Knowledge
2. Working proficiency
3. Self development series- 1
4. Self development series-2
5. Systems, etc

Job Knowledge refers to the basic knowledge required by an employee to

perform the job allocated to him. It starts from having the basic knowledge of
starting and running machinery to the point of understanding functional
knowledge required to perform the support activities of the job.
The sub-parameters that are included in Job Knowledge are as follows:
• Equipments,
• Machineries,
• Utilities,
• Functional knowledge in terms of Administrative
Support

Working Proficiency refers to the proficiency level displayed by the employee

in performing job assigned to him. Training needs to be imparted which would
enhance help him improve his skills to perform the job in a better way. For

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instance, if an employee knows how to operate a machine then
understanding how to increase its productivity considering the same time limit
would be working proficiency. At GPI it also refers to the extent to which the
employee uses improvement measures while performing his duties.

The sub-parameters that are included in for working proficiency are:

• Quality Focus-
• (7QC tools, Six Sigma, Judgments Std).
• TPM (Total Preventive Measures).
• Maintenance System.

Self Development Series (SDS) contains training programs which are not
related to the individual productivity or organizational productivity but these
are for the personal development of the employee. It contains parameters
which would help the individual for their overall personality development. It is
divided into two parts – SDS 1 and SDS2. The first part contains individual
development series whereas the second part contains personality
development series.

For Self Development Series 1 (SDS1):

• Motivation & Goal Setting
• Leadership
• Time Management.
• Team Building.

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For Self Development Series 2 (SDS2):
• Communication Skills.
• Interpersonal Skills.
• Emotional Intelligence.
• Personality Development.
• Creativity.

Systems refer to the various Japanese systems that were introduced by the
management in the year 1993, during a visit to Japan to increase productivity,
reduce wastage, and increase the profit margins and having proper discipline
in the work area. The training for systems was classified as Awareness

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training, specialized training and updates.

And for Systems:

• ISO 9000
• ISO 14000
• OHSAS
• Six sigma
• Kaizen Teian
• 5S
• SA 8000

This form also includes the evaluation part, which has to be filled after the
training is imparted and the results are verified after a particular period
depending upon the type of training. The evaluation part contains three
columns which are, Actual level (AL), training done – yes / no, remarks. This
has been merged into the same form so that it would be easier for a person
who fills the form to verify the CL, EL could thereby decide the AL. also, and
he can also give his remarks about the performance of that employee after
attending the training course.
Modifications required:

1. The CL (current level), EL (expected level) and AL (Actual level) were

not defined but were subjective to the person filling the form. Hence the
auditors once questioned about the specific definitions of the ratings
given to these levels which were subjective to the rater.
2. This form was applicable for the entire organization; it could have been
department specific to make it more reliable and accurate.
3. It should not be time consuming
4. it should be user-friendly

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Ist Version of the Re-designed Need Identification Form

This was the first version of the re-designed form. The entire form was designed
as a word format. The main issue that was looked upon was to make it
comprehensive and time consuming. Hence the entire form was made to fit it in a
single page with the parameters being the same like, Job Knowledge, Working
Proficiency, Self Development Series and Parameters. . A version of this format
has been displayed in Annexure II. These parameters were divided into
Functional/Technical and Behavioural Aspects. Job Knowledge was placed in the
Functional aspect while Working Proficiency was under Behavioural aspects.

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One parameter that was introduced in this form was “CRITICALLITY OF
TRAINING”. It can be rated a scale of 1to3, which is defined in the form. One
more parameter was added in this form which was “BY WHEN”. This parameter
explained the maximum time limit till which the employee should be trained. The
superior has to specify the quarter by when he should be trained. An example of
the same is given below.

The form also contained short information about the employee like name,
employee code, department, designation, education, experience and remarks. At
the end of this form, certain instructions were given about the definitions of
Criticality, the by-when column and the functional and Behavioural aspects.
Modifications required:

• The columns like CL (current level), EL (expected level) and AL (actual

level) should be included; as specified by the OHSAS (Occupational
Health & Safety Assessment Series) to determine the specific level of the
employee i.e. where he stands and the level at which he is expected to
reach. This also helps in determining the intensity of training to be
imparted.
• Should be department specific, the main format being the same
• It should be more of an objective type; which will not consume more time.
• Insufficient space to note down the requirements.

