Evaluation of Training and Development in Verka

Synopsis
Presented To
School of Management Studies
Punjabi University Patiala,
For
MBA 4th Semester Project

Project Guide Submitted

By
Dr. Navjot Kaur Gagandeep
Singh
Roll no.
16421037
 Introduction
From childhood one learns to cope with living, so the training parts starts there
only (learn and read). HRM has the “Induction” process. Under this process, a
newly employed person is introduced to his fellow workers, his supervisors, the
work of his department, its relations to other departments and its place in the whole
organisation to the organizations objectives, philosophy, and practices. He or She
has then to learn how the work assigned to him or her is to be done more
efficiently and effectively. This is through a well thought-out and planned training
programme. Training part comes in Performance Appraisal also. Proper training
must necessarily be given to both Appraiser & Appraisee, so as to ensure that there
is active and proper participation with necessary attitudes & skills for having depth
two way dialogs. Performance Appraisal counseling oriented.

HRM has basic two approachesa) Reactive or Problem solving approach b)

Proactive or Forward looking approach Training is used in both. Training is
systematic process of changing behavior, knowledge and attitudes of present
employee to improve the match between employee characteristic & employment
requirement.

Education: A process by means of which the knowledge, learning, understanding

of physical capacity or mental outlook or attitude of employees are so increased as
to bring out their better adjustment with their working environment.

Training: A process by means of which the aptitudes, skills and capabilities of

individual employees to perform specific jobs are increased.

Development: A process by means of which an individual attains overall

improvement in ability and competence, and makes progress towards maturity and
actualization of personality. At this juncture, perhaps it is useful to differentiate
between ‘Employee Training’ and ‘Management or Executive Development’,
‘Employee Training’ is a term that usually is used to describe the processes by
means of which organisations build the skills and capabilities of operative
employees, much of which is job- or – task- oriented rather than ‘career – focused’.
It supplements the basic job skill provided by other agencies like technical
institutes. On the other hand the term ‘Management or Executive Development’ is
used to describe the process by means of which managers/Executives not only
acquire basic skills and competence necessary for handling their present
assignments but they gain knowledge, understanding and competence necessary
for handling their future managerial responsibilities commensurate with possibly
their changing assignment consistent with the pressures of constant and often rid
changes in the organisation growth patterns governed by various factors internal as
well as externalConventional 'training' is required to cover essential work-related
skills, techniques and knowledge, and much of this section deals with taking a
positive progressive approach to this sort of traditional 'training' Importantly
however, the most effective way to develop people is quite different to
conventional skills training, which let's face it most employees regard as a pain in
the neck. They'll do it of course, but they won't enjoy it much because it's about
work, not about themselves as people. The most effective way to develop people is
instead to enable learning and personal development, with all that this implies. So,
as soon as you've covered the basic work-related skills training that is much
described in this section - focus on enabling learning and development for people
as individuals - which extends the range of development way outside traditional
work skills and knowledge, and creates far more exciting, liberating, motivational
opportunities - for people and for employers.

Need of Training Need and Development

Good communications and consultation are essential for efficient operation in any
organization. However, their impact is often diminished by a lack of skill or
knowledge on the part of the participants. Training can help employees better
understand the information they are given and can encourage them to play a fuller
part in the way the organization conducts its affairs. Training cources in particular
can be a useful way of giving employees factual information about their
employment because of they necessarily include a substantial element of
explanation and provide opportunities for questions to be answered. Old employees
need refresher training t enable them to keep abreast of changing techniques and
the use of sophisticated tools and equipment. Training is necessary when a person
has to move from one job to another because of
Review of Literature
Janice Jones

Flinders University of South Australia, Australia

The principal objectives in this paper are to compare and contrast training and
development initiatives for a longitudinal sample of 871 small and medium-sized
enterprises in the Australian manufacturing sector that have embarked upon
different growth development pathways; and to examine possible connections
between small and medium-sized enterprise growth, and training and development.
Statistical analysis reveals highly significant differences in management training
and qualifications, training changes, as well as training methods, provides and
fields, across the low, moderate and high-growth small and medium-sized
enterprise development pathways. Furthermore, training is a relatively consistent
concomitant with small and mediumsized enterprise growth

