Projact on Training

8/7/2019 Projact on Training

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A SUMMER TRAINING PROJECT

ON

TRAINING AND DEVLOPMENT

Project Report Submitted By:-

Raman Kant

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS

FOR THE AWARD OF THE DEGREE OF

MBA

MASTER OF BUSINESS ADMINISTRATE

SHRI GURU TEG BAHADUR KHALSA COLLEGE ANANDPUR SAHIB

(ROPAR)


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DECLARATION

I the undersign hereby declare that the project report entitled Training and

Development written and submitted by me to SHRI GURU TEG BAHADUR

KHALSA COLLEGE ANANDPUR, n partial fulfillment of the requirement for

the award ofMBA under the guidance of Mr. A.C Verma Mr. Ajay Shina, and

Mr. Davinder Kumar and the conclusion drawn there in are based on the

material collected by myself. I hereby declare also this study has not been

permitted by me to publish anywhere.

Raman Kant

Place: Ropar

Date:


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ACKNOWLEDGEMENT

I take the opportunity to express our gratitude to all the concerned people who have

directly or indirectly contributed towards completion of this project. I extend my

sincere gratitude towards Ambuja Cement Ltd providing the opportunity and

resources to work on this project.

I am extremely grateful to Mr. AC Verma and Mr. Ajay Shina, my mentor in Ambuja

for her guidance and invaluable advice during the projects. Also to my guide,

Mr. Davinder Kumarwhose insight encouraged me to go beyond the scope of the

project and this broadened me learning on this project.

I also want to show my gratitude to All the employees of Ambuja Cement Ltd.

whose insight helped me to complete this project.

Raman Kant


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PREFACE

The global economy of the day has endangered the survival of every organization and

in particular those who want to have a competitive edge over the others. The

competitive edge may be a distant dream in the absence of Superior Quality Products

which otherwise is the function of well-trained employees. Today resources are scarce

and have to be used carefully and trainers of all kinds are required to justify their

position and account for their activities. Training activities, which are ill directed and

inadequately focused, do not serve the purpose of the trainers. The trainees or the

organization hence identification of training needs becomes the top priority of every

progressive organization. Identification of training needs, if done properly, provides

the basis on which all other training activities can be considered and will lead to

multiskilling, fitting people to take extra responsibilities increasing all round

competence and preparing people to take on higher level responsibility in future.


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CONTENTS

TOPIC

CHAPTER 1: (i)Introduction

(ii)Scope and Objectives

(iii)Executive Summary

CHAPTER 2: (i)Introduction to Ambuja Cement Ltd.

(ii)About the project

(iii)Training and Development

(iv)Importance of Training

(v)Objectives of Training

CHAPTER 3: (i)Learning and Training

(ii)Training inputs

(iii) Benefits of training(iv) Methods of training

(v) Training Design

(vi) Training method used in Reliance

CHAPTER 4: (i)Methodology of the project

(ii)Data interpretation and analysis

(iii)Findings

(iv)Questionnaire

CHAPTER 5: (i) Limitations

(ii) Suggestions

(iii) Conclusion

CHAPTER 6: (i)Bibliography


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CHAPTER-1

INTRODUCTION

Employee training tries to improve skills, or add to the existing level of knowledge so that

employee is better equipped to do his present job, or to prepare him for a higher position with

increased responsibilities. However individual growth is not and ends in itself. Organizational

growth need to be measured along with individual growth.

Training refers to the teaching /learning activities done for the primary purpose of

helping members of an organization to acquire and apply the knowledge skills, abilities, and

attitude needed by that organization to acquire and apply the same. Broadly speaking

training is the act of increasing the knowledge and skill of an employee for doing a particular

job.

In todays scenario change is the order of the day and the only way to deal with it is to

learn and grow. Employees have become central to success or failure of an organization

they are the cornucopia of ideas. So it high time the organization realize that train and retain

is the mantra of new millennium.

SCOPE OF THE STUDY

The scope of the study covers in depth, the various Safety Programs, Modes, formats

being followed and is limited to the company Ambuja Cement Ltd. and its employees. The

different safety programs incorporated/facilitated in Ambuja Cement Ltd through its faculties,

outside agencies or professional groups. It also judges the enhancement of the knowledge of

employees regarding safety and health and its effectiveness.


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OBJECTIVE OF THE STUDY

The broad objective of the study in Ambuja Cement Ltd is to study the safety programs

and satisfaction of workers regarding the safety program and safety facility provided during

the work . The specific objectives of the study are:

1) To examine the effectiveness of training in overall development of skills of workforce.

2) To examine the impact of training on the workers.

3) To study the changes in behavioral pattern due to training.

EXECUTIVE SUMMARY

Every organization needs to have well trained and experienced people to perform theactivities that have to be done. If current or potential job occupants can meet this

requirement, training is not important. When this not the case, it is necessary to raise the skill

levels and increase the versatility and adaptability of employees.

It is being increasing common for individual to change careers several times during

their working lives. The probability of any young person learning a job to day and having

those skills go basically unchanged during the forty or so years if his career is extremely

unlikely, may be even impossible. In a rapid changing society employee training is not only

an activity that is desirable but also an activity that an organization must commit resources to

if it is to maintain a viable and knowledgeable work force.

The entire project talks about the training and development in theoretical as well as

new concepts, which are in trend now.

Here we have discussed what would be the input of training if we ever go for and how

can it be good to any organization in reaping the benefits from the money invested in terms

like (ROI) i.e. return on investment. What are the ways we can identify the training need of

any employee and how to know what kind of training he can go for? Training being covered

in different aspect likes integrating it with organizational culture. The best and latest available

trends in training method, the benefits which we can derive out of it. How the evaluation

should be done and how effective is the training all together.


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Some of the companies practicing training in unique manner a lesson for other to

follow as to how to train and retain the best resource in the world to reap the best out of it.

Development is integral part of training if some body is trained properly and efficiently the

developments of that individual and the company for whom he is working. Here we discussed

about development of employee, how to identify the needs, and after developing how to

develop executive skill to sharpen there knowledge. Learning should be the continuous

process and one should not hesitate to learn any stage. Learning and developing is fast and

easy at Ambuja Cement Ltd.


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CHAPTER-2

Ambuja Cement Ltd Profile

Introduction to Cement Industry

The cement industry is one of the main beneficiaries of the infrastructure boom. With

robust demand and adequate supply, the industry has bright future. The Indian CementIndustry with total capacity of 165 million tones is the second largest after China.

Cement consumption in India has increased by over 22% in 2009-10 from 2007-

08.Among the states, Maharashtra has the highest share in consumption at 12.18%,followed

by Uttar Pradesh, In production terms, Andhra Pradesh is leading with 14.72% of totalproduction followed by Rajasthan.

Cement industry has contributed around 8% to the economic development of India.

Cement industry has a long way to go as Indian economy is poised to grow because of being

on verge of development.

The company continues to emphasize on reduction of costs through enhanced

productivity, reduction in energy costs and logistics expenses.

As per the Working Group report on Cement Industry for the formulation of the 11th

Plan, the cement demand is likely to grow at 11.5 per cent per annum during the 11th Plan

and cement production and capacity by the end of the 11th Plan are estimated to be 269

million tones and 298 million tones, respectively, with capacity utilization of 90 per cent.

