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UNIVERSITY
OPEN
Manasagangotri, Mysore-570006,
PROJECT CERTIFICATE
This is to certify that Kum. Nithushree bearing the register
number 10780905 has successfully completed the project work
on
Effectiveness of Training for Growth under the guidance of
Prof Sri Kemapraj(internal) and Sri
(external).
The project
Departments of studies
&Research in
Management
ACKNOWLEDGEMENT
Completion of any project report is the milestone in the life of every management student and
the success of live project then enhances the self confidence of the student. The successful
completion of any task is the outcome of the invaluable aggregate contribution of the
personal efforts in all directions, explicitly or implicitly.
At the onset, I owe my sincere gratitude to HR officers in MANMUL Mandya,I would like
to express my gratitude towards my industry guide, for his continuous support, efforts and
encouragement along with his knowledge and experience about the industry, enriched me
with conceptual understanding and practical approach needed to work efficiently for this
project. The project would not have reached to its destination without his guidance. His
willingness to make me a part of the organization and sharing his knowledge with me has
helped me to understand Human Resource in a better and simple way.
I would like to thank the entire team of Personnel & HRD department for their support and
cooperation throughout the tenure of the project and for giving me an in-depth knowledge on
the various processes related to the Human Resource and Personnel department in the
company.
DECLARATION
I herby declare that the project titled Effectiveness Of Training For Growth in MANMUL
MANDYA is an original piece of research work carried out by me under the guidance and
supervision of Prof. Kemapraju .The information has been collected from genuine &
authentic sources. The work has been submitted in partial fulfillment of the requirement of
___MBA_________(Name of Course) to KSOU.
Place:
Signature:
Date:
CHAPTER 1
INTRODUCTION
Training is very important and essential in every organization due to the following:
Training is required to cover essential work-related skills, techniques and knowledge. It
is the process used to reduce the gap between the desired performance and the actual
performance which eventually results in increased Productivity, quality and healthy
work environment.
Development of Human Resources Effective trainings helps to provide an opportunity
and broad structure for the development of human resources technical and behavioral
skills in an organization. It also helps the employees in attaining personal growth.
Optimum Utilization of Human Resources Training helps in optimizing the utilization
of human resource that further helps the employee to achieve the organizational goals as
well as their individual goals.
Effective Training helps to eliminate obsolesce in work, it gives the employees a clear
view of what is needed and also helps in upgrading their skills and knowledge to keep
in pace with the ever changing technology which is very essential in todays
competitive market.
Safety in work place is another important feature of training which helps to avoid
accidents and injuries in the work place.
Organization Culture Training helps to develop and improve the organizational health
culture and effectiveness. It helps in creating the learning culture within the
organization
The motive behind this study is to understand various kinds of training programmes
provided MANMUL and also to analyse how these training programmes are helpful
to employees in acquiring capabilities to grow in the organisation.
Hence the problem statement is A study on effectiveness of Training for Growth.
Need for Study
To find out whether the training is adding any value to the organization?
Though all organizations train their people, they dont generally measure the
effectiveness of their training program. Organisation designs their training programs
to either teach the new employees about the job specifics, or to impart skills like
leadership, communication, and performance management etc. Such training
programs not only involve spending in time but also involve huge spending in terms
of money.
To find out whether the training is providing an opportunity for employees to grow as
an individual
Trainings are given by organisations to employees to perform their jobs but it is also
necessary to study whether trainings are efficient enough for an individual to perform
jobs, and also to grow as an individual by acquiring adequate knowledge and skills to
compete in the growing technology.
To analyse the training objectives are clear for an employee
The training objectives must be laid clearly and it should be assured that employees
not only complete their training but also improve their performance in qualitative as
well as quantitative terms. For this, the organisation must continuously review the
links between skills, performance and training; the skills possessed by employees, the
performance established and any gaps in performance due to lack of skills thereby
calling for training of employees. The training programs must aim at imparting
performance oriented skills that can be measured quantitatively. And the effectiveness
of these programs must be continuously reviewed and revised.
Right Training to the right employee and at the right point of time?
