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FUNCTIONS OF HRM:
There are two major functions of Human Resource Management. They are
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1) Managerial functions
2) Operative functions
MANAGERIAL FUNCTION:
The managerial functions include
a) Planning
b) Organizing
c) Directing
d) Controlling
OPERATIVE FUNCTIONS:
The operative functions include
A. EMPLOYEMENT:
a) Job analysis
b) Human resource planning
c) Recruitment
d) Selection
e) Placement
f) Induction
C. COMPENSATION MANAGEMENT:
a) Job evaluation
b) Wage and salary administration
c) Incentives
d) Bonus
e) Fringe benefits
D. EMPLOYEE RELATIONS
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In the changing times, it has become evident that it is human resources of an
organization or a country that can lead it on the path of success. It is the
competencies and attitudes of the human resources that can make or break a
business. The business of attracting and retaining talent and nurturing it has
become imperative for the development of an organization. Innovative and
proactive HR managers have been defining new boundaries of HRM. The
turbulent and dynamic markets and the changing values and expectations of the
workforce have made the earlier concepts of personnel management irrelevant.
A new strategic role has emerged for HRM – that of a key player, to make the
organization survive and succeed in a highly competitive business environment.
INTRODUCTION TO TRAINING:
Organizations are indispensible for economic and social transformation and for
stable social functioning. Public sector organizations seek to achieve the
commanding heights of national economy. Employees are the most important of
any organizational setup.
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Michael Armstrong defines training as “the systematic development of the
knowledge, skills and attitudes required by an individual to perform adequately a
given task or a job.”
According to Edwin B Flippo, training is “the act of increasing knowledge and skill
of an employee for doing a particular job.”
The above definitions suggest that training enhances the skills and capabilities of
the individuals in an organization. For training to be successful, the employees
have to be convinced of its utility and effectiveness. A successful training
program improves the performance of an employee which in turn enhances
organizational performance.
Rapidly change in marketing, advances in IT. Privatization etc. this will place
great demands an organization on their people and on their required to lead
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them organizations have to focus on people ability to anticipate adopt and
respond rapidly to change in the environment. Training will have to integrate
itself with the corporate growth organization ANU’s LABORATORIES should
evolve a training philosophy is lain with a strategic plans. It is seen in practice
will depend on developing clean training objectives to the strategic goods and
operating plans of business. To make training more relevant its agenda will focus
on business related issues. It against its background. Then is a need for us to
study the T&D practices relating to the ANU’s LABORATORIES, HYDERABAD.
OBJECTIVES:
• To study the nature and importance of training and development
procedure at ANU’S LABORATORIES LTD and to draw conclusions and
make suggestions based on the information collected.
• To study the existing pattern of training procedure at Anu’s
laboratories.
• To evaluate the internal training programs conducted by Anu’s
laboratories ltd.
• To prepare a training schedule for the new entrants into the
organization.
• To prepare a competency matrix for their newly established
organization located at Kurnool.
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THEORITICAL ASPECT OF TRAINING
A Chinese proverb says, “If you want to plan for a year, sow rice. If you want to
plan for a decade plant a tree, but if you want to plan for a life time, train your
man power.”
Further training employees make a better and economical use of materials and
equipment; therefore wastage and spoilage are lessened, and the need for
constant supervision is reduced.
The results of training management is more efficient use of resources from plant
to machinery, less waste of scrap, higher performance levels, better quality
goods/services, the maintenance of sound customers and industrial relations and
ultimately more profitability.
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The H.R department is central to the training of old and the new employees. It
should be well equipped and have a comprehensive knowledge of the company’s
past, present and future. Sometimes unexpected contingencies, complexities
and contradictions arise in an organization. The H.R managers should be able to
deal with this. These H.R people are the most critical element in re-engineering
the organization for success. The H.R manager while chalking out a training plan
must have:
a. A vision
b. A mission
c. A strategy
d. A culture of continuity with a capacity to absorb new ideas
e. Total commitment
f. Good facilities
g. Innovative programs depending on the need
LEVELS OF TRAINING:
Training can be at different levels depending on the objectives of the training
program.
1. At individual level: - An individual may have to be trained for a particular
job.
2. Departmental: - An entire department may have to be trained for a new
technique or a new concept.
3. Organizational training: - The entire organization undergoes training at
different levels.
The above levels may be for the existing employees.
