A PROJECT REPORT ON TRAINING AND DEVELOPMENT

AT
Semaphore It Solutions.

Submitted To

OSMANIA UNIVERSITY

By SHAIK ALIULLA ROLL NUMBER: 55-04173. (2004-2006)

In the partial fulfillment For the award Degree of Masters in Business Administration (M.B.A.)

St.JOSEPHS DEGREE & P.G. COLLEGE, KING KOTHI ROAD, HYDERABAD.

ACKNOWLEDGEMENT:

I take this opportunity to extend my profound thanks and deep sense gratitude to the authorities of Semaphore It Solutions, for giving me the opportunity to under take this project work in their esteemed organization. Iam very thankful to SURYANARAYANA MURTHY (MANAGER HR) who has given the permission to do the project at Head Office, Semaphore It Solutions, Balanagar, Hyderabad. I especially express my sincere thanks to our respected principle Rev. Fr.V.K.Swamy, for providing the required facilities available for the completion of the project. I express my deep sense of gratitude to PROF. ANAND REDDY (Director) St.Josephs P.G.College, MR.M.S.NAIR (Head of the Department, MBA) also my Internal guide Mrs. SRI VANI (Lecturer) and also to the faculty members of MBA department for extending their kind cooperation and help in completing the said project report. I owe a deep sense of gratitude to my parents for their moral support. I would like to express my gratitude towards all those all those who have directly or indirectly contributed in accomplishing the project.

DECLARATION

I SHAIK ALIULLA student of St.Josephs Degree & P.G.College, Hyderabad here by declare that the project report entitled Training and Development in, Semaphore It Solutions, Sanathnagar, Hyderabad has been done by me in partial fulfillment for the award of Post Graduate Degree of Master of Business Administration (MBA) offered by Osmania University

I also declare that this project report, written and submitted to the Department of Business Management Studies, St.Josephs Degree & P.G. College, Osmania University, Hyderabad is the result of my own effort and has not been submitted to any other University for the award of degree or diploma.

Place: Date: (SHAIK ALIULLA) Roll No: 55-04-173

INDEX OF CONTENTS

CHAPTER 1: OBJECTIVES OF THE STUDY

CHAPTER 2: INTRODUCTION -Introduction to HRM -Introduction to HRD

CHAPTER 3: BRIEF DESCRIPTION OF THE ORGANISATION -Company Profile -Hyderabad Division Of Semaphore It Solutions -Training and development at Semaphore It Solutions

CHAPTER 4: THEORETICAL PERSPECTIVE -Introduction To Training & development -Concept & Definition -Importance of Training -Training Policy -Training Process -Organizational Objectives & Strategies -Need Assessment Methods -Objectives of Training & Development -Designing Training & Development Programs -Method & Techniques of Training -Graphical Representation of Training Methods -Implementation of Training Programs -Evaluation of Training Programs

CHAPTER 5: RESEARCH METHODOLOGY

CHAPTER 6: ANALYSIS & INTERPRETATION CHAPTER 7: FINDINGS & SUGGESTIONS CHAPTER 8: LIMITATIONS OF THE STUDY APPENDIX
-QUESTIONNAIRE -BIBILOGRAPHY

CHAPTER 1
OBJECTIVES OF THE STUDY

Objectives of the study:

This project work characterizes to evaluate the training programs that are conducted at Hyderabad Division of Semaphore It Solutions. The objectives of the study are as follows.

To study the training programs taken up currently by the organization. To analyze the procedure presently followed in planning and conduct of training programs at Semaphore It Solutions.

To evaluate the training management programs. To analyze how the training needs of the employees are identified. To evaluate the feedback system followed presently. To identify and suggest measures for the improvement of the training programs

NEED OF THE STUDY: A program of training becomes essential for the purpose of meeting the specific problems of particular organization arising out of the introduction of new limes of production, changes in design, the demands of competition and economy. The quality of material processed individual adjustments, promotions, carrier developments job and personnel changes and changes in volume of business. Collectively these purposes of organizational training programmers to enhance overall effectiveness. The need for the training of employees would be clear from the set objectives

SCOPE OF STUDY In this project I have tried to present details about the training and development programs being presently followed in Semaphore It Solutions and the feedback, I collected from different employees during my interaction with them. The scope of training and development can be explained with the help of following points exact position of performance of employees through their feedback Development of the employees through various training and development programs. Developing altered of unbiased treatment to all employees

CHAPTER 2
INTRODUCTION

INTRODUCTION TO HRM:
Human resource planning (HRP) has been a function of management since the origin of modern industrial organizations. Economist, Alfred Marshall observed in 1890 the head of a business must assure himself that his managers, clerks and foremen are the right men for their work and are doing their work well. Division of labour, specialization, organization of management into levels, work simplification, and application of standards for selecting employees and measuring their performance were the principles applied early in industrial management. The relatively sophisticated techniques available today to management are the outcome of a long period of evolution beginning decades ago with simple, pragmatic, and short-term planning. During the first part of the 20th century, the focus in manpower planning was on the hourly production worker. The aim of improving efficiency through work engineering and early industrial psychology applications was consistent with the need to improve productivity and to introduce greater objectivity to personnel practices. During World War II and the post war years, the focus intensified on employee productivity. Concern was also shown regarding the availability of competent managerial personnel, as there was a talent shortage combined with significant demand for goods and services. Non-technology areas and interest in behavioral aspects of work added complicities to the manpower-planning task. In the l60s, manpower planning was viewed as a system linking the organization with its environment. The prevailing view of manpower planning at that time was that companies forecasted their needs for manpower into the future, forecasted their internal labour supply for meeting these needs, and identified the gaps between what would be needed and what was available. Manpower planners planned for recruitment, selection, and placement of new employees, provided for training and development, and

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anticipated necessary promotion and transfers. During the late 70s, the term human resource in place of manpower gained acceptance as a way of emphasizing the positive view of personnel as a basic corporate resource. Also during these years, HRP became widely established as a staff activity in major business and governmental organizations. During the 80s, employees desire for participation in decisions that affected their work and careers became stronger. Similarly, managements desire for better control over costs and profitability also became stronger. As a result, companies adopted work and career management practices of the type reflected in innovations under affirmative action programmes. In the 90s, concepts in vogue were job sharing, reduced working hours, flexibility of time, significant reshaping of work and work customs, job design, job enrichment, empowerment, total quality management, and business process re-engineering.

Introduction:
The concept of Human Resource Management (HRM) is comparatively recent in origin. Although the development of human beings has been in existence in some form or the other since the beginning of civilization, a planned and systematic approach to HRM in the corporate sector emerged only in the latter half of the 20th century. The great Chinese sage, Chung Tu said as long back as in the 7th century: If you wish to plan for a year, sow seeds; If you wish to plan for 10 years, plant a tree; and If you wish to plan for a lifetime, develop man. The concept of HRM has gained prominence and focus in management since the last two decades. Today, it has emerged as an inter- disciplinary and integrated

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approach towards the development of human resources. It focuses on developing the competency of the individual employee right from the start through improving his skill, attitude and job knowledge. It attaches importance to the motivational aspect, which plays a catalytic role in the best utilization of human potential. HRM is an integrated strategy and planned development process for effective utilization of human resources for the achievement of organizational objectives. It is rather a total Human Resource Utilization process with a view to establish an integration between man and organization, man and task, and man and man. It is a total matching process between the Hard Ss (structure, system and strategy) and the Soft Ss (staff, skill, style and super- ordinate goals). Practically, HRM is the development of abilities and the attitude of the individual, leading to personal growth and self- actualization, which enable the individual to contribute to societal well being and development in achieving personal satisfaction and happiness. So, it cannot be considered as only the development of the resource or abilities in the individual; it has to be combined with ones societal commitment.

HRM believes that human potential is limitless, and that it is the duty of the organization to help the individual in identifying his or her strength and making full use thereof. The concept of HRM aims at understanding the needs and hopes of people in a better way. It also seeks to generate awareness among them of their role as a resource to the organization for the attainment of its goals and objectives. Every organization that wants to become dynamic and growth- oriented, or wants to succeed in a fast changing environment needs HRM. This can only happen when employee

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capabilities are continuously acquired, sharpened and used. HRM, therefore, plays a vital role in the success and growth of an organization. Attracting the most qualified employees and matching them to the jobs for which they are best suited is important for the success of any organization. However, many enterprises are too large to permit close contact between top management and employees. Human resources, training, and labor relations managers and specialists provide this link. In the past, these workers have been associated with performing the administrative function of an organization, such as handling employee benefits questions or recruiting, interviewing, and hiring new personnel in accordance with policies and requirements that have been established in conjunction with top management. Todays human resources workers juggle these tasks and, increasingly, consult top executives regarding strategic planning. They have moved from behind-the-scenes staff work to leading the company in suggesting and changing policies. Senior management is recognizing the importance of the human resources department to their financial success. In an effort to improve morale and productivity and to limit job turnover, they also help their firms effectively use employee skills, provide training opportunities to enhance those skills, and boost employees satisfaction with their jobs and working conditions. Although some jobs in the human resources field require only limited contact with people outside the office, dealing with people is an essential part of the job. In a small organization, a human resources generalist may handle all aspects of human resources work, and thus require a broad range of knowledge. The responsibilities of human resources generalists can vary widely, depending on their employers needs. In a large

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corporation, the top human resources executive usually develops and coordinates personnel programs and policies. A director or manager of human resources and, in some cases, a director of industrial relations, usually implements these policies. Training helps to equip employees for higher responsibilities or to diversify their skills. Administration and employees share responsibility for the learning experiences that are presumed to develop from training. However, because of past experiences, racial/ethnic minorities and women justifiably have felt that even if they obtain the necessary training, education, and qualifications, they still will be denied the opportunity for higher-level positions. The department must not only offer the promise that qualified people of colour and women will be able to obtain positions commensurate with their ability, but also provide and encourage the necessary training and education that will qualify them for these positions. Likewise, as the demographics of the district and community continue to change, it is important that all employees, but especially those in supervisory and managerial roles, be provided training in cultural competence, and combating prejudice, racism and harassment. 1. The district will continually explore and design training and internship programs directed towards preparing minority and women candidates for higher-level positions. 2. All supervisors and managers will be provided cultural competency and diversity training that focuses on awareness and skill development, as well as prejudice reduction.

