Training and Development

Sr No
A Study Of Employees Training And Development
Contents
Company Profile
Introduction Of Topic
Data Interpretation And Analysis
Finding And Results
Bibliography
INDEX
The Employment
Employee Relations
ADANI believes that working conditions, wages, and benefits that it offers to its
employees are the best in the industry. As per our experience we feel employees
should be open and direct, so the work environment can be excellent,
communications can be clear, and attitudes can be positive.
Bereavement
Our company recognizes the emotional stress and problems involved when
a member of an active employees immediate and/or close family dies, and is
sympathetic with the bereaved employee and his/her family. You will be granted
time off in order to arrange for and/or attend the funeral service. Verification of
the reason and length of absence for bereavement must be discussed with the
Plant Manager and/or the Human Resources Manager. For the purpose of this
policy bereavement will be defined for immediate family, or close relatives.
To qualify for paid bereavement leave (which is normally 2 days and does
not exceed 3 days/24 hours, and this includes Salaried employees and must be out
of state) immediate family is defined as employees spouse, father, mother,
brother, sister, daughter, son grandparents, grandchildren, stepchildren, or any
dependent that was living in the employees household. Leave may also be
granted in the cases of other close relatives, this is limited to one day only. These
relatives include the employees father-in-law, mother-in- law, brother-in-law,
sister-in-law, daughter-in-law, son-in-law, stepbrother, stepsister, stepparent, aunt,
uncle, niece, or nephew. The Human Resource manager will do final approval for
paid benefits.
If the employee wishes to attend the funeral of a person who is not named
above (example: close friend, neighbour, extended family member) the employee
should request a personal day of absence with no pay.
Discipline and code of conduct

It is important in the workplace to determine a set of rules to regulate the
relationship between the employees and the employer in the form of a disciplinary
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procedure. The disciplinary procedure is regarded as a guideline and its
interpretation is adequately flexible in order to adjust to various circumstances.
ADANI follows its own Disciplinary rules and code of Conduct and no
one is allowed to abuse the system while they are on duty. If any employee
is found violating the system then he/she shall be liable for disciplinary
action.
1. Office time of the Organization starts from 9:00 am to 5:00 pm

(CORPARATE OFFICE) and 10:00 am to 6:00 pm (factory staff)
with half an hour lunch break. There is a weekly off on Sunday.
2. Management expects the Employees to maintain punctuality. If in
case they are not able to maintain the punctuality they must inform
to their reporting authority. Absence without information will be
considered as a serious offence as it affects the activities of the
organization.
3. Any employee reports the office after 9:00 (office staff) and
10:00am (factory staff) continuously for 3 days would be countable
as a casual leave.
4. Every employee must follow the organizations movement register
where the employee should mark login time and logout time while
they move out of the office premises during working hours.
5. Management will take strict actions against those employees who
are engaged in playing computer games, playing music, chatting,
singing etc or any other unproductive activities during office hours.
6. Employees can receive their personal calls but it should not
disturb the others who are present in the Organization.
Management will not tolerate any misusage of the facility provided
or wasting time on it which is otherwise purely meant for official
work. Employees are not allowed to waste productive time on
personal phone calls for longer duration.
7. Employees should keep their cell/ mobile phones on Vibration
mode/ or decent ring tones while they are on duty. No Hollywood/
Bollywood ringtones shall be entertained.
8. Friends/ relatives are allowed to visit the office but it should not
disturb other employees, and their visit should be brief.
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9.
No employee will use Organizations telephone and fax facilities

for private purposes except with prior permission from his/ her
supervisors/ Reporting authority/ management. In case of
emergency, such use is permitted.
10. Management will not tolerate if any employee found consuming
Pan Masala, Gutka and Smoking Cigarettes or Spitting in the office
premises or indulging in any such activities.
Disciplinary code and procedure:

It is to regulate discipline in the workplace with key principle that the
employer and the employees should treat each other with mutual respect.
In the first instance the purpose of disciplinary action is to bring change in
the behavior in positive manner rather than to terminate services.
Before a problem becomes a disciplinary issue, the head of the team
concern should guide inform or remind the employees informally on the
applicable rule or performance situation. Such counselling is not viewed to
form part of formal disciplinary action but is rather a part of day-to day
communication within the organization. Formal procedures do not have to
be invoked every time a rule is broken or standard is not met. Informal
advice and correction is accepted as the best and most effective way to
deal with minor violations of work discipline.
Repeated misconduct according to degree as severity may call for final
warning or other action short of dismissal. Dismissal would be reserved
for cases of serious misconduct or repeated offences. The seriousness of
the offence will determine the action to be taken and not necessarily, the
number of occasions the misconduct was committed. The Director makes
the required final decision.
Employment Status and Records

