shovit singh

VARDHMAN

TEXTILE LIMITED

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HR PROJECT ON EFFECTIVENESS OF TRAINING

in

MAHAVIR SPINNING MILLS(SEWING THREAD UNIT – 1)(A unit of Vardhman Textiles Limited)

COPORATE GUIDE : Mr. M.S.Boora FACULTY GUIDE : Mrs.Himanshi Tiwari

Submitted By:GUNJAN MAHAJANRoll No. 032PGDBM (2006-08)

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TABLE OF CONTENTS

PARTICULARS PAGE NO.

ACKNOWLEDGEMENT 04

EVECUTIVE SUMMARY 05

CORPORATE HISTORY 07

CORPORATE PROFILE 09

CORPORATE ALLAINCES 19

OBJECTIVES 21

RECUITMENT AND SELECTION 26

TRAINING PROCEDURE 36

ANALYSIS 55

RECOMMENDATION 69

ANNEXURE 76

BIBLIOGRAPHY 78

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TRAINING AND DEVELOPMENT ACTIVITIESin

MAHAVIR SPINNING MILLS

“When you give yourself, you receive more than you give.”

ACKNOWLEDGEMENT

First of all I would like to express my heartful gratitude and thanks to Mr Rajinder Mahajan (MD, Mahajan Engeering Works ) and Mr Sanjeev Mohan (CA ,S.C Vasudeva and Company ) for referring me to do my industrial training.

A research project is not prepared merely by the singular efforts of the person to whom the project is assigned, but it also requires the help and guidance of some others who help and co-operate directly or indirectly in completing the task successfully.In this regard , I would first of all like to thank MR SUSHIL JHAM for providing me with the opportunity to do my project training in such a prestigious organization ( Vardhman Textile Limited ).

I would like to give my special thanks to Mr Boora (AVP MSML) project guide for assigning me such an interesting and worthwhile research project and for helping me throughout the project with his constant guidance and support .I would also like to thank departmental guides for his continuous support and advice for the successful completion of the project .

I would also like to thank Mr. S.S KANWAR (Manager IR ), Mr. Narender (Officer IR ), Mr. Manvirder Singh (officer IR ),Miss Damanpreet (Ladies Welfare officer), Mrs. Nishu Bala (jobber) along with Mr. Ramsagar Yadav (jobber) for providing me information regarding the industrial relations department and the operations of the business .

My acknowledgement would be incomplete without expressing my sincere thanks to Mr M.S BOORA for giving me the permission for doing the project on such a sensitive topic .Last but not the least I would like to thank all supervisors and employees who actively helped me in every respect by providing relevant data and information pertaining to the successful completion of my project.

Dated GUNJAN MAHAJAN

BIMTECH

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EXECUTIVE SUMMARY

This project focuses on checking the effectiveness of various training practices taken up in VTL

Various techniques have been proposed at different points of time for evaluating training process of companies.

The Technical background of Training Need Assessment as a recommendation has been discussed in detail.

The study has been conducted among various trainee levels listing their training experiences as a prerequisite. The training process, along with the advantages and disadvantages and recommendations are given for the same.

Findings have been stated in terms of

Training Effectiveness Analysis Inter-Departmental & Company specific

Finally after analysis of the results of the study, recommendations have been given for making the training process of the company more effective .

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CORPORATEHISTORY

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The industrial city of Ludhiana, located in the fertile Malwa region of

Central Punjab known as the "Manchester of India". Within the precincts of

this city is located the Corporate headquarters of the Vardhman Group, a

household name in Northern India. The Vardhman Group, born in 1965,

under the entrepreneurship of Late Lala Rattan Chand Oswal has today

blossomed into one of the largest Textile Business houses in India. At its

inception, Vardhman had an installed capacity of 14,000 spindles, today; its

capacity has increased multifold to over 5.5 lacs spindles. In 1982 the Group

entered the sewing thread market in the country which was a forward

integration of the business. Today Vardhman Threads is the second largest

producer of sewing thread in India. In 1990, it undertook yet another

diversification - this time into the weaving business. The grey fabric

weaving unit at Baddi (HP), commissioned in 1990 with a capacity of

20,000 meters per day, has already made its mark as a quality producer of

Grey poplin, sheeting, shirting in the domestic as well as foreign market.

This was followed by entry into fabric processing by setting up Auro

Textiles at Baddi, which currently has a processing capacity of 1 lacs

meters/day.In the year 1999 the Group has added yet another feather to its

cap with the setting up of Vardhman Acrylics Ltd., Bharuch (Gujarat) which

is a joint venture in Acrylic Fibre production undertaken with Marubeni and

Exlan of Japan. The company also has a strong presence in the markets of

Japan, Hong Kong, Korea, UK and EU in addition to the domestic market.

Adherence to systems and a true dedication to quality has resulted in

obtaining the coveted ISO 9002/ ISO 14002 quality award which is the first

in Textile industry in India and yet another laurel to its credit .

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CORPORATEPROFILE

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AN OVERVIEW

As a textile organization, we strive to create superior value for our customers.

Vardhman is a major integrated textile producer in India. The Group was

setup in 1965 at Ludhiana, Northern India. Since then, the Group has

expanded manifold and is today, perhaps, the largest textile conglomerate in

India. The Group recorded a turnover of Rs.2210 crores (about US$ 500

million) in FY 2005-06. The Group portfolio includes manufacturing and

marketing of

Yarns

Yarn Manufacturing is the major activity of the group accounting for 65

percent of the group turnover. Vardhman is virtually a supermarket of yarns,

producing the widest range of cotton, synthetics and blended, Grey and

Dyed yarns and Hand Knitting Yarns, in which Vardhman is the market

leader in India. The group has nine production plants with a total capacity of

over 5.5 lacs spindles, spread all over the country. In many of the yarn

market segments, Vardhman holds the largest market share. Vardhman is

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also the largest exporters of yarn from India, exporting yarns worth more

than USD 90 million.

Sewing Thread

Vardhman is the second largest producer of sewing thread in the country.

