Hrm

Usually H R is a major function in any organization. As its name suggests, its intervention in over all organizational functions where ever Human Resources are involved, its from recruiting any resource till the exit. Human resource Department actually bridges the gap between Employee and Management in terms of expectations, revenue ectThere will be following work flow chart for HR

Recruitment

Joining & Induction

Training & Development

PMS- Performance Management System

Reward, RecognitionAnd Employee Discipline

Employee Counseling OR Grievance Management

HR Policy Manual

Managing Employee Exits, Termination ect.

HR POLICY

Like Quality Policy, each organization must have its own HR Policy. It is the duty of the HR Managers to design HR Policy for their organization. Drafting a HR Policy is not an easy job whereas it requires lot of inputs to be incorporated. The moment somebody reads your HR Policy, he will come to know the values and culture of your organization.For outside agencies such as Banks, Quality Auditors, Foreign Collaborators and long associated customers may want to verify your HR Policy before making any agreement with your organization. For the employees also, they will tune their sub-cultures according to the requirement of the HR Policy. Actually the words in HR Policy will speak about the culture, values, vision and enjoy working and how these are practiced and proved by all employees in the organization in the same uniform and consistent wave length. After all, business is run by People only. Hence to get strong and long survival in the competitive markets, HR Policy is a Must and it should be practised.

In many organizations, they do not have HR Policy and even if they have, it is out-dated one. In real spirit it is not followed and evidenced. It is the prime duty of the HR Managers to supply data to the top management periodically as to how HR Policy is practiced consistently in the organization. Quantify it and supply with data. For example, if the word “Culture” is mentioned in the Policy, HR Manager must collect the data on sub-culture practices of the departments and co-relate it with core culture of the organization. If “Employee Satisfaction or Development” is added in the HR Policy, then data must be collected on Satisfaction or Development.

WHO PREPARES HR POLICY:

It is the initial duty of HR Manager to draft HR Policy. He must consult the Line Managers on various inputs to be added in the Policy. Also he must consult the top Management on various important words to be incorporated such as culture, values, development, vision etc. Highly experienced and matured HR Manager will spell immediately the expectations of the top Management on all these areas. It is always better to frame HR Policy by their own employees instead of hiring a Consultant for this purpose. Hence HR Manager must collect inputs from the following:

- Top Management (Last Step will be MD)- Line Managers- Sub-ordinates- Regular Customers and Vendors

WHO APPROVES THE HR POLICY:

Final Draft of HR Policy will be vetted and approved by Board of Directors and ultimately MD/Chairman of the organization. HR Policy Practices must be percolated downwards and in the same wave length it moves in any direction. HR Practices must

not be deviated or disturbed at any cost for someone’s whims and fancies. HR Policy is for the Organisation and it views from top to bottom in the same density without any iota of slight bend.

…………2

HR POLICY FRAMING/MONITORING COMMITTEE

A Committee must be formed representing Members from all Sections of Employees. The Duty of the Committee is to

- Frame new Policy- Amend the existing Policy if required - Review its effectiveness- Training the employees to mould - Quantification- To find out the deviation and reasons thereof

Once a while you may include your regular Customers/Vendors/Well-wishers to give feed-back on your HR Policy. Particular attention must be given to the new employees who join the organization with different set of cultures. Also the Freshers.

Inputs required for preparing HR Policy:

- MD’s Vision (Business Growth thro People)- Organisation Values- Culture Practices- Business Ethics- Importance of Employee Role- How organization taking care in employees- Enjoy Working conditions- Confidence from both Management and Employees- How one grows with the Organisation- How employee satisfaction is converted into end product/service- How Customer/vendors feel employee satisfaction thro product/service- How the Society values the organization thro employees- Data on Motivational/Communication practices- Any other data relevant as per your organization requirement

Collect all data and statements from all the levels and match it with MD’s vision. Find the differences. Fill up the gaps with Training/Induction/Counselling. Monitor the levels of HR Policy level which should be uniform and also in the same direction. It is like a lead bird flying with group of birds in the sky in the same direction and same speed to achieve one goal. Work under the work culture of “One Team One Goal”

………..3

INDUCTION AND TRAINING ON HR POLICY

HR Policy is an Open Statement. It must be displayed at important places like Quality Policy of your organization. Training/Re-training/Induction Programmes must be conducted time and again to monitor the consistency of HR Policy. For this first-of-all, HR Manager must be a role model for the HR Policy Statement and also the Line Managers. Effectiveness of the Policy must be reviewed of and on at the level of senior level and middle level. They are the important Managers who represents Policy Statement thro their words and action. HR Manager must design an Induction Programme for new employees/Freshers. He must train thoroughly on the words and purpose of it as said in HR policy. Check list must be prepared for monitoring the statement as stipulated in HR Policy.

PERIODIC REPORT

HR Manager must send Report on HR Practices with evidences to the Management, may be month-wise. All data must have the evidences. Nowhere it is manipulated to satisfy the Top Management. It is better to submit the facts rather to satisfy the seniors with false data. It is a good feedback for top management to correct HR Policy as per need of the present trend.

OBJECTIVES:

Once Policy is approved, HR Manager must prepare the objectives of the HR Policy. He must evolve Procedures as to how to achieve the goals of HR Policy thro action and words. It is identical to Quality Policy as signed by MD and monitored thro Systems, Procedures and Work Instructions. Quality Audit is there and like-wise, during HR Audit, effectiveness of HR Policy must also be measured.

