Project on Training and Development

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INTRODUCTION TO TRAINING

AND DEVELOPMENT

Training can be introduced simply as a process of assisting a person for

enhancing his efficiency and effectiveness to a particular work area by

getting more knowledge and practices. Also training is important to

establish specific skills, abilities and knowledge to an employee. For an

organization, training and development are important as well as

organizational growth, because the organizational growth and profit are

also dependent on the training. But the training is not a core of

organizational development. It is a function of the organizational

development.

Training is different form education; particularly formal education. The

education is concerned mainly with enhancement of knowledge, but the

aims of training are increasing knowledge while changing attitudes and

competences in good manner. Basically the education is formulated

within the framework and to syllabus, but the training is not formed in to

the frame and as well as syllabus. It may differ from one employee to

another, one group to another, even the group in the same class. The

reason for that can be mentioned as difference of attitudes and skills from

one person to another. Even the situation is that, after good training

programme, all different type skilled one group of employees can get in

to similar capacity, similar skilled group. That is an advantage of the

trainings.

In the field of Human Resources Management, Training and

Development is the field concern with organizational activities which are

aimed to bettering individual and group performances in organizational

settings. It has been known by many names in the field HRM, such as

employee development, human resources development, learning and

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development etc. Training is

really developing employees

capacities through learning and

practicing.

Training and Development is the

framework for helping

employees to develop their

personal and organizational

skills, knowledge, and abilities.

The focus of all aspects of Human Resource Development is on

developing the most superior workforce so that the organization and

individual employees can accomplish their work goals in service to

customers.

All employees want to be valuable and remain competitive in the labour

market at all times, because they make some demand for employees in

the labour market. This can only be achieved through employee training

and development. Hence employees have a chance to negotiate as well as

employer has a good opportunity to select most suitable person for his

vacancy. Employees will always want to develop career-enhancing skills,

which will always lead to employee motivation. There is no doubt that a

well trained and developed staff will be a valuable asset to the company

and thereby increasing the chances of his efficiency in discharging his

duties.

Trainings in an organization can be mainly of two types; Internal and

External training sessions. Internal training involves when training is

organized in-house by the human resources department or training

department using either a senior staff or any talented staff in the

particular department as a resource person.

On the other hand external training is normally arranged outside the firm

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and is mostly organized by training institutes or consultants. Whichever

training, it is very important for all staff and helps in building career

positioning and preparing staff for greater challenges in developing

world. However the training is costly. Because of that, people who work

at firms do not receive external trainings most of times. Training

programmes in Sri Lanka. But nowadays, a new concept has come with

these trainings which are Trainers through trainees. While training

their employees in large quantities, many countries use that method in

present days to reduce their training costs. The theory of this is, sending a

little group or an individual for a training programme under a bonding

agreement or without a bond. When they come back to work, the

externally trained employees train the employees who have not

participated for above training programme by internal training

programmes.

Employers of labour should enable employees to pursue training and

development in a direction that they choose and are interested in, not just

in company-assigned directions. Companies should support learning, in

general, and not just in support of knowledge needed for the employee's

current or next anticipated job. It should be noted that the key factor is

keeping the employee interested, attending, engaged, motivated and

retained.

For every employee to perform well, especially Supervisors and Managers,

there is a need for constant training and development. The right employee

training, development and education provides big payoffs for the employer

in increased productivity, knowledge, loyalty, and contribution to general

growth of the firm. In most cases external trainings for instance provide

participants with the avenue to meet new set of people in the same field

and network. The meeting will give them the chance to compare issues and

find out what is obtainable in each other's environment.

It is not mentioned in any where that the employers, managers and

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supervisors are not suitable for training programmes. They also must be

highly trained if they are expected to do their best for the organization.

Through that they will have best abilities and competencies to manage the

organization. Training employees not only creates a more positive

corporate culture, but also add a value to its key resources.

Raw human resources can make only limited contribution to the

organization to achieve its goals and objectives. Hence the demands for the

developed employees are continuously increasing. Thus the training is a

kind of investment.

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

sharpening of skills, concepts, rules, or changing of attitudes and

behaviours to enhance the performance of employees.

Training is activity leading to skilled behaviour

Its not what you want in life, but it knows how to reach it. Its not where you want to go, but it knows how to get there. Its not how high you want to rise, but its knowing how to take off

May not be quite the outcome you were aiming for, but it willbe an outcome.

Its not what you dream of doing, but its having the knowledgeto do it.

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

vision.

Its not the goal youset, but its what you

need to achieve it.

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Training and Development in IT/Software

Development Industry

The Indian IT sector is growing at a very fast pace and is expected to earn a

revenue of US $87 billion by 2008. In 2006, it has earned revenue of about US

$ 40 billion with a

growth rate of 30%.

IT sector isexpected to

generate 2.3

million jobs by

2010, according to

NASSCOM

(National

Association ofSoftware and

Service

Companies)

With this rapid expansion of IT sector and coming up of major players and

new technologies like SAP, the need of human resource development has

increased.

According to the recent review by Harvard Business Review, there is a direct

link between training investment of the companies and the market

capitalization. Those companies with higher training investment had higher

market capitalization. It clearly indicates that the companies which have

successfully implemented training programs have been able to deliver

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customer goals with effective results. It shows that good training results in

enhancement of individual performance, which in turn, helps the organization

in achieving its business goals. Training is a tool that can help in gaining

competitive advantage in terms of human resource.

With the growing investment by IT companies in the development of their

employees many companies have now started their own learning centres. As

an example, Sun has its own training department. Accenture has Internet based

tool by the name of My Learning that offers access to its vast learning

resources to its employees. Companies are investing in both the technical

training, which has always been an essential part in IT industry, as well as in

managerial skills development. Companies now kept aside 3-5% of revenue

for training programs. As an example, some of the major players like Tata

Alexi and Accenture are allocating 7% and 3% respectively of the companys

overall revenue.

The specific areas where training is given in IT/Software Development

sector are:

Computer Manufacturing

EDP/ E- Commerce

Designing

Maintenance Service

Operating jobs, Computer operators, Data Entry

System Developing /Programming /Software Engineering

Networking

Application programming

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Concern in Information Technology Training

As an example, New Horizons is establishing partnership with its customers

and delivering quality training. The company regularly conducts surveys of

training needs in Indian job market. On the other side, NIIT has invested in

product development to create product segmentation and is customizing them

to address IT/ITES education arena.

Patch is venturing into colleges, research firms, and universities. Another

opportunity that has been identified by Patch is the field of developing content

and the company is offering these services to third-party clients for

customization.