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• It should be user friendly
• A drastic change in the format may not be accepted.
IInd Version of Re-designed Need Identification Form:

Considering the suggestions of various Department I/c, and the people filling
these forms; the next version was designed in an excel format. The main layout
for the entire company was decided having the broad parameters namely, Job
Knowledge, Working Proficiency, Self Development Series and Systems. . A
version of this format has been displayed in Annexure III. Now, since it was
recommended to make the form department specific, I went to each and every
department to interview the Department I/c to get the inputs of that particular
department. These inputs contained the parameters on which training has to be
imparted to the employees of that department. An example of the same can be

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given as:
For Cigarette Making Department (CMD); the parameters in Job Knowledge
would be:
• Equipments &
Machines
• Instruments
• Auditing
techniques
• Supervisor
function
• Administration
techniques

In this version of the need identification form, a drop down box was introduced
wherein the person filling the form has to select a particular parameter from the
Job Knowledge box. Further, most of the departments required one more
parameter as a sub parameter. An example of the same can be given as:
For Cigarette Making Department (CMD); the sub-parameters in Equipments &
Machines would be:
• MARK 8/ FA III + CID/
TFU
• MARK 9/ MAX-S +
CID/ TFU
• GD 121/ AF 12/ T-10
 • Special Purpose
Machine
• Pneumatics

These sub parameters could be chosen by clicking on the column next to the
machines & equipments column. These broad parameters were also categorized
on the basis on Technicians and Operatives. The simple reason being that the
training imparted to the technician and the operative has to differ with the
difference in the type of work allotted

For example, a technician is expected to take care of small technical snags

faced during the routine daily operations of the machines along with being

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responsible for running of the machines. Thus the technicians are the people
who posses the basic technical know-how of the machines.
In contrast operatives are the employees who are responsible for the routine
working of the machines for daily production and are not to solve the technical
issues. The next broad parameter mentioned the form was Working Proficiency.
Even the parameters to be included under this were the inputs taken from
different departments. Rest of the three broad parameters like SDS 1, SDS2and
Systems was presented in a similar manner for all the other departments. . A
version of this format has been displayed in Annexure IV.

Modifications required:

1. Under the heading of Job Knowledge, only one parameter could get a
sub-parameter, if required. In this case, the use of Data Validation function
in Microsoft Excel was used which on selection of the parameter from the
drop down box only one would be selected. If anyone wanted to impart
training on one or more than one parameter and hence wants to include
more than one sub-parameter, they had to type the rest in the column
provided.
For instance: the Need Identification Form of Materials Department is displayed
as an example
Drop down box

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. Opened Drop down box for Job Knowledge
Where as, it was found later that some departments had two-three parameters
that required sub-parameters which the Data Validation Function was not did
not provide.

2. One more problem that arouse was that if they could have typed in the
second parameter as well, they have to rate for the two parameters by
giving rating to one parameter rather than rating the two separately, since
both fell in the same box.

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In this example, the form of materials department is displayed. Negotiation skills
is been selected from the Drop down box, whereas, Taxation is written (typed)
but the rating can be given to them commonly.

One more problem that came out lately was that one of the departments wanted
the same form to have separate columns for Operatives and for Technicians.
This was not included in any of the earlier forms. They also wanted sub-
parameters for these two levels of employees in the column of Job design
separately.
IIIrd Version of the Re-designed Need Identification Form:

This form was re-designed in order to overcome the modifications of the previous
form. Hence, the overall format was not changed but minor changes were made.
In the broad parameters like Job Knowledge, the data validation function has
been removed and a filter has been placed there so that multiple option function
would work. But that was not possible in more than one parameter. Hence it was
formed as in a manner as if every thing from the old format was as it is
transferred to an excel sheet, by making it department specific. Also, it was not
user-friendly. The cells were merged in each parameter, so that if there is more

9
than one sub-parameter, all of them can be rated separately. But then the
problem was that since all the sub-parameters. . A version of this format has
been displayed in Annexure V.

Filter For Job

Knowledge

Multiple
-Selection
Option

The rows which are added to rate the multiple selected sub –
parameters, if required.
To overcome the second problem of the previous form, that was giving separate
rows for each sub-parameter, this was done as mentioned above.

