Training and Development Practices at Postion2

TRAINING AND DEVELOPMENT PRACTICES AT POSTION2
EXECUTIVE SUMMARY
M S RAMAIAH COLLEGE OF ARTS SCIENCES AND COMMERCE
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This project undertaken at Position2 Digital Marketing firm at Bangalore. This project report is intended to study the various training techniques and development programs used in the organization. An attempt is also made to study how other departments perceive reputation and its impact on the Position2.
Training and development practice are done in all the firms but it differ from firm to firm. The training programs used are focused on employee efficiency and productivity.
It is observed that many factors influence the employee efficiency and productivity, viz. training aids, contents, duration, job knowledge, capability etc.
This report gives a learning of how training and development programs are conducted are how they are important for increasing the employee efficiency and the employee productivity. This report also gives an insight to Position2 and its various departments where all the department heads plays a crucial role in attaining the target with the help of their employees.
In this report I have tried to analyze how training is effective in improving employee efficiency. I have tried to give a picture of the need of employee training to increase not only the efficiency of the employees but also help them in updating their knowledge, productivity and adaptability towards a given situation. I also found that the training helped the management to understand their employees in a much better way.
Some suggestion put forward by the employees gave an insight into what the employees actual needs were. Some of the suggestions were like flexible timings for the on line training so that the interest is maintained. Techniques should be made more innovative and employee specific.
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CHAPTER-1
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
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1.1 INTRODUCTION:
In the olden days, Human Resource Management was known as the Personnel Management. During those days organization were not giving much importance to the Employees. They were treating employees as cost center and employees were viewed as a commodity that can be purchased and used.
However, later they came to know that by neglecting the employees, they cannot achieve any of the organizational goals. Hence, organization started giving much importance to the employees and called it as Human Resources. Management is known as, The art of getting things done through others. Further management can be defined as, That field of human behavior in which managers plan, organize, staff, direct and control human, physical and financial resources in an organized effort, in order to achieve desired individual and group objectives with optimum efficiency and effectiveness. It is clear from the above definitions that management is concerned with the accomplishment of objectives by utilizing physical and financial objects. The term human resources can be thought of as, The total knowledge, skills, creative abilities, talents and beliefs of the individuals involved. Human resources are also regarded as human factor, human asset, human capital and the like. Human resource management is concerned with the procurement, development, motivation and retention of employees. Human resource management is called as the management of employee skills, knowledge, abilities, talents, aptitudes and creative abilities.
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1.2 Functions of Human Resource Management
1. MANAGERIAL FUNCTIONS Planning Organizing Directing Controlling
2. OPERATIVE FUNCTIONS Employment H R development Compensation Human relations Industrial relations Effectiveness of human resource management
Managerial functions
a) Planning: It is the pre-determined course of action. Planning is determination of Personal programs and changes in advance. In other words, planning involve recruitment, selection, training.It also includes forecasting of personal needs, behavior & their impact.
b) Organizing: Organization refers to the structure which from identifying and grouping of works, defining and delegating responsibility, authority and establishing relationship. Thus, organization establishes relationships among the employees so that they can collectively contribute to the attainment of company goals.
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c) Directing: The basic function of Human resource Management at any level is motivating, commanding, leading and activating people. The willing and effective co-operation of employees for the attainment of organizational goals is possible through proper direction. Thus, direction is an important managerial function in building sound industrial and human relations besides securing employee contributions.
d) Controlling: Controlling involves checking, verifying and comparing of the actual with the plans, identification of deviations if any & correcting of identified deviations.The performance is to be verified in order to know that the personnel functions are performed in conformity with plans and directions. Thus, action & operation are adjusted to pre-determined plans and standard through control. Auditing training programs, analyzing labour turnover records, directing morale surveys, etc. are some of the means for controlling the personnel management function.