Research and development in peripheral integration

Product quality control and reliability testing

Enterprise resource planning

Database warehouse management

One of the major concerns for training companies is to create professionals

who are better able to go in for a technology in a specific domain area. Other

than that, there are various issues that are affecting the IT training sector such

as, lack of conviction regarding training, unplanned training approach,

uncertain quality focus, and lengthy decision-making process.

With the coming up of various new technologies, it has become a challengefor the training institutes to offer effective, updated, latest, planned training to

candidates in a shortest-possible time. To increase the market share, most of

the training institutes are now strategizing to launch new product and are

marketing aggressively.

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Essentials in IT Industry

to survive in long term there are some definite essential things such as,

Good infrastructure

Trained trainers

Quality of content

Certification of training course

Effective Training evaluation

Post training support, etc

This must be met by the Indian players.

With the rapid expansion in IT/ITES sector, now there is enough scope of IT

training courses and institutes. IT sector is soon going to face a huge shortfall

of skilled employees, if the growth in the software industry goes by as

expected. According to recent report of NASSCOM (The National Association

of Software and Services Companies) on software industry,

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Emerging Scenario in IT Industry

According to a recent IDC report, India alone spends $216 million, i.e. 21% of

the total spending of IT training in the region, and is expected to be one of the

largest contributors in the coming years. This is largely because India alone

accounts for 60 % of the total Asia-Pacific demand for IT professionals.

Currently, the IT training market is valued at Rs 100 core, and is expected to

reach Rs 500 corer over the next 3 years.

The major factor that is responsible for growth in IT sector is the e-governance

initiatives introduced by central government and various other state

governments.

Now there is a notable shift from long-term course to short-term training

certifications. Due to this, the focus is now on hiring professionals with

expertise in particular domains. The demand has largely for JAVA and .NET

professionals. And on the NETWORKING end, network storage and Linux

demand is taking a toll.

the IT services sector will see a shortfall of 2,35,000 people by 2008. IT

spending in the global business world is expected to grow by 6 to 7 % in the

next 3 years, which will be enough to give boost to the IT training sector.

This huge IT spending is largely because of uptake in IT recruitment.

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SAMSUNG COMPANY PROFILE

CORPORATE PROFILE

A digital leader...a responsible global citizen...Multi-

faceted family of companies...an ethical

business...SAMSUNG is all of these and more.

At Samsung group and Samsung electronics, our products and approach to

business are held to only the highest standards so that we can more effectively

contribute to a better world.

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The Samsung Philosophy

At Samsung, we follow a simple business philosophy: to devote our talent and

technology to creating superior products and services that contribute to a

better global society.

Every day, our people bring this philosophy to

life. Our leaders search for the brightest talent

from around the world, and give them the resources they need to be the best at

what they do. The result is that all of our productsfrom memory chips thathelp businesses store vital knowledge to mobile phones that connect people

across continentshave the power to enrich lives. And thats what making a

better global society all is about.

Our Values

We believe that living by strong values is the key to good business. At

Samsung, a rigorous code of conduct and these core values are at the heart of

every decision we make.

People

Quite simply, a company is its people. At Samsung, were dedicated to giving

our people a wealth of opportunities to reach their full potential.

Excellence

Everything we do at Samsung is driven by an unyielding passion for

excellenceand an unfaltering commitment to develop the best products and

services on the market.

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Change

In todays fast-paced global economy, change is constant and innovation iscritical to a companys survival. As we have done for 70 years, we set our

sights on the future, anticipating market needs and demands so we can steer

our company toward long-term success.

Integrity

Operating in an ethical way is the foundation of our business. Everything we

do is guided by a moral compass that ensures fairness, respect for all

stakeholders and complete transparency.

Co-prosperity

A business cannot be successful unless it creates prosperity and opportunity

for others. Samsung is dedicated to being a socially and environmentally

responsible corporate citizen in every community where we operate around the

globe.

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Vision 2020

As stated in its new motto, Samsung Electronics' vision for the new decade is,

"Inspire the World, Create the Future."

This new vision reflects Samsung Electronics commitment to inspiring its

communities by leveraging Samsung's three key strengths: New

Technology, Innovative Products, and Creative Solutions. -- and to

promoting new value for Samsung's core networks -- Industry, Partners, and

Employees. Through these efforts, Samsung hopes to contribute to a better

world and a richer experience for all. As part of this vision, Samsung has

mapped out a specific plan of reaching $400 billion in revenue and becoming

one of the worlds top five brands by 2020. To this end, Samsung has also

established three strategic approaches in its management: Creativity,

Partnership, and Talent. Samsung is excited about the future. As we build

on our previous accomplishments, we look forward to exploring new

territories, including health, medicine, and biotechnology. Samsung is

committed to being a creative leader in new markets and becoming a truly No.

1 business going forward.

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Samsung profile 2011

At Samsung our gaze is cast forward, beyond the next quarter or the next year,

ahead into areas unknown. By charting a course toward new businesses and

new challenges, we are sowing seeds for future success.

Samsung's History

From its inception as a small export business in Taegu, Korea, Samsung has

grown to become one of the world's leading electronics companies,

specialising in digital appliances and media semi conductors, memory and

system integration. Today Samsung's innovative and top quality product and

processes are world recognised. This timeline capture the major milestone in

Samsung's history, showing how the company expanded its product line and

reach, grew its revenue and market share, and has followed its mission of

making life better for consumer around the world.

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2000-Present Pioneering the Digital Age

The digital age has brought revolutionary changeand opportunityto global

business, and Samsung has responded with advanced techno-logiest,

competitive products, and constant innovation.

At Samsung, we see every challenge as an opportunity and believe we are

perfectly positioned as one of the world's recognized leaders in the digital

technology industry.

Our commitment to being the world's best has won us the No.1 global marketshare for 13 of our products, including semiconductors, TFT-LCDs, monitors

and CDMA mobile phones. Looking forward, we're making historic advances

in research and development of our overall semiconductor line, including flash

memory and non-memory, custom semiconductors, DRAM and SRAM, as

well as producing best-in-class LCDs, mobile phones, digital appliances, and

more.

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Affiliated companies

Samsung is comprised of companies that are setting new standards in a wide

range of businesses, from consumer electronics to petrochemicals, from

advertising to life insurance. They share a commitment to creating innovative,

high quality products that are relied on every day by millions of people and

businesses around the world.

