SUMMER TRAINING REPORT ON HR CONSULTANCY REPORT ON

(ESIC, PF & SALARY SYSTEM)

IN ITINFOCUBE PVT. LTD. SUBMITTED TO

KURUKSHETRA UNIVERSITY, KRUKSHETRA IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE DEGREE OF paper code BBA 307-A BACHELOR OF BUSINESS ADMINISTRATION 2010-2013

DEPARTMENT OF MANAGEMENT GOVERNMENT COLLEGE ADAMPUR DISTT. HISAR

PROJECT GUIDE EXTERNAL: Mr.ASHISH KUMAR INTERNAL: Mrs. NEEDHI SACHDEVA PROJECT:INCHARGE Prof; VINOD SINGLA (COORDINATOR- BBA)

SUBMITTED BY JYOTIKA TANEJA BBA IIIrd YEAR (5th SEM) ROLL NO 3056,

STUDENT DECLARATION

I Jyotika Taneja here by declare that the research work presented in this project report entitled Training and Development for the fulfillment of the award of Bachelor of Business Administration from Kurukshetra University;

Kurukshetra is based on my work during the summer training in the ITINFO CUBE PVT.LTD ,GURGAON ..The project embodies the result of original work and studies carried out by me and the contents of the project do not form the basis for the award of any other degree to me or to anybody else.

JYOTIKA TANEJA.

ACKNOWLEDGEMENT
It gives me immense pleasure and privilege to acknowledge my deepest sense of gratitude towards all those who helped me in the successful execution of this project. I would like to thanks, C.E.O sir MR.AMARINDRA K SINGH ,Director Mr. MANISH VERMA , and H.R MISS NEETU VERMA for their able guidance. I also extend my gratitude towards the H.O.D. Mr. ASHISH KUMAR and my course co-coordinator Prof; VINOD SINGLA who entrusted me for the completion of this project. I am highly indebted to my project guide, Mr. ASHISH KUMAR (internal) whose constructive counseling and able guidance helped me immensely in bringing out this project in the present form. The acknowledgement would be incomplete without thanking my family and friend who were a big support throughout.

PREFACE
It is recognized today that there is need to continue training beyond initial qualifications to maintain, upgrade and update skills throughout working life. Physical training is more mechanistic: training programs develop specific skills or muscles with a view to peaking at a particular time. A field of training often used in sports is autogenic training. In the context of many professions and occupations this may be referred to as professional development. Training refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relates to specific useful skills. It forms the core of apprenticeships and provides the backbone of content at technical colleges and polytechnics. In addition to the basic training required for a trade, occupation or profession. A similar term used for workplace learning to improve performance is training and development. Such training can be generally categorized as on-the-job or off-the-job. On-thejob describes training that is given in a normal working situation, using the actual tools, equipment, documents or materials that they will use when fully trained. On-the-job training is usually most effective for vocational work. Off-the-job training takes place away from normal work situation which means that the employee is not regarded as productive worker when training is taking place. An advantage of off-the-job training is that it allows people to get away from work and totally concentrate on the training being given. This type of training is most effective for training concepts and ideas.

INDEX

Acknowledgement Certificate (Industry) Declaration Executive summary

CONTENTS
1. COMPANY PROFILE 2. RESEARCH METHODOLOGY 3. RESEARCH DESIGN 4. SAMPLING 5. SCALLING 6. RATIONAL OF THE STUDY 7. OBJECTIVE OF THE STUDY 8. SCOPE AND LIMITATIONS OF THE STUDY 9. TRAINNING 10.DEVELOPMENT

11.TRAINNING METHOD 12.CORPORATE VIEW 13.EMPLOYEE ACT. 14.HOW TO TRAIN 15.LITERATURE VIEW 16. 17. 18. 19. 20.
PROVIDENT FUND DATA TABULATION FINDING CONCLUSION

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QUESTIONNAIRE

COMPANY PROFILE

ITinfoCube is an IT company with proven track record in delivering high end solution in software development, website development and Internet Marketing. Combining all three aspects of Information technology, we present ourselves as providing the cubical approach to our clients. We are dedicated to our customers and partners. We believe that our success depends on our skills and expertise we provide to our clients. The innovation is the key factor which differentiates us from other companies. We always strive to deliver the high end solution and customer satisfaction is our ultimate motto. We established ourselves as software and website Development Company with the focus in software technologies. Later, we jumped into Internet Marketing with the idea to enter into the latest term of marketing. Today, we are one of the Best and leading internet marketing companies in India. We are open for any suggestions where we can put our best and meet your expectations. An Overview of ITinfoCube ITinfoCube is a software and web development company based in the national capital region of India Gurgaon. Company was established with a vision to compete the most rapidly growing IT market of the region. We have achieved the goal so far and being the leading software and web

marketing company, ITinfoCube has been recognized as the reliable SEO Company in NCR India. Our Vision The world is changing fast day by day. To continue the pace of the development and maintain our esteem, we need to be more passionate about what we deliver to our clients. To make a mark and lead the tomorrow, we must look ahead and calculate the real power we need. We must get equipped to face the challenging tomorrow Our Methodologies ITinfoCube follows well defined, structured methods to execute a process. The industry specific methods are always followed to meet the international standards and clients specific requirements. We believe that every process has to be managed and executed in a proper manner to produce the real quality and result oriented product

An Overview ITinfoCube is a web development and SEO service Provider Company based in India with a vision to compete the most rapidly growing IT market of the region. We have achieved the goal so far and being the leading software and web marketing company, ITinfoCube has been recognized as the reliable SEO Company in NCR India. We are not limited to provide our services to the domestic market but are equally engaged in overseas market as well. We have a big clientele from UK, United States, Australia, Canada, Ireland and France. Combining unparalleled experience, widespread approach across all industry and business functions and extensive research on the worlds latest method of marketing, ITinfoCube has developed the expertise in Internet Marketing. We believe in converting our visitors in to customers and then knot a lifetime bond with them. We believe that having a website is not just enough until unless it is not blend with good presentation, strategy and clear message of your business. And that combination you can easily see in our designing because we deal in commitment with quality after understanding your complete requirement. Being a software development company, we understand the whole methodologies and the process flow of a project and follow the industry regulations.
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Our software development services provide you the best solution in development of any kind of software. Our software team is highly qualified and experienced in all latest technologies and able to deliver the product meeting your base requirement and methodologies.

Products ITinfoCube strongly recommends the use of technology to let it work for you in the most efficient way. Our products help you maximize the profit and cut the cost. You can integrate our software products with your business and automate your business functionality to enhance your existing resources and minimize the overheads. We have developed many software applications for some big clients. Here is the brief of some of our software products. School Management Software DronaEduCube Hotel Management Software Billing & Invoice Software Cubic Measurement Volume Software Restaurant Management Software Payroll Software Stock Management Software

Quality ITinfoCube is a great company because of the quality we have adopted and the same is followed by the talented people who work here. Our growth has been accelerated through a performance-based, client-centric culture, in which everyone has contributed his/her ability to excel. We are moving forward together for the strengthening of legacy of perfectness, steadiness, quality, reliability and integrity. We are confident enough that our joint efforts will surely help us maintain our continuous growth and dedication towards achieving the perfection in our business. With a clear approach in mind, our team members are desperate to bring the well-built custom of advancement, modernization and leadership. We aim to

bring the new ideas and creative thinking to our business and to the clients around the globe. Needless to say that we are here due to the continuous support of our esteemed clients who stand behind us and give us invisible power to face the challenges and overcome the hurdles. Our culture teaches us to thank every individual who is directly or indirectly associated with us. We assure you that we shall keep our words of delivering you the QUALITY you are concerned with. We can easily describe our strengths in few words that inspire us to maintain the quality in our work and Team.

Integrity at Best

We understand that employees are the strength of a company. We therefore strive to integrate ourselves to them and employ the integrity within the company. Passion towards work This is what everyone wants to do- Work. Our people have zeal to work for achievement, hunger for outstanding results and are dedicated to get things done. Aiming High To touch the sky you have to LOOK UP. We aim high to reach high. The same is transformed to every individual of the company. Appreciation We appreciate the contribution of every individual of our team. We personally believe in everyones ability to grow and give them equal chance to learn, develop and grow.