4. New recruits: - Require specialized training.
PROCESS OF TRAINING:
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ASSESSING THE TRAINING NEEDS:
Before the organization lays out the plan for training, it needs to analyze the
organizational objectives, assess the employee needs and then train the
employees accordingly. These training needs can be assessed by
• Determining the organizational goals
• Prioritizing the tasks in meeting these goals
• Determining the skills required by the employees
• Identifying deficiencies in the skill and knowledge levels of employees
The above analysis will help an organization I assessing the training
requirements.
Training is a continuous process and the responsibility of a manager does not
cease after a training program is over. He/she should analyze the performance of
employees after the training, and continue to assess the training needs from
time to time. Any gaps between the desired and actual competency levels of an
employee should be bridged through continuous and repeated training. Training
should equip the employees of the organization to take up fresh challenges in a
dynamic and competitive business environment. Once the training needs are
determined, training goals have to be established. Management should clearly
identify the results it seeks in the performance of each trained employee in the
organization. Training goals should be tangible, verifiable, measureable, and
clear to the management as well as the employees.
AREAS OF TRAINING:
Training enhances the overall performance of an organization in various ways.
Training imparted in one area can benefit the organization in many other areas.
For example, training in managing interpersonal relationships in an organization
can increase organizational productivity by improving teamwork. The major
areas where employees are normally trained in an organization are
• Company policies and procedures
• Skilled-based training
• Human relations training
• Problem solving training
• Managerial and supervisory training
Learning is the important aspect in the training program
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IMPORTANCE OF LEARNING:
Learning can be described as the process of new knowledge, skills, attitudes and
values through participation in formally organized situations and natural social
interaction. Learning is the essential ingredient of any training program and
determines its success.
For any training and development program to be effective, the training methods
should match the participant’s learning styles. Though learning cannot be
actually observed, it is possible to measure its results. As training is a form of
education whether it occurs on-the-job or off-the-job, employees are expected to
learn and apply the skills acquired from training in their job. Trainers may benefit
by using certain principles of learning and learning styles while developing and
implementing training and development programs.
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The training methods used by the organization can be basically categorized into
on-the-job methods and off-the-job methods.
ON-THE-JOB TRAINING:
On the job training takes place in a real job environment where the trainee
exposed to an actual work situation.
ADVANTAGES:
• The major advantage of this method is that the trainee will get hands on
experience.
• This form of direct learning helps the employee understand and imbibe
the training lessons better.
• This will also help in better application of the knowledge and skills gained
during training.
DISADVANTAGES:
• The disadvantage of on-the-job training is that, as the trainee is still going
through the learning process, any mistakes he commits on the job might
result in loss to the organization.
Some of the widely used on-the-job training methods are job instruction training,
apprenticeship and coaching, job rotation and committee assignments.
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JOB INSTRUCTION TRAINING:
In this method of training, the trainee is given instructions by the trainer while
performing the job on the site and any doubts of the trainee are cleared
immediately. This method is very popular because the trainee can discuss his
problems in performing the job immediately with the trainer.
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the organization and are not governed by any of the laws that are applicable to
regular employees. They do not even figure on the organization’s rolls.
Coaching is similar to apprenticeship where the coach acts as a model for the
trainee to emulate. Typically, the supervisor, or the H.R professionals function as
coaches in training the employee. Coaching is less formal than an apprenticeship
program because it is provided when needed, rather than being a part of a more
planned, structured program. Participation, feedback and knowledge transfer to
job are generally high in coaching.
JOB ROTATION:
This is a training method where the trainee is placed on various jobs across
different functions in the organization. The trainee gains cross-functional
knowledge and is equipped to take up different jobs. The time spent on each of
the jobs ranges from one or two days to several weeks. Under job rotation, the
trainee moves from one job to another, and gains job knowledge and learns new
skills from his trainers/supervisors in each of the different job assignments. This
cross-functional knowledge helps the organization in times of acute need for man
power. For example, when attrition rates in a particular trade/field are high,
knowledgeable employees from other trades/fields in the organization can fill the
vacancies temporarily. Job rotation also provides novelty and variety to the
employees who are used to doing the same job.
COMMITTEE ASSIGNMENTS:
Under the committee assignment method, a group of employees are given actual
organizational problem and are asked to find a solution. The trainees develop
their team-management skills, interpersonal skills, communication skills,
problem solving skills and leadership skills while solving the problem as a group.
OFF-JOB-TRAINING:
When the training is performed on the job, any mistake by the trainee might
result in damage to the organization, especially if it involves a customer or
something of value. To avoid such situations, off-the-job training is used.
ADVANTAGES:
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An advantage of off-the-job training is that the employee is free from
distractions of his job requirements and would be able to concentrate
better on learning the job rather than just performing it.
The employee is separated from the job situation and his attention is
focused exclusively on learning which can later lead to improved job
performance.
