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REPORT ON
TRANING AND DEVELOPMENT PROCESS
IN
TO
DR. A.P.J. ABDUL KALAM TECHNICAL
UNIVERSITY, LUCKNOW
SESSION 2017-18
DECLARATION
Signature :
Name of the Faculty :
ACKNOWLEDGEMENT
SHIKHA TRIPATHI
PREFACE
Shikha Tripathi
TABLE OF CONTENTS
Preface
Acknowledgement
Certificate
Declaration
Executive Summary
Introduction
Review of Literature
Significance
Project Objectives
Company Profile
. Company introduction
. About Amtek Group
. About Amtek history
. Our Culture
. Our Value
. Customers
. Awards
Sample
Data Collection
Limitation
Results
Recommendations
Bibliography
EXECUTIVE SUMMARY
Never before has the rapid increase in new knowledge and technology
and in the base of change and itself demanded a learning response as
great as what is now required to remain competitive. Today individuals
and organizations must become continuous learners to survive and hence
it is not surprising to find that most successful organizations operate in a
continuous learning mode.
Training is the process of assisting a person for enhancing his efficiency and
effectiveness at work by improving and updating his professional knowledge, by
developing skills relevant to his work and cultivating appropriate behaviour and
attitude towards work and people. Training could be designed either for improving
present capabilities at work or for preparing a person for assuming higher.
Responsibilities in future which would call for additional knowledge and superior
skills.
It is a continuous process
Training is a continuous and life long process. Right form the time a
child is born he starts receiving training form his mother for a variety
of needs, so that he becomes a social being. His training continues in
the school and the college situations. However training as an organized
effort, designed with certain objectives, for example to help the trainees
to be informed of the subject matter which they have to use in their
work situation. Apart from change of attitudes, their skills have to be
improved and knowledge or information has to be imparted through
effective methods. In other worlds, training provides and synthesizing
with the help of the trainers, the information already available on the
subject. Training is a time-bound programme. Thus there is a separate
specialized discipline of trainers specializing in the field of human
activity.
There has been in some quarters criticism of training and it is often argued that
personnel can acquire administrative capabilities and work skills through
apprenticeship capabilities and work skills through apprenticeship rather than
through formal training. While the training cannot by itself guarantee the success
of a development programme, its untrained personnel are unlikely to prove
effective. It is in this context that expert; administrators and planners greatly
appreciate the relevance of training in development process.
INTERACTION BETWEEN TRAINING & DEVELOPMENT and other human resource
functions
DESIGN,
PREPARATI
Reaction to and
learning from the
training
Transferring training
tot he work place
Evaluation of the
impact on the
organisation
Measuring perspective
effects.
It is important to note that these feedback loops may consist of two very
different types of information.
Assessment Phase
Assess Training
needs and
training
resources
Identify training
objective
Training and development
phase
Select training
Pretest methods and
Develop criteria
trainees learning
principles
Evaluation
phase
Compare
Conduct Monitor training
training training outcomes
against criteria
Feed back
BENEFITS OF TRAINING:
1. Technical
2. Managerial
3. Behavioural
4. Conceptual
TECHNICAL CAPABILITIES:
They deal with the technology of the job or the tasks the employee is expected to
perform. They include information, skills and knowledge.
MANAGERIAL CAPABILITIES:
They include the ability to organize, coordinate, plan, monitor, evaluate and
redesign a variety of activities. As managers have the task of getting things done
by others with optimal use of resources for achieving the best possible results,
they need to possess managerial capabilities. Knowledge of management
techniques like PERT, systems analysis, performance budgeting etc. are evidences
of managerial capabilities. Management skills involve the application of these
techniques for better planning, better coordination, better monitoring, and for
better achievement of results.
BEHAVIOURAL CAPABILITIES:
TYPES OF TRAINING:
1. Orientation/Induction Training:
The induction training normally does not focus on skill development. It focuses
more on perspective development and understanding of the organization. Without
such understanding of the organization, its mission etc., the employee may soon
feel alienated. Induction training is one way in which culture and traditions are
established and maintained through socialization of the new employees into the
culture of that organization.