Contact information Office : M-21 , Sector - 14 ,

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Gurgaon - 122001 (HR.) INDIA Land Line : 0124-4141855 Mobile : 07503035922 Mobile : 09999730154 E-Mail General : info@itinfocube.com Sales : sales@itinfocube.com Support : support@itinfocube.com Career :careers@itinfocube.com

CHAPTER-5

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Research Methodology
Research methodology, defines what the activity of research is, how to proceed, how to measure progress, and what constitutes success. Research methods refers to the methods or techniques used in performing research operations

RESEARCH APPROACH
This research follows a Quantitative approach.

Quantitative research
Applicable to the phenomenon that can be measured in terms of quantity. Can be further sub-classified into: Inferential, experimental, simulation Inferential Approach Purpose is to form a data base(record or list) from which to infer characteristics of population Present research follows inferential approach. A sample of population is studied to determine its characteristics Then inferred that the population has the same characteristics

Research Design
Conceptual structure within which research is conducted; it constitutes the blueprint for the collection, measurement & analysis of data. Research design is a set of decisions that make up the master plan specifying the methods and procedures for collecting and analyzing the needed information. It is arrangement of conditions for collection & analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure.

Parts of research design

The sampling design-method of selecting items.

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 The observational design-conditions The statistical design-how many items are to be gathered & how to analyze. The operational design-techniques

Preparing the research design

Research design depends on research purpose, viz., exploration, description, diagnosis and experimentation Research design is the plan, structure and strategy of investigation conceived so as to obtain answers to research questions and to control variance. Research design, for this study will be Exploratory research, in which I will try to explore training practices carried out at ITINFO CUBE by collecting the data through a questionnaire and interviews. To gain familiarity with a phenomenon or to achieve new insights (studies with this are termed as exploratory or formulative research studies)

Variable:
Concept which can take on different quantitative values. e.g. weight , height, Income.

Dependent & independent variables In this research dependent variable is perception of employees and independent variable is training and development programmes. Extraneous variable: Independent variables that are not related to the purpose of the study, but may affect the dependant variable are termed as extraneous variables. In this research employees past experience, environmental conditions and personal interest may affect the variable. Whatever effect is noticed on dependant variable is termed as experimental error

Control:
Study must always be so designed that the effect upon the dependant variable is attributed entirely to the independent variable and not to some extraneous variable(s).This is call control research.

UNIT
Population should be explained in terms of Content Unit, Extent and Time. 13

Example: Workers (content unit), organizations (extent) and 2004 (Time). In this research population is content unit.

ATTRIBUTE
Attribute is a characteristic possessed by the population. Example: Out of 30 students 8 are Engineers, 10 B.Sc and 12 Arts Graduates. Attributes in this particular research is all the employees has under gone training with in the current one year.

SAMPLING
The process or method or technique of selecting some fraction of a population

RANDOM
A mathematical term which means every unit in the total population has an equal chance to be included in the sample. Example: Out of a population of 1078 employees every body has got equal chance of selection.

PROBABILITY OR RANDOM SAMPLING

In which every item of the populations, has an equal chance to be included in the sample.

SAMLPE DESIGN
A sample design is a definite plan for obtaining a sample from a given population Sample design is a theoretical basis and the practical means by which we infer the characteristics of some population by generalizing from the characteristics of the few selected from the population.

Determining sample design

Surveying an entire population is practically impossible or too expensive Instead, researchers measure a subset of the population and assume the sample represents the whole population

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STEPS IN SAMPLE DESIGN Type of Universe: finite Sampling unit: may be geographical or social unit like an organization etc. Source list: also known as sampling frame (from which sample is to be drawn). It contains the names of all items of a universe (in case of finite only). Source list in this research is detail of employees provided by company. Size of sample: number of items to be selected in the universe. For this particular research sample size is 50. Parameters of interest : perception of employees. Budgetary constraint: cost considerations Sampling procedure : technique to be used in the selecting the items for the sample

UNIVERSE OR POPULATION
Universe An aggregate of all observational units possessing certain specified characteristics on which the sample seeks to draw inferences. FINITE OR INFINITE UNIVERSE Finite Universe - is one where the number of items is determinable. Example: Number of employees in organizations. As we can easily determine the no. of items so it is an example of finite universe. PopulationIs an aggregate of observation units on which sample is taken.Total size of population here is 1078.

SUB- POPULATION OR POPULATION STRATA One or more specifications that divide a population into exclusive sections or segments. Example: Population- Employees in an organization.

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Sub-population - Managers, Supervisors and Workers. Sub-population here is those employees those had joined training programmes within the span of last two one year.

SCALING
An instrument to measure attitude of an individual towards a particular object. ATTITUDE: Attitude refers to the predisposition or mental state of an individual towards an object/ product/ attributes. Or It is mental readiness to act in a particular manner and which influences individuals behavior. ATTRIBUTES: When we want to measure attitude, actually we are measuring attributes (Characteristics) which fulfill certain needs of users. BELIEF : Belief refers to Judgment made by the user regarding the object Scaling has been defined as a procedure for the assignment of numbers (or other symbols) to a property of objects in order to impart some of the characteristics of numbers to the properties in question. Scale is a continuum, consisting of the highest point (in terms of some characteristics e.g., preference, favorableness, etc.) & the lowest point along with several intermediate points between these two extreme points SA 5 A 4 U 3 D 2 SD 1

These scale points are so related to each other that when first point happens to be highest, the second point indicates and high degree in terms of a given characteristics as compared to third, fourth and fifth point.

Ordinal An ordinal scale is a measurement scale that assigns values to objects based on their ranking with respect to one another. For example, a doctor might use a scale of 0-10 to indicate degree of improvement in some condition, from 0 (no improvement) to 10 (disappearance of the condition).

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 While you know that a 4 is better than a 2, there is no implication that a 4 is twice as good as a 2. Nominal variables include demographic characteristics The ordinal level of measurement describes variables that can be ordered or ranked in some order of importance.

Scaling can be done in two ways:

(i) Making a judgment about some characteristic of an individual & then placing him directly on a scale that has been defined in terms of that characteristic (ii) constructing questionnaires in such a way that the score of individuals responses assigns him a place on a scale

Scale construction Techniques

The purpose of scale construction is to design a questionnaire that provides a quantitative measurement of an abstract theoretical variable. In this particular research questionnaire is design with the help of faculty guide Mr. Raj Singh and my industrial guide Ms.Neelan Chaudhary.

Summated Scales (or Likert-type Scales)

extends beyond the simple ordinal choice Assumes that individual items in the scale are monotonically related to the under lying attributes and a summation of item scores is related linearly to attitude. Scoring is reversed for statements that imply negative attitudes Allows for an expression of the intensity of feeling; the response is in several degrees, usually 5, (3 or 7 at times) to indicate favorableness or unfavourableness; the scores are totaled to measure the respondents attitude Item analysis approach: An item is evaluated on the basis of how well it discriminates between those with high scores and low scores.

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RATIONALE FOR THE STUDY

This particular business research is a systematic, controlled, exploratory and critical investigation of hypothetic prepositions relating to training and development activities and the purpose is to solve business problems or to makes sound managerial decisions. In this connection, I try to find out the perception of employees towards training and development programmes followed by ITINFO CUBE . Pvt. Ltd. to increase the productivity of the employees. Basically I try to evaluate the effectiveness of training and development programmes with the help of employees feedback through questionnaires and personal interviews. Study is unique in that I use the feedback of employees of one company to compare individual careers, to find out there perception towards these programmes and analyze the effectiveness of training and development programmes. The environment in which most organizations operate today is continuously changing, and the rate of change is increasing. Almost most organizations are now involving in tremendous increase in international business and foreign assignments. Training and developing the workforce offer an interesting case of change for any organization in light of uncertain and rapidly changing environment. This research tries to find out that how much these training and development programs are effective in increasing the organizations' performance and effectiveness. Toward a better understanding of the effects of training and development in the workplace, this research points out the importance of training and development the workforce, determines the major types of training and development programs, discusses the relationship between training and the overall organizational performance, and offers some guidelines for HR managers to design effective training and development programs. In addition to the basic training required for a trade, occupation or profession, observers of the labor-market recognize today the need to continue training beyond initial qualifications: to

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maintain, upgrade and update skills throughout working life. People within many professions and occupations may refer to for professional development. Technological advancements in various fields world over are very rapid, and the every other day we see new products or machines or equipments with more and more advanced features, with which users have to be acquainted. In order to cope with the industry demand and technological advancements, we need to develop training strategy for our human capital to attain the required skill levels.