Electronics companies

Samsung Electro-Mechanics Samsung SDI Samsung Corning Precision Materials Samsung SDS Samsung Mobile Display Samsung LED

Machinery and heavy industries

Samsung Heavy Industries Samsung Teach-in

Chemical industries

Samsung Total Petrochemicals Samsung Petrochemicals Samsung Fine Chemicals Samsung BP Chemicals

Finincial services

Samsung Life Insurance Samsung Fire & Marine Insurance Samsung Card

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Samsung Securities Samsung Investment Trust Management Samsung Venture Investment

Other afflicted companies

Samsung C&T Corporation Samsung Engineering Cheil Industries Samsung Everland The Shilla Hotels & Resorts

Cheil Worldwide S1 Corporation Samsung Medical Centre Samsung Economics Research Institute

Afflicted organisation

Samsung Human Resources Development Centre Samsung Lions The Ho-Am Foundation Samsung Foundation of Culture Samsung Welfare Foundation

Comparing for better life

As one of the worlds leading companies, Samsung has a strong corporate

responsibility to the communities we operate in our home country of Korea

and around the world. Our work with animal companionship, assistance and

welfare programmes is one meaningful way we give back to those

communities and one of the only programmes of its kind led by a

multinational corporation.

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Eco-Management Framework

Our sustainable development at Samsung electronics

Integrating corporate management and sustainability development is an issue

of increasing importance in the business world, aimed increasing expectations

for social and environmental responsibility. in response, we have been

improving the process of collecting stakeholders ideas and setting up corporate

wide vision and strategies for sustainable development.

We have designated economic, environmental, and social responsibilities as

the key elements of our sustainable management. We are committed to

continuing to identify our various stakeholders, build positive relationships

with them, and ultimately enhance our value for both the company and the

stakeholders.

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These are our main approaches

Our Businesses

For stylish phones to semiconductors from DRAM to digital TV's, Samsung

encompasses a variety of businesses that harness speed, creativity and

efficiency to invent, develop and market the products that are defining how we

live today. with more than a quarter of Samsung employees engaged in

research and development, each of our businesses is focused on discovering

new technologies, products and services that will open a new world of

possibilities for the people who use them.

Set Business

Through innovative technology, distinctive designs, and a dual focus on

convenience and value, Samsung has remained at the forefront of the digital

revolution we helped launch. We lead the global digital marketplace by

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continually launching new products that not only meet- but also anticipate-

customers' demands.

Our mobile phones, admired by customers around the world, enhance mobile

lifestyles while meeting the diverse needs of the mobile marketplace. We've

led the standardization of next- generation mobile phone technologies such as

Mobile WiMAX and High-Speed Downlink Packet Access (HSDPA) to

solidify our alliances with phone carriers around the world.

The business also comprises personal computers and MP3 players, creating

synergies across platforms. We merge the latest mobile technology with core

computing technology for the PC business, while mobile technologies - alsocombine with our world-leading power efficiency and design to enhance MP3

player capabilities. Our goal is to use our leadership in technological

convergence to guide the industry as it takes mobility to the next level. The

TV business is a key driver in the Samsung Set Business portfolio, along with

the Mobile phone business. The TV business enjoys the top position in the

current market. LED TVs, which have shown explosive growth in the latest

market, is a flagship product within the TV business. LCD TV and Monitors

have also maintained top positions in their respective categories. We seek to

sustain our leadership through constant innovation and development in new

technology such as 3D. A premium brand image has powered Samsung's

growth in the telecommunications category. We lead the global

telecommunication industry with the widest range of mobile phones on the

market today - including 3G and multimedia phones - in addition to

telecommunication systems. Our printer and camera businesses are also

receiving positive responses in the market and we continue to innovate in

technology to increase our competitiveness in these segments. Finally,

Samsungs Set Business also encompasses world-leading, premium home

appliances that are stylishly designed, equipped with convenient digital

features, and environmentally friendly. Our line-up includes refrigerators, air

conditioners, washers, ovens, vacuum cleaners and other appliances that are

indispensable in today's households.

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Key Products

LED TV premium design monitors note pc

SPH M 800instinct

SGH-A867 Eternity SGHA877IMPRESSION HZ15W

HD camcorder Camera Refrigerator

MP3 Player colour laser printer microwave

Component Business

Samsung's Component Business leads the world's memory and LCD markets

in product and technology development. Our component business is divided

into semiconductors and LCD. The Semiconductor business consists of the

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Memory Division which enjoys a global number 1 position, the System LSI

Division, which has experienced huge growth in the market and the Storage

Systems Division. In a fast-paced electronic components industry, marked by

intense competition and market volatility, clearly differentiated products from

each of these divisions have helped spur continued growth.

Samsung's Memory Division designs and manufactures integrated circuits

for storing digital information. It is the market leader in dynamic random

access memory (DRAM), static random access memory (SRAM), NAND

flash memory and Solid State Drives (SSDs). In addition, the Division has

been setting an aggressive pace for developing new memory devices and

multichip packages, as well as pioneering fusion memories and

commercialising nanotechnology.

The System LSI Division designs and manufactures logic and analogy

integrated circuit devices. It is comprised of 3 major areas of business

concentration - mobile solutions, home & media solutions, and ASIC &

foundry services. The Division focuses its efforts in five strategic products

areas - display Driver IC (DDI), CMOS image sensor (CIS), and mobile

Application processor (AP), smart card IC and media player SOC. System LSI

holds the number one market share in DDI, Navigational AP and MP3 SOC.

The Storage Systems Division is a leading producer of high-capacity, high-

performance hard disk drives for notebook and desktop PCs, as well as digital

camcorders, MP4 players and a wide range of other consumer electronics and

mobile devices. Just recently, it introduced a new line-up of ultra-compact,

high-capacity external hard drives. It has made significant advances in hard

disk drive technologies leading to lighter, quieter and more energy-efficient

drives.

Samsung's LCD business produces panels for TVs; digital information

displays (DIDs), notebook PCs and desktop monitors. It is the market leader in

developing next-generation, premium products such as ultra-slim, edge-lit

LED-backlit LCD panels, and is at the forefront of creating new markets with

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advancements in LED-backlit panel design and 240Hz LCD technology. The

Division also is leading the LCD industry in its transition to the 16:9

widescreen aspect ratio, as well as in the introduction of high-value-added

products such as 20-inch and larger slim-panel monitors and super-bright DID

panels.

Key Products

8M-pixel CIS

(CMOS Image Sensor) 800MHz mobile AP Mobile DDI

2 GB DDR3 SDRAM 1 GB one DRAM 256 GBSSD

32 GB NAND SIM CARD

Samsung in India

Samsung India is the hub for Samsung's South West Asia Regional operations.