The sewing thread manufacturing capacity is being expanded from present

17 tons per day to 22 tons per day in its sewing thread plants located at

Hoshiarpur, Baddi and Ludhiana. Sewing threads contributes 12 percent of

the group turnover.

Fabrics

The group has created state-of-the-art fabric weaving and processing

facilities in its plant at Baddi, Northern India. The group has installed 208

shuttle less looms and a fabric processing capacity of 30 million meters per

annum in collaboration of Tokai Senko of Japan. Fabrics business

contributes 8 percent to the group turnover.

Fibre

The group has recently set up an Acrylic Staple Fibre plant at Bharuch in

Gujarat in collaboration with Marubeni and Japan Exlan of Japan. The plant

has annual capacity of 18000 tons per annum. Fibre contributes 8 percent to

the total turnover of the group

Steel

The Group is also present in upper-end of the steel industry. The group has

manufacturing capacity of 100000 tons of special and alloy steel. The group

supplies its steel products to some of the most stringent quality steel buyers

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like Maruti and Telco. It contributes 6 percent to the total turnover of the

group .

The Vardhman Group became India's first textile company to be awarded

ICO9002/ ISO 14002 Certification. It is the largest producer and exporter of

yarns and Grey woven fabrics from India. Vardhman is also the largest

producer of tyercord yarns and the second largest producer of sewing threads

in India. The Vardhman Group vision of excellence is matched by a

dedication and sincerity to be the best and excel in every industry it has a

presence.

VARDHMAN TEXTILE LIMITED(An SBU of Vardhaman Group

Formally known as Mahavir Spinning Mills Ltd)

Year of establishment 1976

Location Situated on Phagwara Road, Hosirapur

Commercial Production Started in May 1976 with

25000 Spindles capacity.

Varieties Tora, Hammer poly ,super seam , Rangoli, Magical, Panda

Consumer products Tailoring ,Eyebrow –threading ,Handicraft, Kite- Flying

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SPINNING BUSINESS

THREADS

In India, Vardhman is synonymous with threads. Not just threads for clothes,

but for furnishings, wallets, hand bags, suitcases, shoes, car upholstery,

tents, industrial applications and even kite-flying.

In each case, users' demands differ. Designers expect strength in some

threads, strength and finish in another, the qualities of fusion in a third. A

leather craftsman expects a completely different combination of attributes.

An automobile manufacturer spells out another set of specifications. So does

the little boy on the rooftop, the kite flyer.

Reputed manufacturers and buying houses prefer Vardhman because of its

unswerving commitment to quality and service. The company fulfils IS/ISO

9001:2000 requirements and the products manufactured are azo free. They

meet Oeko-Tex Standard 100 under stringent environmental norms. Sheer

technical competence and service makes Vardhman India's one and only flag

bearer in threads.

Besides, Vardhman covers vast ground: cotton, polyester, core spun

(polyester cotton/ polyester polyester), trilobal embroidery thread, bonded

nylon and lubricated nylon thread including specialized threads like button

fusing, bead fusing and anti wicking, button shanking, indigo dyed and so

on. This enormous collection from Vardhman has a single purpose .

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QUALITY AND ISO 9002 CERTIFIED:

Quality is the key word with the management and to ensure it .Rapid

modernization and computerization have been its tools .The unit is one of

the few Textiles Units ,which have been granted ISO 9002 certified .

Vardhman Yarns Satlapur, MP

VMT Baddi, HP

Mandideep, MP Baddi, HP

Anant Spinning Mandideep, MP

Auro Dyeing Baddi, HP

Gas Mercerised Yarn Business Hoshiarpur, Punjab

Arisht Spinning Baddi, HP

Arihant SpinningMalerkotla, Punjab

Auro Spinning Baddi, HP

Vardhman Spinning & General Mills Ludhiana, Punjab

Fabric Business

Auro Weaving Baddi, HP

MSML Textiles Division Baddi, HP

Auro Textiles Baddi, HP

Vardhman Fabrics Budhni, MP

Sewing Thread Business (ST)

ST-IHoshiarpur, Punjab

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ST-II Ludhiana, Punjab

ST-III Perundurai, TN

Vardhman Threads Limited Baddi, HP

Vardhman Special Steels (S) Ludhiana, Punjab

Vardhman Acrylics Limited (F) Bharuch, Gujarat

CAPABILITIES

Vardhman has one of the largest spinning capacities in India with a

spindlage of more than 500,000. Vardhman Threads has emerged as second

largest sewing thread brand in the country. In fabrics, the Group has already

made its mark as a quality producer of grey poplin /shirting / suiting in the

home market and has entered the highly competitive export market within

this short span, now exporting large volume of its production. Vardhman

established a modern fabric process house in 1999 with a capacity of 30

million meters per annum. This capacity has been expanded to 42 million

meters per annum in FY 2005-06. Set up in technical collaboration with

Marubeni and Japan Exlan of Japan, the acrylic fibre plant has an annual

capacity of 16500 metric tonnes annum. The steel mill has been modernised

and expanded to a capacity of 100000 metric tonnes per annum.

MARKET

Largest Spinning capacity in India - over half a million spindles .

Largest producer of Cotton, Synthetics and Blended yarns in the

country.

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Largest Dyeing Capacity of Fibre and Yarn.

Largest producer of Cotton, Synthetics and Blended yarns in the

country.

Market Leader in Hand Knitting Yarns in India.

Largest range of Textile products.

Second largest producer of Sewing Thread in the country.

Collaborations with specialist worldwide.

ERP (Enterprise Resource Planning) enabled solutions for online

order tracking .

GLOBALIZATION

Vardhman ventured in to the global market in 1986 with an export

value of one core to reach an outstanding 440crores(92 million Dollors) in

2002.

Vardhman, today, exports 40% of its yarn production to more than 25

countries and has a strong presence in markets like the EEC, USA, Canada,

China, Japan, Korea, Mexico, Brazil and Mauritius, Middle East. Vardhman

has a share of more than 6% in total Yarn exports from India.

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MISSION

Vardhman aims to be world-class textile organization producing diverse

range of products for the global textile market. Vardhman seeks to achieve

customer delight through excellence in manufacturing and customer service

based on creative combination of state-of-the-art technology and human

resources. Vardhman is committed to be responsible corporate citizen.

