A) A Project Report on Post Training Evaluation With Special Reference To Forbes Marshall Pvt. Ltd.

Pune Submitted To,

Tillak Maharashtra Vidyapeeth, Pune In Partial Fulfilment of the Requirement Of Master of Business Administration (MBA)

Submitted by
Bhosale Raviraj Suryakant Under the guidance of Faculty guide Patil A. H. Project guide Sanyucta Chakravarty

Through
The Director Tillak Maharashratra Vidyapeeth, Pune. Yaswant Degree Collage of Computer & Management, Mangalwar-Peth Karad.

DECLARATION
To, The Director, Tillak Maharashtra Vidyapeeth Pune, Yashwant Degree Collage of Computer & Management, Mangalwar-peth Karad. Respected sir, I hereby declare that this report is original in all aspects and the facts prescribed there in are true and not copied from any other project report. If proved otherwise, I will solely responsible for the consequences arising there from.

Place: Karad Date:

Bhosale Raviraj Suryakant

E) ACKNOWLEDGEMENT
I take it an opportunity to thank all those who have directly inspired directed and helped me towards successful completion of this project report. I sincerely thankful to Ms. Sanyucta Chakravarty (Officer HR) for giving this golden opportunity to complete summer internship and a project report on Post Training Evaluation. I am also thankful to the Director Dr. Om Prakash Gupta for his valuable guidance and encouragement. I am also thankful to our project guide Prof. Patil A. H. and all faculty member of my college who extended their complete support to make me deliver the best.

Place: Karad Date: F) INDEX 3

Bhosale Raviraj Suryakant

Sr. No. Particulars 1

Introduction of the study

pages

Introduction of the study. Objectives of the study. Methodology. Scope. 2

Organization Profile

History of the company Company Profile Vision & Value statement Company Philosophy & Objectives 3
Theoretical part

Importance of post training evaluation Principles Steps in Training Programme 4 5 6 Interpretation & Analysis Findings & Observations Suggestions & Conclusion

Rational of the Study

Rational of the Study:

Every Organization needs to have well trained and experienced people to perform the activities that have to be done. If the current & people to perform the activities that have to be done. If the current and potential 5

job occupant can be meet this requirement, training is not important. But, this is not the case, it is necessary to raise the skill levels and increase the versatility and adoptability and changes resulting out of job development efforts. As the job becomes more complex, the important of employee development also increases. In the rapidly changing society, employee training and development is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable a knowledge work force. Training education and development are the three terms use frequently. There might not appear any difference between them, but when a deep thought is given, there appear some difference between them. In all training, there is some education and these two processes cant be separated from development. Training is process of learning a sequence of programmed behavior. It is application of knowledge. It is people an awareness of the rules and procedures to guide their behavior. It attempts to improve their performance on the current job or prepare them for an intended job.

Training is a short term process utilizing a systematic and organized procedure by which non managerial personnel learn technical knowledge and skills for a definite purpose. Training refers only to instructions in technical and mechanical operations. Training is designed for non managers. Training courses are typically designed for short term.

Chapter No.2
7

Objective of the study

2. Objectives of the Study:

1) To find out the Training needs of the employees in Forbes Marshall. 2) To find out the opinion of the employees about the training. 8

3) To find out the satisfaction level of the employees about the training. 4) To find out the quality of training provided by Forbes Marshall.

3. Scope of the Study: Rapid Technological innovations impacting the work place have made it necessary for people to constantly update their knowledge & skills. For higher motivation & productivity. To make job challenging & interesting. For self development. To help organization to fulfill its future manpower.

Chapter No.5 Methodology:

Research is one of the various types like exploratory research, descriptive research, diagnostic research, experimental or hypothesis etc. 9

Present study is of exploratory type of research. It review the relevant literature and experience serve. For the present study researcher undertake the interview and discussion with officers and study of the document available with company. Source of Data:
A)

Primary Data:

It is first hand data. Primary data are those which are collected fresh at for the first time and thus it is original in character. For the present study the primary data is collected through personal interviews, discussion with officers and workers, by registers and record maintain by company. B) Secondary Data: Secondary data is those data which have already been collected by someone else and passes through the statistical process. Secondary data is already information available for the study. For the present study the secondary data is collected the through company manuals, annual reports, records.

10

Limitations: The officers and heads of department could not give the required time for discussion due to their busy schedule. Most of information from management cannot get due to confidential. The study was carried out individually.

HISTORY OF THE COMPANY: For over half century, FM has been building steam engineering and control instrumentation solutions that work for process industry. Forbes Marshalls goal is to provide solutions in Energy, Efficiency and process automation, using the best technology the world has to offer. 50 years ago it started out with steam generation solutions. Today it comprise seven business divisions; each one partnering the world technology leader in its respective field, manufacturing products that cover the entire spectrum of energy generation, energy efficiency, control and instrumentation for the process industry. Forbes Marshall are committed to creating a progressive work culture that uniquely puts people first. We are concerned with the community beyond our factorys gate. Putting people first is the way we have 11

become industrys first choice to better harness their steam, air and water. Forbes Marshall does much more than selling products. It builds steam engineering and control. An instrumentation solution thats work for you . From our unique corporate structure and commitment to quality to our extensive community and social service programs, theres a lot that makes us stand out from the crowd. In last five decades Forbes Marshall has grown from a modest, Mumbai based trading company to a multi divisional, ISO9001 certified global company manufacturing advanced engineering products for the worlds process industries. FM is probably the only company in the world to have extensive

Expertise in both steam and control instrumentation. The dual expertise has allowed us to engineer industry specific systems that focus on energy efficiency and utilities management for sectors as diverse as textiles, food processing, paper, power and chemicals.