Child Labour
ADANI has a policy of not recruiting a person of age below 18
years as per Factories Act 1948.
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1. The Factory will consider employment of the child once he /

she are 18 years old or the legal working age.
2. Also at the time of hiring a worker, attached proof of age
shall be checked so that child labour is not entertained.
Access to Personal Files
ADANI maintains a personal file on each employee. The personal file
includes such information as the employees personnel record, resume,
documentation of performance appraisal and salary increases, and other
employment record.
Personal files are the property of ADANI, and access to the information
they contain is restricted. Generally, only HUMAN RESOURCE
personnel have the access to these files.
Employee Benefit Programs

Employee Benefits
Eligible employees at ADANI are provided with a wide range of benefits.
A number of the programs cover all employees in the manner prescribed by
law.
Benefits eligibility is dependent upon a variety of factors, including
employee
Classification.
The following benefit programs are available to eligible employees:
Insurance
1. Group Accident Insurance
Provident Fund
Bonus
Gratuity
Leave encashment
LTA
5
Medical
HRA
Holidays
ADANI grants holiday time off to all employees.
Note: List of Holiday is available with [HUMAN RESOURCE
DEPARTMENT]
Earned Leave Benefits [27 days in a year]

Every worker who has worked for a period of 240 days or more in ADANI
during a calendar year shall be allowed during the subsequent calendar
year, leave with wages.Earned leaves can be availed for sickness, if
sickness is of longer duration and sick leave is insufficient to cover the
sick period. The decision to be made by the management
The leave shall not be carried forward and encased at the end of the year.
Earned leave is calculated based on base pay rate of the last month and
does not include any special forms of compensation, such as incentive,
commissions, bonuses etc.
Example: current salary/26 * 27
Maternity Leave Benefits

MATERNITY BENEFIT ACT, 1961
( No. 53 of 1961)1An Act to regulate the employment of women in certain
establishment
For certain period before and after child-birth and to provide for maternity
benefit and certain other benefits
Every eligible woman is entitled to receive maternity benefit for a
maximum period of 12 weeks. She shall be paid the full salary for the 12
week period.
Note:
Eligible employee refers employee who have
completed one year service with ADANI.
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All leave shall be recommended and sanctioned by
Admin. /HRD department in consultation with HOD
and the Directors.
In case of any emergency, the employee can submit
the prescribed leave application form on the same
day (For one full day or more or for half day).
Bonus:
THE PAYMENT OF BONUS ACT, 1965
1
[An Act to provide for the payment of bonus to persons employed in certain
establishments on the basis of profits or on the basis of production or productivity.
Bonus is mandatory if the Salary is not above 10000 and will be calculated
on basic
(Min 8.33 to Max 20%). A minimum bonus which shall be 8.33 per
cent of the salary or wage earned by the employee during the accounting year If
allocable surplus exceeds the amount of minimum bonus, then bonus shall be
payable at higher rate subject to a maximum 20% of salary/wages.
But if your salary exceeds 10000 then it is on employer's will.
Provident Fund:
The rate of provident fund is fixed by the Central Government in
consultation with the Central Board of trustees, Employees' Provident Fund every
year during March/April. Currently it is: 12% (basic salary ceiling up to 6500,
then company to cut the pf of the employee).
Benefits:
A) A member of the provident fund can withdraw full amount at the credit in the
fund on retirement from service after attaining the age of 55 year. Full amount in
provident fund can also be withdrawn by the member under the following
circumstance:
A member who has not attained the age of 55 year at the time of
termination of service.
A member is retired on account of permanent and total disablement due to

bodily or mental infirmity.
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On migration from India for permanent settlement abroad or for taking