Sub-Culture Practices:

HR must help the Line Managers to frame sub-culture (Department’s) without deviating the core culture of the organization. For example, maximum house-keeping is one of the sub-cultures in Production and Maintenance Department whereas Service-oriented approach is a sub-culture in HR, Accounts, Maintenance and Materials. Transparency in communication is the core culture whereas sharing knowledge is sub-culture in the Departments. Hence HR Manager must understand to spell the sub-cultures of the Departments/employees at various levels and match it with core culture of the

Organisation/Top Management. Weightage may vary on sub-culture practices, but when it is added to the core culture, weightage gets neutralized.

Recruitment & Selection Policy

4.1 Introduction4.2 Objectives4.3 Recruitment Authorization4.4 Policy4.5 Sources of Hiring4.6 Screening of CV’s4.7 Administering Tests4.8 Conducting Interviews4.9 Reference Checks4.10 Offer4.11 Joining Formalities4.12 Induction4.13 Probation & Confirmation4.14 Transfer4.15 Candidate Referral Scheme

Recruitment Policy

4.1 Introduction

Recruitment and Selection process aims to search and hire suitable candidate to fill vacancies in XYZ. The search may be internal and/or external.

Any position within XYZ. that becomes vacant will be filled, on completion of a Resource Requisition Form (RRF) by the concerned department / functional head.

The success and adaptability of a Company depends upon the recruitment of employees who are flexible, adaptable and committed to the success of the XYZ.

4.2 Objectives

This section aims to promote and maintain high standards of professional recruitment practice by encouraging recruiters to adhere to best practices.

Its purposes are to:

a) Ensure that recruitment is considered an essential part of the human resource. b) Strategy and consequently an integral part of the overall business strategy. c) Ensure and explain best practice for all types of recruitment.d) Maintain professional standards whether candidates are easy or difficult to find.e) Ensure that equality of opportunity is considered an integral part of good recruitment practices and procedure.

4.3 Recruitment Authorization

All authorization procedure detailed below must be completed prior to the commencement on any recruitment procedure.

a) Prior to the employment of any employee the Resource Requisition Form must be filled and sent to HR department.

b) The employment of all individuals for budgeted positions within XYZ must be authorized by the Department Head and CFO/COO/CEO.

4.4 Policy

The Department Head will provide the Human Resources Officer (HRO) with Resource Requisition Form authorized by COO/CEO and instruct commencement of Recruitment.

The HRO will ensure that the required approval has been obtained. The sourcing of suitable profile may start simultaneously but the offer letter will be issued only after necessary approval from all concerned as per RRF.

XYZ has a policy of not recruiting two people from the same family.

4.5 Sources of Hiring

Recruitment Sources CV’s from various sources like:

Database: Resumes which are live and active will be stored in a central place. And which is accessible to HR team.

Head Hunt: Recruiters do the headhunting based on the requirements. Comprehensive data been made and stored which states each companies core competency skills. These headhunting calls are tracked too.

Search Engines: Recruiters source the resume for leading job portals and different networking and professional sites.

Consultants: If there are bulk requirements or niche requirements we tend to use consultants.

Employee Referral: Employee refers his or her friends to the company. And based upon the selection, the referred employee is entitled for the referral amount. (Details are below)

4.6 Screening of CV’s

Recruitment team screens the CV according to the requirement given and does the prescreening and passes over to the technical team for further short listing

4.7 Administering Tests

Candidates who have less than 1 year of experience will undergo technical test and aptitude test. Technical test is purely based on the skills or core competency of the candidate. Those who qualify will undergo for the interviews. (All these tests papers will be reviewed every 6 months)

4.8 Conducting interviews:

The HRO shall schedule the interview of the candidates who are short listed by the HOD. (Note – Arrange personal interviews for local candidates and arrange either Telephonic or Video Conferencing interview for outstation candidates.). It is must to schedule either personal interview OR video conference interview before finalizing the offer so as to ensure process hygiene.

XYZ shall bear traveling and accommodation cost for the senior resources visiting at HO for personal interview purpose. Travel policy will be applicable for mode of travel entitlement. A summary of the interviews shall be prepared by the HRO and kept for record purposes.

Maximum 2 Technical interviews per candidate up to Sr. Software Engineer.

Multiple interviewers in an interview.

Suitable experience gap between interviewer and interviewee.

4.9 Reference Checks

Reference checks are mandatory for all the level of hiring except for fresher. This is done thru email or phone. The outcome is captured and attached to the incumbent’s personal file.

4.10 Offer

The Selected candidate is made an offer after his/her reference check is done.

4.11 Joining Formalities:

The HRO decides sitting place for the resources joining in consultation with department head and sends mailer to system team for the desktop/Laptop, creating domain ID and sends mail to admin for their joining kit and their swipe card a day before the joining of the candidate.

On the day of joining HRO gets the Employee Form filled by new joiners and collects all the educational and previous employment letters. All new employees are required to submit their previous experience letters and xerox copies of their education certificates on the first day of joining. New employees who fail to submit all the previous employment details and education certificates would not be given appointment letter until they submit the required documents.

Every new employee gets a joining kit on the first day of their joining which contains T-shirt, XYZ and its Product brochures, ICICI Bank salary account form and attendance swipe card. XYZ provides first days lunch to all new joinees in Canteen.

XYZ has a salary account with ICICI Bank and all new employees are required to open a salary account with ICICI Bank and for this they need to get in touch with the admin executive taking care of front office reception.

Appointment letter will be issued to all new joinees within 2 days of their joining with the condition that they have produced all the necessary joining document.

New employee shall submit the traveling expense bills and relocation expense bills, (If committed at the time of joining) to the HR department within a week of joining

Once the joining formalities are over HRO will inform new joiners about their sitting place, introduce the new joiners to the concerned PL, and explain them about the intranet and their login ID and password.

4.12 Induction

All new staff shall undergo induction training to assist them in the process of becoming integrated to the organization within the shortest time possible. The respective immediate supervisor in collaboration with the HR Officer shall conduct induction training.