PHILOSOPHY

Faith in bright future of Indian textiles and hence continued expansion

in areas "which we know best".

Total customer focus in all operational areas.

Products to be of best available quality for premium market segments

through TQM and zero defect implementation all functional areas.

Global orientation targeting - at least 20% production for exports.

Integrated diversification/product range expansion.

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World-class manufacturing facilities with most modern R&D and

process technology.

Faith in individual potential and respect for human values.

Encouraging innovation for constant improvements to achieve

excellence in all functional areas.

Accepting change as a way of life.

Appreciating our role as a responsible corporate citizen.

Strength of the VTL Management: -

Greatest strength of VLT is trust-worthy environment provided by the management to its employees creating loyalty and sense of commitment towards the organization .

A proper communication channel between employees & employers as well as between employers & employers.

A healthy coordination among various departments of the company.

Willingness to learn more & more. A great interest in the various kind of training program. It has an open and entrepreneurial environment. Proper handling of the processes regarding the ESIC & PF

returns. Absence of labor union and its politics.

Weaknesses of the AMS Management: -

A large rate of hiring.

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A little sophisticated production areas. Disordered medical facilities for the employees. Cleanliness regarding canteen’s kitchen area . Infrastructure should be developed more.

CORPORATEALLIANCES

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Vardhman’s International Alliances

Fabric Dyeing & FinishingTokai Senko, Japan

Fiber & Yarn DyeingNihon Sanmo Dyeing Co. Ltd., Japan

Gassed Mercerized YarnsKiyung Bang South Korea

Cotton YarnToho Rayon, Japan

Sewing ThreadAmerican & Efird Inc., USA

Acrylic FibreMarubani Corp, and Japan Exlan of Japan

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OBJECTIVES

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OBJECTIVES OF THE STUDY

An analysis of Training process inVardhman Textile Limited

The strategic intent of the project was to do of Training Processes of

New Recuitees in Vardhman Textile Limited , where the purpose was to

focus on the reasons for checking the effectiveness of the Training Process

and giving suitable recommendations for the increase in efficiency of the

system .

The main objectives identified were :-

To Understand the present training process and its strategic framework

and policies .

To interview and discuss the area of focus with trainees and other

employees regarding the training process.

To find the various reasons for its pitfalls.

Take effective control measures for its increase in efficiency.

For the Partial fulfillment of the requirements for the award of the post

graduate degree in Management .

To Share and utilize the knowledge gathered from this project wherever

and whenever required .

When mapped into a pictorial representation, the objectives

translated into the following framework

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Identify Training Needs

Plan and Design

Training

Deliver Training

Evaluate Training

Outcomes

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RESEARCH METHODOLOGY

The Concept -

The term ‘Research Methodology’ indicates an exhaustive and searching

investigating into some accepted principles and conclusions, so as to bring

into light some new and novel facts .The first step towards any research is to

identify the problem and look at it objectively. One problem to be studied is

decided , the steps to be finalized as follows:-

The Sample is to be surveyed as to get the reliable result.

Methods to be used for collecting required information.

Interpretation of data to get the required result through an

analysis.

Provide the necessary recommendations and suggestions.

The methodology is based on the extensive experience in qualitative and

quantitative interview methods with both workers and training jobbers.The

Study solicits and examines Training Process and offers insight into the

ethical and business perspective of the issue through a survey for its

analysis. The study relied on interviews and the survey to gather a broad

range of information regarding the different training processes prevailing in

the organization .The Study emphasizes on both trainee-1 and trainee-2 and

senior trainees at Vardhman Textile Limited At Hoshiapur Plant employees .

Interviews were conducted and the Questionnaires were filled with

convenience from the packaging departments and tube-winding department.

Onsite interviews were also conducted at random for further clear picture

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prevailing in the organization. The aggregate result of the interviews

presents a clear picture of the Training System in the Organization.

Scope of the Study-

The Scope of the Project is to find out the loopholes in the Current Training

Processes and recommend ways to make it more efficient and proper in

nature

Tools of Data Collection –

Methods refer to the designing of evaluation instrument .Evaluation

instrument is the data collection device administered at the appropriate stage

of any analysis .

To get the data quite a few methods can be used like –

Questionnaires

Personal Interviews and Discussions

Records of the Organization

Internet

I have used all the four above tools to get along with project, but the main

emphasis is given to the responses collected through questionnaires,

personal interviews and discussions. All the departments were helpful and

coordinated well with providing the required data and information about the

organization .

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RECRUITMENT AND SELECTION

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HR PHILOSOPHY

(“There is no joy except in human relationships”)

Across the boundaries of time and space, the best transmission and

perseverance of culture, values and philosophy is only through the

hearts of people.

Employees in Vardhman are its most valuable resource and

development of business and of employees must go hand in hand.

Every employee is special and unique in his own field and has infinite

potential to make contribution to the organisation.

Merit is the most important criteria for recruitment and reward.

Creativity and innovation in technology and management through our

people is our competitive edge.

HR processes facilitate consistent improvement in performance,

productivity and effectiveness through mutually agreed stretched

targets.

Continuously strive to improve quality of work-life for total job

satisfaction and social harmony for the employees.

HR prepares people to accept and adapt to change and learning as a

way of life.

HR promotes high standards of discipline at the workplace and

compliance with the laws of the land.

Prepares youth for executive role in business as a major social

responsibility

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ORGANISATION CHART

VICE PRESIDENT (PERS., IR, HRD)

ASSISTANT VICE PRESIDENT (PERS., IR, HRD)

MANAGER (PERS & TRG)

OFFICERS (PERS & HRD)/ASTT. OFFICERS (TRG)

TRAINING JOBBERS

(HRD TRG.) : QUALITY PROCEDURE FOR TRAINING

RECRUITMENT PROCEDURE

(A) PURPOSE:

In order to select the right candidate for the right job, due consideration is

given to merit for recruitment of suitable and medically fit candidate.

Organizational objectives, both long and short terms are also taken into

consideration while making recruitment decisions. The existing employees

are also encouraged to recommend candidates for employment which helps

in maintaining goodwill amongst the employees.

