Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
OF PROFESSIONAL COLLEGES
LUCKNOW
PROJECT REPORT
ON
TRAINING AND DEVELOPMENT
IN LUMAX
SUBMITTED BY:
AKANKSHA SHAHI
Department of Management
SRMGPC, LUCKNOW
CERTIFICATE
ii
DECLERATION
I hereby declare that all the information provided in this project report are true to the fullest of
my knowledge and it bear no resemblance to any other written material whatsoever.
In the event of any information provided in this report being found incorrect or misleading, I
shall be liable to any outcome at any at any given day.
Place: LUCKNOW
Date:
iii
ACKNOWLEDGEMENT
I hereby take the opportunity to express my profound sense of reverence and gratitude
to all of them who helped me in successful completion of the project. I sincerely thank
MR. AAMIR AIJAZ under whose guidance and support the project was successfully
completed.
First of all I would like to thank the Management at LUMAX for giving me the
opportunity to do my 45 days project training in their esteemed organization.
Taking reviews and valuable suggestions from faculty of SRMGPC Lucknow the work
has come out in the given form.
(AKANKSHA SHAHI)
iv
PREFACE
It was a privilege for us to work in a reputed organization- LUMAX. This has given us an
opportunity to work in a truly professional environment where team work score over
individual effort, where there is a helpful atmosphere. A well planned, properly executed and
evaluated training helps a lot in inoculating good work culture. The project on TRAINING
AND DEVELOPMENT IN LUMAX has been made to facilitate effective understanding
about the marketing aspects.
The project training has provided me an opportunity to gain practical experience,
which has helped me to increase my sphere of knowledge to a greater extent. I have tried to
summarize all our experience and knowledge acquired up till now, in this report. This project
is a keen effort to obtain the expected results and fulfill all the information required.
At the end annexure and bibliography are given for effective understanding.
I am grateful to LUMAX for providing required support.
Thank you for your interest in my project report.
TABLE OF CONTENT
vi
1. Certificate
ii
2. Declaration
iii
3. Acknowledgement
iv
4. Preface
5. Introduction
6. Company Profile
26
46
54
9. Data Analysis
70
10.
11.
12.
13.
14.
15.
86
89
91
93
95
97
Findings
Recommendations
Conclusion
Limitation
Bibliography
Annexure
vii
viii
INTRODUCTION
INTRODUCTION
Decision making and problem solving skills: It focus on methods and techniques for making
organization decision-making and solving work related problems.
MODELS OF TRAINING
Training is a sub-system of the organization because the departments such as, marketing&
sales, HR, production, finance, etc depends on training for its survival. Training is a
transforming process that requires some input and in turn it produces output in the form of
knowledge, skills, and attitudes (KSAs).THE TRAINING SYSTEM. The three model of
training are:
1. System Model
2. Instructional System Development Model
3. Transitional model
SYSTEM MODEL TRAINING: The system model consists of five phases and
2. DESIGN and provide training to meet identified needs. This step requires
developing
whole. The outer loop describes the vision; mission and values of the organization on
the basis of which training model i.e. inner loop is execute
VISION focuses on the milestones that the organization would like to achieve after
the defined point of time. A vision statement tells that where the organization sees
itself few years down the line. A vision may include setting a role mode, or bringing
some internal transformation, or may be promising to meet some other deadlines.
1. ANALYSIS This phase consist of training need assessment, job analysis, and target
audience analysis.
2. PLANNING This phase consist of setting goal of the learning outcome, instructional
objectives that measures behavior of a participant after the training, types of training material,
media selection, methods of evaluating the trainee, trainer and the training program, strategies
to impart knowledge i.e. selection of content, sequencing of content, etc.
3. DEVELOPMENT This phase translates design decisions into training material. It
consists of developing course material for the trainer including handouts, workbooks, visual
aids, demonstration props, etc, course material for the trainee including handouts of summary.
4. EXECUTION This phase focuses on logistical arrangements, such as arranging speakers,
equipments, benches, podium, food facilities, cooling, lighting, parking, and other training
accessories.
5. EVALUATION The purpose of this phase is to make sure that the training program has
achieved its aim in terms of subsequent work performance. This phase consists of identifying
strengths and weaknesses and making necessary amendments to any of the previous stage in
order to remedy or improve failure practices. The ISD model is a continuous process that lasts
throughout the training program. It also highlights that feedback is an important phase
throughout the entire training program. In this model, the output of one phase is an input to the
next phase.