CLASSROOM LECTURES:
This approach is widely used for helping the employees understand the rules,
procedures and policies of the organization or any amendments therein. The
lecture method works effectively if it is made interesting with the help of audio-
visual tools and suitable demonstrations. The trainer should actively involve the
trainees and make the sessions more interactive. A two-way communication
makes a session lively and interesting. Giving and taking feedback helps the
trainer improve his own performance and that of the trainers too.
SIMULATION EXERCISES:
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In this method of training, the trainee is exposed to an artificial work situation
that closely resembles the actual work situation. In situations where the
organization cannot afford any mistakes by the trainee during on-the-job
training, simulation exercises are of great help. Simulation exercises can be in
the form of case exercises, experiential exercises, complex computer modeling,
vestibule training and role playing.
CASE EXERCISES:
In this method, a real life problem encountered in the organization is presented
to the trainees in the form of case study. They are then asked to analyze the
case and present their views and recommendations for solving the problem.
They also have to suggest alternative courses of action to provide for
contingencies that might arise.
EXPERIENTIAL EXERCISES:
In these exercises, the trainer simulates situations where the employees are
exposed to actual work problems. For example, the trainer can create a situation
where the employees are required to work in teams. After the exercise is
complete, the trainer discusses the behavior of the employees during the
exercise, with the group. He appraises the trainees about their performance and
discusses the exercise with the help of the theoretical concepts. In this way, the
employees learn quickly and also understand their mistakes or problems easily.
Hence, in experiential exercises, employees learn through direct experience.
COMPUTER MODELING:
Advances in technology have made training easier these days. Computer
modeling is a technique whereby the dimensions of the job are programmed into
the computer; working with the computer model allows direct learning to take
place. The costs and risks of on-the-job training are avoided in this method as
the trainee gains real time experience by working on a computer. This kind of
simulated training is used in training pilots and defense personnel where the cost
of any mistake by the trainee is huge and can even be fatal. In this method, the
trainee has an opportunity to learn from his mistakes. However, computer
modeling is very expensive and its use is justified only in cases involving formal
programs where a large number of employees are to be trained, and the risk and
costs of allowing the employee to learn on the job are very high.
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VESTIBULE TRAINING:
This is training method where the actual work conditions are simulated and the
equipment used by the trainees is similar to what is used on the job. In this way,
the trainees gain experience of using the equipment without any pressures of
work or cost involved. Though expensive, vestibule training helps employees
gain knowledge about the actual job situation and also reduces the problem of
transferring learning to the job, since the trainee uses the same materials and
equipment during training, as on the job.
ROLE PLAYING:
Role playing is described as a method of human interaction involving realistic
behavior in imaginary situations. The trainees assume the roles of different
characters in the organizational context. For example, some trainees may form
the HR department while others form the labor union. The ensuing role play of
negotiation can help them improve their negotiating skills, communication skills
etc. A role play basically helps in improving the communication, people-
management and relationship management skills of the trainees.
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PROGRAMMED INSTRUCTION:
In this method of training, the trainee is given a series of questions after he
studies the relevant material required for the accomplishment of the job. After
the trainee answers a question, he is given immediate feedback whether it is
right or wrong. If the answer is correct, he is asked to proceed to the next
question but if it is wrong, he is asked to refer back to the material. This kind of
program promotes continuous interaction between the trainer and the trainee
and facilities learning.
The method to be used for evaluating the training program has to be determined
at the planning stage itself. Evaluation helps in auditing and redesigning a
training program.
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The process starts with setting the evaluation criteria, based on the objectives of
the program. This is done before the beginning of the training program. The
knowledge/skill level of the trainees is also tested before the program.
The results of this test are compared with the results of a post-training test to
assess the learning from the training program. The learning of the workers and
the knowledge transfer to the job determines the success of the training
imparted. Follow-up studies after few months help in assessing the retention and
application of the knowledge gained in training. These assessments should be
based on the evaluation criteria determined at the beginning of the training
program.
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COMPANY’S PROFILE
CAPABILITIES:
R&D Skills
Quality assurance
Environment
Manufacturing facilities
R&D facilities
Human resources
R&D skills:
A strong team of chemists led by the R&D manager undertakes R&D activities
following GLP.
The major areas of our R&D focus include:
- Developing technologies for new products
- Establishing processes in the laboratory for products to be scaled up
- Custom Synthesis
- Contract Research
- Process development for improving quality and economies
QUALITY ASSURANCE:
Our company follows CGMP guidelines as a basis for our Quality systems.