The South West Asia Headquarters, under the leadership of Mr. J S Shin,

President and CEO, looks after the Samsung business in Nepal, Sri Lanka,

Bangladesh, Maldives and Bhutan besides India. Samsung India which

commenced its operations in India in December 1995 enjoys a sales turnover

of over US$ 1Bn in just a decade of operations in the country.

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Headquartered in New Delhi, Samsung India has widespread network of sales

offices all over the country. The Samsung manufacturing complex housing

manufacturing facilities for Colour Televisions, Mobile phones, Refrigerators

and Washing Machines is located at Noida, near Delhi. Samsung 'Made in

India' products like Colour Televisions, Mobile phones and Refrigerators are

being exported to Middle East, CIS and SAARC countries from its Noida

manufacturing complex. In November 2007, Samsung commenced the

manufacture of Colour televisions and LCD televisions at its stateof-the-art

manufacturing facility at Sriperumbudur, Tamil Nadu. The Company is also

manufacturing fully automatic front loading washing machines at its

Sriperumbudur facility.

Vision

MR.J.S SHIN

PRESIDENT AND CEO.

SAMSUNG SOUTH WEST ASIA HEAD QUARTER

Growing to be the best

Samsung India aims to be the 'Best Company' in India. 'Best Company' in

terms of the internal workplace environment, our manpower, our products as

well as our efforts to make our customers happy through our products and

services. Samsung aims to grow in India by contributing to the Indian

economy and making the lives of our consumers simpler, easier and richer

through our superior quality products.

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"Our aim is to gain technological leadership in the Indian marketplace even as

our goal is to earn the love and respect of more and more of our Indian

consumers."

Upon announcing Vision 2020 last year we strengthened our global

competitiveness which allowed us to post the highest sales and profits and

become an undisputed leader in electronics. Our steady ascent in brand value

has placed us shoulder to shoulder with the most trusted global companies.

This remarkable accomplishment could not have been possible without your

strong interest and support, and for this, I would like to thank you deeply on

behalf of everyone at Samsung. We look forward to many more years of doingour best to serve you as our customers, shareholders, and stakeholders.

2009 was also special for Samsung as it marked the 40th anniversary of the

company's founding, as well as for the announcement of a new vision: "Inspire

the World, Create the Future." Through this vision, Samsung is charging

towards $400 billion in revenue in 2020. Everyone at Samsung is working

hard to realize this goal.

Samsung is dedicated to being a globally respected company and a trusted

corporate citizen-- one that delivers new value through continuous innovation,

and that fulfils its responsibility to the communities and stakeholders that have

enabled it to succeed.

Brand power

From being a virtually unknown entity in the Year 1995, brand Samsung today

enjoys an awareness level of over 65% and a positive opinion of over 80% in

the country today (source: BAS 2007). The introduction of World First, Wow,

leading technology products in the Indian market coupled with the Companys

efforts to customise products for the Indian consumers, have contributed to the

success of the brand in the Indian market.

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Technology Leadership, Product design and innovative marketing have all

contributed to making Samsung a household name in the Indian market. The

Company has carried out over 170 Dream Home Road Shows - a four day

exhibition of its new products and technologies - in the metros and smaller

markets to create consumer awareness.

To display Samsung products in a more lifestyle ambience and to

communicate the product benefits in a more interactive manner, Samsung

India has set up a widespread network of Samsung Digital Plazas all over the

country.

The Samsung Brand shop network complements the over 8500 retail points for

Samsung products located across the length and breadth of the country.

Samsung plans to continue enhancing its penetration levels in the country to

reach out to more and more Indian consumers.

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R & D

The companys thrust on Product Innovation and R&D has given the companya competitive edge in the marketplace. Samsung has two Software

development centres - Samsung India Software Centre (SISC) and Samsung

India Software operations unit (SISO) at Noida and Bangalore respectively.

While the Samsung India Software Centre in developing software solutions in

Samsungs global software requirements for hi-end televisions like Plasma

and LCD TVs and Digital Media Products, SISO is working on major projects

for Samsung Electronics in the area of telecom: wireless terminals and

infrastructure, Networking, SOC (System on Chip) Digital Printing and other

multimedia/digital media as well as application software. In addition to

working on global R&D projects, SISO is also helping Samsung Indias

Mobile business by focusing on product customisation for the Indian market.

Samsung India currently employs around 2000 employees across its R&D

Centres at Noida and Bangalore.

Samsung India is also carrying out Hardware R&D at its Noida R&D Centre.

The focus of the R&D Centre is to customise both Consumer Electronics and

Home Appliance products to better meet the needs of Indian consumers. From

Flat televisions with 'Easy View' technology, Frost free refrigerators with

Stabiliser free operations to Semi automatic washing machines with Silver

Nano technology, the Samsung R&D Centres in India are helping the

company to continuously innovate and introduce products customised for theIndian market.

Every day, more than a quarter of all Samsung employees40,000 people

engage in research and development to discover the next generation of

powerhouse products that will take everyday life beyond the ordinary

beyond imagination.

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R&D at Samsung

Innovation is crucial to Samsung's business. As new technologies are being

constantly introduced to the market, speed is essential for remain-in

competitive in today's digital era, and new markets have to be pioneered

continuously. Through the interplay of creative, imaginative people; a global

R&D network; an organisation that encourages collaboration and cooperation

among business partners all along the supply chain; and a strong commitment

to ongoing investment, Samsung has put R&D at the heart of everything we

do.

People

One of Samsung's strongest assets is our team of talented researchers and

engineers. More than a quarter of all Samsung employees42,000 people

work everyday in research and development, and we expect that number to

surpass 50,000 by 2010. Atand amongour 42 research facilities around

the world, they collaborate on strategic technologies for the future and original

technologies designed to forge new market trends and set new standards for

excellence.

Organisation

Samsung's R&D organization has three layers. The Samsung Advanced

Institute of Technology (SAIT), Samsung's technology competitiveness in

core business areas, identifies growth engines for the future, and oversees the

securing and management of technology. The R&D centres of each business

focus on technology that is expected to deliver the most promising long-term

results. Division product development teams are responsible for

commercialising products scheduled to hit the market within one or two years.

Investment

A critical way that Samsung responds to the highly uncertain business

environment and the increasingly competitive marketplace is through our

commitment to R&D. Each year we invest at least 9% of our sales revenue in

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R&D activities. Samsung is committed to leading technology standardisation

and securing intellectual property rights.