10
Corporate need and training need are interdependent because the organization performance
ultimately depends on the performance of its individual employee and its subgroup.
Organizational level Training need analysis at organizational level focuses on
strategic planning, business need, and goals. It starts with the assessment of internal
environment of the organization such as, procedures, structures, policies, strengths,
and weaknesses and external environment such as opportunities and threats. After
doing the SWOT analysis, weaknesses can be dealt with the training interventions,
while strengths can further be strengthened with continued training. Threats can be
reduced by identifying the areas where training is required. And, opportunities can be
11
12
TRAINING-DESIGN
The design of the training program can be undertaken only when a clear training objective has
been produced. The training objective clears what goal has to be achieved by the end of
training program i.e. what the trainees are expected to be able to do at the end of their training.
Training objectives assist trainers to design the training program.
The trainer Before starting a training program, a trainer analyzes his technical
,interpersonal, judgmental skills in order to deliver quality content to trainers.
13
The trainees A good training design requires close scrutiny of the trainees and their
profiles. Age, experience, needs and expectations of the trainees are some of the
important factors that affect training design.
Cost of training It is one of the most important considerations in designing a
training programme. A training programme involves cost of different types. These may
be in the form of direct expenses incurred in training, cost of training material to be
provided, arrangement of physical facilities and refreshment, etc. Besides these
expenses the organization has to bear indirect cost in the form of loss of production
during training period. Ideally, a training programme must be able to generate more
revenues than the cost involved.
Training climate A good training climate comprises of ambience, tone, feelings,
positive perception for training program, etc. Therefore, when the climate is favorable
nothing goes wrong but when the climate is unfavorable, almost everything goes
wrong.
Trainees learning style the learning style, age, experience, educational back ground
of trainees must be kept in mind in order to get the right pitch to the design of the
program.
Training strategies Once the training objective has been identified, the trainer
translates it into specific training areas and modules. The trainer prepares the priority
list of about what must be included, what could be included.
Training topics After formulating a strategy, trainer decides upon the content to be
delivered. Trainers break the content into headings, topics, ad modules. These topics
and modules are then classified into information, knowledge, skills, and attitudes.
Sequence the contents Contents are then sequenced in a following manner:
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TRAINING IMPLEMENTATION
To put training program into effect according to definite plan or procedure is called training
implementation. Training implementation is the hardest part of the system because one wrong
step can lead to the failure of whole training program. Even the best training program will fail
due to one wrong action. Training implementation can be segregated into:
15
16
Reviewing the agenda At the beginning of the training program it is very important
to review the program objective. The trainer must tell the participants the goal of the
program, what is expected out of trainers to do at the end of the program, and how the
program will run. The following information needs to be included:
Kinds of training activities
Schedule
Setting group norms
Housekeeping arrangements
Flow of the program
Handling problematic situations. In general 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 the trainees.
TRAINING EVALUATION
The process of examining a training program is called training evaluation. Training evaluation
checks whether training has had the desired effect. Training evaluation ensures that whether
candidates are able to implement their learning in their respective workplaces, or to the regular
work routines.
Purposes of Training Evaluation .The five main purposes of training evaluation are:
17
Feedback: It helps in giving feedback to the candidates by defining the objectives and
linking it to learning outcomes.
Research: It helps in ascertaining the relationship between acquired knowledge,
transfer of knowledge at the work place, and training.
Control: It helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.
Power Games: At times, the top management (higher authoritative employee) uses the
evaluative data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are aligned
with the expected outcomes.
Functions of evaluation:
There are basically two functions of evaluation:
1. Qualitative evaluations is an assessment process how well did we do?
2. Quantitative evaluation is an assessment process that answers the question How
much did we do?
Principles of Training Evaluation: Training need should be identified and reviewed
concurrently with the business and personal development plan process.
a) Evaluation must be continuous.
b) Evaluation must be specific.
c) Evaluation must be based on objective methods and standards.
d) There should be correlation to the needs of the business and the individual.
e) Organizational, group and individual level training need should be identified and
evaluated.
f) Techniques of evaluation should be appropriate.
g) The evaluation function should be in place before the training takes place.
h) The outcome of evaluation should be used to inform the business and training
process.
18
evaluation training. There are basically four parties involved in evaluating the result of
any training.