The major Quality assurance activities include:
• Documentation and change control
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• Internal Quality Audits
• GMP Training
• Validation of process, equipment, equipment cleaning & analytical test
methods
• Handling customer complaints
• Monitoring Quality trends
• Stability studies and impurity profiles as per ICH guidelines.
ENVIRONMENT:
Since its inception, the company has been working on developing technologies
that reduce and minimize the generation of waste (solid and liquid). The efforts
have resulted in reduction of water consumption.
About 40% of the R&D efforts are directed at developing processes for reducing
or eliminating waste. Similarly, about 40% of all investments go into projects for
recovery of by-products, or effluent treatment. Treatment facilities include gas
scrubbers, solar evaporation ponds, elaborate settling tanks, etc.
They have received a grant from the Andhra Pradesh Pollution Control Board (a
Government agency) as an incentive for implementing the project for recovery of
by-products, and for demonstrating our deep commitment to “Cleaner
Production”.
MANUFACTURING FACILITIES:
Well-trained workmen under the supervision of experienced professionals handle
complex molecular synthesis with accomplished ease to deliver products of high
quality.
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R&D FACILITIES:
• Aldol Condensations
• Amination
• Borane Reagents
• Bromination
• Butylithium
• Chloroacylation
• Cannizaro Reactions
• Cryogenic Reactions
• Cynation
• Darzen Reaction
• DCC/CDI Couplings
• Diazotization
• Friedel Craft Reactions
• Grignard Reactions
• Halogen Exchange
• High Pressure Reactions
• High Vacuum Fractional Distillations
• Hydro halogenations
• Lewis’s Acid Mediated Ring Closures
• Michael Addition
• Optical Resolution
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meet their customers’ needs. Often, the team at Anu’s labs delivers more than
you expect.
PROMOTERS:
The company is promoted by pharmaceutical industry professionals with
experience of about three decades. The Board consists of industry specialists,
Chartered Accountant, medical professional and an agriculturist. The combined
experience of the Board Members in the pharmaceutical industry and medical
profession exceeds more 100 man years. The company was incorporated in 1996
and commenced manufacturing in 1998.
CUSTOMERS:
Anu’s labs pay attention to every order of every customer as if it is the only
order on hand. The customer list keeps increasing just as much as the repeat
orders from existing customers.
The domestic customers include Dr.Reddy’s Laboratories, Hiran Orgochem, Sun
Pharmaceuticals, Sreepathi pharmaceuticals, Matrix Laboratories, Aurobindo,
Neuland, Orchid chemicals.
The major international clients include Teva, Mitsui & co, ABIC, Polpharma,
Sanofi Aventis and Tanabe.
PRODUCTS:
The large basket of products include wide range of intermediates, advanced
intermediates and fine chemicals that cater to the manufacturers of active
pharmaceutical ingredients. The product range addresses therapeutic segments
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of fluorocholoroquinolone class of antibiotics, hypertensive’s, vasodilators,
antihistamines, antidepressants, etc.
TOP CLASS
Process solutions –Innovative and customized product development capabilities
Bonding Relationship with customers and all stakeholders-Long term based on
trust
GOALS
Business plan: Rising volume of business and cost competitive leadership in
business lines
Growth: 30% rise in revenues year on year with profitability
Earnings: Per share earnings to increase by 25% year on year
PUBLICLY HELD
The initial public offering in May 2008 has widened the family of shareholders.
Public share holding is 49% of the equity and the scrap is traded in large volume
on the Bombay Stock Exchange.
VISION:
Be a high quality producer and service provider in the pharmaceutical industry
for developing and manufacturing new molecules, intermediates and active
pharmaceutical ingredients combining the power of intellect and understanding
of science to meet the needs of customers and other stakeholders.
MISSION:
Anticipate the needs of customers and develop manufacture quality drug
intermediates and pharmaceutical ingredients and be the first choice supplier to
international customers.
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quality, customize it and facilitate the customers to compete better in their
market is a unique strength.
GROWTH DRIVERS:
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TRAINING PROGRAM FOLLOWED AT ANU’S LABORATORIES
OBJECTIVE:
To describe a procedure to identify the training areas, schedule, imparting
training and evaluating the training.
SCOPE:
The procedure is applicable to all the personnel working in the different
departments like warehouse, production, quality control, quality assurance,
engineering, human resources or personnel and administration and safety,
health and environment.
RESPONSIBILITIES:
1) Personnel and administration department shall look after the training
programmes.
2) Concerned section heads are responsible for conducting the training.
PROCEDURE:
PREAMBLE: Any act if it is performed in a systematic way brings the perfection.