Global R&D Network

Innovation is a global enterprise at Samsung. Our research and development

network spans six Samsung centres in Korea and 18 more in nine other

countries, including the United States, the United Kingdom, Russia, Israel,

India, Japan and China, as well as other research centres and universities.

Closely linked, these centres are tasked with hiring top-notch local talent,

investigating the latest local technology trends, and bringing to life those

technologies that offer the greatest benefits.

GLOBAL PROCUREMENT

As a world leader in digital technology Samsung Electronics is progressing

into a new era in product development,

corporate culture and contributions to the global society.

In order for us to achieve our goals, we understand how important it is to build

relationships and have full support from first class suppliers. Samsung

Electronics is looking for potential world-class partners with innovative and

distinctive technologies

for collaboration & creating new business opportunities.

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Objectives of project

Primary Objectives

To study on the effectiveness of training and development at

SAMSUNG PRIVATE LIMITED COMPANY

Secondary Objectives

To study about employees perception on training program. To study on training and development needs and satisfaction of

employees.

To find best method of training and development. To understand the attitude of top level management towards

implementation of training program.

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TRAINING AND DEVELOPMENT IN

TRAINING AND DEVELOPMENT IN SAMSUNG

COMPNAY

Importance of training and development

TRAINING AND DEVELOPMENT is a subsystem of an organization. It

ensures that randomness is reduced and learning or behavioural change takes

place in structured format.

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.

Modern approach- 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

Optimum Utilization of Human Resources Training andDevelopment helps in optimizing the utilization of human resource that

further helps the employee to achieve the organizational goals as well

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as their individual goals.

Development of Human Resources Training and Developmenthelps to provide an opportunity and broad structure for the

development of human resources technical and behavioural skills in

an organization. It also helps the employees in attaining personal

growth.

Development of skills of employees Training and Developmenthelps 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 theproductivity of the employees that helps the organization further to

achieve its long-term goal.

Team spirit Training and Development helps in inculcating thesense 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 developand improve the organizational health culture and effectiveness. It

helps in creating the learning culture within the organization.

Organization Climate Training and Development helps building thepositive perception and feeling about the organization. The employees

get these feelings from leaders, subordinates, and peers.

Quality Training and Development helps in improving upon thequality of work and work-life.

Healthy work environment Training and Development helps increating the healthy working environment. It helps to build good

employee, relationship so that individual goals aligns with

organizational goal.

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

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

Image Training and Development helps in creating a better corporateimage.

Profitability Training and Development leads to improvedprofitability and more positive attitudes towards profit orientation.

Training and Development aids in organizational development i.e.Organization gets more effective decision making and problem

solving. It helps in understanding and carrying out organisational

policies

Training and Developmenthelps in developing

leadership skills, motivation,

loyalty, better attitudes, and

other aspects that successful

workers and managers

usually display.

Objectives of training and

development

Training objectives are 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 trainingprogram in less time because objectives focus

specifically on needs. It helps in adhering to a plan.

Training objective tell the trainee that what is expected out of him at the end

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of the training program. Training objectives are of great significance from a

number of stakeholder perspectives,

1 Trainer

2. Trainee

3. Designer

4. Evaluator

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 programin 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.

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

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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

adjustment. Also, trainer comes in a position to establish a relationship

between objectives and particular segments of training.

.Therefore, without any guidance, the training may not be designed

appropriately.

EvaluatorIt becomes easy for the training evaluatorto 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.

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 Objectiveshelp employees in achieving their personal goals,

which in turn, enhances the individual contribution to an organization.

Organizational Objectivesassist the organization with its primary

objective by bringing individual effectiveness.

Functional Objectivesmaintain the departments contribution at a level

suitable to the organizations needs.

Societal Objectivesensure that an organization is ethically and socially

responsible to the needs and challenges of the society.

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.

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Benefits of training and development

Benefits of training are intangible and investing in training benefits both,

organization and employees for a long period. Training enhances a worker

level of skills. It provides sense of satisfaction, which is an intrinsic motivator.

Training also provides organization multi skill employees. Training increases

an employer commitment to their job and their organization. Better

understanding of jobs reduces accidents. One of the most important benefits of

training for an organization is that, it provides skills inside the organization

which reduces overall cost of an organization's operations. The major benefits

of training and development programs are that the employees who are trained

need lesser supervision than those who are not.

Training and development are often initiated for an employee or a group of

employees in order to:

Relevantly remain in business. Create a pool of readily available and adequate replacements for

personnel who may leave or move up in the organisation.

Enhance the companys ability to adopt and use advances intechnology because of a sufficiently knowledgeable staff.

Build a more efficient, effective and highly motivated team, whichenhances the companys competitive position and improves employee

morale.

Ensure adequate human resources for expansion into new programs. Pilot or test the operation of a new performance management system

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Training is also initiated:

As part of an overall professional development program When a performance appraisal indicates performance improvement is

needed.

The benefits of training and development to employees and organisations alike

are numerous and include (but are not limited to) the following:

Workers are helped to focus, and priority is placed on empoweringemployees.

Productivity is increased, positively affecting the bottom line. Employee confidence is built, keeping and developing key performers,

enabling team development and contributing to better

team/organisation morale.

Employees are kept current on new job-related information, therebycontributing significantly to better customer service.

Employees are updated on new and enhanced skills, with a view toaligning them to business goals and objectives.

After a downsizing, remaining workers are given the technical andmanagement skills to handle increased workloads.

Companies with business problems are given a fresh or unbiasedprofessional opinion or exploration, evaluation, or critique.

Job satisfaction, employee motivation and morale are increased,reducing employee turnover.

Processes increase in efficiency, resulting in financial gain. Innovation is increased, bringing new strength to strategies, products

and the companys capacity to adopt new technologies and methods.

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Benefits of training are intangible and investing in training benefits both,

organization and employees for a long period. Training enhances a worker

level of skills. It provides sense of satisfaction, which is an intrinsic motivator.

Training also provides organization multi skill employees. Training increases

an employer commitment to their job and their organization. Better

understanding of jobs reduces accidents.

One of the most important benefits of training for an organization is that, it

provides skills inside the organization which reduces overall cost of an

organization's operations. Quality is one of the key features required for

survival of an organization in long term. Total Quality Management (TQM)

and other quality management techniques require staff training as an important

requisite for its successful implementation.