TITLE OF THE PROJECT

PERCEPTION OF EMPLOYEES TOWARDS
TRAINING AND DEVELOPMENT PROGRAMMES

OBJECTIVES OF THE STUDY

Objectives are pre-determined ends or goals at which individual or group activity in an organization is aimed. By continuous use the normal assets of a concern depreciate, but human resources can increase in its value through utilization and adequate development. The more properly they are used, the more capabilities of the concern are developed. The principle objectives of this study can be listed as: To find out employee attitude towards training programs. To evaluate current training system at ITINFO CUBE Pvt. Ltd. To enable management to prioritize strategic options for the future.

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.

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Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level suitable to the organizations needs. Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

SCOPE OF THE STUDY

The scope of Human Resource Management has changed somewhat over the last few decades. However this change has been relatively slow in comparison to the changes in other functional areas. Many of the changes depend on the size of the organization, the growing importance of the functions, changing organizational demands, employee needs & social concerns. Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry into an organization until he leaves, come under the horizon of HRM. The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and Development, Retention, Industrial Relation, etc. Out of all these divisions, one such important division is training and development. Main scope of this study is to find out the various prevalent Training and development programmes in all the construction industries especially in ITINFO CUBE Pvt.Ltd and to highlight good and bad aspects of these programmes. This project will be beneficial for the students in understanding the concept of Training and development. The project will be helpful for the company in taking some decisions.

Scope of the study is: To enable management to prioritize strategic options for the future To gain a Competitive advantage.

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 To provide information which may helps to avoid future business problems. To reduce operational costs on training and development. To solve a management/organizational problem.

Training and Development is currently a vibrant area of study. People have always been central to the organization and an organizations success increasingly depends on the knowledge, skills and abilities of employees, particularly they establish a set of core competencies that distinguish an organization from its competitors. With appropriate training and development policies practices an organization can develop and utilize best brains at work place, realize its professed goals and deliver better results than others.

LIMITATIONS OF THE STUDY

1. Due to shortage of time, the studies may be conducted on a very small scale. 2. Data & other information provided by the employees may not be very comprehensive. 3. Scarcity of spare time with employees for filling Questionnaires. 4. Reluctance of respondents to reveal the desired information. 5. Collection of data through questionnaire has inbuilt inflexibility. 6. There may be some ambiguous replies. 7. Possibility of bias of interviewer

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TRAINING
Training is the act of increasing the knowledge and skills of an employee for doing a particular job.

DEVELOPMENT
This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.

AREAS OF TRAINING AND DEVELOPMEMT

Knowledge Technical skills Social skills Techniques

APPROACHS OF TRAINING AND DEVLOPMENT

Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing.

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The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results

TRAINING METHODS
ON THE JOB OFF THE JOB

ON-THE-JOB TRAINING
Worker is given training at the work place by his immediate supervisor. Workers learn in actual work environment. Based on the principal of learning by doing. On-the-job techniques include orientations, job instruction training, apprenticeships, internships and assistantships, job rotation and coaching.

EXAMPLES:
Job instruction Committee assignment Apprenticeship training Job rotation Mentoring Coaching

Strong Points of OJT

1) More time, less costs 2) Practical knowledge, skills 3) Personal training 4) Long-term development planning

Problem Areas of OJT

1) Sometimes short-sited 2) Limited accumulation of knowledge/skills

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3) Only limited number of trainees 4) Quality depending on trainers ability 5) Reliance between trainers and trainees needed

OFF-THE-JOB TRAINING
Worker is required to undergo training for a specific period away from work place. Concerned with both knowledge and skills in doing jobs. Include lectures, special study, films, television conferences or discussions, case studies, role playing, simulation, programmed instruction and laboratory training.

EXAMPLES:
Vestibule training Role playing Lecture method Conference Programmed instructions Case study Seminar

Strong points
The biggest advantage is that these organizations are well versed in training techniques, which is often not the case with in-house personnel.

Problem areas
Limited knowledge of the company's product or service and customer needs. Relatively high cost compared to in-house training.

Functions of training
Psychological Career

PRINCIPALS OF TRAINING
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Implementation of Training Activities

There is no single method for teaching or learningthe trainer must choose the strategy that best fits the needs and backgrounds of the participants, the facilities and equipment available, and the learning objectives. The following six principles provide useful guidelines for successful adult learning. Participation: People learn better and remember more when they are actively

engaged in the learning process. Practical exercises, discussions, simulations, and games also prompt participants to share their knowledge and experiences, thus fostering a collaborative environment. Understanding: Checking participants understanding by asking questions, listening

to their discussions, or using a vocabulary appropriate to their level (as determined by the training needs assessment) can all improve the learning process. Feedback: Providing opportunities to practice and giving trainees specific feedback

information on the quality of their work gives participants a sense of their progress toward the learning objectives. Interest: The relevance of the training objectives to the needs of the participants is crucial in developing the participants interest and ownership of the training. Providing various case studies and activities will help stimulate and maintain interest. Emphasis: Focusing the attention of participants on the most important points of the

training, by spending more time on important topics and allowing sufficient time to practice new skills, will help them remember the key lessons from the training. Results: Keeping participants informed of their progress, and recognizing them for

work well done will increase their confidence in newly acquired skills and knowledge, and encourage them to use what they have learned. Capacity development occurs once participants transfer what they have learned to their everyday jobs, and improve their performance. The impact and sustainability of training is the successful application of new skills and knowledge. Major obstacles to the transfer of new skills and knowledge tend to be the types of power structures within an organization, entrenched attitudes, and lack of resources. To increase the likelihood of transfer, factors such as the timing of the training (that is, sequencing it or conducting it when it is most needed), feedback to the participants, practical application of the training (with numerous real life and relevant examples), and support from supervisors are essential.

Follow-up
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Follow-up activities assist in the transfer of training to the workplace, by helping to address any barriers to the working environment, and by maintaining participants motivation to apply new learning. Follow-up, through technical assistance or supervision, can help trainees adapt the learning to real-life situations. Furthermore, follow-up can contribute to self efficacy (confidence in ones ability to perform successfully) and motivation, two factors shown to impact skill maintenance. Trainees experiencing difficulties in applying new learning to their work should have the opportunity to seek advice immediately after the training.

Evaluation
Accountability and decision making are the most cited reasons for evaluating training. Feedback evaluations (or formative evaluations) help monitor the quality of design and delivery of training. They provide information on the effectiveness of the methods used, the achievement of the training objectives, or the appropriateness of management and training design. Decision making evaluations focus instead on the value and contribution of the training for an organization or a project. These evaluations assist managers, team leaders, and donors in making informed decisions regarding training activities. Other types of evaluations are input evaluations and process evaluations. An input evaluation shows how resources were employed and whether they were adequate for achieving the goals of the program. A process evaluation examines why certain objectives were achieved and others were not, and where improvements are needed. There are several evaluation levels, ranging from simply providing information on participants reactions to the trainingthe effectiveness of the instructor, the relevance of the content, the quality of the materialsto measuring the outcomes or results of the training program. Several tools can be used to evaluate training. These include evaluation sheets questionnaires, and interviews, as well as direct observation of training results in the workplace.

CATOUGRIES OF TRAINING
While literacy issues are mostly not addressed explicitly in the training literature, they are addressed implicitly under the following broad areas.

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Training for employees with low skills and/or qualifications In many cases,

the key skills deficiencies among employees in these categories relate to literacy and/or numeracy, although these deficiencies may be identified as relating to Communication skills and Problem solving skills. Training for new employees of organisation Where there are significant

deficiencies in present employees, programmes to address these deficiencies sometimes form a significant part of the training interventions used to train new employees. Training of older employees One of the themes in the training literature is of a

need to address skills deficiencies among older employees. On average, older employees are less well educated than younger employees, and the incidence of deficiencies in literacy are higher. This is a part of the reason why there is a need to focus on the skills of this group.

