Dr D.Y.

PATIL ARTS COMMERCE AND SCIENCE COLLEGE AKURDI

PROJECT REPORT

ON

AN ANALYTICAL STUDY OF TRAINING AND DEVELOPMENT AT VARROC

ENGINEERING PVT LTD.

SUBMITTED TO

SAVITRIBAI PHULE PUNE UNIVERSITY

BY

AKSHADA KHENGARE
(NAME OF THE STUDENT)

BBA-III

(2017-2018)

Name of the guide: - Prof. NEENA SHARMA

CERTIFICATE

This is to certify that the Project Report titled an analytical study of Training and
Development at Varroc India Pvt. Ltd, is a bonafide work carried out by Ms. Akshada Khengare of
BBA- III of Dr D.Y. Patil Arts , Commerce and Science clg akurdi , PUNE 411033 as

A partial Fulfilment of Master of Business Administration, Degree of Savitribai Phule

Pune University.

She has worked under our guidance and satisfactorily completed his/her summer internship project
work.

Place : Pune Prof. Neena Sharma Dr. Priyanka Singh

Date : Project guide Director

2
 DECLARATION

I undersigned AKSHADA KHENGARE, student of DR D.Y. Patil Artes , Commerce and Science
clg, Akurdi here by solemnly declare that the project titled Training and Development at
VARROC ENGG PVT. LTD.Is original as all the information, facts and figure in this report is
based on my own experience and study during my summer training procedures.

Date:
Place: Pune

Yours’ Sincerely
AKSHADA KHENGARE

INDEX

3
 INDEX
Chapter
No. Particulars Page No

From To

1. Introduction/Executive Summary 7 8

2. Objectives of the Study 9 9

Company/Organization Profile (including
3. Organization chart) 12 16

4. Research Methodology 18 20

Data Analysis, Data Presentation & Hypothesis

5. Testing 42 54

6. Observations/Findings 56 56

7. Suggestions& Recommendations 57 57

8. Conclusions 58 58
References in appropriate referencing styles. (APA,
MLA, Harvard, Chicago Style etc.)
9.

10. Questionnaire 59 61

Bibliography 62 62

LIST OF TABLES

4
Sr. No. Particulars Page No.
1 Are you aware of the various training sessions which are 42
conducted in the company?

2 Are the training needs recognised correctly by you or your 43

manager?

3 Is the training scheduled as per your needs? 44

4 Are you given sufficient opportunities to attend training 45

program?

5 Are the training sessions conducted on time and in an efficient 46

manner?

6 Is the training session re-scheduled in case of any kind of 47

inconvenience or inability to attend it on time?

7 What was the competency level of trainer? 48

8 Was the training given to you beneficial to you? 49
9 How relevant was the training given to you to your job? 50
10 Are you satisfied with the time spent on training? 51

11 Were the training objectives fulfilled? 52

12 When was the last training programme you attended? 53
13 To what extent were you able to apply knowledge and skills 54
acquired by training?

LIST OF GRAPHS

Sr. No. Particulars Page No.

1 Are you aware of the various training sessions which are 42
conducted in the company?

5
 2 Are the training needs recognised correctly by you or your 43
manager?

3 Is the training scheduled as per your needs? 44

4 Are you given sufficient opportunities to attend training 45

program?

5 Are the training sessions conducted on time and in an efficient 46

manner?

6 Is the training session re-scheduled in case of any kind of 47

inconvenience or inability to attend it on time?

7 What was the competency level of trainer? 48

8 Was the training given to you beneficial to you? 49
9 How relevant was the training given to you to your job? 50
10 Are you satisfied with the time spent on training? 51

11 Were the training objectives fulfilled? 52

12 When was the last training programme you attended? 53
13 To what extent were you able to apply knowledge and skills 54
acquired by training?

EXECUTIVE SUMMARY

Training and Development is the framework for helping employees to develop their personal and
organizational skills, knowledge, and abilities. The focus of all aspects of Human Resource
Development is on developing the most superior workforce so that the organization and individual
employees can accomplish their work goals in service to customers.
With reference to this context, this project has been prepared to put light on Training and
development activities in Varroc Engg. Pvt Ltd.

6
The objective of this study was to study the existing training activities in the company, to ascertain
the training needs of employees, effectiveness of training sessions, to identify the satisfaction level
of the employees post training sessions and to find out the attitude of employees towards the
facilities provided by the management.
Significantly, the study establishes that employees and management progress in leaps and bounds
with the training received to them, with the best faculty giving them the training.
Therby increasing the productivity, improving quality of staff, reduced turnover etc.

