Training and Development

initiatives in different
Organizations

Submitted to
Prof. Archana Choudhary

Prepared by:

Akhil Kumar Panda (03)

Archan Shweta(09)
Payal Garg(46)
Susmita Sahu(89)
Truptimayee Gupta()
 Introduction

Training and development is vital part of the human resource development. It is assuming
ever important role in wake of the advancement of technology which has resulted in ever
increasing competition, rise in customer’s expectation of quality and service and a
subsequent need to lower costs.

Training and Development has also become more important globally in order to prepare
workers for new jobs. In the current write up, we will focus more on the emerging need of
training and development, its implications upon individuals and the employers. Training
and Development is a subsystem of an organization which emphasize on the
improvement of the performance of individuals and groups.

Training is an educational process which involves the sharpening of skills, concepts,

changing of attitude and gaining more knowledge to enhance the performance of the
employees. Good & efficient training of employees helps in their skills & knowledge
development, which eventually helps a company improve.

Training is about knowing where you are in the present and after some time where will
you reach with your abilities. By training, people can learn new information, new
methodology and refresh their existing knowledge and skills. Due to this there is much
improvement and adds up the effectiveness at work.

The motive behind giving the training is to create an impact that lasts beyond the end
time of the training itself and employee gets updated with the new phenomenon. Training
can be offered as skill development for individuals and groups.
 Relation between Training and Development

There is a relation between training and development, and there is clear difference
between the two based on goals to be achieved. Development is made to answer
the training problems:

TRAINING DEVELOPMENT

Training is meant for operatives Development is meant for executives

It is reactive process It is pro- active process

AIM: To develop additional skills AIM: To develop the total personality

It is short term process It is continuous process

OBJECTIVE: To meet the present need OBJECTIVE: To meet the future need
of an employee of an employee

Initiative is taken by the management Initiative is taken by an individual.

Importance of Training and Development

For companies to keep improving, it is important for organizations to have continuous

training and development programs for their employees. Competition and the business
environment keeps changing, and hence it is critical to keep learning and pick up new
skills. The importance of training and development is as follows:

• Optimum utilization of Human resources

• Development of skills like team management, leadership etc
• To increase the productivity
• To provide the zeal of team spirit
• For improvement of organization culture
• To improve quality, safety
• To increase profitability
• Improve the morale and corporate image
 Literature Review

Muhammad Zahid Iqbal et. Al (2011) “An Empirical Analysis of the Relationship
between Characteristics and Formative Evaluation of Training”.

Their analysis is about the relationship between characteristics and formative evaluation
of Training. This paper attempted to signify the use of formative training evaluation. The
authors have carried out a study at three public-sector training institutions to empirically
test the predicted relationship between the training characteristics and formative training
evaluation under the Kirkpatrick model (reaction and learning). This study explains the
causal linkage between components of formative training evaluation, the mediating role
of reaction in the relationships between training characteristics and learning was also
investigated. The principal finding revealed that a set of seven training characteristics
explained 59% and 61% variance in reaction and learning respectively. All training
characteristics were found to have a positive impact on reaction and learning except
training contents. The study concluded with areas of future research emphasizing on
linking formative evaluation with summative one i.e. Behaviour and results.

Eugen Rotarescu (2010) “Alternative Selection Under Risk Conditions In Human

Resources Training And Development Through The Application Of The Estimated
Monetary Value And Decision Tree Analysis”.