employment abroad.
In the case of mass or individual retrenchment.
Gratuity.
Payment of Gratuity Act, 1972
(1) Gratuity shall be payable to an employee on the termination of his
employment after he has rendered continuous service for not less than five years, (a) on his superannuation, or
(b) on his retirement or
(c) on his death or disablement due to accident or disease:
The employer shall arrange to pay the amount of gratuity within thirty days from
the date it becomes payable to the person to whom the gratuity is payable. The
calculation of gratuity is as below:
Last basic/26 x 15 days x number of years of service
4.6
SODEXHO PASS MEAL VOUCHERS
The Definition of Fringe Benefit Under the new chapter XII H (As per
Subsection (2) of Section II5 WB of Income Tax Act, 1961), excludes
(i) Expenditure on, payment for, food or beverages provided by the employer to
his employee in office or Factory;
(ii) Any expenditure, or payment through Paid Vouchers, which are not
transferable and usable only at eating joints or outlets.
In this Section, exemption has been granted completely for paid vouchers
provided to the employees. Hence there is No FBT on employer on Sodexho Pass
meal vouchers given to employees.
With the shifting of tax liability on employer from employees in respect to certain
fringe benefits , these fringe benefits, which were hitherto taxable in the hands of
employees as perquisite , will no longer be taxable in their hands. Thus those
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items now chargeable to tax under FBT (Chapter XII H) have been deleted from
Rule 3 , which dealt with valuation of perquisites in the hands of the employee.
Paid vouchers being one of the items
MEDICAL REIMBURSEMENT
The employee can get exemption for Medical Reimbursement
himself /herself and his/her family under Income Tax as under: -
received for
For Medical Reimbursement up to Rs.15000/- the employee has to submit the

actual bills along with doctor's prescription.
It includes:
a) the spouse and children of the individual,
b) the parents, brothers and sisters of the individuals who are wholly or mainly
dependent on him. (Employee has to certify that these persons are dependent on
him/her).
Leave Travel Allowance (LTA):

For LTA the deduction is restricted to journeys performed within India.
Also note following on this deduction
1. Exemption on LTA is available in respect of two journeys performed in a
block of Four Calender years( 1998-2001, 2002-2005, 2006-2009, 2010-2013 and
so on).
2. If an assessed has not availed LTA during any of the specified four-year
block periods (for e.g. 2006-2009), then he can carry over such exemption and can
claim in the first calendar year of next block (i.e. in 2010 for 2010-13
block).However the carry over can be for one journey only.
3. The exemption is available in respect of rail fare/air fare only i.e. no other
exps. Like taxi, lodging/boarding charges will qualify for exemption.
MOBILE PHONE POLICY

Introduction
The objective of this policy is to facilitate the Employees in their jobs by
increasing communication within the organization and especially with the
customers and to prevent them from the hassle of purchasing Sim Cards / Hand
Sets.
Objective
This policy has been introduced to:
define clearly who is entitled to a cell phone and how the costs of
purchasing the asset plus ancillary equipment, and the rental and call costs
will be met.
streamline statement administration and payment, and the reimbursement
of the costs of business calls.
Applicability
Employees at the level of executive of special duties and Managers.
Employees who by virtue of their function have a constant need to be in
contact with other employees and to attend external customers or office
work through mobile phone.
Reimbursement rules
Company is entitled to pay monthly rental charges + taxes + call charges

up to a limit as per the grades & perks.
Bill amount exceeding other than official calls should be recovered by the
employees.
Expenses in excess of approve limits can be reimbursed only on approval
from their immediate reporting authority.
At top management levels reimbursement can be direct and full.
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Time Keeping / Pay Roll

Pay Day
All employees and associated members are paid on 7 th/ 8th of every month.
Each pay (Cash/ Bank) includes earnings for all work performed till the
end of previous pay roll period.
In the event that a regularly scheduled pay day falls on an off day such as a
weekend or holiday, employees and associated members receive pay before
or after the regular pay day. Incase of any changes notice shall be priorly
put on the board.
Employees receive salary slip from ADANI payroll department.
Employment Termination
Termination of employment is an inevitable part of personnel activity with
any organization, and many of the reasons for termination are in routine.
Below are examples of some of the most common circumstances under
which employment is terminated.
Travel & Accommodation

1.1
Policy Statement
All staff should adhere to the travel and accommodation policy when
travelling for factory business purpose. The factory recognises that
business travel is generally inconvenient and seeks to make such
inconvenience more comfortable at a cost that is appropriate for the
factorys size and cash flows.
Objective
The objective of the travel and accommodation policy is that the employee
can be in the required location to do business. All travel arrangements are
intended to be comfortable, practical and economical ensuring the
employee endures no discomfort when they are required to travel or stay
away from home.
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Application
The travel and accommodation policy is successfully applied when travel
is completed within budget at no discomfort to the employee.
1.2
Taxi Fares
Policy
Employees who are travelling on work related business and who require
the use of a taxi for travel should pay the fare and then forward an all
expenses form with receipt to accounts to be reimbursed.
Equal Employment Opportunity