Scope of Study
Today Organisations expend large amount of money on imparting training and
development practices. But prior to spending such vast amount, they should analyze the
need for conducting training to the workforce. There are chances in which firms can make
mistakes if they are not assessing the training needs. An employee, for sure, requires
training when he is found to be not capable enough to meet the goals of the organization
and when there is a gap between the current performance and expected performance.
Meagerness in recital occurs due to the lack of sufficient knowledge and expertise,
monotonous management or any other personal and official issues. All these problems
spotted can be tackled by providing an effective training programme to the right
employee and at the right point of time.
Objectives of Study
The objective of the project are as follows:
To identify, study and analyze the training needs of the employees (sample size of
To study and identify trainings to meet the present as well as the changing
To prevent obsolescence
To identify the knowledge and skills required by individuals to perform the job
efficiently and effectively.
organisation.
To identify the degree of skills utilised from the trainings by the employees in their
current job
Preparing questionnaires for employees Documents cannot be the wholesome criteria to be dependent upon for identifying training
needs. Hence, questionnaires & one-to-one interviews are used as tools to reflect the
individual & organizational training needs. The questionnaire covered questions related to
training identification and evaluation, preferable method of learning of every individual,
organizational needs apart from individual needs, organizational strengths and also areas of
improvements. Questionnaire should be simple, direct, employee friendly so that employees
could comprehend the questions in a better way.
One-to-one interviews-
Interviews with officer grade employees are conducted to know their response to the
questionnaire and thereby seek deep insight about the organizational needs apart from their
individual training needs, organizational strengths and area of improvements etc.
Limitation
Time constraint - While getting all the questionnaires filled, I faced that most of the
employees didnt want to respond because of the limited time they had. I faced a lot of
problem while convincing them.
Sample size constraint - As the employee base of the organization is above 1000
employees, so it was very difficult to cover all the employees in this survey. Number of
employee covered in this survey is limited to the sample size of 50 employees only. This
limits the scope of the project study and the analysis may not represent the whole
population.
Duration constraint - The time duration for the project is limited to ten weeks so it was
before training and over estimate their skills post training to validate their participation in
the training program. In this way it is seen that it is difficult to comprehensively evaluate
or capture the effectiveness of a training program.
Interpretation constraint - Due to the use of management words few questions in the
Phase II
Plan
Phase III :
Questionnaire
Phase IV :
Analyze Data
Phase V :
Prepare Report
Sample Size
50
Target Population
MANMUL
Sample Area
Sampling
Convenience sampling
Type of questionnaire
Structured
Around 15 questions
Type of questions
PRIMARY
DATA
RAW DATA
SECONDARY
DATA
COLLECTION
OF DATA
Qualitative data
Quantitative data
The main feature of research design is that it specifies population to be studied. The main
theme of the chapter is to know the source of data the researcher has used to collect the
information.
The data are the raw facts of observation usually about physical phenomenon.
Thus the data are usually subjected to a value added process where;
It is aggregated, manipulated and organized.
Its contents are analyzed and organized.
It is placed in a proper context for users.
So the information is processed and the data is placed in a context that gives values for the
reader. It is a basis for analyzing and interpreting which helps in making note of findings,
conclusions and also to give suggestions. So the data should be accurate and in a proper order
or else the whole output gets affected and leads to confusion.
REFERENCE PERIOD
It is the study that was (10/ 10/2012 to16 /12/2012) 2 months.
sources of data:
Primary sources
The data was collected by interviewing with the officials of the organization
where I had an opportunity to discuss with the different products and services,
and the training provided to the employees of the organization.
Secondary sources
company brochures
company website
Sample technique:
Sample technique employed for the study is simple Random Sampling.
Statistical technique
Pie charts are used to analyze the data and to arrive at conclusions.
TRAINING SYSTEM
The union emphasizes on training the employees. Most of the training given to the
employees here are on-the-job training and few off-the-job training.
TRAINING SYSTEM
The union emphasizes on training the employees. Most of the training given to the
employees here are on-the-job training and few off-the-job training.
