Summer Training Project Report

On
TRAINING AND DEVELOPMENT PROCESS
IN HDFC

Submitted in Partial Fulfillment of the Requirement

For the Degree
Of
BACHLEOR OF BUSINESS ADMINISTRATION
(BBA)
(Session 20010-2013)
Submitted by:
Name: Monika
Roll No:-104082461678

Nepra (Banur), Chd.-Patiala Highway, Near Chandigarh

(Punjab Technical University)
Website:-www.aryans.edu.in

STUDENT DECLARATION
I, Monika hereby declare that the project report on TRAINING AND
DEVELOPMENT PROCESS IN HDFC complied and submitted under the
guidance of Mr. Atul Rajput is my original work. The empirical finding in
this reports are based on the annual reports of the company. While preparing
this report, I have not copied material from any report.

Monika
BBA VthSem
Roll No. - 0840970422

ACKNOWLEDGEMENT
It is not a single mans effort which is sufficient for the
accomplishment of a Research. Various factors, situations and persons
integrate to provide the background for accomplishment of a task requires
the effort of so many people and the work is no different.
I acknowledge here the names of those people who have been
instrumental in preparation of their Research.
The Research also could not have been completed without the
guidance

of

Mr. Atul Rajput .My grateful thanks are also due various others
technocrats, who inspire of there multifarious pre-occupation, were kind
enough to spare time to grant me personal help and others cooperative
activities. I would also like to thanks co-operation for providing the
performance appraisal and supplemental information used in this study.
(Monika)

Executive Summary
HDFC Standard Life Insurance Company Ltd. is one of Indias leading
private life insurance companies, which offers a range of individual and
group insurance solutions. It is a joint venture between Housing
Development Finance Corporation Limited (HDFC Ltd.). HDFC and
Standard Life first came together for a possible joint venture, to enter the
Life Insurance market, in January 1995.
The company was incorporated on 14th August 2000 under the name of
HDFC Standard Life Insurance Company Limited. Since October 1995, was
to be the first private company to re-enter the life insurance market in India.
HDFC are the main share holders in HDFC Standard Life Insurance Co. Ltd.
With 83% and Standard Life owns 17%. The company has a presence in 80
locations, the most recent additions being Durgapur, Guwahati and Vapi. Its
total market share for the same period is 9.2%.

INTRODUCTION

HDFC Standard Life Insurance Company Ltd. is one of Indias leading

private life insurance companies, which offers a range of individual and group
insurance solutions. It is a joint venture between Housing Development
Finance Corporation Limited (HDFC Ltd.), Indias leading housing finance
institution and one of the subsidiaries of Standard Life plc, leading providers
of financial services in the United Kingdom. Both the promoters are well
known for their ethical dealings and financial strength and are thus committed
to being a long-term player in the life insurance industry all important
factors to consider when choosing your insurer.
HDFC IS A HIGHLY DIVERSIFIED GROUP. ITS GROUP COMPANIES
ARE:
HDFC Limited
HDFC Bank Limited
HDFC Securities Limited

HDFC STANDARD LIFE INSURANCE:

HDFC Standard Life Insurance HDFC Standard Life Insurance Company is a
joint venture between India's largest housing finance provider, HDFC and
Europe's largest mutual life assurance company - The Standard Life
Assurance Company (U. K).
HDFC Standard Life Insurance Company Limited is the First Private Sector
Life Insurance Company to be granted a license.
FOREIGN PARTNER:
Standard Life, UK:
Standard Life, UK, founded in 1825, has been at the forefront of the UK
insurance industry for 175 years by combining sound financial judgement
with integrity and reliability. It is the Largest Mutual Life company in Europe
and has total assets of Rs. 5,50,000 crore.

THE PARTNERSHIP :
HDFC and Standard Life first came together for a possible joint venture, to
enter the Life Insurance market, in January 1995. It was clear from the outset
that both companies shared similar values and beliefs and a strong
relationship quickly formed.
Towards the end of 1999, the opening of the market looked very promising
and both companies agreed the time was right to move the operation to the
next level. Therefore, in January 2000 an expert team from the UK joined a
hand picked team from HDFC to form the core Research team, based in
Mumbai.
Around this time Standard Life purchased a further 5% stake in HDFC and a
5% stake in HDFC Bank.