12

CHAPTER NO.3 COMPANY PROFILE

13

COMPANY PROFILE:
Forbes Marshall originated as a trading company in 1925, started by Mr. Jeejeebhoy Marshall. The company dealt in several engineering products a considerable success in both Ahmadabad and Mumbai in 1930 & 1940. For over half a century, FM has been building steam engineering and control instrumentation solutions that work for process industry. Forbes Marshall goal is to provide solution in energy, efficiency and process automation, using the best technology the world has to offer. 50 year ago we started out with steam generation solutions. 14

Today we comprise seven business divisions, each one manufacturing products that cover the entire spectrum of energy generation, energy efficiency, control and instrumentation. In 1946 the future path of the organization was laid down with formation of Spirax Sarco of UK. Experienced engineers were sending from the unique corporate structure and commitment to quality, to extensive community and social service programs makes FM stand out. In last five decades, FM has grown from a modest Mumbai based trading company to a multi divisional, ISO 9001 certified global company manufacturing advanced engineering products for worlds process industries. FM is probably the only company in the world to have extensive expertise in both steam and control instrumentation. The dual expertise has allowed them to engineer industry specific systems that focus on energy efficiency and utilities management for sectors as diverse as textiles, food processing, paper, power and chemicals.

In 1957 we decided to establish our own manufacturing facility & accordingly our factory in Pune was established & Spirax Marshall ltd started its operation from 1959. Soon thereafter, we entered the field of Instrumentation with collaboration with Cambridge Instrument UK & started manufacturing activity in 1962. This Company becomes fully Indian owned in 1981. 15

We are field of Instrumentations, Electronic, and Mechanical & Pneumatic & in the field of energy conservation. We manufacture instruments & systems for monitoring & controlling & parameter in the process Industry such as PH, Conductivity, Flow Level Density, Temperature, and Pressure. In the field of energy conservation we manufacture products like steam traps, reducing valves, safety valves, pressure powered pumps, steam meters & automatic boilers, blow down control systems. We also manufacture high efficiency packaged boilers for process application & undertake steam distribution systems. Today FM employees about 854 members with its corporate office at Kasarwadi, Pune & has its branches in Ahmadabad, Bangalore, Calcutta, Chennai, Coimbatore, Delhi, Hyderabad, Jamshedpur, Mumbai, Nagpur, Navi Mumbai, Pune, Vadodra, Vishakhapatnam & representative in Alibag, Bhopal, Chandigarh, Kolhapur, Lucknow, Pondicherry, Surat. There are two more manufacturing units, one at MIDC, Pimpri & one at Nackara, Hyderabad.

We have an R&D unit recognized by the department of science & technology. Here we design & develop products for the Indian Market & Industrial Conditions. We have joint ventures or collaborations with the following companies. 16

1) 2)

SPIRAX SARCO LTD UK for conditioning equipment. KHRONE MESSTECHNIK, Germany for control valves & De superheating valves. HATCH ULTRA ANALYTICS Switzerland for Analytical Instruments.

3)

OUR VISION & VALUE STATEMENT:

OUR VISION:

Our vision is to be Development Company in a developing country, pursuing market leadership in our chosen field of steam engineering, process, control & utilities management. 17

Dedicated to growth & an increasing international presence committed to being a role model organization for our customers, suppliers, society & members .
OUR VALUES:

FM Family Spirit 1) Care & Respect: For members & his or her family, regardless of role & level. 2) Nurturing Capability: To provide a secure environment for each member to develop to their maximum & to contribute in full. 3) Candor & Transparency: The confidence to voice opinion, criticize constructively & work to change things, policies & practices one disagrees with. 4) Fairness & Mutual trust. 5) Individual Accountability: Where each member does his or her best.

Integrity: 1) Ethical Behavior: In everything we do. 2) Commitment: Saying or doing what you really believe in and adhering to commitments made. 18

3) Speaking up: If something wrong is happening bring it up. Innovation & Entrepreneurship 1)Innovation: To constantly bring new initiatives to bear to do in the confidence that future may occur & to be learnt from but not trying is unacceptable.
2)

Freedom: To do this is an environment of great freedom, where

leaders can emerge at all levels and where individuals are trusted to do what is best for organization. 3)Entrepreneurship: To articulate a vision of future & make it happen come what may.

Value Delivery to our customers, members & society . 1) Value to our customer:- we shall deliver excellent knowledge, services & products through a distinctive sales approach. 2) Value to our members:- members can grow to their fullest potential working in high performing teams. 3) Values to our society:- By being a responsible citizen & by improving the lives of people around us.

COMPANY PHILOSOPHY & OBJECTIVES:

Forbes Marshall is like one big family. We have always inculcated the family spirit within the organization. We believe in an Open Door Policy. We encourage free communication we strive to be the finest 19

employer in the country, creating an environment for our member that helps bring out the best in themselves. We encourage creativity and the use of ones own initiative, giving several opportunities to contribute to the overall organizational growth in myriad ways. We believe in our people and look after their interests. Many of our policies are hence based on the needs of each individual. It is our philosophy to provide that extra amount of effort to make available benefits according to need rather than have an inflexible policy of benefits based on designation or grade. Much thought has gone into formation these policies; understanding them takes more effort but in the process you will imbibe the spirit of the organization which has the welfare of each member at heart.