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IVth Version of the Re-designed Need Identification Form:

This is the final version of the form that was re-designed considering the
modifications that were required in the previous versions. A version of this format
has been displayed in Annexure VI

The features that were added in this form were as follows:

• The broad parameters like Job Knowledge were given a filter to add the
multi – selection feature to its sub – parameters.
• The factor of “Ownership” can be felt among the departments when they

9
are being involved in the re-designing process.
• The objectiveness of the form has increased since the use of drop down
box, multiple selection option, etc has added which reduces the typing
work.
• It was observed in the third version of the form that there were some
departments which required more insights to the sub – parameters. A
separate column was allotted for the same with a drop down box.

For instance; in this form pertaining to the Quality Assurance Department,

Process & Techniques which is a sub parameter of Job Knowledge
needed an additional column to mention the specific process.
• All the sub – parameters needed separate rows to rate the CL or EL
whichever parameter was selected in the filter.
• It was recommended that some departments needed different forms for
Technicians as well as for Operatives. This was not possible. Hence, in
the Job Knowledge column, the two categories of employees were
included with a drop down box for their requirements.

For instance; the following form is designed for Research & Development
(R&D) which includes separate columns for Staff and for Operatives.

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MANAGERS NEED IDENTIFICATION FORM:

As per the requirements, there was a need for a separate need identification form
for the managers. Earlier there was no need identification form for managers.
Hence, a form was designed taking into consideration the difference in the type
of training required by a worker and a manager. This would mean that a worker
would require training on a particular machine or training for on working on a
system like six sigma with its implications in his work area; whereas a manager
would require training on Effective use of IT and equipment, esp. communication,
planning and reporting systems. A format of this form has been displayed in
Annexure VII. This form was a consolidated excel sheet for the entire company

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instead of making it department specific since there were less managers and
above in a particular department.

There are no sources in the current document.

A drop down box defining the grading scale for

CL and for EL
The inputs were taken from each and every department on interviewing the
heads of each department. The columns that were included here were Skills
required, individual name, total of the grades of an individual and his average,
the department’s total and average. Apart from this CL (Current Level) and EL
(Expected Level) were also included in this sheet.

Two graphical sheets were attached to the main excel file. One indicated the
department’s requirement about the all the skills and second sheet about an
individuals requirement as compared to his colleges.

Skills as defined in the main sheet

Same as this sheet, the second graphical sheet i.e. graphical representation
indicating the overall Organization’s need to a particular skill can be identified.
TRAINING PLAN:

Training plan is a monthly training plan of the departments individually as well as

a consolidated plan of the entire organization. The training plan is prepared by
the personnel department considering the tentative plan submitted by each
department. It depends upon the production pressure and the manpower crunch
that the employees can be released for training programmes. The format of the
training plan has been displayed in the Annexure VIII.

The training plan consists of the employee name; code no.; department; training

9
course, as identified from the need identified form; mandays required for that
particular employee; mandays required for that are required for that course; total
mandays planned; actual mandays; mandays that have not been planned but
have been completed in that month; plan differed, etc.

For instance, the following is the Training Plan of Primary Making Department
(PMD) of the year 2007-08.

Planned Mandays Actual Mandays

The next table is consolidating training plan of entire organization:

A consolidated training plan for OHSAS 18001/2007 and ISO 14001/2004 was

9
prepared for the financial year 2008-09which included all the departments. The
contents of this plan were, category of employees (i.e. Operative, Technicians,
Staff, Workmen, Manager and Departmental I/c); name of the training course;
department; number of employees to be trained; duration per days (hrs.);
mandays – planned and actual; plan differed; not planned but actual in the
month; month in which the training has to be imparted and the company wide
total (mandays) across all the departments. The mail course of OHSAS and ISO
14000 was broken down into various insights specially designed for each
category of employees as per their work and designation.