Incorporation of HDFC Standard Life Insurance Company Limited:

The company was incorporated on 14th August 2000 under the name of
HDFC Standard Life Insurance Company Limited.
Their ambition since October 1995, was to be the first private company to reenter the life insurance market in India. On the 23rd of October 2000, this
ambition was realised when HDFC Standard Life was the only life company
to be granted a certificate of registration.

HDFC are the main shareholders in HDFC Standard Life, with 81.4%, while
Standard Life owns 18.6%. Given Standard Life's existing investment in the
HDFC Group, this is the maximum investment allowed under current
regulations.

Their Mission:
They aim to be the top new life insurance company in the market.
This does not just mean being the largest or the most productive company in
the market, rather it is a combination of several things like

Customer service of the highest order

Value for money for customers

Professionalism in carrying out business

Innovative products to cater to different needs of different customers

Use of technology to improve service standards

Increasing market share

INCORPORATION OF HDFC STANDARD LIFE

INSURANCE CO. LTD.
The company was incorporated on 14th August 2000 under the name of HDFC
Standard Life Insurance Company Limited.
Their ambition since October was the only life insurance company to be
granted the certificate of registration.
HDFC are the main share holders in HDFC Standard Life Insurance Co. Ltd.
With 83% and Standard Life owns 17%

HIERARCHY OF HDFC STANDARD LIFE INSURANCE MEERUT

BRANCH
Zonal manager

Team manager

SM

SM

Team manager

Team manager

SM

SM

SM

10

SM

SM

HDFC standard Life insurance Tops Premium Income Chart It has topped
the premium income chart among private insurance players for the third year
in a row. It logged a premium income of Rs 989 crore in the financial year
2003-04. This reflects a 135% growth over last years income of Rs 420
crore.

Paid-up capital up to Rs 925 crore HDFC standard Life insurance Company, India's number one private life
insurer, has increased its capital base by Rs 100 crore, taking its total paid-up
equity capital to Rs 925 crore. This is the eleventh equity hike since the
company was incorporated in December 2000.
The two partners, RELIANCE have been issued 10 crore equity shares of Rs
10 each, in their existing proportions of 74:26 respectively. The authorized
capital of the company stands at Rs 1200 crore. HDFC standard Life
insurance continues to have the highest capital base amongst all life insurers
in the country.
The company has a presence in 80 locations, the most recent additions being
Durgapur, Guwahati and Vapi. In December 2004, HDFC standard Life
insurance total market share amongst private life insurers stood at 31%, and
its share in the retail business was 35%. Its total market share for the same
period is 9.2%.

11

The additional capital will be used to meet capital adequacy norms as

stipulated by the regulator, and will fund the high up-front expenses typical to
a life insurance business, and expansion plans such as opening new branches.
In the life insurance business, a number of expenses are incurred up-front, but
the revenue, in the form of premium, flows over a 10-15 year time frame.
The company has grown to 69 locations in the past quarter, only recently
adding Bareilly, Faridabad, Gwalior, Salem, Varanasi and Vapi to its
distribution network. Its total branch network stands at 90 branches.

ASSUMPTIONS: To sell their insurance policies they need an efficient professional to know
about their policies briefly and clearly so that they can explain to the
customer, and to describe the benefits of their policies and difference between
the other companies policies and able to sell it. So the company is looking for
professionals to recruit them and to train them to get maximum benefit.
So they are focusing on segments like : Chartered Accountants.
Lawyers And Advocates.
Doctors.
Bankers.
Accountants.
NGO Workers.
Teachers.

12

REASONS TO JOIN HDFC STANDARD LIFE INSURANCE: It is the largest private player in the insurance industry in India.
Sold over 3.5 lakh policies till date.
Sell one policy every 1 minute.
Collected Rs.500 crores as premiums.
It is first co. to introduce unit linked life insurance products.
It is a 47-year-old institution (est.1955).
It is the largest financial institutions in India.
RELIANCE is the largest private sector bank in India.
RELIANCE is one of the largest banks in the country.
RELIANCE venture funds management co. Ltd is Indias largest
venture capital company.
Prudential RELIANCE mutual fund has emerged as one of Indias
largest mutual funds the corpus of the fund is over Rs.6000 crores.