The objective of the induction policy is to familiarize the employee with the company, their job, the industry, colleagues, company systems, processes and policies with a view to ensuring they can make a contribution to business outcomes as quickly as possible.

The induction should be a combination of standard components as well as learning specifically tailored to the role.

The HRO shall send the Induction feedback form to all new joinees within one month of their joining and taking their feedback on regular basis to check the new employee is comfortable and settled within the system.

4.13 Probation Confirmation

Objective

The probation period is intended to give new employees the opportunity to demonstrate their ability to achieve a satisfactory level of performance and to determine whether the new position meets their expectations. XYZ use this period to evaluate employee’s capability, work habits, and overall performance.

Procedure

Periodic review (initially on monthly basis up to first 3 months) will be undertaken by concerned department head and HRO shall facilitate this process to ensure that the resource gets productive in the system.

On successful completion of 6 months probation period, HRO shall send the Confirmation Review Form to the concerned department head for the eligible resource.

On receiving the dully filled up form, HRO will initiate appropriate action i.e. Conformation letter / Extension letter / Termination letter The communication needs to be ensured with the resources in any of the stated action. If any revision in salary is committed that can be taken up in the month of April or October.

4.14 Transfer Policy:

XYZ business in a way is very dynamic that will require the employees often to work away from the base location, mostly on the client side. An employee may be transferred, assigned or seconded from one department, location and branch, in India or abroad. He may also be required to undertake additional duties apart from the normal duties of the post to which they are appointed.

An employee may request for transfer from one working place to another, however, transfer of employees shall be the prerogative of the Management and shall not be disputed. An employee may be reassigned, subject to performance of his/her duties and on the recommendation by his/her superior and/or departmental manager. All recommendations for reassignment shall be determined by the Management as and when required.

Section 5

Candidate Referral Scheme

5.1 Objectives

To encourage Employees to refer individuals and build human capital in the company.

5.2 Guidelines

All employees (including those on probation) below the level of PL can refer a candidate. However HR employees will not be entitled to participate in the scheme.

An employee who refers a candidate cannot be part of the selection process or in anyway influence the decision making process for that candidate. To be eligible for a financial reward under this scheme, the employee who referred the candidate cannot be in direct reporting relationship with the referred candidate.

An employee who is in direct relation of the referred, viz., spouse/brother/sister/parent/in-law will not be eligible for a financial reward.

The Referred candidate will have to undergo the required tests, interviews as per the normal recruitment process of the company.

If a referred candidate is selected, HR would inform the employee after issuing the Offer letter to the referred candidate.

In cases where a CV is received from more than one source, viz., employee referral, placement agencies, job portal etc, the reward will be given to the source from which the CV was first received.

Fresher (1 year from passing out month) referred by employees under the Scheme and recruited through Campus Interviews will not be considered as a referral under this scheme

Similarly fresher referred from Institutes where XYZ frequents for Campus placements would not be considered as a referral under this scheme

The validity of the resume that an employee refers will be one year from the date of receiving the resume.

The company reserves the right to withdraw or amend the scheme as appropriate at any point in time by an appropriate notification.

5.3 Procedures:

HR to publish the list of vacancies considered for referral programme on monthly basis. This is displayed on “Career” section in Human Resources part of Intranet.

Employee can refer detail job description / profile requirement of published vacancies and forward / refer the same to his / her friend.

Employees need to send the referred CV on given Mail ID.

A separate databank will be maintained by HR to track the referred candidates

The candidate referred will be put through the normal recruitment process and final outcome of the same will be informed to the employee who has referred the candidate.

5.4 Rewards

In the event, XYZ recruits the referred candidate; the employee who referred the candidate will be eligible for a monetary reward subject to being on rolls at the time of payout.

The reward money will be paid to the employee along with his salary as soon as the referred candidate completes six months with the organization provided the referred employee has not resigned or left before the reward payout is made.

Following amount is proposed as reward for reference programme.

Level of the candidate recruited Amount (Rs.) Jr. Software Engineer / Software Engineer / Executive 4000/- Sr. Software Engineer / Sr. Executive 7500/- Asst. Manager / Manager / Technical Lead / Project Leader 10,000/- Sr. Manager & above 12,500/-

The employee who has maximum no. of reference joiners to his credit will be given a special reward at the end of each financial year.

All rewards paid under this scheme would be subjected to Income Tax rules as applicable.

JOINING REPORT&

EMPLOYEE INFORMATION SHEET

Name : ___________________________________________

Father’s Name : ___________________________________________

Designation : ___________________________________________

Address : ___________________________________________

___________________________________________

___________________________________________

___________________________________________

Date of Joining : ___________________________________________

Signature of Employee :___________________________________________

HR DEPARTMENT DEPARTMENT HEAD

Employee No. ________________

PERSONAL DATA FORM

NAME : ____________________________________________

POST APPLIED FOR :____________________________________________

FOR OFFICE USE ONLY

PRELIMINARY INTERVIEW BY DATE ______________

Name ___________________________Designation ___________________Signature ___________

Name ___________________________Designation ___________________Signature ___________

Name ___________________________Designation ___________________Signature ___________

Remarks _____________________________________________________________________________

