HR

PROJECT REPORT

ON

“Training Needs Analysis”

IN

“Western India Ceramics Pvt. Ltd.”

SUBMITTED BY:-

THALAKKOTOR SHIRIN LAZAR

LPGD/JL09/0334

“WELINGKAR INSTITUTE OF MANAGEMENT

DEVELOPMENT AND RESEARCH”,

MATUNGA, MUMBAI

1

(2010-2011)

ACKNOWLEDGEMENT

The period of 2 months the Project in ‘Western India Ceramics Pvt. Ltd.’ has been a blend of

academics and professionalism for me.

I am grateful to Mr. Sijoy Paulson under whose guidance I have completed this Summer

Project. I sincerely respect his valuable advice and guidance given to me from time to time.

Finally, I would like to extend my sincere thanks to my co-ordinator Mr. Prabhakar Patil,

who was my internal project guide for their valuable guidance and support in completion of

my project.

THALAKKOTOR SHIRIN LAZAR

2

EXECUTIVE SUMMARY

Business organizations today are facing great competitions

and challenges as the economy is growing. The growth or the

downfall of the company depends on how it uses its resources.

Human Resource is one of the most important and talked about

resource in today’s corporate world. Human being unlike other

resources can think, feel, express their feelings and response to the

ways that they are being treated. Therefore having the right kind of

people to do the job is very important to the organizations today.

Organizational priorities have changed in recent years. The

focus has moved from piecemeal training activities to more

systematic human resource development. HR managers are

advocates for both the company and the people who work in the

company. Consequently, a good HR professional performs a

constant balancing act to meet both the needs successfully.

Today’s scenario, Organizations are looking for those people

who are very sincere with their work and who possess adequate

knowledge, skills, efficiency to perform the work that is given to

them. To increase productivity, it is important that the organization

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should have right kind of people at right time for right kind of job.

Therefore to acquire best from among the best, the effectiveness of

the HRD managers of the company plays a vital role.

Western India Ceramics Pvt. Ltd, under the leadership

of our Chairman Shri. Chandubhai Patel has diversified interest in

the areas of Hydrogenated Vegetable Oils and Decorative

Laminates that are amongst the prime brands in the state of Gujarat.

Western Ceramics has pioneered into the production of wall tiles

under the brand name of Western Ceramics in India with a clear

vision of becoming India’s most respected and leading industry in

their segment. Western Ceramics already has a coverage footprint

spanning 10 major cities including the metro cities. The company

offers a spectrum of technology solutions, field proven to help

organizations to achieve superior efficiency in their respective

businesses. Therefore the company require an efficient HR manager

who will be responsibility for all of the functions of HRD, that deal

with the needs and activities of the organization and people to

achieve the organization’s goals.

To achieve the objective, HR manager should have a clear

and open communication in order to help employees develop their

personal and organizational skills, knowledge, and abilities. The

Human Resources department may wish to undertake a Training

Needs Analysis to gauge if staff have the knowledge and skills

necessary to meet the organisation’s strategic objectives. Important

4

decisions like whether to recruit new talent or enhance the skills of

current employees There is a high level of trust. The managers are

trusted because they communicate openly with staff, and they trust

their personnel to produce what is required of them.

Training Needs Analysis is not at all an easy task.

They needs to have professionals with impeccable people

management skills as they need to be able to realize talent within

people from a cross section of backgrounds. It is concerned with

identifying strengths and weaknesses among different employees

and devising training means that aim at making those skills

complement the other.

In Western Ceramics training need assessment is

closely linked with its growth in terms of its size, culture and

business. The function of HR Manager and its representatives, the

team, strives to align its goals and objectives with the

organisation’s and employee’s strategy and objectives and

accordingly formulates and lays down its process and functions.

The content has been logically divided into various

sections which enable the readers to comprehend thoroughly the

vital aspect and the Training Needs Analysis . The chapter deals

with the company’s profile. Later it covers the theoretical part that

makes us understand the meaning and need of Training analysis

5

and also the objective of the project. Then it covers the need in the

organization and gives the insight in the existing system.