HUMAN RESOURCE DEVELOPMENT CONCEPTUAL ANAYSIS

The term human resource refers to the knowledge, skills, creative abilities, talents, aptitude, values and beliefs of an organizations workforce. The more important aspects of human resources are aptitude, values, attitudes and beliefs. But, in a given situation, if these vital 14

aspects remain same, the other aspects of human resources like knowledge, skills, creative abilities and talents play an important role in deciding the efficiency and effectiveness of an organizations workforce. However, enhancement of utilization value of human resources depends on improvement of the human resource aspects like values, beliefs, aptitude and attitude in accordance with the changing requirements of groups, organization and society at large. This process is the essence of human resource development. It is clear from this interpretation that human resource development improves the utilization value of an organization. The effective performance of an organization depends not just on the available resources, but its quality and competence as required by the organization from time to time. The difference between two nations largely depends on the level of quality of human resources. Similarly, the difference in the level of performance of two organizations also depends on utilization value of human resources. Moreover, the efficiency of production process and various areas of management depend to a greater extent on the level of human resources development. HRD assumes significance in view of the fast changing organizational environments and need of the organization to adopt new techniques in order to respond to the environmental changes. The changing environment factors include: Unprecedented increase in competition within and outside the country consequent upon the announcement and implementation of economic liberalizations. Trends towards market economy are more prevalent in most of the countries including the erstwhile communist countries. These trends towards marketing economy resulting in severe competition not only among the industries in the globe but also industries within the nation. This competition allows only the industries strong in all respects to continue in the market and the other industries are forced to withdraw from the market. The vitality of human resources to a nation and to industry depends upon the level of its development. Organizations to be dynamic, growth-oriented and fast changing should develop their human resources. It is needless to say that the organization possessing competent human resources grow faster and can be dynamic. Though the positive personnel policies and programmes motivate the employees, buy their commitment and loyalty but these efforts cannot keep the organization dynamic and fast changing.

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Organization to be dynamic should possess dynamic human resources. Human resources to be dynamic acquire capabilities continuously; adopt the values and beliefs and aptitude in accordance with changing requirements of the organization. Similarly, when employees use their initiative, take risks, experiments, innovate and make things, happen, the organization may said to have an enabling culture. The competent human resources can be dynamic in an enabling culture. Thus, the organization can develop, change and excel, only if it possess developed human resources. Thus, HRD plays significant role in making the human resources vital, useful and purposeful. HRD has been defined as a process by which the employees of an organization are helped, in a continuous, planned way, to acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles; develop their general capabilities as individuals and discover and exploit their own inner potential for their own and/or organizational development purposes; develop an organizational culture in which the supervisor-subordinate relationships, teamwork In the past HRD definitions and collaboration among sub units are have also differentiated the HRD strong and contribute to the professional well being, motivation and pride of employees. instruments/subsystems/mechanisms (e.g. HRD departments, appraisal systems, job rotation and training) from the HRD processes and culture, HRD outcomes and organizational outcomes. The HRD department or the function has sometimes been treated as an HRD instrument as it is essentially a facilitator of development. However, given the significance of the HRD department in producing good employees, the HRD department can be treated as a separate element for good HRD.

Elements of Good HRD The elements of good HRD are Corporate strategy and businesslinked HRD Systemsengineered and systemsdriven HRD Appropriately structured and competently handled HRD

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Corporate strategy and Businesslinked HRD: HRD and HR practices should be linked to business goals and corporate strategy. The organization may use a variety of strategies. Some of these include: Change in technologies or introduction of new technologies Change in markets Acquisitions and mergers Internationalization of business Additional of new products and services Cost-reduction efforts Quality-enhancement programmes Reorganization or rationalizations of organizational structure including downsizing or upsizing Change in equity, financial structure, etc. Joint ventures, etc., All these have impact on the employees or human resources in the organization. If these strategies have to succeed, the people who are required to implement them should have a high degree of commitment. They should develop new competencies. Even cost-reduction exercises require HR interventions or can, at least, be greatly facilitated by HR departments by getting employee involvement and commitment. Performance management systems can be redesigned to promote cost reduction. Redesigning the performance management systems can facilitate quality enhancement programmes. Training plays a role all the time in most of these interventions as a direct competence-building tool. Cultural integration can be achieved though mission vision workshops and redesigning various HR systems.

Systems-engineered and Systems-driven HRD HRD cannot be series of adhoc decisions and practices. It has to be based on a set of predictable practices and measures. HRD literature identifies a number of systems and subsystems. On the basis of the last 20 years of work in this area. On the basis of the last 20

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years of work in this area, Parrek and Rao have developed the following systems framework of HRD which is useful for an in depth understanding of HRD. Component systems of HRD: Career systems: Attracting and retaining the right kind of people can be ensured through manpower planning, recruitment, continuous potential appraisal and career planning, and development activities. These constitute career subsystems of the HRD system. Work-planning system: Employees will effectively contribute to organizational goal if they are helped to understand organizational needs, plan their work to meet these needs, and review their work and make improvements. These activities can be grouped under the work planning subsystem. This system deals with human resource utilization. Development system: That the required competencies are available continuously for the present as well as the future can be ensured through training, counseling and other development mechanisms. These constitute the development subsystems. Self-renewal system: That the organizational as a whole, and its sub-units, are constantly kept dynamic, responsive, as well as proactive, can be ensured through role efficacy, team building, survey feedback, research and other related activities. These, and other activities, constitute the self-renewal system. Culture subsystem: A climate that sets norms, values and culture, and ensures a high level of motivation for employees constitutes culture-building subsystems. Appropriately Structured and Competently HRD HRD has a critical role to play in the achievement of organizational goals and helping the organization to achieve and maintain excellence. Good people and a good culture make good organizations. Good people means competent, committed, learning and team-oriented people. HRD has the role of getting the right kind of people, creating a culture that nurtures and retains talent, providing avenues for competence development at all levels, ensuring utilization of talent, and aiding in renewal of various productive human processes. While the HRD departmental facilities the achievement of these goals, every senior employee becomes a facilitator of the development of both himself and those who work with him. HRD needs to be appropriately structured and competently handled. Since the time HRD has emerged as a new profession in India, and since the time the first HRD department

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was set up, HRD has come a long way in India. However, post liberalisation requirements and challenges have shown that a lot can be improved in terms of the structuring of the HR function as well as of the professional preparation of HRD managers. The Concept of Human Resource Development HRD is mainly concerned with developing the skill, knowledge and competencies of people and it is people-oriented concept. When we call it as a people-oriented concept the question of people be developed in the larger or national context or in the smaller organizational contest? Is it different at the macro and micro level? HRD can be applied both for the national level and organizational level. The concept of HRD is not yet well conceived by various authors though they have defined the term from their approach as it is of recent origin and still is the conceptualizing stage. It is an understanding of the term, i.e., new or rather was new. HRD is not Training and Development. But may personnel managers and organizations view HRD as synonymous to departments as HRD departments. Surprisingly some organizations renamed their personnel department as HRD departments. Some educational institutions started awarding degrees and diplomas in HRD even though the concept is not yet crystal clear. Leonard Nadler 1969 in a Conference organised by the American Society for Training and Development formally introduced the concept of HRD. Leonard Nadler defines HRD as, those learning experiences which are organized, for a specific time, and designed to bring about the possibility of behavioral change. The term learning experience refers to purposeful or intentional learning not incidental learning. Among the Indian authors T. Venkateswara Rao worked extensively on HRD. He defines HRD in the organizational context as, a process by which the employees of an organization are helped in a continuous, planned way to: (i) (ii) Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles; Develop their general capabilities as individuals and discover and exploit their own inner potentials for their own and/or organizational development purposes;

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(iii)

Development an organizational culture in which superiorsubordinate relationship, team work and collaboration among subunits are strong and contribute to the professional well-being, motivation and pride employees.

HRD from organizational point of view is a process in which the employees of an organization are helped/motivated to acquire and develop technical, managerial and behavioral knowledge, skills and abilities, and mould the values, beliefs, attitude necessary to perform present and future role by realizing highest human potential with a view to contribute positively to the organizational, group, individual and social goals. A comparative analysis of these definitions shows that the third definition seems to be comprehensive and elaborate as it deals with the developmental aspects of all the components of human resources. Further, it deals with all types o skills, the present and future organizational needs and aspect of contribution to not only organizational but also other goals. The analysis of the third definition further shows that there are three aspects, viz., (i) (ii) (iii) Employees of an organization are helped/motivated; Acquire, develop and mould various aspects of human resources; and Contribute to the organizational, group, individual and social goals.

The first aspect deals with helping and motivating factors for HRD. These factors may be called Enabling Factors which include: Organization structure, organizational climate, HRD climate, HRD knowledge and skills to managers, human resource planning, recruitment, and selection. The second aspect deals with the techniques or methods that are the means to acquire develop and mould the various human resources. These techniques include: Performance appraisal, potential appraisal, Career planning and Development, Training, Management development, Organizational development, Social and Cultural programmes, and Workers participation in management and quality circles. The third category includes the outcomes contribution of the HRD process to the goals of the organization, group, individuals and the society. Framework of Human Resource Development

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Recent economic liberalization announced by Government of India tends towards market and economy and started creating more dynamic environment in India than ever before. HRD plays a significant and crucial role in market economies under dynamic environments. Human Resource Development should be effective and efficient. HRD cannot be effective for the candidates who do not posses potentials to perform present and future role in organizations in dynamic environment. HRD to be effective should essentially have a strong base of human resource planning, recruitment and selection based on effective HRD requirements. These base factors enable the organization to develop its human resources efficiently. Human resource planning for HRD should plan for human resources not only for the present and future jobs but also roles. Further, human resource planning should plan for potentialities. Recruitment for HRD refers to searching for prospective employees having skills, talents and potentials to carry out the present and future jobs and also for development and motivate them to apply for jobs. Selection for HRD refers to designing the selection techniques like written test, selection tests, interview etc., and fit for selecting the candidates suitable for further development. These base factors influence the analysis of role of employees as individual, as members of teams and organizations, along with the everchanging environment. The positive base factors exert positive influence on the analysis of role and vice versa are true in case of negative factors. Analysis of roles of employees as individuals, members of teams and members of organization helps the organization to know the employees present capabilities and potentials. Further, performance appraisal and potential appraisal techniques help to evaluate the present capabilities, performance and potentials more accurately. Organizational plans including the plans for change, based on environmental opportunities and threats are the bases to determine organizational requirements. Organizational requirements, in turn are the basis to determine the future requirements of various roles in the organization. The difference between the employees present capabilities and future role requirements are the human resources to be acquired and developed. Human resources to be acquired and developed are determined in terms of skills, knowledge, abilities, values, aptitude, beliefs, commitment etc., suitable techniques of human resources development is/are to be selected depending upon the resource to be acquired and