RECENT PHOTO

____________________________________________________________________________________

FINAL INTERVIEW BY DECISION

Name Designation Signature Approved/Not Approved for appointment

Designation ______________ Grade _________

Recommended/Not Recommended for AppointmentSalary _____________ Location

_____________As __________ on Salary of Rs.________PM

Appointing AuthorityDate ____________ Signature ____________

Name__________________________________

Designation ______________________________

FULL NAME _________________________________________________________________________

DATE OF BIRTH ___________________ WEIGHT __________________ HEIGHT _____________

POSTAL ADDRESS __________________________________________________________________

____________________________________________________________________________________

PERMANENT ADDRESS _____________________________________________________________

____________________________________________________________________________________

CONTACT # ___________________________CONTACT # __________________________________

FAMILY DETAILS

NAME AGE / SEX

RELATION OCCUPATION

EDUCATION QUALIFICATION (Start with School Leaving Certificate or Equivalent)

QUALIFICATION UNIVERSITY / INSTITUTE

YEAR OFPASSING

%MARKS

MAJOR SUBJECT

EXPERIENCE (CHRONOLOGICAL ORDER EXCLUDING LAST POSITION)Attach separate sheet(s), if required

ORGANISATION

PERIOD DESIGNATION JOB RESPONSIBILITY

DESIGNATION OF IMMEDIATE SUPERIOR

GROSS SALARY DRAWN

REASON FOR LEAVING

FROM TO LAST POSITION HELD

AT THE TIME OF JOINING

LAST POSITION HELD

DESIGNATION: __________________ORGANISATION_______________________DOJ________

DESIGNATION AT THE TIME OF JOINING: ___________________ No. Of Employees______

ADDRESS: ___________________________________________________________________________

BUSINESS: ___________________________________ANNUAL TURNOVER__________________

JOB RESPONSIBILITY: ______________________________________________________________

REPORTING TO: NAME _________________________DESIGNATION_______________________

TOTAL GROSS SALARY PER MONTH _________________________________________________

CASH BENEFITS

BASIC___________DA____________HRA____________LTA____________MEDICAL____________

CONVEYANCE ____________________OTHERS ____________________TOTAL_______________

NON-CASH BENEFITS

PROVIDENT FUND_______S.A._______GRATUITY_________OTHERS________TOTAL_______

REFERENCE: NAME & ADDRESS OF ATLEAST TWO REFERENCES NOT RELATED TO YOU

1. _______________________________________________________________________________

2. _______________________________________________________________________________

ADDITIONAL INFORMATION

Have You:

(I) Physical Disabilities __________________________________________________

(II) Marital Indebtness ___________________________________________________

(III) Been involved in Court Proceeding _______________________________________

(Give detail on a separate sheet of paper if answer is yes)

HAVE YOU EVER BEEN INTERVIEWED BEFORE IN XYZ LTD.. IF yes, Give Details

Date: _______________ Position: ______________________

Location: ____________ Outcome: _____________________

Languages Known: ______________________________________________________________

Your Hobbies: __________________________________________________________________

Your Interests: __________________________________________________________________

Your Goal / Aim in Life: __________________________________________________________

Three Principles / Ideals which have guided you in Life:

1.

2.

3.

List down three of:

Your Strengths

1.

2.

3.

Your Weaknesses

1.

2.

3.

Are you willing to travel:

In India: ____________________

In Abroad: ____________________

State Restrictions/Problems if any: ___________________________________________

Places/Countries of your choice where you’d like to travel: ________________________

________________________________________________________________________

Passport No. _________________ Valid Up to: __________________________

Are you related to any of our employees? If Yes his/her Name: _____________________

Membership of any Professional Institution/Association: __________________________

_______________________________________________________________________________

Publication if any (list with specimen copy): ___________________________________________

Any Specialized Training/Training Program attended: ___________________________________

Would like to attend any specific training: ____________________________________________

_______________________________________________________________________________

Any Other information/Suggestion: __________________________________________________

_______________________________________________________________________________

EMERGENCY DETAILS

Blood Group: ________________

Allergic To: _________________________

Blood Pressure: ______________

Sugar: ______________________________

Eye Sight: Left: ________ Right: ______________

Any Major Illness:

_______________________________________________________________________________

Contact Person in case of Emergency:

_______________________________________________________

Address: _______________________________________________________________________________

_______________________________________________________________________________

______________________________________________________________________________

Phone #: ________________________

ATTACHMENTS

Please attach:

1.Photocopies of all relevant certificates / degree mark sheets etc.

2.Proof of Birth

3.Experience Certificate from Previous employer.

4.Relieving letter from Previous employer.

5.Photocopy of Passport

6. PAN No.

No Documents Submitted Will submit on

1

2

3

4

5

6

DECLARATION

I DECLARE THAT THE INFORMATION GIVEN, HEREIN ABOVE, IS TRUE & CORRECT TO THE BEST OF MY KNOWLEDGE & BELIEF & NOTHING MATERIAL HAS BEEN CONCEALED. I UNDERSTAND THAT THE ABOVE INFORMATION IN FOUND FALSE OR INCORRECT, AT ANY TIME DURING THE COURSE OF MY EMPLOYMENT, MY SERVICES WILL BE TERMINATED FORTHWITH WITHOUT ANY NOTICE OR COMPENSATION.

DATE: ________________________________________________________

PLACE: _______________________ SIGNATURE OF APPLICANT

The University of ManchesterOffice of the Registrar and SecretaryLOCAL INDUCTIONInduction: Staff feedback (1 month)Section/Unit: _______________________ Office:_________________________

1. Were you personally introduced to your new colleagues, managers and otherappropriate people during your first few days in post?

Yes ! No !

Any additional comments:_______________________________________________________________________________________________________________________

2. Has your Induction helped you understand your job, responsibilities, work standards?

Yes ! No !

Any additional comments:_________________________________________________________________________________________________________________________

3. Have appropriate policies and procedures, important to your job (health and safety,

regulations, work processes), been shown to you and explained to you?

Yes ! No !

Any additional comments:_________________________________________________________________________________________________________________________

4. Have the materials/sections in the Induction Pack been of use to you?

Yes ! No !