POLICIES IN HDFC STANDARD LIFE INSURANCE

1. Endowment Assurance Plan:
This plan is with profits saving plan and is well suited for saving money for
your long term financial goals. This plan also helps provide for the needs of
your family in your absence by paying out a lump sum in the event of your
unfortunate death during the term of the policy.
- Single Life Endowment Plan

13

- Joint Life Endowment Plan

2. Money Back Plan:

This plan helps you plan for future anticipated expenses by paying periodic
cash lump sums to you at regular intervals. This plan also helps provide for
the needs of your family in your absence by paying them the basic sum
assured plus any bonus additions in the event of your unfortunate death
during the term of the policy.

3. Term Assurance Plan:

If you have a family that you care for, you should consider what would
happen in case of your unfortunate death. The emotional void cannot be filled,
but financial insecurity can be avoided. By taking this affordable life
insurance plan, you can provide for the well-being of your family in case of
your unfortunate death. This plan comes to you at a minimal cost and is wellsuited for the value-conscious customer.

4. Loan Cover Term Assurance:

If you are taking a loan to buy a house for your family, this plan can help you
ensure that life's uncertainties do not affect their shelter. It is an affordable
plan that has been designed to help your family repay the outstanding loan in
case of your unfortunate death.
14

5. Personal Pension Plans:

This participating (with profits) plan is basically a savings contract, which is
designed to provide an income for life from retirement. It does this by
providing a notional lump sum on retirement, comprising of sum assured plus
any attaching bonus. Subject to the prevailing regulations, part of this lump
sum can be taken in form of cash and the rest converted to an annuity at the
rate then offered by HDFC Standard Life. Alternatively, if it is permitted by
the prevailing regulations, the notional lump sum can be used to buy an
annuity with any other company.

Effectiveness of training and development in HDFC STANDARD

LIFE INSURANCE LTD :
Training and development programmes are quite effective in HDFC
STANDARD LIFE INSURANCE LTD as it has increased operational
outcomes. Workers are satisfied with the training programme organizes in
HDFC STANDARD LIFE INSURANCE LTD. Even Manager are given
executive development packages to improve their efficiency.
Traning effectiveness charts are also maintained in HDFC STANDARD
LIFE INSURANCE LTD moreover they are having a regular display of the
traning and development programmes at their notice boards.
For improving effectiveness of training and development

15

1. Specific training objectives are out line in HDFC STANDARD LIFE

INSURANCE LTD to improve performance.
2. The trainee should be aware of the benefits of training.
3. New employees should be given special training.

16

TRAINING
Traditionally the term training refers to a process by which the aptitude, skills
and abilities of employees to perform specific jobs are increased.
In modern sense the meaning of the term training is linked with its origin in
the behavioral science. It is regarded as one of the means to bring about a
change in behaviour.
(i)

Training should shape the behaviour of individuals towards pre-

determined goals. Thus if no behavioral change occurs, training efforts

should be regarded as fertile.
This, definition of training seems to refers to training by objectives and
emphasizes on shaping behaviour determining training needs as they are
related with the objectives of the organizations. Training goal is a sub-goal of
the organisational goal and not an end in itself. The evaluation of training
as regards effectiveness is the achievement of behaviour changes, which was
pre determined and defined in advance. The benefits of training are stated to
lie in reduced learning time to reach acceptable improved performance on
present job attitude formation aid in solving operational problems filling
manpower needs and benefiting employees themselves in as much as
they acquire new knowledge and job skills to increase their market value and
earning power.
Employee, training tries to improve skills or add to the existing level of knowledge
so that the employees is better copped to do his present job or to prepare him
for higher position with increased responsibilities however individual growth
is not an end in itself organisation growth needs to be worked with the

17

individuals growth. The concern is for the organizations viability that it

should adopt itself to a changing environment.