STYLE
MANMUL has followed top to bottom or top down style system. The styles of the
organization is said to follow the participative type that is the management cadre follow the
participative type of administration. The fact is that for a manufacturing for firm like the
MANMUL, Mandya this type of administration is necessary.
The indicators of the style are:
1. Follows orders, rules and procedures
2. Is always reliable, dependable
3. Watches details/ prefers to write out communications
4. 'Is rational, logical self-control, fair and firm.
Decision making parameter for day-to-day operations. The marketing department provides
information to production department regarding daily requirements of the scale of the milk
and milk products based on the marketing demand, later the production department will take
the decision about production activities.
SKILLS
The skills here refers to the various skills the workers have here the workers are
further divided into three categories. This first category contains the people who are in the
top-management level the second category consists of the supervisor's office assistants etc.
The third category consists of the supervisor's office assistants etc. the third category consists
of the workers at the operational. The first category consist of the people who are in the
decision making process in KMF these people are highly qualified few Deputy Managers are
to industries like IRMA, Anand dairy for Training.
The second category is related to office work and fieldwork. These people are also
trained in computer applications, secretarial skills, accounting skills etc.
The third level people consist of the workers who are actually into the operation these
people are also trained into fields like checking the quality of milk processing packing etc.
Effective Trainings increases the skills and knowledge of an employee for doing particular
job and helps to build capabilities for expected future roles
Industrial growth cannot take place without trained and experienced man power , Hence
trainings should be carried out effectively
How Training happens in MANMUL
Every new joiner of the organization will undergo technical training in Anand, Mysore
Centre, Banagalore Centre Mandatorily.
On the job Training is given more preference in MANMUL
Yearly once all the available trainings will be provided to MANMUL from NDDB
MANMUL HR Department will prepare a training plan for a particular year
The training plan will consist of the list of available tarinings and slots of each training and
the training center
Section heads of each department will recognize the employees for each of the available
trianings,
Identification of employees for training is based on the Confidential Reports driven during
performance appraisal
Employees are nominated for trainings in slots from the section head such that the work is
not hampered in the organization.
Employees has to go and attend trainings in training centre at different locations.
Manager Level trainings will happen in Bangalore Centres and Staff Level Training happens
in Mysore Training centre.
Mandya Milk Union was registered in the year 1987. The Product Diary, Gejjalagere
was then managed by Mysore Dairy. In the year 1988, The Product Diary, Gejjalagere was
handed over to Mandya Milk Union.
MANMUL with its headquarters at Gejjalagere has got liquid milk plant of 2.5 Lakh
liters capacity and a powder plant of 1 lakh litters capacities per day through the assistance of
NDDB. It has two chilling centers at Nagamangala and KR Pet. The diary has a spread of 47
acres of land at Gejjalagere and 3 acres each at KR Pet and Nagamangala.
MANMUL was a part of Mysore & Tumkur Milk Union till 1987. In 1988 Union
started marketing about 5,000 liters per day which gradually extended to about 15,000 liters.
There came a boom through the advent of milk marketing in Bangalore city from 1993. As on
today the Milk sales is about 2.05 lakhs liters per day (1.24 lakhs liters in sachet and 0.95
lakhs liters in bulk) with annual turnover of Rs.65 crores alone on this account out of the total
Rs.100 crores turnover through the sales including milk products like Skim milk powder
(SMP), Butter, Ghee, Burfi,, Curds etc. Once MANMUL got hold of the Bangalore
marketing, it has a steady and continuous profits from 1994-95.
The philosophy of Union is to eliminate middlemen and organize institution to be
owned and managed by the Milk producers themselves, employing professionals and to
achieve economies of scale to ensure maximum returns to the Milk Producers.
As a part of long term growth oriented development strategy, the Union is expanding
rapidly by implementing several infrastructure projects and schemes. Union can play an
important role in assuring rural prosperity in the lives of the Milk Producers.
OBJECTIVES
1. To encourage rural farmers to engage in dairy farming and producing more milk and
good quality of milk at least cost.
2.
To provide assured and remunerative market for the milk produced by the farmer
members.