The topic in this article is the presentation in a succinct and applicative manner of several
decision making processes and the methods applied to human resources training and
development in environments with risk factors. The decisions have been optimized by the
human resources training and development, the decision makers have readily available
with two methods of analysis they are: (1) the decision matrix and (2) the decision tree
method. Both methods compute the alternatives based on the estimated monetary value
(EMV). Finally the decision matrix and the decision tree analyses represent two viable,
scalable and easily applicable framework analyses for selecting the optimum course of
action regarding the training and development of human resources. Both analyses
generate the same solution and rely on the accuracy of the expected monetary value
(EMV) method calculated for each course alternative action. Of these two methods, the
selected decision method depends on the circumstances, the complexity of the situation
and preference of the decision makers.
Pilar Pineda (2010) “Evaluation of Training in Organizations: A Proposal for an
Integrated Model”.
The author’s purpose of this paper is to present an evaluation model that has been
successfully applied in the Spanish context that integrates all training dimensions and
effects, to act as a global tool for organizations. This model analyses satisfaction,
learning, pedagogical aspects, transfer, impact and profitability of training and is therefore
a global model. The author says that training is a key strategy for human resources
development and in achieving organizational objectives. Organizations and public
authorities invest large amounts of resources in training, but rarely have the data to show
the results of that investment. Only a few organizations evaluate training in depth due to
the difficulty involved and the lack of valid instruments and viable models. The paper’s
approach is theoretical, and the methodology used involves a review of previous
evaluation models and their improvement by comparing their application in practice. The
author has also applied the model successfully in several public and private
organizations, in industry and in the services sector, which demonstrates its usefulness
and viability in evaluating the results of training. Therefore, this evaluation model has
interesting and practical implications, as a useful tool for training managers in evaluating
training results, as well as providing a global simplified approach to the complex
evaluation function. The originality of this evaluation model lies in its focus on a key and
novel aspect – i.e. the pedagogical dimension, providing an integrated tool that can be
easily adapted to any organization.

Cary Cherniss et.al (2010) “Process–Designed Training: A New approach For

Helping Leaders Develop Emotional and Social Competence”
They have evaluated the effectiveness of a leadership development program based on
International Organization for Standardization (ISO) principles. The program utilized
process-designed training groups to help participants develop emotional and social
competence. The study involved 162 mangers from nine different companies in a random
assignment control group design. There were nine different groups with nine managers
in each group. Each group was required to follow the identical process. His results
indicated that after two years the intervention group had improved more than the controls
on all Emotional Competence Inventory variables. The paper offers recommendations for
future research on the mechanisms underlying the process-designed group strategy and
contextual factors that optimize results. This paper describes a leadership development
strategy that appears to be more economical and consistent in its delivery than traditional
approaches such as workshops or executive coaching. Although ISO principles are
utilized widely in the business world, this is the first study that has used this approach in
the design and delivery of management development.

Thomas Andersson (2010) “Struggles of Managerial being and Becoming

(Experiences from Manager’s Personal Development Training)”.
He has reviewed this paper to investigate the struggles of managerial identity in relation
to the process of becoming/being a manager, and the personal conflicts involved within
this process. Management training tends to be based on the idea that management
concerns the acquisition of competencies, techniques and personal awareness, while
managerial practice is more fluid and contextually based. There is a challenge for
organizers of all types of management training to bridge gap between a fixed idea of what
is to be a manger and how management is actually practiced. The methodology used in
this paper is a qualitative longitudinal project. The longitudinal and in-depth qualitative
approach facilities an important contribution to understanding issues in developing
a managerial ability. On the whole62 interviews and eight half-day observations were
conducted. The study focuses on only five managers in two organizations. This small
sample limits the general is ability of the research. Finally the study puts emphasis on the
role of management training in providing templates for “how to be a manger”,
but it also illustrates the double-edged and complex role played by context in managerial
being and becoming.

David Mc Guire and Mammed Bagher (2010) “Diversity Training In organizations:

An Introduction”

He has reviewed the literature on diversity training and examine the effect
of power, privilege and politics of diversity in organizations. This is a conceptual paper e
xamining the arguments in favour and against diversity training in organizations. It
identifies the presence of dominant groups in society leading to the marginalization and
oppression of minority diverse groups. Diversity training has a significant role to play
in fostering greater equality, inclusion and fairness in the workplace. Critically, it can help
diverse individuals and communities recoup important aspects of their identity and enjoy
productive fulfilling careers in the workplace. Diversity fosters a new outlook in
organizations through capitalizing on the perspectives of all employees and giving voice
to silenced minorities. It promotes greater understanding, communication and the
integration of different worldviews in decision making and problem solving. To embed
diversity effectively in organizations requires leadership by senior management and a
realization that diversity will improve performance metrics, rather than simply being a
socially desirable ideal. It involves recognizing that promoting diversity and an inclusive
culture is a shared responsibility and is not solely the preserve of diversity advocates or
HR departments. Finally the author says that as globalization effects increase and the
participation of diverse groups in the workplace grows, there is a clear need in the field of
Human Resource Development (HRD) to commit to promoting the cause of diversity.
Diversity needs to become a priority item on the HRD agenda through embedding
diversity into the curricula of HRD programs.