(B) PROCEDURE AND RESPONSIBILITY:

a) Preliminary interview - Asst. Labour Officer/Labour Officer

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b) Selection Test - Asst. Labour Officer/Labours Officer/Training Officer

c)Final Interview and placement-concerned H.O.D /Dy. Manager

d)Documentation - Recruitment Clerk.

e) Signing of recruitment documents - V.P(PERS.IIR & HRD) Factory

Manager/Manager (IR & HRD)

(C) PRELIMINARY INTERVIEW:

(a) Prospective candidates are screened and preliminary interview is taken

by the labour officer to know about the candidate's

age

education

family background and

physical appearance

to ascertain the suitability of the candidate and the suitable candidates are

recommend for selection tests.

b) The selection tests are conducted at HRD centre.

(D) SELECTION TESTS:

The following tests have been developed for potential candidates of different

categories to examine their suitability as regards physical ability, aptitude,

finger dexterity etc;

i) TEST OF VISION:

The test of vision has great importance. The vision is actually a

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complex ability consisting of many different types of visual, skills. Thus, we

can distinguish between the ability to see things close to us (close acuity).

People also differ in their ability to perceive relative distances. For this

purpose, the candidate shall be required to read the contents of the vision

apparatus.

(ii) MEASUREMENT OF HEIGHT:

The height of the candidate is measured on the height scale.

(iii) MEASUREMENT OF WEIGHT:

The weight of the candidate is taken on the weighing scale.

(iv) COLOUR IDENTIFICATION TEST:

PURPOSE: To ascertain the ability of the candidate to name and

differentiate various colours.

METHOD: For this purpose, eight bobbins of various colours are fitted on

the wooden board. The board is placed on a table and the candidate) is asked

to name the colour of the bobbin one by one.

(V) COLOUR BLINDNESS TEST :

PURPOSE: To ascertain the extent of colour blindness of the candidate as

colour deficient persons cannot differentiate certain groups of colours.

METHOD: Colour blindness test is conducted on the basis of a book named

ISHIHARA'S TEST FOR COLOUR BLINDNESS. Test is of two types.

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A) The candidate has to recognize five coloured numerical made in a

coloured circle.

B) The candidate has to recognize five specific coloured lines made in a

coloured circle.

ELIGIBILITY:

For qualifying for this test, the candidate has to identify five numerical and

five colours.

(vi) GRIP STRENGTH TEST:

PURPOSE: To measure the strength of grip of the candidate.

METHOD: This test is conducted with the help of an instrument named

"HAND DYNAMOMETER". A scale numbering 0 to 25 Kg for measuring

the strength of the grip is displayed on the head of the instrument. The

indicator of the scale is attached with the liver. The candidate shall have to

pull the lever down ward single-handedly. From the scale, the grip strength

is measured in kilograms. The dynamometer is useful in determining the

degree of handedness and rate of fatigue.

ELIGIBILITY:

For Male Candidates: 20 Kg. and Above. 15 Kg. and above.

For Female Candidate: 15KG and Above

(vii) MOTOR COORDINATION TEST:

PURPOSE:

To measure the candidate's ability to repeat the process.

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METHOD:

Candidate is given a prescribed form on which he shall have to make any

capital letter of English alphabet at least 60 times.

1. FINAL INTERVIEW:

In the final interview, the information pertaining to the social, geographical

and family -background, domestic life and way of thinking of the candidates

is again checked and ascertained by asking questions. Thereafter, based on

educational qualification, physique, aptitude etc the trainee is given a

specific department where vacancies exist or are likely to exist.

The final authority for signing the recruitment document rests with V. P.

(PERS., IR & HRD)/Factory Manager/Manager (IR&HRD).

(F) MEDICAL CHECKUP:

The selected candidates are referred to the ESI for medical checkup to

ensure their medical fitness for the work.

(G) FILLING OF SECURITY FORM:

The worker trainee fills this form by depositing a total of Rs. 300 as a

security of which

At first they gave Rs. 100/- as cash.

The remaining Rs. 200/- in two months which is deducted from their

wages.

This amount of Rs. 300 is fully refundable and is refunded at the end of the

training period when the trainee becomes the worker.

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(H) DOCUMENTATION:

The candidates who qualify the test are selected and referred to the recruit-

ment section for the following documents:

(a) Security Deposit of Rs. 75/- which is refundable after one and a half

year's service.

(b)Filling of prescribed application form.

(c) ESI Declaration form.

(d) Issue of Identity Card.

(e) Entry in register of adult workers.

Certain other forms includes

i) Recruitment Step

ii) Appointment Letter

iii) D-Form (will of the worker is taken of payment of his dues in case of the

death of the worker.)

iv) Shapath Patra

v) Contract (Terms and Conditions)

vi) E.S.I (specimen of medical capability, Fitness Certificate)

DIRECT RECRUITMENT OF SKILLED/SEMI SKILLED

WORKERS:

The skilled/semi skilled workers who left this organization due to

their domestic or other reasons are considered for reappointment when they

approach. The skilled/semi skilled worker’s of the other org also considered

for direct recruitment. The Labor Officer/Asstt. Labour Officer screens all

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such candidates and the candidates are directed to respective department

incharge forgetting consent for keeping them on trail. On the

recommendations of the department incharge, the candidates are recruited

"on trial" for an initial period of 15 days. The candidates who furnish their

bio-data form are issued a trial card and an identity card. Those who

complete the trial period successfully and after obtaining the recom-

mendation from their respective department in charges are offered regular

employment and the services of those who could not complete the trial

period successfully are dispensed with.

RECUITMENT THROUGH WORD OF MOUTH OR REFERALS;

The existing employees are also encouraged to recommend candidates

for employment which helps in maintaining goodwill amongst the

employees.

RECRUITMENT THROUGH EMPLOYMENT EXCHANGE:

District Employment Exchange is initiated from time-to-time in form

no. EMT in accordance with the Employment Exchange (Compulsory

Notifications of vacancies Act, 1959) regarding arising of the vacancies on

the receipt of the information from the District Employment Exchange, the

recruit process as mentioned above is followed.