This is possible only by means of training. Training related to job activities will
bring smooth running of the system, which ultimately result into quality
production.
TYPES OF TRAINING:
Training is divided into four types namely;
Induction training
Orientation training
On job training
Others (on going)
INDUCTION TRAINING:
Whenever any person joins in the company, first induction training will be given
by Personnel Department. As per the induction training HR will explain his
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position in the organization, the rules and the regulations of the company,
introduction to different departments and his responsibilities. Once induction
training is completed record the details as per the format given below (below the
orientation training)
ORIENTATION TRAINING:
This training deal with the job skills required or to be developed to perform the
activities related to different departments. This training shall be addressed by,
concerned head of the department. Whenever orientation training is completed
record the details as per the format
INDUCTION TRAINING:
Name of the employee
Date of joining
Employee code
Date of induction training
Training given by
Review comments if any
ORIENTATION TRAINING:
Department
Skills required
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ON-JOB-TRAINING:
It deals with the activities that are performed by different departments. On-job
training for the following departments chiefly constitutes, department heads are
responsible for conduct the training, evaluate and submit the training documents
to HR as per the schedule.
Stores : Receipt, handling and issue of materials
Production : Operating and cleaning procedures
QC : Calibrations, sampling and testing procedures
QA : Quality management systems
Maintenance : Maintenance procedures and calibrations
Safety : Fire fighting extinguishers
OTHERS:
• It covers the other training related to quality management system
requirements, good manufacturing practices, and system procedures.
• System procedures includes Document control, Numbering system,
Vendor evaluation, Training, SOP for SOP, Internal audit, Change control,
Market complaints, Product recalls, Deviations, OOS, BMR filling, etc.
Training of these system SOPs will be given by Head-QA.
• First aid and safety training like usage of PPE, Fire Fighting Drills and
Handling of Materials (MSDS) shall be trained by safety head or external
agency. Training on every procedure shall be given in the period of
approved date and effective date.
• Whenever any special training required other than the topics in the
training calendar, concern HODs shall prepare a training need as per the
format below and inform to HR for conducting the training.
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• Periodical performance review shall be conducted by respective HODs by
monthly or quarterly if applicable.
• Whenever new employees joined in the organization, concern department
shall conduct the training on department procedures and systems.
Training shall be conducted as per the schedule or +/- 7 days. If any delay is
there in the proposed date of training, other than period mentioned, clearly state
the reasons for delay in the remarks column. Training calendar shall be prepared
as per the format below.
TRAINING CALENDAR
Training Planned Apr May Jun Jul Au Se Oc No De Ja Fe Ma Remar
calendar month 09 09 e y g p t v c n b r ks
for the 09 09 09 09 09 09 09 10 10 10
year
2009-
2010
Employe designati Traini
e name on ng
topic
Facult
y
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TRAINING NEEDS IDENTIFICATION:
HR will intimate the training topic and date to all departments as per the training
calendar through circular or mail, each department head or designee shall
prepare the training need i.e. , to whom this particular training is required to
training need identification and format and submit same to HR, HR will call the
identified personal only.
INDIVIDUAL TRAINING LOG:
Individual training logs shall be maintained for each employee covering all the
training that he/she attended. All the particulars shall be filled in the format
provided for individual training log as below.
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Remarks if any:
Signature
of the trainer
Date:
EVALUATION OF TRAINING:
Training that are given have to be evaluated. Evaluation can be conducting
through tests or demonstration by the trainer.
TEST:
Personnel who have undergone training will be evaluated by conducting the test
that how much they have understood the systems or procedures. The test can
be conducted by either multiple choices way or by yes or no method as per the
format below.
TRAINING EVALUATION
Date:
Topic: ---------------------------------------------------------------
Name of the examinee: ------------------------------------------
Designation: ------------------------ Department: ------------------------------------
Max. Marks: Marks Obtained:
(Please put √ mark if the statement is correct or put × mark if the statement is
not correct in the boxes provided and please select correct option from a, b, c
and d multiple choice for the question and mention the choice in the box
provided)
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c) d)
6.
a) b)
c) d)
Note: if the remarks are below 60% person disqualifies and needs retraining.
Remarks:
Signature of the
examiner
Designation:
Date:
DEMONSTRATION TEST:
Some evaluations need demonstration rather than simply testing in objective
way. Some manufacturing operations and dress change procedures need
demonstration, which exhibits the quantum of understanding of the procedure. A
checklist is to be prepared in advance providing boxes for √ or ×, keeping all the
steps in sequence and then demonstration has to be taken. Basing on the person
following the operation in sequence put √ or × marks in the boxes that are
provided in the checklist.