Foreign cement companies are also picking up stakes in large Indian cement

companies. Swiss cement major Holmic has picked up 14.8 per cent of the promoters' stake

in Gujarat Ambuja Cements (GACL). Holisms acquisition has led to the emergence of two

major groups in the Indian cement industry, the Holmic-ACC-Gujarat Ambuja Cements

combine and the Aditya Birla group through Grasim Industries and Ultratech Cement.


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Introduction to Ambuja Cement

Ambuja Cements was set up in 1986. In the last decade the company has grown

tenfold. The total cement capacity of the company is 18.5 million tones. Its plants are some of

the most efficient in the world. With environment protection measures that are on par with the

finest in the developed world.

Ambuja Cements Limited, formerly known as Gujarat Ambuja Limited is a

major Cement producing company in India. The Group's principal activity is to manufacture

and market cement and clinker for both domestic and export markets.

The Company also operates a hotel through its subsidiary GGL Hotel and Resort

Company. It has shown innovation in utilizing measures like sea transport, captive power

plants, and imported coal and availing of govt. sops and subsidies to constantly check the

costs.

The company's most distinctive attribute, however, is its approach to the business.

Ambuja follows a unique homegrown philosophy of giving people the authority to set their

own targets, and the freedom to achieve their goals. This simple vision has created an

environment where there are no limits to excellence, no limits to efficiency. And has proved

to be a powerful engine of growth for the company.As a result, Ambuja is the most profitable cement company in India, and one of the

lowest cost producers of cement in the world.

Its focus:-

Best quality cement

Good packaging

Logistic management - strong distribution network

Customer serviceCapacity built up from 0.7 Mn tones in 1986 to 18.0 Mn tones as of today at CAGR of

18% Organic growth and growth through acquisitions


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2001 - Private equity investors (American International Group & Government of Singapore)

invested in ACIL

2005 - ACIL restructured as a joint venture with Holmic

2006 - Founder promoters sold part of their holding in ACL in favor of Holmic

ACL is a Holmic Group company since May 2006

Capacity built up from 0.7 mn. Tones in 1986 to 16.0 mn. Tones today.

Sea transportation of bulk cement from Gujarat to 3 terminal ports at Surat, Mumbai & Sri

Lanka.

A captive port at Muldwarka (Gujarat) for inward / outward movement of goods.


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Plant Location:


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Goals and Objectives

MISSION:

Delighted customers,

Inspired employees,

Empowered partners,

Energized society

VISION:

To be Indias most admired company

OBJECTIVE OF COMPANY:

The management of Gujarat Ambuja decided some objectives to become topper in the

market. And the objectives are:

Better quality then other company.

Fair returns to share holders.

A higher productivity to cover maximum market.

Maximum customer satisfaction.

Clean & healthy Environment for employees growth.

Try to lower pollution to fulfillment of social responsibilities


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Broad Strategies Applied by the Management in Functional Areas

COMPANYS STRATEGY:

Captive Infrastructure: Ports & Power Plants

Presence in the growing markets of North & West

Retail Focus Premium pricing

Largest Exporter of cement

35% Cement transport by sea - Cheapest Mode

One of the Lowest Cost Cement Producer

MARKETING STRATEGY:

Emphasis was on Quality

High Advertisement for BRANDING-3 times than ACC at one time

Improvement in Packaging by information provided by suppliers

Extensive & primarily exclusive distribution network-Over 6,000 dealers and 20,000

retailers

Promotion through seminar, workshops for masons, architects, contractors etc by

providing info on use of AMBUJA CEMENT

Advertising and Publicity campaign

HUMAN RESOURCE POLICY:

Unlocking Potential of Employees

Employed Experienced people from other companies

More stress was on enthusiasm not on experience

Motivating factor was empowerment to perform than monetary factor


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Free access to senior official including VP

Communication Meetings on regular basis to discuss and sort out grievances

Preference to existing employees for higher position

Corporate Level Strategy

UNRELATED DIVERSIFICATION:

Ambuja Cements Limited, formerly known as Gujrat Ambuja Limited is a major

Cement producing company in India. The Group's principal activity is to manufacture and

market cement and clinker for both domestic and export markets.

The Company also operates a hotel through its subsidiary GGL Hotel and Resort

Company. It has shown innovation in utilizing measures like sea transport, captive power

plants, and imported coal and availing of govt. sops and subsidies to constantly check the

costs.


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Business Level Strategy

A) BCG Matrix

Ambuja Cement enjoys the position of STAR in the BCG Matrix i.e. high market share

& high market growth.

Compared to others, Ambuja has highest Net Profit having market share of 18.12% in

the cement industry. Overall it has 3rd largest sales turnover.

Secondly, if we look at the overall cement industry it is having high market growth as

cement industry depends on infrastructure, housing, roads, irrigation, etc which are currently

in the booming stage.

So the strategy to be followed is to HOLD the position of STAR by reinvesting their

profits and using this profits to increase their turnover and gain the highest market share.


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B) Porters Five Forces


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C) SWOT Analysis

Strength

Growth at approx CAGR of 9% in last 5 years

Growing Domestic cement consumption at approx CAGR of 8% in last 3 years

Highly Capital Incentive so difficult for small entrant

Not much restriction by govt.

Market consolidation taking place

Weakness

High Oil Prices, Cost of Power increase production cost

Supply exceeds Production lead to competition in price

Low Quality as compared to international standard but improving.

Opportunity

High Mortgage Penetration - Low Interest Rates

Easy loan availability for housing finance

Increased investments in Infrastructure

Increased govt. outlay on BHARAT NIRMAN, GOLDEN QUADRILATERAL, BRTS etc.

Threat

Further Hike in Oil Prices

Use of plastic engineering in construction

Sub prime market loss may affect


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Competitors

Market Share of Major Players of Cement Industry (April 2009)

ParticularsLast

Price

Market

Cap.Sales

Net ProfitTotal

Assets% Market share

(Rs. cr.) Turnover

ACC 792.75 14,880.42 7,474.15 1,212.78 5,409.76 21.57

Ambuja

Cements

92.4 14,070.766,281.711,402.27 5,961.5418.12

UltraTechCement839.6 10,451.83 6,436.96 977.02 5,743.73 18.57

Shree Cements 1,598.505,568.73 2,740.57 577.97 2,644.31 7.91

India Cements 124.75 3,524.81 3,470.78 432.18 5,619.41 10.01

Madras Cements 114.8 2,731.89 2,538.50 363.52 3,723.65 7.32

Birla Corp 304.65 2,345.97 1,809.70 323.51 1,515.48 5.22

Prism Cement 49.95 1,489.76 629.86 96.23 661.65 1.82

Dalmia Cement 179.7 1,454.48 1,778.68 158.63 3,606.48 5.13

Binani Cement 67.3 1,366.87 1,497.32 108.66 1,254.73 4.32


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Competitive Advantage

COMPETITIVE ADVANTAGE: Low Cost Producer

Ambuja Cement is the lowest cost producer of cement in the world due to following factors:

o Freight: The most successful of GACLs innovative strategies of cost cutting

was idea of Sea Transportation.

o Fuel: Fuel strategy was also cost cutting factor

o Power: They have established their own captive power plant of 178 Megawatts

Partnership

The company has entered into a strategic partnership with Holmic, the second largest

cement manufacturer in the world. Holcim had, in January, bought a 14.8 per cent

promoters` stake in the GACL for INR 21.4 billion.