Customer satisfaction increases repeat business, which is a key to success. By

training employees for promoting good customer relations will increase

customer satisfaction and quality of service. Just-in time philosophy is one of

the leading ideas in Japan.JIT emphasize on reduction in waste and waiting

time in production process. Better training will reduce waste and machine

down time. A major portion of quality costs consists of supervision; by

providing proper training this is reduced. Training increases productivity of

employees and processes.

High employee turnover may be a serious threat to an organization existence,

major benefit of training is that it reduces staff turnover and help an

organization to retain its staff. Better training can provide an organization

competitive advantage over others in industry

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TRAINING AND DEVELOPMENT IN SAMSUNG

COMPANY

Samsungs invests heavily on employee training and development which is

core to the companys success. The objective is to secure bright and

innovative team members to lead the digital era.

Samsung Electronics Australia has systematic training programs to cultivate

experts in the areas of sales and marketing. We develop our people to become

leaders at the forefront of technology and innovative business.

Training Operations:

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Leader course is to nurture people ready for global challenge. The training

further provides various programs including SLP course to identify nex

generation business leader; SLP high-level manager course to strategicall

develop globally competitive next generation business leader; Samsung

MBA course to nurture strategic member who can lead the ever-changing

business environment of the new millennium; and Evening graduate course

to horn business skills of Samsung Engineering staffs.

The quality of employees and their development through training and

education are major factors in determining long-term profitability of a small

business. If you hire and keep good employees, it is good policy to invest in

the development of their skills, so they can increase their productivity.

Training often is considered for new employees only. This is a mistake

because ongoing training for current employees helps them adjust to rapidly

changing job requirements.

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Position training

From new recruit to management training specific to each position is delivered

to our trained staffs with the skill set required to given position.

Engineering training

Included in engineering training are engineering basic course, advance course,

specialist seminar. Engineering basic course is design to teach engineering

skills by giving comprehensive and systematic understanding on engineering

including design procurement and construction project management. Advance

course offers in depth on the job education for the required discipline. During

specialist seminars findings from study activities technology information and

application technology by discipline are introduce to communicate and share

new technology.

Job training

Job training newly launch program to systematically develop job capabilities

is structured to nurture knowledge competencies and mid set required for job.

The training aimed at fostering job related skills and expertise is composed of

job basic course, job intensive course, job expert course.

Globalization training

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With an aim to develop foreign language skills and promote smooth

communication at our overseas project the regular in hose program is

comprised of Samsung group language test prep course and practical English

conversation course with curriculum broke down based on the score of

speaking test. Furthermore courses to help you improve business writing,

meeting, presentation, communication, negotiation skills are provided to help

your career. Those who want to take advantage of 5 day workweek and wish

to study during weekend can continuously benefit from the program. You can

continuously take Samsung group collective course to enhance business skills.

IT training

MS excel and PowerPoint course for professional office automation, e-test

preparation course for IT professional certification are upgraded for your

service. Including financial management education and legal matter course,

business general training allows you to acquire basic understanding of

engineering and general business while raising efficiency in operation.

Core talent training

The training is to nurture core talent in the organization. Among the program

regional specialist course is designed to develop global competitiveness while

global biz. Leadership course to nurture people ready from global challenge.

The training further provides various programs including SLP course to

identify next generation business leaders. Samsung MBA course to nurture

strategic members who can lead ever changing business environment of the

new millennium, and evening graduate course to horn business skills of

Samsung engineering staff.

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Purpose of Training and Development

Reasons for emphasizing the growth and development of personnel include

Creating a pool of readily available and adequate replacements forpersonnel who may leave or move up in the organization.

Enhancing the company's ability to adopt and use advances intechnology because of a sufficiently knowledgeable staff.

Building a more efficient, effective and highly motivated team, whichenhances the company's competitive position and improves employee

morale.

Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from

training and developing its workers, including:

Increased productivity. Reduced employee turnover. Increased efficiency resulting in financial gains. Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-

being as they become more valuable to the firm and to society. Generally they

will receive a greater share of the material gains that result from their

increased productivity. These factors give them a sense of satisfaction through

the achievement of personal and company goals.

The Training Process

The model below traces the steps necessary in the training process:

Organizational Objectives

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Needs Assessment Is There a Gap? Training Objectives Select the Trainees Select the Training Methods and Mode Choose a Means of Evaluating Administer Training Evaluate the Training

Your business should have a clearly defined strategy and set of objectives that

direct and drive all the decisions made especially for training decisions. Firms

that plan their training process are more successful than those that do not.

Most business owners want to succeed, but do not engage in training design

that promise to improve their chances of success. Why? The five reasons most

often identified are:

Time- Small businesses managers find that time demands do not allow them

to train employees.

Getting started- Most small business managers have not practiced training

employees. The training process is unfamiliar.

Broad expertise - Managers tend to have broad expertise rather than the

specialized skills needed for training and development activities.

Lack of trust and openness- Many managers prefer to keep information

to themselves. By doing so they keep information from subordinates and

others who could be useful in the training and development process.

Scepticisms as to the value of the training - Some small business

owners believe the future cannot be predicted or controlled and their efforts,

therefore, are best centred on current activities i.e., making money today.

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A well-conceived training program can help your firm succeed. A program

structured with the company's strategy and objectives in mind has a high

probability of improving productivity and other goals that are set in the

training mission.

For any business, formulating a training strategy requires addressing a series

of questions.

Who are your customers? Why do they buy from you? Who are your competitors? How do they serve the market? What

competitive advantages do they enjoy? What parts of the market have

they ignored? What strengths does the company have? What weaknesses? What social trends are emerging that will affect the firm?

The purpose of formulating a training strategy is to answer two relatively

simple but vitally important questions:

(1) What is our business? And

(2) What should our business be? Armed with the answers to these questions

and a clear vision of its mission, strategy and objectives, a company can

identify its training needs.

Identifying Training Needs

Training needs can be assessed by analyzing three major human resource

areas: the organization as a whole, the job characteristics and the needs of theindividuals. This analysis will provide answers to the following questions:

Where is training needed? What specifically must an employee learn in order to be more

productive?

Who needs to be trained?

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Begin by assessing the current status of the company how it does what it does

best and the abilities of your employees to do these tasks. This analysis will

provide some benchmarks against which the effectiveness of a training

program can be evaluated. Your firm should know where it wants to be in five

years from its long-range strategic plan. What you need is a training program

to take your firm from here to there.

Second, consider whether the organization is financially committed to

supporting the training efforts. If not, any attempt to develop a solid training

program will fail.