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RESEARCH METHODOLOGY
There are two main categories under which various sampling methods can be
put. These two categories are: (1) Probability sampling; and (2) non-probability
sampling.
PROBABILITY SAMPLING:
A probability sample is also called random sample. It is chosen in such a way
that each member of the universe has a known chance of being selected.
NON-PROBABILITY SAMPLING:
In non-probability sampling, the chance of any particular unit in the population
being selected is unknown.
QUESTIONNAIRE:
The communication method, in effect, is the method of designing questionnaires
with a view to collect the requisite information. The questionnaire can be
classified into four main types. They are:
STRUCTURED STRUCTURED
NON-DISGUISED DISGUISED
TYPES
NON-STRUCTURED NON-STRUCTURED
NON-DISGUISED DISGUISED
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OBSERVATION:
Observation is one of the methods of collecting data. It is used to get both past
and current information. Observation technique enables a researcher to record
behavior as it occurs and it can be used regardless of whether the respondent is
willing to report or not.
And the tools used for analysis were percentage methods, charts and graphs.
We can say that two types of data are available to a researcher. These are:
1. PRIMARY DATA :
It refers to the data collected specifically for the purpose of research problem.
It is the first hand information collected by the research firm or by an external
agent with the objectives of solving a research problem. Methods of primary
data are survey, personal interview, telephone and mail survey etc.
2. SECONDARY DATA :
It refers to the existing data that had been collected with an objective other
than the research purpose in question. Secondary data can be classified into
internal secondary data and external secondary data. Sources of secondary
data are database marketing, published external data, libraries etc.
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DATA ANALYSIS AND INTERPRETATION
QUESTIONNAIRE:
For the study of the procedure of training procedure at Anu’s
Laboratories
1. Have you undergone any training program in the initial stages (when you
joined the company ) ?
A) YES
B) NO
YES NO
95% 5%
YES
NO
INTERPRETATION:
• From the above graph we can analyze that majority employees
have under gone training.
• And 5% of employees did not go through the process.
A B C
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70
60
50
40
Series1
30
20
10
0
A B C
INTERPRETATION:
• From the above graph we can observe that 66% of the people agreed
that the purpose of training is to increase productivity and quality of
work.
• 24% says training helps to improve personal skills.
• 10% says to improve organizational climate.
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INTERPRETATION:
From the above, it can be observed that
• 45% of the trainees felt that stipulate time for training depends upon job
requirement.
• 10% felt that the ability.
• 45% felt as rules.
60
50
40
30 Series1
20
10
0
A B C
INTERPRETATION:
• From the above it can be observed that 5% of them are of the view
that they will take most active part in training programs.
• 38% of them are of a view that they will take active part.
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• 57% of them say they are not interested to take part.
A B C
80% 18% 2%
A
B
C
A B C D
INTERPRETATION:
• From the above graph we can analyze that 80% of employees are
participating in training program for job promotion and career growth.
• 18% for personal interest. 2% for incentives.
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A
B
C
D
INTERPRETATION:
• From the above, it is observed that 40% of employees says that there
must be a good relationship between trainer and trainee.
• 25% of employees opted for better relationship.
• 20% opted for best relationship.
• 15% of the employees say that there is no need for any relationship
between trainer and trainee.
7. During the training program, which type of environment you prefer?
A) Professional
B) Friendly
C) A combination of both
A B C
A
B
C
INTERPRETATION:
• From the graph, we can analyze that 15% of them wants to have
professional type of environment.
• 65% of them want to have friendly environment.
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• 20% of them opt for both options.
A B C
55% 35% 10 %
60%
50%
40%
30%
20%
10%
0%
A B C
Series1
INTERPRETATION:
• From the above graph we can analyze that 55% of employees like to have
training program during work hours.
• 35% of them opted for after working hours.
• 10% of employees says that training should be given during holidays
9. Are you satisfied with the training and development program provided by
your organization?
A) Yes
B) No
A B
65% 35%
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80%
60%
40% Series1
20%
0%
A B
INTERPRETATION:
• From the respondents it is inferred that 65% of them are satisfied
with training and development program.
• And 35% of them are not satisfied with those programs.
A
B
C
INTERPRETATION:
• From the above it can be observed that 75% of employees agreed that
training is necessary.
• 20% of them say that training is sometimes necessary.
• 5% of them say that training is not necessary.
11. Does the training program really help you to improve your performance?
A) To great extent
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B) To some extent
C) Can’t say
A B C
A
B
C
INTERPRETATION:
From the above graph we can analyze that 40% of respondents feel that
training really helps to improve performance.
