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INTRODUCTION

Human resource management (HRM) is concerned with human beings,

who are the energetic elements of management. The success of any organization or
an enterprise will depend upon the ability, strength and motivation of persons
working in it. The human resource management refers to the systematic approach
to the problems in any organization. It is concerned with recruitment, selection,
training and development of personnel.

Training and development plays a very important role in every

organization. It is an integral function of human resource development. It is
regarded as means of achieving the highest levels of efficiency from the
employees by providing them necessary skills needed for the job.

Training and development play an important role in the effectiveness of

organizations and to the experiences of people in work. Training has implications
for productivity, health and safety at work and personal development.

All organizations employing people need to train and develop their staff.
Most organizations are cognizant of this requirement and invest effort and other
resources in training and development. Such investment can take the
form of employing specialist training and development staff and paying salaries to
staff undergoing training and development.

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THEORETICAL FRAMEWORK OF TRAINING AND DEVELOPMENT

MEANING AND DEFINITION

Training is a process of learning a sequence of programmed behavior. It is
an application of knowledge. It gives people an awareness of the rules and
procedures to guide their behavior. It attempts to improve their performance on the
current job or prepare them for an intended job.

DEFINITIONS
1. Training is the organized procedure by which people learn knowledge and
skills for a definite purpose.
Dale. S.Beach
2. Training is the act of increasing the knowledge and skill of an employee for
doing a particular job.
Edwin.B.Flippo
3. Trainings main goal is to induce a suitable change in the individual
concerned.
R.S.Davar

Training is indispensable be it in goal selection or in the working process.

Training enables us to move ahead in the right direction, using right pace and right
tools while keeping sight of the target. It is the real understanding of the
components of and pursuing every detail of the entire process adhering to the just
and subtle social requirements.

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Training could also be to expose the existing employees to the at least

concepts, information and techniques and develop in them skills required in their
fields. As change is inevitable the only way to keep pace is to keep abreast of the
information. That is possible only through training.
NEED FOR TRAINING
Increase productivity
Instruction helps employees to increase their level of performance on their
present assignment. Increased human performance often directly leads to increased
operational productivity and increased company profit.
Improve quality
Better informed workers are less likely to make operational mistakes.
Quality increases may be in relationship to a company product or services or in
reference to the intangible organizational employment atmosphere.
To improve organizational climate
Production and product quality may improve financial incentives may then
be increased, internal promotions become stressed, less supervisory pressures and
base pay rate increases due to the improvement in organizational climate.
Increased morale may be due to current state of an organization educational
endeavor.
Improve health and safety:
Proper training prevents industrial accidents; managerial mental state would
also improve if supervisors know that they can better themselves through company
designed development programmes.
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,
motivation or the inability of a person to adapt him to technological changes.

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NEED FOR TRAINING ARISES DUE TO THE FOLLOWING REASONS

Match employee specifications with the job requirements and

organizational needs.
Organizational viability and also the transformation process.
Technological advances
Organizational complexity
Human relations
Change in the job assignment
Reduce grievances and minimizing accident rules.
Reduce supervision time, waste and spoilage of raw material and produce
quality goods.
The structure of the training programme however depends on the need for
the training. For instance new entrants are given induction or orientation
programme. Its objective is to familiarize the new employees with the
organization, provide them with information about the organizational structure,
products/services and to inform them of the welfare activities, physical layout of
the plant and equipment.
Training needs are in identified through identifying the organization needs
based on.

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Organization strengths and weaknesses in different areas like excessive

scrap, excessive labour turnover, breakage of machinery etc.

Departmental strengths and weaknesses including special problems of the

department or a common problem of a group of employees like acquiring
skills and knowledge.

Individual strengths and weaknesses in areas of job knowledge, skills etc.

OBJECTIVES OF TRAINING

To impart to new entrants the basic knowledge and skill they need for an
intelligent performance of definite tasks.

To broaden the minds of senior managers by providing them opportunities

for an interchange of experiences from within and outside with a view in
correcting the narrowness of outlook that may arise from over
specialization.

To impart customer education for the purpose of meeting the training needs
of corporation, which deal mainly with the public.

Training concentrates on the improvement of operative skills, interpersonal

skills, decision making skills.
IMPORTANCE OF TRAINING
The importance of human resource management to a large extent depends
on human resources development and training is its important technique. No

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organization can get a candidate who exactly matches with the job or the project
he/she has to perform in order to achieve the organizational and personnel goals.
Training is the corner stone of sound management for it makes employees
more effective and productive. It is actively and intimately connected with all the
personnel or managerial activities.
Moulds the employees attitudes and helps them to achieve a better
cooperation with the company and greater loyalty to it.
Heightens the morale of the employees for it helps in reducing the rate of
turnover, absenteeism and grievances.
Wastage and spoilage are lessened.
Problem solving device.
BENEFITS TO THE ORGANIZATION
Increases profit
improves morale of the work force
helps in identifying the organization goals
Improves labour management relation goals
BENEFITS TO INDIVIDUAL
To take better decisions and effective problem solving
Helps a person handle stress, tension and frustration
Increases job satisfaction and recognition
Helps to eliminate fear in attempting new tasks
Provides information for improving leadership knowledge, communication
skills and attitudes.
PRINCIPLES OF TRAINING
Training is a continues process and not a one shot affair. Training
programme or policy should be prepared with great thought and care for it should
serve the purpose of the establishment as well as needs of employees.
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Motivation
By motivation trainee acquires new skills and knowledge. Thus training
must be related to the desire of the trainee such as more wages or better job
recognition, states promotion etc.
Progress information
There is a relation between learning rapidly and effectively and
providing right kind of information. The trainer should not bombard trainee with
excessive information. Trainees desire is to learn new skills to remain update and
sustain his interest by providing him with right kind of interest.
Reinforcement
The effectiveness of the trainee in learning new skills or acquiring new
knowledge should be reinforced by means of regards and punishments.

To meet companys objectives

The purpose of training is to meet the companys objective by providing
opportunities for employees at all organizational levels to acquire knowledge,
skills and attitudes.
TRAINING PROCEDURE
In systematically operating system a training system in an organization,
the human resource manager may formulate a systematic pattern. It may include:

Assessment of training needs

Designing training programs

Identifying resource persons

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Preparation of training budget

Preparation of training materials

Organizing training programs

Evaluation of training effectiveness

Revising the training pattern

ASSESSMENT OF TRAINING NEEDS:

Any organization, in order to keep itself vibrant and responsive to the needs
of environment, constant training and developing programmes must be conducted.
The training needs are identified on the basis of organizational analysis, job
analysis and man power analysis. The training programme, training methods and
course content are those aspects necessary to perform the job in any organization
in which employee is lacking attitude/aptitude, knowledge and skill.

Training needs = job and organizational requirement employees specifications.