Currently Holmic holds about 38% of shares in Ambuja Cements Limited.

Codes The shares of the company are traded publicly on the Bombay Stock Exchange

(BSE) and the National Stock Exchange (NSE). Following are the codes assigned to Ambuja

Cement Limited

BSE: 500425

NSE: AMBUJACEM

Bloomberg: ACEM:IN

Reuters: GACM.BO

References

Holmic augments stake in Gujarat Ambuja Source: IRIS NEWS DIGEST

Our Achievements

ACL has established bench marks for the cement industry in various aspects of

energy, productivity and quality etc.

Apart from being Environment conscious various awards particularly National award

for outstanding Pollution Control& Rajiv Ghandi National Quality Award from Prime

minister of India,


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ACL gets Awards from different Govt. agencies

1989-90 The Economic Times Harvard Business school Associates of

India for the best corporate performance Award

1989-90 CRISIL granted F-AAA rating to GACL , a destination achieved by

only 12 other corporate undertaking in the country

1990-90 Most prestigious National Award for special Recognition in the area

of prevention and control of pollution from the Ministry of

Environment &Forests, Govt. of India

1991 Special Award for Environment Management from Gujarat pollution

control Board.

1991-92 Top Award for productivity in the cement industry award by

National productivity council.

1991-92 Government of India Rajiv Gandhi National Quality Award in the

recognition of the total quality management . The parameters

adopted by the Govt. for this award are on the lines of the most

prestigious international Award such as the Malcolm Baldrige

National quality Award of the USA, the Demning prize of Japan and

the European quality Award.

1993 Ambuja cements is the fist company in the country to have been

conferred quality Systems certificate License per as ISO 9002.

1994 Bala Tondon Award For Environment Management of Mines in

Gujarat by Mining Engineers Association of India (MEAI)

1990-96 First prize in Environment Protection & Mines area during yearly

Mining safety , Environment &Mineral conservation Week

celebration in Gujarat & Himachal

1996-97 Special shield for achieving excellence in Mining conservation

environment management and mining practices in Gujarat

1999 Environment Management systems (ISO-14001) for in Gujarat unit .


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2000 Abheyraj baldota Award for Excellence in environmental

management in mining area by FIMI, ISO 14001 for H.P. unit

2000 TERI Gold star Eco rating for H.P. unit

2001 Indo- German Greentech Environment Excellence Award for

outstanding achievement in fly ash utilization for roper unit.

2003 Special Export Award by CAPEXIL, an Export Promotion council

sponsored by Ministry of commerce and industry .

2003 One of the Indias best Managed Company a recognition by

Business Today , the leading business magazine, the survey was

conducted by words largest high value management consulting

firms.

2003 Second Runner up of Corporate Social Responsibility (CSR) Award

conferred by business world- FICCI for recognizing the impact of

business on environment and society.

2003 Rajiv Gandhi National Award for clean Technology for Ropar unit.

2004 Asian institute of Management CSR Award for Poverty

alleviation.

2004 Indo- German Greentech Environment Excellence award for

outstanding achievement in fly ash utilization for Bathinda unit.

2005 Asian Institute of Management Award for Environment

Excellence.

2005 Punjab State Best Environment Management Practices Award.


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LIST OF HODs OF ROPAR UNIT

UNIT Head SH. CHANCHAL KUMAR

Account & Costing SH P.K.MAHESHWARI

Personnel SH.A.C. VERMA

Commercial SH .LT.COL.SARANDEEP SINGH

Store + Raw Material SH.S.K.MATHUR

CPP SH.S.R.SAINI

Electrical SH.ALOK KUMAR

Mechanical SH.SANDEEP SEHRA

Packing SH.RAJGARIA

Environment & Safety SH.RAJIV BHANDARI

Security SH.T.R.S .GULAERIA

Internal Auditor SH. SAMEER ARORA

Mining SH.DADHEECH

Civil SH.AJAY VASHIST

S&D SH.MOHAN SRIVASATVA

Production & QC SH.A.K.VERMA

Automation & Control SH.G.L.SUTHAR

MANPOWER STATUS OF ROPAR PLANT

TOTAL STAFF 167

TOTAL WORKER 74

TOTAL CONTRACTWORKMEN

552

ENVIRONMENT ,HELTH & SAFETY POLICY


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We at Ambuja Cements Limited ,Unit : Ropar (Pb.) engaged in the manufacturing of

Cement &Generation of thermal Power ,are committed to:

1. Make continual improvements in our environmental ,health & safety (EHS)

performance by:

reducing dust & other emissions from our operations,

Efficient use of natural resources ,and

Reducing workplace accidents, injuries & ill health effects.

2. Comply with all applicable legal & other requirements related to our environmental

aspects and occupational health & safety hazards,

3. Prevent pollution and accidents through modified process.

This policy is used for setting & reviewing our EHS objectives & targets in various

areas of operation. This policy is communicated to all concerned for awareness &

implementation and is available to public.


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About The Project

The duration of my project was of two months during these two months I did many

things regarding my project as I was also the part of operations I also understands how theoperations department works at Ambuja Cement Ltd. How the shares of the client are kept in

electronic form in the clients account and how it is dematerialized by operations department

at Ambuja Cement Ltd.

Learning

Learning is acquiring new knowledge, behaviors, skills, values, preferences or

understanding, and may involve synthesizing different types of information. The ability to

learn is possessed by humans, animals and some machines. Progress over time tends to

follow learning curves.

Human learning may occur as part of education, personal development, or training. It

may be goal-oriented and may be aided by motivation. The study of how learning occurs is

part of neurophysiology, educational psychology, learning theory, and pedagogy.

Learning may occur as a result of habituation or classical conditioning, seen in many

animal species, or as a result of more complex activities such as play, seen only in relatively

intelligent animals. Learning may occur consciously or without conscious awareness. There

is evidence for human behavioral learning parentally, in which habituation has been

observed as early as 32 weeks into gestation, indicating that the central nervous system is

sufficiently developed and primed for learning and memory to occur very early on in

development.

Play has been approached by several theorists as the first form of learning. Children

play, experiment with the world, learn the rules, and learn to interact. Vygotsky agrees that

play is pivotal for children's development, since they make meaning of their environment

through play.


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TRAINING AND DEVELOPMENT

It is a subsystem of an organization. It ensures that randomness is reduced and

learning or behavioral change takes place in structured format.

TRADITIONAL AND MODERN APPROACH OF TRAINING ANDDEVLOPMENT

Traditional Approach Most of the organizations before never used to believe in training.

They were holding the traditional view that managers are born and not made. There were

also some views that training is a very costly affair and not worth. Organizations used to

believe more in executive pinching. But now the scenario seems to be changing.

The modern approach of training and development is that Indian Organizations have

realized the importance of corporate training. Training is now considered as more of retention

tool than a cost. The training system in Indian Industry has been changed to create a smarter

workforce and yield the best results.