18

NEED AND IMPORTANCE OF TRAINING

A)

NEED OF TRAINING:

The need for the training of employees would be clear from the observations
made by different authorities.
1. To increase Productivity: Instructions can help employees increase their level of performance on their
present assignment. Increased human performance often directly
leads to increased operational productivity and increased company
profit. Again, increased performance and productivity, because of
training, are most evident on the part of new employees who are not
yet fully aware of the most efficient and effective ways of performing
their jobs.
2. To improve quality: Better informed workers are less likely to make operational mistakes.
Quality increases may be in relationship to a company product or service, or in
reference to the intangible organisational employment atmosphere.
3. Personal Growth: Employees on a personal basis gain individually from their exposure to
educational experiences. Again, Management development programmes
seem to give participants a wider awareness, an enlarged skill, and enlightened
altruistic philosophy, and make enhanced personal growth possible.
4. To improve health and safety :Proper training can help prevent industrial accidents. A safer work
environment leads to more stable mental attitudes on the part of employees.

19

Managerial mental state would also improve if supervisors know that they can
better themselves through company designed development programmes.
5. Obsolescence prevention: Training and development programmes 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 himself to
technological changes.

B) IMPORTANCE OF TRAINING:
Training is a practical and vital necessity because, apart from the other
advantages mentioned above, it enables employees to develop and rise within
the organisation, and increase their market value, earning power and job
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 company

C.

PRINCIPLES AND CONCEPTS OF TRAINING :

A successful training programme presumes that sufficient care has been taken to
discover areas in which it is needed most and to he necessary environment for
its conduct. The selected trainer should be one who clearly understands his
job and ,has professional expertise, has an aptitude and ability for teaching,
possesses a pleasing personality and a capacity for leadership, is well-versed
in the principles and methods of training, and is able to appreciate the value
of training in relation to an enterprise.
20

D. STEPS IN TRAINING PROGRAMME:

Training programmes are a costly affair, and a time consuming process.
Therefore, they need to be drafted very carefully. Usually in the
organisation of training programmes, the following steps are considered
necessary
1.

Discovering or identifying the training needs.

2.

Getting ready for the job.

3.

Preparation of the learner.

4.

Presentation of operations and knowledge.

5.

Performance try-out.

6.

Follow-up and evaluation of the programme.

1.

DISCOVERING OR IDENTIFYING TRAINING NEEDS

A training programme should be established only when it is felt that it

would assist in the solution of specific operational problems. The most
important step, in the first place, is to make a thorough analysis of the entire
organisation, its operations and manpower resources available in order to
find out the trouble spots where training may be needed.
2. GETTING READY FOR THE JOB :
Under this step, it is to be decided who is to be trained - the newcomer or the
older employee, or the supervisory staff, or all of them selected from
different departments. The trainer has to be prepared for the job, for he is
the key figure in the entire programme.

21

3. PREPARATION OF THE LEARNER:

(i)

In putting the learner at ease (so that he does not feel nervous
because of the fact he is on a new job).

(ii)

In stating the importance and ingredients of the job, and its

relationship to work flow.

4. PRESENTATION OF OPERATIONS AND KNOWLEDGE:

This is the most important step in a training programme. The trainer
should clearly tell, show, illustrate and question in order to put over the new
knowledge and operations. The learner should be told of the sequence of the
entire job, and why each step in its performance is necessary.

5.

PERFORMANCE TRY OUT :

Under this, the trainee is asked to go through the job several times
slowly, explaining him each step. Mistakes are corrected, and if necessary,
some complicated steps are done for the trainee the first time.

22

E. TRAINING METHODS/ TECHNIQUES : - .

The forms and types of employee training methods are inter-related. It is
difficult, if not impossible; to say which of the methods or combination of
methods is more useful than the other. In fact, methods are multifaceted in
scope and dimension, and each is suitable for a particular situation. The
best technique for one situation may not be best for different groups or
tasks.