I tried to cover almost all the aspects of the Training

Needs Analysis in Western Ceramics.

INDEX

Introduction to company ► Company profile► Organization structure

Objective of the project

Recruitment & Selection Process► General Overview ► Identify Training Needs► Techniques for Specific Training Needs► Overview of various Functions

Steps in Training need Analysis

Training Needs Analysis Flowchart

Suggestions and Recommendations

Conclusion

Annexure

Bibliography

6

INTRODUCTION TO COMPANY

►Company Profile

►Organization Structure

7

Company Profile

Western India Ceramics Pvt Ltd (WICPL) was formed in

1980’s and was into the production of wall tiles under the brand

name of Western Ceramics. The demand for their tiles is extensive

in the markets of South India, Gujarat and Mumbai. WICPL’s

current focus is into the flooring segment with its Brand Western

Marbo – Polished Vitrified tiles and Western Vitro Plus – Glazed

Vitrified tile.

Western Ceramics group under the leadership of our

Chairman Shri. Chandubhai Patel has diversified interest in the

areas of Hydrogenated Vegetable Oils and Decorative Laminates

that are amongst the prime brands in the state of Gujarat. With their

strong asset base, they also actively involved in the construction

business. Shri. Kantibhai Patel and Mr. Chetan Patel – Directors

manage the day-to-day operations of the company.

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They strive for being the prime choice for the architects, interior

designers, constructions companies and customers. WICPL

believes in practicing what it preaches and ensures that all

commitments are met much before deadlines. To accomplish this

Western ceramic is staffed by over 1500 people in its 11 branches.

Technical association with SACMI, the industry leaders from

Italy and with ITACA for our vitrified technology proves the main

difference enhancing our quality visa-a-vie our competitors.

Sophisticated manufacturing facility comprises of a professional

Team in convergence wit the ultra modern machines i.e. India’s

Longest Roller Kiln, Vertical Dryer from SACMI, and Biggest

Press from SACMI, India’s Biggest Ball Mill justifies the potential

of the vitrified technology. They are further diversifying into

construction related projects.

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LOCATION:-

HEAD OFFICE

Baroda – Padra Highway,Padra – 391440.

Baroda(Gujarat).

Phone : 02662 226 111/112/113

Fax : 02662 222 709

SALES OFFICE

Western India Ceramics Pvt Ltd

Nr. Garware House, Andheri sahar road,

Vile Parle – East.

Mobile : 0-9322685106/0-9323788540

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Western Ceramic tiles already have its branch offices located in 20

major cities located all over India including the metro cities. They can be

listed as follows:-

- Bangalore - Chennai

- Kolkata - Delhi

- Mumbai - Indore

- Navi Mumbai - Pune

- Nasik - Napur

- Ahmeddabad - Surat

- Vadodara - Visakhapatnam

- Goa - Kochin

- Calicut - Hyderabad

- Coimbatore - Madhurai

- Orrisa

11

- Jharkhand

SALES OFFICES IN INDIA

12

FACILITIES:

Western Ceramic has technical association with SACMI, the

industry leaders from Italy and with ITACA for our vitrified technology

proves the main difference enhancing our quality visa-a-vie our

competitors. We believe that we should be superior enough to force our

13

competitors to go that extra step.

Our sophisticated manufacturing facility comprises of a professional

Team in convergence with the ultra modern machines (fig. 1) i.e. India’s

Longest Roller Kiln, Vertical Dryer from SACMI, and Biggest Press from

SACMI, India’s Biggest Ball Mill justifies the potential of the vitrified

technology.

Fig. 1

PRODUCT AVAIABLE

14

Western Series :

Itialian series:

15

As communication is the central nervous system for any business

with people on the move, and/or at multiple locations in the city.

Western ceramic increases communication efficiency to in turn

enhance operational efficiency which directly impacts productivity

and profits. It hastens the decision making process and speeds up

response times. The vital time lag between accessing information

and acting on it is completely bridged which is great news because

studies have revealed that an alarming percentage of business is lost

due to communication delays and consequent inability to act on

information.