WHY IS DEVELOPMENT IMPORTANT?

Profitability, productivity, morale and quality of work life are of concern to most organizations because they impact achievement of organization goals. There is an increasing trend to maximize an organization's investment in its employees. Jobs that previously required physical dexterity now require more mental effort. Organizations need to "work smarter" and apply creative ideas. The work force has also changed. Employees expect more from a day's work than simply a day's pay. They want challenge, recognition, a sense of accomplishment, worthwhile tasks and meaningful relationships with their managers and co-workers. When these needs are not met, performance declines.

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Today's customers demand continually improving quality, rapid product or service delivery; fast turn-around time on changes, competitive pricing and other features that are best achieved in complex environments by innovative organizational practices. The effective organization must be able to meet today's and tomorrow's challenges. Adaptability and responsiveness are essential to survive and thrive. becoming more cost effective, approach zero-defects and be more market-driven. Employee Effectiveness Consultants use employee effectiveness strategies such as those below when there are needs for employee improvement in skill, commitment and leadership. Coordination & Management of Multi-Disciplinary Consultants - One or several different technical specialists team up with an OD consultant to design and install new equipment, work processes, work methods, or work procedures. Creative Problem Solving - Organization members use practical problem solving models to address existing problems in a systematic, creative manner. Developmental Education - Training in basic math, reading, writing and grammar. Interpersonal Communication Skills - Increased skill in exchanging needed information within the organization and providing feedback in a non-threatening, non-judgmental way. Human Resource Management - Managing the function of hiring, compensation, benefits and employee relations toward systematic goals of the organization's morale and productivity. Labour Relations - Facilitation of conflict, planning and problem-solving among management and workforce union representation. Leadership Development - Training in select areas which change managers to leaders. Includes visioning, change management and creative problem solving. Management Development - Training in various management skill areas with particular focus on performance management, communications and problem solving. Outplacement - Providing individual and group job search skills and services to employees who have been affected by corporate downsizing. Typically paid for by the employer. Sales Training - Training in the art of selling a product or service. Stress Management - An individual growth workshop designed to arm and activate healthy responses to stress. It enables participants to maximize positive stressors and minimize the negative, both for themselves and others. Technical Training - Training in a specific technical area, such as computers. 28

Time Management - An opportunity for individuals and organizations to effect higher levels of productivity with the time they are allotted. Training Evaluation - Systematic controlled inquiry grounded in sound statistical practice, assessing on-line training effectiveness and/or business impact. Assessment focuses on course relevance, transfer and cost value. Workforce Diversity - Facilitating understanding between groups toward the goal where differences among people in an organization become the strengths for competitive advantage, productivity and work satisfaction.

IMPORTANCE OF TRAINING IN NEW INDIAN ECONOMY

The Indian workplace is rapidly changing. In the past, workers went to their jobs to perform a task. Now, the workplace is changing into a place where workers both work and learn, as companies transform themselves into learning organizations. Companies are joining high schools, trade and technical schools, colleges, and universities in assuming responsibility for the education of the Indian workforce. As learning organizations, companies provide ongoing work-related training to all levels of employees, offer a variety of information and resources, encourage the exchange of ideas, and reward employees who acquire new skills. Companies have to invest significant resources in order to provide educational services to their employees. What motivates a company to spend time and money training and developing its workers? The answer lies in understanding the new economy that is emerging in the India. Technology, and the rapid pace at which it develops, is a major factor contributing to the development of the new economy. Advances in the speed and memory of microprocessors have opened up new worlds in technological development. Procedures that used to take hours or weeks to complete can now be performed in minutes or even seconds on high-powered desktop or notebook computers. Technology has also improved telecommunications systems. It is now possible for companies all across the globe to quickly communicate with one another. Such rapid communication has made the international marketplace a reality. Indian companies are no longer just competing with each other for business; they are now competing with companies worldwide. 29

In order to remain competitive in this rapidly changing environment, companies are rethinking how they do business as a means to improve productivity and the quality of their products. There are many ways that companies try to change the way they do business, including redefining corporate structures and revising policy and procedures. In addition they can train their employees to understand the most effective ways to interact with customers and to be aware of the best practices of the most successful companies in the field. By doing this, corporations are attempting to increase productivity by rethinking processes.

How the New Economy Affects Workers

The new economy has a profound effect on the Indian worker. In the new economy, jobs can be performed more cheaply and efficiently through the use of technology than through human labor. By relying on technology instead of human beings, companies can increase their productivity and be more competitive in the global marketplace. However, this increased productivity through technology also renders some skills and jobs obsolete. For example, it is now possible to build automobiles and other large pieces of machinery and equipment primarily through the use of computerized robots. As a result, there is less and less demand for the traditional American factory worker. Therefore, workers need to be able to adapt to new workplace realities. The person who used to build objects directly with his or her hands will now need to learn to run the computer that will build the object. As quickly as jobs are made obsolete, new jobs will emerge. With training, workers doing these new jobs will become important players in the new economy. Advancing technology also has its effects on employees in non-technical positions, such as managers and marketing personnel. They must learn enough about the technological aspects of their field to intelligently converse with employees and customers. All employees, in order to be successful in the new workplace, will have to have the ability to adapt and to learn as required. Those who have "learned to learn" will become most valuable in the new economy. Therefore, the role of education and training is becoming more and more important in the American workplace. Employees are recognizing the need to improve and broaden their skills to remain employable.

30

Why Should Company Train Their Employees

Now-a-days technology is developing at a fast rate, which is indirectly affecting the economy. The competition is now based on the technology too. Companies which are using advanced technologies are getting profits and developing at a faster pace rather than others.

Employees must know minimum skills to operate the latest machines. Most of the companies have started helping their employees learn the computer software, which is essential for their process. This increases confidence of the employee as well as reduces the turnover time for the job as two people are not involved: one for manual and the other for software processing. Every process in a corporate is performed with the help of software. Even the non technical jobs, like marketing, require some technical knowledge enough to manage their duties. All these reasons are forcing company to invest in the training programs thereby turning companies into learning organizations. Companies which invested in human capital for educating and training them have earned large profits. Their employees are using advanced technology to perform their duties. These companies even survived the disastrous effect of September 11 th. These companies helped employees to improve their educational skills which in turn helped them to increase productivity.

The Corporate View

Companies have found that investment in human capital in the form of training and development yields high returns. The ones that recognize the value of their employees and place a new emphasis on education and training are becoming more competitive, successful, and profitable as a result. According to a study conducted in 2002 by Knowledge Assessment Management, companies in the top 20 percent of those who spend money on training receive higher returns in the stock market. Is it possible that knowledge is equal to profit?

31

The Latest Trends in Training and Development

Workplace

in the India has been changing. Many employees get to work while learning

different skills. This helps the companies to develop the desired skills in the employee already hired instead of going around in the search of a better employee. This also helps employees to develop their skills. They can multi-task as well and the chances of their job security increases.

Trends in Training and Development Programs

Training in a company is basically of two types: Training on the new developments in the same process or training employees on other processes so that sometimes these people can multi-task. Every now and then, a new electronic device is introduced the market. The electronic technician should be aware of these new products. They should be able to operate and repair minor faults of these new devices. Hence he has to be given training to update his skills from time to time. Communication skills are must for every employee to interact properly with the clients, and managers etc. It is not about speaking English; it is about creating the ability of passing your information properly and in an effective way to the other person. Plus every company will like if each of its employee is able to show the basic courtesy to the visitors in case the receptionist is not at desk. Many companies have many diversified projects. When a project requires more employees and other project has more employees than required, then instead of hiring new employees, existing employees from the other process can be transferred to this process. For this purpose employees must be cross trained. They should be able to perform multitasking.