Franco Gandolfi (2009) “Training and Development in an Era of Downsizing”

He has analyzed that downsizing as a restructuring strategy which has been actively
implemented for the last three decades. While employee reductions were utilized mainly
in response to crises prior to the mid-1980s, downsizing developed into a fully-fledged
managerial strategy for tens of thousands of companies in the mid to late 1980s. Since
then, downsizing has transformed the international corporate landscape and affected the
lives of hundreds of millions of individuals around the world. While the overall effects of
downsizing have been widely reported, many misconceptions surrounding the concept of
downsizing have remained. This conceptual paper focuses on the role of training and
development (T&D) during the downsizing process. In particular, the research depicts the
current body of literature associated with the function of HR and its plans, programs, and
policies that firms adopting downsizing must provide to their surviving workforces. Finally,
this paper offers concluding comments regarding effective downsizing practices that have
emerged in the literature.

Cody Cox. B (2009) “The Moderating Effect of Individual Differences on The

Relationship between the Framing of Training and Interest In training”

He has reviewed that the moderating effect of individual differences in the relationship
between framing training was examined for technical and nontechnical content areas.
Participants were 109 working age adults (Mean age 38.14 years, SD12.20 years). Self-
efficacy and goal orientation were examined as moderators. Results showed a three-way
interaction between performance orientation (a dimension of goal orientation
reflecting the desire to demonstrate competence in an achievement setting), age, and
frame for technical training and a three-way interaction between performance orientation,
self-efficacy, and frame for nontechnical training. Implications for future research as well
as framing training to enhance interest are discussed.

David Pollitt (2009) “Training Team Shines At Axa Sun Life (Staff Development
Adapts To Economic Downturn)”

He has reviewed that in the fiercely competitive, tightly regulated financial-services sector,
customer-facing staff must be trained to sell the right product at the right time in a way
that is fair to all. AXA sun life provides pension and investment advice and products to
millions of individuals and businesses through two UK building societies – Britannia and
Birmingham Midshires. Ensuring that its 200 employees have up-to-date skills and
knowledge falls to regulated-sales training manager Paul Ingleby and his team of four,
who operate from AXA’s Coventry head office. We have robust testing and assessment
processes for every program and every delegate. This extends to the trainers, who also
go through an annual process to ensure that they have the product knowledge
themselves, as well as the skills to deliver it. A huge amount of experience resides within
the team, both as trainers and, formerly as advisors. Feedback suggests that enhanced
training proficiency is being translated into improved skills within the business.

David Pollitt (2009) “Thomson Reuters Maps New Relationships in Learning and
Collaboration (Software Helps Companies to Keep Track Of Various Threads and
Aspects of Training)”

He says that information is the lifeblood of business, the economy and most aspects of
society, from health care to legal affairs and scientific investigation to the chat by the
coffee machine. Thomson Reuters is an important source of information and news for
businesses and other organizations around the globe. Mind mapping is a graphical
technique for visualizing processes and projects using a structure that places
an objective as a central image. Mind mapping plays a central role in every aspect of our
learning and development work, from the needs analysis to brainstorming around course
development and delivery, through data capture and performance charting. Hence with
such heavy use of mind maps across the organization, one of the training requirements
that Charles Jennings has to meet is the demand for training on the use of Mindjet
products.
David Pollitt (2009) “Southern Coaches Managers in a Better way Of Working
(Training and Development Help Rail Company to Improve Organizational Culture
and Performance)”
He has said that managers at a UK train operator have become role models for their
employees, who now have more power to take direct responsibility and reach their full
potential. The change has taken place following a management-development program at
train operator Southern, working with coaching and training company Buonacorsi
Consulting. The program has so far reached 300 managers,
including the managing director Chris Burchell. Some 20 managers, from different areas
of the business, take part in each annual program. This comprises a mixture of group-
learning days, 360-degree feedback, personal development, coaching
techniques and written assignments. It has evolved through feedback from a cross-
functional steering group and other input from the business. The 360-degree feedback
provides evidence of progress in coaching skills. Hence, the written assignments take the
form of implementation plans for coaching in each manager’s own area of work.