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Training process starts with the determination of training needs. Training

needs are generally identified at five phases. They are:
Technical updating
Individual expectancy
Occupational efficiency
Behavioral competence and
Organizational efficiency
The training needs exist at the organizational level, top management level,
executive development level technological updating, technical know how, as well
as for gaining skills, capacity and behavioral competence required for specific jobs
and tasks training required.
DETERMINATION OF GAPS:
The trainer or the training department must determine gaps; i.e., the
difference between the expected knowledge level and the existing level. These
gaps are mainly divided into two heads namely performance gap and behavior
gap. These two are the knowledge gap factors.
PERFORMANCE GAP FACTORS
These include knowledge gap, technical knowhow gap, skill gap and
performance level gap, which affect the performance of the individuals. These
factors must be changed over the period of time.
BEHAVIOUR GAP FACTORS
These include organizational commitment gap, attitude gap, and approach
gap, behavior gap, which determine the positive behavior of people towards
organization, organizational policies, strategies, common goals, objectives and
expected performance.
The performance gap factors demand training while the behavior gap
factors necessitate an educating process. Mere training is not an educator

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committed to deliberately develop human beings first and then managers,

executives and workers.
DESIGNING TRAINING PROGRAMMES
It is the responsibility of the human resource development managers to
design training programmes appropriate enough to supplement the short and long
term organizational needs, and the training needs of the people. Once the exact
need is determined, programmes must be designed to suit specific need, and
specific individual participants must be selected for the programmes.
IDENTIFYING RESOURCE PERSON
Identifying resource persons is another important task in organizing training
programmes. It is appropriate to maintain a list of external resource persons, so
that their services can be ensured wherever necessary. The success of every
training programme depends on the capability of the trainers on the hand, and
proper execution of the training programmes on the other.
PREPARATION OF TRAINING BUDGET
Allocation of adequate funds for every budget year and for every training
programme must be made in advance. Every training programme needs
appropriate investment which determines the effectiveness of the training
programme. Hence the training budget must be integrated with the financial
budget of every organization.
PREPARATION OF TRAINING MATERIALS
Once the training is planned and designed, and the list of participants is
designed, training materials must be prepared. The two important inputs of
training include theoretical materials and documents. It is always good to supply
adequate handouts to the trainees. Hence preparation of course material is an
essential aspect of training programme.
ORGANIZING TRAINING PROGRAMMES

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Programmes are planned in advance, the course material prepared and the
proper selection of the participants are ensured, and then organizing the
programmes is important. It is the proper combination of all the training aspects,
i.e., training leadership, training faculty, and training materials, training
participants, various programmes related to training, and so on, that leads to
success. Programmes must be organized in such away that it impresses the
participants can be ensured in the programme. Every component in the programme
must be organized in such a way that equilibrium is reached in the whole
programme.
EVALUATION OF TRAINING EFFECTIVENESS
As soon as the training programme is over, its effectiveness must be
evaluated, and determined whether the programme has been able to reach its
expected goals of the trainees and their employers. While designing the training
programmes and training methodologies, the trainers must fix the standards and
objectives, taking and problems of specific levels.
The participants who undergo training programmes may be asked to submit
a questionnaire filled along with proposals for any change they would suggest to
be incorporated in the programme. An appraisal form and an appraisal interview
can be used for eliciting the response and an appropriate follow up can be
introduced to improve the effectiveness of the training programme.
REVISING TRAINING PATTERN
On the basis of the evaluation of the training effectiveness, necessary
revision or improvement must be incorporated in the training programme, if the
expected result could not be which are not adequate enough to accomplish its
objectives are to be revised. Sometimes, the method, the period, the contents, and
even the participants must be changed on the basis of the evaluation of the results.

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Thus, the training programme must be well planned, formulated and

implemented in accordance with the needs of human resource development
intervention.
FEEDBACK
Every human resource management system must have a built in sub system
for feedback. Feedback from the employees, who are subject to the human
resource development intervention of the organization, enables the organization to
determine whether the intervention is effective. It also provides information about
the performance of the people who work for the organization.
When feedback is linked with goal setting, the result is bound to be
positive. This is consonance with the basic psychological principal that knowledge
of results is a necessary condition for effective learning. One may not improve his
performance if he does not hope for a positive result. As a good result is expected,
positive efforts are imminent and then feedback is bound to be realistic.
Thus, the feedback has an important role in the efficient functioning of the
organization. The human resource development manager gets a periodic review of
what is going on in the organization through this feedback system.

TECHNIQUES OF TRAINING
Generally there are two techniques of training namely:

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ON THE JOB TRAINING METHODS

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This is the method of developing managers on the job i.e. gathering

experience and learning by doing. Learning by doing implies that one
should participate in doing by involving one self. On the job training
methods include job rotation coaching, job inspection or training
through step by step and committee assignments. Mostly, I have
observed in this mill on the- job training methods are implemented.
a) JOB ROTATION
it is a systematic program of employee moving and interchanging
executives or supervisory from one job to another, through the organization for
suitable periods of time the trainee receive job knowledge and gains experience
from his supervisor or trainer in each of the different job assignments. This method
gives an opportunity to the trainee to understand their problems of the employees
on other jobs and respect them.

b) COACHING
Coaching is instructing or tutoring while an individual is personally on
the job in action. Coaching a manager or an executive or an employee is the
process of developing on the job by enabling him to undertake and carry out tasks
or critical tasks under the direct supervision, instruction and guidance of a superior
helps in this, his subordinates develop the judgment required, the competence
needed and the commitment essential for effectively holding the responsibility and
caring out the tasks. The supervisor provides feedback to the trainee on his
performance and responsibilities of the coach and relieves him of his burden. A
limitation of method of this method of training is that the trainee may not have the
freedom or opportunity to express his own ideas.

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c) JOB INSTRUCTION
This method is also known as training through step by step. Here, the
trainer explains to the trainee, the way of doing the job, job knowledge and skills
required and allow him to the job and at his supervision. The trainer appraises the
performance of the trainee, provides feedback information and corrects the trainee.
d) COMMITTEE ASSIGNMENT

Under the committee assignments, a group of trainees are given and asked
to solve an actual organizational problem that exists currently. The trainees solve
the problem jointly, which develops group cohesiveness or the teamwork.
e) APPRENTICESHIP
It is the oldest and most commonly used method in crafts, trades and in
technical areas. A major part of the training time is spent on the job productive
work. Each apprentice is given a programme of assignments according to a
predetermined schedule, which provides for efficient training in trade skill.
OFF THE JOB TRAINING METHODS
Off the job training methods are extensively used for management
development, since on the job method may not always be convenient. It may
include briefing the executives on companys policies and plains, developing tools
for managerial effectiveness, counseling and human relation skills, and top
management seminars and so on.
Under this method of training, the trainee is separated from the job situation
and his attention is focused upon learning the material related to his future
requirements, he can place his entire concentration on learning the job rather then
spending his time in performing it. There is an opportunity for freedom of
expression for the trainees. Development programs planned on the basis of actual
needs are bound to be effective. Resource persons from within the organization