Classification of Training Methods :

a)

On the job.

b)

Vestibule

c)

Apprenticeship.

d)

Classroom methods 1. Lectures

2. Conference
3. Case Study

a)

On the job training:

Under this technique, an employee is placed in a new job and is told

how it may be performed. It is primarily concerned with developing in an

employee a repertoire of skills and habits consistent with the existing
practices of an organisation, and with orienting him to his immediate

23

problems. It is mostly given for unskilled and semi-skilled jobs - clerical, and
sales Jobs.
There are a variety of OJT methods, such as coaching or under study; job
rotation; and special assignments. Under coaching or under study method
(which is also known as internship and apprenticeship method), the
employee is trained on the job by his immediate superior.
In job rotation, a management trainee is made to move from job to job at
certain intervals. The jobs vary in content.
Special assignments or committees are other methods used to provide lower
level executives with first hand experience in working on actual
problems. Executives from various functional areas serve on boards and
are required to analyze problems
.

b)

Vestibule Training (or Training-Center Training) :

This method attempts to duplicate on-the-job situations in a
company classroom. It is a classroom training which is often
imparted with the help of the equipment and machines which are
identical with those in use in the place of work. This technique
enables the trainee to concentrate on learning the new skill rather
than on. performing an actual job. In other words, it is geared to
job duties.

24

(c)

Apprenticeship:

For training in crafts, trades and in technical areas, apprenticeship training

is the oldest and most commonly used method, especially when
proficiency in a job is the result of a relatively long training period of 2
years to 3 years for. persons of superior ability and from 4 years to 5 years
for others. The field in which apprenticeship training is offered are
numerous and range from the job of a draughtsman, a machinist, a
printer, a tool-maker, a pattern designer.

(d) Class-room or off the job methods :

Off-the-job training simply means that training is not a part of
everyday job activity. The actual location may be in the company
classrooms or in places which are owned by the company, or in
universities or associations which have no connection with the company.
These methods consist of:
1. Lectures.
2. Conferences.
3. Group Discussions.

25

EXECUTIVE DEVELOPMENT
All those persons who have authority over others and are responsible for their
activities and for the operations of an enterprise are managers. In a business
organization, the co-ordination and direction of the efforts of others is a major part of
the management job. The manager has to deal not only with the staff but also
with others outside his own group, and has a decided influence on the
organization. In any organization, each supervisor, foreman, executive is a
Manager in the area of his responsibility.
These are following:-

A.

KNOWLEDGE AND SKILLS OF THE MANAGER

In analyzing the skills of a manager, Katz speaks of three types: technical,

human and conceptual.
(1) Technical Skills are those that enable a manager to use effectively techniques,
methods, processes and equipment in performing specific jobs. To a large
extent, these skills are developed through experience and education.
(2) Human Skills refer to the ability to work effectively with others on a
person to person basic, and to build up co-operative group relations
to accomplish the organizational goals. Such skills include the ability
to communicate, motivate and lead.
(3) Conceptual Skills are those which make it possible for a manager to
consider an enterprise as a whole and evaluate the relationships which
exist between various parts or functions of a business. Top managers in
particular need these skills because they are of the maximum
importance in long-range planning.
26

B.

CHARACTERISTICS OF MANAGERS

Executive

or

management

development

activities

are

used

interchangeably. They are that part of the enterprise function which aim at
full development of managers at whatever level they are. Executive
development is a systematic process of training and management
development is a systematic process of training.
The qualities of a manager are:(i)

He earns his spurs by handling critical assignments, which are more

important than routine work done well.

(ii)

He engages in anticipatory socialization; at each stage he copies the

values of those who are a step above him.

(iii)

He moves rapidly from job to job.

NEED AND IMPORTANCE OF MANAGEMENT DEVELOPMENT

A. Need for Executive Development in Indian Context
In India today, there is a population of 100,000 to 140,000 managers
in the manufacturing sector. If the managerial personnel in other sectors is
added to this figure, the total will exceed 500,00. About 3,000 managers
are added to the managerial pool of the country every year. Of these,
1,000 get their masters degree in management and about 2,000
untrained managers are added every year to the managerial
population. A concentration of management training is found in the

27

industrial sector mostly in traditional industries and public sector

enterprises.
(i)

Management development programmes for all those who are

engaged in positions above the supervisory level of operations
- whether as Deans of hospitals, the Vice-chancellors of
Universities.

(ii)

Public administration is a vast sector which needs management

attention, because this segment has a direct relevance to economic
and social activity, for it brings functionaries into contact with the
citizenry and the entrepreneurial class.

(iii)

Management principles and techniques need to be introduced in

other areas of national economy - managerial services for
agriculture and rural development, irrigation, co-operation and animal
husbandry.