TRAINING DEFINED

It is a learning process that involves the acquisition of knowledge, sharpening of skills,

concepts, rules, or changing of attitudes and behaviors to enhance the performance of

employees. Training is activity leading to skilled behavior

Its not what you want in life, but its knowing how to reach it

Its not where you want to go, but its knowing how to get there

Its not how high you want to rise, but its knowing how to take off

It may not be quite the outcome you were aiming for, but it will be an outcome

Its not what you dream of doing, but its having the knowledge to do it

It's not a set of goals, but its more like a vision


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Its not the goal you set, but its what you need to achieve it

Training is about knowing where you stand (no matter how good or bad the current situation

looks) at present, and where you will be after some point of time.Training is about the

acquisition of knowledge, skills, and abilities (KSA) through professional development.

Importance of Training and Development

Optimum Utilization of Human Resources Training and Development helps in

optimizing the utilization of human resource that further helps the employee to achieve

the organizational goals as well as their individual goals.

Development of Human Resources Training and Development helps to provide an

opportunity and broad structure for the development of human resources technical

and behavioral skills in an organization. It also helps the employees in attaining

personal growth.

Development of skills of employees Training and Development helps in increasing

the job knowledge and skills of employees at each level. It helps to expand the

horizons of human intellect and an overall personality of the employees Productivity

Training and Development helps in increasing the productivity of the employees that

helps the organization further to achieve its long-term goal

Team spirit Training and Development helps in inculcating the sense of team work,

team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within

the employees

Organization Culture Training and Development helps to develop and improve the

organizational health culture and effectiveness. It helps in creating the learning culture

within the organization.

Organization Climate Training and Development helps building the positiveperception and feeling about the organization. The employees get these feelings from

leaders, subordinates, and peers.

Quality Training and Development helps in improving upon the quality of work and

work-life.


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Healthy work-environment Training and Development helps in creating the healthy

working environment. It helps to build good employee, relationship so that individual

goals aligns with organizational goal.

Health and Safety Training and Development helps in improving the health and

safety of the organization thus preventing obsolescence.

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

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

Profitability Training and Development leads to improved profitability and more

positive attitudes towards profit orientation.

Training and Development aids in organizational development i.e. Organization gets

more effective decision making and problem solving. It helps in understanding and

carrying out organizational policies.

Training and Development helps in developing leadership skills, motivation, loyalty,

better attitudes, and other aspects that successful workers and managers usually

display.

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability of

a skilled and willing workforce to an organization. In addition to that, there are four other

objectives: Individual, Organizational, Functional, and Societal. Individual Objectives help

employees in achieving their personal goals, which in turn, enhances the individual

contribution to an organization.

Organizational Objectives assist the organization with its primary objective by bringing

individual effectiveness.

Functional Objectives maintain the departments contribution at a level suitable to the

organizations needs.

Societal Objectives ensure that an organization is ethically and socially responsible to the

needs and challenges of the society.


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Importance of Training Objectives

Training objective is one of the most important parts of training program. While some

people think of training objective as a waste of valuable time. The counterargument here is

that resources are always limited and the training objectives actually lead the design of

training. It provides the clear guidelines and develops the training program in less time

because objectives focus specifically on needs. It helps in adhering to a plan. Training

objectives tell the trainee that what is expected out of him at the end of the training program.

Training objectives are of great significance from a number of stakeholder perspectives.

1.Trainer

2. Trainee

3. Designer

4. Evaluator


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Trainer The training objective is also beneficial to trainer because it helps the trainer to

measure the progress of trainees and make the required adjustments. Also, trainer comes in

a position to establish a relationship between objectives and particular segments of training.

Trainee The training objective is beneficial to the trainee because it helps in reducing the

anxiety of the trainee up to some extent. Not knowing anything or going to a place which is

unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep

the participants aware of the happenings, rather than keeping it surprise. Secondly, it helps

in increase in concentration, which is the crucial factor to make the training successful. The

objectives create an image of the training program in trainees mind that actually helps in

gaining attention. Thirdly, if the goal is set to be challenging and motivating, then the

likelihood of achieving those goals is much higher than the situation in which no goal is Set.

Therefore, training objectives helps in increasing the probability that the participants will be

successful in training.


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Designer The training objective is beneficial to the training designer because if the

designer is aware what is to be achieved in the end then hell buy the training package

according to that only. The training designer would then look for the training methods,

training equipments, and training content accordingly to achieve those objectives.

Furthermore, planning always helps in dealing effectively in an unexpected situation.

Consider an example; the objective of one training program is to deal effectively with

customers to increase the sales. Since the objective is known, the designer will design a

training program that will include ways to improve the interpersonal skills, such as verbal and

non verbal language, dealing in unexpected situation i.e. when there is a defect in a product

or when a customer is angry. Therefore, without any guidance, the training may not be

designed appropriately.

Evaluator It becomes easy for the training evaluator to measure the progress of the

trainees because the objectives define the expected performance of trainees. Training

objective is an important to tool to judge the performance of participants.

Training and Human Resource Management

The HR functioning is changing with time and with this change, the relationship

between the training function and other management activity is also changing. The trainingand development activities are now equally important with that of other HR functions. Gone

are the days, when training was considered to be futile, waste of time, resources, and

money. Now-a-days, training is an investment because the departments such as, marketing

& sales, HR, production, finance, etc depends on training for its survival. If training is not

considered as a priority or not seen as a vital part in the organization, then it is difficult to

accept that such a company has effectively carried out HRM. Training actually provides the

opportunity to raise the profile development activities in the organization

To increase the commitment level of employees and growth in quality movement

(concepts of HRM), senior management team is now increasing the role of training. Such

concepts of HRM require careful planning as well as greater emphasis on employee

development and long term education.


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Training is now the important tool of Human Resource Management to control the

attrition rate because it helps in motivating employees, achieving their professional and

personal goals, increasing the level of job satisfaction, etc. As a result training is given on a

variety of skill development and covers a multitude of courses.

Role of HRD Professionals in Training

This is the era of cut-throat competition and with this changing scenario of business; the role

of HR professionals in training has been widened. HR role now is:

1. Active involvement in employee education

2. Rewards for improvement in performance

3. Rewards to be associated with self esteem and self worth

4. Providing pre-employment market oriented skill development education and post

employment support for advanced education and training

5. Flexible access i.e. anytime, anywhere training.

Models of Training

Training is a sub-system of the organization because the departments such as,

marketing & sales, HR, production, finance, etc depends on training for its survival. Training

is a transforming process that requires some input and in turn it produces output in the form

of knowledge, skills, and attitudes (KSAs).

THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a

particular function. An organization is a system and training is a sub system of the

organization. The System Approach views training as a sub system of an organization.

System Approach can be used to examine broad issues like objectives, functions, and aim. Itestablishes a logical relationship between the sequential stages in the process of training

need analysis (TNA), formulating, delivering, and evaluating. There are 4 necessary inputs

i.e. technology, man, material, time required in every system to produce products or services.