D.A. Olaniyan and Lucas. B. Ojo (2008) “Staff Training and development: A Vital
Tool for Organizational Effectiveness”

He has reviewed that this paper is based on staff training and development. This paper
is basically a conceptual paper. The author says that the need for improved productivity
has become universally accepted and that it depends on efficient and effective
training is not less apparent. It has further become necessary in view of advancement in
the modern world to invest in training. Thus the role played by staff training and
development can no longer be over-emphasized. Staff training and development are
based on the premise that staff skills need to be improved for organizations to grow.
Training is a systematic development of knowledge, skills and attitudes required by
employees to perform adequately on a given task or job. New entrants into organizations
have various skills, though not all are relevant to organizational needs. Training and
development are required for staff to enable them work towards taking the organization
to its expected destination. However, for any organization to succeed, training and re-
training of all staff in the form of workshops, conferences and seminars should
be vigorously pursued and made compulsory. Finally this paper addresses that it is
against the backdrop of the relative importance of staff training and development in
relation to organizational effectiveness.
David Pollitt (2008) “Training Restores Pride among Customer-Service Staff at
Johnsons Apparel Master (Project Highlights Path to Significant and Lasting
Change)”

He has done a review in a training initiative helped to boost customer service and improve
customer relations at a large UK work wear-rental supplier, despite difficult trading
conditions across its sector. The author says that the training targeted staff who could
contribute most to the improvements. These included line managers and office and field-
based customer-service teams. Each group was given a clear set of performance-
improvement objectives for the training. Improvements would be monitored through
assessment by the trainer during individual IT training, coaching during individual training,
discussion and questioning during group sessions, delegate feedback as part of the
format review process, system analysis of new procedures being put into practice, and
monitoring of business improvements.

David Pollitt (2008) “Wyps Cuts Stress-Related Illness (Individualized Training Helps
Managers Become Better Supervisors)”

He has analyzed that employee absence fell so dramatically after managers were trained
to become better supervisors that “it was like adding eight or nine new employees when
considering the increase in efficiencies,” according to the HR manager at West Yorkshire
Probation Service (WYPS), LAN Brand wood. He explains that the probation service in
West Yorkshire, UK, had been promoting great caseworkers to
managerial posts for some time, but these people were not necessarily equipped to han
dle the demands and strains of this new kind of position. Finally, the author says that the
managers have the self-assurance to manage their people firmly, fairly and effectively,
avoiding the cost and aggravation of a costly and protracted employment tribunal.

David Pollitt (2008) “Mitie’s Real Apprentices Earn Real Jobs (Training Links the
Company’s Needs with Those of the Community)”

He says that a service business that was undertaking a recruitment program, using the
East London Business Alliance (ELBA) as a channel to recruit from public-sector job
brokerages in east London, was frustrated with the amount of time wasted interviewing
unsuitable candidates and training employees who failed their probation period. MITIE’s
business-services business provides mail, distribution and support services such as
reception, switchboard and Reprographics to such blue-chip organizations as Merrill
Lynch, Link laters, Morgan Stanley and the London Stock Exchange. It operates the real-
apprentice scheme as a ten-week in-depth training program to give the learners the
technical skills to be a basic reprographic operator and the soft skills to work on a
corporate site. MITIE then hosted an induction day, where the apprentices were given an
introduction to health and safety, manual handling and customer service,
and presentations on what MITIE expected from them during the course. MITIE
was awarded Morgan Stanley’s Local Community Initiative Award for Employment in
recognition of the scheme. ELBA also created a new award – the Employment Program
Supporter of the year – which MITIE was the first company to win.