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must be developed to be trainers, and there must be a permanent training in an

organization.
Off the job training methods include vestibule training, role playing
lecture method, conference or discussion, programmed instruction, case studies, T-
group training method etc.
A) VESTIBULE TRAINING
Here, actual working conditions are stimulated in a classroom. All the
materials, files and equipments, which are used in actual jobs performance, are
also used in training. This type of training commonly use for training the
personnel for clerical and semi skilled jobs, which ranges from days to a few
weeks.
B) ROLE PLAY
Role play is an advanced form of case discussions and is used to improve
the ability for decision making, human relations skills, organizational behavior etc.
of the participants. It is defined as a method of human interaction that involves
action, doing and practice of the trainees. This method is mostly used for
developing interactions and relations.
C) LECTURE METHOD
The lecture method is a traditional and direct method of instruction. The
instructor organizes the material and gives it to a group of trainees in the form of a
talk. In effective lecture provides a means of transmitting information, ideas, know
how and knowledge would motivate and create interest among the trainees. The
advantage of the training methods is that it is direct and can be used for a large
group of trainees at once. The major limitation of this method is that it does not
provide for transfer of training effectively.
D) CONFERENCE OR DISCUSSION
It is a method in training the clerical, professional and supervisory
personnel. The method involves a group of people who pose ideas, examine and
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share facts, ideas and data, test assumption and draw conclusions, all of which
contribute to the improvement of job performance. The success of this method
depends on the leadership qualities of the person who leads the group.
E) CASE STUDY
Christopher Lang Dell first developed this method in 1880. Case study is
based upon the belief that managerial competence can be attained through the
study, contemplation and discussion of concrete cases.
F) T-GROUP METHOD
This method is otherwise known as sensitivity training traditionally. Under
the leadership of a trained leader, a group of people gets trained to increase their
sensitivity to inter personal relationships, so as to develop their skills in inter
personal relation ships. It aims at gaining inside into ones own feeling and those of
others. It generally discusses the problems, which actual exist among them. It
actually seeks to change the under lying attitudes and behavior of the participants
on the job.
TRAINING EVALUATION:
Objective of training evaluation is to determine the ability of the participant
in the training program to perform jobs, for which they were trained, the specific
nature of training deficiencies whether the trainees required any additional on the
job training and the extent of training not needed for the participants to meet the
job requirements.
The process of training evaluation has been defined as any attempt to obtain
information on the effects of training programme and to access the value of
training in the light of information. Evaluation leads to controlling and correcting
the training programme.
In 1959 Donald Kirkpatrick published a paper that classified training out
comes into four categories.
Reactions trainees reactions to all aspects of learning.
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Learning change in attitudes, knowledge and skills.

Job behavior change in trainees behavior because of training programme.
Ultimate value achievement of final results, effects on trainees self
concept
For level evaluations are as follows:
Evaluation is definitive
Evaluation equals effectiveness
Trainees are accountable for effectiveness
Evaluation is superior

EVALUATION OF TRAINING PROGRAMS

Evaluation of training programmes should not be just a one time activity
like concluding ceremony. It should be rather a systematic process to elicit and
analyze feedback from the trainees. Evaluation of effectiveness of training
programmes is important for management in assessing whether the training was
worthwhile and how it can be made more worthwhile in future.

Evaluation is the mechanism to seek information on the relevance and

impact of training. Evaluation done at different intervals of time both during the
process of training as well as after the completion of training essentially aims at
assessing the various components of a training programme including the trainees,
training contents, training method etc. evaluation done systematically helps in
identifying whether the training has brought about any changes in the attitudes and
values of the trainees, whether the training has brought about any changes in their
perception and orientation to people, work, self etc.

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The purpose of evaluating a course is to determine its value or to identify

ways for its improvement. Careful evaluation of training programme not only
improves the future programmes but also promotes the value of training.

ESSENTIAL INGREDIENTS FOR SUCCESSFUL EVALUATION

There are three essential ingredients for a successful evaluation. They are

Support throughout the evaluation process. Support items are human

resources, time finance, equipment and availability of data source, records
etc.
Existence of open communication channels among top management.
Existence of sound management process.

BASES FOR EVALUATION

1. Production factors
In operating training the prime measure of worth is that of productivity.
Productivity rates covering both quantity and quality are good indicators of the
values of training. The other production factors decrease in unit tine and unit cost
of production and reduction in space or machine requirements.
2. General observations
General observations should not be overlooked as a means of training
evaluation. The efficient supervision observes accurately the level of skill and
knowledge acquired by the trainee during training programme.
3. Human resource factors:

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Training programme can also be evaluated on the basis of

employee satisfaction, which in turn can be viewed on the basis of
Decrease in employee turnover
Decrease in absenteeism
Betterment of employee morale
Decrease in grievance and disciplinary cases
Reduction in time to earn piece rates

Various methods of training evaluation

1. Immediate assessment of trainees reaction to programme
2. Trainees observation during training programme
3. Evaluation of trainees skill level before and after training programme
4. Cost value relationship of training program is helpful in

Determining the priorities for training

Matching the employer and job through training
Determining the work of management sacrifices
Choosing the right training method

5. Seeking opinions of trainees subordinates regarding his/her job

performance and behavior.
Feedback
Training evaluation information should be provided to the trainer and
instructors, trainees and to all other parties concerned for control, correction and
improvement of trainees activities. Training evaluator should follow it up to
ensure implementation of the evaluation report at every stage. Feedback
information can be collected on the basis of questionnaire and through interviews.

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IMPROVING EFFECTIVENESS OF TRAINING PROGRAM

The effectiveness of training programme can be improved by applying the
learning principles:

1) Focus on real world problems

2) Relate the material to their past experience
3) Motivate the employees to improve performance
4) Assist the employees to improve performance
5) Emphasize on how the employees can apply the knowledge, skill or attitude
and transfer from training to the job.
6) Training program should be planned so that it is related to the trainees
previous experiences and background.
7) Specific training objectives should be provided with regular, constructive
feedback concerning his progress in training and implementation of the
newly acquired abilities.
8) Trainee should be provided with personal assistance when he encounters
learning obstacles.
9) Determine if the trainee has intelligence, maturity and motivation to
successfully complete the training programme.
By stages and category wise it has been found all the workers work
in the semi status. These stages will help to his performance and to reduce the
accidents. I have observed that by training procedure all the workers are working
in their supervisor control and their work found satisfactory.
BENEFITS OF TRAINING
Leads to improve profitability and more positive attitudes toward profits
orientation
Improve the job knowledge and skills at all levels of the organization

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Improves the morale of the workforce

Helps people identify with organizational goals helps create a better
corporate image
Improve the relationship between boss and subordinate
Helps to keep cost down in many areas, e.g., production, personnel,
administration
Improves labour management relations
Create an appropriate climate for growth and communication

OBJECTIVES OF THE STUDY

To study the overall training and development programmes of Husys,

Hyderabad To understand and enquire whether training and development

programme is useful.

To study whether the training porgrammes are helping for professional

development of employees.

To study whether the training and development programmes are in

consistent with organization goals.

To study whether there is relationship between the training facilities

provided and the implementation of training with the job.

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To study the whether there is adequate development of Human Relations

competencies through training.

To study whether there is increase in the efficiency of the employees.

NEED FOR THE STUDY

The needs for training arise due to the following reasons:-

To match the employee specifications with the job requirements and

organizational needs

To achieve the goal of organization viability and the transformational

process

To meet the challenges of latest technology i.e., mechanization,

computation and automation.

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To meet the organizational complexities such as manufacturing of multiple

products and bi-products are dealing in services of diversified lines,

extension of operation to various regions of the country or in overseas

countries.