Next, determine exactly where training is needed. It is foolish to implement acompanywide training effort without concentrating resources where they are

needed most. An internal audit will help point out areas that may benefit from

training. Also, a skills inventory can help determine the skills possessed by the

employees in general. This inventory will help the organization determine

what skills are available now and what skills are needed for future

development.

Also, in today's market-driven economy, you would be remiss not to ask your

customers what they like about your business and what areas they think should

be improved. In summary, the analysis should focus on the total organization

and should tell you

(1) Where training is needed and

(2) Where it will work within the organization.

Once you have determined where training is needed, concentrate on the

content of the program. Analyze the characteristics of the job based on its

description, the written narrative of what the employee actually does. Training

based on job descriptions should go into detail about how the job is performed

on a task-by-task basis. Actually doing the job will enable you to get a better

feel for what is done.

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Individual employees can be evaluated by comparing their current skill levels

or performance to the organization's performance standards or anticipated

needs. Any discrepancies between actual and anticipated skill levels identify a

training need.

Selection of Trainees

Once you have decided what training is necessary and where it is needed, the

next decision is who should be trained? For a small business, this question is

crucial. Training an employee is expensive, especially when he or she leaves

your firm for a better job. Therefore, it is important to carefully select who

will be trained.

Training programs should be designed to consider the ability of the employee

to learn the material and to use it effectively, and to make the most efficient

use of resources possible. It is also important that employees be motivated by

the training experience. Employee failure in the program is not only damaging

to the employee but a waste of money as well. Selecting the right trainees is

important to the success of the program.

Training Goals

The goals of the training program should relate directly to the needs

determined by the assessment process outlined above. Course objectives

should clearly state what behaviour or skill will be changed as a result of the

training and should relate to the mission and strategic plan of the company.

Goals should include milestones to help take the employee from where he or

she is today to where the firm wants him or her in the future. Setting goals

helps to evaluate the training program and also to motivate employees.

Allowing employees to participate in setting goals increases the probability of

success.

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Training Methods

There are two broad types of training available to small businesses: on-the-job

and off-the-job techniques. Individual circumstances and the "who," "what"and "why" of your training program determine which method to use.

On-the-job training is delivered to employees while they perform their

regular jobs. In this way, they do not lose time while they are learning. After a

plan is developed for what should be taught, employees should be informed of

the details. A timetable should be established with periodic evaluations to

inform employees about their progress. On-the-job techniques include

orientations, job instruction training, apprenticeships, internships andassistantships, job rotation and coaching.

Off-the-job techniques include lectures, special study, films, television

conferences or discussions, case studies, role playing, simulation, programmed

instruction and laboratory training. Most of these techniques can be used by

small businesses although, some may be too costly.

Orientations are for new employees. The first several days on the job are

crucial in the success of new employees. This point is illustrated by the fact

that 60 percent of all employees who quit do so in the first ten days.

Orientation training should emphasize the following topics:

The company's history and mission. The key members in the organization.

The key members in the department, and how the department helpsfulfil the mission of the company.

Personnel rules and regulations.

Some companies use verbal presentations while others have written

presentations. Many small businesses convey these topics in one-on-one

orientations. No matter what method is used, it is important that the newcomer

understand his or her new place of employment.

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Lecturespresent training material verbally and are used when the goal is to

present a great deal of material to many people. It is more cost effective to

lecture to a group than to train people individually. Lecturing is one-way

communication and as such may not be the most effective way to train. Also,it is hard to ensure that the entire audience understands a topic on the same

level; by targeting the average attendee you may undertrained some and lose

others. Despite these drawbacks, lecturing is the most cost-effective way of

reaching large audiences.

Role playing and simulation are training techniques that attempt to

bring realistic decision making situations to the trainee. Likely problems and

alternative solutions are presented for discussion. The adage there is no better

trainer than experience is exemplified with this type of training. Experienced

employees can describe real world experiences, and can help in and learn from

developing the solutions to these simulations. This method is cost effective

and is used in marketing and management training.

Audiovisual methods such as television, videotapes and films are the

most effective means of providing real world conditions and situations in a

short time. One advantage is that the presentation is the same no matter how

many times it's played. This is not true with lectures, which can change as the

speaker is changed or can be influenced by outside constraints. The major flaw

with the audiovisual method is that it does not allow for questions and

interactions with the speaker, nor does it allow for changes in the presentation

for different audiences.

Job rotationinvolves moving an employee through a series of jobs so he or

she can get a good feel for the tasks that are associated with different jobs. It is

usually used in training for supervisory positions. The employee learns a little

about everything. This is a good strategy for small businesses because of the

many jobs an employee may be asked to do.

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Apprenticeships develop employees who can do many different tasks.

They usually involve several related groups of skills that allow the apprentice

to practice a particular trade, and they take place over a long period of time in

which the apprentice works for, and with, the senior skilled worker.Apprenticeships are especially appropriate for jobs requiring production skills.

Internships and assistantshipsare usually a combination of classroom

and on-the-job training. They are often used to train prospective managers or

marketing personnel.

Programmed learning, computer-aided instruction and interactive video

all have one thing in common: they allow the trainee to learn at his or her own

pace. Also, they allow material already learned to be bypassed in favour of

material with which a trainee is having difficulty. After the introductory

period, the instructor need not be present, and the trainee can learn as his or

her time allows. These methods sound good, but may be beyond the resources

of some small businesses.

Laboratory trainingis conducted for groups by skilled trainers. It usuallyis conducted at a neutral site and is used by upper- and middle management

trainees to develop a spirit of teamwork and an increased ability to deal with

management and peers. It can be costly and usually is offered by larger small

businesses.

Trainers

Who actually conducts the training depends on the type of training needed and

who will be receiving it. On-the-job training is conducted mostly by

supervisors; off-the-job training, by either in-house personnel or outside

instructors.

In-house training is the daily responsibility of supervisors and employees.

Supervisors are ultimately responsible for the productivity and, therefore, the

training of their subordinates. These supervisors should be taught the

techniques of good training. They must be aware of the knowledge and skills

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necessary to make a productive employee. Trainers should be taught to

establish goals and objectives for their training and to determine how these

objectives can be used to influence the productivity of their departments. They

also must be aware of how adults learn and how best to communicate with

adults. Small businesses need to develop their supervisors' training capabilities

by sending them to courses on training methods. The investment will pay off

in increased productivity.

There are several ways to select training personnel for off-the-job training

programs. Many small businesses use in-house personnel to develop formal

training programs to be delivered to employees off line from their normal

work activities, during company meetings or individually at prearranged

training sessions.