Trainer
Trainee
Training and Development department and
Line Manager
The Trainee wants to confirm that the course has met personal expectations and
satisfied any learning objectives set by the T & D department at the beginning of the
programme.
The Trainer concern is to ensure that the training that has been provided is effective
or not.
Training and Development want to know whether the course has made the best use
of the resources available.
The Line manager will be seeking reassurance that the time hat trainee has spent in
attending training results in to value and how deficiency in knowledge and skill
redressed.
The problem for many organizations is not so much why training should be evaluated
but how. Most of the organizations overlook evaluation because financial benefits are
difficult to describe in concrete terms. The process of evaluation is central to its
effectiveness and helps to ensure that:
Whether training budget is well spent.
To judge the performance of employee as individual and team.
To establish culture of continuous learning and improvement.
19
the program. Once aware, they are asked to give their opinions on the methods used
and whether those methods confirm to the candidates preferences and learning style
During Training: It is the phase at which instruction is started. This phase usually
consist of short tests at regular intervals.
After Training:
It is the phase when learners skills and knowledge are assessed again to measure the
effectiveness of the training containing has had the desired effect at individual
department and organizational levels.
There are various evaluation techniques for this phase.
Techniques of evaluation the various methods of training evaluation are:
Observation
Questionnaire
Interview
Self diaries
Self recording of specific incidents
20
The basic purpose is to measure changes in behavior of the individual as a result of the
training and development activity and how well the enhancement of knowledge, skill,
attitudes has prepared than for their role. Result Level: The purpose is to measure the
contribution
of
training
and
development
to
the
achievement
business/operational goals.
COMPANY
COMPANY PROFILE
PROFILE
21
of
the
COMPANY PROFILE
Lumax Industries offers a wide array of complete Automobile Lighting Systems and
Solutions, which includes; stellar quality Head Lamps and Tail Lamps, Sundry
and Auxiliary
As the most experienced automotive lighting solutions company in South Asia, LUMAX ,
enjoys a history of more than half a century of innovation, Technology, Manufacturing and
Market Leadership. Today, Lumax Industries Limited is a full-capability provider of high
quality automotive lighting solutions for Four wheelers and Two
22
Lumax has come a long way since its inception as a trading company in the year 1945, under
the aegis of its founder Late Sh. S.C. Jain . Today Lumax accounts for over 60% market
share in Indian Automobile Lighting Business, fueled in no small measure
by its more than two decade old technical and financial collaboration with
world
leader
in
Vehicle
Lighting
and
illumination
products
for
, Japan , a
Automobiles.
23
state of Karnataka. These facilities have been laid out to match world's best plant engineering
standards and as you hear this, our plants are busy producing automotive lighting products in
large
quantities
to
our
customer's
exacting
standards.
Lumax has a futuristic vision with an experienced and customer focused management team.
This is clearly evident from our financial growth which has seen a steady upward trend right
since our inception. Lumax posted a growth of 36% for the financial year
2010-11.
Lumax facilities are manned by over a 2073 (31-03-2013) highly skilled and
specialized personnel composed of associates, executives and managers. Lumax is
listed on major stock exchanges in India and depicts a shareholding of 35% by Indian
Promoters , 35% is held by
at Faridabad-
, Japan .
Financial
participation
of
collaborator M/s
Japan .
and
LUMAX has grown from success to success since its foundation in the year 1945 . The
company went Public in the Year 1984 , and thus in the same year embarked on its highly
successful technical collaboration with
partnership resulted in
25
Lumax
became
certification in
an ISO
the
9002
certified company
achieved
in 1995 , attained
the ISO/TS
16949
its QS
9000
14001 in 2003 . In the same year Lumax Industries Ltd de-merged from its Mirror and Filter
Division , there-by focusing on its core competency of producing stellar Automotive Lighting
Products .
Lumax has a futuristic vision with an experienced and customer focused management team.
This is clearly evident from our financial growth which has seen a steady upward trend right
since our inception. Lumax posted a growth of 36% for the financial year 2010-11.
VISION
26
BOARD OF DIRECTOR
27
Mr. D. K. Jain
Chairman
Mr. Deepak Jain
Managing Director
Executive
Executive Director
Non-Executive Director
We have grown from success to success since foundation in the year 1945. The company went
Public in the Year 1984, and thus in the same year embarked on its highly successful technical
collaboration with
LUMAX has continously formed more strategic and technical alliances with reputed partners
like
28
France
Europe
Lumax Industries Ltd. have formed cutting edge strategic alliance in South
India with Samlip Industrial Korea, servicing more than 200 parts to Hyundai Motors India.