Cross Training or "Multiskilling"

As companies looked for ways to respond quickly to changing markets and personnel needs, the concept of cross training began to emerge. Whereas in the past employees were trained to perform only one job, the companies of today are recognizing the value of cross training

32

employees to perform multiple tasks. In this model, employees are trained in a wide range of skills. If an employee's job becomes obsolete or if there is an overwhelming need somewhere in the corporation, the employee can easily transfer to another position and immediately begin to work productively According to an article in the London Financial Times a flexible workforceincluding a multiskilled onecan help a company expand its business capabilities while not necessarily expanding its staff. In small and medium sized companies, multiskilling is particularly important. Multiskilling can not only make work more satisfying for employees but also help enhance employee performance. For example, cross training is part of what makes the Japanese automaker Toyota so successful. The company avoided the massive layoffs that U.S. automakers were forced to make in the early twenty-first century. As Ron Harbour, head of Harbour Consulting, publishers of an annual industry productivity report, said in an article in the Washington Post, "Toyota is the Tiger Woods of flexibility and efficiency; they've got everybody a few strokes behind." Among other flexible working practices the company cross-trains workers to build multiple car models on the same assembly lines. These practices help lead to the company's success. Multiskilling will become more important in the competitive market of the twentyfirst century.

Just-in-Time Training
Another type of training known as just-in-time training, or "just-what's-needed" training. As the name implies, this short-term training fills a specific need or responds to a particular problem. For example, the Human Resources Department at California State University Fresno offers workshops to its employees on demand. These on-site training sessions are between twenty minutes and two hours in length, and they include programs related to contract issues, hiring guidelines, and diversity. Just-in-time training is cost-effective and saves time. Additionally, since the training ties in immediately with actual work and employees study only the skills they need, the content is less likely to be forgotten.

Emotional Intelligence for Managers and Supervisors

33

Exploring and developing emotional intelligence not only makes people happier and more successful, it helps motivate them, manage stress more effectively, and resolve conflict with others. It gives supervisors and managers the skills to be able to encourage, comfort, discipline, and confront different kinds of people appropriately in different situations. It determines how effectively people express emotions within the cultural context of their family, their workplace, and their community. It determines how well people listen and how well they are heard. Developing emotional intelligence skills can be an invaluable resource for supervisors, managers, and anyone who needs to build competencies in their work with individuals, teams, or groups. A variety of other innovative compensation techniques such as "pay for knowledge", lump sum increases and employee phantom stock plans. are being used and studied. However, we believe that these techniques do not suit every organization and in fact may be useful in only limited situations. It is important to let the operational strategy of the business drive compensation systems, and not the reverse

SERVICES PROVIDED BY ITINFOCUBEPVT.LTD.

EMPLOYEE ACT
Leave with Wages (Form No.14 Leave book Form 15) Register of Fine (Form No.1) Over time Muster Roll (Form No.10) Heath Register (Form No.17) Register for Advances (Form No.III)

34

Register for report of examination of pressure Vessels (Form No.9) Annual Return of Payment & Wages Act. Annual Return of Contract Act. Annual Return of Workmen Compensation Act. Annual Return of Gratuity Act.

PROVIDENT FUND:Preparation of Monthly Challans Preparation of Monthly Returns Maintaining P.F. Ledger Maintaining P.F. Eligibility Register Submission of Annual Yearly Returns Submission of Form 19 & 10C (Withdrawal) Submission of Form 13 (Transfer) Submission of Form 2 (Nomination & Declaration Form) Generating P.F slips form the P.F Department. Inspection & complains with P.F. Department

EMPLOYEE STATE INSURANCE CORPORATION:Maintaining of E.S.I.C. Register (Form No.7) Filing of Nomination (Form No.1) Preparation of TIC from the ESIC Department Preparation of SMART CARD from the ESIC Department. Submission of Half Yearly Returns Preparation of Challans with E.S.I.C. Department Inspection Under the Act Accident register We also provide periodical Information of various amendments pertaining to Labour submission of various forms and return personal audit work can undertaken as per clients requirements.

LEGAL ADVISE:Legal advise can be provided matters pertaining to disciplinary proceeding suspension dismissal retrenchment of conducting of domestic enquiry attending of Labour Courts. Industrial D.L.C. Office.

35

SWOT ANALYSIS
STRENGTHS

1. The consultancy is operating since 1989, that's why, by now it has emerged in the field and has acquired a brand name.

2. The consultancy specializes in automotive industry and has tie up with big clients that shows the consultancy's good record.

WEAKNESSES

1. Employee turnover is high which results in additional cost for the organization. 2. Link between the Top Level and the Lower Level is through Middle Level. Middle Level is often handed many responsibilities and work, thereby leading to overburden. Middle Level works for Top level and works with Lower level.

3. No adequate training provided to consultants. 4. Overemphasis on target achievement. That is, Quantity is more than Quality. 5. Job Portals used are only Monster and Naukri. This leads to over-logging on Naukri that has to be reset every few minutes, thereby wasting time and also less rsum's found. Many candidates complain of getting a call 3-4 times from the same consultancy.

36

OPPORTUNITIES

1. The consultancy has good market reputation, therefore, it should deal with different sectors and expand its business.

2. Recruiters should be taught Client Management and Client Building that can help in acquiring untapped portions in the field.

THREATS

1. Emerging consultancies are a big threat and are giving massive competition. 2. The market is ruled by big consultancies and slowly, the small ones are making their mark.

How to Train

37

If the company is specific and knows what should be given to the employees in the different processes, they can be given training by the company executives itself. If the topics are more general like developing communication skills, personality development, etc they can hire a private vendor. Small and medium companies hire a broker to search for a consultant who can train their employees. Some companies tie knot with the universities to develop their employee skills by making them to achieve higher degrees.

Designing training programmes

Designing training begins with a thorough diagnosis and training-needs assessment. Based on information obtained from the assessment, appropriate training objectives can be set, criteria for participant selection established, and training content decided. Correct diagnosis of training needs should both identify organizational and/or institutional capacity gaps to be targeted and the best means of addressing these gaps. The human, resource, and incentive dimensions of capacity should be considered in order to determine whether training is needed, and what other forms of capacity support are needed, in order to facilitate the implementation of training. The target organization should play an active role in diagnostic exercises, both to better identify capacity problems and to ensure client commitment to training goals.

38

1. Once diagnosis has determined the capacity needs to be addressed by training, a training needs assessment provides specific information on what participants need to learn, the issues they face, and what is expected from the training. When done well, such an assessment ensures that training addresses the most relevant issues efficiently. 2. Steps and procedures to conduct training-needs assessments vary. A preferred starting point is a stakeholder analysis, which helps identify the best sources of information regarding training needs. 3. Informants can report on whom they would like to see trained, what type of training is needed, or even who could potentially be a trainer. Involving many stakeholders allow the information to be triangulated and avoid bias caused by too much focus on any one type of respondent. Training has two sets of objectives. First, the general objectives or aims, encompassing the changes expected to take place, or competencies that will improve. The second are learning objectives, describing what participants should be able to do at the end of the course. Good learning objectives derive from the results of the training-needs assessment, and cover all the different areas of learning the training activities have to offer. 4. Learning objectives should be timely and context-specific, measurable, achievable, and realistic. 5. The training-needs assessment usually provides the necessary information for selecting participants or identifying the target group. Participant selection, including the number of people to be trained, as well as how diverse they are, must be linked with course objectives and the context in which change is taking place. 6. The levels and backgrounds of the participants help determine the appropriate depth and level of detail of the training. Furthermore, task and job analyses help prioritize learning needs, in order to assign proper time allocation during training delivery. This aggregated information should, in turn, influence the method in which knowledge and skills will be imparted: face-to-face communication, interactive exercises, lectures, etc. It is also important that content areas be properly sequenced, so as to ensure linkages among different topics, and to enhance learning.

TRAINNING AND DEVELOPMENT

39

LITERATURE REVIEW
In the field of human resource management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development. Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000. "Employee Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to be comfortable with. "Human Resource Development" was rejected by academics, who objected to the idea that people were "resources" an idea that they felt to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and Development", although that was itself not free from problems, "learning" being an over general and ambiguous name. Moreover, the field is still widely known by the other names.