David Pollitt (2008) “A-Plant Makes the Grade through Targeted Training (Hire Firm
Transforms Attitudes to People Development)”

He says that a carefully planned training initiative has helped a UK hire company to
improve customer service and profitability, promote more of its own employees to
managerial posts and slash employee turnover by 18 percent. Ashtead Plant Hire
Company Ltd (A-Plant), which employs more than 2000 people at more than 200 “profit
centers” across the UK, rents a wide range of equipment, from power tools to excavators
and compressors. Each profit center, run by profit-center manager, includes rental
managers, fitters and drivers, along with a foreman/workshop manager. Most
Management Training Scheme (MTS) training is delivered on-the-job, in selected profit
centers, under the guidance of specifically trained profit-center managers, otherwise
known as sponsor managers. Trainees are given a logbook of the knowledge and skills
they need to become an effective profit-center manager. The logbook enables trainees to
identify their current competence, work with their sponsor managers and center learns to
address learning needs, take responsibility for their own development and learn at
their own speed. So far, more than 200 people have been trained throughout the UK and
the business has been transformed. Management training is providing a clear
development path for staff and supplying the business with future managers.

Chu-Mei Liu (2007) “The Early Employment Influences Of sales Representatives on

the Development of Organizational Commitment”

Reviewed that this paper aims to assess the status of the organizational commitment
construct and introduce a new way of looking at organizational commitment – especially
in the early stages of employment, wherein the target company to be having problems.
The methodology of this paper is to find out the change in organizational commitment and
it is measured at two points in the early employment of new salespersons in order to
isolate the effects of early employment exposure of the medical representatives,
a period of 18-month when attrition of new employees is high. The author’s finding
is that training satisfaction and perceived reward equity were the only antecedent factors
that showed a significant positive relationship with organizational commitment.
Managerial commitment showed positive contribution, the relationship was not significant.
All the three antecedents significantly contributed to organizational commitment.

Anupama Narayan and Debra Steele-Johnson (2007) “Relationships between Prior

Experience of Training, Gender, Goal Orientation and Training attitudes”

Some of the authors have said that in today’s organizations, rapid changes, an
increasingly diverse workforce and competitive business environments characterize the
work (Cascio, 1998; Goldstein, 2002; Smith et. al 1997). Employee’s development, and
more specifically training, can help individuals and organizations work more effectively
adapt to the changing environment and achieve individual and organizational goals
(kindsley, 1998). The participants were 174 undergraduate students from a Midwestern
university. Participation in the study was voluntary and participants received extra credit
points that could be applied to their course grade. So total 165 participants were taken
for the analysis (men, and = 71; women, and = 94) with a mean age of 20.5 years (SD =
3.14). Hence, results from regression analysis indicated that mastery-approach goal
orientation had a beneficial effect on training attitudes of men but not for women.
 Objective of the Study

• To identify different training and development initiatives taken by the organizations.

• To identify training and development initiatives by the automobile industry for sales
executives.
• To compare and find the best, average and least affective initiatives taken by the
organizations.
 About the Organizations

A. PGL Honda in Baramunda Colony, Bhubaneshwar

Honda has been the world's largest motorcycle manufacturer since 1959, as well as the
world's largest manufacturer of internal combustion engines measured by volume,
producing more than 14 million internal combustion engines each year. Honda became
the second-largest Japanese automobile manufacturer in 2001. Honda was the eighth
largest automobile manufacturer in the world behind Toyota, Volkswagen Group, Hyundai
Motor Group, General Motors, Ford, Nissan, and Fiat Chrysler Automobiles in 2015.

Making available a wide range of two-wheelers, PGL Honda at Baramunda Colony,

Bhubaneshwar is popular dealer of bikes. The dealer's association with the automobile
brand dates to 2011. The dealer believes in the brand's approach of establishing long-
lasting relationships with its clients and it is this commitment that has led to the success
of the dealer. The establishment enjoys a prime location with potential buyers surrounding
the place in commercial and residential establishments. Services Offered by PGL Honda

PGL Honda at Baramunda Colony is a sales showroom where two-wheeler enthusiasts

can choose from a variety of motorcycles. The showroom displays a wide range of two-
wheeler models both, new and popular ones. The sales staff employed at the showroom
is well-trained and experienced. The entire team is committed to offering the best of
service to its customers and leaves no stone unturned in ensuring potential buyers find
something that matches their requirements perfectly. Their suggestions make it easier for
customers to make a well-informed decision. They are capable of providing all the
necessary information with regards to the salient features, specifications, on-road price
and model availability. In addition, the staff also furnishes important information related
to loan and insurance availability. Customers can contact the establishment for any
information or visit the showroom from morning to evening. The establishment makes the
buying process seamless for customers by accepting payments via Cash, Master Card,
Visa Card, Debit Cards, Cheques, Credit Card, Financing Available, and American
Express Card.
Training and Development initiatives:
PGL Honda provides training for sales department employees in two different types.