If the district employment exchange is unable to sponsor candidates

than it issues" No Objection Certificate" for direct recruitment.

At last, after completing all the formalities of recruitment, the trainee

workers are to be taken in HRD department for training the worker.

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NOTE:

One identification card and one attendance card is given to each worker.

This card should be with them always. When they are on training, their

trainee jobbers take attendance card and after completing their one-day

work, the cards are given to them. Hence, this is the process of recruitment

and selection at Vardhman Textile Limited , Hoshiarpur.

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TRAININGMETHODS

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INTRODUCTION Training is a learning experience, which seeks relatively permanent change

in an individual that will improve his or her ability to perform on the job .It,

can involve the changing of skills, knowledge, attitude or social behaviour

towards the work, supervisors, superiors and peer group. As we know, there

are many factors concerned with the success of the company but the most

important factor in every organisation is human resource.

Every organisation needs to have well trained and experienced people to

perform various organisational activities .The effectiveness of career

planning in an organisation system will largely depend upon the extent to

which training and development are made available to the employees to

enable them to realize their growth potential and

to make contributions towards achievement of organisational objective.

Training and development are the main mechanism through which

individual’s goals and aspirations can be integrated with organisational goals

and requirement .Such an integration can be achieved only when training

and development efforts are linked with org’s requirements and are carried

out in a systematic manner .

NECESSITY FOR TRAINING:

The essentiality of training in the technological age has been stated by H.R.

Mills as follows:

“ Training is not an expensive luxury and reward for the more able and hard-

working employee; it is in technological age, essential for proper

development of industry at all levels ,and is an indispensable factor in the

economies of the industry .It has long ceased to be regarded as a kind of

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welfare .It also need no longer to be long-term investment for which

efficient and effective training program ,the dividends can appear in a matter

of months.Training is now essentially a responsibility and function of

management. ”

A.INCREASED PRODUCTIVITY

Instruction can help the employees increase their level of performance on

their present assignment .Increased human performance often directly leads

to increased operational productivity and increased bottom line.

B.IMPROVED QUALITY

Better informed workers are less likely to make operational mistakes .quality

increases may be relationship to a company product or service or in

reference to intangible organisational employment atmosphere.

C.HELPS COMPANY FULFILL ITS FUTURE ORGANISATIONAL

NEEDS;

Organisations have good internal educational programmes which will have

to make less drastic manpower changes and adjustments in the event of

sudden personnel alterations .So when the need arises ,org vacancies can be

more easily be staffed from internal sources if a company initiates and

maintaines an adequate instructional programme for both its non-mangerial

and managerial staff .

D.IMPROVED ORGANISATIONAL CLIMATE

An endless chain of positive reactions results from a well planned training

programme .Production and product quality may improve along with

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increasing the financial incentives reducing supervision and increasing the

morale of the employees but one o fthe most important is increasing the

current state of an organisation’s educational endeavour .

E.IMPROVED PERSONNEL GROWTH ;

Along with achieving all the organizations objectives the biggest objective it

achieves is the personal growth of the individual .The development

programme by the company helps widening the awareness ,an enlarged skill

and enlightened altruistic philosophy and make enhanced personal growth

possible .

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TRAINING PROCESS

Training programmes are costly affair, and time consuming processes,

therefore they need to be drafted very carefully .Usually in the

organisation of training programme the following steps are considered

necessary:

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Discovering or identifying the training needs

Getting ready for the job

Presentation of the learner

Presentation of the operations and knowledge

Performance try-out

Follow-up and evaluation of the programme

TRAINING TECHNIQUES & METHOD.

Training techniques & Methods are multifaceted in scope& dimensions and

each is suitable for particular situation. The best technique for one situation

may not be different groups or tasks. Care is taken in adapting the technique

& method to the learner & the job. One the basis of employee’s assignation

& their efficiency, training programs are decided for those at various levels.

PURPOSE:

In order to select the right candidate for the right job, due consideration is

given to merit for recruitment of suitable and medically fit candidate.

Organizational objectives, both long and short terms are taken into

consideration while making recruitment decisions. Due care is also taken to

ensure that no undesirable element joins the organization.

ON THE JOB TRAINING

In VTL , ever employee from clerical level up to presence ship gat some on

the job training when he joins it. It is the most common the most widely

used, accept& most necessary method of training employees in the skills

essential or acceptable for job performance. The various methods of on the

job training are as follows:

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IN SPECIFIC JOB

The most common or formal on the training programme is training for a

specific job. VTL imparts it to improve the performance of an employee for

doing a specific job. In VTL, workers are given knowledge about the

different type of machines and are told to utilize those more effectively to

get maximum output.

In addition, clerical staff is imparted training so that they may perform the

business activities in a proper way. It also includes training for superiors to

improve performance so that they may understand human behavior more

effectively & quickly & may learn about different ways to tackle them.

Following are different way for on the job training for a specific job.

A) EXPERIENCE

This is one of the oldest method in the job training. Learning by experience

cannot be eliminated as a method of development. Thought as a sole

approach, it is very time consuming, costlier & less efficient method of

training.

Still it has its role in VTL, it is followed by other training method to make it

meaningful.

(B) COACHING

On the job, coaching by a superior is an important & potentially effective

approach if superior is properly trained & oriented. The technique involves

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direct personal instruction & guidance usually with extensive & continuous

critical evaluation. The advantage is increased motivation of the trainee &

minimization of the problem of transfer from theory to practice. The only

danger in this method lies in possible neglect of coaching by superior.

(C) JOB ROTATION

In job rotation, a trainee is made to move from job to job at certain intervals.

The major objectives of job rotation are the broadening of the trainee in the

organisation. If trainee is rotated periodically from one job to another job, he

requires a general background. The main advantage is it provides a general

background to the trainee where training takes place at actual situation.

Competitions can be stimulated among the rotating trainees. It stimulates a

more cooperative attitude by exposing a man to other fellow problem and

viewpoint. The disadvantages are the productive work can suffer because of

the disruption caused by such changes. Rotation becomes less useful as

specialization proceeds.