And every system must have some output from these inputs in order to survive. The output

can be tangible or intangible depending upon the organizations requirement. A system


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approach to training is planned creation of training program. This approach uses step-by-

step procedures to solve the problems. Under systematic approach, training is undertaken on

planned basis. Out of this planned effort, one such basic model of five steps is system model

that is explained below. Organization are working in open environment i.e. there are some

internal and external forces, that poses threats and opportunities, therefore, trainers need to

be aware of these forces which may impact on the content, form, and conduct of the training

efforts. The internal forces are the various demands of the organization for a better learning

environment; need to be up to date with the latest technologies.

The three model of training are:

1. System Model

2. Instructional System Development Model

3. Transitional model

System Model Training

The system model consists of five phases and should be repeated on a regular basis

to make further improvements. The training should achieve the purpose of helping employee

to perform their work to required standards.

The steps involved in System Model of training are as follows:

1. Analyze and identify the training needs i.e. to analyze the department, job,

2. employees requirement, who needs training, what do they need to learn, estimating

training cost, etc The next step is to develop a performance measure on the basis of

which actual performance would be evaluated.

3. Design and provide training to meet identified needs. This step requires developing

objectives of training, identifying the learning steps, sequencing and structuring the

contents.

4. Develop- This phase requires listing the activities in the training program that will

assist the participants to learn, selecting delivery method, examining the training

material, validating information to be imparted to make sure it accomplishes all the

goals & objectives.
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5. Implementing is the hardest part of the system because one wrong step can lead to

the failure of whole training program.

6. Evaluating each phase so as to make sure it has achieved its aim in terms of

subsequent work performance. Making necessary amendments to any of the previous

stage in order to remedy or improve failure practices

Instructional System Development Model(ISD)Model

Instructional System Development model was made to answer the training problems.

This model is widely used now-a-days in the organization because it is concerned with the

training need on the job performance.

Training objectives are defined on the basis of job responsibilities and job description

and on the basis of the defined objectives individual progress is measured. This model also

helps in determining and developing the favorable strategies, sequencing the content, and

delivering media for the types of training objectives to be achieved.

The Instructional System Development model comprises of five stages:

1. ANALYSIS This phase consist of training need assessment, job analysis, and target

audience analysis.


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2. PLANNING This phase consist of setting goal of the learning outcome, instructional

objectives that measures behavior of a participant after the training, types of training

material, media selection, methods of evaluating the trainee, trainer and the training

program, strategies to impart knowledge i.e. selection of content, sequencing of content, etc.

3. DEVELOPMENT This phase translates design decisions into training material. It

consists of developing course material for the trainer including handouts, workbooks, visual

aids, demonstration props, etc, course material for the trainee including handouts of

summary.

4. EXECUTION This phase focuses on logistical arrangements, such as arranging

speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and other

training accessories.

5. EVALUATION The purpose of this phase is to make sure that the training program has

achieved its aim in terms of subsequent work performance. This phase consists of identifying

strengths and weaknesses and making necessary amendments to any of the previous stage

in order to remedy or improve failure practices.


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The ISD model is a continuous process that lasts throughout the training program. It

also highlights that feedback is an important phase throughout the entire training program. In

this model, the output of one phase is an input to the next phase.


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Transitional model

Transitional model focuses on the organization as a whole. The outer loop describes

the vision, mission and values of the organization on the basis of which training model i.e.

inner loop is executed.

Vision focuses on the milestones that the organization would like to achieve after the

defined point of time. A vision statement tells that where the organization sees itself few

years down the line. A vision may include setting a role mode, or bringing some internal

transformation, or may be promising to meet some other deadlines

Mission explain the reason of organizational existence. It identifies the position in the

community. The reason of developing a mission statement is to motivate, inspire, and inform

the employees regarding the organization. The mission statement tells about the identity that

how the organization would like to be viewed by the customers, employees, and all other

stakeholders.

Values is the translation of vision and mission into communicable ideals. It reflects the

deeply held values of the organization and is independent of current industry environment.

For example, values may include social responsibility, excellent customer service, etc.

The mission, vision, and values precede the objective in the inner loop. This model considers

the organization as a whole. The objective is formulated keeping these three things in mind

and then the training model is further implemented.
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TRAIN AND RETAIN TO STOP THE DRAIN

In todays competitive world, where margins are constantly under pressure, training

budgets are the first to axed. So it becomes imperative that the training model that is evolved

should be less capital intensive and not dependent upon profit margins and profitability.

Although training needs are identified much before training programmed actually

commence but still some crucial points are left some un-addressed.

For example very little is done to know the opinion of the employee about training

need identified for him as to what he feels about the same .99% cases employee is

nominated by higher authorities instead of chance being given to volunteer program under

the notion that boss is always right and he knows the best off. Taking this in context there are

many organization where some employee who are earmarked are regularly nominated to

attend training program. He is stressed out, why dont pack him up for a training program

approach.


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CHAPTER-3

LEARNING AND TRAINING

Irrespective of the type or method of training, a trainer has to keep in mind some of the

principles of learning or motivation, which would enhance internationalization of what is

taught.

Motivation

A trainee needs to have a desire to learn and benefit from the programme. If the is not

interested, or is de-motivated, the learning outcome is going to be insignificant and the

company will have spent its money badly. On the other hand, being too intense about

learning and outcome may result in setting over ambitious goals for the individual.

Reinforcement

Following on the concept of motivation is that of reinforcement. For learning to take

place and be internalized to the desired extent, a trainee is rewarded or given some

encouragement. This reinforcement, or the acknowledgement that what has been acquired is

desirable, can be either an extrinsic or intrinsic reward-external praise or some tangible

reward, or the individuals feeling of a sense of progress. Current stress is on positive support

and helpful behavior, even when mistakes are made.

Feedback

During the training process, it is useful for the trainee to be told how he is progressing.

Several researchers have confirmed that knowledge of results is an effective motivator.

Constant and periodic feedback has positive effects on the trainees learning. Unless the

trainee knows how close his performance comes to the desired standard, he will not have an

opportunity to improve. Feedback therefore provides a basis for correcting oneself.

Secondly, feedback helps to sustain the trainees interest in the task, or in each learning that

is taking place, by bringing greater involvement with the learning process. If feedback is to be

meaningful, it should follow a learning segment as quickly as possible.


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Transfer of Learning

The maximum use of training can be made if the trainee is able to transfer his learning

to his actual work role. This is possible if identical elements are incorporated in the training

situation from the job role, either existing or proposed. The more similar the learning situationis to the job situation, the higher the degree of transfer the trainee can expect, and hence the

grater the relevance of the training programme.

Repetition

Repetition etches a pattern into our memory, e.g., when one studies for an

examination, it is necessary to repeatedly to over ideas so that they can be recalled later.

Relevance

Relevance relates to the meaningful fuse of material, which aids learning, e.g., trainers

usually explain in the overall purpose of a job to trainees before assigning them a particular

task


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needs to be instruction on the change in the way of working in many instances, a note

bringing the attention of all concerned the change is assume to be sufficient, but there are

cases, such as when total new systems in corporating IT up dates are installed, when more

thorough training is needed.

6. NEW STANDARDS, RULES AND PRACTICES

Changes in any one these are likely to be conveyed by printed note or by word of

mouth by the manager to his subordinates, and this can be the most satisfaction way of

dealing with the change from the point of view of getting those affected to understand their

new responsibility. However not all changes under this heading can be left to this sort of

handling. Even the simplest looking instruction may be regarded as undesirable or

impracticable by whoever has to perform it he may not understand the purpose behind the

change and lose confidence in a management which he now believes to be messing about,

or he may understand the purpose and have a better alternative to offer if it is not too late.