1. Operative functions
a) Employment: It is the first operative function of the human resource management. It is concerned with securing and employing people possessing required skill. It covers the functions 1. Job analysis 2. Human resource planning 3. Recruitment 4. Selection 5. Placement 6. Induction & orientation
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b) Human resource development: It is a process of improving, moulding & changing the skills, aptitude, values, commitment etc. based on present and future job and organization requirement. This function includes:
Performance appraisal Training Management development Career planning development Organizational development
c) Compensation: It is a process of providing adequate equitable & fair remuneration to the employees. It includes:
Job evaluation Wage & salary administration Incentives Fringe benefits Social security measures Bonus
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d) Human relation: Practicing various human resources policies & programs like employment, development compensation & interaction among employees create a sense of relationship between the individual worker & management, among workers and trade unions and management. It is the process of interaction among the human beings. It includes: 1. Motivating the employees 2. Boosting employee morale 3. Developing the communication skills 4. Developing the leadership skills
e) Effectiveness of human resource management: Effectiveness of various personnel Programs & practices can be measured or evaluated by means of organizational health & human resource accounting etc. It includes:
1. Organizational health 2. Human resource accounting , audit & research
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1.3 TRAINING AND DEVELOPMENT:
Introduction to training: Every organization needs to have well-trained and experienced people to perform the activities that have to be done. To meet these requirements the
current & potential job occupants are given training. Recruitment and selection provide Raw human resource. Specific to-type training that is required for each organization, is not available elsewhere. Knowledgeable and skilled employees are always short. Training helps the employees to improve their knowledge and skill. This will also improve their Loyalty to the organization and reduce turnover. Better knowledge and skill improve their employability and versatility. One of the most important activities of Human Resource Management Department is training. The technique of training has been a key factor and a major tool used to achieve the objectives of Human Resource Management. Training is identified to fulfill the following purpose: i. Technical updating ii. Individual expectancy iii. Occupational efficiency iv. Behavioral competence v. Organizational efficiency Therefore competence of people is the key to success in any undertaking. In this rapidly changing and fast moving economy there is a need for training and re-training. Training should be given to train the minds of the employees to attack
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1.4 Definition:
TRAINING: It is a learning process that involves acquisition of knowledge, sharpening of skills, concepts, rules, changing attitudes and behaviors to enhance the performance of the employees. Training: Its about knowing where you stand at present, and where youll be after some point of time. Training is about the acquisition of knowledge, skills and abilities through professional developments.
1.5 ROLE OF TRAINING:
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1.6 Objectives:
Training of any kind should have as its objective, the redirection or improvement of behavior so that the performance of the trainee becomes more useful and productive for him and for the organization of which he is a part. Few of the objectives are: To increase productivity of employees. Improve the quality of work. To enhance and update knowledge and skill level of employees in the Organization. To promote better opportunity chances of employees and thereby their Employability. To attain competitive advantage. To build up a second line of competent officers and prepare them to occupy more responsible positions.
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1.7 ADVANTAGES OF TRAINING: Organization To increase production To enhance efficiency Manager Time management Leadership skills Workers High morale Career growth
Providing prompt quality Highly To reduce cost service Better communication and Increase profit presentation skills Better planning and control Customer satisfaction of groups or teams Increasing safety Develop human Improve quality More creative work relations & skills Better rewards productivity
Motivate subordinates and More chances of Better safety co-ordinate with them Career growth and more Well inform employee Up to date knowledge of new technology to Efficient problem solving methods Decision making development opportunities promotion
employees Better corporate image Highly motivated work force Low employee turnover Competence to other orgn
Source : Personal and Human Resource Management P Shubha Roa
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1.8 TRAINING POLICY: Every organization has policies and procedures to follow, in the same way organizations must have training policies. Training policy represents the top managements commitment to the training of its employees, and comprises rules and procedures governing the standard of scope of training.
1.9 NEEDS OF TRAINING:
Every organization needs training, the below points will explain the necessity of training as follows:
To increase productivity: Instructions can help employees increase their level performance on their present assignment, increased human performance often directly leads to increased operational productivity and increased company profit.
To improve quality: Better-informed employees are less likely to make operational
mistakes. Quality increases may be in relationships to a company service, or in reference to the intangible organizational employment atmospheres.iii.
To help company to fulfill its future personnel needs: Organizations that have good internal educational programs will have to make less drastic manpower changes adjustments in the event of sudden personnel alterations.
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To improve organizational climates: An endless chain of positive reactions result from a well-planned training Program. Production and product quality may improve, financial incentives may then be increased, internal promotions become stressed and less
supervisory pressures etc. may result.
To improve health and safety: Proper training can help prevent industrial accidents. A safer
work environment leads to more stable mental attitude on the part of employees.
Obsolescence prevention: Training and development programs foster the initiative and creativity of employees and help to prevent manpower obsolescence which may be due to age, temperament or motivation or the inability of a person to adapt to technological changes.
Personal growth: Employees on a personal basis gain individual from their
exposure to educational experiences. Again management developmentprogrammes seem to give wide awareness and enlarged skill and make enhanced personal growth possible.