3. To provide good quality of milk and milk products to the people of urban area by
scientifically processing the milk obtained from rural area.
4. To create harmonious environment for the human resource of the union can perform
at its best, being a communication bridge between producers and consumers.
5. To build village level institutions co-operative sector to manage the dairy activities.
In order to fulfill these objectives, the union is constantly engaged in working towards
improvements of the business as well as the welfare of the producer members. This has
resulted in greater performance on commercial as well as institutional fronts.
Competitors of MANMUL
After liberalization, entry barriers in the dairy industry eased for new entrants. Many
private players enter and exit the market very often. The main competitors for MANMUL
products are Arogya, Heritage, Jercy, Dodla, Thirumala, Real Fresh, Milkway, Neelgiri,
Ujwal. Plans of major companies like Reliance, ITC to enter into milk market in future.
FUTURE PLANNING:
1. To active more co-operative societies.
2. To procure more than 5.0 lakhs kilograms of milk.
3. Introduce new products.
4. Complete computerization of the activities of the union.
47 acres
Handling capacity
5, 00,000 LPD
3.60 crores
Number of employees
374
2. Milk Procurement
Dairy co-operative societies functioning
950
970
Procurement routes
44
Chilling centers
Districts covered
Taluks covered
Villages covered
1627
Distribution routes
56
Districts covered
3. Milk Distribution
Selling agents
782
470
312
Milk parlors
20
PASTURISED TONED
SHUBAM MILK
DOUBBLED
TONED MILK
MILK
HOMOGENISED MILK
LIFE SLIM MILK
GOOD
SAMPOORNA STANDARD
MILK
MILK
YOG HURT
CURD
BUTTER MILK
SET CURD
SWEET LASSI
DAIRY WHITNER
BADAM POWDER
UNSALTED
GHEE IN BAG
GHEE IN SACHET
NANDINI MAGIC
PISTA KULFI
STRAWBERRY
CHOCOBAR
ICE-CREAM TASTY
CHOCOLATE
ICE-CREAM KAJU
ICE-
MATKA KULFI
ICE-CREAM RASPBERRY
SUNDAE ICE-CREAM
SCOTCH
STRAWBERRY
MYSORE PAK
KHOVA JAMOON
RASSAGULLA
VERMICELLI PAYASA
CHOCOLATE BURFI
NANDINI BITE
MIX
BESAN LADOO
CASHEW BURFI
NADINI CREAM
PEDA
CHEDDAR CHEES
PEDA
DICED PANEER
DHARWAD PEDA
FLAVOURED MILK
PISTA&STRWBERRY
FLAVOURED MILK
GULAB JAMOON
KHOVA
PANEER
KUNDA
CREAMY BITE
ECLAIRS
GOOD LIFE
CHIT CHAT
ECLAIRS
Mandya Tq.
Maddur tq.
Malavally tq.
Pandavapura tq.
Srirangapatna tq.
K.R. Pet tq.
Nagamangala q.
Ramanagara district
Channapatna tq.
Ramanagaram tq.
There are at present 20.35 Lakh dairy farmers as primary members including 3.5
Lakhs of SC/ST and 6.6 Lakh woman members.
Dairy Co-operatives employ more than 32000 people and 5200 are permanent KMF
Units and Unions employees.
Indirect employment thro' veterinary services, milk transportation, milk sales etc.
activities is to the tune of 52000 people.
This sector has also created demand and employment in manufacturers of equipments
required by DCS, Dairies & printing.
Providing SS utensils, antiseptic solutions for udder cleaning on pre and post milking,
etc. to producers.
1. Production
2. Administrative Section
3. Quality Control Section
4. Material Section
5. Finance Section
6. Marketing Section
7. Purchasing Section
ORGANIZATION STRUCTURE
B. FUNCTION
This department is concerned with the function of the procurement of milk, providing
of feed and fodder to the member, establishment of women DCS, providing of
be processed in MANMUL and supplied to the customers. Apart from the milk, the
other materials like packaging materials, engineering materials are procured through
calling tenders. The payment is made to supplier of milk on weekly basis and the
payment for the transport contractors is made once in the fortnight. In case of shortage
of milk the union purchases milk from the other dairy, at inter-dairy price.