7. NEW RELATIONSHIP AND AUTHORITIES

These can arise, as a result of management decisions, in a number of ways. In

examples, the recognition of the accounts department can result in a realization of

responsibilities between the section leaders of credit control, invoicing and customer records,

although there is no movement of staff between the sections (i.e. no transfers). Although thechange in work content for each clerk and supervisor is defined clearly for each person in the

new procedures, there is nevertheless a need for each person to know where he stands in

the new set up, which is responsible for what, and where to direct problems and enquiries as

they arise in the future.

8.MAINTENANCE OF STANDARDS

We are here concerned with maintenance of standards through training, for it must be

remembered that supervision and inspection and qualify control are continuously responsible

for standards and exercise their own authorities to this end. Although it is generally agreed

that some retraining from time to time, taking varied forms even for the on group of

employees, does act as both a reminder and a stimulus, there is not much agreement on the


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next frequency and form that such retraining should take, of there is as yet little scientific

knowledge on this subject which is of much use in industrial situations.

9. THE MAINTENANCE OF ADAPTABILITY

Again, whilst there is little scientific study of the loss of ability to learn new skills in

those cases where people spend a long time without change, and without the need to learn,

there is increasing evidence in current experience to suggest that this is the case in industrial

employment. Add, of course, there is the inference arising from the laboratory experiments of

psychologists.

10. THE MAINTENANCE OF MANAGEMENT SKILLS & STANDARDS

Skills in supervising, employee appraisal, communications, leadership etc are

important in all companies. Some of these skills are seen to be critical to major developmentsin company organization, culture, employee empowerment and so on. Initial training in these

skills is not uncommon in the largest companies on appointment into management and

supervision. But continuous training and performance monitoring is rare, despite the common

knowledge that standards are as varied as human nature.

11. RETIREMENT AND REDUNDANCY

Employees of any position in the company who are heading towards retirement will

benefit from learning about health, social life, work opportunities money management

etc. Internal or external courses are best attended a year or two before retirement date, in a

few companies a member of Personnel will act as a counselor as required.


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A TRAINING TOOL: INSPIRING OTHERS

In the new era new era, challenges for the trainer are to create learning environment.

Trainer needs to innovate new ways design and deliver the training inputs. Wide range of

technique like interactive methods like teaching, experiential learning cases inventories

games, including humor. Where as we have the ancient way of story telling as a powerful tool

to create learning for adult managers of industry. Sharing ones own perception, experience

and ideas learning value can be increased exponentially.

Methods of Training

There are various methods of training, which can be divided in to cognitive and

behavioral methods. Trainers need to understand the pros and cons of each method, also its

impact on trainees keeping their background and skills in mind before giving training.

Cognitive methods are more of giving theoretical training to the trainees. The various

methods under Cognitive approach provide the rules for how to do something, written or

verbal information, demonstrate relationships among concepts, etc. These methods are

associated with changes in knowledge and attitude by stimulating learning.

The various methods that come under Cognitive approach are:

LECTURES A Method of Training

It is one of the oldest methods of training. This method is used to create

understanding of a topic or to influence behavior, attitudes through lecture. A lecture can be

in printed or oral form. Lecture is telling someone about something. Lecture is given to

enhance the knowledge of listener or to give him the theoretical aspect of a topic. Training is

basically incomplete without lecture. When the trainer begins the training session by telling

the aim, goal, agenda, processes, or methods that will be used in training that means the

trainer is using the lecture method. It is difficult to imagine training without lecture format.

There are some variations in Lecture method. The variation here means that some forms of

lectures are interactive while some are not. Straight Lecture: Straight lecture method consists

of presenting information, which the trainee attempts to absorb. In this method, the trainer
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speaks to a group about a topic. However, it does not involve any kind of interaction between

the trainer and the trainees.

A lecture may also take the form of printed text, such as books, notes, etc. The

difference between the straight lecture and the printed material is the trainers intonation,

control of speed, body language, and visual image of the trainer. The trainer in case of

straight lecture can decide to vary from the training script, based on the signals from the

trainees, whereas same material in print is restricted to what is printed. A good lecture

consists of introduction of the topic, purpose of the lecture, and priorities and preferences of

the order in which the topic will be covered.

Main Features of Lecture Method

Some of the main features of lecture method are:

Inability to identify and correct misunderstandings

Less expensive

Can be reached large number of people at once

Knowledge building exercise

Less effective because lectures require long periods of trainee inactivity


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After completing the demonstration the trainer provide feedback, both positive and or

negative, give the trainee the opportunity to do the task and describe what he is doing and

why.

Discussion Training Method

This method uses a lecturer to provide the learners with context that is supported,

elaborated, explains, or expanded on through interactions both among the trainees and

between the trainer and the trainees. The interaction and the communication between these

two make it much more effective and powerful than the lecture method. If the Discussion

method is used with proper sequence i.e. lectures, followed by discussion and questioning,

can achieve higher level knowledge objectives, such as problem solving and principle

learning. The Discussion method consists a two-way flow of communication i.e. knowledge in

the form of lecture is communicated to trainees, and then understanding is conveyed back by

trainees to trainer. Understanding is conveyed in the form of verbal and non-verbal feedback

that enables the trainer to determine whether the material is understood. If yes, then

definitely it would help out the trainees to implement it at their workplaces and if not, the

trainer may need to spend more time on that particular area by presenting the information

again in a different manner.

Questioning can be done by both ways i.e. the trainees and the trainer. When thetrainees ask questions, they explain their thinking about the content of the lecture. A trainer

who asks questions stimulates thinking about the content of the lecture. Asking and

responding questions are beneficial to trainees because it enhance understanding and keep

the trainees focused on the content. Besides that, discussions, and interactions allow the

trainee to be actively engaged in the material of the trainer. This activity helps in improving

recall.


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Computer-Based Training (CBT)

With the world-wide expansion of companies and changing technologies, the

demands for knowledge and skilled employees have increased more than ever, which in

turn, is putting pressure on HR department to provide training at lower costs. Many

organizations are now implementing CBT as an alternative to classroom based training to

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Some of the benefits of Computer-Based Training are:

According to a recent survey, about 75% of the organizations are providing training to

employees through Intranet or Internet. Internet is not the method of training, but has

become the technique of delivering training. The growth of electronic technology has created

alternative training delivery systems. CBT does not require face-to-face interaction with a

human trainer. This method is so varied in its applications that it is difficult to describe in

concise terms.


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The various methods that come under Cognitive approach are :

o INTELLEGENT TUTORIAL SYSTEM(ITS)

o PROGRAMMED INSTRUCTION (PI)

o VIRTUAL REALITY

Behavioral methods are more of giving practical training to the trainees. The various

methods under Behavioral approach allow the trainee to behavior in a real fashion. These

methods are best used for skill development.