Product profile: JN MARSHALL:

Saving Energy starts here in the boiler house J. N. Marshall is dedicated to delivering the most efficient steam generation equipment possible. Throughout the process industry 20

Marshall Burners, boilers and boiler house products are known for their high standards of quality and economy engineering. J N Marshall manufactures to several domestic and international codes. These boilers are accepted and in use in several countries around the world. A mark of the popularity of the JN Marshall brand is the fact in several industries it has now become a generic term for oil and gas burners.

SPIRAX:
In association with Spirax Sarco of the UK, Spirax Marshall manufactures a wide range of Energy Efficiency products and system to enhance productivity and efficiency of utilities. Spirax Sarco is one of the worlds best known names in Steam Efficiency engineering. Over more than 50 years, Spirax Sarco has brought to industry a comprehensive range of Steam traps, trap monitoring systems, pressure reducing stations, temperature controllers, energy recovery systems and online efficiency monitoring and control packages. Spirax Marshall Products and systems work throughout the steam and condensate circuit of a process plant and ensure efficiencies in steam generation, steam distribution, steam utilization and condensate recovery.

KROHNE:

21

KROHNE Marshall in joint venture with KROHNE Messtechnik , Germany, manufactures an extensive range of Flowmeters, level and density instruments. Krohne Messtechnik , Germany is a world leader in flow and level applications, with worldwide manufacturing, research and calibration facilities. These products are backed up by prompt effective and efficient service. Providing customers with technically competent and cost effective solutions and achieving complete customers satisfaction.

ARCA:
In joint venture with Arca Regler of Germany, Fibers Marshall designs and manufactures a complete range of Control Valves, de-super heaters and stations for use in a wide variety of industrial applications. FM Arca control valves and actuators are designed to a variety of industrial control applications like steam, liquids and gases. Our control valves are modular in design and versatile in construction. All valves, de-super heaters and stations are manufactured using the most sophisticated CNC machinery, designed to be trouble free with minimum maintenance required.

POLYMETRON:

22

Forbes Marshall Analytics manufactured and markets a wide range of water quality analyzers and analytical systems for use in the process industry. In joint venture with Polymetron of France, Forbes Marshall manufactures online water quality analyzers and conductivity cells. They also bring you the world renowned WTW range of waste water analytical systems. In collaboration with Lowe Engineering of UK, Forbes Marshall designs and manufactures engineered Steam and water analysis systems for the power industry.

MOORE:
Whether you are a huge plant or a small batch producer, any loss of control can mean ruined batches, poor product quality or equipment damage. That means massive losses. Forbes Marshall control systems are designed to keep your process and your expenses in check, plant wide. Every product in the Forbes Marshall range readily integrates into existing instrumentation systems. Several options exist for networking, and many of them come with PC based software. A standard feature of these products is their reliability. Hardy and rugged, these products fit anywhere and need negligible maintenance.

SEMPELL:
23

A valve that fails isnt just a nuisance. If it leads to a shutdown, it becomes an expensive liability. From extreme temperature and pressures to precision control applications, our critical range of valves will be the most dependable asset on your process line. Throughout the world a Forbes Marshall critical valve stands for unfailing performance and the name has become standard inclusion in areas such as power plants, refineries, supercritical thermal power generators, nuclear power and other such areas. Using advanced machining and welding techniques coupled with rigorous process control procedures ensure trouble free operation even under the most demanding environmental conditions. Quality is critical at Forbes Marshall; our internal Quality Assurance satisfies the stringent demands required by several domestic and international quality agencies.

ENVIRONMENT:
Forbes Marshall Environ division brings you the well engineered products related to Gas and Dust emission monitoring, that are rugged, reliable equipment, capable of continuous operation over long periods with minimal maintenance. We offer these products in technical collaboration with M/s. CODEL International Limited and M/s. Entotic, GmbH. Both companies , specializing in the design and manufacture of high technology instrumentation for monitoring combustion efficiency and atmospheric pollution emissions. 24

Our service and support for these products and systems are available countrywide from a comprehensive network of service centers available in India. After sales service support, from the engineers, selected for their integrity, technical ability and their commitment to the product range and our customers, which makes us today the preferred vendor for the supply of Gas and Dust monitors.