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1.10 Importance of Training and Development Training development is an important aspect for any organization to be effective. There is an ever present need for training so that new and changed techniques may be taken advantage of an improvements effected in the old methods, which are woefully inefficient. Training is practical and vital necessity because, apart from the other advantages mentioned above, it enables employees to develop and rise within the organization, and increase their Market value, earning power and security. It enables management to resolve sources of friction arising from parochialism, to bring home to the employees the fact that the management is not divisible. It moulds the employees attitudes and helps them to achieve a better co-operation with the organization and a greater loyalty to it.
1.11 Training methods There are two broad types of training to small business: on-the-job and offthe-job trainings. Individual circumstances and the who, what and why of the training program determines which type to use.
On-the-job training The most frequently used method in smaller organizations that is on the job training. This method of training uses more knowledgeable, experienced and skilled employees, such as mangers, supervisors to give training to less knowledgeable, skilled, and experienced employees.
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On-the-job training includes the following:
1) Job rotation: Job technique in which employees are shifted from one job to another in a planned manner. The objective is to expose the employees to experiences and wider variety of skills to enhance job satisfaction and cross train them. 2) Coaching: The trainee is placed under a particular supervisor who functions as coach in training the individual. The supervisor provides feedback to the trainee on his performance and offers him some suggestions for improvement. A limitation of this method of training is that the trainee may not have the freedom or opportunity to express his ideas. 3) Job instruction: A well structured on the job training method in which a trainer prepares a trainee with a overview of job, its purpose, and results desired. Demonstrates the task or skill of the trainee. Allow the trainee to mimics demonstration on his or her own and finally follow up for feedback and help. 4) Committee assignments: Under the committee assignment, a group of trainees are given and asked to solve an actual organizational problem. The trainees solve the problem jointly. It develops team work.
Off-the-job training
Off-the-job training is also known as a classroom method. It simply means that training is not a part of everyday job activity. The actual location may be in the company classrooms or in places owned by the company, or in universities or associations, which have no connection with the company. Off-the-job training includes the following:
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1) Vestibule training: A method of job education where educational facilities approximate real working conditions and are equipped with actual production machinery. In a typical vestibule training situation used by a manufacturing business, less than ten trainees would be supervised by one skilled trainer, and the training provided simulates on the job training without compromising production speed and quality.
2) Role playing: Acting out role players actions in a simulated situation such as a training program.
3) Lecture Method: The lecture is a traditional and direct method of instruction. The instructor organizes the material and gives it to a group of trainees in the form of a talk. An advantage of the lecture method is that it is direct and can be used for a large group of trainees. Thus, cost and time involved are reduced.
4) Conference or Discussion: It is a method in training the clerical, professional and supervisory personnel. This method involves a group of people who pose ideas, examine and share acts, ideas and data, test assumptions and draw conclusions, all of which contribute to the improvement of job performance.
1.12 Conclusion: Training is the process of altering employee behavior and attitudes in a way that increases the probability of goal attainment. Training and development program helps in improving the employee productivity, helps in creating more values and morals and also helps in reducing the cost. The training programs are classified into two forms: On the job training and Off the training, where there are different categories for On the job training as well as Off the job training.
M S RAMAIAH COLLEGE OF ARTS SCIENCES AND COMMERCE Page 17
CHAPTER-2
DESIGN OF THE STUDY
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2.1
Title of the study:

A study on Training and Development Practices at Position2 digital marketing
2.2
Statement of problem:
Position2 is an online marketing company where many employees are
recruited for various designations. For each designation, the training requirement used will be different. Most of the people dont know what they need to learn in order to achieve organizational goals though people have aspirations to develop new abilities. Therefore, to meet peoples aspirations, the organization must provide effective and attractive learning resources and conditions. It is also important to see that there is a suitable match between achieving organizational goal by these attractive learning opportunities. Some highlighted points which were creating a problem to the organization are: The company is providing a fund for the effective training programme for the employees joining the firm, for their better performance. The study aims at analysing the training practices currently used in the company and also assessing its effectiveness.
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2.3
Objective of the study:

To study the techniques used for training and other induction programmes in position2. To analyse whether the current training programmes of position2 requires improvement. To understand the employee efficiency and productivity after training program.
2.4
Methodology of the study:
The method of research and study carried out would comprise of data collection by following: Observation and interview, i.e., Primary data collection. Using company data available by the means of website, internet and other sources.
2.5
Plan of Analysis:
The analysis of the study will be done by various charts, graphs, tables etc, to interpret the collected data. The charts and tables would give an insight about the data collected about different statistics, which would be much easier to understand and compare the other factors. Various kinds of assumptions will be made where required.