Any additional comments:_________________________________________________________________________________________________________________________

LOCAL INDUCTION

5. Have you discussed/completed an Induction Training and Development Plan?

Yes ! No !

Any additional comments:_________________________________________________________________________________________________________________________

6. If there was one aspect of your Induction that could be improved what would it be,and how might we improve it?

Aspect:

Suggestions for improvement

When completed, please return this review form to:

HR Department/HR Manager

INDUCTION TRAINING

One of the most important initial steps in the training process is the induction course. It

has long been recognized that new employees often experience an induction crisis. The

new work environment is often perceived by the new recruit as preparing and even

frightening. An unwelcoming or different reception can ferment the view that it was a

mistake to begin work there not surprisingly traits off with increased service with the

organization. Many organization try to reduce uncertainly in the employees by presenting

them with lots of information concerning.

The history of the organization.

The mission statement and organization objectives.

Company ethics.

The structure of the organization.

Personnel policies.

Terms of employment.

Payment system and benefits.

Holydays and sickness arrangement.

Rules and regulations of the organization.

Discipline and grievance procedures.

Trade unions.

Welfare and social facilities.

Health and safety measures.

Job description.

This is a necessary for the new employee to know to the given all this

information on the first day or even within the first week is over whelming.

Sometimes well meaning initiatives can have the opposite effect to the one in

tended. Therefore the induction programme should be around the needs of the

employee and imparting of information should be given at the appropriate

moments.

The information is more likely to be remembered by the inductee.

Inductee wants to have a go at job to see if they can do it. Therefore the

programme needs to be spread overtime to give variety.

FRESH TRAINING MODULE

The method employed for training of operatives may be described as under:-

1. On the job training: - In this method, the trainee is placed on a regular job

and taught the skills necessary to perform it. The trainee learns under the guidance

and supervision of the superior or an instruction. The trainee learns by observing

and handling the job. Therefore, it is called learning by doing.

Several methods are used to provide on-the-job training, e.g. coaching, job

rotation committee assignments, etc. A popular form of on-the-job training is Job

Instruction Training (JIT) or step by step learning it widely. It is widely used in the

United States to prepare supervisors. It is appropriate for acquisition or improvement of

motor skills and routine and repetitive operations. The JIT involves the following steps:-

A. Preparing the trainee for instruction. This involves putting the trainee at ease,

securing his interest and attention, stressing the importance the job etc.

B. Presenting the job operations or instructions in terms of what the trainee is

required to do. The trainee is put at work site and each step of the job is

explained to him clearly.

C. Applying and trying out instructions to judge how for the trainee has understood

the instructions.

D. Following up the training to identify and correct the deficiencies.

JIT method provides immediate feedback. Permits quick correction of

errors and provides extra practice when required. But it needs skilled

trainers and preparation in advance.

2. Vestibule Training:-In this method, a training is called vestibule is setup

and actual job conditions are duplicated or simulated in it. Expert trainers are

employed to provide training with the help of equipment and machines which are

identical with those in use at the workplace.

3. Apprenticeship Training:-In this method, theoretical instruction and

practical learning are provided to trainees in training institutes. In India, the

Government has established Industrial Training Institutes (ITIs) for this purpose.

Under the Apprenticeship act, 1962 employers in specified industries are required

to train the prescribed number of persons in ‘Designated Trades’. The aim is to

develop all-round craftsmen. Generally, a stipend is paid during the training

period. Thus, it is an “Earn when you learn” scheme.

Apprenticeship training is the oldest method of training. It is particularly

suitable for scanning crafts and technical trades wherever job proficiency is the

result of a relatively long training period. Draughtsman, machinist, printer, tool

maker, pattern designer, mechanic, carpenter, weaver, fitter, jeweler, engraver,

electrician etc. are examples of such areas.

4. Classroom Training: - Under, this method training is provided in company

classrooms or in educational institutions, Lectures, case studies, group

discussions, and audio Visual aids are used to explain knowledge and this is to the

trainees. Classroom training is suitable for teaching concepts and problem solving

skills. It is also useful for orientations and safety training programmers. Some

companies maintain their own training institutes or schools. Special training

course are designed, e.g. management course for foremen, computer course for

typists. etc. course in retraining and upgrading may also be conducted. Small

firms depend on outside schools and course.

5. Internship Training: - it is a joint programme of training in which

educational institutions and business firms cooperate; selected candidates carry on

regular studies for the prescribed period. They also work in some factory or office

to acquire practical knowledge and skills. This method helps to provide a good

balance between theory and practice. But it involves a long-time period due to

show process. This method of training is used in professional work, e.g. MBBS,

CA, ICWA, and Company Secretaries. Etc.

Importance of Training

A well-planned and well-executed training programme can provide the following

advantages:-

1. Higher Productivity: - Training helps to improve the level of performance;

trained employees perform between by using betting method of work. Improvements in

manpower productivity in developed nations can be attributed in no small measure to

their educational and industrial training programmers.

2. Better Quality of Work: - In formal training the best methods are standardized

and taught to employees. Uniformity of work methods and procedures helps to improve

the quality of product or service: Trained employees are less likely to make operational

mistakes.

3. Less Learning Period: - A systematic training programme helps to reduce the

time and cost involved in learning. Employees can more quickly reach the acceptable

level of performance. They need not waste their time and efforts in learning through trial

and error.

4. Cost Reduction: - Trained employees make more economical use of materials

and machinery. Reduction is wastage and spillage together with increase in productivity

help to minimize cost of operations per unit. Maintenance cost is also reduced due to

fewer machine breakdown and better handling of equipments. Plant capacity can be put

to the optimum use.