The various methods that come under Behavioral approach are:

GAMES AND SIMULATIONS

o BEHAVIOR-MODELING

o BUSINESS GAMES

o CASE STUDIES

o EQUIPMENT STIMULATORS

o IN-BASKET TECHNIQUE

o ROLE PLAYS

Both the methods can be used effectively to change attitudes, but through different means.
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Another Method is MANAGEMENT DEVELOPMENT METHOD

COACHING

Coaching is one of the training methods, which is considered as a corrective method

for inadequate performance. According to a survey conducted by International Coach

Federation (ICF), more than 4,000 companies are using coach for their executives. These

coaches are experts most of the time outside consultants.

A coach is the best training plan for the CEOs because

It is one-to-one interaction

It can be done at the convenience of CEO

It can be done on phone, meetings, through e-mails, chat

It provides an opportunity to receive feedback from an expert

It helps in identifying weaknesses and focus on the area that needs improvement This

method best suits for the people at the top because if we see on emotional front, when aperson reaches the top, he gets lonely and it becomes difficult to find someone to talk to. It

helps in finding out the executives specific developmental needs. The needs can be

identified through 60 degree performance review.

PROCEDURE OF THE COACHING

The procedure of the coaching is mutually determined by the executive and coach.

The procedure is followed by successive counseling and meetings at the executivesconvenience by the coach.

1. Understand the participants job, the knowledge, skills, and attitudes, and resources

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2. Meet the participant and mutually agree on the objective that has to be achieved

3. Mutually arrive at a plan and schedule

4. At the job, show the participant how to achieve the objectives, observe the

performance and then provide feedback

5. Repeat step 4 until performance improves.

For the people at middle-level management, coaching is more likely done by the supervisor;

however experts from outside the organization are at times used for up-and-coming

managers. Again, the personalized approach assists the manger focus on definite needs and

improvement

Mentoring

Mentoring is an ongoing relationship that is developed between a senior and junior

employee. Mentoring provides guidance and clear understanding of how the organization

goes to achieve its vision and mission to the junior employee

The meetings are not as structured and regular than in coaching. Executive mentoring

is generally done by someone inside the company. The executive can learn a lot from

mentoring. By dealing with diverse mentees, the executive is given the chance to grow

professionally by developing management skills and learning how to work with people with

diverse background, culture, and language and personality types Executives also have

mentors. In cases where the executive is new to the organization, a senior executive could

be assigned as a mentor to assist the new executive settled into his role. Mentoring is one of

the important methods for preparing them to be future executives. This method allows the

mentor to determine what is required to improve mentees performance. Once the mentoridentifies the problem, weakness, and the area that needs to be worked upon, the mentor

can advise relevant training. The mentor can also provide opportunities to work on special

processes and projects that require use of proficiency.


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Some key points on Mentoring

Mentoring focus on attitude development

Conducted for management-level employees

Mentoring is done by someone inside the company

It is one-to-one interaction

It helps in identifying weaknesses and focus on the area that needs improvement

Job Rotation

For the executive, job rotation takes on different perspectives. The executive is usually

not simply going to another department. In some vertically integrated organizations, for

example, where the supplier is actually part of same organization or subsidiary, job rotation

might be to the supplier to see how the business operates from the supplier point of view.

Learning how the organization is perceived from the outside broadens the executives

outlook on the process of the organization. Or the rotation might be to a foreign office to

provide a global perspective. For managers being developed for executive roles, rotation to

different functions in the company is regular carried out.

This approach allows the manger to operate in diverse roles and understand the

different issues that crop up. If someone is to be a corporate leader, they must have this type

of training. A recent study indicated that the single most significant factor that leads to

leaders achievement was the variety of experiences in different departments, business units,

cities, and countries. An organized and helpful way to develop talent for the management or

executive level of the organization is job rotation. It is the process of preparing employees at

a lower level to replace someone at the next higher level. It is generally done for the

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Benefits of Job Rotation

Some of the major benefits of job rotation are:

It provides the employees with opportunities to broaden the horizon of knowledge,skills, and abilities by working in different departments, business units, functions, and

countries

Identification of Knowledge, skills, and attitudes (KSAs) required

It determines the areas where improvement is required

Assessment of the employees who have the potential and caliber for filling the position

OFF THE JOB TRAINING

There are many management development techniques that an employee can take in off the

job. The few popular methods are:

SENSITIVITY TRAINING

TRANSACTIONAL ANALYSIS etc

Training Need Analysis (TNA)

An analysis of training need is an essential requirement to the design of effective

training. The purpose of training need analysis is to determine whether there is a gap

between what is required for effective performance and present level of performance.

Why training need analysis?

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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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:

o Appraisal and performance review

o Peer appraisal

o Competency assessments

o Subordinate appraisal

o Client feedback

o Customer feedback

o Self-assessment or self-appraisal

Operational LevelTraining 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.

Training-Design

The design of the training program can be undertaken only when a clear training

objective has been produced. The training objective clears what goal has to be achieved by

the end of training program i.e. what the trainees are expected to be able to do at the end of

their training. Training objectives assist trainers to design the training program.


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The trainer Before starting a training program, a trainer analyzes his technical,

interpersonal, judgmental skills in order to deliver quality content to trainers

The trainees A good training design requires close scrutiny of the trainees and theirprofiles. Age, experience, needs and expectations of the trainees are some of the important

factors that affect training design.

Training climate A good training climate comprises of ambience, tone, feelings, positive

perception for training program, etc. Therefore, when the climate is favorable nothing goes

wrong but when the climate is unfavorable, almost everything goes wrong.

Trainees learning style the learning style, age, experience, educational background oftrainees must be kept in mind in order to get the right pitch to the design of the program

Training strategiesOnce the training objective has been identified, the trainer translates it

into specific training areas and modules. The trainer prepares the priority list of about what

must be included, what could be included.

Training topics After formulating a strategy, trainer decides upon the content to be

delivered. Trainers break the content into headings, topics, ad modules. These topics and

modules are then classified into information, knowledge, skills, and attitudes.

Sequence the contents Contents are then sequenced in a following manner:

From simple to complex

Topics are arranged in terms of their relative importance

From known to unknown

From specific to general

Dependent relationship


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Training tactics Once the objectives and the strategy of the training program becomes

clear, trainer comes in the position to select most appropriate tactics or methods or

techniques. The method selection depends on the following factors:

Trainees background

Time allocated

Style preference of trainer


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Level of competence of trainer Availability of facilities and resources, etc


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Support facilities It can be segregated into printed and audio visual. The various

requirements in a training program are white boards, flip charts, markers, etc.

Constraints The various constraints that lay in the trainers mind are:

Time

Accommodation, facilities and their availability

Furnishings and equipments

Budget

Design of the training, etc

Training Implementation

To put training program into effect according to definite plan or procedure is called

training implementation. Training implementation is the hardest part of the system because

one wrong step can lead to the failure of whole training program. Even the best training

program will fail due to one wrong action.

Training implementation can be segregated into:

Practical administrative arrangements

Carrying out of the training

Implementing Training

Once the staff, course, content, equipments, topics are ready, the training is implemented.

Completing training design does not mean that the work is done because implementation

phase requires continual adjusting, redesigning, and refining. Preparation is the most

important factor to taste the success. Therefore, following are the factors that are kept in

mind while implementing training program:


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The trainer The trainer need to be prepared mentally before the delivery of content.