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developed. These techniques include: Performance Appraisal, Potential Appraisal, Training, Management development, and Organizational development. Career planning and development. Worker participation in Management, Quality circles and Social and Spiritual programmes. The outcomes of HRD are four-fold, viz., to the organization, to the individuals, to the group and to the society. HRD benefits the organization by developing the employees and make them ready to accept responsibilities, welcome change, adapt to change, enables the implementation of the programmes of total quality management, maintenance of sound human relations, increase in productivity and profitability. The HRD also benefits the individuals in achieving of potentials, increase in performance, fulfilling their needs and enhancing social and psychological status. The HRD helps the groups in the form of increase in co-operation, increase in collaboration and team effectiveness. Further, it helps the society in the form of developing human resources and increased contribution of human resources to the society. Techniques of Human Resource Development Techniques of human resource development are also called HRD methods, HRD instruments or HRD mechanisms or HRD subsystems. They include: (I) (II) (III) (IV) (V) (VI) Performance Appraisal Potential Appraisal Career Planning Career Development Employee Development Executive Development

(VII) Organizational Change (VIII) Organizational Development (IX) (X) (XI) Social and Cultural Programmes Workers Participation in Management Quality Circles

(XII) Employee Counseling (XIII) Team work (XIV) Role Analysis

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(XV) Communication Policies and Practices (XVI) Monetary Rewards (XVII) Non-monetary Rewards (XVIII) Employee Benefits (XIX) Grievance Mechanism The above techniques and strategies can be briefly explain as follows Performance AppraisalThe process of HRD helps the employees to acquire and/or develop technical, managerial and behavioral knowledge, skills and abilities and moulds the values, beliefs and attitudes necessary to perform present and future roles. The process of performance appraisal helps the employee and the management to know the level of employees performance compared to the standard/pre-determined level. Performance appraisal is essential to understand and improve the employees performance through HRD. In fact, performance appraisal is the basis for HRD. It was viewed that performance appraisal was useful to decide upon employee promotion/transfer, salary determination and the like. But the recent developments in human resources management indicate that performance appraisal is the basis for employee development. Performance appraisal indicates the level of desired performance level, level of actual performance and the gap between these two. This gap should be bridged through human resources development techniques like training, executive development etc. Modern performance appraisal techniques are suitable for growth strategies like expansion, diversification, joint ventures, mergers and acquisitions. These strategies help the company to meet competition, build competencies, acquire strengths, enhance market share, innovate and create new markets, new products and new technologies. Performance appraisal by the customers, subordinates and peers in addition to superiors, help the employees to have a feedback from multiple directions, identify their deficiencies and acquire competencies through training and development. in addition, the modern techniques of performance appraisal and 360 degree performance appraisal enhances employee creativity which in turn contribute for the achievement of new product development, low cost leadership and differentiation strategies. Potential AppraisalIn making potential appraisal of managers, levels of talent and ambition have to be clearly identified. It should be remembered that there are limits beyond

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which any individual employee will be over-stretched and likely to succeed. Doing the present job exceedingly well is no indicator of assured success in a higher job. Some employees are cut-out for specific jobs. They are happy doing such jobs. Promoting them without assessing their potential may be a lose-lose situation for the organization.

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CHAPTER 3
BRIEF DESCRIPTION OF THE ORGANISATION

CHAPTER 3 INDUSTRY PROFILE

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Overview on India's Software Industry According to statistics, country's software exports reached total revenues of Rs 46100 crores. The share of total Indian exports form 4.9 per cent in 1997 to 20.4 percent in 2002-03. It is expected that the industry will generate a total employment of around four millions peoples, which accounts for 7 per cent of India's total GDP as in the year 2008. The year 1995-96 was a boom for the industry. The performance of the industry over the years is as follows: (In terms of US $ millions) Domestic software Market490670920125017002450 Software Exports 73410851750265040006300 Indian Software Industry 122417552670390057008750 India's Software Exports: Software exports has major share in India's total exports. As of the year 2004-05, both software and services revenue grew by 32 percent to $ 22 billions and $ 28.5 billions in 2005-06. According to NASSCOM, India's domestic market, grew by 24 per cent. Presently Indian companies have concentrated on only two largest IT service markets. They are USA and the UK. Even Canada, Japan, Germany and France represent huge growth potential in the industry. Why India? Rapidly Improving infrastructure Large Talent Pool Availability Infrastructure High Quality Educat ional Low Operaing Costs R&D Strengths Established Technology Clusters Government Incentive

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Progress of IT Industry (In terms of US $ billion) Year2003-042004-052005-06*IT software and service exports9.212.015.2ITE-BPO exports3.65.27.3Domestic market3.94.86.0Total16.722.028.5 *Estimated Source: Ministry of Communications and IT. 1995-1996 - 1224 million US Dollars 1996-1997 - 1755 million US Dollars 1997-1998 - 2670 million US Dollars 1998-1999 - 3900 million US Dollars 1999- 2000 - 5700 million US Dollars 2000-2001 - 8750 million US Dollars According to the NASSCOM- McKinsey report on the IT industry of India, the projected revenue of the IT industry of India for the year 2008 is 87 billion US Dollars. The projected exports or the year 2008, accord to this report, is 50 billion US Dollars. Some of the important aspects of the NASSCOM- McKinsey report related to the size of India's IT industry are There is potential of 3.2 million people being employed in the IT industry of India by the end of 2012. Contribution of software and services to the total GDP of India will be more than 7.5%. FDI (Foreign Direct Investment) of 10.5 billion US Dollars expected in the IT industry by the end of 2011. 45% of total exports from India will be from IT exports. 225 billion US Dollars worth of market capitalization from ITshares.

Softwares and services are exported to bout 195 companies from India. North America accounts for 61% of the software exports from India. The projections about the size of India's IT industry present a very optimistic picture. The industry is expected to grow to double its current size by the year 2012. India's IT industry is expected to grow at an annual average rate of 18% in the next five years. The industry is also expected to cross the 100 billion US Dollar mark by 2011. One of the major areas of growth for the IT industry of India is by tapping the potential in the domestic market. The IT industry of India is largely dependant on the export market. Penetrating more into the domestic market would create further opportunities of growth for the IT industry. 27

Adoption of new liberal policies in India has given birth immense opportunities to its industries. Success story of India's Software Industry is a step in the same direction. The Software Industry, which is a main component of the Information technology, has brought tremendous success for the emerging economy. India's young aged manpower is the key behind this success story. Presently there are more than 500 software firms in the country. Worldwide IT Spending to Grow 5.3 Percent in 2010 Unseasonably Strong Hardware Sales in First Quarter Sets Up 2010 for Solid IT Spending Growth Worldwide IT spending is forecast to reach $3.4 trillion in 2010, a 5.3 percent increase from IT spending of $3.2 trillion in 2009, according to Gartner, Inc. The IT industry will continue to show steady growth with IT spending in 2011 projected to surpass $3.5 trillion, a 4.2 percent increase from 2010. "Following strong fourth quarter sales, an unseasonably robust hardware supply chain in the first quarter of 2010, combined with continued improvement in the global economy, sets up 2010 for solid IT spending growth," said Richard Gordon, research vice president at Gartner. "However, it's important to note that nearly 4 percentage points of this growth will be the result of a projected decline in the value of the dollar relative to last year. IT spending in exchange-rate-adjusted dollars will still grow 1.6 percent this year, after declining 1.4 percent in 2009." Worldwide computing hardware spending is forecast to reach $353 billion in 2010, a 5.7 percent increase from 2009 (see Table 1). Robust consumer spending on mobile PCs will drive hardware spending in 2010. Enterprise hardware spending will grow again in 2010, but it will remain below its 2008 level through 2014. Spending on storage will enjoy the fastest growth in terms of enterprise spending as the volume of enterprise data that needs to be stored continues to increase. Near-term spending on servers will be concentrated on lowerend servers; longer-term, server spending will be curtailed by virtualization, consolidation and, potentially, cloud computing. "Computing hardware suffered the steepest spending decline of the four major IT spending category segments in 2009. However, it is now forecast to enjoy the joint strongest rebound in 2010," said George Shiffler, research director at Gartner. "Consumer PC spending will contribute nearly 4 percentage points of hardware spending growth in 2010, powered by strong consumer spending on mobile PCs. Additionally, professional PC spending will contribute just over 1 percentage point of spending growth in 2010 as organizations begin their migration to Windows 7 toward the end of the year."

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Worldwide IT Spending Forecast (Billions of U.S. Dollars) 2009 2009 2010 2010

Spending Growth (%) Spending Growth (%) Computing Hardware 333 -12.5 353 5.7 Software 221 -2.1 232 5.1 IT Services 777 -4.0 821 5.7 Telecom 1,892 -3.4 1,988 5.1 All IT 3,223 -4.5 3,394 5.3 Worldwide software spending is expected to total $232 billion in 2010, a 5.1 percent increase from last year. Gartner analysts said the impact of the recession on the software industry was tempered and not as dramatic as other IT markets. In 2010, the majority of enterprise software markets will see positive growth. The infrastructure market, which includes all the software to build, run and manage an enterprise, is the largest segment in terms of revenue and the fastest-growing through the 2014. The hottest software segments through 2014 include virtualization, security, data integration/data quality and business intelligence. The applications market, which includes personal productivity and packaged enterprise applications, has some of the fastest-growth segments. Web conferencing, team collaboration and enterprise content management are forecast to have double-digit compound annual growth rates (CAGR), in the face of growing competition surrounding social networking and content. "Cost optimization, and the shifts in spending form mega suites to the automation of processes will continue to benefit alternative software acquisition models as organizations will look for ways to shift spending from capital expenditures to operating expenditures," said Joanne Correia, managing vice president at Gartner. "Because of this, vendors offering software as a service (SaaS), IT asset management, virtualization capabilities and that have a good open-source strategy will continue to benefit. We also see mobile-device support or applications, as well as cloud services driving new opportunities." The worldwide IT services industry is forecast to have spending reach $821 billion in 2010, up 5.7 percent from 2009. The industry experienced some growth in reported outsourcing revenue at the close of 2009, an encouraging sign for service providers, which Gartner analysts believe will spread to consulting and system integration in 2010. "We continue to see a long-term recession 'hangover' as a more-cautious mind-set continues as the norm among a lot of buyers who keep looking for small, safe deals where cost take-out is a key factor, said Kathryn Hale, research vice president at Gartner. "In the face of that 29