In Varroc Engg. Various training sessions are conducted as per the training calendar
prepared by the HR manager, taking into considerations various nominations given by the
employees.
A detailed study of training sessions conducted from May 2017 till July 2017 was done during
these 2 months of my project.
This survey also signifies training effectiveness in term of employee satisfaction and increased
abilities and knowledge which is a measure of improved performance.
However the scope of the study has been limited to white collared employees, who attended the
staff training, and the time frame considered are the two quarters of the year (Jan -March, April-
July).

INTRODUCTION

ABOUT TRAINING & DEVELOPMENT

Human Resource Management is defined as the people who staff and manage organization. It
comprises of the functions and principles that are applied to retaining, training, developing, and
compensating the employees in organization. It is also applicable to non-business organizations,
such as education, healthcare etc. Human Resource Management is defined as the set of activities,

7
programs, and functions that are designed to maximize both organizational as well as employee
effectiveness

In the field of human resource management, training and development is the field concerned with
organizational activity aimed at bettering the performance of individuals and groups in
organizational settings. It has been known by several names, including employee development,
human resource development, and learning and development.

The HR functioning is changing with time and with this change, the relationship between the
training function and other management activity is also changing. The training and development
activities are now equally important with that of other HR functions. Gone are the days, when
training was considered to be futile, waste of time, resources, and money. Now a days, training is
an investment because the departments such as, marketing & sales, HR, production, finance, etc
depends on training for its survival. If training is not considered as a priority or not seen as a vital
part in the organization, then it is difficult to accept that such a company has effectively carried out
HRM. Training actually provides the opportunity to raise the profile development activities in the
organization.
To increase the commitment level of employees and growth in quality movement (concepts of
HRM), senior management team is now increasing the role of training.
Training is now the important tool of Human Resource Management to control the attrition rate
because it helps in motivating employees, achieving their professional and personal goals,
increasing the level of job satisfaction, etc. As a result training is given on a variety of skill
development and covers a multitude of courses.

Role of HRD Professionals in Training

This is the era of cut-throat competition and with this changing scenario of business; the role of
HR professionals in training has been widened. HR role now is:

1. Active involvement in employee education

2. Rewards for improvement in performance
3. Rewards to be associated with self esteem and self worth
4. Providing pre-employment market oriented skill development education and post employment
8
support for advanced education and training
5. Flexible access i.e. anytime, anywhere training

OBJECTIVES OF THE SURVEY

Survey contains following objectives:

1. To study the existing Training activities in Varroc Engg Private Limited.

2. To ascertain the Training needs of the employees in Varroc Engg Pvt ltd
3. To identify the satisfaction level of employees post training session.
4. To study the attitude of employees towards training facilities provided by management.

SCOPE OF THE SURVEY

 The Employees at all staff levels in the company excluding the contract labour.

 The survey takes the cognizance of all the training activities which were conducted from
May 2017 to July 2017

9
  The survey is restricted only to staff employees and do not include the shop floor
employees.

LIMITATIONS OF THE SURVEY:

 Varroc population consist of 550 employees, therefore getting feedback from the all the
employees including the ones who worked in staff (various cadres) was not possible.

 Sample size is limited to 50 whereas the target population was 150 employees.

 The survey did not take into consideration the training sessions conducted in Pune, Kanhe
plant.

10
HISTORY :

Varroc Engineering is a wholly owned subsidiary of Varroc Group, it is the world's leading
producer of Electrical-Electronics, Metallic and Polymer product makers with over 13500
employees in 10 countries on three continents, and global presence links customers with the latest
advancements in Electrical-Electronics technology. The results are faster, better solutions – any
time, anywhere

11
VISION:

To be a $4 Billion globally diversified business in allied industry in 2020.

Core Business will continue to be automotive components. Global Operations will fuel our
technology build up in emerging economies.

MISSION

To be an affordable and flexible global technology supplier and deliver value to the customer by
being the supplier of choice.
From Low cost manufacturing footprints.
By achieving operational Excellence.
By investing in safe, Light, and Green Technologies.

GROWTH OF VARROC

1990-1991: Established “Varroc” as a Brand, Commenced the Polymer Division.

1992-1998: Product Diversification and capacity expansion, Commenced Electrical division in

1995 and Metallic division in 1997.