OUR SOCIAL INITIATIVES

Our years, Forbes Marshall has believed in the philosophy of contributing & giving back to the community it operates in. Thus when the factory was originally set up in Pune in 1958, Darius Forbes felt it was insufficient to merely purchase land from the farmers who were original owners of land, it was necessary to now actively & positively contribute to the community the company would be operating in so the first jobs in the company were offered to relatives of the farmers who were then trained for operation & machining skills. The Company also asserted in providing good housing facilities as well, to those who moved in to this area. Presently the social initiatives of FM are located in three main geographical areas of Pune- Kasarwadi the industrial suburb where the main factory lies, Morwadi an urban slum adjacent to the factory at Pimpri (6 km away from the factory at Kasarwadi). Most of initiative are in the areas of health & education encompassing not just child and 25

adolescent education but also attitudinal & personality development legal rights, awareness building & skill training for women as per their interest levels such as that there can be additional levels such that there can additional incomes in the homes & finally life skill education initiatives for adolescents. FM usually partners with NGOS (non profit organizations) who have the expertise in various areas as well as like minded philosophies & thought on how to make positive changes happen in the lives of the people we are touching. INITIATIVES AREAS: Education Community Development Health Education It is essential to be involved with basis primary level education in India Inspite of India producing some of the best doctors, engineers, computer programmers academicians & managers for the worlds welfare, are have a literacy level of only around 60% in the country with womens literacy being even more low. We also believe in the philosophy that when we educate women, the families get educated. Economic progress in the future will only be possible if we raise the quality of our masses by providing a better education to the large majority such that more & more of them can do something with that education & better their lives & those of 26

their future generations. This needs to happen without diluting the quality of education that is already available to the privileged minority of Indians who will continue to contribute as they do today in the workforce of the world. In a country like ours, the need of hour is to have more & better educated citizens and therefore our focus is on providing quality education to those who cant afford it. We do this in two ways we have begun several innovative initiatives which supplement the regular school programme that the children from the urban slum would go through some of the initiatives are. a) Akansha (meaning aspiration) is an after school programme where English is taught to young children along with an emphasis on building confidence and inculcating good values in them. These Programmes are like fun preschool and are a chance from the daily routine the children are used to. Attendance is incredibly high for the three Akansha centers we sponsor each center has about 50-60 children coming to us every day for 2 and half hours. b) We support two Gammatwadis or fun preschools at our MIDC factory where children learn through the play way method. This gives them an ideal foundation to introduce them to school
c)

In our quest to provide quality education, we have partnered with the local municipal authorities (PCMC or the Pimpri

27

Chinch wad Municipal Corporation) and their request have provided an in service training programme for 135 days Balwadi (preschool)teachers. The teachers have been taught about different creative teaching methods and there have been follow up Programmes to actually track how much of what has been imparted, is actually being implemented.

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INTRODUCTION
Importance of Training:
Training is the corner stone of sound management, for it makes employees more effective and productive. It is integral part of the whole management Programmes, with all its many act ivies functionally interrelated. Training is a practical and vital necessity because apart from the other advantages mentioned above, it enables employees to develop and raise the organization and increase their market value, earning power and job security. It enables management to resolve sources of friction arising from parochialism, to bring home to the employees the fact that the management is not divisible. It moulds the employees attitudes and helps them to achieve a better co-operation with the company and a greater loyalty to it. The management is benefited in the sense that higher standards of quality are achieved; a satisfactory organizational structure is employees. Training moreover, heightens the morale of the employees, for it helps in reducing dissatisfaction, complaints, grievances and absenteeism, reduced the rate of turnover. Further, trained employees make a better and economical use of materials and equipment; therefore, wastages and spoilage are lessened, and the need for constant supervision is reduced, the importance of training has been expressed in these words. Training is a widely accepted problem solving device. 29

Principles: 1) Trainees in work organizations need to be most responsive to training Programmes when they feel the need to learn. 2) Learning is more effective where there is reinforcement in the form of rewards and punishments. 3) In the long run, awards tend to be more effective for changing behavior and increasing ones learning than punishments. 4) Rewards for the application of learned behavior are most useful when they quickly followed the desired performance. 5) The larger reward for good performance following the implementation of learned behavior, the greater will be the reinforcement of the new behavior. 6) Negative reinforcement, through application of penalties and heavy criticism following inadequate performance, may have a disruptive effect upon the learning experience of the trainee than positive reinforcement. 7) Training that requests the trainee to make changes in his values, attitudes and social beliefs, usually achieves better results if the trainee is encouraged to participate, discuss and discover new, desirable behavioral norms. 8) The trainee should be provided with feedback on the progress he is making in utilizing the training he has received.

30

9) The training material should be made as meaningful as possible, because if the trainee understands the general principles underlying what is being taught, he will probably understand it better than if he were just asked to memorize a series of isolated. Steps in Training Programme:

Responsibilities of training Selecting & motivating the target group Preparing the trainers Developing training package Presentation Performance tryout.

Follow -up

31

For an organization it is important to have an appropriate training policy to achieve its objectives. A training policy corresponds to the commitment of the top management towards its employee training. It basically involves rules and procedures of training. Training policy is required for the following. Specify the intentions of organization to develop its employees To direct & implement training programme. To give opportunities to the employees for their improvement. The training process involves: Responsibilities of training: Training is a demanding task that requires lots of efforts & working together of many people. So, it cannot be undertaken by only one department. The responsibilities of training are to be shared among many departments in the following manner: Top management formulates & approves the basic training policies, examines & authorizes the training plans & Programmes & sanctions the Training budgets.

32

 HR department plans, organizes & assesses the instructional programme. Employees give feedback & suggestions for improving the training programme.