2.6
Sampling:
A sample size of 100 employees is taken. Stratified sampling technique will be used for the study.
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2.7
Hypothesis:
Testing on the study of training and development programme in position2
digital marketing firm. H0: There is significant relationship between employee productivity and employee training at Position2. H1: There is no significant relationship between employee productivity and employee training at Position2.
2.8
Relevance:
The study on training and development practices at Position2 digital marketing monitor the efficiency of training given to the employee. Helps the employee acquire more efficiency about the organization.
2.9
Key Challenges:
Limited time for the study. Employer not giving sufficient information for the study. Willingness of the employee to participate in the survey conducted.
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CHAPTER 3
INDUSTRIAL PROFILE
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Marketing has been around for a very long time. As long as people have owned businesses, they have also had a need to spread the word about their product or service. In older days, word-of-mouth was the only method by which to advertise and it is still the most reliable form by which to learn about the quality of a company's wares. When newspapers were distributed, local companies would buy ad space within the pages because they knew that it was really the only source for new information. Digital marketing , though, has become the preferred method in modern times because it utilizes mass media devices like television, radio, and the Internet.
Internet Marketing When it comes to digital marketing on the Internet, there are two basic kinds:
1) PULL marketing involves a user choosing the kind of information they want. Most often, this is done by search engine whereas the user types in the information they seek and they receive both the information as well as other relevant and related content. This is very easy on the easy as it is simple and quick.
2) PUSH marketing involves a relationship between the marketer and the user, usually through a communication means like E-mail, SMS, or RSS. It is fast and more concentrated, but can cost more and is harder to discover outside of direct communication.
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The most common online advertising model today is search engine marketing. This is a form of PULL marketing that involves search engine queries. Typically, if you want to market your business, you need to understand how search engines work, as it is the most powerful way to generate sales leads.
The role of Boston SEO services as internet marketers is to maximize, or "optimize," the way that search engines find your website. This is done in a variety of ways. First of all, search engines look for keywords, which are the precise words that a user could potentially enter in a search query box. In a quality internet marketing campaign, you will write articles that contain these keywords and describe the related topic in an engaging way. These articles need to be written with total regard for very specific guidelines that have been developed by the search engine directories.
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CHAPTER-4
COMPANY PROFILE POSITION2
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4.1 ABOUT POSITION2: Position2 was established in the year 2005 and this venture was funded by Accel partner. Position2 is a search and social media marketing firm that delivers continuous growth for its customers through the proprietary Sound and Internet Marketing methodology. Passionate professional with expertise in multiple functional areas like media, advertising and technology. Over 100 professionals in three offices in US and in India. Client Portfolio includes startups to large Fortune 500 companies in technology, financial services, consumer Products, and Internet and B2B industries. Certified agency with Google, Yahoo and MSN.
Position2 is a digital marketing firm and it mainly deals with services. The firm has 6 departments. They are: 1. Administrative Department. 2. Human Resource Department. 3. Pay Per Click (PPC). 4. Search Engine optimization (SEO). 5. Social Media Marketing (SMM). 6. Creative
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4.2 DEPARTMENTS:
ADMINISTRATION: This department mainly deals with the administrative work which also included maintenance of finance and other managerial activities.
HUMAN RESOURCE: This department mainly deals with policy making, recruiting, training and even grievance handling in an organization. Hr department is the key department or resource of the organization because it deals with employer and employee and tries to make an good and strong relation between the both for the smooth functioning of the organization.
PAY PER CLICK: PPC is an online advertising model used on search engine, advertising network and content websites, such as blogs, where advertiser only pays when the advertiser actually clicks on the advertisement to visit the advertisers website. Advertisers bids on the keyword phrases relevant to the target market. When a user types a keyword query matching an advertisers keyword list or a web page with relevant content, the advertisers ads will be displayed. This departments mainly deals with advertising networks and contents and see how many clicks have they got for the ads which they have displayed and even checks their profit level each day to know whether they have achieved they daily target.
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SEARCH ENGINE OPTIMIZATION: Whenever we enter a query in search engine and hit enter we get a list of web list that contain the query terms. Users usually get tend to click on those links, which are on top of the list. We must be surprise to know why those links are on the top list. Its all because of the powerful web marketing technique called SEARCH ENGINE. This department mainly deals with the web marketing techniques to keep their customers or clients on the top of the list so as to get more responded for the products and services offered by them to others.