Policy Statement
ADANI provides with equal employment opportunity to all qualified
persons without discrimination on the basis of age, sex, race, disability,
marital status or religion in accordance with applicable local, state and
national laws and regulations.
All employment and promotion decisions will be based solely upon
individuals qualifications, experience, and prior contribution and
demonstrated capacity to perform at higher or improved levels of
performance and will be in accordance with the principle of equal
employment opportunity. ADANI will take whatever affirmative action
is necessary to attract and retain qualified persons.
Objective
The objective of the Equal Opportunity Policy is to support the
attraction and retention of employees that contribute most to the
development of the ADANI business.
Application
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The Equal Employment Opportunity policy is successfully applied
when all posts are filled by the best qualified and experienced
candidates available regardless of personal circumstances.
Health, Safety & Environment

Policy Statement
ADANI is committed in providing and maintaining a safe work
environment for health, safety and welfare of staff, contractors, visitors
and members of the public who may be affected by our work.
ADANI will:
Develop and maintain safe systems of work, and a safe working
environment
Provide information/ PPEs and training at all levels in the organization
to enable all employees to support this policy.
Assess all the risks involved in new areas of operation, purchasing new
equipment, and implementing new work methods and that these risks
continue to be reviewed.
Everyone is responsible and will be held accountable for:
Identifying practices and conditions which could injure employees,
clients, members of the public or our environment
Implementing steps to control such situations
If unable to control such practices and conditions reporting these to
their superiors
ADANI demands a positive attitude and performance with respect to
health, safety and the environment from all the employees irrespective of
their position.
Smoking
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ADANI employs a non smoking policy. Smoking is not permitted on
ADANI property or offices at any time. Smoking is harmful to the health
of those who smoke and those around them (passive smokers).
Consequently, smoking while on company premises is considered as a
gross misconduct and will render an employee liable to instant dismissal.
Alcohol, Drugs (& Other Substance of Abuse)

This policy is applicable to all levels throughout ADANI. The policy is not
concerned with social drinking or taking prescribed drugs for medical
purposes. The concern is directed to instances where alcohol or other drug
dependence or abuse affects the job performance and or/safety of any
employee(s).
ADANI is concerned by factors affecting an employees ability to safely
and effectively perform work to a satisfactory standard. The company
recognises alcohol or other drug abuse will cause short-term or long-term
impairment to such work performance.
Workers Compensation
All employees, including part-time, temporary, and probationary
employees, are eligible for workers compensation benefits in the event of
an injury arising from, or in the course and scope of their employment.
The process to be followed if an injury occurs is as follows:
The first priority in the event of an injury at work is medical attention.
The injured worker or nearest colleague should initially contact one of
ADANI first aid worker attendants.
In the event of any apparently serious injury an ambulance should be
called for.
Any employee who sustains an on-the-job injury, experiences a safety
incident or near miss must report the incident to their manager
The manager must then complete a report in the Register of Injuries,
Incidents and Near Misses.
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Performance Management System

Introduction
We aim to be an employer of choice one where people want to work. As a
business we are committed to give all members of our team every
opportunity to develop their careers, to contribute to our business and to
share in its success.
The Performance Management System is designed to support the
completion of the work of the organisation. It also defines measures and
recognises the contribution of individuals to help the organisation establish
achievable goals.
Performance Management Philosophy

We believe that everyone who comes to work does want to utilize their
potential and develop their relationships with others (managers, colleagues
and clients).
Work is characterised by feelings of satisfaction, frustration, opportunity,
exasperation, stimulation, excitement and even feelings of fairness and
dishonesty. To succeed and excel, we recognise people need to know what
is expected of them, what authority they have and how they are
performing. In addition to it the approach of managing them needs to be
consistent.
If our organisation can help its people feel more of the positive emotions
and eliminate most of the negative then we will have come a long way to
being an employer of choice.
Performance Appraisal Review System

Performance Appraisal is the process of obtaining, analyzing and
recording information about the relative worth of an employee. The focus
on the performance appraisal is to measure and improve the actual
performance of the employee and also the future potential of the
employee. Its main aim is to measure how efficiently an employee
performs the duty assigned to him/her.
It is a powerful tool to reward performance of the employee. It helps to
analyze the achievements and evaluate the contribution of employees
towards the achievements of the overall organizational goals.
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By focusing the attention on performance, performance appraisal goes to
the heart of personnel management and reflects the managements interest
in the progress of the employees.
Introduction of Topic
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TRAINING
Training is concerned with imparting developing specific skills for
a particular purpose. Training is the act of increasing the skills of
employees for doing a particular job. Training is the process of learning a
sequence of programmed behaviour.
In earlier practice, training programme focused more on
preparation for improved performance in particular job. Most of the
trainees used to be from operative levels like mechanics, machines
operators and other kinds of skilled workers. When the problems of
supervision increased, the steps were taken to train supervisors for better
supervision.
DEVELOPMENT
Management development is all those activities and programme
when recognized and controlled have substantial influence in changing the
capacity of the individual to perform his assignment better and in going so
all likely to increase his potential for future assignments.
Thus, management development is a combination of various
training programme, though some kind of training is necessary, it is the
overall development of the competency of managerial personal in the light
of the present requirement as well as the future requirement.
Development an activity designed to improve the performance of
existing managers and to provide for a planned growth of managers to
meet future organizational requirements is management development.
NATURE OF TRAINING AND DEVELOPMENT