ongoing strong pressure to renegotiate contracts, and in the absence of equivalent pressure from stockholders, we believe vendors will generally choose to maintain margins over revenue growth." Worldwide telecom spending is on pace to total close to $2 trillion in 2010, a 5.1 percent increase from 2009. Between 2010 and 2014, the mobile device share of the telecom market is expected to increase from 11 percent to 14 percent, while the service share drops from 80 percent to 77 percent and the infrastructure share remains stable at 9 percent of the total market. Worldwide enterprise network services spending is forecast to grow 2 percent in revenue in 2010, but Gartner analysts said this masks ongoing declines in Europe and many other mature markets as well as an essentially flat North American market. "Longer term, the global enterprise network services market is expected to grow modestly, largely on the back of growth in Internet services, such as hosting," said Peter Kjeldsen, research director at Gartner. "Ethernet services will also grow significantly, albeit at the expense of both legacy services and multiprotocol label switching (MPLS)." In India, the software boom started somewhere in the late 1990s. Most of the Indian software companies at that moment offered only limited software services such as the banking and the engineering software. The business software boom started with the emergence of Y2K problem, when a large number of skilled personnel were required to fulfill the mammoth database-correction demand in order to cope up with the advent of the new millennium The profile of the Indian IT Services has been undergoing a change in the last few years, partly as it moves up the value chain and partly as a response to the market dynamics. Ten years ago, most US companies would not even consider outsourcing some of their IT projects to outside vendors. Now, ten years later, a vast majority of US companies use the professional services of Indian Software engineers in some manner, through large, medium or small companies or through individuals recruited directly. The market competition is forcing organizations to cut down on costs of products. The professional IT services on the other hand are becoming increasingly expensive. The offshore software development model is today where onsite professional services were ten years ago. There is a high chance (almost a mathematical certainty), that in less than ten years, the vast majority of IT services (software development being just one of them) from developed countries, will be, one, outsourced and two, outsourced to an offshore vendor. Despite the global economic slowdown, the Indian IT software and services industry is maintaining a steady pace of growth. Software development activity is not confined to a few cities in India. Software development centers, such as Bangalore, Hyderabad, Mumbai, Pune, Chennai, Calcutta, Delhi-Noida-Gurgaon, Vadodara, Bhubaneswar, Ahmedabad, Goa, Chandigarh, Trivandrum are all developing quickly. All of these places have state-of-the-art software facilities and the presence of a large number of overseas vendors. Indias most prized resource is its readily available technical work force. India has the second largest English-speaking scientific professionals in the world, second only to the U.S. It is estimated that India has over 4 million technical workers, over 1,832 educational institutions and

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polytechnics, which train more than 67,785 computer software professionals every year. The enormous base of skilled manpower is a major draw for global customers. India provides IT services at one-tenth the price. No wonder more and more companies are basing their operations in India. India's IT industry caters to both domestic and export markets. Exports contribute around 75% of the total revenue of the IT industry in India. The IT industry can be broadly divided into four segments

The industry is in an expansion mode right now, with dozens of new offshore IT services vendors emerging everyday, the industry has a high probability of being subjected to the 80:20 rule in not too distant a future. In perhaps another ten years, 80 percent of all outsourced offshore development work will be done by 20 percent of all vendors, a small 31

number of high quality, trusted vendors. Only a few select countries and only the most professional companies in those countries, will emerge as winners. India will definitely be the country of choice for offshore software development. We have the potential to become and remain the country of choice for all software developments and IT enabled services, second only to the USA. The third choice could be far distant. India is among the three countries that have built supercomputers on their own. The other two are USA and Japan. India is among six countries that launch satellites and do so even for Germany and Belgium. India's INSAT is among the world's largest domestic satellite communication systems. India has the third largest telecommunications network among the emerging economies, and it is among the top ten networks of the world.

To become a global leader in the IT industry and retain that position, we need to constantly keep moving up the value chain, focusing on finished products and solutions, rather than purely on skill sets and resumes. We need to be able to package our services as products, rather than offering them as raw material. We need to be able to recognize and build up on our strengths and work on our weaknesses. The IT industry has emerged as one of the most important industries in the Indian economy contributing significantly to the growth of the economy.

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The IT industry of India got a major boost from the liberalization of the Indian economy. India's software exports have grown at an annual average rate of more than 50% since 1991. The structure of the IT industry is quite different from other industries in the Indian economy. The IT industry of India is hugely dependant on skilled manpower. Primarily a knowledge based industry, the IT industry of India has reordered significant success due to the huge availability of skilled personnel in India. The industry structure in the IT sector has four major categories. These are IT services IT enabled services Software products Hardware IT services IT services IT services constitute a major part of the IT industry of India. IT services include client, server and web based services. Opportunities in the IT services sector exist in the areas of consulting services, management services, internet services and application maintenance. The major users of IT services are Government Banking Financial services Retail and distribution Manufacturing The services which make extensive use of information andtelecommunication technologies are categorized as IT enabled services. The IT enabled services is the most important contributor to the growth of the IT industry of India. Some of the important services covered by the ITES sectorin India are Customer-interaction services including call-centers Back-office services Revenue accounting Data entry and data conversion HR services

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Transcription and translation services Content development and animation Remote education, Data search GIS Market research Network consultancy

Software products Software products are among the most highly exported products from India. The software industry in India originated in the 1970s and grew at a significant pace in the last ten years. Between 1996-1997 and 2002-2003, the Indian software industry grew more than five times from 2630 crores to 13200 crores. During the same period software and service exports from India grew by almost twelve times. Hardware The hardware sector of the It industry focuses on the manufacturing and assembling of computer hardware. The consumption of computer hardware is high in the domestic market. Due to the rise in the number of ITcompanies, sales of desktops, laptops, servers, routers, etc have been on the rise in recent years. Many domestic and multi-national; companies have invested in the computer hardware market in India. Another categorization in the structure of India's IT industry is related to the market. There are two major market classifications - the domestic market and the export market. The export market, dominates the IT industry accounting for 75% of the revenue.

Challenges before Indian IT Industry

At present there are a number of challenges that are facing the information technology industry of India. One of the major challenges for the Indian information technology industry was to keep maintaining its excellent performance standards. The experts are however of the opinion that there are certain things that need to be done in order to make sure that India can maintain its status as one of the leading information technology destinations of the world. The first step that needs to be taken is to create an environment for innovation that could be carried for a long time. The innovation needs to be done in three areas that are connected to the information technology industry of India such as business models, ecosystems and knowledge. The information technology sector of India also has to spread the range of its activities and also look at the opportunities in other countries . The improvement however, also needs to be qualitative rather than just being quantitative. The skill level of the information technology professionals is one area that

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needs improvement and presents a considerable amount of challenge before the Indian information technology industry. The Indian information technology industry also needs to co-ordinate with the academic circles as well as other industries in India for better performance and improved productivity. The experts are of the opinion that the business process outsourcing service providers in India need to change their operations to a way that is more oriented to the knowledge process outsourcing. One of the most important crises facing the Indian information technology industry concerns the human resources aspect. The problems with outsourcing in countries like the United States of America are posing problems for the Indian information technology industry as well. In the recent times a bill has been passed in the state of New Jersey that allows only the citizens or legal non-Americans to be given contracts. This legislation has also affected some other states like Missouri, Connecticut, Wisconsin and Maryland. These states are also supposed to be considering these laws and their implementation. This is supposed to have an adverse effect on the outsourcing that is the source upon which the information technology industry of India thrives. The information technology professionals who aim at working in the country are also likely to be hindered by the legislation as a significant amount of these professionals have been going to work in the USA for a long time

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The size of India's IT industry has grown significantly over the years. The size of this sunshine industry of India grew from 150 million US Dollars to 50 billion US Dollars between 1990-1991 and 2006-2007. The growth of the IT industry has been very high in the last few years. The size of the Information Technology industry of India was 5.7 billion USDollars in 1999-2000. After the turn of the century the industry experienced exponential growth to reach the 50 billion mark by 2006-2007.

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CHAPTER 4 COMPANY PROFILE

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Mission Statement "Semaphore It Solutions maintains a clear focus on providing cutting edge technology with the highest quality solutions, the greatest time and cost advantages to our customers to enable them to stay competitive Who We Are A Vision of Excellence Given the mix of collective skills & experience, commitment to deadlines and a strong culture of Semaphore, Semaphore It Solutions has been able to grow at a pace of over 100% every year since inception. Semaphore It Solutions has ably adapted to the fast-changing business environment and customer expectations, and has built a 100 plus person-strong organization. Our formidable list of clients is testimony of our standing in the industry. The company is supported by a dynamic second rung of consultants. In keeping with the current industry requirements, Semaphore It Solutions has developed a mix of professionals with domain and functional experience, who act as a like-minded sounding board to the customer - who could be an organization or a candidate. The educated approach provides a platform for the customer to identify the necessary competitive edge. Semaphore It Solutionss team-based work culture ensures that employees have the opportunity to learn, develop new skills or pick up new competencies relevant for the company's growth. Semaphore It Solutions respects the stringent expectations of highly competitive, new economy firms who value commitment and quality from their business partners. Semaphore It Solutions strives to meet their expectations and is proud to be associated with such clients. What We Do As any HR Manager knows, the most important resource of his/her organization is the Human resource - their core foundation and backbone. The scenario has become all the more complex in the last decade with global opportunities, rapid growth and extreme competition. Business needs and deliverables have evolved in a manner that demand flexible recruiting options. It is imperative that your organization has suitable processes in place for their proper functioning & work satisfaction levels. Semaphore It Solutions is a one-stop solution provider who can help modern organizations to overcome their business challenges. Semaphore It Solutions understands the complexity of human resource issues presented by the ever-changing global economy. We understand IT as an energy source to boost the business performance. Our products are designed to be reliable, scalable, flexible and able to withstand the pressures of day-to-day activities and in-house processes. With over two decades of man hours experience in delivering quality IT solutions and products through strategic services, Semaphore It Solutions InformatiSemaphore is perfectly placed to handle your technology requirements. Semaphore It Solutions software delivery capabilities are driven by strong people support with diversified domain expertise and technical savvy people. Our people carry experience of working with Microsoft, Deloitte and many software giants. You need to send the right message to your customers, suppliers, employees! Our content management experts will work one-on-one with you to devise the message that will exert the right impact.