• 35% of them say that training helps to some extent.
• 25% of them say they can’t say.
A B C
50% 15% 35 %
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A
B
C
INTERPRETATION:
• 50% of trainees say that their trainers are accessible even during off
training hours.
• 15% of them say they are not accessible.
• 35% of them say sometimes they are accessible.
13. How many working hours of training is given to you per month?
A) 0 to 5
B) 0 to 10
C) 10 to 20
D) 20 and above
A B C D
INTERPRETATION:
• From the above table we can analyze that 20% of employees opt for 0 to
5 hours of training is necessary.
• 15% of them say they want 10 hours of working.
• 35% of them say they want more than 10 hours of training.
• 30% of them opt for 20 and above.
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A B C
A
B
C
INTERPRETATION:
• 40% of employees say that they need change.
• 35% of them say that they don’t need any change.
• 25% of them say they can’t say.
A B C
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60%
50%
40%
30%
Series1
20%
10%
0%
A B C
INTERPRETATION:
• From the above graph we can observe that 55% of employees are
satisfied with on-the-job training
• 15% of them are satisfied with off-the-job training
• 30% of them are satisfied with both the methods
17. Most widely used method for training and development in your
Organization ?
A) Role playing
B) Lecture method
C) Coaching and mentoring
A B C
30%
40% A
B
C
30%
INTERPRETATION:
• From this pie chart we can analyze that 40% of them agreed that the most
widely used method is role play
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• 30% of them says lecture method
• 30% of them says coaching and mentoring
A B C
10%
10%
A
B
C
80%
INTERPRETATION:
• From the above we can analyze that 10% of them says that employee
development activities attempt by education to increase one’s ability to
understand.
• 10% says to interpret knowledge
• 80% of them says both A & B
FINDINGS OF THE QUESTIONNAIRE:
It was found that most of the respondents opinioned that training plays a
long term strategy roll either indirectly or directly in achieving
organizations current objectives.
Most of the respondents opinioned that the training develops the morale
of the employees.
On-the-job training methods are highly influential according to the view of
respondents.
It was found that most of the employees are undergoing training in
technical skills.
Majority of the respondents had improved their performance after the
training.
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Most of the employees feel that minor changes need to be made to the
existing training process.
Most of the employees feel that ANU’s Laboratories meets the
requirements of clients to a large extent.
It was found that most of the respondents felt that employee involvement
in training programs in an important factor for the success of training.
Majority of the respondents opinioned that the purpose of training in an
organization is to increase productivity and quality of work.
It was found that majority of the employees are not interested to take
active part in training programs.
Majority of the employees wants to have friendly environment during the
training programs.
SUGGESSTIONS:
Training programs should be framed in such a way that practical and live
projects are also a part of the course content because most of the
employees are not interested in the training program conducted in the
organization.
Trainers for the program must be hired from both internal and external
sources.
To maintain good relationship between trainer and trainee it is necessary
to have good interactive sessions in the organization.
It is necessary for the management to explain the basic need for training.
Innovative methods of training should be implemented to have a change
in the organization.
To get full participation from the employees make the training sessions
more interactive and enthusiastic.
Need to develop harmonious relations among the workers; build healthy
relations between management and employees.
It is recommended that the management of Anu’s laboratories should give
top priority to the areas of management such as training and
development, man power utilization.
Management should judge the deficiencies of the employees and provide
training in those areas.
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Feedback forms must be collected from every trainee who has undergone
training.
During the training program it is recommended to have a combination of
strictly professional and friendly environment in the organization.
TRAINING SCHEDULE:
10 employees in finance
SATYANARAYANA
department
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5 employees in
E.BHASKAR RAO
operations department
3 employees in
maintenance department
FEED-BACK FORM FOR THE EMPLOYEES AFTER THE TRAINING:
A B
90% 10%
INTERPRETATION:
90% of employees felt that training program is efficient and they have been
benefitted from it and remaining 10% are not satisfied.
A B
90% 10%
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INTERPRETATION:
From the training program conducted in the organization out of 22 employees
90% employees thought that it includes practical knowledge.
A B
86% 14%
INTERPRETATION:
From the training program conducted out of whole 86% employees felt that
training program was interactive and remaining 14% felt that the program was
not interactive.
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A) Yes
B) No
A B
86% 14%
INTERPRETATION:
As it is important for a training program to succeed in achieving the objective,
out of 22 employees 86% of them felt that the objective of training program is
achieved and 14% felt that the objective was not achieved.
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INTERPRETATION:
Out of the training program conducted 22% of the employees felt that the
trainee has taken greater extent of their recommendations, 54% to some extent
and 24% not at all accepted the recommendations.