Judy McGregor

Massey University

This article compares two New Zealand surveys conducted in 2000: one of
workers aged 55 years and over, and one of employers. The issue of older workers
captured respondent’s attention, with studies receiving response rates of around
50%. The congruence of attitudes among older workers and employers regarding
the efficacy of negative HRD stereotype is a feature of the study. Older workers
were in some agreement with employers that were difficult to train, less willing to
learn and afraid of new technology. Older workers saw provision of training as a
concern, with 11.6% reporting discrimination with regard to training. Significantly,
skilled older workers saw the provision of training as a signal by employers that
they were to be taken as serious contributors.
OBJECTIVE
 To access the perception of employees regarding training and development
at verka.
 To access the long term plans for training and development at verka.
 To access the quality of training program in verka.

Types of training
On the basis of purpose, several types of training programmes are offered to the
employees. It should be noted that these programmes are not mutually exclusive.
They invariably overlap and employ many common techniques. The important
types of training programmes are as follows:

1. Induction training

2. Job training

3. Apprenticeship training

4. Internship training

5. Refresher training

6. Training for promotion

1. Induction training:

Induction training with introducing or orienting a new employee to the

organization and its procedures, rules and regulations. When a new employee
reports for work, he must be helped to get acquainted with the work environment
and fellow employees. It is better to give him a friendly welcome when he joins the
organization, get him introduced to the organization and help him to get a genral
idea about the rules and regulations, working conditions, etc. of the organization

2. Job training:

Job training relates to specific job which the worker has to handle. It gives
information about machines, process of production, instructions to be followed,
methods to be used and so on. It develops skills and confidence among the workers
and enables them to perform the job efficiently. Job training is the most common
of formal inplant training programmes. It is necessary for the new employees to
acquaint them with the jobs they are expected to perform.

3. Apprenticeship training:

 Apprenticeship training programme tends more towards education than

merely on the vocational training. Under this, both knowledge and skills in
doing a job or a series of related jobs are involved. The governments of
various countries have passed laws which make it obligatory on certain
classes of employers to provide apprenticeship training to the young people.
The usual apprenticeship programmes combine on the job training and
experience with class-room instructions in particular subjects. The trainees
receive wages while learning and the acquire valuable skills which
command a high wage in the labour market. In India, there are so many
‘earn when learn’ schemes both in the private as well as public sector
undertakings.

4. Internship training:

Under this method, the educational or vocational institute enters into arrangement
with an industrial enterprise for providing practical knowledge to its students.
Internship training is usually meant for such vocations where advanced theoretical
knowledge is to be backed up by practical experience on the job. For instance,
engineering students are sent to big industrial enterprise for gaining practical work
experience and medical students are sent to big hospitals to get practical
knowledge. The period of such training varies from six months to two years. The
trainees do not belong to the business enterprise, but they come from the
vocational or professional institutions. It is quite usual that enterprise giving them
training absorb them by offering suitable jobs.

5. Refresher training:

As the name implies, the refresher training is meant for the old employees of the
enterprise. The basic purpose of refresher training is to acquaint the existing
workforce with the latest methods of performing their jobs and improve their
efficiency further. In the words of Dale Yoder, “Retraining programmes are
designed to avoid personnel obsolescence.” The skills with the existing employees
become obsolete because of technological changes and because of the tendency of
human beings to forget

6. Training for Promotion:

The talented employees may be given adequate training to make them eligible for
promotion to higher jobs in the organization. Promotion of an employee means a
significant change in his responsibilities and duties. Therefore, it is essential that
he is provided sufficient training to learn new skills to perform his new duties
efficiently, the purpose of training for promotion is to develop the existing to make
them fit for undertaking higher job responsibilities .This serve as a motivating
force to the employees.

Method of training
On the job training
Every employee gets some on the job training when he joins the firm. There are a
variety of on the job methods such as:

1. Vestibule Training:
The term vestibule training is used to impart training in the classroom in
the plant. When large numbers of workers are to be given training then
separate training department is set up. In vestibule training special
instruction are appointed for this job. In vestibule training a large
number of persons can be trained at a time.
2. Demonstrations:

In the demonstration method the trainer describes and displays as when he

teaches an employees how to do something by actually performing him self
and by going through a step by step explanation what he is doing.