This has enabled Lumax to impart a worldwide footprint for its products and services.
29
We at Lumax in the new millennium, are committed to retain excellence in quality of our
products and services, with focus on customer satisfaction andmarket leadership . We vow to
remain a responsible corporate citizen, contributing to the lives of our people and the
preservations of our Planet's eco-balance .
Expand and establish operations in Pune and Chennai.
Lumax has been following TQM practices from end 1998. The first phase of TQM
journey was done under guidance of Prof. T. Suda till end 2002. Next phase of TQM journey
is undergoing till date with world renowned TQM guru Dr. H. Osada. During this ongoing
journey
our
main
Poka Yoka
5 'S'
3K
Kan ban
Lean Manufacturing
30
emphasis
has
been
on
The ongoing TQM journey has been very learning and fruitful
exercise for the whole organization and has given positive
impact to the top and bottom line.
Export Orientation
Cost competitiveness
- Quality
- R&D initiative
Social awareness & development
31
32
33
34
35
36
37
Lighting is one of the most critical aspects of automobile design and development. Vehicle
designers today are spending huge amounts of scientific and creative energy on this aspect
from both the aesthetic and safety view points.
As the most experienced automotive lighting solutions company in South Asia, LUMAX,
enjoys a history of more than half a century of Innovation, Technology, Manufacturing and
Market Leadership. Today, LUMAX Industries Limited is a full-capability provider of high
quality automotive lighting solutions for Four wheelers and Two wheeler applications, serving
automobile
manufacturers
in
India
as-well-as
worldwide.
empowered
employees,
vendor
partner
and
satisfied
investors.
We, the proud members of the Lumax family , shall strive vigorously to delight our customers
and stakeholders who are our very purpose, by pursuing excellence and innovation through
38
committed team work. To this end we shall promote continuous learning , achievement
orientation and ethical business practices , which will make us shine as a global player.
We at Lumax in the new millennium, are committed to retain excellence in quality of our
products and services, with focus on customer satisfaction andmarket leadership . We vow to
remain a responsible corporate citizen, contributing to the lives of our people and the
preservations of our Planet's eco-balance . We extend ourselves as your partner in growth.
39
Products
40
RESEARCH
RESEARCH
METHODOLOGY
METHODOLOGY
41
To know whether employees are satisfied with teaching medium language at the time
of training.
To know capability of the employees by upgrading their skills and knowledge after
training program.
To ensure availability of Total Quality People to meet the Organizational Goals and
Objectives.
42
RESEARCH METHODOLOGY
Data collection is a term used to describe a process of preparing and collecting business data for example as part of a process improvement or similar project.
Data collection usually takes place early on in an improvement project, and is often
formalized through a data collection Plan which often contains the following activity.
1. Pre collection activity Agree goals, target data, definitions, methods
2. Collection data collection
43
3. Present Findings usually involves some form of sorting analysis and/or presentation.
There are two methods of data collection which are discussed below:
PRIMARY DATA
SECONDARY DATA
EXTERNAL SOURCE
INTERNET
INTERNAL SOURCE
Unstructured
PRIMARY DATA
In primary data collection, you collect the data yourself using methods such as interviews and
questionnaires. The key point here is that the data you collect is unique to you and your
research and, until you publish, no one else has access to it. I have tried to collect the data
using methods such as interviews and questionnaires. The key point here is that the data
44
collected is unique and research and, no one else has access to it. It is done to get the real
scenario and to get the original data of present.
SAMPLING METHODOLOGY
Sampling technique: Initially, a rough draft was prepared keeping in mind the objective of
the research. A pilot study was done in order to know the accuracy of the questionnaire. The
final questionnaire was arrived only after certain important changes were done. Thus my
sampling came out to be judgmental and continent.
45
Sampling Unit: The respondents who were asked to fill out questionnaires are the sampling
units. These comprise of employees of corporate HR, who had attended the personality
development workshop.
Sampling Size: 20
SECONDARY DATA
All methods of data collection can supply quantitative data (numbers, statistics or financial) or
qualitative data (usually words or text). Quantitative data may often be presented in tabular or
graphical form. Secondary data is data that has already been collected by someone else for a
different purpose to yours.