5. Reduced Supervision: - Well-trained employees tend to be self reliant and

motivated. They need less guidance and control Therefore, Supervisory burden is reduced

and the span of supervision can be enlarged

6. Low Accident Rate: - Trained personnel adopt the right work methods and

lack use of the prescribed safety devices. Therefore, the frequency of accidents reduced

health and safely of employees can be improved.

7. High Morale: - Proper training can develop positive attitudes among employees.

Job satisfaction and morale are improved due to rise in the earnings and job security of

employees. Training reduces employee grievances because opportunities for internal

promotion are available to well-trained personnel.

8. Personal Growth: - Training enlarges the knowledge and skills of the

participants. Therefore, well trained personnel can grow faster in their career. Training

prevents obsolescence of knowledge and skills. Trained employees are a more valuable et

to any organization training helps to develop people for promotion to higher post and to

develop future managers.

9. Organizational Climate: - A sound training programme helps to improve the

climate of an organization. Industrial relations and discipline are improved. Therefore

decentralization of authority and participative management can be introduced.

Resistance to change is reduced. Organizations having regular training programmers can

fulfill their needs for personnel from internal sources .Organizational enhanced because

training helps to reduce employee systematic training is a sound business investment. In

fact, "no organization can choose whether or not to train employees. The only choice left

to management is shall be made a carefully planned part of an integrated programme of

human resource administration. "

Types of Training

Training is required for several purposes. Accordingly, programmes may be of the

following types:

1. Orientation Training: - Induction or orientation training seeks to adjust newly

appointed employees to the work environment. Every new employee needs to be made

fully familiar with the job. His superiors and subordinates and with the rules and

regulations of the organization. Induction training creates self-confidence in the

employees. It is known as pre-job training. It is brief and informative

2. Job training: - It refers to the training provided with a view to increase the

knowledge and skills of an employee for improving performance on the job. Employees

may be taught the correct methods of handling equipment and machines used in a job.

Such training helps it reduce accidents, waste and inefficiency in the performance of the

job.

3. Safety Training: - Training provided to minimize accidents and damage to

machinery is safety training It involves instruction in the use of safety devices and in

safety consciousness.

4. Promotional Training: - It involves training of existing employees to enable

them to perform higher level jobs, employees with potential are selected and they are

given training before their promotion, so that they do not find it difficult to shoulder the

higher responsibilities of the new positions to which they are promoted.

5. Refresher Training: - When existing techniques become obsolete due to the

development of better techniques, employees have to be trained in the use of new

methods and techniques. With the passage of time employees may forget some of the

methods of doing work. Refresher training is designed to revive and refresh the

knowledge and to update the skills of the existing employees.

6. Remedial Training: - such training arranged to overcome the shortcomings in

the behavior and performance of old employees. Some of the experienced employees

might have picked up appropriate methods and styles of working. Such employees are

identified and correct work methods and procedures are taught to them.

Identifying Training Needs

All training activities must be related to the specific needs of the organization and

the individual employees. A training programme should be la only after the

training needs are assessed clearly and specifically. The effectiveness of a training

programme can be judged only with the help of training needs identified in advance. In

order to identify training needs, the gap between the existing and required levels of

knowledge, skills, performance and aptitudes should be specified, the problem areas that

can be resolved though training should also be identified.

1. Organizational Analysis: - It involves a study of the entire organization;

growth potential and its environment. Its purpose is to determine where training

emphasis should be place within the organization, organizational analysis

consists of the following elements :

(a) Analysis of Objectives: - The long-term and short-term objectives and their

relative priorities are analyzed. Specific goals and strategies for various departments and

sections should be stated as a means for achieving the overall organizational objectives.

General objectives need to be translated into specific and detailed operational targets. It is

also necessary to be translated into specific and detailed operational targets. It is also

necessary to be translated into specific and detailed operational targets. It is also

necessary to continuously review and revise the Objectives in the light of the changing

environment.

(b) Resource Utilization Analysis: - The allocation of human and physical

resources and their efficient utilization in meeting the operational targets are analyzed. In

order to exiling in detail the inputs and outputs of the organization. Efficiency indices

may be developed. These indices will help to determine the adequacy of specific work

flows as well as the contribution of human resources.

(c) Organization Climate Analysis: - The prevailing climate of an organization

reflects the member’s attitudes. It also represents management’s attitude towards

employee development. Without adequate management support and appropriate

supervisory styles, a training programme cannot be successful. Analysis of organization

climate can reveal the strengths and weaknesses also.

(d) Environmental Scanning: - The economic, political, technological and

sociocultural environments of the organization are examined This is necessary to identify

the environmental factors which the organization can influence and the constraints which

it cannot control.

2. Task or Role Analysis: - It is a systematic and detailed analysis of jobs to

identify job contents, the knowledge, skills and aptitudes required and the work

behavior. On the part of the job holder, particular attention should be paid to the

tasks to be performed, the methods to be used, the way employees have learnt

these methods and the performance standards required of employees. Also called

operations analysis, its purpose is to decide what should be taught. Questionnaire,

interviews, human resource records, reports, tests, observation and other methods

can be used to collect information’s about jobs in the organization.

3. Manpower analysis: - In this analysis. The persons to be trained and the

changes required in the knowledge, skills and aptitudes of an employee are

determined. First of all, it is necessary to decide whether performance of an

individual is sub-standard and training is needed. Secondly, it is determined

whether the employee is capable of being trained. Thirdly, the specific areas in

which the individual requires training are determined. Lastly, whether training

will improve the employee's performance or not is determined. Other alternatives

to training. E.g. modifications in the job, new equipments or process, etc. Should

also be considered. Personal observation, supervisory, evaluation, work samples.