3. Simulation

Simulation is a technique, which disputes as necessary as possible, the

actual condition uncounted on the job. Simulation techniques have been
 most widely used in the aeronautical industry. Trainee interested of the
employees motivation is both high in simulations exercises because the
action of a trainee closely duplicates real job conditions

Off the job methods:

Off the job training simply means training is not a part of every job activity. The
actual location may be in the company, or in universities or associations, which has
no connection with the company.

1. Lecture or Class room instruction: Lectures are regarded as one of the

simplest ways of important knowledge of the trainees. Especially when
facts, concept or principle, attitudes, theories and problems solving
abilities are to be taught. The main advantage of lecture system is that it
is simple and efficient and through it more material can be presented
with in a given time than by any other method.
2. Seminar and team discussion: This is an establishment method for
training. A seminar is conducted in many ways. It may be based on a
paper prepared by one or more trainees on a subjected selection in
consolation with the person is charged of a seminar. It may be based on
a document prepared by an expert who is invited to participate in the
discussion

3. Programmed instruction or Training by the machine method:

This method where training is offered without the intervention of a
trainer. Information of a trainee in blocks, either in books from a through
a teaching machine. After reading each block of material, the learner
must answer a question about it. Feed back in from of current answer is
provided after each response.
4. Sensitivity Training:
Sensitivity training uses small no of trainers usually fowler 12 in group.
They meet with a passive trainer and gain insight into their own and
other behaviors. The objectives of sensitivity training are to provide the
participations with increased awareness of their own behavior and how
 othersperceive them greater sensitivity to others and increased
understanding of group process.
5. Case Studies:
Christopher Lang dell first developed this method in 1880s. the case
study is based upon the belief that managerial competence can be
attended through the study, contemplation and discussion of concrete
cases. When the trainees are given cases to analysis, they are asked to
identify the problem and to recommend for it

EVALUATION OF TRAINING:
Evaluation of training programme as part of planning otherwise you cannot be sure
than you are doing the right thing and that you are not wasting valuable time and
money of the organization. Effective criteria used to evaluate training focus on
outcomes. Trainers are particularly concerned about:

1) The reactions by trainees to the training.

2) The learning or knowledge acquire through the training.
3) Changes in behavior on job that result from the training.
4) Training impact on organization effectiveness.
5) Training is subjective.
6) Measurable results or improvements in the individuals or the organization, such
as lower turnover, fewer accidents, or less absenteeism.

RESEARCH METHODOLOGY
Research methodology is the way to systematically solve the research problem. It
may be understands as a science of studying how the research is done
scientifically. The term research refers to the systematic consisting of formulating
this problem, formulating a hypothesis, collecting the facts and the data,
anglicizing their facts and reaching certain conclusion in the form of solutions
towards the concerned problem . In methodology the researches discuss the
objectives selection of area, sample design , data tabulation and analysis basis used
to analysis the data.
RESEARCH INSTRUMENT USED:

A Structured design questionnaire is used for surveying the costumers and only
the closed and question

SAMPLING DESIGN:

It is the process of

Obtaining information about an entire population by examining only a part of it.

The item selected from the population is known as a sample. The sampling that
adopted in this study is CONVENENCE sampling.

SAMPLING UNIT:

Employee in the Verka Milk Plant Ludhiana is considered as the population for
the study. The researcher used Convenience sampling method.

SAMPLE SIZE:

A sample of 100 people was taken for the survey. The required data collected
through questionnaire

DATA COLLECTION METHOD:

The information required for our project was collect mainly from the primary
sources and even from secondary sources. The primary source consists of the data
analyzed from questionnaire and interaction with the user at that time only. And
internet is used as secondary source. Here in this project the methods used by me
for collecting information regarding the plans are – Primary Method Secondary
Method

PRIMARY METHOD: It is the direct respondents to customers of collecting

information. Primary data are generated in an investigation according to the needs
of the problem in hand. Here I collected the information from distributing
questionnaire to the people.

SECONDARY METHOD: This is the method, which is collected through some

other external sources. Secondary data can be defined as the data collected by
someone else for purposes other than solving the problem. In this method I have
collected the information from Internet

STATISTICAL TOOL:

 The researcher has used Simple Percentage.

 Bar chart.