Trainer prepares materials and activities well in advance. The trainer also set grounds before

meeting with participants by making sure that he is comfortable with course content and is

flexible in his approach.

Physical set-upGood physical set up is pre-requisite for effective and successful training

program because it makes the first impression on participants. Classrooms should not be

very small or big but as nearly square as possible. This will bring people together both

physically and psychologically. Also, right amount of space should be allocated to every

participant.

Establishing rapport with participants There are various ways by which a trainer can

establish good rapport with trainees by:

Greeting participants simple way to ease those initial tense moments

Encouraging informal conversation

Remembering their first name

Pairing up the learners and have them familiarized with one another

Listening carefully to trainees comments and opinions

Telling the learners by what name the trainer wants to be addressed

Getting to class before the arrival of learners

Starting the class promptly at the scheduled time

Using familiar examples

Varying his instructional techniques

Using the alternate approach if one seems to bog down


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Reviewing the agenda At the beginning of the training program it is very important to

review the program objective. The trainer must tell the participants the goal of the program,

what is expected out of trainers to do at the end of the program, and how the program will

run. The following information needs to be included:

Kinds of training activities

Schedule

Setting group norms

Housekeeping arrangements

Flow of the program

Handling problematic situations

Training Evaluation

The process of examining a training program is called training evaluation. Training

evaluation checks whether training has had the desired effect. Training evaluation ensures

that whether candidates are able to implement their learning in their respective workplaces,

or to the regular work routines.

Purposes of Training Evaluation

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives and linking

it to learning outcomes.

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

knowledge at the work place, and training.


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Control: It helps in controlling the training program because if the training is not effective,

then it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee) uses the

evaluative data to manipulate it for their own benefits.

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

expected outcomes.

Process of Training Evaluation

Before Training: The learners skills and knowledge are assessed before the

training program. During the start of training, candidates generally perceive it as a waste of

resources because at most of the times candidates are unaware of the objectives andlearning outcomes of the program. Once aware, they are asked to give their opinions on the

methods used and whether those methods confirm to the candidates preferences and

Learning style.


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During Training: It is the phase at which instruction is started. This phase usually consist

of short tests at regular intervals

After Training: It is the phase when learners skills and knowledge are assessed again to

measure the effectiveness of the training. This phase is designed to determine whether

training has had the desired effect at individual department and organizational levels.

There are various evaluation techniques for this phase.

Techniques of Evaluation

The various methods of training evaluation are:

Observation

Questionnaire

Interview

Self diaries

Self recording of specific incidents


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Quality

Particularly in those industries, which have to compete in international markets, the

management made clear links between training policies and the quality of work.

Change in Corporate culture

Continuous training was used to transmit new business strategies and new

organization culture.

Organizational Development

In some organization where financial responsibilities were being decentralized, the

training function was also getting decentralized. In other training dept was abolished

altogether and all managers were made responsible for instruction and training.


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Flexible working practices

Company made a major training program after making two third work forces

redundant. This involved both vocational training and encouraging employee to take

educational courses in their free time.

Training and employment package

In certain companies training formed part of the pay packet offered to employees. It

also had a bearing on the Lab our turnover percentage of employee. In other way we can say

its like cost to company.

Corporate structure

In some instances I became difficult for managers to meet business objectivesbecause they had in sufficient control over recruitment and training decision. In some other

cases rivalries between different divisions of same company, prevented the integration of

coherent training and personal policies at central level.

The role of professional trainers

The findings suggest that the role of the professional trainer had undergone significant

changes. He is today not only a mere provider or organizer of training but also is being seen

as an agent or facilitator of change. This because today the management is integrating

training into the very culture of their organization. In some organization the trainers now have

access to key decision-makers and have established greater legitimacy for training and

development activities.

Corporate and individual training needs

Evidence suggests that numbers of organization are effectively integrating their

training and business strategies and progress has been made in training for organizational

development.

Although the need for continuing training of manager and professional is being

assessed on a more systematic basis this has not been extended more widely.


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TYPES OF TRAINING METHODS ADOPTED BY AMBUJA

CEMENT LTD

The training methods which are generally used in an organization are classified into

two i.e.

1) On the job: On-the-job training places the employees in an actual work situation and

makes them appear to be immediately productive. It is learning by doing. For jobs, that

either are difficult to simulate or can be learn quickly by watching and doing on-the-job

training makes sense.

Computer-Based Training

Coaching

Job Rotation

Mentoring

One of the drawbacks to on-the-job training can be low productivity while the

employees develop their skills. Another drawback can be the errors made by the trainees

while they learn. However, when the damage the trainees can do is minimal, where training

facilities and personnel are limited or costly, and where it is desirable for the workers to learn

the job under normal working conditions, the benefits of on-the-job training frequently offset

its drawbacks.


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(ii) Job Instruction Training: JIT consists of four basic steps:

(a) Preparing the trainees by telling them about the job and over coming their uncertainties

(b) Presenting the instruction, giving essential information in a clear manner;

(c) Having the trainees try out the job to demonstrate their understanding; and

(d) Placing the workers into the job, on their own, with a designated resource person to call

upon should they need assistance.

2) Off the job: Off-the-job training covers a number of techniques classroom lectures,

films, demonstrations, case studies and other simulation exercises, and programmed

instruction. The facilities needed for each of these techniques vary from a small make shift

classroom to an elaborate development center with large lecture halls, supplemented bysmall conference rooms with sophisticated audiovisual equipment, two-way mirrors, and all

the frills.

(i) Classroom lectures/conferences: The lecture or conference approach is well adapted

to conveying specific information rules, procedures, or methods. The use of audiovisuals or

demonstrations can often make a formal classroom presentation more interesting while

increasing retention and offering a vehicle for more interesting while increasing retention and

offering a vehicle for clarifying more difficult points. The lectures liabilities include possiblelack of feedback and the lack of active involvement by the trainees.

(ii) Simulation exercises: Any training activity that explicitly places the trainee in an artificial

environment that closely mirrors actual working conditions can be considered a simulation.

Simulation activities include case exercises, experimental exercises, complex computer

modeling, and vestibule training.

(iii)Vestibule training: In vestibule training, employees learn their jobs on the equipment

they will be using, but the learning is conducted away from the actual work floor. In the 1980s

many large retail chains train cashiers on their new computer cash registers which are

much more complex because they control inventory and perform other functions in addition

to ringing up orders in specially created vestibule labs that simulated the actual checkout-

counter environment.


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Training, as a process of long tem learning is essentially a developmental tool.. By

effectively utilizing this tool, the organization expects to achieve career objectives.

Contribute towards the career progressions of the employees by importing

knowledge of an additional or reinforcing nature, developing skills and bringing aboutdesired attitudinal changes among them. This would not merely prove effective in

assisting them to achieve organizational goals but also enable enhancement of their

self esteem and self confidences to face external challenges.

Ours is a changing and dynamic organization which has to pay considerable

emphasis on training and retraining its employees to enable them to be competent,

committed and has the capacity to change according to the external and internal

demands and pressures.

Training of employees is not merely the responsibility of the management or the

training cell alone, but the responsibility of department managers as well. The human

resourc

Projact on Training

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