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ORGANIZATIONAL STRUCTURE

Objective Of The Project

Directors

CEO – AryaOmnita

lk

CFO

COO – Voice

BusinessVice

President - HR

Chief Operations & tech. – Mobile

data application

sSoftware & sales

HR & Admin

Branch Heads

Service heads

Accounts & Commercial

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The project was carried out at ‘Western India Ceramics Pvt. Ltd.’

The objective of the project / study:-

1> To see opportunity for development of employees competency

and what are the methods adopted by the company.

2> What are the difficulties faced by the HR Manager during the

various tasks and responsibilities undertaken.

3> To understand in depth the need of training assessment within

the company.

4> Training Needs Analysis will enable managers to identify these

individual needs amongst their employees.

5> And to understand how Identify and help tackle individual

skills gaps and development needs amongst staff to improve

performance in the organization.

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TRAINING NEED ANALYSIS

► General Overview

► Identify Training Needs

► Techniques for Specific Training Needs

► Overview of various Functions

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General Overview

The existence of human resource department is vital to

overall productivity and efficiency of the strong workforce in any

thriving company. In most professional organizations the role of

human resources department is not side lined or eclipsed by other

departments. In fact good human resources can be one of the most

valued and respected department in the organizations, their job is to

handle people, and the people are the company’s most valuable

asset/ important asset.

Competitiveness demands a diverse workforce and up-to-date

skills. The free market belief in 'buying in' skill has proven to be

inadequate, even in times of high unemployment. HR allows

managers to be proactive, focusing on employees as investments

for the organization. One of the great strategic contributions of

HRM lies in the planning of skill availability in advance of need.

Development programmes involve more than training. They begin

with the induction and integration of new employees. They require

constant accurate assessment, counselling and personal challenge.

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Development also involves the socialization of employees to

fit the cultural requirements of the company. A much-publicized

modern approach places development within the learning

organization. HRD focuses strongly on training and development.

Career plans, performance objective-setting and training

programmes are more often directed at managers than lower-level

employees. With the integration of training activities into human

resource development programmes, trainers are particularly

concerned with the merits of formal as opposed to experiential

training, cost-effectiveness and quality.

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MEANING, PURPOSES AND IMPORTANCE

Training Needs Analysis can be performed to achieve a variety of

objectives. A "training needs assessment", or "training needs analysis",

is the systematic method of determining if a training need exists and if

it does, what training is required to fill the gap between the standard

and the actual performance of the employee. Therefore, training needs

analysis is

Systematic method of determining performance

discrepancies

Causes of performance discrepancies

Purpose to conduct training needs analysis

Identify the deficiencies

Determine whether employees lack Knowledge, Skills and

Abilities (KSA).

Benchmark for evaluation of training

Makes sure training is provided to the right people

Increases the motivation of training

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It is designed so that the staff can assess themselves openly and

honestly: it helps identify their specific current competences, compares

this with the desired level that the organisation requires for their role

and then highlights any development needs of that individual.

Training need analysis is conducted to determine whether resources

required are available or not. It helps to plan the budget of the

company, areas where training is required, and also highlights the

occasions where training might not be appropriate but requires

alternate action.

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Training needs analysis includes:

ORGANIZATIONAL ANALYSIS – It includes the analysis

of

o Mission & strategies of organization

o The resources and their allocation

o Internal environment- attitudes of people

OPERATIONAL ANALYSIS

o Determine KSAs required for standard performance

o Job analysis

PERSON ANALYSIS

o Specific areas of training required by the individual

o Whether an individual is capable of being trained

o The data regarding the person analysis can be collected

through-

a. Performance data

b. Behavioral and aptitude tests &

c. Performance appraisal

A performance appraisal after the training program can also help in

judging the effectiveness of the program.