12
1999-2003: Manufacturing Excellence and Creating Development Capabilities. Technical
collaboration with MITSUBA- Starter motor and Electrical-Electronics components in 2001.
Invested in Electrical Plant Pune.

2003-2006: Expanding Mfg. Footprints Technical Collaboration with Umicore Automotive

catalytic converter (Electrical-Electronics Components in 2005.)

2007-2010: Global Acquisition-Domain Leadership, Turnover crossed INR 2000 Cr. In 2010.

2011-2012: Acquiring Mark in Lightning Business.

2013-2016: Journey Continues, Turnover touched USD 1.5 Billion and Celebrates 26 years of
excellence in automotive industry.

PRODUCTS:

As one of the world's leading Electrical-Electronics, Varroc products are found in automotive,
industrial and consumer applications around the globe. From Polymer, Metallic to Electrical-
Electronics whether you are looking for a single component or a finished sub-component or
system, Varroc can deliver a wide range of cost-effective solutions, in a variety of sizes, shapes and
materials.

13
CERTIFICATIONS

 ISO 9001:2008 QMS CERTIFIED COMPANY

 OHSAS 18001:1999

(Occupational Health and Safety Management Services)

 SA 8000-2001

(Social Accountability Standard)

 ISO 14001

(Environmental Management Systems)

 Our Affiliation
International Facility Management Asso. (IFMA)

GENERAL HIERARCHY FOLLOWED IN THE COMPANY

14
STRUCTURE OF THE HR DEPARTMENT

15
16
RESEARCH-CONCEPTUAL CLARIFICATION

17
Research as defined by Redman and Mory refers to a “Systematized effort to gain new
knowledge”. It is actually a voyage of discovery. Research is an academic and as such should be
used in a technical sense. It is thus, an original contribution to the exiting reserve of knowledge
making for its achievements. It is aptly the pursuit of truth with the help of study, observation,
comparison and experience. As such the term ‘research’ refers to the systematic method consisting
of formulation of hypothesis, collecting the facts or data, analyzing the facts and reaching
conclusions either in the form of solution towards the concerned problem or in certain
generalization for some theoretical formulation.

DIFFERENT SOURCES OF DATA COLLECTION:

 In Varroc the Human Resource department used to provide the information and data when
required.

 Data can be collected by different intranet websites of the organization.

 In such surveys mainly Questionnaire is used as an effective tool for data collection.

TYPES OF RESEARCH

The research carried out can be cited out as Descriptive Research.

18
Descriptive research design relates a research to describing the characteristics of a particular
individual or a group.

Descriptive study is a ‘fact-finding’ investigation with adequate interpretation. It is more specific

as it focuses on only on particular aspects or dimensions of the problem being studied. It is
designed to gather descriptive information and provides information for formulating more
sophisticated studies.

This research is a qualitative research as the approach is towards subjective assessment of

attitudes, opinions and behavior .It is a function of researcher’s insight and impressions. The
results generated by this report are either in a non quantitative form or in a form which is not
subjected to rigorous quantitative analysis.

DATA COLLECTION METHODS

PRIMARY DATA

 Questionnaire: For the collection of data, a close-ended and qualitative questionnaire was
prepared and distributed to the staff employees, and their feedback was collected. The
questionnaire was to understand the relevance and applicability of training to job profile,
skill enrichment etc was included and administered to collect the feedback from
participants.

 Interviews: Collection of data by interviewing the employees in Human Resource

department.

SECONDARY DATA

For the purpose of collection of data various secondary sources were used. The secondary source
used includes different reference books, various periodical, gathering information from websites
and company manual and website.

DETERMINATION OF SAMPLE SIZE

19
An optimum sample size, which fulfills the requirements of efficiency, representative ness,
reliability and flexibility, was considered. In the organization there are around 550 staff employees.
In the survey Random Sampling method was used. The sample size comprises of 50
respondents.

SAMPLING TECHNIQUES:

Sampling method – Probability sampling

Sampling Type – Random Sampling

Sample size – 50

Sample Universe – 550

20
 Concept and Importance of Training and Development

Traditionally, the purpose of training and development has been to ensure that employees can
effectively accomplish their jobs. Today, the business environment has changed, with intense
pressure on organizations to stay ahead of the competition through innovation and reinvention. The
importance of continued learning is an overarching trend of societal needs, indicating that

21
organizations must foster learning as a social responsibility to ensure they are competitive in the
global marketplace.