For instance, for technicians, in OHSAS18001/2007, Safety Instructions,

Occupational Health, First Aid, Fire Fighting and Maintenance of Devices were
allotted. Where as for Managers, Occupational Health, Operational Controls,
Root Cause analysis and Accident Investigations were allotted The same type of
breakdown was done in case of ISO 14001/2004 as well.
9
TRAINING CALENDER

The training calendar is a weekly planner of the activities of each department for
the whole financial year. It is prepared considering the training plan and the need
identification forms of each department. Apart from the course name,
department, week; planned and actual mandays are also mentioned in the
training calendar. The format of the training calendar is given in the Annexure IX.
While constructing a training calendar, the managers were asked as when they
want their employees to get trained considering the manpower crunch and the
production pressure. For a training calendar to be effective, it needs to be
tailored for the organization’s real needs. Training calendars are best suited to

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repeatable and regular demand, such as refresher skills training for infrequently
performed technical tasks and for new recruits joining the organization.

Planned
Manday
s

Actual
Manday
s
 Feedback Form:

A process of providing information to those involved in training

regarding questions they genuinely want answer for. The feedback
form is to be filled by the trainee only in case of external training
which exceeds 3 days. Existing feedback form is given in the
Annexure X. This form acts as a review of the entire training programme. It
contains general information like the name of the training programme, time,
faculty and place. It also contains detailed information about the course design,
relevancy, faculty, tools used, place of training, communication with the trainer,
etc The grading scale is defined as strongly disagree, disagree, neutral, agree &

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strongly agree.

Purposes & Uses of a Feedback form are as follows:

• To determine whether the programme is accomplishing its objective.

• To identify the strengths & weaknesses in the HRD process.
• To determine whether a programme justifies costs.
• To decide who should participate in future programmes.
• To test the clarity & validity of tests, questions & exercises.
• To identify which participants benefited the most or the least from the
programme.
• To reinforce the major points made to the participants
• To gather data to assist in marketing future programmes.
• To determine if the programme was appropriate.

Modifications recommended in this form:

I. The form contained a lot of parameters.
II. All questions on the training feedback form were tabulated one below the
other and all had the same option marking scheme – from 1 (strongly
disagree) to 5 (strongly agree). It is human tendency to go on marking the
same moderate option (in this case 4 – ‘agree’) and this is exactly what
used to happen. Most questions would get a response of 4 without the
trainee having read the question carefully. This had to be changed so that
 firstly, the questions were reduced and then the marking scheme was
molded according to the question.

For instance:

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The redesigned feedback form was made short and the ratings and all the
parameters were changed. The parameters were: Structure of course, Course
Material, Teaching Faculty, Hands-on Sessions, Faculty’s Interaction with
participant, Usefulness, Overall Impression, etc.

The new version of the feedback form is given below:

The new version of this form is given in Annexure XI.

Training Evaluation Form:

The process of examining a training program is called training evaluation.

Training evaluation checks whether training has had the desired effect. Training
evaluation ensures that whether trainee is able to implement his learning in his
regular work routines.

Purposes of Training Evaluation

The five main purposes of training evaluation are:
Feedback: It helps in giving feedback to the candidates by defining the
objectives and linking it to learning outcomes.

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Research: It helps in ascertaining the relationship between acquired knowledge,
transfer of knowledge at the work place, and training.

Purpose of Training Feedback

Intervention Control

Feedback
Power

Research

Control: It helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.
Power games: At times, the top management (higher authoritative employee)
uses the evaluative data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are
aligned with the expected outcomes.
4 Level Training Outcomes (based on by Donald Kirkpatrick1976) are:
 Reactions: Did employees like the training, think it was useful,
 Learning: Did employees learn anything new?
 Job Behaviour: Do trainees behave any differently back on the job?
 Results: Did the training have the desired outcome?

 In GPI, Training evaluation form is filled in by the immediate supervisor or

the departmental in charge or the shift manager after the completion of
two months of external training. The new version of this form is given in
Annexure XII.

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• Techniques of Evaluation:
The various methods of training evaluation are as follows:
• Observation
• Questionnaire
• Interview
• Self diaries
• Self recording of specific incidents
Requirement Sheet:

The Requirement sheet is comprehensive sheet which provides the inputs and
the requirements that has to be provided to prepare proper training software to
revamp the entire training process.

Training software will provide a single window interface to access the various
training heads such as TNI, Training Plan, Training Calendar, Training Evaluation
& Training Record by means of tabs.