In simple terms, training and development refers to the imparting
of specific skills, abilities and knowledge to an employee. A formal
definition of training & development is it is any attempt to improve current
or future employee performance by increasing an employees ability to
perform through learning, usually by changing the employees attitude or
increasing his or her skills and knowledge.
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The need for training & development is determined by the
employees performance deficiency, computed as follows:
AIMS OF TRAINING & DEVELOPMENT

The fundamental aim of training is to help the organization achieve
its purpose by adding value to its key resource the people it employs.
Training means investing in the people to enable them to perform better
and to empower them to make the best use of their natural abilities. The
particular objectives of training are to:
Develop the competences of employees and improve their performance.
Help people to grow within the organization in order that, as far as
possible, its future needs for human resource can be met from within.
Reduce the learning time for employees starting in new jobs on
appointment, transfers or promotion, and ensure that they become fully
competent as quickly and economically as possible.
INPUTS IN TRAINING AND DEVELOPMENTS

Any training and development programme must contain inputs
which enable the participants to gain skills, learn theoretical concepts and
help acquire vision to look into distant future. In addition to these, there is
a need to impart ethical orientation, emphasize on attitudinal changes and
stress upon decision-making and problem-solving abilities. Skills Training,
as was stated earlier, is imparting skills to employees. A worker needs
skills to operate machines, and use other equipments with least damage or
scrap. This is a basic skill without which the operator will not be able to
function. There is also the need for motor skills. Motor skills refer to
performance of specific physical activities. These skills involve training to
move various parts of ones body in response to certain external and
internal stimuli. Common motor skills include walking, riding a bicycle,
tying a shoelace, throwing a ball and driving a car. Motor skills are needed
for all employees from the clerk to the general manager. Employees,
particularly supervisors and executives, need interpersonal skills popular
known as the people skills. Interpersonal skills are needed to understand
one self and others better, and act accordingly.
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Of interpersonal skills include listening, persuading, and showing
an understanding of others feelings. Education The purpose of education
is to teach theoretical concepts and develop a sense of reasoning and
judgment. That any training and development programme must contain an
element of education is well understood by HR specialist. Any such
programme has university professors as resource persons to enlighten
participants about theoretical knowledge of the topic proposed to be
discussed. In fact organizations depute or encourage employees to do
courses on a part time basis. Chief Executive Officers (CEOs) are known
to attend refresher courses conducted by business schools. Education is
important for managers and executives than for lower-cadre workers.
Development Another component of a training and development is
development which is less skill oriented but stressed on knowledge.
Knowledge about business environment, management principles and
techniques, human relations, specific industry analysis and the like is
useful for better management of the company. Ethics There is need for
imparting greater ethical orientation to a training and development
programme. There is no denial of the fact that ethics are largely ignored in
businesses. Unethical practices abound in marketing, finance and
production function in an organization. They are less see and talked about
in the personnel function. If the production, finance and marketing
personnel indulge in unethical practices the fault rests on the HR manager.
It is his/her duty to enlighten all the employees in the organization about
the need of ethical behaviour.
Attitudinal Changes Attitudes represent feeling and beliefs of
individuals towards others. Attitude affects motivation, satisfaction and job
commitment. Negative attitudes need tube converted into positive
attitudes. Changing negative attitudes is difficult because
1. Employees refuse to changes.
2. They have prior commitments.
3. Information needed to change attitudes may not be sufficient.
Nevertheless, attitude must be changed so that employees feel
committed to the organization, are motivated for better performance, and
derive satisfaction from their jobs and the work environment Decisions
Making and Problem Solving Skills Decision making skill and problem
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solving skills focus on method and techniques for making organizational
decisions and solving work-related problems. Learning related to decisionmaking and problem-solving skills seeks to improve trainees abilities to
define structure problems, collect and analysis information, generate
alternative solution and make an optimal decision among alternatives.
Training of this type is typically provided to potential managers,
supervisors and professionals.
TRAINING AND DEVELOPMENT AS SOURCE OF