Selecting & motivating the target group: It is essential to decide who is to be trained & this helps in determining the type of training method to be involved accordingly. It is important to encourage the employees to undergo training by telling them about its benefits. The trainees will interact & behave in the desired manner once they become aware of the training operations and may try to improve their performance. To create a favorable physical & psychological environment for the training an organization must have appropriate location, adequate space & furniture, audio- visual aids, open communication among trainees & trainers. Preparing the trainers: The success of a training programme depends on the instructor of the trainer. He should be aware of his job & must have an aptitude for teaching. He should involve the right training techniques &

33

interactive aids must be used so that the trainees understand the concepts in a better way. Developing training package: This is involves deciding the content of training, design support material or aids for training & selecting the suitable training method. Training course involves instructions required for the training process. It is advisable to discuss the budget of the whole programme with other activities like contents, methods & duration of the programme. The training package includes proper sequencing of the content. The support material consists of study notes, charts, slide & manual. Presentation: In this phase of training programme, action is involved. The trainer illustrates the content in an order & aims to inculcate new knowledge regarding the operations. Trainees must be told the entire sequence of the job, relation of the job to the workflow etc. which makes the instructions clear & complete. Essential points must be stressed & explained one at a time. Audio visual aids must be used to illustrate and demonstrate the operations and the trainee should be encouraged to ask questions to ensure that they understood the concept.

34

Performance Tryout: As the trainer demonstrates the operations, trainees are encouraged to perform the functions slowly. Their mistakes are corrected and if necessary, the difficult steps are explained again. When the trainers feels that trainees have done the job correctly as per the demonstration, the training is complete.

Follow-up: This phase assesses the effectiveness of the training programme by generating feedback and through following up of errors, if any. Follow-up strengthens the training programme by repeating the learning process until the trainee learns the steps of the operations completely. It also helps in designing the future training Programmes. It provides the general account of the employees intelligence & thus can help the trainers to include more creative and interactive activities for the training programme. 1) In creating interest and encouraging questions, finding out what the learner already knows about his job or other jobs. 2) In explaining why of the whole job and relating it to some job the worker already knows. 35

3) In placing the learner as close to his normal working position as possible. Training policy: Every company or organization should have well established training policy. Such a policy represents the top managements commitment to the training of its employees, and comprises rules and procedures governing the standard of scope of training. A training policy is considered necessary for the following reasons: 1) To indicate a companys intention to develop its personnel, to provide guidance in the framing and implementation of programmes and to provide information concerning them to all concerned. 2) To discover critical areas where training is to be given on a priority basis. 3) To provide suitable opportunities to the employee for his own betterment. Training courses: Training may range from highly specified instruction in the procedure to be adopted while performing a particular job to every general instruction concerning the economy and society. Training course in general areas usually aim at making an employee a rounded individual, a happier worker and a good citizens, and at training him for larger 36

responsibilities and future advancement. Such training exerts a remarkable influence on production and labor. From the producers point of view, output would increase with decrease in scrap, spoilage, waste and the cost of production. From the point of view of labor, the employees morale would improve, so would the rate of turnover, excessive absenteeism and accident reduce. Training Programmes are not no doubt expensive; but their worth to a growing concern cant be over emphasized.

Support material for training: A variety of equipments is utilized to impart effective training. These are: a) Lectures, conferences, seminars and staff meetings, demonstrations. b) Role playing and job rotation. c) Case or project studies and problem solving sessions. d) Graphs, pictures, books, slides, movie projectors, film strips, tape recorders etc. e) Posters, displays, notice boards. f) Reading room and libraries where specified books and maintained for reference and use. 37

g) Use of pamphlets, charts, brochures, booklets, handbooks, manuals. Training material has to be prepared with great care and distributed among the trainees so that they may come well- prepared to a session and able to understand the operations and / or demonstrations quickly and correctly. It is difficult, if not impossible; to say which of the methods or combination of methods is more useful than the other. In fact, methods are multifaceted in scope and dimension, and each is suitable for a particular situation. The best technique for one situation may not be best for different groups or tasks.

An effective training techniques generally fulfills these objectives provide motivation to the trainee to improve job performance, develop a willingness to change, provide for the trainees active participants in the learning process, provide a knowledge of results about attempts to improve, and permit practice where appropriate. Training methods or techniques: 38

1) On the job training.

2)

Job instruction training.

3) Vestibule training. 4) Demonstrations and examples. 5) Apprenticeship. 6) Classroom methods. a) Lectures b) Conferences. c) Seminars. d) Case study. e) Role playing f) Programmed instructions.

1) On the job training: The most common, the most widely used and accepted, and the most necessary method of training employees in the skills essential for acceptable for job performance . Under this technique, an employee is placed in new job and is told how it may be performed. It is primarily concerned with developing in an employee a repertoire of skills and 39

habits consistent with existing practices of an organization, and with orienting him to his immediate problems. It is mostly given for unskilled and semi skilled jobs clerical and sale jobs. Employees are coached and instructed by skilled co-workers, by supervisors, by the special training instructors. There are variety of methods such as coaching, job rotation and special assignments. Under coaching method an employee is trained on the job by his immediate superior. Apprenticeship is generally used to impart skills requiring long periods of practice as found in trade, crafts and technical fields. Merits: 1) In this method, the trainee learns on the actual equipment in use and in the true environment of his job. He, therefore, gets a feel of the actual production conditions and requirements. 2) It is highly economical since no additional personnel or facilities are required for training. 3) The trainee learns the rules, regulations procedures by observing their day to day applications. 4) This type training is a suitable alternative for a company in which there are almost as many jobs as there are employees. 5) It is most appropriate for teaching the knowledge and skills which can be acquired in a relatively short period. Demerits: 40