By definition, training and development refers to the process to obtain or transfer knowledge, skills
and abilities needed to carry out a specific activity or task. The benefits of training and
development--for both the employer and employee--are, in fact, much broader. To meet current and
future business demands, training and development encompasses a wide range of learning actions,
from training for tasks and knowledge sharing to improved customer service and career
development, thus expanding individual, group and organizational effectiveness.

Strategic positioning of training and development directly promotes organizational business

goals and objectives .Key business challenges require that companies thoughtfully evaluate their
market position and determine the talent, skills and knowledge to be successful. While the overall
responsibility for training and development usually falls under the human resources department,
the reporting relationship between HR and the training function varies from company to company.
For purposes of discussion in this article, it is assumed that HR has responsibility for the training
and development function.

"Employee Development" was seen as too evocative of the master-slave relationship between
Employer and employee for those who refer to their employees as "partners" or "associates" to be
comfortable with. "Human Resource Development" was rejected by academics, who objected to
the idea that people were "resources" — an idea that they felt to be demeaning to the individual.
Eventually, the CIPD settled upon "Learning and Development", although that was itself not free
from problems, "learning" being an over general and ambiguous name. Moreover, the field is still
widely known by the other names.

22
 Fig: 1- Importance of training in achieving the organizational objectives

Training and development encompasses three main activities: training, education, and
development.
Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these
ideas are often considered to be synonymous.
However, to practitioners, they encompass three separate, although interrelated, activities:
Training, Education and development

23
TRAINING
This activity is both focused upon, and evaluated against, the job that an individual currently holds.

EDUCATION
This activity focuses upon the jobs that an individual may potentially hold in the future, and is
evaluated against those jobs.

DEVELOPMENT
This activity focuses upon the activities that the organization employing the individual, or that the
individual is part of, may partake in the future, and is almost impossible to evaluate.

Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry
into an organization until he leaves, come under the horizon of HRM.
The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and
Development, Retention, Industrial Relation, etc. Out of all these divisions, one such important
division is training and development.

TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness

is reduced and learning or behavioural change takes place in structured format

TRAINING DEFINED AS:

It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts,
rules, or changing of attitudes and behaviours to enhance the performance of employees.

24
Training is activity leading to skilled behaviour.
It’s not what you want in life, but it’s knowing how to reach it
It’s not where you want to go, but it’s knowing how to get there
It’s not how high you want to rise, but it knows how to take off

Training is about knowing where you stand (no matter how good or bad the current situation looks)
at present, and where you will be after some point of time.

Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional
development

Training is any organizationally planned effort to change the behaviour and attitudes of
employees so that they can perform job on acceptable standards”

It Provides knowledge and skill required to perform the job

Involves learning and acquiring knowledge
It’s a systematic learning process
Helps in giving shape to the employee’s behaviour to achieve predetermined goals
Makes the employee more efficient and productive

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability of a
skilled and willing workforce to an organization. In addition to that, there are four other objectives:
Individual, Organizational, Functional, and Societal.
25
Individual Objectives – help employees in achieving their personal goals, which in turn, enhances
the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective by bringing
individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level suitable to the

organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially responsible to the needs
and challenges of the society.

Apart From the above mentioned objectives, we can include the below mentioned as some of the
objectives of T&D

 Induce change in the concerned HR

 An important strategy for organizational development
 Assist the employees in acquiring skills, knowledge, attitudes.
 To bring skills capabilities of an employee up to a certain standard.
 Increase efficiency and competencies, improve job performance.
 Inculcate true sense of appreciation for functional areas
 Identify and develop value systems & learn proper behavioural practices.
 Helps in preventing industrial accidents and provide safe work environments
 Brings out the initiative and creativity of an employee

26
 Fig 2: The Training Cycle

IMPORTANCE OF TRAINING AND DEVELOPMENT

Optimum Utilization of Human Resources – Training and Development helps in optimizing the
utilization of human resource that further helps the employee to achieve the organizational goals as
well as their individual goals.

27
Development of Human Resources – Training and Development helps to provide an opportunity
and broad structure for the development of human resources’ technical and behavioural skills in an
organization. It also helps the employees in attaining personal growth

Development of skills of employees – Training and Development helps in increasing the job
knowledge and skills of employees at each level. It helps to expand the horizons of human intellect
and an overall personality of the employees.

Productivity – Training and Development helps in increasing the productivity of the employees
that helps the organization further to achieve its long-term goal.

Team spirit – Training and Development helps in inculcating the sense of team work, team spirit,
and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.