PAST STUDIES
The most apparent tangible benefit that employees can gain from undertaking training is the positive wage effect. Using data from a large US company for the period between 1986 and 1990, Bartel (1995) finds that training has a positive effect on wages. Wages of workers that have undergone on-the-job training are 10.6% higher than those who did not undergo training. Further, the study also found that one additional day of training raises wages by 1.6%. Using data from the Swedish Level of Living Survey for 1968, 1981 and 1991, Regner (2002) concludes that employees in jobs that require long on-the-job training (OJT) earn significantly more than those in jobs that require shorter training. The estimated wage premiums for medium OJT and lengthy OJT are 7.7% and 15.7% respectively. In addition, Regner (2002) finds that the wage premium of long training is 20.8% for men but only 13.5% for women, and it is 18.1% in the private sector and 11% in the public sector. 40

There are also significant differences in the effects of medium-length training between men and women but not between the sectors. The effect of training also differs for employees of different seniority. Regner (2002) finds that the wage effect of OJT is larger for recently hired employees than for senior employees. The study also highlights that employees from the public sector benefit more from specific training, while their counterparts from the private sector benefit more from general training. Budria and Pereira (2004) do not find significant differences in returns to training between the private and public sectors. However, they do find that returns to training are determined by experience in the private sector and education in the public sector. Greenberg, Michalopoulos and Robins (2003) examine the effects of US government sponsored training programs on three groups of people: men, women and youths. They conclude that the effects of training differ among the three groups largest for women, modest for men and negligible for youths and the effects are found to persist for several years. They also divide the training programs according to their cost and find that more expensive training programs are not necessarily the ones that provide the highest returns. The view of Greenberg et al (2003) is also supported by Budria and Pereira (2004). After examining the pooled data for Portugal from 1998 to 2000, they found that although positive wage effect of training for women is larger than men, the effects are subject to greater variation across education and experience. Krueger and Rouse (1998) examine whether the impacts of workplace training differ among companies in different industries. Using data on two US companies, one from the manufacturing sector and the other from the service sector, they found that while training has a small, positive effect on earnings for workers in the manufacturing company, it has no effect on earnings for workers in the service company. Arulampalam, Booth and Bryan (2004) examine whether the returns of training are the same for employees in different wage groups. Using data from 10 European Union countries, they find that in nine of the ten countries examined, training yields similar percentage returns across the conditional wage distribution. The only exception is Belgium, where employees in the lower wage group seem to enjoy a larger return to training than those in higher wage group. Arulampalam et al (2004) also document that the mean returns to training differ across the 10 countries. Three components of the literature on measuring the employer's rate of return to investments in employee training are reviewed: (1) studies that use large samples of firm-level or 41

establishment-level data collected through mail or phone surveys, (2) studies that use data from one or two companies to conduct an 'econometric' case study, and (3) companysponsored case studies. The strengths and weaknesses of each of these approaches are evaluated and the estimated returns on investments (ROIs) are compared. The analysis indicates that the employer's return on investments in training may be much higher than previously believed. In order to obtain accurate information on the employer's ROI from training, researchers should be encouraged to gain access to company databases and to supplement them with data-gathering efforts to collect information on variables needed to isolate the effect of training.(Ann P. Bartel Columbia University Graduate School of Business and NBER ) A meta-analysis of the effects on worker productivity of 11 types of psychologically based organizational interventions showed that such programs, on average, raised worker productivity by nearly one-half standard deviation. The strength of effects was found to vary by type of intervention, criterion of productivity, contextual factors in organizations, and features of research design. (RICHARD A. GUZZO RICHARD D. JETTE RAYMOND A. KATZELL, New York University) This review of New Zealand and international literature was undertaken as part of the Training Incentive Allowance (TIA) policy review. The TIA programme has many of the features identified in the literature as success factors for policy interventions designed to overcome barriers to participation in education, training and employment (particularly for sole parents and people with disabilities). The overall objective of this effort done by (A. Burke University of Tennessee-Chattanooga , Holly M. Hutchins .University of Houston ) is to develop a handbook for systems acquisition and training managers that will provide them with the tools to make reasonable estimates of the cost and composition of training required for new hardware systems while in the WSAP (Weapon Systems Acquisition Process). The objective of the effort described herein was to review the state of the art in instructional systems design (ISD), training management systems, and training system cost effectiveness. This section of the paper examines what factors impact on training effectiveness. There have been a number of studies into what makes training effective. This is particularly pertinent given that the literature indicates that transference of new skills and knowledge decreases dramatically over time. Newstrom (quoted in Garavaglia, 1993) argues that 40% of skills learnt in training are transferred immediately, with 25% of the total remaining after 6 months, and only 15% after a year. Garavaglia notes that only 20% of critical skills are 42

learned from formal training, with the other 80% on the job.( J M Dixon & Associates, Meeting the Management Challenge Training Program, July 1999, for Disability Services Training Unit, Department of Human Services)

PROVIDENT FUND
For Employees

For New Entrants:

Enrolment: An employee is eligible for membership from the day he joins the covered establishment.

If the employees emoluments exceed Rs. 6,500/- per month, he has the option to join the Scheme(s) with the consent of employer.

Declare previous employment details, if any, in Form No. 11 to the employer.

43

On becoming a member of the Schemes file details in Form No. 2 ( family particulars/ nominations) the employer.

Rate of contribution payable by a member shall be @ 12% of his emoluments. A member can contribute statutorily over and above the prescribed rate.

For Existing Members:

Enrolment: Any change in the family status, such as, additions / deletion in the family.
o o

marriage of the member.

o

Legal adoption of the children.

Change of nominee, is to be filed in Form No. 2 through the employer.

In the event the member is holding a Scheme Certificate (under EPS, 95), he should surrender the same to the concerned EPFO office, through his employer.

A member is entitled to various benefits & facilities such as withdrawals, advances, pensions, death insurance etc.

Financial Obligations:

Contributions:

Statutory rate of contribution is 12% of emoluments (basic wages, dearness allowance, cash value of food concession and retaining allowances if any,) in the case of 175 establishments.

Rate of contribution shall be 10% in the case of the following:

44

Brick, beedi, jute, guar gum factories, coir industry other than spinning sector. Establishments declared as sick undertakings by BIFR. A matching contribution is to be collected from the emoluments of the employees. Out of 12% (or 10% as the case may be) of the employers share of contribution, 8.33% is to be remitted towards pension fund.

Employer is also required to pay a contribution of 0.5% of the emoluments towards

EDLIS1976.

Data Collection
Data will be collected through primary and secondary sources. Structured questionnaire is prepared with the help of industrial guide Ms .Neelam Chaudhary and faulty guide Dr. Raj Singh and all the employees have been personally interviewed. Interview is of both type structured and unstructured. Collection of data will be of quantitative in nature. This research will have more quantitative content rather than quanlitative. So the techniques involved in analysis will require some statistical skills. Analysis is done with the help of different kinds of charts and graphs. Analysis and interpretation would be kept very simple in this research study.

Types of Data
Primary DataThose which are collected afresh & for the first time, so original in character. In this research primary data is collected from the employees with the help of questionnaire and personal interviews.

Secondary Data-

45

Those which have already been collected by someone else. Source of secondary data collection is previous research, journals and different websites.

Interview Method
It is presentation of oral-verbal stimuli & reply in terms of oral-verbal responses. Direct personal investigation. In this research data is collected with the help of unstructured interview as questions which were asked to the employees were on the spot and are not predefined.

Unstructured Interview: Do not follow pre-determined questions & techniques Flexibility of approach to questioning

QUESTIONNAIRE
A questionnaire is sent to the persons concerned with a request to answer the questions & return the questionnaire. It is a systematic compilation of questions/statements pertaining to a research problem that are submitted to a sampled population from whom information is to be collected. It a set of questions/statements/items pertaining to the identified/ stated research problem and its objectives, administered to the sampled respondents. In this research questions are not of specific type. Questions used in this research are as follows:

a) b) c) d)

Alternate Response Questions Multiple Response Questions Close Ended Response Questions Open- ended Response Questions

Design of Field Work

46

In India usually, field work is done physically by interviewing people at offices/sites. The sampling method determines which of these sites will yield a sample with the required characteristics.