SOCIAL MEDIA MARKEING: Social media marketing refers to the process of gaining traffic or attention through social media. Social media marketing itself is a catch-all term of sites that may provide radically different social actions. Social media also helps to build links that in turn supports into SEO effort. This department of Position2 deals with advertising and marketing of the services, even it helps in create customers for their client products.
CREATIVE: For advertising a product, the advertisement should be creative or innovative effort so as to attract the customers. This creative works are done by talented people who works (often who lives) in the creative department. The creative department creates ads which are innovative and also gets attracted by the customers at a glance. Our design team leverage the interactive nature of the web to create highly immersive pieces of communication that are memorable, build your brands and get you results.
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CLIENT: Their clients are: Acer, Johnson & Johnson, Tiecon2009, Big Flix, Social Text, bills.com, Lenovo etc.
PARTNERS: Google, Yahoo, Msn, Ask.
4.3 VISION, MISSION AND VALUES:
VISION STATEMENT: Position2 will be a significant worldwide company in the performance marketing field we will have a wide array of client in multiple industries who will be so delighted with our services that they will be our best marketers. Our investors will achieve a superior return on investment. Our team members will have the opportunity to grow their skill capabilities and shares in position2s success.
MISSION STATEMENT: To be the worldwide leaders in performance marketing for growing business.
CORE VALUES:
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CHAPTER-5
DATA ANALYSIS AND INTERPRETATION
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1. What is the on the job training techniques used in the Position2? Table:1: Techniques S.no Training Tech No. of response Percentage 1 2 3 4 Coaching Mentoring Job Rotation JIT 76 16 4 4 76% 16% 4% 4%
90 80 80 P e r c e n t a g e 70 60 50 40 30 20 10 0 Coaching Mentoring Job Rotation JIT On The Job Technique 16 4 4
Fig: 1 Analysis: The graph shows that 80 employees prefer coaching techniques for training, 16 employees prefer mentoring, 4 employees prefer JIT and none prefer job rotation. Inference: Majority of the employees are of the opinion that coaching is essential to improve their caliber.
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2. Why are these training techniques important? Table:2: Importance S.no Importance 1 2 3 4 Job Knowledge Work Force Skills No. of response Percentage 60 7 60% 7% 22% 11%
Organizational Goal 22 Corporate Image 11
60 P e r c e n a t g e
22 11 7
Job Knowledge
Work ForceSkill
Organizational Goal
Corporate Image
Importance
Fig: 2 Analysis: The graph shows 60 employees says, training have improved their work knowledge, 7 employees says, training have improved work force, 22 employees says, training has helped to identify their organizational goal and 11 employees says, training has helped to create a better corporate image. Inference: Majority of the employees agrees with the fact that, training helps in improving their job knowledge.
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3. What is the actual purpose of these training techniques? Table:3: Purpose S.no 1 2 3 4 Purpose Efficiency Productivity Adaptability Job Satisfaction No. of responses Percentage 40 35 15 10 40% 35% 15% 10%
45 40 P e r c e n t a g e 40 35 35 30 25 20 15 15 10 10 5 0 Efficiency Productivity purpose Adaptability Job Satisfaction
Fig: 3 Analysis: The graph shows that, 40 employees says the training program is for increasing the job efficiency, 35 employees says that, the training program is for increasing employee productivity, 15 employee says, training program increases employee adaptability and 10 employees says, it increases job satisfaction. Inference: Training increases the efficiency, productivity and capability of the employees.
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5.1 Hypothesis Testing I: H0: There is significant relationship between employee productivity and employee training at Position2. H1: There is significant relationship between employee productivity and employee training at Position2. Level of significance, = 1% Degree of freedom: Df = (n-1) = (4-1) =3 1. Chi square test formula: = (O-E) / E 2. Calculation: = (O-E) E = (35-100)2/100 = (65*65)/100 = 42.25 3. Findings: Chi-square calculated = 42.25 Chi square table value = 11.3 cal > tab 4. Conclusion: We accept H0 only if 2 cal value is more than 2 tab value. Since they 2 cal is more than the 2 tab we accept H0 and reject H1.
Therefore, employees are satisfied with training programmes.
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4. When are these training needed in an organization? Table: 4: Need S no 1 2 3 4 Need of training Change in work technique Promotions and Transfer New equipment and technologies New skills and talents No. of response Percentage 20 5 55 20 20% 5% 55% 20%
20%
20%
Work Techniques 5% Promotions and Transfer Equipments and tech Skills and talents
55%
Fig: 4 Analysis: The graph shows, 55 employees says, training is needed when new equipment and technologies are introduced, 20 employees says they need training when work techniques change, 20 employees says they need training when new skills and talents are required and 5 employees says they need training for promotions and transfers. Inference: New equipments and technologies are the requirements for training.