Diagnostic tests and performance reports provide the information needed to

choose from these alternatives. Training can be relevant and viable if the three

types of analysis above are carried on continuously. Moreover these analyses

should be integrated in a carefully designed and executed programme.

Designing a Training Programme

In order to achieve the training objectives an appropriate training policy is

necessary. A training policy represents the commitment of top management to employee

training. It consists. to roles and procedures concerning training. A training policy is

required.

(a) To indicate the company's intention to develop its employees;

(b) To guide the design and implementation of training programmes;

(c) To identify the critical areas where training is to be given on a priority basis;

and

(d) To provide appropriate opportunities to employees for their own betterment.

A sound training policy clearly defined the following issues:

(i) The results expected to be achieved through training.

(ii) The responsibility for the training function.

(iii) The priorities for training.

(iv) The type of training required.

(v) The time and place of training.

(vi) The payments to be made to employees during the training period.

(vii) The outside agencies to be associated with the training.

(viii) Relationship of training to the company's labor policy.

Once training objectives and policy are decided, and appropriated training

programme can be designed and conducted. Decisions on the following items are

required for this purpose.

A sound training policy defines the following items are required for this purpose.

1. Responsibility for Training: - Training is quite a strenuous task which

cannot be undertaken by one Single department. The responsibility for training

has to be shared among:

(a) The top management who should frame and authorize the basic training

policy, review and approve the training plans and programmes, and approve

training budgets.

(b) The human resource department which should plan establishes and evaluates

instructional programmes.

(c) The line supervisor who should provide feedback, revision and suggestion for

improvements in the programme.

(d) The employees who should provide feedback, revision and suggestion

for improvements in the program me.

To be effective, a training programme should be properly organized. But good

organization alone is not adequate, proper planning and training is equally important.

2. Selecting and Motivating the Target Group: - It is necessary

decide which is to be trained-new or old employee; unskilled or semiskilled workers

supervisors or executives. The type and methods to be used will depend upon the type of

persons to be trained. It is also necessary to create a desire for learning. The employees

will be interested in training if they believe that it will benefit them personally. Trainees

will change their behavior if they become aware of better way of performing and gain

experience in the new pattern of behavior so that it become their normal manner of

operation. A climate conducive to leaving can also be creating through physical and

psychological environment. Psychological environment consists of involvement are

participation. Freedom of social interaction. Open communication. Friendly and help

trainers. Provision for measuring learner's progress, etc.

2. Preparing the trainers: - The success of a training programme depends to

a great extent upon the instructors or the resource persons. The trainer must know

the job to be taught and how to teach it. He should have an aptitude for teaching

and should employ the right training techniques.

4. Developing Training Package: - This step involves deciding the

content of training, designing support material for training and choosing the

appropriate training methods. Training courses may involve specific instructions

in the procedures of dong a job. A training course may cover time periods ranging

from one week to few months. Such a training package should also contain a

detailed syllabus with proper sequencing of contents, and an appropriate mix of

training methods. Support material for training may include study notes, case

studies, pamphlets, charts brochures, manuals, movie slides etc.

5. Presentation: - This is action phase of training. Here the trainer tells,

demonstrates and illustrates in order to put over the new knowledge and

operations. However, before it, the learner should be put at ease. It is necessary to

explain why he is being taught to develop his interest in training. The learner

should be told of the sequence of the entire job, the need for each step in the job,

the relationship of his job to the total workflow, etc .instructions should be clear

and complete. Key points should be stressed upon and one point should be

explained at a time. Audio-visual aids should be used to demonstrate and illustrate

and the trainee should be asked to repeat the operations. He should also be

encouraged to ask questions in order to ensure that the really knows and

understands the job.

6. Performance Tryout: - The trainee is asked to do the job several times

slowly. His mistakes are corrected and if necessary the steps are explained again.

As soon as the trainee demonstrates that he can do the job slightly, he is put on his

own and training is over.

7. Follow-up:- In this step, the effectiveness of the training program is

assessed. The feedback generated through floow-up will help to reveal

weaknesses or errors if any. Necessary corrective action can be taken. If

necessary instruction may be repeated, until the trainee learns whatever has

been taught to him. Follow-up action reinforces the learning process. It also

helps in designing future training programmes.

TRAINING ATTENDANCE RECORD (CLASS ROOM TRAINING)

PREFRAME TITLE ………………………………………..…………

DATE FROM ………….…. TO……………..………….

TIMING ……………………………………….…..HOURS

VENUE ……………………………………………………

FACULTY (EXT. /INT) …………………………………………………….

PROGRAM COORDINATOR …………………………………………………….

LEARNING /ATTEDANCE FORMAT.

S.NO. NAME DESIGNATION DEPTT. /

LOCATION

EMPLOYEE'S

SIGNATURE

ERALUATION OF TAAINING EFFCTIVENESS

1. Background Evaluation of Training Effectiveness is necessary

because

It generates seriousness

It gives credibility to training effort.

It serves as the basis for further action.

Guidelines

A. IDENTIFACATION OF TRAINING NEEDS :

Effectiveness of Training depends on the quality of process adopted for identification of

training needs. It is suggested that the following points should be taken care of while

identifying training needs. Other methods apart from those mentioned bellow should also

be considered for the purpose depending on the unit (s) requirements:-

INVEL METHOD

INDIVIDUAL -task analysis

Knowledge, skill & attitude (KSA) Analysis

GROUP/DEPT - Group/Deptt. Performance Parameters

The gap between desired and actual level

ORGANISATION - Strategic Business plan Analysis.