Coding: data is transferred to symbols Editing: improves quality

Tabulation of data
-Putting the data into tabular form Role/need/advantages of tabulation Simplifies complex data Facilitates comparison Gives identity to the data

Research findings are usually conveyed to readers as text. However, there are times when a piece of information can be better communicated in the form of a table or graph. These do not give readers any more information but they communicate it clearly. What you use should be determined by what you think will be easiest for readers to understand. Tables have the, advantage of containing a great deal of information in a small space, whilst graphs make it easy for readers to absorb information at a glance. While there are many types of graphs, the common ones are pie chart, the bar diagram, the line diagram and tables.

47

Analysis & Interpretation

By analysis we mean the computation certain indices or measures along with searching for patterns of relationship that exist among the data groups. Analysis, particularly in case of survey or experimental data, involves estimating the values of unknown parameters of the population and testing of hypothesis for drawing inferences. Analysis can be categorized as: descriptive analysis and inferential analysis (statistical analysis). Descriptive analysis : study of distributions of one variable Provides with the profile Unidimensional, bivariate or multidimensional analysis Inferential analysis: concerned with the various tests of significance for testing hypothesis in order to determine with what validity data can be said to indicate some conclusion or conclusions.

Task of interpretation

48

In this particular research questionnaire is started with personal question, than first four

questions and question no.16 are only for the company personal use and should not be used in the analysis. Question no. 5 to 10 is based on five point scale and is analyzed with help of table and graph. Two questions are on two point scale and other questions are in quantitative form and can only be expressed in graphs.

POINTS.

QUESTION QUESTION NO. 5. NO. 6.

QUESTION QUESTION NO. 7. NO. 8

QUESTION QUESTION NO. 9 NO. 10

POINT 1. No. of employees:Percentage:-

20 40 12

9 18 22

25 50 13

22 44 14

2 4 10

8 16 20

POINT 2.
No. of employees:Percentage:-

24

44

26

28

20

40

49

POINT 3.
No. of employees:Percentage:-

10 20 6 12 2 4

7 14 10 20 2 4

7 14 4 8 1 2

5 10 6 12 3 6

14 28 20 40 4 8

6 12 11 22 5 10

POINT 4.
No. of employees:Percentage:-

POINT 5.
No. of employees:Percentage:-

QUES.5. Do you think these programmes helps in imparting specific skills? o Strongly agree o Agree somewhat o Neutral o Disagree somewhat o Strongly disagree

50

4% 12%
STRONGLY AGREE

20% 24%

40% %% %%

AGREE SOMEWHAT NEUTRAL DISAGREE SOMEWHAT STRONGLY DISAGREE

InterpretationAs per my analysis 20 (40%)employees were strongly agreed with this statement that training and development programmes provided by ITINFO CUBE Pvt. Ltd. help employees in imparting specific skills. 12(24%) employees are agree somewhat, 10(20%) are not sure of there replies, 6(12%) employees are somewhat disagree and remaining 4% are strongly disagree with this particular situation.

Ques.6. How important these programmes are in reducing stress? o Extremely important o Very important o Neutral o Fairly important o Not at all important

51

NOT AT ALL FAIRLY IMPORTANT NEUTRAL VERY IMPORTANT EXTREMLY IMPORTANT 0 10 20 30 40 50 EXTREMLY VERY FAIRLY NOT AT ALL NEUTRAL IMPORTANT IMPORTANT IMPORTANT IMPORTANT 18 44 14 20 4 9 22 7 10 2

PERCENTAGE NO.OF EMPLOYEES

Interpretation9 employees think that these programmes are extremely important in imparting specific skills. 22 employees that make 44 % of total think that these programmes are very important while 14% ie.7 employees are neutral to this statement. 20 %( 10 employees) feel these programmes are fairly important and remaining 4% says these programmes are not at all important.

Ques.7.Do you agree that developing internal talent is more cost effective than external recruitment? o Strongly agree o Agree somewhat o Neutral o Disagree somewhat o Strongly disagree

52

60 50 40 30 20 10 0 STRONGLY AGREE 25 AGREE SOMEWHAT 13 DISAGREE SOMEWHAT 4 STRONGLY DISAGREE 1

NEUTRAL 7

NO.OF EMPOLYEES
PERCENTAGE%

50

26

14

InterpretationAs per my analysis almost 50% of the employees were strongly agreed to the statement that it is more cost effective to train internal talent than to recruit external as it involves less cost. About 26% ie.13 employees were somewhat agreed while 8% (4 employees) were somewhat disagreed to the statement. 14% didnt give any comment and remaining 2% employees strongly feel that external recruitment is better because it bring fresh talent and ideas that give lot of benefit to an organization.

Ques 8. Do you think training help achieving objective more effectively? o Strongly agree o Agree somewhat o Neutral o Disagree somewhat o Strongly disagree

53

70 60 50 40 30 20 10 0 PERCENTAGE% NO.OF EMPLOYEES

STRONGLY AGREE AGREE SOMEWHAT 44 22 28 14

NEUTRAL 10 5

DISAGREE STRONGLY SOMEWHAT DISAGREE 12 6 6 3

Interpretation44% of the employees were strongly agree that these programmes help in achieving objectives more effectively, 28% i.e.14 employees were somewhat agree. 10% employee were neutral other 12% were somewhat disagree and remaining 6% (3 employees) were completely disagree with this statement.

Ques.9.Selection of employee for training and development should be based on o Management o Individual need o Individual interest o Work requirement

54

o Output of employee

28%

40%
MANAGEMENT INDIVISUAL NEED

20%

INDIVISUAL INTEREST WORK REQUIREMENT OUTPUT

8%

4%

Interpretation40% of the employees think these selection of the employees for these programmes should be based on work requirement, 20% think that selection should be based individual needs, 28% said selection should be according to individual interest, other 8% percent think output should be the criteria for employee selection for these programmes and remaining 4% think that management should decide who should be given training.

Ques10. How much current training system is effective for up gradation of knowledge? o Extremely important o Very important o Neutral o Fairly important

55

o Not at all important

NOT AT ALL IMPORTANT FAIRLY IMPORTANT NEUTRAL VERY IMPORTANT EXTREMELY IMPORTANT 0 EXTREMELY IMPORTANT 16 8 10 20 NEUTRAL 12 6 30 40 FAIRLY IMPORTANT 22 11

VERY IMPORTANT 40 20

PERCENTAGE NO. OF EMPLOYEES

Interpretation16% employees think that these programmes are extremely important in up gradation of knowledge, 40% said that these programmes are very important, 12% i.e. (6 employees) were neutral, 22% think these are fairly important for up gradation of knowledge and remaining 10% think these programmes are not at all important.

Ques.11. Who is more effective as a guide? o Internal trainer o External trainer

56

NO. OF EMPLOYEES

NO. OF EMPLOYEES

INTERN AL TRAINER 22

EXTERN AL TRAINER 28

30 20 10 0

InterpretationAccording to the research 22 employees think that internal trainer is more effective because he/she is aware about the strength and weaknesses of employees, saves cost of the company and has better knowledge of culture of organization so ways of teaching are aligned with trainee. 28 employees prefer external trainer over internal trainer because they think external trainer has experience and expertise to deal with multiple case and can teach in different way other than our daily working style.

Ques.13. How workplace learning could be made cost effective? o Group learning o Sharing knowledge and experience with peers. o With help of internal trainer.

57

o On the job training

60 50
40 30 20 10 0

GROUP LERANING
NO OF EMPLOYEES PERCENTAGE % 10 20

KNOWLED GE SHARING 25 50

INTERNAL TRAINER
7 14

ON THE JOB
8 16

InterpretationOn the question how workplace learning could be made cost effective 20% employees reply it can be done through group learning while 50% said through sharing of knowledge and experience with peers and subordinates . 14% think use of internal trainer is a good way of making learning cost effective and remaining 16% suggest on the job training.

Ques.14. According to you what kind of training programmes has long lasting effect? o On the job o Off the job

58

OFF THE JOB

ON THE JOB

0 PERSENTAGE NO.OF EMPLOYEES

10

20 30 ON THE JOB 72 36

40

50

60 70 OFF THE JOB 28 14

80

InterpretationAs per my analysis 72% employees think on the job training has more long lasting effects on employees attitude because it provide practical knowledge with live examples and touches the core of the activities happening on sites while 28 % were in the favor of off the job training as they think change in environment will retain the interest of the employees.