(D) SPECIAL PROJECT

Few people have the capacity of technical knowledge & skill to move from

one functional area to another. Due to this job rotation is not practically

much applicable and is not used in VTL. VTL assigns different activities to

the trainees and then the trainees have to work on those assigned works or

special project to acquire more knowledge. Such special project &

assignments grow ordinarily out of an individual analysis of weakness.

These are use to provide lower level executives with first hand experience in

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working on actual problems. Executive from various functional areas serve

on boards and are required to analyses problems & recommend solutions to

top management. Some time a task force is created consisting a number of

trainee representing different functions in the organisation. So by this

method VTL not only provide knowledge to the trainee about the assigned

activity but also teach them how to work with others.

PROGRAMME ON FIRE AND SAFETY:

VTL imparts theoretical training in its VTDU, while the practical work is

conducted on the production line or in company. It is generally imparted to

semi skilled personnel, particularly when many employees have to be trained

for the same kind of work at the same time. It is mostly used when

philosophic concepts, attitudes, theories and problem-solving abilities have

to be learned .

CLASS ROOM OR OFF- THE-JOB METHOD

Off-the-job training simply means that training is not a part of

everyday job activity, In these method trainees have to be leave there work

place.

1. LECTURES:

Lectures are regarded as one of the simplest ways of imparting knowl-

edge to the trainees, especially, when facts, concepts, principals, attitudes,

theories and problem-solving abilities are to be taught. Lectures are formal

organized talks by the training specialists, the formal superior or other indi-

45

vidual specific on topics.

Different Manav Vikas Programmes are conducted in VTL, for increasing

the knowledge of workers and also lectures are delivered by great

personalities for the upliftment of the officers of the company.

The lecture method is used by VTL, for very large groups which are to be

trained within a short time, thus reducing the cost per trainee. These are

organized rigorously, so that and principal can relate properly. Lectures are

essential when it is a question of imparting technical or special information

of a complex nature in of hands of a able lecturers, and certain kind of

purpose and participants. It may turn out to be more interesting and effective

then any other methods. In training the most important uses of lectures

include:

Reducing anxiety about upcoming training programs organizational

changes by explaining their purpose.

Introduction a subject and presenting an overview of its scope.

Presenting basic material that will provide a common background for

subsequent activities.

Illustrating the application of the rules, principal, reviewing, and clarifying

summarizing of rules and principles.

The main advantage of the Lecture system is that it is simple and efficient

and can presented within a given time than by any other method.

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2. THE CONFERENCE METHOD:

In the method, the participating individuals confer to discuss points of com-

mon interest and it is the most participative group-centered methods of

developments .It is a formal meeting, conducted in accordance with an

organized plan in which the leader seeks to develop knowledge and

understanding by obtaining a considerable amount of oral participation of

the trainee. It lays emphasis on small group discussions on specified matters

and on the active participation of the members involved. Learning is facili-

tated by building up ideas contributed by the conferees.

1) In the directed discussion, the trainer guides the discussion in such a In

VTL , there are three type of conference. way that the facts, principles,

concepts are explained.

2) In the training conference, the instructor of the group to pool its known -

edge and past experience ,and brings different points of view to bear the

problem.

3) In the seminar conference, answer is bound to question or a solution to a

problem. For this, the instructor defines the problem, encourages and

ensures full participation in the discussion.

In VTL, different type of meetings are conducted at staff level for discussing

various problems. These occur quarterly as per availability of time are held

monthly too. These are basically conducted so that participant may take

collective decisions and they may share knowledge with other departments.

Also, they are in a position to consiper the benefit of other department along

with thier own department have lee time available with them. So, quarterly

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meeting are conducted between them.

3. SEMINAR OR TEAM DISCUSSION:

This is an established method for training in VTL, seminar are conducted in

many ways but generally following ways used for conducting seminars.

These are

It may be based on a paper prepared by one or more trainees on a subject

selected in consultation with the person in charge of seminar. It may be a

part of a study or related to theoretical studies or practical problems. The

trainees read their papers and that are followed by critical discussion. The

chairman of the seminar summarizes the, contents the paper the discussions

as held there upon.It may be based on the statement made by the person in

charge of the seminar or on a document prepared by an expert, who is

invited to participate in the discussion.

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ORGANISATIONAL CHART

Chairman

President

Chief executive and director (Sewing Thread Unit )

Vice president (human resource development)

Assistant vice president

Manager (Industrial relation

department)

Manager (HR department)

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DIFFERENT CATEGORIES OF TRAINEE WORKERS

Trainee1

Trainee2

Senior Trainee

Badli

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TRAINING ACTIVITIES IN MSML FOR NEW RECUITED WORKER

OBJECTIVE:

After the recruitment and selection procedure the person employed gains the

position of Trainee -1 . The training programme is prepared with great

thought and concern enabling employees to develop and rise within the

organization.It helps moulding the employees attitude and helps them to

achieve a better coordination and cooperation with the company and a great

loyalty towards it.

TRAINING INPUTS

Skill

Knowledge about the work.

Attitude and behaviour towards the work.

Ethics

Development

Decision making and problem solving skills

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Classification of the training programme:

INITIAL TRAINING (For new recruitees)

1. Induction programme

2. Classroom training (1 month)2.1. Attitudinal Training 2.2. Functional training

3. Shop floor training (5 months )

WORKERS TRAINING

1. Attitudinal Training2. Functional Training3. Special Training

In the initial induction programme , the new recuitee is generally introduced

to the company and how to adjust to the industrial environment. The basic

aim is to familiarize him with the organisation and its culture then the

classroom teaching takes place to familiarize him with the organisation as a

whole, which takes place for one month.

Then he is sent to shop floor under the guidance of supervisor/jobber where

he starts learning his work and under the guidance and demonstration of

jobber.

He is then kept under the guidance of senior worker and learns the work

slowly and gradually . After the period specified by the company for the

trainees they are promoted to the next level by various written and oral test

by immediate superior /jobber.

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INDUCTION PROGRAMME :

Induction programme is conducted every month for the trainees recruited in

the preceding month . The basic aim is to familiarize them with the

organization as they came from different backgrounds .Plant visit is

organized with the department superior and the training jobber . Lecture are

delivered on;

-General introduction to the company.