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Training Need arises at three levels:

Whatever the method used to identify training needs, at least the

following three points must be kept in view :

1. These methods should be used in combination; that is, there should

never be reliance on only one method

2. They may be used to identify training needs of each of the various

groups

of employees

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3. They should be applied to individual employees since training needs

will vary with the individual employee.

Corporate need and training need are interdependent because the

organization performance ultimately depends on the performance of its

individual employee and its sub group.

A ) Organizational Level –

Training need analysis at organizational level focuses on

strategic planning, business need, and goals. It starts with the assessment

of internal environment of the organization such as, procedures,

structures, policies, strengths, and weaknesses and external environment

such as opportunities and threats.

After doing the SWOT analysis, weaknesses can be dealt with the

training interventions, while strengths can further be strengthened with

continued training. Threats can be reduced by identifying the areas

where training is required. And, opportunities can be exploited by

balancing it against costs.

For this approach to be successful, the HR department of the company

requires to be involved in strategic planning. In this planning, HR

develops strategies to be sure that the employees in the organization

26

have the required Knowledge, Skills, and Attributes (KSAs) based on

the future KSAs requirements at each level.

B) Individual Level –

Training need analysis at individual level focuses on each and

every individual in the organization. At this level, the organization

checks whether an employee is performing at desired level or the

performance is below expectation. If the difference between the

expected performance and actual performance comes out to be positive,

then certainly there is a need of training.

However, individual competence can also be linked to individual

need. The methods that are used to analyze the individual need are:

Appraisal and performance review

Peer appraisal

Competency assessments

Subordinate appraisal

Client feedback

Customer feedback

Self-assessment or self-appraisal

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C) Operational Level –

Training Need analysis at operational level focuses on the work that

is being assigned to the employees. The job analyst gathers the

information on whether the job is clearly understood by an employee or

not. He gathers this information through technical interview,

observation, psychological test; questionnaires asking the closed ended

as well as open ended questions, etc. Today, jobs are dynamic and keep

changing over the time. Employees need to prepare for these changes.

The job analyst also gathers information on the tasks needs to be done

plus the tasks that will be required in the future.

Based on the information collected, training Need analysis (TNA) is

done.

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Identifying training needs

A training needs analysis (TNA) is an effective way to identify

any gap between the skills your business needs and those your

employees have. It involves gathering information to identify areas

where your employees could improve their performance. You can

use employee surveys, management observations, customer

comments, company meetings and inspections to collect this

information.

A TNA can help you clarify your objectives in training your

staff. This is invaluable for ensuring that money is spent on training

that will help your business to achieve its objectives. 

To carry out a TNA, you need to:

a) Analyse your business goals and the skills required to meet these

goals

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b) Determine whether you are changing your products or business

processes and what information or training employees will need to be

effective in their job

c) Evaluate who you want to train and how best to reach them

d) Establish how employees will best accept and integrate training

and their preferred learning method

e) Evaluate the training in place and decide what your company can

and can't provide in the way of in-house training, funding and time

f) Assess which consultants or training providers can fill in these

gaps

g) Take a decision on which type of training fits your needs best.

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Techniques for Determining Specific Training Needs

People learn in different ways. Matching your training to your

employees' learning methods can help you speed up their learning and

reduce your training costs.

Talk to the employees to identify their preferred learning methods

and include this in a personal development plan. A personal

development plan is a tool employees can use to define their training

goals and identify steps to achieve these. It is worthwhile including

information on the training resources available to meet these goals and

the benefits the employee expects to get from training. Discuss with

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each employee short and long-term objectives to include in the plan or

you can hire a consultant to do this for you.

Once you understand how your employees learn, you can tailor your

training methods to fit their learning style. For the purposes of training

at work, people's preferred learning methods can be broadly divided

into active and passive types.

Active ways of learning are by:

1) using initiative2) doing3) exploring4) testing

Passive ways of learning are by:

1) observing2) questioning3) interpreting4) reviewing

Different types of training rely on different learning

methods. The table below is a guide to the learning

methods used in each training type.