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Semaphore It Solutions offers your business the opportunity to take advantage of our tailor made solutions to drive your business momentum with a strong IT environment. Whether you just need a number of features to be custom programmed in your existing application or an entirely new custom application, you can trust our experienced programmers to develop a state-of-the-art application targeted to your unique needs. For the businesses that are flexible to adapt to the changing business environment today, our IT development support to strategize, develop and execute new initiatives, will be a great strength. From providing system integration solutions, application development and management services and testing solutions, Semaphore It Solutions helps companies make the most of their IT investments. Our techno functional professionals understand your business flow of information to deploy applications that match your organization. Having options of onshore delivery model and off shore delivery model, you can have the application designed that accurately matches to your business. Software Development - Custom application development tailored to the clients specific business requirements. We deliver rich internet applications combining our solid crossdomain experience, technological expertise and an established development methodology. Software Migration and Porting - Our migration services include porting applications to a new technology platform, database and server porting, data migration, standalone-to-web migration of legacy applications. Software Reengineering and Enhancement - We provide reverse engineering of existing systems to understand their business functionality and technical architecture and introduce new/enhanced business logic and improved performance. Software Audit and Testing - Independent software audit and testing of your web application including code reviews, functionality-to-requirements verification, GUI usability and HTML standards compliance testing and performance/security/stability testing. Development Approach Semaphore It Solutions uses traditional application development methodologies to meet the needs of our customers. Specialized in Design, Implementation and Quality Assurance. And our services include turnkey software solutions and ongoing user support. We assist in right direction for your business to take toward efficient and automated computing. Our well experienced Developers help you in developing design, and customized solution for your business needs. Feasibility Study A Feasibility Study is performed at the initial request for service. This is a very high-level assessment of the requirements to: Determine the customer's goals for the product to be developed or enhanced Determine the technical aspects of the project Estimate the resources required Identify additional hardware and/or software requirements

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Estimate costs of current vs. future operation related to the product to determine the Return on Investment if applicable

Requirements Definition During this phase, extensive analysis is performed to identify specific requirements of the request, which include: Business Process Impacts and Drivers Functional Requirements Data Inter-dependency Communication Requirements (e.g., multi-site) Key Dependencies (e.g., Critical Dates to meet, Impact to other organizations)

At the end of this phase, the document is jointly reviewed with the customer to ensure it accurately reflects their needs We also provide services for : Graphic Design Logo Design Flash, Streaming Audio and Video Auction and Portal applications Corporate Identity Concept Design Software Development Quality Assurance Training Consultancy Services HR Process Outsourcing

Multimedia: Multimedia presentations, is an ideal and most effective medium to launch new product range. Dazzling multimedia development in animation & Graphic, Animations, An ideal Presentation could include your company profile, products details and products or process animation to suit your needs your complete presentation authored on CD can be used in many fold ways.

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SEMAPHORE offers effective Multimedia Solution and Design services, which helps to create or developing corporate identity. We provide complete rich multimedia design solution and Interactive CD presentation solutions using Macromedia Flash, Macromedia Director, Adobe Photoshop, Adobe Illustrator, and many more. The first step in creating successful Multimedia CD Presentation is to understand the clients requirements in detail. We have knowledgeable team who does in depth analysis of company goal, strategic business plan & their targeted audience. we manage Multimedia project from start to end including theme development, 3D introduction, design, programming, sound, voice-over everything you say about multimedia. The types of media presentation shown via CD presentation is :Corporate Presentation, Product introduction & presentation, Advertising reports, catalogue, testimonials, virtual galleries, Live animation, full motion high-quality video, sound, text, vibrant graphic artwork, graphic presentation, graphic illustration. Your presentation can include voiceover, music, animation, video and a link to your website. SEMAPHORE can handle all aspects of your CD presentation like content development, professional voiceover talent, video, music, CD cover art and CD production etc. Software Development Semaphoreoffers a dedicated development model to our clients in which a software development team that is dedicated to a single client uses technology, tools, processes and methodologies unique to that client. Each dedicated development Centre is located at Semaphorefacility in India and is staffed and managed by the Company. Once the project priorities are established by the client, Semaphore, in conjunction with the client's IT department, manages the execution of the project. By focusing on a single client over an extended time frame, the dedicated development Centre team gains a deeper understanding of the client's business and technology and can begin to function as a virtual extension of the client's software team. Semaphorededicated development centre bring a unique solution to technical resource requirements of organizations. Professionals in a dedicated development Centre are focused on a particular technology platform and business domain pertaining to a given Client. The knowledge assets acquired by the centre remain with it even while individuals move on to other activities. Clients assign projects to the centre, which assumes full responsibility of the assignment and delivers end-to-end solutions. Microsoft .Net Technology : Microsoft defines .Net as the strategy for connecting information, systems, and devices through Web services. .Net technology is integrated throughout Microsoft products. .Net technologies use Web services to help enhance the computing experience with highly integrated communications and information.

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Microsoft .Net is a platform comprising servers, clients, and services. Its toolset consists of Visual Studio .Net, the Tablet PC, and the .Net My Services. Microsoft .Net was designed to address the customer needs about how applications will be built, deployed, and operated. Microsoft .Net was built for integration through XML Web services using protocols and file formats such as SOAP (Simple Object Access Protocol), WSDL (Web Services Description Language), and UDDI (Universal Description, Discovery, and Integration). A Web service-based IT architecture can be developed and deployed with a set Microsoft.Net products and tools: servers, web services development tools, applications to use them. .NET technologies are supported throughout the family of Microsoft products, including the Windows Server System, the Windows XP desktop operating system, and the Microsoft Office System. Though Microsoft has been claiming that .Net is about open and interoperable web services, when in the other opinion Microsoft is already making their web services closed and proprietary. The main strong points of .Net technologies are:

Integrated toolset. Simpler programming model. Language neutrality.

Java Enterprise Edition: The Java 2 Platform, Enterprise Edition (J2ee) defines the standard for developing multitier enterprise applications. Enterprise Edition (J2ee) defines a standard architecture that is delivered as the following elements:

Application Programming Model; J2ee Platform; J2ee Compatibility Test Suite; J2ee Reference Implementation.

The J2ee platform consists of standardized, modular components, by providing a complete set of services to those components, and by handling many details of application behavior automatically, without complex programming. The J2ee platform takes advantage of many features of the Java 2 Platform, Standard Edition (J2SE), such as "Write Once, Run Anywhere" portability, JDBC API for database access, CORBA technology for interaction with existing enterprise resources, and a security model

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that protects data even in internet applications. Building on this base, the Java 2 Platform, Enterprise Edition adds full support for Enterprise JavaBeans components, Java Servlets API, Java Server Pages and XML technology. The J2ee standard includes complete specifications and compliance tests to ensure portability of applications across the wide range of existing enterprise systems capable of supporting the J2ee platform. In addition, the J2ee specification now ensures Web services interoperability through support for the WS-I Basic Profile. The Java technology is an open technology. The Java technology recognizes the network's heterogeneous nature and is supported on all the operating systems and chip architectures. A strict security model was designed into Java from the beginning. Java supports not only Web services, but also other kinds of services like wireless data services and services on demand. Java supports Web services technologies like XML, SOAP, and UDDI and was listed in an Evans Data Corporation Developer Survey as the number one tool used by developers to build Web services.

The main strong points of J2ee technology include:

A simplified architecture which is based on standard components, services and clients, that takes advantage of the write-once, run-anywhere Java technology; Services providing integration with existing systems, including Java Database Connectivity (JDBC); Java Message Service (JMS); Java Connector Architecture (JCA); Java Interface Definition Language (Java IDL); the Java Mail API; and Java Transaction API (JTA and JTS) for reliable business transactions; Scalability to meet demand, by distributing containers across multiple system and using database connection pooling, for example; A better choice of application development tools and components from vendors providing standard solutions; A flexible security model that provides single sign-on support, integration with legacy security schemes, and a unified approach to securing application components.

Quality Assurance We operate a large, completely independent testing laboratory, with experienced full-time testing and QA specialists and managers with an unbiased view of IT. By employing SemaphoreQA laboratory services, you will see if your project meets your initial requirements and the business needs of your industry, both in its current state and in perspective. We are also able to fully test product functionality, user-friendliness, performance, stability and many other aspects. Why wait to adjust software to make it clientfriendly, bug-free and adequate to your business needs? While others are struggling to make it all work smoothly after the development process is over, our customers stay aware of potential problems and are able to eliminate problems on the fly.

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We offer the following QA and testing services: Software Testing

Complex Testing Service Functional Testing Technical Testing Installation Testing User Interface Testing 508 Standard Testing

Know types of Testing Functionality Testing: Functionality testing is validating that an application conforms to its specifications and correctly performs all its required functions. During functionality testing, a range of inputs as test data is created and tests are performed to validate whether each feature conforms to the requirements provided by the customers or as per blue print. Automated Testing: automated testing is the re-execution of a set of tests that have already been conducted to ensure that changes have not propagated unintended side affects. Automation is often used to reduce the time and resources to perform this type of testing. Source One uses state-of-the -art tools to perform automated testing. Performance Testing: Performance testing evaluates the system's ability to meet the required performance levels in production environment. Scalability of the application is evaluated in addition to investigating how the performance of the application varies by load and usage. The limits of net-centric applications are tested in Stress Testing. User Acceptance Testing: It is about determining whether the software is satisfactory to an end-user or client by testing the system against the requirements and validating that the system has delivered what was initially requested. Product Qualification Testing: Product qualification testing validates whether the application looks and functions the same across all platforms, browsers, processors and configurations. We also test whether installation of the products is properly done or not. Localization/ Globalization Testing In this type of testing, software is tested for different locale and international settings so that the application/product functions in a consistent way in different geographical locations. Usability Testing Usability testing evaluates the application on user friendliness. In addition, we also test

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whether all the links in the applications are functioning; whether the response times adhere to specifications and how well the information is organized in the user interface

Consultancy SEMAPHORE Consulting focuses in empowering IT departments, be it an ERP services firm or an embedded tools development company. We provide resources for your permanent and contract staffing needs. We specialize in mass recruitment processes like walk in interviews, organizing written tests for fresher etc.. SEMAPHORE Team works closely with the clients to fully understand the job profile, business requirements and technical skills required in order to uncover the full scope of the position requirements.