To increase productivity, improve quality of product / service, help

company to fulfill its future personnel needs, improve organizational

climate, and improve health and safety, present obsolescence.

SIGNIFICANCE OF THE STUDY

1. The study provides insight into various aspects of training programmes.

2. Studies of this type are more useful to academicians and scholars.

3. Studies of this type are also useful to competitors to make necessary steps to
improve their training programmes.

4. This study also useful to policy makers to make necessary changes in policies
relating to training programmes.
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LIMITATIONS OF THE STUDY

There are many constraints in the studying of this industry. Although the

personnel of Husys, Hyderabad.

There are very co-operative and helpful, they are bound by their rules and

regulations.

The primary data is collected through interaction with the personnel of

HRD and workers of the organization.

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Secondary data is collected by means of the material supplied by the HRD

regarding the various training activities taken up by the organization.

The given time is very less i.e., only 45 days.

The information collected from 93 employees only.

RESEARCH METHODOLOGY

Research as a careful investigation or inquiry especially through search for new

facts in any branch of knowledge.
- The Advanced Learners Dictionary of Current English, Oxford,
1952, p. 1069.
This is a systematic way to solve the research problem and it is an
important component for the study without which researcher may not be able to
obtain the facts and figures from the employees.
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The methodology adopted for the study is as follows:

Statement of the Problems
To find out the welfare measures in the organization.
To find out the factors affecting to maintain such welfare measures.
To study the reaction of respondents to the existing work environment.

Sources of data:
Data was collected based on two sources:
Primary data.
Secondary data.

Primary data:
The primary data is collected with the help of questionnaires. The
questionnaires are chosen because of its simplicity and reliability researchers can
expect a straight answer, which is directly related to the questions.
Secondary data:
Secondary data is collected through the document provided by the HR
department such as policy decisions, reports regarding suggestion scheme etc.
books from various authors of HRD, magazines, journals and annual reports of the
company, feedback reports file of training department, brochures and company
personal manual.
Sampling unit:
Sampling unit for the study is executives, senior executives, and graduates
and diploma holders, workers of Devi Sea Foods Ltd., Singarayakonda.
Sampling size:
The sample size consists of 100 respondents.
Research Design
Research as the systematic investigation into and the study of materials
and sources in order to establish facts and reach new conclusion.

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A research design involves the completes process of planning and operation of the
research.
A research design is an instrument, which helps in achieving scientific accuracy of
the study under consideration.
How many observations should be made one of each unit in the study?

Sampling technique
Sampling can be broadly classified into probability sampling and non
probability sampling. But the study is conducted by non-random convenient
sampling techniques for the purpose of assuring the sample size.
Convenience sampling:
The type of sampling depends upon the convenience of the researcher.
Random sampling
The type of sampling can be choosing on the basis of random.
Quantitative analysis:
The data is collected through questionnaire regarding the purpose of
approval and positive and negative aspects of existing system were analyzed
quantitatively and qualitatively and interpretations were summarized.

Statistical Tools Used:

The design tool used to analyze the data is percentage method.

Percentage Method:
The method is very simple to analyze the data. The sample size may be
large. To analyze such large size of data, we change into percentages. To change
that the formula is,

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Total No of sample X 100

No of respondents

INDUSTRY PROFILE

INTRODUCTION:
India's software exporting industry is one of the world's successful
information technology industries. Begun in 1974, it employed 345,000 persons in
2004 and earned revenue of $12.2 bn, equal to 3.3% of global software services
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spending. This paper's object is to explain the industry's origins, growth and
sustainability.

As we shall show, the industry originated under untypical conditions. Local

markets were absent and government policy toward private enterprise was hostile.
These conditions influenced the industry's origins. The industry was begun by
Bombay-based conglomerates which entered the business by supplying global IT
firms located overseas with programmers. Their success owed to the innovative
exploitation of a new global market opportunity and protection from transnational
corporations and startups by policy.

The explanation on origins is the same as used to explain industry origin in

countries such as Korea and Japan with the difference that while government
policy favored large domestic firms and and small firms in those countries, in
India, government policy disfavored all types but was least hostile to large,
domestic firms. In economic terms, the effect was the same as the more typical
protectionist policy. The protected environment restricted the growth of project
management and domain skills so that, despite access to a large pool of
programmers, the industry could not grow in value-addition.

A decade later, mainframe-based programming and manufacturer-specific

operating systems and languages gave way to workstation-based programming and
standard operating systems and high-level languages. These changes modularized
the programming function, i.e., programming could henceforth be done
independently of the hardware platform and from the other functions of creating
software, such as system design. This, along with policy reforms that reduced
costs of imported hardware and software, caused the Indian software industry to
shift from supplying programmers to supplying software programs. As work
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moved to India, infrastructural costs increased as a proportion of total costs. This

caused the industry to relocate from Bombay to Bangalore.

During the early years of the industry's third decade, beginning in the mid-
1990s, the establishment of the Internet facilitated the separation of services, such
as software maintenance and email management, from the site where the software
was located. Following telecommunications policy reforms in 1999, this opened
new opportunities for domestic firms .In 2000, reforms in foreign ownership
rules, intellectual property protection and venture capital policy induced TNC,
Diaspora and foreign venture capital entry.

The traditional software services industry, dominated by large local firms,

has subsequently competed with firms with superior domain skills and access to
finance. In consequence, the industry as a whole is seeing new leadership, more
product development and higher value-addition

ORIGIN AND GROWTH

Independent software vendor (ISV) industry was created by IBM's decision
in1969 to un bundle its mainframe operating system, applications software and
hardware by creating open standards.

Subsequently, some client-firms set up in house software development and

maintenance operations while others outsourced the work The independent
software vendor (ISV) industry was created by IBM's decision in1969 to un
bundle its mainframe operating system, applications software and hardware by
creating open standards. Subsequently, some client-firms set up in house software
development and maintenance operations while others outsourced

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In the 1980s, the PC was invented. The Wintel standard became established
by themid-1980s, leading to a decline in hardware prices and rising demand for
applications. Unlike mainframes, the PC was for retail users, who were reliant on
product software. The PC of the 1980s lacked both the programming capacity and
performance needed by enterprises.

Hence, it had no impact on the custom software business. The workstation,

introduced in the mid-1980s, had the capacity for stand-alone programming for
mainframes. The widespread adoption of Unix and C as the operating system and
programming language for all computers, jointly with the workstation,
revolutionized the ISV industry.

An ISV could now own a workstation made by any manufacturer, yet write
programs for a client whose installed hardware might be of a different brand (even
a mainframe). In another words, programming became platform independent or
modularized from the hardware component. In the 1990s, the success of database
software packages further simplified the creation of applications software.

The workstation also had sophisticated graphics and the computational

capacity needed by small enterprises. Such firms shifted from outsourcing data
processing services to running their own workstations.