IMPORTANCE OF MANAGEMENT DEVELOPMENT:

The development of the full potential of all those who are under

their command as a prime responsibility.

Providing for the present and future needs of the firm for managerial

talent by establishing, operating and improving an management training and

development scheme.

Taking account by regular appraisal of how successful managers are

developing their own subordinates

28

Providing opportunities for every manager to take an active part in his

own development..

E.

Management Development Techniques:-

ON THE JOB TECHNIQUES

Where the object of managers development is improving on the job
behaviour, this method of training and education has its own value. It is
inexpensive and saves productive hours.
Most popular techniques under this type are
1. The coaching or guided method
2. Job rotation method, and
3. Participation in deliberations of the Boards and Committees.

OFF THE JOB TECHNIQUES

Although, as stated above, a number of on-the job management development
programmes are in vogue, they are considered inadequate for a number of
reasons.
The limitations of on-the-job techniques are:
(i)

The management process has become complex, but on -the-job

training does not allow adequate faclities, environment and teaching
expertise.

29

(ii)

Though the main objective of management development is to improve

behaviour of the managers in different environment, in actual
practice, this objective is not well achieved.

There are a wealth of executive development techniques that managers can

partake in off-the -job. Of these, the more popular ones are:

1. The case study.

2. Incident Method.
3. In basket method.
4. Conferences

1. THE CASE STUDY

In this method, an actual business situation is described, in writing, in a
comprehensive manner. The trainees are asked to appraise and analyze
the problem situation and suggest solutions.
Case study can provide stimulating discussions among participants as
well as excellent opportunities for individuals to defend their analytical
and judgment abilities.

30

2. INCIDENT METHOD
The central aim of this method is to stimulate self-development in a blend
of understanding that is essential for productive interaction. The general
trend of questioning is to find out about the what, when, where and how of
the situation in which an incident developed, and who was present there at
that time. Clues are also tracked down if they seem to offer reliable
insight into the why of behaviour.

3. IN BASKET METHOD
In this method, each team of the trainees is given a file of
correspondence bearing on a functional area of management. Each
individual studies the file and makes his own recommendations on the
situation. If he requires further information, it is supplied by the members
of the team.

31

OBJECTIVES OF THE STUDY

i.

To analyze Need and effectiveness of training and

development in organization.

ii.

To improve performance of HDFC Standard Life

Insurance Ltd.

iii.

To develop scientifically oriented and technology

competent human resources through motivation and training programs.

iv.

To generate operation activities priorities through long

term prospective planning and medium term strategic planning.

32

RESEARCH METHODOLOGY
Research methodology is a systematic way, which consists of series of action
steps, necessary to effectively carry out research and the desired sequencing
to these steps. The marketing research is a process of involves a no. of interrelated activities, which overlap and do rigidly follow a particular sequence.

RESEARCH DESIGN
Research design specifies the methods and procedures for conducting a
particular study.
A research design is the arrangement of conditions for collection and analysis
of the data in a manner that aims to combine relevance to the research
purpose with economy in procedure.

33

DATA ANALYSIS

1. Have you been done any training program during 5 years.

Response

No. of Respondents

Percentage

Yes

100

100

No

34

2. Whether objectives of the training program were explained at the

commencement of the program. .
Response

No. of Respondents

Percentage

Always

84

68

Often

16

Sometimes

16

Never

35

3. Do you feel that the objective of program is fulfilled.

Response

No. of Respondents

Percentage

Always

26

28

Often

50

48

Sometimes

24

24

Never

36

4. Whether the program was designed on the basis of participants needs .

Response

No. of Respondents

Percentage

Always

60

60

Often

24

24

Sometimes

16

16

Never

37

5. Whether the program was designed on the basis of participants needs .

Response

No. of Respondents

Percentage

Always

30

36

Often

Sometimes

62

56

Never

38

Q6. Whether the training program covers the needs of the different
participants from all the departments?
Response

No. of Respondents

Percentage

Always

68

78

Often

25

15

Sometimes

Q7. How well and effectively the Training program is organized ?

Response

No. of Respondents
39

Percentage

Well defined

35

30

Very Well Defined

65

60

Satisfactory

10

10

Q8. Which type of training do you prefer?