Ques.15.Which kind of training programmes do you prefer? o Soft skills o Stress management o Project management o Technical o Safety programmes

59

45 40 35 30 25 20 15 10 5 0

SOFT SKILLS 10 20

STRESS MNGT. 5 10

NO.OF EMPLOYEES PERCENTAGE %

PROJECT TECHNICAL SAFETY MNGT. PROGRAM MES 22 9 4 44 18 8

Interpretation
In this particular research done in ITINFO CUBE Pvt. Ltd 20% (10 employees) prefer programmes related to soft skills, 10% prefer stress management programmes and 10% employees think programmes which are related to project are more important than any other as these are helpful in there work. 18% think technical programmes are more beneficial while remaining 8% prefer safety programmes.

Ques.16. On scale of 1 to 5 how would you rate current training system at your organization?

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40 35 30 25 20 15 10 5 0 1 2 3 4 5

NO. OF EMPLOYEES

PERCENTAGE

POINTS

5.

4. 22 11

3. 36 18

2. 12 6

1. 4 2

PERCENTAGE 26 NO. OF EMLPOYEES 13

InterpretationOn the scale of 1 to 5 26 % rate present training system point 5, 22% rate 4 while maximum 36% of the employees give 3 points. 12% give 2 point and remaining 4% i.e. only 2 employees rate it 1. So as per this analysis current training system is quite effective.

Training participation rate by different INDUSTRIES

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0.00% 10.00% 20.00% 30.00% 40.00% 50.00%

Source: Ministry of Manpower, Adult Training 2005.

FINDINGS

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This company Decumans Consultants consider employee training an investment in company growth and stability. Rather than cutting back their training budgets during hard times, this company chose to invest in the development of new skills and knowledge within their workforce. In doing so, this company showed a commitment to their workers and gave them the educational background necessary to increase productivity and effectiveness in their respective markets. The workers, in turn, supported the company and ensured their survival through a difficult chapter of Indian business history. Decumans focuses on professional workers. The company provides many types of training for these employees like a core program for supervisors, corporate employee development, and technical training, safety programmes etc. More than half of the professional employees receive training each year. However, unlike other companies, where new hires receive the larger share of training, I find that training at this company is part of an ongoing process, as employees with long tenure continue to receive training. Employees after training are evaluated based on their success rate for two or three months. They can also be assessed by the maximum number of classes they have attended. Companies also conduct tests to evaluate them. Current training system at Decumans. score very good from employees view point and they suggest that sharing of knowledge and experience with peers is good way to reduce cost of these training programmes. Employees are the assets of every company. Investing in the training and development programs is one of the best methods of increasing profits. The only negative aspect that may happen is that once the employee acquires the necessary skills, he or she may jump over to a higher paying job, thereby creating loss for you and it becomes difficult to return the costs incurred by the company in training.

CONCLUTION

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This research addresses factors that determine perception of employees towards training programmes. Employees feel current training system is quite effective. They are more likely to receive core and technical training during the next 12 months. Employee development training follows both on the job and off the job methods but employees seems to be more influenced by OJT. Preference of employees for different training programmes follows a striking different pattern. From the point of view of employees external trainer is more effective. These programmes are also very helpful in transferring different types of skills and solving business problems. Research concludes that core and technical training are tied to career advancement and awarded to employees who stand out relative to their peers. Employee development training, involving such courses as problem solving, decision making, and written and oral communication, is remedial and targeted to employees who need them. Many of today's most successful companies realize that their employees are their greatest asset. Therefore, corporations are increasingly investing in educating their employees so that they can grow and change within the company and make it more profitable. The range of training opportunities varies considerably from company to company so, when researching potential employers, it is important for job seekers who care about this to investigate the level and type of training provided to employees. Investment in human capital in the form of training and development yields high returns. The ones that recognize the value of their employees and place a new emphasis on education and training are becoming more competitive, successful, and profitable as a result.

CONTRIBUTION FROM THE STUDY

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Training is referred to as a method to give the new entrant or an existing employee the skills, knowledge and attitude needed to perform the job. Training should meet two basic objectives. 1. Training and development should make the personnel skilled enough to do the job on hand efficiently leading to targeted productivity levels. 2. These programmes should be cost effective. Training and development must be based on scientific approach and quality training material to meet objective number one. The training duration should be as short as possible and resources used efficiently for meeting objective number 2. Training and development is an area that we have mentioned throughout this article. A program of productivity oriented training can translate directly into bottom line results. Productivity oriented training should focus on the following areas:

setting performance standards and objectives (for all employees) leader facilitation of group problem solving supervisory training in performance review and feedback job knowledge and skills development English as a second language for companies with large immigrant populations

Management must also be ready to solicit and listen to employee input. Employees need to feel that they are part of a team. Management should use employee input to solve problems related to "working smarter", not just harder, and to identify time and money wasters. This also means that management must be willing to share information with employees about how the business works, how it is doing, and about what factors are affecting success. The organization needs to be constantly vigilant to the messages it is sending to employees about how it values employee contributions and the messages it sends about commitment to goals. Communications must be frequent, clear, positive and must come from every level of management. To maximize learning and operational impact training should be specifically tailored to your industry, your jobs, and your organizational culture. Managers should be held accountable for providing on-the-job training plans for each subordinate in addition to classroom training.

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It is not unusual, for managers to interpret training as simply sending an employee to an outside commercial program offered by the local college or the Indian Management Association. While these programs may provide useful information, they are not enough. Research suggest the development of group and/or individual incentive plans in which the individual can more easily see his or her impact on results achieved and rewards received. Such plans may also have links to overall company performance. These programs can be funded by splitting the value of productivity increases between the company and the employee.

QUESTIONNAIRE
TOPIC- Effectiveness of training on Workplace learning and organization performance
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This questionnaire is prepared only for the purpose of gathering information to ascertain the impact of training and development on organization performance. It is assured that the data furnished and the identity of the respondents will be kept strictly confidential. This information is used only for the MBA research project and not being used for any other purpose. PERSONAL INFORMATIONNAME DESIGNATION DATE OF JOINING QUALIFICATION .. .. ..

1. Have you ever attended any training programme in Decumans? If yes, than please explain which programme? 2. What are your learnings from that programme? 3. How frequently do you get opportunity to attend a training programme? .. .. 4. Have you ever attended training programme in any other organization before Decumans if, yes please give details. . .. 5. Do you think these programmes helps in imparting specific skills? o Strongly agree o Agree somewhat o Neutral o Disagree somewhat o Strongly disagree 6. How important these programmes are in reducing stress? o Extremely important o Very important o Neutral o Fairly important o Not at all important 7. Do you agree that developing internal talent is more cost effective than external recruitment? o Strongly agree o Agree somewhat

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o Neutral o Disagree somewhat o Strongly disagree 8. Do you think training help achieving objective more effectively? o Strongly agree o Agree somewhat o Neutral o Disagree somewhat o Strongly disagree 9. Selection of employee for training and development should be based on o Management o Individual need o Individual interest o Work requirement o Output of employee 10. How much current training system is effective for up gradation of knowledge? o Extremely important o Very important o Neutral o Fairly important o Not at all important 11. Who is more effective as a guide? o Internal trainer o External trainer WHY? . 12. Would you like to be an internal trainer? o YES o NO

13. How workplace learning could be made cost effective? o Group learning o Sharing knowledge and experience with peers. o With help of internal trainer. o On the job training 14. According to you what kind of training programmes has long lasting effect? o On the job o Off the job 15. Which kind of training programmes do you prefer

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o o o o o

Soft skills Stress management Project management Technical Safety programmes

16. On scale of 1 to 5 how would you rate current training system at your organization? . 17. Your suggestions to make these programmes more influential, effective and interesting? . . . CONFIRMATION: I confirm that the questionnaire has been completed correctly and provides accurate information. Prepared by: JYOTIKA TANEJA ( with purpose of research for BBA PREPARATION )

Received by: SITE/DEPPT. . . Date:

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