The platform independence that arose from the U-W standard, combined
with the risen demand for custom software by small firms, resulted in a large
custom software industry. In the 1990s, the rising computing power and declining
cost of the PC improved its capacity to program in Unix/C. The PC, therefore,
replaced the workstation as the hardware platform for programming. Later in the
decade, the success of PC-based networks increased the accessibility of
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applications to many more users within the enterprise. The first four columns in
the table below summarize the main changes in the software services industry in
the U.S. and the driving forces reviewed

The growth of India's IT industry

Managed services, time-sharing, integration and mainte2nance were the
earliest software services to be outsourced. Custom software did not, as noted
above, become important till the late 1970s. In the early 1970s, American firms
looked offshore for cheaper ways to develop software products. India, Ireland and
Israel were obvious choices given the widespread knowledge of English and
relatively low costs of programmers.

The implantation of a technically sophisticated industry like software into a

less-developed host country has typically been explained by the access of
transnational corporations to local resources facilitated by policy reform (often
after efforts to create industry through protectionist policies have failed). For
example, Dunning(1992) argues that reform effectively enables cheap labor pools
and other host country resources to be matched with the financial, managerial,
technical, domain and marketing skills of TNCs.

Software might be considered a particularly difficult type of service to

offshore, because the labor needs to be skilled, relative to what is required for the
off shoring of, say, routine call-center work or voice transcription

Even within software, one would expect that work to support product
software, done by TNCs, would be the point of origination. The developing
country's engineers could initially provide just technical support and maintenance.

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Indeed, product development (including R&D) rose from 8% of software

exports in1999 (the year from which key changes in foreign ownership rules, and
telecommunications, intellectual property protection and venture capital policy
reforms began to 25% in 2003 and revenue per employee rose by 14% It appears
that the Indian software industry is acquiring domain skills.

Some of this is undoubtedly due to the leveling of the playing field for
TNCs and startups since1999. Some has to do with a strategy of overseas alliances
being pursued by the larger domestic firms. The industry, therefore, appears to
have the capability to move up the value-chain. As a result, industry leadership,
currently with large domestically-owned software services firms offering custom
programming services, will have to be shared with startups diaspora-linked or
funded with foreign venture capital and TNCs offering innovative products and
services

COMPANY PROFILE

ABOUT HUSYS CONSULTING PRIVATE LTD

HUSYS Consulting Private Ltd is one and only Indias HR function
outsourcing company started its operations in March 2002 based at Hyderabad to
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redefine the HR function with a new dimension of managing the HR function with
Human Synergies to meet the challenges of business focused HR practices.
HUSYS is having 5 years of rich fundamental experience in managing HR for
more than 60+ companies and it specialize in managing HR department for
organizations and providing one-stop solution for all the HR needs.

If any clients look at setting up operations in India, Husys can be of great

help. This service reduces your effort in setting up the operation of your own. It
also provides HR function as holistic as well as strategic HR outsourcing
/consulting partner by design and development of specific/whole as sub functions
of services based on the organizational priorities.

SKILLS
HR function outsourcing.
HR function management solutions of SMEs.
Creating recruitment arm for companies.
Benefit administration.
Employee relation management.
Policy formulation.
Training delivery outsourcing.
New business setup in India

MISSION OF THE ORGANIZATION

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To build and sustain business understanding.

To maintain customer satisfaction.
ROI/ Profitability through business transactions.

OBJECTIVE OF THE ORGANIZATION

To be a one-stop solution provider for all human resources challenges of
todays organizations. Husys provide customized, cost & time effective solutions
in the areas of HR function outsourcing, HR consulting, Business incubation,
organizational competency development & talent acquisition.

ABOUT HUSYS HR FUNCTION OUTSOURCING

Husys provide solution for small and medium size organization (SME) with
excellent core competency in your area of operation. To create a cost effective HR
department with consistency in managing people, processes and development
Husys help to setup the HR department or manage through person
independent and your business vision driven systems.
Multi-Industry solutions services, IT, ITES, BPO, manufacturing,
hospitality, education and insurance.
ABOUT HUSYS HR CONSULTING & STRATEGIC HR SUPPORT
HR policies
HR manual preparations
Performance management system
Employee satisfaction survey
Compensation and Benefit management
Need based HR process and strategic consulting

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ABOUT HUSYS TRAINING & DEVELOPMENT SOLUTIONS

Design, development, delivery and review of ROI for your trainings
Husys only customized competency development programs
Training solutions outsourcing
ABOUT HUSYS BUSINESS INCUBATION
Setting up business in India
Design and deliver offshore business models
Provide cost effective infrastructure and facilities
Building people to deliver
Customers tasted success in IT, ITES, BPO, Exports & Logistics arena
A specialized solution offered to organizations world over to start
their operations in India, we work on Build Operate & Transfer (BOT) or
Build Operate & Manage (BOM )

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Associate Management Services

An integrated employee management solution from Hiring to Exit.

Includes appointment, payroll and statutory PEO services.

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Executive Search

A business focused high-end talent acquisition solution to support your business

growth

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Building & Managing your HR Department

Solution for Small & Medium Size Organization (SME) with excellent core
competency in your area of operation

You want to create a cost effective HR Department with consistency in

managing People Processes & Development

We help you to setup the HR Department and/or Manage through person

independent & your Business Vision driven Systems

Our Key Focus is in Building & Managing your HR Department.

If you are a Small & Medium Size Organization and looking to expand and
build an Organization of repute! Just go through what we can do for you.

Why Should You Assign To HUSYS to Manage YOUR HR FUNCTION

We have the specialist knowledge of HR spectrum from various Industry

Segments

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By Assigning the HR Function Support you are no longer dependent on

person. Its Husys as Organization takes that Responsibility to help and
grow with you.

You don't have to have a huge setup of HR Function and pay more

We can help in creating HR function for Organization starting from 5 to

100 to 500 with least number of people to build & support

This would help you to

Concentrate on your core competency and take expert support in managing

your HR Department

Cost effective HR Department with consistency in managing People

Processes & Development.

Setup the HR Department and/or Manage through person independent &

your Business Vision driven Systems.

Bring the expertise & ability of managing Multi-Industry exposure to

Services, IT, ITES, BPO, Manufacturing, Hospitality. Education, Insurance

and many other areas.

Build & Implement project based HR processes to give your Organization a

world-class touch.

HR Consulting & Strategic HR Support

Design, Development & Implementation

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HR/People Policies

HR Manual Preparations

Performance Management System

Employee Satisfaction Survey

Compensation & Benefit Management

Need Based HR Process & Strategic Consulting

Training & Development Solutions

Design & Deployment of Training Solutions

Design, Development, Delivery & review of ROI for your Trainings.