The payment is made to farmers on the basis of percentage of Fat and SNF percentage
at min of 3.5% and 8.5%.
Function
This section takes care of the quality of the milk bought from the societies and the
chilling centers and the also the quality of various by-products of milk. Initially tests
are conducted to see if the milk is good for using, if suspected of being bad, it is kept
for further tests. The fat test and SNF test are conducted to obtain the percentage of
SNP and fat, based on which the payment is made to DCF. If the fat and SNF
percentage is more, incentive is added to total amount due. Here, in this department
tests are also conducted to see if the producers adulterate the procured milk with salt,
sugar and soda. The criteria for quality control are as per prevention of food
adulteration act 9pfa). The quality of the milk is maintained before processing milk
and also the quality of the various product of milk, i.e., all the procured milk is tested
for its durability and to be checked if it can be consumed.
Training focuses on learning the skills, knowledge, and attitudes required to initially perform
a job or task or to improve upon the performance of a current job or task, while development
activities are not job related, but concentrate on broadening the employee's horizons.
Organizational Objectives
and Strategies
Departmental Objectives
and Strategies
Training Need
Identification
Devising and
Implementation Training
Program
Evaluation of Results
To pinpoint if training will make a difference in productivity and the bottom line.
To decide what specific training each employee needs and what will improve his or
her job performance.
To differentiate between the need for training and organizational issues and bring
about a match between individual aspirations and organizational goals.
Identification of training needs (TNI), if done properly, provides the basis on which all other
training activities can be considered. Also requiring careful thought and analysis, it is a
process that needs to be carried out with sensitivity as people's learning is important to them,
and the reputation of the organization is also at stake.
Identification of training needs is important from both the organizational point of view as
well as from an individual's point of view. From an organizations point of view it is
important because an organization has objectives that it wants to achieve for the benefit of all
stakeholders or members, including owners, employees, customers, suppliers, and
neighbours. These objectives can be achieved only through harnessing the abilities of its
people, releasing potential and maximizing opportunities for development. Therefore people
must know what they need to learn in order to achieve organizational goals. Similarly if seen
from an individual's point of view, people have aspirations, they want to develop and in order
to learn and use new abilities, and people need appropriate opportunities, resources, and
conditions. Therefore, to meet people's aspirations, the organization must provide effective
and attractive learning resources and conditions. And it is also important to see that there is a
suitable match between achieving organizational goals and providing attractive learning
opportunities
Organizational Needs
These concern the performance of the organization as a whole. Here identification of training
needs is done to find out whether the organization is meeting its current performance
standards and objectives and if not, exploring ways in which training or learning might help it
to do so. Sometimes organizational training needs are also identified when the organization
decides that it has to adopt a major new strategy, create a new product or service, undergo a
large-scale change program, or develop significant new relationships, such as joining with
others to form new partnerships.
Group Needs
Since working in groups and teams have become very much prevalent in today's corporate
world that is why nowadays there is increased emphasis given on team effectiveness and
team performance. Therefore training needs are nowadays even identified at the group level.
Training needs here are concerned basically with the performance of a particular group,
which may be a team, department, function, sub-unit, or so on. Information about the
performance of the group may identify areas of training need - which, again, may be further
utilized for training or other interventions. It is used to find out how efficiently a particular
team or group goes about its business and meets its current objectives.
Individual Needs
These concern the performance of one or more individuals (as individuals, rather than as
members of a group). Here identification of training needs is about finding out to what extent
individuals need to learn or be trained in order to bring their current performance up to the
required level as a result of changes in methods and processes that call for new competencies
and skills.
It also sees to it that there is continuous improvement initiative taken by them. Moreover it
also helps to find out whether individuals are comfortable in working across boundaries, with
people from different backgrounds and different perspectives. This is especially important
because there is so much work force diversity observed today in organizations that it has
become impossible to retain workforce, which is not flexible enough to accommodate such
changes into their daily work schedule.