COMPETITIVE ADVANTAGE
Companies derive competitive advantage from training and
development. Training and development programmes, as was pointed out
earlier, help remove performance deficiencies in employee.
This is particularly true when
(1) The deficiency is caused by a lack of ability rather than a lack
of motivation to perform,
(2) The individual(s) involved have the aptitude and motivation
need to learn to do the job better, and
(3) Supervisors and peers are supportive of the desired behaviours.
Training & Development offers competitive advantage to a firm by
removing performance deficiencies; making employees stay long;
minimized accidents, scraps and damage; and meeting future employee
needs. There is greater stability, flexibility, and capacity for growth in an
organization. Training contributes to employee stability in at least two
ways. Employees become efficient after undergoing training. Efficient
employees contribute to the growth of the organization. Growth renders
stability to the workforce. Further, trained employees tend to stay with the
organization. They seldom leave the company. Training makes the
employees versatile in operations. All rounder scan be transferred to any
job. Flexibility is therefore ensured. Growth indicates prosperity, which is
reflected in increased profits from year to year. Who else but well-trained
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employees can contribute to the prosperity of an enterprise? Accidents,
scrap and damage to machinery and equipment can be avoided or
minimized through training. Even dissatisfaction, complaints, absenteeism,
and turnover can be reduced if employees are trained well. Future needs of
employees will be met through training and development programmes.
Organizations take fresh diploma holders or graduates as apprentices or
management trainees. They are absorbed after course completion. Training
serves as an effective source of recruitment. Training is an investment in
HR with a promise of better returns in future. A companys training and
development pays dividends to the employee and the organization. Though
no single training programme yields all the benefits, the organization
which devotes itself to training and development enhances its HR
capabilities and strengthens its competitive edge. At the same time, the
employees personal and career goals are furthered, generally adding to his
or her abilities and value to the employer. Ultimately, the objectives of the
HR department are also furthered.
The Benefits of Employee Training How Training Benefits the
Organization:
Leads to improved profitability and/or more positive attitudes
towards profit orientation. Improves the job knowledge and skills at all
levels of the organization
Improves the morale of the workforce
Helps people identify with organizational goals
Helps create a better corporate image
Fosters authenticity, openness and trust
Improves relationship between boss and subordinate
Aids in organizational development
learns from the trainee Project Submitted by member of
MBAGuys.net
Helps prepare guidelines for work
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Aids in understanding and carrying out organizational policies.
Provides information for future needs in all areas of the
organization
Organization gets more effective decision-making and problemsolving skills
Aids in development for promotion from within
Aids in developing leadership skills, motivation, loyalty, better
attitudes, and other aspects that successful workers and managers usually
display
Aids in increasing productivity and/or quality of work
Helps keep costs down in many areas, e.g. production, personnel,
administration, etc.
Improves communication between groups and individuals:
Aids in orientation for new employee and those taking new jobs
through transfer or promotion
Provides information on equal opportunity and affirmative action
Provides information
administrative policies
on
other
government
laws
and
Improves interpersonal skills.

Makes organizational policies, rules and regulations viable.
Improves morale
Builds cohesiveness in groups
Provides a good climate for learning, growth, and co-ordination
Makes the organization a better place to work and live
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THE TRAINING PROCESS