1) In this method instruction is often highly disorganized and not properly supervised. 2) Low productivity, especially when the employee is unable to fully develop his skills. 1) Job instruction training: This method is very popular in the states for preparing supervisors. The JIT method requires skilled trainers, extensive job analysis, job analysis, training schedules and prior assessment of the trainees job knowledge. This method is also known as training through step by step learning. It involves listing all necessary steps in the job, each in proper sequence. These steps show what is to be done. Along side each step is also listed a corresponding key point, which show how it is to done and why. The actual training follows a four step process, beginning with 1) The preparation of the trainee for instruction. This includes putting it at ease, emphasizing the importance of the task and giving a general description of job duties and responsibilities. 2) Presentation of the instructions, giving essential information in a clear manner. This includes positioning the positioning the trainee at work site, telling & showing him step of the job. 3) Encouraging questions and allowing the trainee to work along and trainer follows up regularly. 41

The JIT methods provide immediate feedback on results, quick correction of errors, and provision of extra practice when required.
2)

Vestibule training : This method attempts to duplicate on the job situation in a company classroom. It is a classroom training which often imparted with help of equipment and machines which are identical with those in use the place of work. This technique enables trainee to concentrate on learning the new skill rather than on performing an actual job. In other words, it is geared to job duties. Theoretical training is given in the classroom, while the practical work is conducted on the production line. It is very efficient methods of training of semi-skilled personnel, particularly when many employees have to be trained for the same kind of work at the same time.

Merits: 1) As training is given in a separate room, distractions are minimized. 2) A trained instructor, who knows how to teach, can be more effectively utilized. 3) The correct method can be taught without interrupting production. Demerits: 1) The splitting of responsibilities leads to organizational problems. 42

2) This method is of limited value for jobs which utilize equipment which can be duplicated. Demonstration & examples: In demonstration method, the trainer describes and displays something, as when he teaches an employee how to do something by actually performing the activity himself and by going through a step by step explanation of why and what he is doing. Demonstrations are very effective in teaching because it is much easier to show a person how to do a job than to tell him or ask him to gather instruction from the reading material. Simulation: Simulation is a technique which duplicates, as nearly as possible, the actual conditions encountered on a job. The vestibule training method or the business game method is examples of business simulation. Simulation techniques have

been most widely used in the aeronautical industry. Trainee interest and employee motivation are both practice might result in a serious inquiry, a costly error, or the destruction of valuable materials or resources. Apprenticeship:

43

For training in trade & technical areas apprenticeship training is the oldest and most commonly used method, especially when proficiency in a job is the result of a relatively long training period of 2 yrs to 3 yrs for persons of superior ability and from 4 yrs to 5 yrs for others. Merits: 1) A skilled workforce is maintained. 2) The hiring cost is lower because of reduced turnover and lower production cost. 3) The loyalty of employees is increased and opportunities for growth are frequent.

1) Classroom or off the job methods: Off the job training simply means that training is not a part of everyday job activity. The actual location may be in the company, or classrooms or in places which are owned by the company, or in universities or associations which have no connection with the company. These methods consist of:

1) Lectures Lectures are regarded as one of the simplest ways of imparting knowledge to the trainees, especially when facts, concepts, 44

principles, attitudes, theories and problem-solving abilities are to be taught. The lecture method can be used for very large groups which are to be trained within a short time, thus reducing the cost per trainee. Merits: 1) It is simple and efficient. 2) Through it more material can be presented within a given time than by any other method. Demerits: 1) The learners are passive instead of active participants. The lecture method violates the principle of learning by doing. It is a one-way communication. There is no feedback from the audience. 2) The presentation of material should by gear to a common level of knowledge. 3) Though a skillful lecturer can adapt his material to the specific group, he finds to adjust it for individual differences within a group. 2)The conference method: In this method, the participating individuals confer to discuss points of common interest to each other. A conference is basic to 45

most participative group centered methods of development. It is a formal meeting, conducted in accordance with an organized plan, in leader seeks to develop knowledge & understanding by obtaining a considerable amount of oral participation of the trainees. Merits: 1) The conference is ideally suited for the purpose of analyzing problems and issues and examining them from different view points. 2) It is excellent method for the development of conceptual knowledge . Demerits: 1) It is limited to a small group of 15 to 20 people, because larger groups often discourage the active participation of all the conferences. 2) The progress is usually shows because all those desiring to speak larger groups often generally allowed doing so.

3) Seminar or team discussion: This is an established method for training. A seminar is conducted in many ways: 46

1) It may be based on a paper prepared by one or more trainers on a subject selected in consultation with the person in charge of seminar. It may be a part of a study or related to theoretical studies or practical problems. 2) It may be base on the statement made by the person on charge of seminar or on a document prepared by an expert, who is invited to participate in the discussion. 3) The person in charge of the seminar distributes in advance the material to be analyzed in the form of required readings. The seminar compares the reactions of trainees, encourages discussions, defines the general trend and guides the participants to certain conclusions. 4) Case study or learning by doing: This method was first developed in the 1800s by Christopher Lang dell at the Harvard Law School to help students to learn for themselves by independent thinking and by discovering in the ever-tangled skin of human affairs, principles and ideas which have lasting validity and general applicability. In case study, the trainee is expected to: 1) Define the objectives sought in dealing with the issues in the case. 2) Identifying the problems in case and uncover their probable causes. 3) Screen the alternatives using the objectives as the criteria. 47