SEMAPHORE Team provides the consultants (for Contract or Permanent Positions) with expertise in:

Application development and support Business analysis Content management Data warehousing and analysis Database design, administration, and maintenance business and Web applications Management consulting Network design, implementation, administration, and support Operating systems support Project management Project outsourcing Software installation and implementation Software quality assurance and testing Systems integration and conversions Technical writing and documentation

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CHAPTER 4
THEORETICAL PERSPECTIVE

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TRAINING AND DEVELOPMENT

INTRODUCTION As man invented tools, weapons, clothing, shelter and language, the need for training became an essential ingredient in the march of civilization. Whether our ancestors stumbled upon or invented these facts of civilization is relatively little significance what is more important is that man had the ability to pass on to others the knowledge and skill gained in mastering circumstances which was done by signs and words. Through these devices the development process called training was administered.

CONCEPT AND DEFINITION:

An inevitable consequence of change is the need to learn. Changes may be result of the introduction of new technology of new working practices or of the general development and changing aspirations of people. Such changes often require people to learn new knowledge and skills and company this with changes in attitudes. For this training is used which is concerned with helping people to learn quickly and effectively. It requires clearly defined outcome and also affective learning conditions.

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Training is defined as A planned process to modify attitude, knowledge or skill through learning experience to achieve effective performance in an activity or range of activities. Its purpose in the work situation is to develop the abilities of the individual and to satisfy current and future manpower needs of the organization. Training is the corner stone of sound management for it makes employees more effective and productive.

Development is a related process. It covers not only activities, which improve job performance, and also those, which bring about growth of the personality. In organizational terms, it is intended to equip persons to earn promotions and held greater responsibility. Training a person for a bigger and higher job is development.

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IMPORTANCE OF TRAINING

Reduction in wastage leading to improved profitability Improves the morale of the workforce Improve the job knowledge and skills at the levels of the organization Improves quality Improves production rate Improves labor management relations Creates an appropriate climate for growth and communication Aid in improving organizational communication Helps the individual in making better decisions and effective problem solving Aids in encouraging and achieving self development and self-confidence Helps a person handle stress, tension, frustration and conflict

TRAINING POLICY

A companys training policy represents the commitment of its top management to training. This helps in identifying priority areas in training. It also highlights the firms approach to the training function and provides information regarding programs to all employees.

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TRAINING PROCESS

ORGANISATIONAL OBJECTIVES AND STRATEGIES

ASSESSMET OF TRAINING NEEDS

ESTABLISHMENT OF TRAINING GOALS

DEVISING TRAINING PROGRAMME

IMPLEMENTATION OF TRAINING PROGRAMME

EVALUATION OF RESULTS

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ORGANIZATIONAL OBJECTIVES AND STRATEGIES

The first step in the training process in an organization is the assessment of its objectives and strategies. What business are we in? At what level of quality do we wish to provide this product or service? Where do we want to be in the future?

ASSESSMENT OF TRAINING NEEDS

Needs assessment diagnoses present problems and future challenges to be met through training and development Organizations spend vast sums of money on training and development. Before committing such huge resources, organizations need to assess the training needs of their employees. Needs assessment occurs at two levels group and individual.

NEEDS ASSESSMENT METHODS

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FOR GROUP ORGANIZATIONAL ANALYSIS

Organizational goals and objectives Personnel / skills inventories Organizational climate indices Exit interviews MBO or work planning systems Quality circles Customer survey / satisfaction data Consideration of current and projected changes

FOR INDIVIDUAL ANALYSIS

Performance appraisal Work sampling Interviews Questionnaires Attitude survey Training progress Rating seals Observation of behavior

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OBJECTIVES OF TRAINING AND DEVELOPMENT

Once training needs are assessed, training and development goals must be established. The following are the objectives:

To impart to new entrants basic knowledge and skills they need for an intelligent performance of definite tasks.

To assist employees to function more effectively in their present positions by exposing them to latest concepts, information and techniques.

To create a climate in which the individuals best attain his own goals by directing his efforts towards attaining the goals of the organization.

To broaden the minds of senior mangers by providing them opportunities for an inter change of experiences within and outside.

To increase productivity by conceptual skills, imagination and judgment in individuals.

DESIGNING TRAINING AND DEVELOPMENT PROGRAMMES

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Every training and development programme must address certain vital issues like Who re the trainees? Who re the trainers? What methods and techniques are to be used for training? What should be the level of training What learning principles are needed? Where is the programme conducted?

METHODS AND TECHNIQUES OF TRAINING

Training methods are classified as follows: On the Job training Vestibule training Demonstration and examples Simulation Apprenticeship Class room methods (a) (d) Lectures (b) Conference (c) Case study

Role Playing (e)

Programmed instruction

(f) Computer Assisted Instruction (CAI) Sensitivity Training Other training methods (a) Associations (b) Audiovisual aids

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GRAPHICAL REPRESENTATION OF TRAINING METHODS

(1) On the Job Training

(3) Demonstration (4) Simulation and Examples (2) Vestibule training

(6) Class room (7) Sensitivity methods training (5) Apprenticeship (8) Other training Methods

(a) Lectures .

(c) Case Study (d) Role Playing

(f) CAI

(b) Conference (e) Programmed

Instruction

(a) Associations (b) Audio-visual aids

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IMPLEMENTATION OF THE TRAINING PROGRAMME

Once the training programmed has been designed it needs to be implemented. Programme implementation involves action on the following lines: Deciding the location and organizing training and other facilities Scheduling the training programme Conducting the programme Monitoring the progress of trainees

EVALUATION OF THE TRAINING PROGRAMME

The last stage in the training and development process is the evaluation of results. Evaluation of any activity is important since in evaluating one try to judge the value or worth of the activity, using the information available. The most important means of evaluating are

Observations Ratings Trainee surveys Trainee interviews

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CHAPTER 5
RESEARCH METHODOLOGY

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Research Methodology
To design this project report, a through literature survey was conducted which included detailed study of books and journals available on the subject.

Based on this survey, a questionnaire was prepared to evaluate training and development programs. The research also included few personal interviews with the trainees as well as the trainers who gave an insight into the various training programs conducted to gain practical view of the programs.

The questionnaires were administered to 50 executives and workers who had undergone training. The questionnaires consisted of 31 questions out of which 5 questions were based on employee profile, and 26 were based training and development.

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CHAPTER 6
ANALYSIS AND INTERPRETATION

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ANALYSIS
1. AGE PROFILE OF THE EMPLOYEES The respondents for this project work have been classified into various age groups and is shown below in the given table. Table 1 Age in years No. Of 20-29 5 30-39 5 10 40-49 15 30 50 and above 25 50

employees Percentage 10

No. Of employees

20-29 30-39 40-49 50 and above

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2. DESIGNATION LEVEL OF EMPLOYEES

Table 2 DSGN LEVEL NO.OF EMPLOYEES PERCENTAGE FIRST LINE SUPERVISOR 10 20 MIDDLE MANAGEMENT 35 70 SENIOR MANAGEMENT 5 10

DESIGNATION LEVEL OF EMPLOYEES

First Line Suervisor Middle Management Senior Management

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3.EDUCATION QUALIFICATIONS
Table 3 QUALIFICATION
DIP IN ENG/ARTS/SCIENCE/COMMERCE

DIPLOMA IN ENG 10 20

MASTER IN ARTS/SCIENCE/COMMERCE 5 10

ITI/INTER/SSC

NO.OF EMPLOYEES PERCENTAGE

25 50

10 20

EDUCATIONAL QUALIFICATIONS
Degree in Eng/Arts/Scienc e/Commerce Diploma in Eng Master in Arts/Science/Co mmerce IIT/Inter/SSC

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4. YEARS OF EXPERIENCE IN Semaphore It Solutions

Table 4 Years of service No. Of employees Percentage Less than 5 years 2 4 5-10 years 18 36 11-15 years 5 10 15 years and above 25 50

YEARS OF EXPERIENCE IN HAL

Less tham 5 years 5 - 10 years 15-Nov 15 year and above

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1). The programme objectives were clear to me?

RESPONSES PERCENTAGE

Strongly Agree 13

Agree 53

Not sure 13

Disagree 16

Strongly disagree 5

RESPONSES

Strongly Agree Agree Not sure Disagree Strongly disagree

Source: Questionnaire to the Employees. Analysis: The above Table shows the following. The analysis revealed that 66% of the respondents have agreed or strongly agreed that objectives of training programmes were in line with their needs. Interpretation: A detailed study was conducted to evaluate whether the training objectives were in line with the employees needs. Whether the program objectives were clear to the employees before the commencement of the training program. The Maximum No. Of Employees have agreed that objectives of training programmes were in line with their needs.

2). The nomination procedure to the training programme was good. 64

RESPONSES PERCENTAGE

Strongly Agree 6

Agree 20

Not sure 12

Disagree 52

Strongly disagree 10

RESPONSES 60 50 40 30 20 10 0 Strongly Agree Agree Not sure Disagree Strongly disagree RESPONSES

Source: Questionnaire to the Employees. Analysis: The above Table shows the following. Since 62% of the respondents did not agree with the nomination procedure, the training programme should be planned in such way that employees are consulted before nominating them to any training programme. Interpretation: A detailed study was conducted to know whether the nomination to the training programmes was made in consultation with the employees or not. The Maximum No. Of Employees have not agreed that nomination procedure to the training programme was good.

3).Is the methodology adopted was adequate?

RESPONSES Strongly Agree Agree Not sure Disagree Strongly disagree

65

PERCENTAGE 15

56
RESPONSES

17

10

60 50 40 30 20 10 0 Strongly Agree Agree Not sure Disagree Strongly disagree RESPONSES

Source: Questionnaire to the Employees. Analysis: The above Table shows the following. Analysis of the data reveal that 71% of the sample scored very high in stating that the methodology adopted was adequate. Interpretation: A detailed study was conducted to know whether the methodology adopted was adequate. The Maximum No.Of Employees have agreed that the methodology adopted was adequate.

4). Is the Course structure was well organized?

RESPONSES

Strongly Agree

Agree

Not sure

Disagree

Strongly disagree 66

PERCENTAGE

16

58

13

13

RESPONSES

Strongly Agree Agree Not sure Disagree Strongly disagree

Source: Questionnaire to the Employees. Analysis: The above Table shows the following. The analysis revealed that 74% of the participants have agreed or strongly agreed that the structure of the programme was good. Interpretation: A detailed study was conducted to know the Course structure was well organized. The Maximum No. of Employees have agreed that the Course structure was well organized.