We do only customized Competency Development Programs to suit your

Business Needs

Training Solutions Outsourcing

Business Incubation (Offshore India)

Setting-up Business in India

Help in Setting-up your business in India - Incubating your Ideas to

Realities

Design & Deliver Offshore Business Models

Provide Cost Effective Infrastructure & Facilities

Building People to Deliver

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ITS YOUR OFFSHORE CENTRE TO ADD BUSINESS VALUE

Our Customers tasted success in IT, ITES, BPO, and Exports & Logistics
Arena
Executive Search
Talent Acquisition
Specific, High-End Talent Identification & Acquisition (Delivery
Management to Top Management Levels)
Recruitment Process Outsourcing (RPO)
People Deployment Solutions
Campus Management Solutions
Talent Acquisition & Incubation Solutions
Industry Specific Customized Solution

HUSYS ACHIEVEMENTS:
Husys have achieved 40+ customers in 4 years and continue to work with each
of them. Thats the customer retention by Husys. They served the following
Industries in adding business value:
IT, ITES & BPO
Services & Hospitality
Construction
Manufacturing Industries
Pharmacy & Bio-Technology
Education
Insurance

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Mission HR is a one-year full time programmed, being offered by Husys

Consulting. It comes with the concept of learn and earn while pursuing HR career.
Managing human resources is an important component of any business
development and its importance has grown from just being a support system to
being a strategic partner in business development in this era of globalization. With
globalization, the doors of international markets have opened up a lot of ventures
for small & medium size companies in India.
And these companies have opened up a host of openings for HR managers
and further specialization in HR itself is picking up as a career option rather than
just being one aspect of business management.
Industry estimates at least 20,000 unearthed HR positions in the State alone
and at the same rate, India would have a potential of generating more than
4,00,000 unexplored positions over the nest two years. Corporate are finding it
difficult to find good HR resources.
On an average, 5 to 10 per cent of the postings on all job-sites are on HR
Management. Out of these advertisements there are many positions un-filled even
after several months.
Several organizations are now focusing on offering programs on HR with
stress on practical exposure to produce ready-made HR resource persons. Missions
HR is one such program being offered by Husys Consulting. A one-year full time
program, it comes with the concept of learn and earn while pursuing the HR
career. Mission HR program is designed to cater to the growing needs of corporate
world for productive and dynamic HR professionals along with functional
experience.
This program is intended to expose the aspirants to the real core atmosphere
of corporate working culture and polish the hidden competency to suit the
requirement of the growing business.
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HUSYS How It Started

Founded at India with an aim to redefine the Human Resources function.
We have started our Operations based at Hyderabad in the year 2002. We have
been successful in bagging the HR Functional Outsourcing contract within 1
month of operation, which meant a great historic achievement in managing HR
Function and Outsourcing the same.

Today we are the people who are synonymous with HR Function

Outsourcing. We re-defined the way the HR Function Management is outsourced
with 7+ years & 80+ customers and continue to work with each of them.

STEPS FOR TRAINING WORKERS

Days Rate paid per day

1. Any general mazdoor 21 35/-

2. cop/spool winding 21 35/-

Learner
3. Spinner 75 35/-
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4. Weaver 60 35/-

A) General Mazdoor 150 50/-

B) cop/spool winding 150 50/-

Apprentice C) Warp spinner 150 50/-

D) Weft spinner 150 50/-

E) Single loom weaver 60 piece rate

F) Double loom weaver 120 piece rate

By the completion of their training the performance has been measured

accordingly:
Attendance + days worked + production: average production = piece of work

Good Average Dissatisfaction

Quality of work ( ) ( ) ( )

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General behavior ( ) ( ) ( )

Conduct ( ) ( ) ( )
Advantages of training:

It increases the productivity in the organization with the increase in skill of

the personnel.
It increases the morale of the personnel.
It helps in reducing the supervision over the employees.
It helps in sustaining the employees, which increases the organizational
stability.
Proper training in both job skills and safety attitudes contribute towards a
reduction in accident rate.

TEAM MANAGEMENT
GR Reddy - Founder and Chief Facilitator

Sudhakar Kumar - Director - Operations

Naresh Deevi - Associate Partner

Kalyan Duvva - Associate Partner

Team Mission
Key focus of our Team:

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Build and sustain Business understanding, Building Teams, Profit for

Customer, Internal Customer Satisfaction, and Person Independent HR
Processes & ROI/Profitability through business transactio

Guidelines for Handling Grievances at Husys

The following guidelines may help a supervisor while dealing with

grievances. He need not follow all these steps in every case. It is sufficient to
keep these views in mind while handling grievances.

Treat each case as important and get the grievance in writing.

Talk to the employee directly. Encourage him to speak the truth. Give him

a patient hearing.

Discuss in a private place. Ensure confidentiality, if necessary.

Handle each case within a time frame.

Examine company provisions in each case. Identify violations, if any. Do

not hold back the remedy if the company is wrong. Inform your superior

about all grievances.

Get all relevant facts about the grievance. Examine the personal record of

the aggrieved worker. See whether any witnesses are available. Visit the

work area. The idea is to find where things have gone wrong and who is at

fault.

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Gather information from the union representative, what he has to say, what

he wants, etc. Give short replies, uncovering the truth as well as provisions.

Treat him properly.

Control your emotions, your remarks and behavior.

Maintain proper records and follow up the action taken in each case.

Be proactive, if possible. Companies like VSP, NALCO actually invite

workers to ventilate their grievances freely, listen to the other side patiently,

explain the reasons why the problems arose and redress the grievances

promptly.

MAJOR ISSUES IN THE FUNCTIONS OF THE DEPARTMENTS

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Performance management system

Incentives

Human Resource Department Operational activities

Employee clashes

Organizational culture

Salaries distribution

Infrastructure facilities
Admin/Accounts Department

Financial Transactions

Stationary and other needs providing to the employees/departments

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Maintenance of peripherals

Network Department Uploading/ Downloading files

Maintaining of H.W/LAN/ Network

Technology
up gradation

Software Department

Software orientation to other departments

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Methodology and Design of Employee Service Charter:

1. Issue / Grievance of an employee

1. The first/immediate contact person

for resolving the issue

Problem solved

2. The next person to contact

for resolve the problem if it was
Y N not settled in the primary
position

3 The next person to contact for resolve the

problem if it was not settled in the previous
stage.

Problem solved

Issue / grievance resolved Y N

4. Final contact people for

resolve the problem

If any problem happened to any employee he can contact the immediate

person who specified in the first box, if it solved there is no issue. other wise he
can contact the next person specified in 2 nd box then also the problem is not

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solved he can contact the person specified in 3 rd box ,then like final person
specified in 4th

ISSUES OF EMPLOYEES REGARDING

PAYROLL AT HUSYS

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1. WHEN YOU WILL BE PAYING MY SALARY

6% IS THE RN FOR LATE PAYMENT?

2. WHAT
16% 3 7%
1 12 BE GETTING THE HIKE
3. WHEN I WILL

7%
4% 8
4. WHAT ARE THE RENS FOR DEDUCTIONS IN MY SALARY?
9
5. WHY THERE ARE BREAKDOWNS IN MY SALARY.
5% 5 6 6%
6. WHY I HAD NOT GIVEN MY SHIIFT ALLOWANCE.

2 7. REASON FOR INCORRECT SALARY PAYMENT.

10% 4 12%
8. ARREARS NOT PAID.

11 13 INCORRECT ARREARS PAYMENT.

9. REASON FOR
10% 10 6%
7
10. WHY
7%I HAVE NOT BEEN GIVEN THE REALLOCATION ALLOWANCE.
5%
11. WHY I HAVE NOT BEEN REIMESED FOR MEDICAL, CONVEYANCE, CERTIFICATION.

12. WHY I HAVE NOT BEEN PIDED THE LEAVE TRAVEL ALLOWANCE.

13. WHY I HAVE NOT BEEN PIDED WITH ADVANCE SALARY EVEN AFTER ACCEPTING T

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DATA ANALYSIS AND INTERPRETATION

1) Which training you prefer?