Merits: 1) It promotes analytical thinking and develops a persons problem solving ability. 2) It encourages open mindedness and serves as a means of integrating the knowledge obtained from different basic disciplines. 3) Since cases are usually based upon real problem situations the trainees interest in them tends to be very great. 4) The method is accepted by everyone, for deals with detailed descriptions of real-life situations. Demerits: 1) Instruction in the methods of analysis may not given due importance. It may suppress the critical faculties of mediocre trainees, and the habit of bunking by analogies may develop. 2) The preparation of cases is difficult, or it needs money and time and it is not quite certain that the outcome of his method would be worth the expenditure in money & men incurred in it. This method is extensively used in professional schools of law and business administration, in supervisory & executive training Programmes in industry & in teaching personnel management, human relations, labor relations, marketing, producing management, business policy and other disciplines. 48

Role Playing: This method was developed by Moreno, a Venetian psychiatrist. He coined the terms role playing , role reversal , social drama , Psychodrama and a variety of specialized terms, with emphasis on learning human relation skills through practice and insight into ones own behavior and its effect upon others. In role playing, trainees act out a given role as they would in a stage play. Two or more trainees are assigned parts to play before the rest of the class. Role playing primarily involves employee-employer relationship hiring, firing, discussing a grievance procedure, conducting a post appraisal interview or discipline a subordinate. Merits: 1) Learning by doing is emphasized. 2) Human sensitivity and interactions are stressed. 3) The knowledge of results is immediate. 4) Trainee interest & involvement tend to be high. Programmed instructions: Programmed instruction involves a sequence of steps which are often set up through the central panel of an electronic computer as guides in the performance of a desired operation or series of operations. It incorporates a pre-arranged, proposed or desired course of proceedings pertaining to the learning or acquit ion of some specific skills or general knowledge. 49

The programme involves presenting questions, facts or problems to the trainee to utilize the information given and the trainee instantly receives feedback on the basis of accuracy of his answers. Merits: 1) Trainees learn at their own pace . 2) Instructors are not a key part in learning. 3) Immediate feedback is available. Demerits: 1) The impersonality of instructional setting. 2) An advanced study is not possible until preliminary information has been acquired. 3) The only factual subject matters can be programmed.

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Chapter No. 6

Interpretation & Analysis

51

Name of programme:
Physical environment/ venue

Facility The Physical 1 Environment / Venue

No.of respondent 27 63 4 0 Percentage 28.73 67.02 4.25 0

Excellent Good Fair Poor

28.73% employee thought that physical environment was excellent. 67.73% employee thought that physical environment

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was good.

2 Setup and functioning of the

Facility

technology (Hardware and Software)

No.of respondent 21 48 22 3

Excellent Good Fair Poor

1) 51.06% employees thought setup & functioning of the technology was good.

53

2) 27.38% employees thought setup & functioning of the technology was fair.

Training coordination
1 Training information received

in advance
No.of respondent 32 50 11 1

Excellent Good Fair Poor

1) 34.04% employees said training information received in advance was excellent.

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2) 53.19% employees said training information received in advance was good.

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2 Training Co-ordination

Training coordination support.

No.of respondent 29 57 7 1

Excellent Good Fair Poor

1) 30.85% employees said Training Co-ordination support was excellent. 2) 60.63% employees said Training Co-ordination support was good.

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1 Faculty prepardness for the

Trainer

training .
No.of respondent 37 44 13 0

Excellent Good Fair Poor

1) 39.96% employees thought faculty preparedness for training was excellent. 2)46.8% employees thought faculty preparedness for training was good.

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3) 13.82% employees thought faculty preparedness for training was fair.

2 Subject Knowledge.

Trainer

Excellent Good Fair Poor

No.of respondent 40 48 6 0

Percentage 42.55 51.06 6.38 0

1) 42.55% thought subject knowledge was excellent. 2) 51% thought subject knowledge was good.

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59

3 Ability to Answer Question.

Trainer

Excellent Good Fair Poor

No.of respondent 36 46 12 0

Percentage 38.29 48.93 12.76 0

1) 38.29% employees said ability to answer the question was excellent. 2)48.93% employees said ability to answer the question was good. 3) 12.76% employees thought faculty preparedness for training was fair.

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Chapter No. 7

61

Finding & Observations: 1) It was observed from received feedback that overall program was very good.
2) 3) 4) 5) 6) 7) 8) 9)

It was found course objectives being achieved are good in all sense. The physical environment was good. The setup & functioning of technology was good. Timely advanced training programme information was good. The Course content communicated prior to the training was good. The Training co-ordination support was good. Faculty preparedness for the training was good. The subject knowledge was excellent and was appreciated by participants. was pleasure to observe that participants feel the Presentation skills

10)It

were excellent. 11)The ability to answer the questions was excellent. 12)The training co-coordinator support was good. 13)The training information received in advanced was good.
14)It

was duly observed that relevance of content was very well managed

was Easy to understand

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Suggestions & Conclusion: 1) Advanced Training information should be given on time. 2) Training material has to be prepared with great care & distributed among trainees so that they may come well prepared & able to understand the Operations quickly & correctly. 3) Training aids such as audio-visual methods like Graphs, pictures, books, Slides, movie projectors, film strips, can be used. 4) Practical training should be given more.