Organization Culture – Training and Development helps to develop and improve the
organizational health culture and effectiveness. It helps in creating the learning culture within the
organization.

Organization Climate – Training and Development helps building the positive perception and
feeling about the organization. The employees get these feelings from leaders, subordinates, and
peers.

Quality – Training and Development helps in improving upon the quality of work and work-life.
Healthy work environment – Training and Development helps in creating the healthy working
environment. It helps to build good employee, relationship so that individual goals aligns with
organizational goal.

28
Health and Safety – Training and Development helps in improving the health and safety of the
organization thus preventing obsolescence.

Morale – Training and Development helps in improving the morale of the work force.

Image– Training and Development helps in creating a better corporate image.

Profitability–Training and Development leads to improved profitability and more positive

attitudes towards profit orientation.

Training and Development aids in organizational development i.e. Organization gets more
effective decision making and problem solving. It helps in understanding and carrying out
organisational policies
Training and Development helps in developing leadership skills, motivation, loyalty, better
attitudes, and other aspects that successful workers and managers usually display

THE TRAINING PROCESS:

1. Analysing the training needs

29
The training programme is established only when a thorough analysis of entire organization is
made to find out the trouble spots where training may be needed.
Identification of training needs must contain 3 types of analyses: organisation analysis, task
analysis, man analysis.
Organisational analysis centres primarily on the determination of the organisations goals, its
resources, and the allocation of the resources as it relates to the organisations goals.
Task analysis focuses on the task or job regardless of the employee doing the job. This analysis
includes determination of the worker, if the job is to be performed effectively.
Man analysis reviews the knowledge, attitudes, and skills of the incumbent in each position
and determines what knowledge, attitudes, and skills he must acquire and what alterations in
his behaviour he must make if he is to contribute satisfactorily to the attainment of
organisational objectives.

2. Design and provide training to meet identified needs. This step requires developing
objectives of training, identifying the learning steps, sequencing and structuring the contents
.
3. Develop- This phase requires listing the activities in the training program that will assist
the participants to learn, selecting delivery method, examining the training material, validating
information to be imparted to make sure it accomplishes all the goals & objectives.

4. Implementing is the hardest part of the system because one wrong step can lead to the
failure of whole training program.

5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent
work performance. Making necessary amendments to any of the previous stage in order to
remedy or improve failure practice

Fig: 3 The Training process

30
 HOW IS THE TRAINING EVALUATED?

Training Evaluation

31
Meaning-

The process of examining a training program is called training evaluation. Training evaluation
checks whether training has had the desired effect. Training evaluation ensures that whether
candidates are able to implement their learning in their respective workplaces, or to the regular
work routines.

Purposes of Training Evaluation

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to
learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge, transfer of

knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is not effective, then it
can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee) uses the evaluative
data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are aligned with the
expected outcomes.

Process of Training Evaluation

Before Training:

32
The learner's skills and knowledge are assessed before the training program. During the start of
training, candidates generally perceive it as a waste of resources because at most of the times
candidates are unaware of the objectives and learning outcomes of the program. Once aware, they
are asked to give their opinions on the methods used and whether those methods confirm to the
candidates preferences and learning style.

During Training: It is the phase at which instruction is started. This phase usually consist of short
tests at regular intervals

After Training: It is the phase when learner’s skills and knowledge are assessed again to measure
the effectiveness of the training. This phase is designed to determine whether training has had the
desired effect at individual department and organizational levels. There are various evaluation
techniques for this phase.

Techniques of Evaluation

The various methods of training evaluation are:

Observation
Questionnaire
Interview
Self diaries
Self recording of specific incidents

FIG: 4 Training evaluation purpose

33
Training Process Model
Followed
34
 In
Varroc engineering Pvt. Ltd

TRAINING PROCESS MODEL FOLLOWED IN VARROC

Training procedure:
Objectives: to identify the training needs
Impart the necessary training as per the needs
Monitor effectiveness of the training

Scope:
Employees at levels in the company and contract labour

Procedure:
Training policies
Training strategies and methodologies
Strategy and competency level

Competency & skill matrix- preparation and assessment

Methodologies: By Appropriate trainers

35
 1. Training process

2. Identify needs

3. Design and develop training calendars

4. Conduct training

5. Train new and old employees

6. Training evaluation

7. Keep Record of the training

8. Training record forms

PROCESS MODEL TRAINING

SUPPLIER PROCESS CUSTOMERS

In house Training & recruitment Indentors
External Suppliers

INPUT RESOURCES OUTPUT

Training plans Means Updated records

Needs Faculty Enhanced Skills
Skill Development Training material Added knowledge