Need of using secondary data
1. Data is of use in the collection of primary data.
2. They are one of the cheapest and easiest means of access to information.
3. Secondary data may actually provided enough information to resolve the problem being
investigated.
4. Secondary data can be a valuable source of new ideas that can be explored later through
primary research.
46
questionnaires,
etc.
and
secondly
through
HOD
recommendation.
Training (Internal/External): Training depends upon its scope, whether needs
of the training can be met within the organization or whether has to be taken to
47
Use
Use and
and importance
importance of
of
Study
Study
48
Quality
healthy
49
health and
safety of the organization thus preventing
obsolescence.
Morale
50
image.
Profitability
51
Induction/Orientation training
Soft skill development training
Project training
Internal training
External training
52
INDUCTION/ORIENTATION TRAINING
These terms are interchangeably used to give a friendly welcome to the new
employees as members of the organization so also to introduce the new employee with
the available installations (plant and machineries, systems), work norms,
organizational objectives and the job position of the employee.
Content:
53
54
What is personality
Attributes of personality
Three levels of Personality
Personality is uniqueness Internal & External Qualities
What are the determinants of personality
What is a Organizational Personality
Linking personality and organizations effectiveness
How Positive Attitude can influenced Personality
55
BUSINESS COMMUNICATION
Background Effective communication is very crucial in the business success. It is the
lifeblood of an business organization. It includes conveying messages to other people clearly
and unambiguously. Its also about receiving information that others are sending to you, with
as little distortion as possible. Doing this involves effort from both the sender of the message
and the receiver. And its a process that can be fraught with error, with messages muddled by
the sender, or misinterpreted by the recipient. When this isnt detected, it can cause
tremendous confusion, wasted effort and missed opportunity.
Objective of the Module
To understand the importance of Business Communication in order to enhance the capabilities
of understanding and implementing the correct communication channel to bring the
effectiveness of the organization in order to succeed in business, and maintain good
relationships with clients, customers and employee.
Coverage of the Module
What is communication?
Need of communication
Communication flow
Types of Communication
Barriers of Communication
Overcoming tips of barrier
Essentials of effective communication
56
Background
In the context of globalization only high performing managers can survive, grow and excel.
This calls for continuous enhancement of the dynamics of leadership capabilities of managers.
Todays managers will have to demonstrate positive leadership capabilities by creating and
sustaining trust, shared vision as well as synergy to achieve organizational goals.
57
Background
During the last 20 years, the nature of jobs across globe has changed substantially
resulting in jobs becoming less and less physically demanding. Coupled with this, the
change in life style, has led to stress level increasing day by day, both at work place
and at home. It is therefore of utmost importance to understand the various transients
affecting health and fitness levels of individuals. In view of this, the module will help
to take a proactive approach to stress management in order to establish a work
environment that is healthy, stress-free and fit.
Objective of the Module
To understand the stress level, its symptoms and various impacts and to developa
better work life balance strategies for leading a better life.
58
59
Business etiquette
Corporate grooming
Corporate ground rules
Social niceties
Meeting protocol
Dining etiquette
> Written/Verbal feedback is obtained from the trainees participating in program of eight
hours or more duration.
> For all the training need where methodology is given coaching and on the job training, a
formal are sent to respective HOD and details shall be months. received. The progress of all
such training need is received every six
> For all external programs of more than eight hour duration, a development evaluation form
is filled in by the person, attending the program and ratified by the superior. This form is
submitted to HOD (P&A). The implementation of learning are taken up for the review and
sent to HOD (P&A) by end of each quarter.
TRAINING RECORD
61
After the training program the details are recorded in the employee training record file in PC.
Employees wise training record is updated and cumulative copy of previous month is to be
filled. The record of successful completion of training with methodology of coaching and on
job training is maintained in the format. Now a day s all training record kept through TMS
(Training Management System). It is software specially designed for training
PROJECT TRAINING
62
Project trainings are the -to-time held training sessions held by the organization and with the
help of experienced and learned employees to train students outside the organizations, in
various practical fields, for the accomplishments of their compulsory projects
63
DATA
DATAANALYSIS
ANALYSIS AND
AND
INTERPRETATION
INTERPRETATION
64
Learning
Enhancement of knowledge, Skill, Attitude
Sharing of Information
All of the above
INTERPRETATION: The above result shows that most of the employees of corporate HR
are well aware of the definition, inputs and purpose of the training program. They are self
motivated to attend such training program as it will result in their skill enhancement &
improving their interpersonal skill.