Training type Learning method

Coaching Doing

E-learning Using initiative

Workshop Using initiative/testing

Induction Listening/questioning

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Job shadowing Observation/questioning

Mentoring Exploring

Networking/seminars Listening/questioning

Open learning Using initiative/exploring

Evening classes Listening/questioning

Project work Exploring/doing

Quality competitions Using initiative/exploring

Individual workshop Reviewing/doing

Simulation Doing

Overview of various Functions

There are a number of practical methods that help to gather data

about employees’ performance. Each works well in given

circumstances; therefore must determine which be the best . None of

these methods can stand alone. Always use at least two, if for no

other reason to validate your findings. One of those you choose

should always be observation.

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1. Observation

In this approach, an employee’s performance itself is your source of

information. Evaluate a worker’s performance through first-hand

observation and analysis. This is best accomplished by watching the

worker and playing the role of non-participating observer. This

means that you watch and listen and evaluate what you see and hear,

but do not get involved in his work process in any way.

To make this activity more productive, use a checklist to remind you

of what to look for and take notes.

The objective during observations is to identify both the strengths to

build on and the deficiencies to overcome. A key advantage of using

direct observation in the needs analysis is that you gain first-hand

knowledge and understanding of the job being performed and the

strengths and weaknesses of the relevant worker.

2.  Interviews

The use of interviews in conducting the needs analysis is strongly

urged. The prime value of interview guides is that they ensure the

same types of data from all sources. This allows you to determine

whether a piece of information is one person’s opinion, or part of a

widespread perception. Since the interview guide forces you to ask

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each worker a number of predetermined questions, you must select

those questions that are essential to what you are trying to learn.

Interviews allow you to meet employees face to face to discuss their

impressions of performance. Because you are in conversation with

workers, you can explore their responses in depth. You can ask or

clarification of comments and for examples of what they mean. In

this way, you obtain a full understanding of their performance

deficiencies.

You also gain these benefits through interviewing :

a. You build credibility with your interviewees by asking intelligent

questions and Listening well to their answers

b. You obtain employees’ personal involvement and commitment to

your efforts

c. You establish personal relationships with potential trainees who

are important to your success as a needs analyst and trainer

3.  Questionnaires

A questionnaire is a sort of interview on paper. You create your own

questionnaire by writing down all the questions you want employees

to answer for you. Then you mail it to them and await their

responses.

 The key advantage of a questionnaire is that you can include every

person from whom you want input. Employees can complete the

35

questionnaire when and where they choose. You need not travel and

spend time with all respondents. Every employee is asked the

identical questions, and consequently data is very easy to compile

and analyze.

Questionnaires can be useful in obtaining a ‘ big picture ’ of what a

large number of employees think while allowing everyone to feel that

they have had an opportunity to participate in the needs analysis

process.

4. Job Descriptions

Before establishing a job description, a job analysis must be made.

This job analysis involves a thorough study of all responsibilities of

the relevant job. It is company wide in scope and should be detailed

to such a degree that those conducting the training can use the job

analysis as a yardstick for their course content. After the job analysis

phase has been completed, the writing of job description and needs

analysis is a relatively simple task. When an employee’s job

description has been defined, the trainer can easily tailor his training

curriculum to a very close proximity of what will be expected of the

employees.

5. The Difficulty Analysis

The Job Analysis will focus attention on enumerating the numerous

duties that a worker must perform. On the other hand, the Difficulty

Analysis establishes which of the duties cause the employee the

36

greatest amount of troubles and how this trouble can be reduced

through better training.

A good Difficulty Analysis offers many advantages. For example ….

• It enables a needs analyst to weigh certain aspects of the training in

relationship to the expected difficulty that the worker will face in

coping with those duties.

• A well thought out Difficulty Analysis will provide the training

program with an abundance of role-playing material and situations.

6. Problem Solving Conference

Another time-tested technique for gathering needs analysis material

from employees is to conduct periodic problem solving conferences

which may take the form of or be part of a plan for a new product,

task or technology, or tied in with a training program It is always

helpful to utilize an outside consultant to moderate such sessions.