Job Profile
It is a comprehensive description of all the functions and the responsibilities that a person has
to carry out in due course of his job. It is very common for us sometimes to find that people
of a particular department more or less perform the same kind of job and therefore a
comparative study can be done on their performance to pinpoint on the training needs of
those people who have not performed up to the mark. In here we can also include Job
analysis in order to have a realistic and systematic appraisal of training needs. In order to do
this first we need to break up the functions and responsibilities into categories. Next we have
to classify these tasks/activities on the basis of their relative importance to the nature of the
job. And lastly we can compute a priority listing of these tasks in order to have a catalogue of
knowledge, skills and attitudes required for effective performance of the job.
from their own experiences of organizing programs for comparable groups or in similar areas.
However, earlier experiences can only serve to facilitate the process. It cannot be the sole
basis, as training needs of majority of organizations are very specific.
At ThyssenKrupp this method is used in a modified way, the training agency named SIBM
along with the top management of the organization identify the training needs and decide the
training modules for the employees of all levels.
TRAINING
Purpose of Evaluation
Feedback: It helps in giving feedback to the candidates by defining the objectives and
linking it to learning outcomes.
Research: It helps in ascertaining the relationship between acquired knowledge, transfer of
knowledge at the work place, and training.
Control: It helps in controlling the training program because if the training is not effective,
then it can be dealt with accordingly.
Power games: At times, the top management (higher authoritative employee) uses the
evaluative data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are aligned with the
expected outcomes.
The organization is informed about the broader needs of the participants. Through this
process it may be possible that certain new training programs, which were, previously
his/her boss about their needs and expectations from the training program.
The organization is also able to pitch its course input closer to the specific needs of
the participants.
Find out if the learning is being applied at the workplace.
Chapter-V: Survey
Objective
Knowledge up
gradation
No. of
Participants
15
Percentage
30%
Skill up gradation
20
40%
Promotion &
Transfer
Any other specify
10
20%
10%
Total
50
100%
Analysis and Interpretation: From the response of the participants, majority (40%) , the
sessions were conducted for skill up-gradation,30% the sessions were conducted for
knowledge up-gradation, 20 % training for promotion & transfers, remaining 10% of the
trainings were with other objective attend for other objectives
It can be concluded from the response of the participants, it is evident that most of the
trainings happen for skill up-gradation and trainings should also be conducted for knowledge
up-gradation and for the future expected Role.
Means
for
evaluating
the
effectiveness of
training
Rating
Feedback Form
Post Training
Evaluation
Interactive Sessions
Total
No. o
From the above table, 56% of the respondents said that effectiveness was measured
through feedback forms, while 28 % effectiveness is measured by post training
evaluation, 16 % of measurement happens thorugh interactive sessions.
It is clear from the above table that effectiveness of training is measured though feedback
forms, whereas less importance is given to post training evaluation and interactive
sessions.
No. of
Participants
Percentage
7
13
20
10
50
14%
26%
40%
20%
100%
From the above table it is clear that trainings provided by the organization are 40%
completely effectively applicable to perform current job, 40 % partially effective to
perform current jobs, where as 20 % of employees say trainings are not effective to
perform their jobs.
Interpretation is40 % of the employees agree trainings are useful to perform their current
jobs, where as another 40 % partially agree, another 20 % dont agree.
Trainings provided are not so effective foe the employees to perform their jobs.
The Companys training programs are evaluated and improved upon, every year.
Category
No. of Participants
Percentage
Strongly Agree
14%
Agree
33
66%
Disagree
18%
Strongly Disagree
2%
Total
50
100%
Degree to which you have used the skills you have learnt.
Here four point rating scale was used. The categories are All, Some, Very few and No.
Category
No. of Participants
Percentage
All Skills
12%
Some Skills
33
66%
10
20%
No Skills
2%
No. of Participants
Percentage
trainings in tasks
All Skills
12%
Some Skills
33
66%
10
20%
No Skills
2%
Participants are unable to use new skills on the job because of certain factors:
In your opinion, what factor creates difficulty in applying new skills on the job?