Completely agree 17
Partially agree 3
Disagree 0
Unsure 0
65
INTERPRETATION: The above result shows that mostly all the employees of corporate HR
are well aware of the role and importance of the training. It means somewhere their
productivity and performance has been improved after the training program attended by them
and it helped them to achieve their goal.
66
3. (i). Have you attended any training program in the last 01 year?
Yes 20
No 0
INTERPRETATION: 100% respondents had attended training program in the last 01 year. It
means incorporate HR, LUMAX INDUSTRIES ., time to time training is provided to all the
employees and it is continuous process.
67
INTERPRETATION: 65% respondents had attended all the five modules of soft skill
development training. But besides soft skill development training, Corporate HR LUMAX
INDUSTRIES . should also provide product/process or skill based training to enhance the
employability.
68
Yes 20
No 0
INTERPRETATION: 100% respondent had given feedback after attending the training. It
means each and every respondent are well aware of the importance of giving feedback. They
know that their feedback is very important to identify the effectiveness and valuation of
training program.
69
Questionnaire 16
Interview 2
Supplement test 2
Any other 0
INTERPRETATION: The above result shows that the questionnaire is the most popular
method of evaluating the training program and other methods are not very much in practice in
corporate HR, LUMAX INDUSTRIES
evaluation of training program like interviews, supplement test, self diaries& observation so it
should also implement the other methods also to identify the ROI (return on investment) &
effectiveness and valuation of the training program.
70
Observation 5
Questionnaire 3
Interviews 8
Self diaries 3
Supplement test 1
INTERPRETATION: 100% respondents think that the feedback can evaluate the training
effectiveness. It means that employees in the Corporate HR, LUMAX INDUSTRIES . are
well aware of the importance of taking feedback after the training.
(ii).If yes, how can the post training feedbacks can help the participants?
I.
II.
III.
IV.
72
V.
None 0
INTERPRETATION:70% respondent feel that the post training feedback can help the
participants to improve their job performance, is an aid to future planning and can motivate to
do better. It means that they are benefited by giving feedback of the training, attended by
them.
7. Post training evaluation focus on result rather than on the effort expended in
conducting training.
Completely agree 14
Partially agree 6
Disagree 0
Unsure 0
73
74
Trainer centered 2
Trainee centered 2
Subject centered 8
All of the above 8
INTERPRETATION
40% respondents feel that the approach of post training evaluation should be subject
centered and 40% respondent also feel that it should be trainer, trainee and subject
centered.
II. 10% respondents are in favor of trainee centered approach and 10% respondents are
in favor of trainer centered approach. It means that the evaluation procedure should be
implemented concerning trainer, trainee and subject.
75
76
Yes 16
No 2
Cant say 2
INTERPRETATION: 80% respondents feel that the post training evaluation procedure
should be reviewed and revised periodically. It means that it has to be a continuous process
and be taken regularly by the line manager/Reporting manager of the participants. It could
also be taken by peer group. Still 10% feel that the post training evaluation procedure should
not be reviewed and revised periodically. It means they are satisfied with the post training
evaluation procedure, followed by Corporate HR, LUMAX INDUSTRIES .
11. Is the whole feedback exercise after the training worth the time, money and effort?
1. Yes 18
2. No 2
77
3. Cant say 0
INTERPRETATION:90% respondents feel that the whole feedback exercise worth the time,
money and effort and 10% respondent are not agree with this. It means that feedback exercise
is valuable and worth ful for the participant to achieve their personal goal as well as for the
organization. Still 10% are unsure about it. So there is a need to create awareness among them
that how much the feedback exercise is important to identify the effectiveness and valuation of
the training program, to identify the ROI, need of retraining and the points to improve the
training
INTERPRETATION: 75% respondents feels that post training feedback can be used to
identify the effectiveness and valuation of training program, to identify the ROI, to identify
the need of retraining and to provide the points to improve the training. And others are also
aware of the importance of post tr
79
Findings
FINDINGS
Mostly all the employees of corporate HR are well aware of the role and importance of the
training They are self motivated to attend such training program as it will result in their
skill enhancement & improving their interpersonal skill.