5). The training was imparted considering the change in Job factor and Individuals responsibility. The study has attempted to evaluated the Training management programme in terms of two important factors job factor and individual factor. (a) JOB FACTOR

67

This includes study of combination of training in improvement of analytical ability problem soling and decision making skills and its contribution to work place and outside work place. The responses are given below: RESPONSES PERCENTAGE
60 50 40 30 20 10 0 Strongly Agree Agree Not sure Disagree Strongly disagree Series1

Strongly Agree 8

Agree 52

Not sure 22

Disagree 18

Strongly disagree NIL

Source: Questionnaire to the Employees. Analysis: The above Table shows the following. Analysis reveled that 60% of the respondents agree / strongly agree that the training programme has contributed in improving the effectiveness of the job in terms of factors refer to above. Interpretation: A detailed study was conducted to know The training was imparted considering the change in Job factor. The Maximum No. Of Employees have agreed that the training was imparted considering the change in Job factor.

(b) INDIVIDUAL FACTOR

The respondents were asked to respond on the effectiveness of the training programme in terms of its contribution to improve their skills as individuals. The responses are tabulated below: RESPONSES Strongly Agree Agree Not sure Disagree Strongly disagree 68

PERCENTAGE

18

58

20

NIL

RESPONSES 70 60 50 40 30 20 10 0 Strongly Agree Agree Not sure Disagree Strongly disagree RESPONSES

Source: Source: Questionnaire to the Employees. Analysis: The above Table shows the following. The study shows that 76% of the respondents were of the opinion that the various training programmes conducted helped identifying their strong and weak points Interpretation: The respondents were asked to respond on the effectiveness of the training programme in terms of its contribution to improve their skills as individuals

6) I am fully satisfied with the culture and climate of the organization

The respondents were asked to answer whether they were satisfied with the culture and climate of organization and whether a change has to be brought about in the working climate to implement the skills acquired from the training programmes. RESPONSES PERCENTAGE Strongly Agree 11 Agree 23 Not sure 26 Disagree 28 Strongly disagree 4

69

RESPONSES 30 25 20 15 10 5 0 Strongly Agree Agree Not sure Disagree Strongly disagree RESPONSES

Source: Questionnaire to the Employees. Analysis: The above Table shows the following. The analysis revealed that only 44% of the respondents feel that the organization climate and culture is satisfied to them. Interpretation: The respondents were asked to answer whether they were satisfied with the culture and climate of organization and whether a change has to be brought about in the working climate to implement the skills acquired from the training programmes.

7). Training was helpful to me outside my workplace The effectiveness of the training gave emphasis to whether the individuals made attempts to practically use the skills that were imparted during the training programme at their work place. The responses are as follows: RESPONSES PERCENTAGE Strongly Agree 8 Agree 36 Not sure 14 Disagree 36 Strongly disagree 6

70

RESPONSES

Strongly disagree Disagree Not sure Agree Strongly Agree 0 10 20 30 40 RESPONSES

Source: Questionnaire to the Employees. Analysis: The above Table shows the following The responses revealed an even distribution among agree and disagree a clear conclusion could not be made. But since 42% of respondents disagreed or strongly disagreed, it is very important that the employees should be given an opportunity to practically implement the skills learnt during the training programme. Interpretation: The effectiveness of the training gave emphasis to whether the individuals made attempts to practically use the skills that were imparted during the training programme at their work place. 8). Are you satisfied with the Training courses attended?

RESPONSES PERCENTAGE

Strongly Agree 25

Agree 50

Not sure 10

Disagree 10

Strongly disagree 5

71

60 50 40 30 20 10 0
EE EE R EE R SU R R AG AG AG R EE E

Series1

AG

LY

IS

ST R

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 75% of employees were satisfied with the training courses attended Interpretation: The maximum numbers of Employees are satisfied with the Training Courses attended.

9). The programme objectives were in line with my needs

RESPONSES PERCENTAGE

Strongly Agree 15

Agree 50

ST R

Not sure 25

LY

IS

Disagree 10

Strongly disagree 0

72

60 50 40 30 20 10 0
EE EE EE R R SU R R AG AG AG LY D O IS G R EE E T N D ST R N

AG

LY

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 65% of employees were agreed that the training programme objectives were in their needs Interpretation: Most of the employees feel that the training objectives were in line to their needs

10). The training was imparted considering the change in Individuals responsibility RESPONSES PERCENTAGE Strongly Agree 20 Agree 40 Not sure 20 Disagree 20 Strongly disagree 0

ST R

IS

73

45 40 35 30 25 20 15 10 5 0 1 2 3 4 5 6 Series1 Series2

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 60% of employees feel that the training was imparted considering the change in Individuals responsibility were agreed. Interpretation: Most of the employees feel that the training was imparted considering the change in Individuals responsibility were agreed.

11). The duration of the training Programme was adequate RESPONSES PERCENTAGE Strongly Agree 50 Agree 20 Not sure 25 Disagree 5 Strongly disagree 0

74

60 50 40 30 20 10 0 1 2 3 4 5 6 Series1 Series2

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 70% of employees feel that the duration of the training Programme was adequate. Interpretation: Most of the employees feel that the duration of the training Programme was adequate.

12). Course structure was well organized RESPONSES PERCENTAGE Strongly Agree 50 Agree 25 Not sure 25 Disagree 0 Strongly disagree 0

75

60 50 40 30 20 10 0
EE EE R EE R SU R R AG AG AG R EE E

Series1

AG

LY

IS

ST R

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 75% of employees feel that Course structure was well organized Interpretation: Most of the employees feel that the course structure is well organized

13). The quality of the course Material was good

RESPONSES PERCENTAGE

Strongly Agree 10

Agree 50

ST R

Not sure 20

LY

IS

Disagree 10

Strongly disagree 10

76

60 50 40 30 20 10 0 1 2 3 4 5 6 Series1 Series2

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 60% of employees feel that the quality of the course Material was good Interpretation: Most of the employees feel that the quality of the course Material was good.

14). The faculty handled the Subject effectively

RESPONSES PERCENTAGE

Strongly Agree 50

Agree 40

Not sure 10

Disagree 0

Strongly disagree 0

77

60 50 40 30 20 10 0 1 2 3 4 5 6 Series1 Series2

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 90% of employees feel that the faculty handled the Subject effectively Interpretation: Most of the employees feel that the faculty handled the Subject effectively

15).The training aids used in the programme were Sufficient

RESPONSES PERCENTAGE

Strongly Agree 25

Agree 50

Not sure 15

Disagree 10

Strongly disagree 0

78

60 50 40 30 20 10 0 1 2 3 4 5 6 Series1 Series2

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 75% of employees feel that the training aids used in the programme were Sufficient Interpretation: Most of the employees feel that the training aids used in the programme were Sufficient

16). The involvement of the Participants was good

RESPONSES PERCENTAGE

Strongly Agree 30

Agree 25

Not sure 25

Disagree 20

Strongly disagree 0

79

35 30 25 20 15 10 5 0
EE EE R EE R SU R R AG AG AG R EE E

Series1

AG

LY

IS

ST R

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 55% of employees were participated effectively Interpretation: Most of the employees feel that the involvement of the Participants was good

17). Time to implement my Learning was sufficient

RESPONSES PERCENTAGE

Strongly Agree 40

Agree 30

ST R

LY

Not sure 20

IS

Disagree 10

Strongly disagree 0

80

45 40 35 30 25 20 15 10 5 0
EE EE R EE R SU R R AG AG AG R EE E

Series1

AG

LY

IS

ST R

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 70% of employees feel that time to implement their Learning was sufficient Interpretation: Most of the employees feel that time to implement their Learning was sufficient

18). Training was helpful to me outside my workplace

RESPONSES PERCENTAGE

Strongly Agree 10

Agree 30

ST R

LY

Not sure 25

IS

Disagree 30

Strongly disagree 5

81

35 30 25 20 15 10 5 0
EE EE R EE R SU R R AG AG AG R EE E

Series1

AG

LY

IS

ST R

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 55% of employees disagreed that feel that training was helpful to them outside their workplace Interpretation: Most of the employees feel that the training programmes were not helpful to them outside their work place.

19). The training programme has Improved my decision Making skills

RESPONSES PERCENTAGE

Strongly Agree 20

Agree 45

ST R

LY

Not sure 25

IS

Disagree 5

Strongly disagree 5

82

50 45 40 35 30 25 20 15 10 5 0
EE EE R EE R SU R R AG AG AG R EE E

Series1

AG

LY

IS

ST R

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 65% of employees feel that the training programme has improved their decision-making skills. Interpretation: Most of the employees feel that the training programme has improved their decision-making skills.

20). The programme helped me An opportunity to become More open minded

RESPONSES PERCENTAGE

Strongly Agree 5

Agree 25

ST R

LY

Not sure 50

IS

Disagree 10

Strongly disagree 10

83

60 50 40 30 20 10 0
EE EE R EE R SU R R AG AG AG R EE E

Series1

AG

LY

IS

ST R

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 60% of employees feel that the programme was not helping them to become More open minded Interpretation: Most of the employees feel that the programme was not helping them to improve human skills.

21). The programme helped me to become aware of my Strong and weak points

RESPONSES PERCENTAGE

Strongly Agree 15

Agree 45

ST R

LY

Not sure 15

IS

Disagree 15

Strongly disagree 10

84

50 45 40 35 30 25 20 15 10 5 0
EE EE R EE R SU R R AG AG AG R EE E

Series1

AG

LY

IS

ST R

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 60% of employees feel that the programme helped them to became aware of my Strong and weak points Interpretation: Most of the employees feel that the programme helped them to became aware of my Strong and weak points

22). I am free to set my own Goals

ESPONSES PERCENTAGE

Strongly Agree 50

Agree 45

ST R

LY

Not sure 5

IS

Disagree 0

Strongly disagree 0

85

60 50 40 30 20 10 0
EE EE R EE R SU R R AG AG AG R EE E

Series1

AG

LY

IS

ST R

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 95% of employees feel that the programme helped them to set their own Goals. Interpretation: Most of the employees feel that the programme helped them to set their own Goals .