This outside sponsorship has a tendency of letting the workers

express their feelings about his organization, and the session can then

be geared to training needs. The current problems will evolve that

represent potential areas for training.

7.  Appraisal Reviews

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During the periodic counseling performance interview, an employee

should be ques- tioned regarding the duties and training of a worker.

Comments rendered during the appraisal interviews normally are

genuine, and can frequently assist in establishing the needs,

variations and penetrations that a training program should include.

Feed- back at appraisal interview time is valuable since it is timely

information. Training needs differ from worker to worker, and

appraisal sessions allow the employee and supervisor / manager to

uncover the cause of weaknesses in performance. These deficiencies

represent areas for training.

It is crucial to assess skills gaps at all levels of the business,

including senior management. Include yourself in this if you are an

owner-manager. You may need to develop your entrepreneurial and

technical skills as the business grows.

Steps in Training need Analysis

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Step One: Identify Problem Needs

Determine organizational context

Organizational context is important in the determination of attitudes

and behaviors before and after the training. We firstly find

employee job satisfaction, organizational commitment, job

involvement, and partial inclusion and higher levels' of role conflict

and role ambiguity.

Perform gap analysis

We identify where employees are, then we plan where employees

want to be and how to get there. That analysis is conducted by the

managers who noted the shortcomings and weak areas of the

employees.

Managers compare the actual performance and the desired

performance of the employees.

Set objectives

As the managers sees the clear indications of the gap, they set there

recommendations for the training of the employees.

39

Step Two: Determine Design of Needs Analysis

Method selection criteria

After the identification of the problem areas, managers establish

criteria to select the method to improve things. They plan for the

training modules and mode of training.

Advantages and disadvantages for methods

After the initial selection of methods and modules, managers draw

conclusion with the help of advantages and disadvantages.

Advantages Disadvantages

fast, inexpensive broad involvement low-risk low-visibility

not precise or specific based on opinion difficult to validate difficult to set priorities difficult to relate to output or to

evaluate the importance of training Once you ask people what training

they feel is important you create an implicit expectation that you will deliver it.

40

Step Three : Collect Data

Conduct interviews

Departmental heads starts taking interviews of the concerned

persons to get each and every thing. With the help of this

managers get what are the shortfalls for employees.

Questionnaires and Surveys

Questionnaires and surveys also enable managers to get the

employees input, because they can formulate training

courses with the help of these results.

Observe people at work

When employees are working on site then managers can

easily scrutinize all working and give their suggestions and

recommendation.

Step Four: Analyze Data

Initial Analysis

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The assessment can be as detailed and involved as needed.

Factors to consider when considering the level of detail are

time, money, number of people involved, criticalness of skill,

anticipated return on investment?, resources available, etc.

A comparison of some of the factors between in-depth and a

mini assessment follows.

In-depth MiniType of Information

Quantitative Qualitative

Methods Multi-tiered approachSurveysObservationInterviewsFocus groupsDocument reviews

InterviewsFocus groups

Scope Widespread organizational involvementBroad ranging objectives

Fewer people involvedShort term focus

Length Several months to a year Few days to a weekCost Expensive InexpensiveFocus Linked o defined outputs Immediate, quick

resultsExposure/Visibility High profile and risk Lower risk

Determine solutions/recommendations

Finalize the plan after finding all the possible solutions.

Step Five: Provide Feedback

Write report and make oral presentation

HOD makes a report and presentation and delivers it to the

management of the company.

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After thorough evaluation of report and the

presentation, management finally decides whether to conduct

training or not. Is it fruitful or not?

Step Six: Develop Action Plan

Once this formal needs assessment process is completed the

information is used as the basis for training design,

development and evaluation. However

managers continue to assess the attitudes, knowledge and

skill level of participants prior to each session. Different

employees may have different requirements. This can be

done both through a basic questionnaire sent just prior to a

specific training event and also during the welcome time of each

session.