Item of Scale No. of Respondents Percentage of

Response

On the job 47 47

Off the job 13 13

Both 40 40

Total 100 100

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100

90

80

70

60

50 On the j ob Off the j ob Both Total

40

30

20

10

0
No. of Re spondents Percentage of Res pons e

Interpretation

From the above table it is clear that 47% of respondents agreed that the
company is using on the job methods of training by the company 13% of
respondents agreed that the off the job methods are using and 40% of respondents
are agree that both the methods are using the company.

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2) Have you attend any training programme?

Item of Scale No. of Respondents Percentage of response

Yes 74 74

No 14 14

No comments 12 12

Total 100 100

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100

90

80

70

60
Yes No No comments Total
50

40

30

20

10

0
No. of Respondents Percentage of response

Interpretation

From the above it is interpreted 74% of the respondents said that yes is used
and 14% of the respondents said that no are placed and 12% of respondents said
that no comments

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3) Is management staff participated with you in training program me?

Item of Scale No. of Respondents Percentage of

response
Yes 48 48

No 39 39

No comment 13 13

Total 100 100

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100

90

80

70

60

50 Yes No No comment Total

40

30

20

10

0
No. of Responde nts Perce ntage of re sponse

Interpretation

From the above it is interpreted 48% of the respondents said that

management is participated in and 39% of respondents said that management is
not participated and 13% said that no comments.

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4) Whether employee development programme conducted by the

management, are satisfactory to you ?

Item of Scale No. of Respondents Percentage of

response
To large extent 33 33

To some extent 55 55

Not at all 12 12

No comments 100 100

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100

90

80

70

60

50 To large extent To some extent Not at all No comments

40

30

20

10

0
No. of Respondents Percentage of response

Interpretation

From the above it is interpreted 33% of respondents agree that the company is
conducting employee development programmes. In large extent and 55% said that
in some extent and 12% said that not at all.

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5) What is your on train up ?

Item of Scale No. of Respondents Percentage of

response
Waste 54 54

Usefui 41 41

Department requirement 5 5

Total 100 100

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100

90

80

70

60

50 Waste Use ful Department requirement Total

40

30

20

10

0
No. of Respondents Percentage of response

Interpretation

From the above it is interpreted 54% of the respondents said that train up is waste
and 41% said that train up is useful to you and 5% said that basing on
departmental requirement

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6) What is the purpose of training ?

Item of Scale No. of Respondents Percentage of

response
To improve skills 40 40

To improve safety 25 25

To increase productivity 26 26
All 9 9

Total 100 100

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100

90

80

70

60

50 To improve skills To improve safety To increase productivity All Total

40

30

20

10

0
No. of Respondents Percentage of response

Interpretation
From the above it is interpreted that 40% said that to improve skills and
25% said that to improve safety and 26% said that to increase productivity and 9%
said to increase all the above .

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7) What is your opinion on duration of the programme?

Item of Scale No. of Respondents Percentage

of Response
More than enough 74 74

Just adequate 14 14

Adequate 12 12

Total 100 100

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100

90

80

70

60

50 More than enough Just adequate Adequate Total

40

30

20

10

0
No. of Respondents Percentage of Response

Interpretation
From the above it is observed that 74% said that more than enough and
14% said that just adequate and 12% said that adequate.

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8) Are you accepting new technology?

Item of Scale No. of Respondents Percentage of

Response
Yes 68 68

No 20 20

No comment 12 12

Total 100 100

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100

90

80

70

60

50 Yes No No comment Total

40

30

20

10

0
No. of Respondents Percentage of Response

Interpretation
From the above table it is observed that 68% were accepting the new
technology and 20% were not accepted and 12% said that no comment on it.

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9) The environment at the training place is properly set every time ?

Item of Scale No. of Respondents Percentage of

Response
Yes 62 62

No 18 18

satisfactory 20 20

Total 100 100

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100

90

80

70

60

50 Yes No satisfactory Total

40

30

20

10

0
No. of Respondents Percentage of Response

Interpretation
From the above graph 62% of respondents were said that yes and 18% said
that no and 20% said that satisfactory.

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10) Do you feel any burden about training ?

Item of Scale No. of Respondents Percentage of

Response
Yes 48 48

No 49 49

No comments 3 3

Total 100 100

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100

90

80

70

60

50 Yes No No comments Total

40

30

20

10

0
No. of Respondents Percentage of Response

Interpretation
From the above it is interpreted that 48% of respondents feel burden of
training and 49% of respondents said that there is no burden about the training and
3% of employees are not responded.

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11) Would you attend training programme during out of working hours?

Item of Scale No. of Respondents Percentage of

Response
Yes 28 28

No 13 13

Some times 59 59

Total 100 100

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100

90

80

70

60

50 Yes No Some times Total

40

30

20

10

0
No. of Respondents Percentage of Response

Interpretation
From the above it is interpretation 28% of employees attend training
programme out of working hours and 13% of employees do not attend training
programme out of working hours and 59% of employees attend some times.

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12) The training which is provided by HUSYS on the safety programmers are
very much helpful for your personal life or at the work place.

Item of Scale No. of Respondents Percentage of

Response

Only for personal life 15 15

Only for work place 15 15

Both 1 & 2 63 63

No comment 7 7

total 100 100

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Interpretation
From the above it is interpreted 63% of respondents said that training is
useful for personal life and also at work place. 15% of employees said that only
for personal life and only for work place respectively. And 6% of respondents said
that no comment.

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13) Is management staff participated with you in training programme

Item of Scale No. of Respondents Percentage of

Response
Yes 74 74

No 20 20

No comment 6 6

total 100 100

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Percentage of Response

80
70
60
50
40
30
20
10
0
Yes No No comment

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Interpretation
From the above it is interpreted 74% of respondents said that management
also participating with them in training program. 18% said that not participates
management training program and 8% said that no comment.

14) After training the management will motivate or they leave you?

Item of Scale No. of Respondents Percentage of

Response

Motivates us 60 60

Leave us 25 25

No comment 15 15

total 100 100

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Percentage of Response

60

50

40

30

20

10

0
Motivates us Leave us No comment

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Interpretation
From the above it is interpreted 60% of the respondents said that the
company is motivating then even after training programme and 25% said that they
were not motivate us and 15% said that no comment.

15) How do you feel about faculty?

Item of Scale No. of Respondents Percentage of

Response

Excellent 10 10

Good 60 60

Average 19 19

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Poor 11 11

TOTAL 100 100

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Percentage of Response

60

50

40

30

20

10

0
Excellent Good Average Poor

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Interpretation
From the above information faculty training program was good 60% of
respondents said 19% said that average, 10% of respondents said that excellent
and 11% of respondents said that poor.

16) How do you feel about Infrastructure?

Item of Scale No. of Respondents Percentage of

Response

Excellent 14 14

Good 55 55

Average 24 24

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Poor 7 7

TOTAL 100 100

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Percentage of Response

60

50

40

30

20

10

0
Excellent Good Average Poor

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Item of Scale No. of Respondents Percentage of

Response
Excellent 13 13

Good 58 58

Average 23 23

Poor 6 6

TOTAL 100 100

Interpretation
from the above it is interpreted 55% of respondents said that infrastructure
is good for training and 24% said that average, 7% said that poor and 14% said
that excellent.