23). I am fully satisfied with the culture and climate of the organization

RESPONSES PERCENTAGE

Strongly Agree 50

Agree 25

ST R

Not sure 20

LY

IS

Disagree 5

Strongly disagree 0

86

60 50 40 30 20 10 0
EE EE R EE R SU R R AG AG AG R EE E

Series1

AG

LY

IS

ST R

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 75% of employees feel that they are fully satisfied with the culture and climate of the organization Interpretation: Most of the employees feel that they are fully satisfied with the culture and climate of the organization 24). A change is required in the present working climate

RESPONSES PERCENTAGE

Strongly Agree 15

Agree 25

ST R

LY

Not sure 50

IS

Disagree 10

Strongly disagree 0

87

60 50 40 30 20 10 0
EE EE R EE R SU R R AG AG AG R EE E

Series1

AG

LY

IS

ST R

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 60% of employees did not agree that a change is required in the present working climate Interpretation: Employees are satisfied with presenting organization climate and they are not showing interest in bringing changes in organization. This indirectly reflects employees resistance to change.

25). Evaluation procedure Followed was satisfactory

RESPONSES PERCENTAGE

Strongly Agree 40

Agree 30

ST R

LY

Not sure 20

IS

Disagree 5

Strongly disagree 5

88

45 40 35 30 25 20 15 10 5 0
EE EE R EE R SU R R AG AG AG R EE E

Series1

AG

LY

IS

ST R

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 70% of employees feel that the Evaluation procedure Followed was satisfactory Interpretation: Most of the employees feel that the Evaluation procedure Followed was satisfactory

26). Positive action is taken on the feedback received from the participants

RESPONSES PERCENTAGE

Strongly Agree 20

Agree 30

ST R

LY

Not sure 25

IS

Disagree 15

Strongly disagree 10

89

35 30 25 20 15 10 5 0
EE EE EE R R SU R R AG AG AG R EE E

Series1

AG

LY

IS

ST R

Source: Questionnaire to the Employees. Analysis: The above Table shows the following 50 of employees feel that the Positive action is taken on the feedback received from the participants Interpretation: Half of the employees feel that positive action is taken from employees i.e., employees cooperate positively during their unsatisfied response to training sometimes

ST R

LY

IS

90

CHAPTER7
FINDINGS & SUGGESTIONS

FINDINGS
A majority (66%) has responded that the objectives of the training programmes were in line with their needs. Majorities (62%) of the respondents were not satisfied with the nomination procedure. A majority of 71% has responded that the methodology adopted in the training programme 91

Structure (74%) of the programme has been satisfactory. 60% of the respondents agreed or strongly agreed that the contents of the programme contributed to their on the job effectiveness

76% of the respondents have opined that the programmes contributed in identifying there strong and week points.

Only 44% of the respondents felt that the organization climate was satisfactory.

SUGGESTIONS
1) In view of the response to the nomination procedure, it will be ideal to contact the employees before they are selected. This will give a feeling of importance to the employee and also enable the organization to cover the training programmes based on their need and requirements. 2) The study has brought out that the organization climate is not progressive as pointed by respondents for implementation of the ideas generated in the training programmes. This is a

92

major issue and any decision on this calls for a deeper organizational study. 3) Employees should be given sensitivity training to improve their human skills because employees should be groomed for future managerial positions in the organization. 4) Organization should try to deal with resistance to change exhibited by employees. Employees should be train how to learn. 5) Training programmes may be conducted frequently and for longer period stressing on job skills and interpersonal skills

6) More of case studies, seminars and group discussions; may be included in the training programme.

7) Faculty from reputed institution may be invited to enhance the training management programmes.

8) More training programmes may be conducted in the field of computers due to increase technological changes.

9) Contents of the training may include more about the products, policies, present and future plans of the company may be job oriented.

10) The training may also include a visit to other factories as well.

93

11) Training programmes may be imported a manner in which it can be practically implemented in the organization.

12) The programmes should consist of employees from the same discipline in order to have more homogeneity among the participants.

CONCLUSIONS:
It was good learning session for me during my tenure with the company. While doing the project, I learnt the practical implications of a training programme. I got practical exposure to study the effectiveness of the changes brought in the training program at Semaphore It Solutions.

Employees at Semaphore It Solutions are satisfied with the training program at Semaphore It Solutions but if organization desires to have improved response from employees, it should try to concentrate not just on technical skills but also on personality development. Employees should learn how to survive in the present competitive environment.

94

CHAPTER 8
LIMITATIONS OF THE STUDY

LIMITAIONS OF THE STUDY

The company under study being a very large organization with large number of employees, all of them could not be contacted for views and opinions on the topic TRAINING AND DEVELOPEMENT.

95

Wing to the paucity of time the questionnaires could be distributed only to a limited number of employees. Therefore the findings of the study neither may nor be 100% accurate.

96

APPENDIX

QUESTIONNAIRE
Name of the participant (Optional): Department: Please indicate by a tick ( ) mark

1.

To which age group do you belong? 97

(i) (ii) (iii) (iv)

20 29 Years 30 39 Years 40 49 Years 50 Years & above

2.

Designation / level 1) 2) 3) First line Supervisor Middle Management Sr. Management

3.

Qualification (i) (ii) (iii) (iv) Degree in Eng / Arts / Science / Commerce Diploma in Eng. Master in Arts / Science / Commerce ITI / Inter / SSC

4.

Area of Work 1) 2) 3) 4) 5) Administration / HRD Finance & Accounts Material Management Production Design

98

6) 7)

Services Any others (Specify)

5.

Years of experience in Semaphore It Solutions (i) (ii) (iii) (iv) Less than 5 years 5 10 years 11 15 years Above 15 years

1) The programme objectives were clear to me? 1. STRONGLY AGREE 2. AGREE 3. NOT SURE 4. DISAGREE 5. STRONGLY DISAGREE

2) The nomination procedure to the training programme was good. 1. STRONGLY AGREE 2. AGREE 3. NOT SURE 4. DISAGREE 5. STRONGLY DISAGREE 99

3) Is the methodology adopted was adequate? 1. STRONGLY AGREE 2. AGREE 3. NOT SURE 4. DISAGREE 5. STRONGLY DISAGREE

4) Is the Course structure was well organized?

1. STRONGLY AGREE 2. AGREE 3. NOT SURE 4. DISAGREE 5. STRONGLY DISAGREE

5) The training was imparted considering the change in Job factor and Individuals responsibility. 1. STRONGLY AGREE 2. AGREE 3. NOT SURE 4. DISAGREE

100

5. STRONGLY DISAGREE 6) I am fully satisfied with the culture and climate of the organization 1. STRONGLY AGREE 2. AGREE 3. NOT SURE 4. DISAGREE 5. STRONGLY DISAGREE 7) Training was helpful to me outside my workplace 1. STRONGLY AGREE 2. AGREE 3. NOT SURE 4. DISAGREE 5. STRONGLY DISAGREE 8) Are you satisfied with the Training courses attended? 1. STRONGLY AGREE 2. AGREE 3. NOT SURE 4. DISAGREE 5. STRONGLY DISAGREE 9) The programme objectives were in line with my needs 1. STRONGLY AGREE 2. AGREE 3. NOT SURE

101

4. DISAGREE 5. STRONGLY DISAGREE

10) The training was imparted considering the change in Individuals responsibility 1. STRONGLY AGREE 2. AGREE 3. NOT SURE 4. DISAGREE 5. STRONGLY DISAGREE 11) The duration of the training Programme was adequate 1. STRONGLY AGREE 2. AGREE 3. NOT SURE 4. DISAGREE 5. STRONGLY DISAGREE 12) Course structure was well organized 1. STRONGLY AGREE 2. AGREE 3. NOT SURE 4. DISAGREE 5. STRONGLY DISAGREE 13) The quality of the course Material was good 1. STRONGLY AGREE 102

2. AGREE 3. NOT SURE 4. DISAGREE 5. STRONGLY DISAGREE

14) The faculty handled the Subject effectively 1. STRONGLY AGREE 2. AGREE 3. NOT SURE 4. DISAGREE 5. STRONGLY DISAGREE 15) The training aids used in the programme were Sufficient 1. STRONGLY AGREE 2. AGREE 3. NOT SURE 4. DISAGREE 5. STRONGLY DISAGREE 16) The involvement of the Participants was good. 1. STRONGLY AGREE 2. AGREE 3. NOT SURE 4. DISAGREE 5. STRONGLY DISAGREE 103

17). Time to implement my Learning was sufficient

1.STRONGLY AGREE 2.AGREE 3.NOT SURE 4.DISAGREE 5.STRONGLY DISAGREE

18) Training was helpful to me outside my workplace

1.STRONGLY AGREE 2.AGREE 3.NOT SURE 4.DISAGREE 5.STRONGLY DISAGREE 19) The training programme has Improved my decision Making skills 1.STRONGLY AGREE 2.AGREE 3.NOT SURE 4.DISAGREE 5.STRONGLY DISAGREE

20) The programme helped me An opportunity to become More open minded

1.STRONGLY AGREE 2.AGREE 3.NOT SURE 4.DISAGREE 5.STRONGLY DISAGREE

104

21)The programme helped me To became aware of my Strong and weak points

1.STRONGLY AGREE 2.AGREE 3.NOT SURE 4.DISAGREE 5.STRONGLY DISAGREE

22) I am free to set my own Goals

1.STRONGLY AGREE 2.AGREE 3.NOT SURE 4.DISAGREE 5.STRONGLY DISAGREE

23) I am fully satisfied with the culture and climate of the organization
1.STRONGLY AGREE 2.AGREE 3.NOT SURE 4.DISAGREE 5.STRONGLY DISAGREE

24) A change is required in the present working climate

1.STRONGLY AGREE 2.AGREE 3.NOT SURE 4.DISAGREE 5.STRONGLY DISAGREE

105

25) Evaluation procedure Followed was satisfactory

1.STRONGLY AGREE 2.AGREE 3.NOT SURE 4.DISAGREE 5.SDSTRONGLY DISAGREE

26) Positive action is taken on the feedback received from the participants
1.STRONGLY AGREE 2.AGREE 3.NOT SURE 4.DISAGREE 5.STRONGLY DISAGREE

27) Please give your suggestion for the improvement of the training programme

106

BIBLIOGRAPHY
1. Training & Development Hand Book, A Guide to HRD Robert L. Craig

2.

Personnel Management

Arun Monappa and Mizra S. Saiyadain

3.

Training

Michael Jinks Branford Management Series

4.

The Management of Training

Andy Davis, John McLeod Chris Williams, Aidan Hughes, Mike Cross, John Stock & Jim Gospel

5.

Personnel Management Himalaya Publishing House

C. B. Mamoria

6.

Evaluating Management Training & Development

B. R. Virmani and Premila Seth K. Aswathappa

7.

Human Resources and Personnel Management

107