Category
No. Of Participants
Percentage
Lack of opportunity
16
32%
Lack of time
17
34%
14%
No supervision
2%
18%
Percentage
8%
Step-by-step instructions
10%
Observing others
8%
Active participation
74%
Effective Learning
Interpretation:
From the result it is evident that participants can learn more effectively by Active
Participation.
74% are in favor of Active participation
8% are in favor of Observing others
10% are in favor of Step-by-step instruction
8% are in favor of Studying underlying concepts
No. Of Participants
Percentage
Management guidelines
04
8%
Supervisory advice
07
14%
Performance Report
09
18%
Technological Change
22
44%
Business Trend
08
16%
Total
50
100%
The above table clearly indicates that 44 % of the respondents feel that the basis fr the
training program should be technological change, and follow the performance report,
business trend, supervisory advice, management guidelines i.e. 18%, 16%, 14% and 8 %
respectively.
Today technology is changing very fast, so while organizing trainings this point should be
taken into consideration in order to structure technological trainings.
No. Of Participants
Percentage
Improvement in production
25
50%
Quality Work
22
44%
Low Production
00%
No improvement
6%
The participants have to know the objectives, benefits & learning that they will gain from
training before selection. Only 53% participants were aware about the objective, benefits
& learning of training through briefing sessions when being selected. Also, some of the
departments in the organization are practicing briefing and debriefing sessions before and
after the training program respectively in an informal manner but there is no formal
process of briefing and debriefing in the organization.
Evaluation of training is a tool to measure the effectiveness of trainings,
Feedback is the more used tool to evaluate the effectiveness of training
programs. Post training evaluation or interactive sessions also contribute to
evaluate effectiveness of training.
Personnel & HRD department should be disintegrated into separate Personnel department
& HRD department having separate Personnel Heads & HRD Heads reporting to a
common Functional Head.
The survey for identification of training needs should be conducted more frequently in
order to gauge the perception of the employees regarding training & development process
practiced by the organization.
The Management should implement Kirkpatricks model for evaluating the effectiveness
of training & development process across the organization.
The Management should initiate the process of mentoring by the senior management for
new employees to induce hand holding culture in the organization.
The HODs of different departments should compulsorily practice formal process of
briefing and debriefing before and after every training program respectively with an
objective to inculcate learning culture into the organization.
The management should strengthen sports & cultural activities (e.g. celebration of
festivals, football & cricket matches, photography & drawing competition etc) to foster
interpersonal relations within the organization.
7.1 CONCLUSION
I would like to conclude by saying that it was great experience to be associated with
ThyssenKrupp Industries India Pvt. Ltd. (TKII). I had learnt a lot as to how the Personnel &
HRD department actually works at TKII. TKII gave us a full exposure to the manufacturing
industry. I had a wonderful experience taking interviews of the Shop floor workers,
7.2 REFERENCE
Books
Hiring and Keeping the Best People : Harvard Business School Press, 2002
Newspapers:
Economic Times
The Times of India
Hindustan Times
Websites
http://www.hr-guide.com/
http://www.hreonline.com/
http://www.managementparadise.com
http://www.thyssenkruppindia.com
http://images.google.com/
ANNEXURE
Questionnaire
Project Schedule
ANNEXURE
QUESTIONNAIRE
General instructions for filling the questionnaire:
1) Please answer all questions.
2) Please tick mark ( ) the most appropriate option that most closely represents your
views.
3) Please give your candid and unbiased feedback.
4) We assure you full confidentiality of your responses.
Personal Profile:
NAME
TOKEN NO.
DESIGNATION
DEPARTMENT
EDUCATIONAL
QUALIFICATIONS
AGE (YEARS)
Agree
Disagree
3. The organizations training programs are evaluated, and improved upon, every year.
Strongly agree
Agree
Strongly disagree
Disagree
4. Employees are sponsored for training programs on the basis of carefully identified needs.
Strongly agree
Agree
Strongly disagree
Disagree
5.In your opinion, what factor creates difficulty in applying new skills on the job?
References :
Books
Hiring and Keeping the Best People : Harvard Business School Press, 2002