17) How do you feel about Environment?

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Percentage of Response

60

50

40

30

20

10

0
Excellent Good Average Poor

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Interpretation
From the above it is interpreted 58% of respondents said that environment
of the training of the place was good and 23% said that average and 13% excellent
and 6% said that poor.

18) Training given by management in Audio form or in Video form?

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Item of Scale No. of Respondents Percentage of

Response

Audio from 13 13

Video from 14 14

Both 1 & 2 73 73

TOTAL 100 100

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Percentage of Response

80
70
60
50
40
30
20
10
0
Audio from Video from Both 1 & 2

Interpretation

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From the above it is interpreted 73% of respondents said that both audio
and video said that system are being used by the management in the program 13%
says only audio form is used and 14% says only video form is used.

19) Are you feel any burden about training

Item of Scale No. of Respondents Percentage of

Response

YES 25 25

NO 59 59

No comment 16 16

TOTAL 100 100

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Percentage of Response

60

50

40

30

20

10

0
Yes No No comment

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Interpretation
From the above it is interpreted 56% of respondents felt the training
programme that it burden, 28% of respondents feel it is not burden to them and
16% said that no comment.

FINDINGS

47% of respondents agreed that the company is using on the job methods of
training by the company 13% of respondents agreed that the off the job methods
are using and 40% of respondents are agree that both the methods are using the
company.
74% of the respondents said that yes is used and 14% of the respondents said
that no are placed and 12% of respondents said that no comments
48% of the respondents said that management is participated in and 39% of
respondents said that management is not participated and 13% said that no
comments.

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33% of respondents agree that the company is conducting employee

development programmes. In large extent and 55% said that in some extent and
12% said that not at all.
54% of the respondents said that train up is waste and 41% said that train up is
useful to you and 5% said that basing on departmental requirement
40% said that to improve skills and 25% said that to improve safety and 26%
said that to increase productivity and 9% said to increase all the above .
74% said that more than enough and 14% said that just adequate and 12% said
that adequate
68% were accepting the new technology and 20% were not accepted and 12%
said that no comment on it
62% of respondents were said that yes and 18% said that no and 20% said that
satisfactory
48% of respondents feel burden of training and 49% of respondents said that
there is no burden about the training and 3% of employees are not responded.
28% of employees attend training programme out of working hours and 13% of
employees do not attend training programme out of working hours and 59% of
employees attend some times
63% of respondents said that training is useful for personal life and also at work
place. 15% of employees said that only for personal life and only for work place
respectively. And 6% of respondents said that no comment.
74% of respondents said that management also participating with them in
training program. 18% said that not participates management training program
and 8% said that no comment
60% of the respondents said that the company is motivating then even after
training programme and 25% said that they were not motivate us and 15% said
that no comment.

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faculty training program was good 60% of respondents said 19% said that
average, 10% of respondents said that excellent and 11% of respondents said
that poor.
55% of respondents said that infrastructure is good for training and 24% said
that average, 7% said that poor and 14% said that excellent.
58% of respondents said that environment of the training of the place was good
and 23% said that average and 13% excellent and 6% said that poor.
73% of respondents said that both audio and video said that system are being
used by the management in the program 13% says only audio form is used and
14% says only video form is used
56% of respondents felt the training programme that it burden, 28% of
respondents feel it is not burden to them and 16% said that no comment.

SUGGESTIONS

The company may be suggested to undertake off-the-job training to certain

areas along with on-the-job training.

Improve the industrial relations.

Management should take necessary steps to make all the employees involve
in the identification of training needs.

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Since the employees are satisfied with existing training programmers the
same may be continued.

The management of Husys Pvt. Ltd., should continue the same interest
towards the training and development programmers in future also.

The quality of the training program me should vary according to the types
of groups of employees.

CONCLUSION

Training and development plays an important role in the development of

human resources in any organization. The organizations today follow a number of
methods for developing their human resources.
Professional competence describes the state-of-the-art, Area- knowledge,
expertise and skill relevant for performing excellently within a specific
functional department. This competence insures that technical knowledge is both

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present and used within a firm for the welfare of its stake-holders. To develop
this competence regular Training and Development is required Therefore,
Training initiatives and programs have become a priority for Human
Resources. As business markets change due to an increase in technology
initiatives, companies need to spend more time and money on training
employees. In today's business climate employee development is critical to
corporate success and organizations are investing mom in their employees
training and development needs.

QUESTIONNAIRE
NAME:
AGE:
GENDER:
OCCUPATION:

1. Which type of training you prefer? [ ]

A) On the job training
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B) Off the job training

C) Both

2. Have you attend any training programme?

A) Yes [ ]
B) No
C) No comment

3. Is management staff participated with you in training programme?

A) Yes [ ]
B) No
C) No comment

4. Whether employee development programmes conducted by the management

Are useful to you ?
A) To large extent [ ]
B) Tosome extent
C) Not at all

5. What is your view on train up? [ ]

A) Waste
B) Useful
C) Satisfactory

6 .What is the purpose of training? [ ]

A) To improve skills
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B) To improve safety
C) To improve productivity
D) All

7 What is your opinion on duration of programme? [ ]

A) More than enough
B) Just adequate
C) Adequate
D) No comment

8 .Are you accepting new technology? [ ]

A) Yes
B) No
C)No comments

9. The environment at the training place is properly set every time? [ ]

A) Yes
B) No
C) Satisfactory

10 .Do you feel any burden about training? [ ]

A) Yes
B) No
C) No comment

11 Would you attend training programmme during out of working hours? [ ]

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A) Yes
B) No
C) Some times

12. The training which is provided by HUSYS on the safety programme is very
much helpful for your personal life or at the work place? [ ]
A) Only for personal life
B) only for work place
C) both

13. Is management staff participated with you in training programme? [ ]

A) Yes
B) No
C) no comment

14. After training the management will motivate or they leave you? [ ]
A) Motivates us
B) leave us
C) no comment

15. How do you feel about faculty? [ ]

A) Excellent
B) good
C) average
D) poor
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16. How do you feel about infrastructure? [ ]

A) Excellent
B) good
C) average
D) poor

17. How do you feel about environment? [ ]

A) Excellent
B) good
C) average
D ) poor

18. Training given by management in audio form in video form? [ ]

A) Audio form
B) video form
C) both

19. Are you feel any burden about training? [ ]

A) Yes
B) no
C) no comment

BIBLIOGRAPHY

1.HUMAN RESOURCE AND PERSONNEL MANAGEMENT

C.B. MEMORIA
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2.PERSONNEL MANAGEMENT
EDWIN B FLIPPO

3.HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL

RELATIONS
P.SUBBA RAO

JOURNALS & MAGAZINES

ANNUAL REPORTS AND MANUALS OF HUSYS PVT Ltd.

ICFAI HR REVIEW

E-References:

www.husys.com
www.wikipedia.org
www.citehr.com
www.hrjournal.com

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