Conclusion: After doing a detailed study on my project post Training Evaluation. I understand the need of the business & importance of right kind of skills & set of Required training in organization. Studying the whole Post Training Evaluation at Forbes Marshall gives me more Confidence & Practical Knowledge about Post Training Evaluation process in the corporate world. The most important after doing analysis of data it was found out that overall effectiveness of Post Training Evaluation process at Forbes Marshall is Satisfactory.

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Appendix

QUESTIONNAIRE
I am Raviraj Bhosale pursuing 5th semester of Masters of Business Administration from Tillak Maharashtra Vidyapeeth Pune. I am doing my research on Post Training Evaluation in Forbes Marshall, Pune as a part of my course curriculum. For this I require you to fill this questionnaire. Name: . Age: .... Department: Years of experience (In Forbes Marshall): .... 1) Overall rating of training course. a) Excellent b) Good c)Fair d)Poor 2) How well was your objective met. a) Completely b) Partly c) Not very well. 3) What do you think of the training content.

64

a)

Very relevant

b) Relevant.

1) What do you think of trainers.

1. Knowledge of the subject.

a) Excellent
2. Communication skills

b)Good

c) Fair

d) Poor.

a) Excellent

b)Good

c)Fair

d)Poor.

3. Relationship with group.

a) Excellent

b) Good

c) Fair

d)Poor.

5) What do you think of the way in which the training was delivered . How did you rate. 1. Overall organization a) Excellent b) Good c) Fair. d) Poor

1. Training room facilities a) Excellent b) Good c) Fair d) Poor 1. Computer facility a) Excellent b) Good c) Fair

d) Poor

6) Which aspects of the training course do you think were be most useful to you? 1. Course of content a) Very useful b) Useful c) Not very useful 1. Training co-ordination support a) Excellent b) Good c) Fair d) Poor 1. Would you recommend this training activity to others.

65

a) Yes b) No b) What any other comments / suggestions do you have ?

Research:-

Research is essentially a systematic enquiry seeking facts through objective verifiable methods in order to discover the relationship among them & to deduce from them broad

66

principles or laws. It is really a method of critical thinking. It comprises defining & redefining problems, formulating suggested solutions, colleting, organizing & evaluating data, making deductions & making conclusions & at last, carefully testing the conclusions to determine whether they fit the formulated hypothesis or solutions.

John W. Best_ defined research as the systematic & objective analysis & recording of controlled observations that may lead to the development of generalization, principles or theories resulting in prediction & possibly ultimate controls of events.

Research Methodology:-

Research methodology involves following steps-

1. Research design

2. Collection of data

3. Analysis of data

4. Interpretation of report

5. Preparation of report

Above mentioned steps can be explained further as follows-

1.

Research design:-

67

It provides a complete guideline for data collection. Selection of research approach determining the sample design & design of experiment are the main essence of a research design. There are few essential steps in prepation of research design which are given as follows Research of earlier literature Development of bibliography Nature of study Objectives of study Time dimension of the study

2. Collection of data:-

Data are the basic inputs to any decision making process. The processing of data gives statistics of importance of the study. Data can be classified into primary data and secondary data.

Primary data can be collected through experiment or through survey if the researcher performs an examination in truth in his hypothesis. In the case of survey, however, the researcher can adopt one or more of following ways to collect data-

By observation

68

Through telephonic interview By mailing of questionnaire Through schedules.

3. Analysis of data:-

After data is collected, proper tools and techniques should be used for classification and analysis of data.

The bulk data should be compressed into a few manageable groups and tables for further analysis. The researcher can analysis the data collected by using various statistical measures.

4. Data interpretation:-

The real value of any research work lies in its ability to arrive at certain generalizations process, the researcher draws inferences or generally accepted conclusions from the data collected.

In interpretation the researcher presents an explanation in a systematic manner.

5. Preparation of report:-

This is the concluding or last step of research, where the researcher has to prepare the report of what study has been done by him.

Methods of data collection:-

69

The major methods that are used for collection of information in project are-

1.

Questionnaire

2. Observation

1. Questionnaire method:

with respect to this project of training and development,

structured questionnaire method was used. Random size of 30 employees was selected 20 questions were designed.

Manner and method of filling the questionnaire was told. Data was collected at a time with all 30 employees.

2. Observation

method:-

Lot of information and data is collected by means of simply observation in the company.

Sources of primary and secondary data:

Primary data:-

The primary data in the company is collected / obtained through observation, interview, & questionnaire etc.

70

Secondary data:-

The sources through which the secondary data in company is collected are journal, intranet, brochures, and annual reports of the company.

TILAK MAHARASHTRA UNIVERSITY

(Established Under Section 3 of UGC Act 1956 Vide Notification No. F. 9-19/85-U.3 dated 24 April 1987 by the Government of India)
th

CERTIFICATE

71

This is to certify that the project titled A study of Training and Development

program is a bonafied work carried out by Miss. Kagwade Anita Jinendra. Student of

MASTER OF Specialization

BUSINESS

ADMINISTRATION

semester V,

HUMAN RESOURCE University, in

PRN.0748013588

under Tilak Maharashtra

the year 2010.

Head

of

Department

Internal

External Examiner Examiner

Date:-

Place:- Karad

72