Internal Training External Training

 Basic etiquettes • Honda offers training from HMSI Bhubaneswar

 Soft skills
 Grooming
 Model training
 Repair training
 Accidental training
 Emergency training
 First Aid training
 CRM training
(Honda Motorcycle and Scooter India, Private
Limited) whose headquarter is at Gurgaon.
• In this 2 sales executives are selected for
training and then are tested with questionnaire.
• Hi-Rise executives are trained for Billing and
Enquiry part.
• CRM training is also given

Post training, performance of the sales executives are checked for 7 days. If there is
improvement they can continue the job. For no improvements they are sent again for
training.
Person Contacted: Aloukika Addya
Email Id: hr.pgl.bbsr@gmail.com
Contact No: 7377608015

B. Maruti Suzuki Arena Jyote Motors Nayapalli

An authorised sales and service dealership, Jyote Motors Pvt Ltd in Bhubaneshwar has
been in the business ever since the year 2000. In a short span of time, the place made a
name for itself as well as increased its patron’s base tremendously. Ever since its
inception, the showroom has always ensured that it maintains a high standard when it
comes to servicing its guests. The establishment endeavours to achieve the highest level
of customer satisfaction and improving the buying experience for its customers. During
its time in the business, the company has constantly made evident effort to keep abreast
with the needs of the customers alongside the growing market. Understanding that
options are galore, this showroom makes the researching, buying and selling as well as
post sales engagements easy and uncomplicated. Jyote Motors Pvt Ltd at Bhubaneswar
meets all the requirements that one can possibly have in terms of four-wheeler vehicles.
Apart from ensuring the sales of these vehicles, the outlet also offers post sale services.
The sales staff employed here pays keen attention to the requirements of the potential
buyers and makes appropriate suggestions by explaining the features, specifications and
pricing of the vehicles.
Training and Development Initiatives:
 Car demonstration training
 Communication skills training
 CRM training
 Team rotations, set targets, event planning
o Post training tests are conducted, if employee doesn’t secure good result
is sent for training again.
Person Contacted: Dilip Kumar Jena
Email Id: dillipj39@gmail.com
Contact No: 7064470066

C. Renault
Training and Development Initiatives:
 The company provide training in the main office which is situated in Mumbai.
 For development practices they give gifts, bonus, and incentives to the employees.
 If someone did not achieve his or her target for stipulated time period then he
needs to achieve that next month and if he cannot fulfil then he will be terminated.
 Who did not achieve the target in the month he needs to be identify the problem
for not achieving and work on that and need to have achieve next month. If that
person not identify the flaws then the supervisor helps him and tell him his flaws.

D. Aditya Hyundai

Since inception, Hyundai Motors India limited restricted has dominated the auto market
with the name of being the fastest growing automobile manufacturer in India. Hyundai
Motors India Limited’s growth has been driven by volume-oriented revenues not to
mention technological soundness and superior styles.

A major force within the Indian automobile state of affairs, Hyundai Motors India limited
restricted is that the second largest manufacturer in India. that specialize in the newest
technologies and innovative promoting ways, Hyundai Motors India restricted has carved
out a distinct segment for itself within the market these days with most of its models
leading in their respective segments. It’s been an extended journey from simply eight,447
units in 1998, until these days when Hyundai Motors India limited restricted has become
a key player in driving the business growth year once year.
In calendar year 2010 (Jan – Dec) Hyundai Motors India limited restricted grew by
seven.8% cumulatively registering total sales of 603,819 units as against 559,880 units
of 2009 with domestic sales surging by twenty three.1% over 2009. Domestic sales
accounted for 356,717 units in 2010 as against 289,863 within the year 2009. Overseas
sales accounted for 247,102 units as against 270,017 units in 2009 that reflects a decline
of eight.5% for the calendar year 2010.

Training and Development Initiatives:

 Car demonstration training
 Accidental training
 Emergency training
 CRM training is also given
 Sales Training

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