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5. To what extend is the management supportive during the training session? Table:5: Management Support S no Management Supportive No. of response Percentage 1 2 3 4 Very Supportive Supportive Moderate Not Supportive 70 15 10 5 70% 15% 10% 5%
80 70 70 P e r c e n t a g e 60 50 40 30 20 10 0 Very Supportive Supportive Moderate Not Supportive Management Support 15 10 5
Fig: 5 Analysis: The graph shows, 70 employees says management are very supportive during training sessions, 15 employees says the management are supportive, 10 employees says they are moderate in supporting and 5 says they are not supportive at all. Inference: The management is very supportive during the training session.
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6. What do you feel about the training aids? Table:6: Training Aid S no 1 2 3 4 Feel about Training Aids Good Moderate Satisfactory Not Satisfactory No. of Responses Percentage 30 25 33 12 30% 25% 33% 12%
Not Satisfactory 12% Good 30%
Satisfactory 33% Moderate 25%
Fig: 6 Analysis: The graph shows 33 employees says, the aids provided for the training are satisfactory, 30 employees says, they are good, 25 employee says, they are moderate and 12 employee says, they are not satisfactory. Inference: The training aids used were very good.
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7. Is training playing significant role in Corporate Culture? Table: 7: Corporate Culture S no Corporate Culture No. of Responses Percentage 1 2 Yes No 55 45 55% 45%
45% 55%
Fig: 7 Analysis: The graphs shows, 55 employee says the training sessions have played significant role in developing corporate culture and 45 employees says the training sessions have not played any significant role in developing. Inference: Training plays a major role in corporate culture and in other firms.
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8. What are the course durations for the training sessions? Table: 8: Duration S no Duration No. of responses Percentage 1 2 3 4 1 week 2 week 30 40 30% 40% 3% 27%
2 months 3 6 months 27
45 40 40 35 30 30 25 20 15 10 5 0 1 week 2 week 2 months 6 months 3 27
Fig: 8 Analysis: The graph shows, 40 employees says 2 weeks of course duration is required, 30 employees says 1 week of course duration is required, 27 employees says, 6 months of course duration is required and 3 employees says 2 months are required. Inference The course duration should be for a week to learn new techniques and employee satisfaction.
9. Has the training techniques helped you in developing any of the following traits? Agree or Disagree the following statements No. Of Responses: Table: 9: No of Responses for traits S no Traits Strongly Agree (response) Agree (percent) (response) Moderate (percent) (response) Disagree (percent) (response) Strongly Disagree (percent) (response) 1 2 3 4 Personality Attitude Colleague Work efficiency 5 Social Status Percentage: S no Traits 10 30 33 7 20 37 23 15 44 24 33 38 17 10 20 20 25 18 19 17 10 11 5 10 4
Table: 10: Percentage calculated for traits: Strongly Agree (percent) Agree (percent) Moderate (percent) Disagree (percent) Strongly Disagree (percent)
1 2 3 4
Personality Attitude Colleague Work efficiency
37% 23% 15% 44%
24% 33% 38% 17%
10% 20% 20% 25%
18% 19% 17% 10%
11% 5% 10% 4%
Social Status
10%
30%
33%
7%
20%
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Interpretation:
Personality: (a) The graph show, 37% of the employees strongly agrees with the fact that training helps to increase their personality a24% of them agrees, 10% of the employees tells they moderately agrees, 18% of them disagrees and 11% strongly disagrees.
Strongly Disagree 11% Disagree 18% Strongly Agree 37% Agree 24% Moderate 10%
Fig: 9
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(b)
Attitude towards work The graph shows that, 23% of the employee strongly with the fact that, training program changes attitude towards work and 5% strongly disagrees with the facts, and rest lies between these.
Disagree 19%
Strongly Disagree 5%
Strongly Agree 23%
Moderate 20%
Agree 33%
Fig: 10
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(c)
Attitude towards colleague:
The graph shows, 38% of the employees agrees with the facts that training program helps in changing their attitude towards their colleague and only 10% of the employee strongly disagrees with the fact and rest lies between agree and strongly disagree as 15% employees strongly agrees, 20% moderately agrees and disagrees and 17% totally disagree with the fact.