Below outline important steps in a typical training process Needs
assessment
(a) Organizational support
(b) Organizational analysis
(c) Task and KSA analysis
(d) Person analysis Develop Training Instructional end of Validity
Objective criteria Selection and design Transfer of Validity instructional
Intraorganational training use of validity evaluation models
Interorganizational validity.
The Training Process NEEDS ASSESSMENT Needs assessment
diagnoses present problems and future challenges to be met
through training and development. Organizations spend vast sums
of money (usually as a percentage on turnover) on training and
development. Before committing such huge resources,
organizations would do well to the training needs of their
employees. Organizations that implement training programmes
without conducting needs assessment may be making errors. For
example, a needs assessment exercise reveal that less costly
interventions (e.g. selection, compensation package, job redesign)
could be used in lieu of training. Needs assessment occurs at two
levels-group and individual. An individual obviously needs when
his or her performance falls short of standards, that is, when there
is performance deficiency. Inadequacy in performance may be due
to lack of skill or knowledge or any other problem. The problem of
performance deficiency caused by absence of skills or knowledge
can be remedied by training. Faulty selection, poor job design,
uninspiring supervision or some personal problem may also result
in poor performance.
Transfer, job redesign, improving quality of supervision, or
discharge will solve the problem. Figure below illustrates the
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assessment of individual training needs and remedial measures.
Performance Deficiency Lack of skill Other Causes or Knowledge
Training Non-training Measures Needs Assessment and Remedial
Measures Assessment of training needs must also focus on
anticipated skills of an employee. Technology changes fast and
new technology demands new skills. It is necessary that the
employee be acquire new skills. This will help him/her to progress
in his or her career path. Training and development is essential to
prepare the employee to handle more challenging tasks. Deputation
to a part-time MBA programme is ideal to train and develop such
employees. Individuals may also require new skills because of
possible job transfers. Although job transfer common as
organizational personnel demands vary, they do not necessarily
require training efforts. Employees commonly require only an
orientation to new facilities and jobs.
Recently however, economic forces have necessitated significant
retraining efforts in order to assure continued employment for
many individuals. Jobs have disappeared as technology, foreign
competition, and the forces of supply and demand are changing the
face of our industry. Assessment of training needs occurs at the
group level too. Any change in the organizations strategy
necessitates training of groups of employees. For example, when
the organization decide to introduce a new line of products, sales
personnel and production workers have to be trained to produce,
sell and service the new products. Training can also be used when
high scrap or accident rates, low morale and motivation, or other
problems are diagnosed. Although training is not all, such
undesirable happenings reflect poorly-trained workforce. Needs
assessment methods how are training needs assessed? Several
methods are available for the purpose. As shown in the below
table, some are useful for organizational-level needs assessment
others for individual needs assessment.
25
DATA INTERPRETATION &

ANALYSIS
26

Q1.Since how many years you are working in the company?
Age
No. of people
0-5 Years
10
5-10 Years
20
10-15 Years
20
More than 15
10
Total
60
no of people
0-5; 17%
more than 15; 17%
0-5
5-10 years
10-15 years
more than 15
10-15 years; 33% 5-10 years; 33%
Analysis:
27

Out of 60, 10 employees are working between 0-5, 20 employees are working
between 5-10, 20emplyees are working between 10-20, 10 employees are working
more than 15 years.
Interpretation:
It can be interpreted that the maximum number of employees are working since 515 years.
28

Q2.
Do you like to attend the training program?
Response
Yes
No
Total
No of employees
50
10
60
No; 6%
Yes
No
Yes; 94%
Analysis:
Out of 60, 50 employees attain training programme, and 10 employees did not
attain.
Interpretation:
It can be interpreted that the maximum numbers of employees attain training.
29

Q3
skills?
Do you feel training is necessary for any employee for developing his
Response
Yes
No
Total
No of employees
55
05
60
No; 5%
Yes
No
Yes; 95%
Analysis:
Out of 60, 55 employees said Yes and 05 employees said No.
Interpretation:
It can be interpreted that the maximum numbers of employees feels that training is
necessary.
30

Q4.
Which technique is most suitable for training?
Response
On the job
Off the job
Depends on need
Total
No of employees
30
20
10
60
Depends on need; 17%
On the Job
On the Job; 50%
Off the Job

Depends on need
Off the Job; 33%
Analysis:
Out of 60, 30 employees said on the job training is good, 20 employees said of the
job training is good, 10 employees said depends on the needs training is need is
decides.
Interpretation:
31

It can be interpreted that the maximum numbers of employees feels that on the job
training is necessary.
Q5.
Which method is most suitable for training?

Response
Step by Step Instruction
Coaching / Lecture
Conference / Discussions
Programmed Instructions.
Total
No of employees
15
16
05
24
60
Step by Step Instruction; 25%

Programmed Instructions.; 40%
Step by Step Instruction

Coaching / Lecture
Conference / Discussions
Programmed Instructions.
Coaching / Lecture; 27%

Conference / Discussions; 8%
Analysis:
Out of 60, 15 employees said Step by Step Instruction is good, 16 employees said
Coaching / Lecture is good, 05 employees said Conference / Discussions, 24
employees said Programmed Instructions are good.
Interpretation:
32

It can be interpreted that the maximum numbers of employees said Programmed
Instructions is good method of training.
33

Q6.
Do you experience fruitful changes in working efficiency after being
trained?
Response
Yes
No
Total
No of employees
40
20
60
No; 33%
Yes
No
Yes; 67%
Analysis:
Interpretation:
It can be interpreted that the maximum numbers of employees feels that training
help in improving their performance.
34
35

Q7.
Does the training enhance organization effectiveness?