B. OBJECTIVES OF TRAINING PROGRAMMES :

Next step is for HRD Dept. to clearly and concisely lay down the objectives of

each training programs. Objectives should focus on identified training needs and or on

solution to problem. This objective must focus on:

Gain to the company

Gains to the individual

C. ORGANISISNG TRAINING PROGRAMMES:

Effectiveness of training programme also depends on the organization of the

programme. For the programme to be effective, proper care should be taken regarding:

Faculty

Time & Proper timing. Examples of proper timing; training programmes should,

as far as possible, be avoided during peak production periods.

Interaction between faculty & participants (level of interaction should be high.)

Venue and arrangements e.g. ambience etc.

Methodology used by trainer for imparting training.

Involvement of the managers & senior management, wherever required in the

whole process. This helps participant in transferring learning of the programme

of job.

Quality of action plan being chalked out by the participants.

D. FEEDBACK FROM, PARTICIPANT

The format of this purpose is at annexure-I

1. Feedback of the participants may be taken in case of:

Training programme organized in response to identified training need and,

External training programme ( provide feedback format to the participant before

leaving for external programme so that he she the parameters for feedback, )

1. In case of unscheduled training programme, feedback is optional

2.

E. ACTION PLAN BY THE PARTICIPANT:

ACTION PLAN-

Action plans need to be made based on ideas/learning's that have meerged form

the programme.

Action plan need to be specific.

The implementation of action plan should be within the capacity and scope of

responsibilities of the participants.

QUANTIFIED / MEASURABLE TARGET (S)

In order to measure / evaluate the success of participants action plan targets

should be set in quantified terms such as percentage / Hours / Rupees / Nos. etc. s

The target set by participants should possibly be completed and evaluated for the

results within 3-6 months from the end of the programme.

ACTION (S)

Participants should

1. Write down action (s) which they will carry out for achievement of the target.

2. Specify exactly what they will do in each of these actions and therefore write

in the form "I will…………………………" for each action.

3. Make sure each activity that he or she writes down is specific.

4. Avoid writing down actions which are mere statements of wishful thinking.

SAVINGS OR GAINS

Each target in the action plan must clearly indicate the savings/ gains

expected certain targets may not directly end in such savings gains in such

cases. The possibility of indirect savings gains may be indicated.

SUPPORT REQUIRED

Participants should mention the kind of resources in terms of money

manpower equipment machines etc. for the achievement of the target.

EXPECTED DATE OF REACHING THE TARGER (S)

Participant should indicate the date by which the quantified target set is

expected to be achieved.

REVIEW DATE

First date of review should be within 3 months of the scheduled start date

of fires action as indicated in the action plan. HRD department should

coordinate with the participants & the HODs for the purpose.

F. EVALUATING THE EFFECTIVIENESS OF TRAINING

PROGRAMME AND CORRECTIVE ACTIONS :

Analysis of the feedback received from the participants i.e. both the initial

reaction of participants about the programme & after the first review of

action plan should be carried out and shared among all concerned, thereby

helping in initiation of corrective / improvement action (s) necessary

support should be provided by HRD Dept. in the matter.

G. MEASURING THE GAINS FROM TRAINING

Training is provided to employees with multiple objectives of creating awareness

skill & knowledge improvement bringing attitudinal changes. Collaboration etc. all

strategies and efforts made in an organization should ultimately lead to improved

efficiency higher productivity optimum bottom line. Training alone will not be able to

achieve all these. Apart from training or more than training in some cases) better

supervision inter/intra departmental coordination management thrust monitoring &

review technology improvement & many other factors have their significant impact

therefore it may not be practical to identify a particular gain as an exclusive result of

training. However to gains without disregard to contribution of other factors.

Measuring direct savings/ Gains.

The process of evaluation a enumerated in the guidelines (D) . (E) and (F) above

must be completed in each and every case to see the effectiveness of the training

imparted next stage is to identify and measure the savings/ gains. It savings /

gains are possible to be measured and reported in the following cases.

I. The saving/gains resulting from elimination of a specific problem where

training was imparted as a solution.

II. Savings/gains resulting from implementation of action plan (S) drawn by each

participant consequent upon completion of a specific training.

III. Reporting by HOD superior / Participant regarding any further savings gains

not envisaged in the action plan) perceived to be the result of the training and

post training effort (s).

H. DOCUMENTING THE GAINS FROM TRAINING

It is recommended that these gains should be properly documented & complied on an

annual basis such an exercise also helps in:

Motivation the personnel in training department.

Creating a climate for greater faith of the user in training and

Providing an input for continuous mirroring learning and improving.

Such compilations should be forwarded by HRD department to senior

management seeking guidance for improvement in the future.

Retraining

Retraining is the process of providing training to persons who underwent training

earlier in their job. Retraining programme are generally arranged for employees who

have long been in the service of an organization. Such programmes are designed to avoid

obsolescence of a person in terms of jobs requirements. Retraining is required on account

of the following factors:

(a) Some employees concentrate of a narrow task and lack all round

knowledge and skills training are required to widen their knowledge and

attitudes.

(b) Employees who are called back to work after layoff are given training so

as to handle highly skilled jobs.

(c) Due to technological changes some jobs may become unnecessary.

Employees working on such jobs are retrained for other jobs.

(d) Retraining is necessary to develop a versa we work force capable of

performing more than one job.

(e) Retraining becomes necessary when the knowledge and skills of

employees become obsolete due to rapid changes in technology. With

automation and computerization, new skills become necessary.

(f) Due to changes in demand for goods and service, some new jobs are

created:

Retraining of existing staff is needed to handle new jobs.

Retraining may be required at all levels. But it is more common for rank and file

workers. This is so because technological changes make an immediate impact on these

people. Moreover, they are less equipped to for see their personal needs and therefore,

require greater assistance than other. Workers need refresher courses to help them recall

what they have forgotten. They require retraining when work tools and methods change

due to technological progress.