EXTERNAL TRAINING
INFO

New Equipment Skill Matrix/Mapping

36
 On Site training emergency Business plans
Control Plan Employee Involvement

Work Instruction
In house training material
Management Review
Qualification validation for
Internal training

VARROC ENGINEERING PRIVATE LIMITED

Identification of Processes

Department: Training

Sr.No Description Category

1 Training & Recruitment. Customer Oriented

2 Training Need Identification & preparation of Training Plan Sub-process

3 Skill, Competency improvement. Sub-process

4 Performance Assessment. Sub-process

5 Training Effectiveness measurement. Sub-process

Guidelines

37
Category 1: Customer oriented process: process model required
Category 2: Management process: process model required
Category 3: Sub process: process model required depending on criticality/extent of control.
Category 4 Support process: process model required depending on criticality/extent of control.

DIFFERENT TYPES OF TRAINING PROGRAMMES CONDUCTED IN VARROC LTD

DURING THE PAST 6 MONTHS:

1. Effective Communication skills

(For All Employees)

Duration: 8 hours per employee

A training programme, An 8 hour long session, conducted in the first quarter of the calendar year,
wherein participation was from both the technical as well as non technical staff, to improve their
communication skills.
In these days of cut throat competition, having only efficient technical knowledge does not suffice.
There arises a dire need to communicate effectively, which is required for brainstorming, good
team work, strong leadership, problem solving etc.
Hence by tapping this need, the training programme was designed.

2. Advanced Product quality planning (APQP)

38
(For engineers/Diploma holders)

Duration: 8 hours per employee

Advanced Product Quality Planning (or APQP) is a framework of procedures and techniques used
to develop products in industry, particularly the automotive industry. It is quite similar to the
concept of Design For Six Sigma (DFSS).
It is a defined process for a product development system for General Motors, Ford, Chrysler and
their suppliers., the purpose of APQP is "to produce a product quality plan which will support
development of a product or service that will satisfy the customer."

.All participants received a certificate of training at the end of the training programme.

Advanced MS excel
(All Staff)

Duration: 8 hours per employee

This Training session was arranged in the first as well as second quarter of the year for sales,
purchase and HR employees to get hands on experience while using MS excel
The use of this programme is almost inevitable in all the department involving clerical as well was
numerical work

4. Value creation through mergers and acquisitions

(Top Management employees)

Duration: 16 hours per employee

This is a training programme specially meant for the members of the top management.
Two day long sessions were arranged with the top notch faculties and professionals from leading
companies and organizations.
This programme focussed on how mergers and acquisitions , which are an integral part of the
business world helps in acquiring ‘Values’, beneficial for our company.

39
5. Training related to HSE i.e. health safety and environment:
(All New Joinees)

Duration: 2 hours per employee

This includes training programmes like-
 HSE-Safety awareness for new recruits
 Refresher-Emergency Control
 First Aid
 Health & Hygiene
 Fire Fighting
 Behaviour based safety

All these programmes are designed and implemented in accordance with the various quality
standards like OHSAS 14000 etc. which the company confirms to.

40
1. Are you aware of the various training sessions which are conducted in the company?

Table no 1: Training Awareness

Option No. of Respondents

Yes 49
No 01

Graph 1: Training awareness

41
 c

Interpretation:

The above graph shows that from a sample of 50 respondants,82% employees are aware of
the various training activities conducted in the company, and remaining 18% employees were
unaware of it.

2. Are the training needs recognised correctly by you or your manager?

Table: 2 Training need recognition

Option No. of Respondents

Yes 46
No 4

Graph 2: Training need recognition

42
Interpretation:

The above graph shows that out of a sample of 50 respondents, training needs of 92% of the
employees are recognised correctly by them or their managers and 8% employees are of the
opinion that their need are not recognised correctly .