Attitude Towards Colleague
Diasgree 17%
Strongly Disagree 10%
Strongly agree 15%
Moderate 20%
Agree 38%
Fig: 11
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(d)
Work Efficiency: The graph shows that, 44% of the employee strongly agrees with the fact that training has helped in improving their work efficiency, 25% of them moderately agrees, 17% of the employee agrees, 10% of them disagrees and 4% of the strongly disagrees with the fact that training has helped them in improving their work efficiency.
Work Efficiency
Disagree 10% Moderate 25% Agree 17% Strongly disagree 4% Strongly agree 44%
Fig: 12
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(e)
Social status:
The graph shows, 33% of the employees says that they moderately agrees with the fact the training has helped in changing their social status, 30 % agrees with the fact, 20% strongly disagree, 10% strongly agree and 7% disagree with the fact that training program helps in improving their social status.
Social Status
Strongly Disagree 20% Disagree 7% Moderate 33% Strongly Agree 10% Agree 30%
Fig: 13
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10. Do you think, productivity of your department has increased to a great extent? Table: 11: Productivity S no Productivity No of responses Percentage 1 2 Yes No 70 30 70% 30%
Productivity
0% No 30% 0%
Yes 70%
Fig: 14 Analysis: The graph shows that, 70 employees says, training have increased the productivity of the department has increased and 30 employee says the training has not affected the productivity. Inference: Organization supports with the facts that training has improved productivity of the employees to an great extend.
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5.2 Hypothesis Testing II: H0: There is significant relationship between employee productivity and employee training at Position2. H1: There is no significant relationship between employee productivity and employee training at Position2. Level of significance, = 1% Degree of freedom: Df = (n-1) = (2-1) =1 5. Chi square test formula: = (O-E) / E 6. Calculation: = (O-E) E = (70-100)2/100 = (30*30)/100 =9 7. Findings: Chi-square calculated = 9 Chi square table value = 6.63 cal > tab 8. Conclusion: We accept H0 only if 2 cal value is more than 2 tab value. Since they 2 cal is more than the 2 tab we accept H0 and reject H1.
Therefore, employees are satisfied with training programmes.
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11. Do you think your efficiency of handling situations at works have changed by these training techniques? Table: 12: Handling Situation S no Efficiency of handling situation 1 2 Yes No 65 35 65% 35% No. of response percentage
35%
65%
Fig: 15 Analysis: The graph shows that, 65 employees says they have increased their efficiency of handling the situation at work place by using training techniques and 35 employees says efficiency of handling the situation at work place has effected them. Inference: Majority of the employees agrees with the fact that, training helps in improving efficiency in handling various situation.
12. In which ways, has the training and induction programs has Impacted your performance? Table: 13: Impact on Performance
S no Impact 1 2 3 Work Attitude
No. of responses Percentage 55 55% 25% 20%
Knowledge Acquisition 25 Attitude 20
attitude change 20%
0%
knowledge acquisition 25%
work attitude 55%
Fig: 16 Analysis: The graph shows that 55 employees says that the training has helped them to improve their attitude towards work, 25 employees says that the training have helped them to improve their knowledge acquisition and 20 employees have said, the training have helped to change their attitude. Inference: Majority of the employees agree that their impact of work attitude have changed .
12. Did the training and induction programmes help you in increasing the work efficiency? Table: 14: Work Efficiency S no Work Efficiency No. of responses Percentage 1 2 Yes No 65 35 65% 35%
Work Efficiency
No 35%
Yes 65%
Fig: 17 Analysis: The graph shows, 65 employees says, training programme has increased the work efficiency and 35 employees has training has not increased work efficiency. Inference: Training helps in increasing the work efficiency of the employees.
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14. Should the training techniques be improved? Table: 15: Improving Training Techniques S no Techniques improved No. of responses Percentage 1 2 Yes No 75 25 75% 25%
Techniques to be Improved
No 25%
Yes 75%
Fig: 18 Analysis: The graph shows that, 75 employees says that, training techniques used should be improved and 25 employee says, existing training techniques neednt to be improved. Inference: Training techniques are very good.
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15. If yes, in what ways? Table: 16: Ways S no Ways 1 2 3 4 Content Aids No of responses Percentage 20 20 20% 20% 50% 10%
Presentation 50 Duration 10
Ways to improve the aid

Duration 10% Content 20%
Presentation 50%
Aids 20%
Fig: 19 Analysis: The graph shows, 50 employees says presentation need to be improved, 20 employees says aids need to be improved, 20 employees says content needs to be improved and 10 employee says duration needs to be increased. Inference: Presentation of the aids can be improved.