40

Response

No. of Respondents

Percentage

On the Job Training

60

60

Off the Job Training

35

35

Through meetings

Q9. Usefulness of the program for off the job training situation ?

Response

No. of Respondents
41

Percentage

Extremely relevant

25

25

Relevant

55

55

Just Right

20

20

Q10. Do you get any motivation through these training programs?

Response

No. of Respondents

Percentage

Yes

85

85
42

No

15

15

LIMITATIONS
1. The learners are passive instead of active participants. The lecture
method violates the principle of learning by doing. It is a one way
communication. There is no feedback from the audience.

43

2. The attention span of even a well-motivated and adequately informed

listener is only from 15 minutes to 20 minutes so that, in the course of
an hour, the attention of listeners drifts.
3. The untrained lecturer either pamplets or packs far too much
information in the lecture, which often becomes unpalatable to the listener.

44

CONCLUSION
Every organization needs to have well trained and experienced people to
perform the activities that have to be done. If the current or potential job
occupant can meet this requirement, training is not important. But when
this is not the case, it is necessary to raise the skill levels and increase the
versatility and adaptability of employees. Inadequate job performance or a
decline in productivity or changes resulting out of job redesingning or a
technological

break-through

require

some

type

of

training

and

development efforts. As the jobs become more complex, the importance of

employee development also increases.
The trainee should be interview an their response and suggestion should
be noted. Feedback is an effective method by which efficiencies and
deficiencies of the training and development programmes can be
viewed. Personnel Department must implement the good suggestions.

45

RECOMMENDATIONS
IMPROVING

EFFECTIVENESS

OF

TRAINING

&

DEVELOPMENT:-

1.

Specific training objectives should be outlined on the bases of

the type of performance required to achieve organizational
goals and objectives. And audit of personal needs compared
with operational requirements will help to determine the
specific training needs of individual employees. This
evaluation should form a well- defined set of performance
standards towards which each trainee should be directed.

2.

Attempt should be made to determine if the trainee has the

intelligence, maturity, and motivation to successfully complete
the training may be postponed or cancelled till improvements
are visible.

3.

The trainee should be helped to see the need for training by

making him aware of the personal benefits he can achieve
through better performance. He should be helped to discover
the rewards and satisfactions that might be available to him
through changes in behaviour.

4.

The training & Development programme should be planned so

that it is related to the trainees previous experiences and
background. This background should be used as a foundation
for new development and new behaviour.
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5.

If possible, the personal involvement or active participation of

the trainee should be got in the training programme. He should
be provided with opportunity to practice the newly needed
behaviour norms/

6.

As the trainee acquires new knowledge, skills or attitudes and

applies them in job situations, he should be significantly
rewarded for his efforts.

7.

The trainee should be provided with personal assistance when

he encounters obstacles.

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BIBLIOGRAPHY
1. PASSTRAK Life Insurance License Exam Manual
2. The Life Insurance Game
3. All about life insurance agents
4. Laws of Insurance
5. www.hdfc.in
6. www.yahoo.com

48

QUESTIONNAIRE

1.

Have you been done any training program during 5 years ?

a. Yes

2.

b. No

Whether the objectives of the training program were explained at the

commencement of the program ?

3.

4.

5.

a. Always

b. Often

c. Sometimes

d. Never

Do you feel that the objective of program is fulfilled ?

a. Always

b. Often

c. Sometimes

d. Never

Whether a program is designed on the basis of participants needs ?

a. Always

b. Often

c. Sometimes

d. Never

Are your satisfied with the duration of the training program ?

a. Always

b. Often

c. Sometimes

d. Never

49

6.

Whether the training program covers the needs of the different

participants from all the department ?

7.

8.

a. Always

b. Often

c. Sometimes

d. Never

How well and effectively the program was organized ?

a. Very well

b. Well

c. Satisfactory

d. Dissatisfactory

Usefulness of the program for off the work situation ?

a. Extremely relevant
c. Just right

9.

b. Relevant

d. little

Usefulness of the program for developing others?

a. Extremely relevant
c. Just right

b. Relevant

d. little

10. Which type of training do you prefer?

a. On the job

b. Through meeting

c. Class room

d. Through discussion

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11. Do you get any motivation through these training programs.

a. Yes

b. No

51