3. Is the training scheduled as per your needs?

Table no 3: Training Schedule

Option No. of Respondents

Yes 35
No 12
Cant be justified 3

Graph 3: Training schedule as per need

43
 Interpretation:

The graph shows that out of a sample of a 50 respondents , training was scheduled as per the
needs of 70% employees , not scheduled as per the needs of 24% employees, and the
remaining 6% employees were of the opinion ‘cant be justified’

4. Are you given sufficient opportunities to attend training program?

Table no 4: Training opportunities

Option No. of Respondents

Yes 45
No 05

Graph 4: Training Opportunities

44
Interpretation:

The above graph shows that from a survey of 50 employees, 90% employees were of the
opinion that they were given sufficient training opportunities, while the rest 10% were of the
opinion that they did not get enough training opportunities

5. Are the training sessions conducted on time and in an efficient manner?

Table no 5: Frequency of training conduction

Option No. of Respondents

Yes 35
No 12
Cant be justified 3

Graph 5: Frequency Of training conduction

45
Interpretation:

The above graph shows that from a sample of 50 respondents, 70% employees felt that the
training sessions are conducted frequently; 24% felt that they were not conducted frequently,
and the rest 6% were of the opinion that they are not that regularly conducted

6. Is the training session re-scheduled in case of any kind of inconvenience or inability to

attend it on time?

Table no 6: Rescheduling of training sessions

Option No. of Respondents

Yes 48
No 02

Graph 6: Rescheduling of training sessions

46
 Interpretation:

The above graph shows that from sample of 50 employees, 96% of the employees said that
training sessions were reschedule in case of any inconvenience while the remaining 4% said
that re scheduling was not done.

7. What was the competency level of trainer?

Table no 7: Competency level of trainer

Option No. of Respondents

Very Good 40
Appreciable 5
Satisfactory 4
Dissatisfactory 1

Graph 7: Competency Of trainer

47
Interpretation:

From the above graph, we can interpret that out of a sample of 50 employees,80% employees
were of the opinion that the trainer was very good, 10% said that the trainer was appreciable,
8% felt that the trainer was satisfactory and remaining 2% of the employees were of the
opinion that the trainer was dissatisfactory.

8. Was the training given to you beneficial to you?

Table no 8: Usefulness of Training

Option No. of Respondents

Yes 48
No 01
Cant Say 01

Graph no 8: Usefulness of Training

48
Interpretation:

The above Graph displays that from a sample of 50 respondents, 96% employees found the
training to be beneficial, 2% employees did not find it beneficial and 2% employees were of
the opinion ‘cant say’.

9 .How relevant was the training given to you to your job?

Table no 9: Relevance of Training

Option No. of Respondents

Relevant 42
Irrelevant 00
Somewhat relevant 08

49
Interpretation:

The above graph signifies that from a sample of 50 respondents 84% employees were of the
opinion that the training was relevant, while remaining 16% felt that it was somewhat relevant.
From the given sample, no employee felt it that the training was irrelevant.

10. Are you satisfied with the time spent on training?

Table no 10-Satisfaction on Training duration

Option No. of Respondents

Yes 40
No 06
Cant Say 04

50
 Graph 10-satisfaction on training duration

Interpretation:

The above graph signifies that from a sample of 50 respondents, 80% employees felt they were
satisfies with the time sent on training, 12% were dissatisfied and the remaining 8% were of
the opinion cant say.

11. Were the training objectives fulfilled?

Table no 11-Fulfilment of training objectives

Option No. of Respondents

Yes 43
To some extent 07
Not at all 00

51
 Graph no 11- Fulfilment of training objectives

Interpretation:

From the above graph we can see that, from a sample of 50 respondents, 86% felt that the training
objectives were fulfilled while the rest 14% felt that the objectives were fulfilled to some extent.
None of the employees from the given sample felt that the objectives were not at all fulfilled.

12. When was the last training programme you attended?

Table no 12- last training attended

Option No. of Respondents

Before 6 months 15
Before 3 months 10
Before 1 month 25

Graph no 12 –last training attended

52
Interpretation:

The above graph signifies that from a sample of 50 respondents, 30% employees attended the
last training session before 6 months, 20% employees attended before 3 months, and 50%
employees attended it in the last month

13. To what extent were you able to apply knowledge and skills acquired by training?

Table no-13
Application of knowledge and skills post training

Option No. of
Respondents
Completely Applicable 38
Somewhat Applicable 11
Not applicable 01

53
 Graph no 13 –Application of knowledge and skills post training

Interpretation:

The above Graph signifies that from a sample of 50 respondents, 76% employees felt that the
knowledge gain was completely applicable, 22% felt that it was somewhat applicable and rest 2%
employee felt that was not applicable at all.

54
 FINDINGS:

The Survey contains the following findings:

1. Around 85% employees are aware of the ongoing training activities in the company.
2. The need assessment of almost 75% employees is done mostly by consultation with
superiors and the training managers and they participate in the training.
3. It has also been observed that almost 90% of the employees feel that they are given
sufficient opportunities to attend the training.