Response
Yes
No
Total
No of employees
35
25
60
No; 42%
Yes
No
Yes; 58%
Analysis:
Out of 60, 35 employees said yes and 25 employees said no.
Interpretation:
It can be interpreted that the maximum numbers of employees feels that training
help in improving organization performance.
36
37
Q8.
Do company provide study material before the training program?

Response
Yes
No
Total
No of employees
60
00
60
Yes
No
Yes; 100%
Analysis:
Interpretation:
It can be interpreted that the organization provides study materials.
38
39

Q9.
Are you satisfied with the training procedure?

Response
Fully Satisfied
Partly satisfied
Satisfied
Dissatisfied
Total
No. of employees
20
13
15
12
60
dissatisfied; 20%
Fully Satisfied; 33%
Fully Satisfied
Partly satisfied
satisfied
dissatisfied
satisfied; 25%
Partly satisfied; 22%
Analysis:
Out of 60, 20 employees are fully satisfied, 13 employees are partly satisfied, 15
employees are satisfied and 12 employees are dissatisfied.
Interpretation:
It can be interpreted that the maximum number of employees fully satisfied.
40
41

Q10.
Do you get innovative ideas during training?
Response
Yes
No
Total
No of employees
50
10
60
No; 5%
Yes
No
Yes; 95%
Analysis:
Interpretation:
It can be interpreted that the maximum numbers of employees get ideas during
training session.
42
FINDING & RESULTS
43
Findings and Results
It is found that the Employees like the training programme.

The company conducts training at frequent intervals.
Employees are satisfied with the training sessions done in company.
Employees are happy that they are considered as important part in
company.
Employees are always ready for training sessions.
Employees are generous to get involved in the training session and take
part actively.
44
BIBLIOGRAPHY
45
BIBLIOGRAPHY:
1. Making performance work effectively: - Philip Tom: McGraw Hill Book
Company: England: 1983.
2. Principles and procedures in evaluating performance: John C. Flanagan:
volume 28.
3. Public Personal Administration: S L Goel: Sterling Publishers Pvt. Ltd.: New
Delhi.
4. Training & Development: A Better way: Robert Hayden: Volume 52.
5. Research Methodology Methods and Techniques: Kothari C. R.: Willey Easter:
New Delhi.
6. P. Jyothi, P., Venkatesh, D.N., Human Resource Management
7. Kothari, C. R., Methods and Techniques, New Delhi, New Age International
Publications
8. Aswathappa, K., Human Resource Personal Management
Websites Search:
www.wiki.com
www.google.com
www.msn.com
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A Study Of Employees Training And Development

Data Interpretation And Analysis

Finding And Results

A Study Of Employees Training And Development

Discipline and code of conduct

A Study Of Employees Training And Development

1. Office time of the Organization starts from 9:00 am to 5:00 pm

A Study Of Employees Training And Development

No employee will use Organizations telephone and fax facilities

Disciplinary code and procedure:

Employment Status and Records

A Study Of Employees Training And Development

1. The Factory will consider employment of the child once he /

Employee Benefit Programs

A Study Of Employees Training And Development

Earned Leave Benefits [27 days in a year]

Maternity Leave Benefits

A Study Of Employees Training And Development

A member is retired on account of permanent and total disablement due to

A Study Of Employees Training And Development

On migration from India for permanent settlement abroad or for taking

In the case of mass or individual retrenchment.

SODEXHO PASS MEAL VOUCHERS

A Study Of Employees Training And Development

For Medical Reimbursement up to Rs.15000/- the employee has to submit the

Leave Travel Allowance (LTA):

MOBILE PHONE POLICY

A Study Of Employees Training And Development

Company is entitled to pay monthly rental charges + taxes + call charges

A Study Of Employees Training And Development

Time Keeping / Pay Roll

Travel & Accommodation

A Study Of Employees Training And Development

Equal Employment Opportunity

A Study Of Employees Training And Development

Health, Safety & Environment

A Study Of Employees Training And Development

Alcohol, Drugs (& Other Substance of Abuse)

A Study Of Employees Training And Development

Performance Management System

Performance Management Philosophy

Performance Appraisal Review System

A Study Of Employees Training And Development

A Study Of Employees Training And Development

A Study Of Employees Training And Development

NATURE OF TRAINING AND DEVELOPMENT

A Study Of Employees Training And Development

AIMS OF TRAINING & DEVELOPMENT

INPUTS IN TRAINING AND DEVELOPMENTS

A Study Of Employees Training And Development

A Study Of Employees Training And Development