Evaluation Steps

Reactions

43

Learning

Transfer

Results

Training Needs Analysis Flowchart

44

45

CONCLUSION

46

Yet while everybody seems to implicitly understand the

importance of an effective training in the work place, one might be

hard pressed to find an employee at any level who could

comprehensively describe everything that these professionals do.

Truth be told, they do quite lot. To the employee however, their

scope of visible action is limited.

That is because one of the main roles of training need

analysis in a successful business involves a lot of observation and

analysis from behind the scenes. Indeed, the intelligence of the

human resources department often involves what can be likened to

“crunching numbers”. Compiling complex data and matrix that

follow the performance of individual employees, as they move

through the workforce is an important task, which has helped

human resources; work out crucial solutions to inefficiency,

sagging profit margins and more.

Due to the sensitive nature of human relations and the

work that the human resources department must carry out discretion

is a crucial element to this field. That because the management of

performance can often involve tough decision making process

behind the doors, is an ethical practice that breeds the least amount

of contention possible.

47

Thus in Western India Ceramics Pvt. Ltd. major part of

HRD functions are done by the company itself. The HR Manager

identify their specific current competences, compares this with the

desired level that the organisation requires for their role and then

highlights any development needs of that individual.

Western Ceramic is developing and implementing a good

training program which helps organization to achieve its goals.

Positive attitude to learning helps the learners to contribute to

organization and helps achieve his/her career aspirations. They

ensure learning process and learning principles are considered to

achieve maximum benefits for both participants and organization.

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Suggestions

And

Recommendations

49

I have extended my complete efforts in understanding the topic

chosen for the project, and have few suggestions in regard to the

proceedings of Training Need Analysis. They are as follows:-

Manpower planning and evaluation should be done on a regular basis

to check whether the workforce currently employed is adequate to

carry out proceedings with the growing workload.

It should be ensured that the right kind of candidate is selected for the

proposed designation, as the company’s performance completely

depends on the performance of every individual employed.

The Integrate Results Expected from the Learner with Goals in the

Performance Plan.

Most problems are caused by change that occurred previously. By

listing factors that changed, causes can often be uncovered.

Time management is very essential and should not be ignored at any

level of the process.

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A well in advance notice should be given to the candidates about their

training scheduled interviews on short notices, it may not be possible

for the candidates to attend the same.

A proper follow-up should also be done so as to confirm that the

candidate will be attending the training.

Also a proper record must be maintained which can be referred to for

any help when required.

Problems should be real rather than imaginary. We seek to specify the

tangible differences between “required” and “actual” performance.

Different training methods must be explored and tried for the

connivance of the employees.

Finally a good and friendly environmental conditions must be created

so as to facilitate learning amongst the employees.

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ANNEXURE

QUESTIONAIRE

1. To what extent do you feel your learning objectives have been

achieved?

Completely

Satisfactorily

Poorly

2. Are you satisfied with the Training Programme conducted in the

organization?

Fully Satisfied

Fairly Satisfied

Not Satisfied

3. What is the overall impression about the trainers?

Very good

Good

Average

4. Are you satisfied with the Training Infrastructure, Training Aids

& Classrooms?

Yes

52

No

5. is the course Content useful & relevant to Learners’ needs?

Yes

No

6. Do the assignments & lab Sessions provide sufficient practice?

Yes

No

7. What will you rate the Soft-skill sessions conducted?

Very good

Good

Average

8. What are your views on the course material issued?

Inadequate

Adequate

More than adequate

9. Is the technical Training provided good enough to perform at the

desired level?

Yes

No

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10. Is the learning calendar & schedules well communicated to

you?

Always

Sometimes

Never

11. Does the training department take the necessary Follow- up

after evaluating the Training Programme?

Always

Sometimes

Never

12. How useful do you find the training Management System

(TMS)?

Very useful

Useful

Average

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BIBLOGRAPHY

Training and Development - Shashi Kapur.

Personnel Management - Arun Monappa.

Human Resource Management- B.C. Mamoria.

Research Methodology - S.P. Kasande.

Website-

www.persistentsys.co.in

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