55
4. The trainers who impart the training to the employees were rated on the scale of very good,
appreciable and satisfactory, thus almost 80% of the employees felt that the trainer’s
competency level was very good while the remaining felt that the trainer was either
appreciable or satisfactory /above the average.
5. It is also seen that, around 98% of the employees get benefited from the training given to
them. Hence the satisfaction amongst the employees with respect to training received is
quite remarkable.
6. The training given to employees helps them in improving their performance which is
measured in terms of knowledge, attitude and skills.
7. The training is imparted at all levels of organization, and compulsorily at the supervisory
level.
8. Training activities implemented in the company is successful in achieving the various
training objectives which are set before the start of the training.
9. It is also seen that approximately 80% of the employees feel that the training is completely
applicable to their job profile whilst the rest feel it is just somewhat applicable to their job.
10. The overall satisfaction level regarding the training given amongst the employees is pretty
high i.e. 85%.

SUGGESTIONS:

1. In My opinion the Behavioural training should not extend beyond 5 hours as it would save
time and the training cost associated with it.
2. The sessions should motivate the employees to perform better and should help in reducing
stress.
3. To help understand the learning of an employee post evaluation performance( i.e. even after
a stipulated period which is measured for evaluation ) should also be measured, as huge
training budgets are allocated for training every year

56
4. Not More than 2 sessions per category (i.e. technical & behavioural) should be conducted
in the same month.
5. Efforts should be taken to conduct personality development and communication training
for almost all employees in a step by step method to improve the overall quality of the
workforce.

CONCLUSION
 The employees are satisfied with the training facilities, training environment, training
material provided by the company and the competency level of the trainer.
 On the employees front we can say that participation in the training is satisfactory from all
grades.
 Mapping the training needs is mostly done by man analysis and task analysis.
 The employees feel that the training acts as a motivator for improving performance which
may result in a promotion as well as improve the quality of work.

57
 QUESTIONNAIRE

1. Are you aware of the various training sessions which are conducted in the company?
o Agree
o Disagree
o Satisfied
o Dissatisfied

2. Are the training needs recognized correctly by you or your manager?

o Agree
o Disagree

58
 o Satisfied
o Dissatisfied

3. Is the training scheduled as per your needs?

o Agree
o Disagree
o Satisfied
o Dissatisfied

4. Are you given sufficient opportunities to attend training program?

o Agree
o Disagree
o Satisfied
o Dissatisfied

5. Are the training sessions conducted on time and in an efficient manner?

o Agree
o Disagree
o Satisfied
o Dissatisfied

6. Is the training session re-scheduled in case of any kind of inconvenience or inability to attend
it on time?
o Agree
o Disagree
o Satisfied
o Dissatisfied

7. What was the competency level of trainer?

o Agree
o Disagree
o Satisfied
o Dissatisfied

8. Was the training given to you beneficial to you?

o Agree
o Disagree
o Satisfied
o Dissatisfied

59
 9 .How relevant was the training given to you to your job?
o Agree
o Disagree
o Satisfied
o Dissatisfied

10. Are you satisfied with the time spent on training?

o Agree
o Disagree
o Satisfied
o Dissatisfied

11. Were the training objectives fulfilled?

o Agree
o Disagree
o Satisfied
o Dissatisfied

12. When was the last training programme you attended?

o Agree
o Disagree
o Satisfied
o Dissatisfied

13. To what extent were you able to apply knowledge and skills acquired by training?
o Agree
o Disagree
o Satisfied
o Dissatisfied

60
 BIBLIOGRAPHY

Reference Source

Books:
 C R Kothari, Research Methodology, Himalaya publication, Page no 38,39
 Stephen P. Robbins, ‘Essentials of Organizational Behaviour’, Eighth edition, Page no 14.
 John M. Ivancevich, ‘Human resource Management’: Ninth edition, Page no 378.
 K Ashwathappa, ‘Human Resource management’

Periodicals:
 ‘HRM review’- The ICFAI University Press edition August 2009, Page no 49.
 ‘The ICFAI journal of Organizational Behaviour’, The ICFAI University Press edition, Vol
IV no 1, January 2005, Page No18.

Webliography

http://www.traininganddevelopment.naukrihub.com

http://www en.wikipedia.org/wiki/Training_and_development

http://www.citehr.com/employee-training-development-f55.html

Intranet websites:

www.varrocgroup.com

61