80
Corporate HR, LUMAX INDUSTRIES . , time to time training is provided to all the
employees and it is continuous process.
Questionnaire is the most popular mean of evaluating the training program in LUMAX
INDUSTRIES ..
Post training evaluation focus on result rather than on the effort expended in
conducting the training and it worth the time, money and effort.
Most of the participants are benefitted by giving feedback after attended the training. It
motivated them to do better, helped them to increase their job performance and is an
aid to future planning.
81
More interaction between the managerial staff and employees to be encouraged and
each supervisor has to give a report on the employees under his supervision to the top
management
.
The personnel department should give more consideration on the lowest employee cadre
for their social and economical development.
The essentially like certificates for the training done to be given so that an employees
ego is also satisfied.
RECOMMENDATIONS
RECOMMENDATIONS
82
RECOMMENDATIONS
The management must commit itself to allocate major resources and adequate time to training.
Ensure that training contribute to competitive strategies of the firm. Different strategies need
different HR skill for implementation. Let training help employees at all levels acquire the
needed skill. Ensure that a comprehensive and systematic approach to training exists, and
training and retraining are done at all levels on a continuous and ongoing basis.
Ensure that there is proper linkage among organizational, operational and individual training
needs. Skill based training (product/process training) should also be provided. Besides
questionnaire other methods of post training evaluation should also be used like interviews,
self diaries, observation and supplement test. The evaluation procedure must be implemented
concerning trainer, trainee and subject. Post training feedback has to be continuous and
should also be taken from line manager/superior & from peers to find out the effectiveness
and valuation of training
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CONCLUSION
CONCLUSION
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CONCLUSION
Professional competence describes the state-of-the-art, Area- knowledge, expertise ands kill
relevant for performing excellently within a specific functional department. This competence
insures that technical knowledge is both present and used within a firm for the welfare of its
stake-holders. To develop this competence regular Training and Development is required
Therefore, Training initiatives and programs have become a priority for Human Resources. As
business markets change due to an increase in technology initiatives, companies need to spend
more time and money on training employees. Business climate employee development is
critical to corporate success and organizations are investing more in their employees training
and development needs. Training evaluation is the important part of training process. It
provides a feedback and helps the sponsors and the resource persons for improvement at the
level of individual performance and in the strategy formulation for training and development.
Post training evaluation can be used to identify the effectiveness and valuation of training
programme, to identify the ROI (return on investment), to identify the need of retraining and
to provide the points to improve the training.
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Limitations
Limitations
86
87
BIBLIOGRAPHY
BIBLIOGRAPHY
88
BIBLIOGRAPHY
BOOKS REFERRED:
Make Training Evaluation Work Jack. J. Phillips, ASTD Publishers
Everything You Ever Needed To Know About Training Kaye Thome & David Mackey
AMACOM-2007, Grooming Personality & Development Elizabeth Hurlock,
Tata McGrawHill.com
WEBSITE REFERRED:
www.google.com
www.wikepedia.com
www.hrguide.com
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ANNEXURE
ANNEXURE
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QUESTIONNAIRE
NAME:
DEGINATION:
GENDER:
AGE:
1. What do you understand by training?
Learning
Enhancement of knowledge, Skill, Attitude
Sharing of Information
All of the above
Completely agree 17
Partially agree 3
Disagree 0
Unsure 0
3. (i). Have you attended any training program in the last 01 year?
Yes 20
No 0
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Yes 20
No 0
Questionnaire 16
Interview 2
Supplement test 2
Any other 0
Observation 5
Questionnaire 3
Interviews 8
Self diaries 3
Supplement test 1
6. (i). Do you think that the feedback can evaluate the training effectiveness?
Yes 20
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No 0
(ii).If yes, how can the post training feedbacks can help the participants?
Improve job performance 1
An aid to future planning 3
Motivate to do better 2
All of the above 14
None 0
7. Post training evaluation focus on result rather than on the effort expended in
conducting training.
Completely agree 14
Partially agree 6
Disagree 0
Unsure 0
Trainer centered 2
Trainee centered 2
Subject centered 8
All of the above 8
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After 1 month 4
Cant say 3
10. Should the post training evaluation procedure reviewed and revised periodically?
Yes 16
No 2
Cant say 2
11. Is the whole feedback exercise after the training worth the time, money and effort?
Yes 18
No 2
Cant say 0
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