2. On-The-Job Coaching:
3. Apprentice Training:
Apprentice training is given to those who have just completed their studies and are
about to enter the organizational world. The apprenticeship involves practical
training under the guidance of one or more instructors designated by the
organization to train the trainees.
IN-HOUSE TRAINING:
In-house training programs are programs offered exclusively for the employees of
an organization by the organization. The Training Department assesses the
training needs of various categories of employees periodically, invite suggestions
from the senior executives of that company on the training needs as perceived by
them, keep in touch with the new developments taking place in the outside world
that have relevance to their own organizational activities and periodically invite
outside trainers to train their employees.
In the in-house training programmes, the training department may use its own
senior employees as trainers or may depend exclusively on outsiders or may use
both sets of resources.
SPONSORED TRAINING:
As most organizations do not have sizeable units of training, it is easier for them
to sponsor a few employees for training by outside agencies.
DISTANCE TRAINING:
Distance training is the training conducted without the trainer being physically
present near the trainee. The most well known forms of distance training are
correspondence courses, auto-teaching machines, programmed instruction
materials, video and audio cassette programs, alumni bulletins etc. This form of
training is useful mainly to keep the trainee informed about various developments
in his field or to acquaint him with new technology, processes etc.
Career Development programs help people grow and continue after they begin
their employment. Career Development refers to helping individuals plan their
future careers within the organization. The objectives of career development are to
help individuals achieve maximum self-development and also to help the
organization achieve its objectives.
INDIVIDUAL BENEFITS:
For the individual, the most immediate benefits of career development include a
better job, more money, increased responsibility, greater mobility, and the
acquisition of skills that improve productivity. Career Development also provides
less tangible benefits for individuals, such as increased job satisfaction, the
development of a career orientation rather than a job orientation, increased
involvement at work, greater exposure, a better understanding of what is expected
and broader knowledge of additional areas of career interest.
ORGANIZATIONAL BENEFITS:
Employees who remain in the same position for an extended period typically
become obsolete, either because of a lack of training or a lack of motivation.
Career planning helps to prevent the problems of obsolescence by providing
employee training by moving employees into different jobs, and by motivating
employees to make valuable contributions to the organization. An organization
that tries to help employees plan their careers can benefit directly through lower
turnover and personal costs.
DEVELOPMENTAL PROGRAMS:
1. Mentoring:
2. Career Counseling:
3. Career Pathing:
Career development includes any and all activities that prepare a person for
progression along a designated career path. Career development usually involves
both formal and informal means. These programs maybe conducted in-house or by
external sources, such as professional organizations or colleges and universities
and are organized by the T&D department of an organization.
Internal Mobility
Promotion
2. It is a device to retain and reward and employee for his years of service to the
company.
6. It is to impress upon others that opportunities are open to them also in the
organization, if they perform well.
At the individual level, the person himself identifies the need for training
and records it or the appraise discusses the individuals training needs in
view of this deficiencies on the job. Since Glaxo uses the MBO system,
this process helps a great deal in making training useful to both the
employees and the organisation (lawande, 1980)
Studies on the identification of training needs thus emphasise not only
the organisational analysis but job and individual role analysis as well. It
is also useful to note that many studies emphasise the need for training in
human resources management.
Johnson (1967) suggests that clues for training needs can also come from
a number of written sources. He lists 17 sources for identifying training
needs. Some of them are highlighted below.
Who needs what kind of training was the focus of a study by Singh et.al.
(1998). In a study of 92 Anganwadi workers, they found that the need for
training correlated inversely with age and in service training. In other
words those who were older did not feel ten needs for training and if
offered in service they did not want to go through it. However the need
for training correlated significantly and positively with education, years
of experience, communication skill, job satisfaction, knowledge level and
attitude towards integrated Child Development Service. Scheme.
Mayo and DuBois (1987) cite eight criteria for including a task in a
training course. Think about how you would apply these criteria to a task
area that you teach (e.g., performance appraisals,. World processing,
project management, etc.)
2. The percentage of total work time that job incumbents spend on the
task.
4. The among of delay that can be tolerated between the time when the
need for performance of the task becomes evident and the time when
actual performance must begin.