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Training Need Identification:

o Department wise Training need Identification forms satisfying the training

need identification requirements of each department for various level of
employees

o A write-up summary of standard training programs describing the course

contents, that are conducted regularly or almost every year, to be attached
along with the TNI forms for the reference of departmental heads

o Satisfying the basic auditing needs. For example showing the current level
and expected level to be a part of the form in some format or another

o Ability to view the list of training needs identified for any particular
employee or department

o Ability to view the list of total number of employees for whom a specific
training need has been identified

o A GUI (Graphical User Interface) based automated form with minimal

manual insertion of text to specify something
Training Plan:

o A tentative time frame to be provided by the respective department heads

for the employee to get trained. Best served if they can forecast the
production pressure in advance and then assign or nominate the
employees for training

o The training need identification form for each department to be integrated

with the training plan of the respective departments to avoid manual
preparation of the plan

o A summarized training plan for the organization to be prepared

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automatically from the training plan sheets of all the departments

Training Calendar:

o The training need identification form for each department along with the
training plan to be integrated with the training calendar of the respective
departments to avoid manual preparation of the calendar.

Training Evaluation:

o Training Evaluation form to be redesigned to find the effectiveness of

training in subjective as well as objective terms

Maintaining the Records:

o The complete and comprehensive training records right from the inception
of the factory for each and every employee

o Ability to view the list of trainings imparted to any particular employee right
from the date of his joining the organization along with the training need
identified for him in the current year

o Ability to view the list of total number of employees for whom a specific
training need has been identified
CONCLUSION:
To streamline the Training & Development process at GPI, the need to revamp
almost all the components of T & D i.e. TNI form, Training Plan, Training
Calendar, Training Evaluation, Training Records and Training Reports, was felt.
After discussion with my project guide and the HOD of HR department it was
decided that to better serve the company’s objectives within the perspective of
T&D, the company must look for dedicated professionally designed software
program to achieve this objective. I was asked to prepare a comprehensive
requirement sheet from my understanding of the training process which would
become the basis for discussion with the software vendor for desired functionality
of the software program. I started working for the requirement sheet but had to

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leave because of the completion of stipulated duration of my training. The HR/
Personnel department will further review this requirement sheet and a final
comprehensive sheet will be prepared after discussion with all the department
I/Cs and top management.

BIBLIOGRAPHY:
• GPI Manuals of Training & Development

• Human Resources & Personnel Management by K Ashwatthapa

• www.citehr.com
 Annexure I

TRAINING NEED IDENTIFICATION FORMAT

Employee’s Name : Employee Code:

Designation : Experience :
Dept : Education :

Functional /Technical Behavioral

Critical By When Criticali
Proposed Area/Subject of Proposed Area/Subject of By When (Specify the
ity (Specify the ty
Development Development Quarter)
(1/2/3) Quarter) (1/2/3)

Job Knowledge: Self Development Series-

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( Equipments, Machineries, Utilities, 1:
Functional knowledge in terms of (Motivation & Goal Setting, Leadership,
Administrative Support, etc) Time Management, Team Building.)
1.
1.
2. 2.
3. 3.
4. 4.
5. 5.

Working Proficiency: Self Development Series-

Quality Focus, 7QC tools, Six Sigma, 2:
Judgments Std., (Communication Skills, Interpersonal
TPM (Total Preventive Measures). Skills
Maintenance System Emotional Intelligence, Personality
Development, Creativity.)
1.

1.
2. 2.
3. 3.
4. 4.
5. 5.

Systems: Systems:
ISO 9000, ISO 14000, Kaizen Teian ISO 9000, ISO 14000, Kaizen Teian
Safety, 5S, OHSAS. Safety, 5S, OHSAS.
1. 2.
3. 4.
5. 6.

Remarks:

(HOD/Dept.I/C)’s Signature:

________________ Date : ________________

Explanation:

CRITICALITY:

1. Good to know.
2. Medium Criticality would help in better performance, not immediate.
3. High Criticality, required at the earliest for performing on the job.

Note: Please note that “3” (High Criticality) may not be given to more then 1 per year

Functional/Technical Training:

These are the training inputs essential for effectively performing the roles and
responsibilities of a Job as per KRA. These may also be inputs for learning new skills
required for new responsibilities.

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Behavioural Training:

These are the training inputs required for the enhancement of soft-skills and continuously
achieve Personal Development.