-How to adjust to the industrial environment .

CLASSROOM TRAINING :

During the first month , the trainees are allotted general shift an dlectures are

delivered by the jobber . The basic aim is to provide exposure to

departmental work .Initially they are put to work for seven hours then

gradually as they start working and finish their training they are put to full

eight hours of work .They work under the guidance of some skilled worker

or with some senior trainee .

Their training starts with ;

Introduction and objective of training.

Knowledge about the company’s policies and procedures

pertaining to workers .

Attendance /Punctuality

Organisational Awareness

Waste control

House keeping and cleaning of machines and equipment

Safety awareness and practices

Job knowledge

Practice on machines

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SHOPFLOOR TRAINING

After one month’s training programme ,the trainee is transferred to shifts

accordingly and their performance is observed by the respective training

jobbers in consultation with officer of the concerned department .

Separate registers are maintained regarding the performance of the

employees .

The whole data of the trainees is sent to the EDP department .

Evaluation

After the interval of 90-120 days of actual working ,the trainee undergoes

various oral and written tests by the jobbers in consultation with the

respective department head . Officers of HRD department monitor their

performance . The trainees arewhose performance doesnot improve are paid

off after a certain period of training.

Promotion

If the trainee qualifies the tests and gives satisfactory performance he/she is

promoted to the next level of Trainee-2 and the same procedure is followed

except for the classroom teaching he is now put fully on the machine and

trained how to increase his performance on machine .

Attitudinal Training

This training programme is undertaken in Manav Vikas Kaksh where the

workers and trainees are given special training to mould their attitude and

behavior towards the work . It also helps them in their individual and

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organisational growth. The basic aim to organize this programme is to

educate and mould the behaviour and attitudes of workers who are coming

from rural area or from different educational backgrounds. Through this

programme. We try to develop their personality, sense of commitment and

belongingness towards the organization, general; awareness and how to

change with fast changing industrial environment etc.

i. This programme is conducted twice a week. An effort is made to

ensure that the workers are given exposure to such training

programme once in a year. Their attendance is marked on a register.

ii. Minimum ten workers of different departments are being called by

issuing invitation letters on day in advance. Generally, a senior officer

of the IR department inaugurates this programme.

iii. Officers of production and IR department jointly deliver lectures.

Records of this programme shall be maintained as follows:

MNK syllabus

Workers Attendance

File of Evaluation From

Speaker’s Register

Evaluation

FUNCTIONAL TRAINING

Concerned production department organizes functional training.

Respective department’s officers impart functional training to the workers.

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ANALYSIS

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ANALYSIS OF THE DATA

The basic objective of the study was to check the effectiveness of the

Training and Development activities taken up.

AWARENESS OF THE OBJECTIVE OF THE TRAINING

Were you aware of the objective of training?

Yes91%

No9%

Yes

No

The purpose was to check to check the awareness of the objective of

training to see what is expected out of him .

After analyzing the samples it was found that 91% said yes and 9% said no

which shows that were aware of the expectations by the company giving a

very positive response .

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RELATIONS WITH THE TRAINER

The purpose was to check their relations with the trainer in which the

analysis said that 50% were very happy and around 32% were happy where

as 18% had okay relationship with the trainer.

50%

32%

0 0

18%

How are your relationships with your trainer?

Very Good

Good

Very Bad Bad

Neutral

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PROBLEMS WHILE TRAINING

The analysis shows there was no problem regarding language, 9% of the

trainees hard problems with the trainer where as 14% had environmental

problems and other constituted 20%. 57% said they did not have any

problem.

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0%

10%

20%

30%

40%

50%

60%

Did you encounter any problem while training?

LanguageProblem

0%

Problem due tot Trainer

9%

EnvironmentProblem

14%

Others 20%No Problem 57%

1

SOLUTION TO THE PROBLEMS

The significance of asking this question was to check the trainees

satisfaction to query solving and to avoid the hinder factor if any so that his

learning is not restricted . The response of the analysis was positive in which

91% people said yes and 9% said no .

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Are you satisfied with the answers to your Problems?

Yes 91%

No9%

Yes No

SATISFACTION LEVEL WHILE WORKING

The purpose was to see the organizational culture in which 68% said very

good 27% said good and only 5% people said it is okay .

68%

27%

0 05%

How will you rate working here?

Very Good

Good

Very Bad Bad

Neutral

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BEHAVIORAL PROBLEM

Are you facing any problem due to any ones behavior?

Yes 0%

No100%

Yes

No

The objective was to check if anyone if he was disturbed due to any ones

behaviour, which may be hindering his learning or performance, while at

work. The trainees surveyed did not have any problem shows the

harmonious organization culture .

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IMPLEMENTATION OF INSTRUCTIONS

The objective was to see that the training given was effective so that they are

able to implement what they are taught in which 5% said no and 95% said

yes shows that for 5% training was not completely effective for 5% shows

the gap in the training process .

Are you able to implement the precautions and instructions given at training to your job?

Yes 95%

No5%

Yes No

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ACCIDENT RATE

The objective was to check the reduction rate checking the effectiveness of

training through the work performance after training in which 77% said yes

9% no and rest couldn’t evaluate showing the gaps in the training .

Do you feel the number of accidents have reduced after

training?

77%

9%

14%

Yes NoNo Response

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IMPLEMENTATION TIME

Do you get enough time to implement what you are thought in training?

Yes 100%

No0%

Yes

No

The objective was to check the implementation time given was enough

according to them in which the 100% result was in favour and everyone was

satisfied with it showing the positive effect .

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MOTIVATION LEVEL

Do you feel work rise in the motivation level after training?

Yes 100%

No0%

Yes

No

The objective was to check the gaps found before were fulfilled after

training and the result was positive as 100% people said yes showing the

effectiveness of training.

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EFFECIENCY RATE

The objective was to check the efficiency rate of working before and after

training , the result was positive .

Has your efficiency improved after training?

Yes 100%

No0%

Yes No

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WORKING SPEED

Do you feel your working speed has increased after training?