FINDINGS:
• It was found that 90% of the employees have been benefitted from the
training program and they think that practical knowledge has been
implemented.
• It was found that 86% of the employees thought that training program is
interactive and the objective of the training program has been achieved.
SUGGESTIONS:
• The organization would be benefitted if the recommendations of the
employee have been taken into consideration. If recommendations are
taken the employees will be motivated and the work is done properly such
that the targets are achieved.
• Training program should be interactive and interesting such that the
employees are benefitted from the training program so that the
employees get good impression on the organization and by this the
organization’s brand value is increases.
COMPETENCY MATRIX:
• Competency matrix which describes required skills, education
qualification, relevant experience and other special activities if any for a
particular position for the organization.
• I designed a competency matrix for the new organization which is being
established in Kurnool.
• For this I collected information by interviewing the GM, HEAD OF THE
DEPARTMENTS, EMPLOYEES of different organizations ( Anu’s Laboratories
Ltd, Pavani cellulose
• From all the information collected I prepared competency matrix such that
recruitment program will be done in the new organization.
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Page 52 of 59
COMPETENCY MATRIX
Education
S.N Designati Experien Skills Trainin Remar
Qualificatio
o on ce Required gs ks
ns
Leadership,
Vision,
Graduate/
Min 3 Managerial,
1. MD Post
years quick
Graduate
Decision
Making
Leadership &
Graduate/ Managerial,
Min 3
2. GM Post quick
years
Graduate Decision
Making
Leadership &
Graduate/ Managerial,
Min 3
3. HOD Post quick
years
Graduate Decision
Making
Good
SSC/ Inter/
Supervision,
Officer/ Graduate/ Min 3
4. able to guide
Executive Post years
sub-
Graduate
ordinates
Good
SSC/ Inter/
Supervision,
Graduate/ Min 3
5. Supervisor able to guide
Post years
sub-
Graduate
ordinates
Able to
SSC/ Inter/
follow
Technician Graduate/
6. NA instructions
/ Chemist Post
given by
Graduate
supervision
Page 53 of 59
Able to
follow
Literate/
instructions
7. Work Men Primary NA
given by
Education
Technicians/
chemists
Able to Min.
understand 2days
Quality ISO
Graduate/
Internal Min 3 managemen training
8. Post
Auditors years t system& program
Graduate
check the s should
documents be
as per QM attend
Page 54 of 59
CONCLUSION
Page 55 of 59
BIBLIOGRAPHY
BOOKS:
Human Resource and personnel Management ...…………K.ASWATHAPPA
Human Resource Management ……….VSP RAO
Marketing research ……..DR.D.D.Sharma
Indian journal of Training and Development
Prospectus of ANU labs
Human Resource Management ………BOHLANDER
WEBSITES:
www.hr.com
www.wikipedia.com
www.Anuslabs.com
Page 56 of 59
APPENDIX
Questionnaire:
1. Have you undergone any training program in the initial stages (when you
joined the company)? ( )
A) YES
B) NO
2. Basic need for training is ( )
A) To increase productivity and quality of work
B) It helps to improve personal skills
C) To improve organizational climate
3. Stipulated time for training depends upon what? ( )
A) Job
B) Ability
C) Rules
4. As an employee will you take active part in training program? ( )
A) To some extent
B) To great extent
C) Not interested
5. Major factors influencing you to participate in training program? ( )
A) Job promotion/Career growth
B) Personal interest
C) Incentives after training program
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B) After working hours
C) During holidays
9. Are you satisfied with the training and development programs provided by
your organization? ( )
A) Yes
B) No
10. Do you think training is necessary for employees? ( )
A) Yes
B) Sometimes
C) No
11. Does the training program really help you to improve your Performance? (
)
A) To great extent
B) To some extent
C) Can’t say
12. Is your trainer accessible even during off training hours ? ( )
A) Yes
B) No
C) Sometimes
13. How many working hours of training is given to you daily? ( )
A) 0 to 5
B) 0 to 3
C) 5 to 8
D) 8 and above
14. How do you rate your trainer on a scale of 1 to 5, 5 being the highest
/excellent? ( )
A) Satisfactory
B) Good
c) Very good
D) Excellent
15. Do you need any change? ( )
A) Yes
B) No
C) Can’t say
16. Methods of training with which you are satisfied? ( )
A) On -the-job Training
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B) Off-the-job Training
C) Both of them
17. Most widely used method for training and development in organization?
( )
A) Role playing
B) Lecture method
C) Coaching and mentoring
ORGANIZATIONAL CHART
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