There are many outside training sources, including consultants, technical and

vocational schools, continuing education programs, chambers of commerce

and economic development groups. Selecting an outside source for training

has advantages and disadvantages. The biggest advantage is that these

organizations are well versed in training techniques, which is often not the

case with in-house personnel.

The disadvantage of using outside training specialists is their limited

knowledge of the company's product or service and customer needs. These

trainers have a more general knowledge of customer satisfaction and needs. In

many cases, the outside trainer can develop this knowledge quickly by

immersing himself or herself in the company prior to training the employees.

Another disadvantage of using outside trainers is the relatively high cost

compared to in-house training, although the higher cost may be offset by the

increased effectiveness of the training. Whoever is selected to conduct the

training, either outside or in-house trainers, it is important that the company's

goals and values be carefully explained.

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Training Administration

Having planned the training program properly; you must now administer the

Training to the selected employees. It is important to follow through to make

sure the goals are being met. Questions to consider before training begins

include:

Location. Facilities. Accessibility. Comfort. Equipment. Timing.

Careful attention to these operational details will contribute to the success of

the training program. An effective training program administrator should

follow these steps:

Define the organizational objectives. Determine the needs of the training program. Define training goals. Develop training methods. Decide whom to train. Decide who should do the training. Administer the training. Evaluate the training program.

Following these steps will help an administrator develop an effectivetraining program to ensure that the firm keeps qualified employees who

are productive, happy workers. This will contribute positively to the

bottom line.

Evaluation of Training

Training should be evaluated several times during the process. Determine

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these milestones when you develop the training. Employees should be

evaluated by comparing their newly acquired skills with the skills defined by

the goals of the training program. Any discrepancies should be noted and

adjustments made to the training program to enable it to meet specified goals.

Many training programs fall short of their expectations simply because the

administrator failed to evaluate its progress until it was too late. Timely

evaluation will prevent the training from straying from its goals.

Training Cycle

Stage 1 - Identification of training needs

This initial stage of the training cycle addresses finding out if there is, or

identifying, training need. If a need is identified, it is at this stage that who

needs trained (target audience), in what and how you will know the training

has had the intended impact success criteria of the training should be

identified. This stage will help those who identify training needs to consider

why the training is required and its expected outcome and impact.

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How you will measure if the training has met the original need i.e. brought

about intended change in behaviour, performance.

Stage 2 - Design of training solutions

This stage covers planning, design and development of magistrate training. It

aims to ensure that a systematic and consistent approach is adopted for all

training solutions. Training solutions cover face to face training and open andflexible learning including e-learning.

Stage 3 - Delivery of training solutions

This stage of the training cycle ensures that the delivery of the training is

effective and provides opportunities for the learners to learn. This will involve

choosing the most appropriate format for meeting training needs, and taking

advantage of different training methods.

Stage 4 - Application of training in the court environment

This stage of the training cycle is concerned with ensuring that all learning

outcomes are applied and reinforced in practice within the court environment.

This stage will help those who monitor the development of individual learners

and review their progress.

Stage 5 - Evaluation of training solutions

This stage of the training cycle deals with the collection, analysis and

presentation of information to establish the improvement in performance that

results from this.This stage will help those who evaluate learning programmes,

or who respond to developments in learning, or plan and introduce

improvements in learning interventions.

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Research Methodology

Research is common parlance refer to the search for knowledge. It can be alsodefined as a systematic and scientific search for pertinent information on

specific topic; In fact search is a part of scientific investigation. In simple

terms research means "a careful investigation or enquiry through search for

new facts in any branch ofknowledge

LOGICAL FLOW OF RESARCH IS AS FOLLOW

Identification of problem

Research objective

Source of data

Data collection

Sample

Sample size

Data interpretation

Data analysis

Finding and observation

Conclusion

Recommendation

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Research design

Research design can be thought of the structure of research. It is a glue that

holds all the elements in a research project together. Research design is a vital

part of the research study. It is a logical and systematic planning and directing

of piece of research. It is a master plan and blue print of entire study.

Sources of data

Primary data

Internal data about working of HR department from gathered fromorganisation.

Interview Observation Sufficient data collected through feedback forms from employees

[Questionnaires]

Secondary data

Magazines, journal, brochures, books Website of company [www.samsung.com] Earlier research on similar topic

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Samples

We always have to work with a sample of subject rather than the full

population. But people are interested in population, not the sample. To

generalise from the sample to the population, the sample has to be

representative of the population. The safety way to ensure that the

representative is to use a random selectionprocedure.

Method of sampling used

"Random selection process"

In the random selection method, all items have some chance of selection that

can be calculated. Random sampling technique ensures that bias is not

introduced regarding who is not included in survey.

Sampling size

The sampling size is taken in 20 employees from the Human resource

department in Samsung company private limited, Nagpur.

Data collection

Survey questionnaires: Behaviour, belief and observation of specific groups

are identified, reported and interpreted.

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Development of Hypothesis

Hypothesis is usually considered as the principle instrument. Its main functionis to suggest new experiment and observation. In fact many experiments are

carried out with the deliberate object of testing HYPOTHESIS. In general it is

taken as a proposal to accept something as true. It may prove to be correct or

incorrect. So after defining the objective and having good literature survey.

I set the hypothesis for my research project as

The training and development program adopted by Samsung Company helps

to improve employee's performance and simultaneously fulfil organisation

objectives.

Training and development activities conducted by Samsung Company are

effective and the employees are better performers after the training is

imparted.

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Data interpretation and data analysis

1. Your organisations consider training as a part of organisational strategy. do

you agree with this statement?

No. of

employees

Strongly

agree

Agree Disagree Somewhat

agree

20 08 10 01 01

According to above data, from 100% employees

49% employees considers training as a part of firm's strategy

40% employees strongly agree with the statement

5% employees disagree with the statement

6% employees somewhat agree with the statement

2. To whom the training is given more?

40%

49%

5%6%

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

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No. of

employees

New staff Junior staff Senior staff Based on

requirement

20 08 02 08 02

According to above data out of 100% employees

42% employees are new staffs is given training

42% employees are senior staff are given training

10% employees are junior staff are given training

6% employees are given training based on requirement.

3. What are the barriers of training and development in your firm?

42%

10%

42%

6%

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

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No. of

employees

time Lack of

interest

money Non

availability of

skilled trainer

20 07 08 03 02

According to above data 100% of employees

36% employees consider time as a barrier in the training

42% employees consider lack of interest as barrier

16% employees consider money as barrier

6% employees consider non availability of skilled trainer as barrier

4. What mod