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CHAPTER-6
SUMMARY OF FINDINGS AND SUGGESTIONS
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6.1 FINDING:
Any study is incomplete unless the subject matter of the project is discussed. Here the learnings of the researcher in the course of the study are listed. Almost 60 to 70 percentages of the employees were satisfied with On the job training techniques provided at position2. The employees were of the view that training provided was actually beneficial for them professionally and personally. Position2 employees felt that the On the job training techniques was very much needed for improving their knowledge. On the job training techniques helped them to increase their work efficiency, productivity and adaptability Employees were satisfied with the managerial support.
Employees felt that the On the job training techniques used should be improved in terms of aids content, presentation. Employees were satisfied with the course duration.
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Employees were satisfied with On the job training techniques as it helped them to adapt to any given situation.
On the job training techniques provided by the organization helped the employees in their work efficiency. On the job training techniques conducted helped the employees to increase their corporate culture.
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6. 2 SUGGESTIONS: Employees will be more satisfied, if the organization conducts practical sessions along with theoretical sessions. The aids used for the training session should be more improvised with latest techniques.
Each department head should identify their employee efficiency and knowledge before giving training.
Employee should be sent for On site training as it will give more exposure.
Course duration should be flexible for the employee.
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CHAPTER-7
CONCLUSION
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Training is the process of altering employee behavior and attitudes in a way that increases the probability of goal attainment. Training and development program helps in improving the employee productivity, helps in create values and morals. The training programs are classified into two forms: On the job training and Off the training. Organization or firm uses the training program according to the employee need. Online training provided at position2 was very satisfactory, It proved to be beneficial professionally .It also helped the employees in improving there knowledge, work efficiency, productivity, adaptability and their cooperate work culture. The relation between the management and the employees became more cordial. As the course duration was short the employees found it very convenient and interesting.
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CHAPTER-8
BIBILIOGRAPHY:
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BOOKS: 1. Personal and Human Management by P.Shuba Roa 2. Human resources and personal management by Aswathappa 3. Research methodology by C R Kothari
WEBSITES: 1. www.postion2.com
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CHAPTER-9
ANNEXURE
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QUESIONNAIRE
Employees Name: . Employee No Department : . : .
(Please tick the answers whichever you think correct and one tick one option)
1. What are the on the job training techniques used in the Position2? a. Coaching ( ) b. Mentoring ( ) c. Job Rotation ( ) d. JIT ( Job Instruction Techniques) ( )
2. Why are these training techniques important? a. Improve job knowledge ( ) b. Improve morale of workforce skill ( ) c. Helps to identify organizational goal ( ) d. Helps to create better corporate image ( )
3. What is the actual purpose of these training techniques? a. To increase efficiency ( ) b. To increase productivity and quality ( ) c. To promote versatility and adaptability to new method ( ) d. To increase job satisfaction ( )
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4. When are these training needed in an organization? a. Change in working techniques ( ) b. Promotions or transfer of individual employees ( ) c. When new equipments and technologies are used ( ) d. To increase and promote new talents and skills ( )
5. To what extend is the management supportive during the training session? a. Very supportive b. Supportive c. Moderate d. Not supportive
6. What do you feel about the training aids? e. Good ( ) f. Moderate ( ) g. Satisfactory ( ) h. Not Satisfactory ( ) i. 7. Is corporate culture playing significant role in training session? j. Yes ( ) k. No ( ) 8. What are the course durations for the training sessions? l. 1 week ( ) m. 2 weeks ( ) n. 2 months ( ) o. 6 months ( )
9. Has the training techniques helped you in developing any of the following traits? Agree or Disagree the following statements: (Strongly Agree-5, Agree-4, Moderate-3, Disagree-2, Strongly Disagree-1) Statements are: a. Helped in improving personality ( ) b. Helped in improving attitude towards work ( ) c. Helped in improving attitude towards colleagues ( ) d. Helps in improving work efficiency ( ) e. Helps in improving social status ( )
10. Do you think, productivity of your department has increased to a great extent? p. Yes ( ) q. No ( )
11. Do you think your efficiency of handling situations and works have changed by these training techniques? a. Yes ( ) b. No ( )
12. In which ways, has the training and induction programmes has impacted your performance? a. Work attitude ( ) b. Knowledge acquisition ( ) c. Attitude change ( )
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13. Did the training and induction programmes help you in increasing the work efficiency? a. Yes ( ) b. No ( )
14. Should the training techniques be improved? a. Yes ( ) b. No ( )
15. If yes, in what ways? a. Content ( ) b. Aids ( ) c. Preparation ( ) d. Duration ( )
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Training and Development Practices at Postion2

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