This will be done on the basis of four parameters which forms the basis
of the questionnaire-
We have our own Database which we use apart from Usual Head
and our specialist will assist you in your recruitment process. We have
Our clients can vouch for the quality of our services. We carefully
the business activity of the client so that we could get the right
competency and other soft skills. After the selection process gets over
Staffing involves finding the right people, with the right skills and
are looking for short term vacation or illness coverage, or long term
leaves or new positions, let us help you. We have a large pool of IT &
Increased ROI
OUR CULTURE
OUR HR MISSION
The Human Resources team will lead by example, working to build a culture
that drives high-energy committed professionals,
who understand the relevance of continuous improvement and customer
service for every position,
to develop Amtek Organization as a recognized employer of choice
Our Vision & Mission
Vision
Mission
OUR VALUES
Our value proposition rests on the following key pillars that form the
foundation of excellence throughout our organisation:
Customer focus
Openness & Transparency
Commitment to excellence
Team spirit
Learning Organisation
Commitment to Society & Environment
Our Commitment to Quality:
Sampling Technique
Primary
Internal Information regarding the training policies and procedures was also
obtained through personal discussions with trainers, senior managers and assistant
managers.
Secondary
The Questionnaire
The topic was such that it required vast and thorough study necessitating complete
enumeration of the organization and analysis of several issues that considerable
time which was a major limiting factor. Collecting information from people during
the working hours was also critical. Besides this, the issue of confidentiality was a
tough obstacle to conquer. But finally persuasion won and the study was
completed with a degree of comprehensiveness.
TRAINING & DEVELOPMENT AT POWER
VISION SERVICES.
The goals of HRD system at ATL are realized through various sub
systems practiced on the company. They are as follows:
Performance appraisal
Suggestion scheme
Training
Awards
Grievance procedure for the employees
Employee participation
Communication policies
Training Objectives
TRAINING SET UP
External programs
Overseas programs
Training of trainees
Apprentrenship training
Training policy
GENERAL
Ans. Yes 16 No 24
Ans. Yes 37 No 3
Ans. Yes 37 No 3
Q. No 5. Is duties which are no longer part of your job can be deleted form your
duty statement?
Ans. Yes 40 No 0
JOB ANALYSIS
Q. No 6 Are there tasks you regularly perform that are critical to carrying out you
job effectively.
Ans. Yes 2 No 38
Q. No 7. Describe the type of equipment you are required to use (for example,
keyboard machinery, tools of trade, etc.)
Computer 15 Others 4
Q. No 8. Do you require a high degree of technical knowledge for your job?
Ans. Yes 27 No 13
Q. No 10 If you work as part of a team, do you perform the same of different work
to members of your team?
Q. No 11. To what extent does you job require you to work closely with other
people, such a customer, clients or people in you own organization? Please tick
TRAINING NEEDS
Q. No 12. To perform you job: - what training do you still need (either on the job
or a formal course) to perform your current job competently.
Q. No. 14 How many training have your attended with in the last three year? (This
will help identify if any training sessions have been missed or if any refresher
training is required.)
Q. No 15. What training or skill have you acquired outside your current job that
may be relevant to the wider organization?
Ans. ..
Others, 4
Machine, 07
Computer, 15
Automatic, 14
40% of senior officer to assistant managers felt that training needs are
identified by the training department and 60% of senior managers and
above felt the same.
The analysis also shows that none of the employees at both the felt that
after job rotation was a means of identifying training needs.
2. Since a few employees felt that the training they had undergone in
the last two years didnt help them at all, a feedback session should
be made mandatory after every training session, in order to
ascertain whether the above idea behind the training programme had
been accomplished or not.
The training needs analysis is the base for all training activities in
are made to identify and meet the training needs of the employees.
Priority is given to need base training which can have direct impact on
Also, at the end of each training session trainers impressions about the
of both the trainers and the trainees helps in taking corrective action for
techniques are adopted by from and has provided an insight into the
SERVICES..
But still much more can be done. Suitable strategies can be framed to
the company can make inroads into the international markets and build
a favourable image there. The quest for improvement should never end
as it is an endless journey.
BIBLIOGRAPHY
www.powervisionservices.com
www.powervision.co.in
HR.com