Yes 100%

No0%

Yes

No

The objective was to check the performance after training. All the trainees

surveyed said yes showing the effectiveness of training

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INDEPENDENCE AT WORK

Do you feel more independent while working after training?

Yes 100%

No0%

Yes

No

The objective was to check the independence at work ans the level of self-

confidence at workplace. The results was 100% showing reduced amount of

supervision required before training and after training.

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RECOMMENDATIONS

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TRAINING NEED IDENTIFICATION

Training need identification is a tool utilized to identify what educational

courses or activities should be provided to employees to improve their work

productivity. Here the focus should be placed on needs as opposed to desires

of the employees for a constructive outcome. Inorder to emphasize the

importance of training need identification we can focus on the following

areas: -

To pinpoint if training will make a difference in productivity and the

bottom line.

To decide what specific training each employee needs and what will

improve his or her job performance.

To differentiate between the need for training and organizational issues and

bring about a match between individual aspirations and organizational goals.

Identification of training needs (ITN), if done properly, provides the basis on

which all other training activities can be considered. Also requiring careful

thought and analysis, it is a process that needs to be carried out with

sensitivity as people's learning is important to them, and the reputation of the

organization is also at stake.

Identification of training needs is important from both the organisational

point of view as well as from an individual's point of view. From an

organisation's point of view it is important because an organisation has

objectives that it wants to achieve for the benefit of all stakeholders or

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members, including owners, employees, customers, suppliers, and

neighbors. These objectives can be achieved only through harnessing the

abilities of its people, releasing potential and maximizing opportunities for

development. Therefore people must know what they need to learn in order

to achieve organisational goals. Similarly if seen from an individual's point

of view, people have aspirations, they want to develop and in order to learn

and use new abilities, people need appropriate opportunities, resources, and

conditions. Therefore, to meet people's aspirations, the organization must

provide effective and attractive learning resources and conditions. And it is

also important to see that there is a suitable match between achieving

organizational goals and providing attractive learning opportunities.

Also in order to bring a synchronisation between organisational and

individual objectives people need to question the way they do things. And

this is precisely the hidden objective behind any training need identification

process. It should ideally be a long-term process of encouraging employees

to take an active involvement in their own development, thus increasing

their commitment to learning, to their work, and to the organization as a

whole.

Part II : Different Levels at which it is to be Conducted

Identification of training needs can be done at three levels to ascertain three

kinds of needs: -

Organisational Needs

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These concern the performance of the organisation as a whole. Here

identification of training needs is done to find out whether the organisation

is meeting its current performance standards and objectives and if not,

exploring ways in which training or learning might help it to do so.

Sometimes organisational training needs are also identified when the

organisation decides that it has to adopt a major new strategy, create a new

product or service, undergo a large-scale change programme, or develop

significant new relationships, such as joining with others to form new

partnerships.

Group Needs

Since working in groups and teams have become very much prevalent in

today's corporate world that is why nowadays there is increased emphasis

given on team effectiveness and team performance. So training needs are

nowadays even identified at the group level. Training needs here are

concerned basically with the performance of a particular group, which may

be a team, department, function, sub-unit, or so on. Information about this

group¢s performance may identify areas of need - which, again, may be for

training or other interventions. It is used to find out how efficiently a

particular team or group goes about its business and meets its current

objectives.

Individual Needs

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These concern the performance of one or more individuals (as individuals,

rather than as members of a group). Here identification of training needs is

about finding out to what extent individuals need to learn or be trained in

order to bring their current performance up to the required level as a result of

changes in methods and processes that call for new competencies and skills.

It also sees to it that there is continuous improvement initiative taken by

them. Moreover it also helps to find out whether individuals are comfortable

in working across boundaries, with people from different backgrounds and

different perspectives. This is especially important because there is so much

work force diversity observed today in organisations that it has become

impossible to retain workforce, which is not flexible enough to

accommodate such changes into their daily work schedule.

Part III : Sources for Identifying Training Needs

There are three sources for identifying training needs. Although they are

independent sources for gathering the necessary data but it is usually

beneficial if they are considered complementary to one another as the

objective of the exercise is to prepare as consolidated data of training needs

as possible. The three sources are as follows: -

Job Profile

It is a comprehensive description of all the functions and the responsibilities

that a person has to carry out in due course of his job. It is very common for

us sometimes to find that people of a particular department more or less

perform the same kind of job and therefore a comparative study can be done

on their performance to pinpoint on the training needs of those people who

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have not performed up to the mark. In here we can also include Job analysis

in order to have a realistic and systematic appraisal of training needs. Inorder

to do this first we need to break up the functions and responsibilities into

categories. Next we have to classify these tasks/activities on the basis of

their relative importance to the nature of the job. And lastly we can compute

a priority listing of these tasks in order to have a catalogue of knowledge,

skills and attitudes required for effective performance of the job.

Experiences of the training agency

It is very common for organisations nowadays to hire professional training

agencies in order to look into the training matters. The training agency and

the trainers thus should also draw from their own experiences of organising

programmes for comparable groups or in similar areas.

However, earlier experiences can only serve to facilitate the process. It

cannot be the sole basis, as training needs of majority of organisations are

very specific.

Pre-training survey of the participant's needs

This is suggested as the best way to conduct a training need identification .A

pre-training survey is nothing but a survey of the needs and expectations of

the participants well in advance of the programme. And in this exercise it is

better to include the superiors also as they are in a good position to provide

necessary data on the training needs of their associates, especially in context

of their performance. This is generally done in a systematic manner with the

help of a structured questionnaire in order to reflect the genuine desire to

involve the participants and the organisation in the planning process.

75

However it might happen in certain cases that it is not possible to actively

involve the superiors due to various reasons like lack of time etc but in that

case at least they must be kept fully informed of the proceedings.

Part IV : Overall Process in Brief

Step 1: Define and chart part of the organisation in which the work has to be

done. It is to have a focussed approach of the study. It could either be a

particular department, a section, a unit, a specific group or a staff category.

Step 2: Use various data collection measures to collect both qualitative as

well as quantitative data.

Step 3: Analyse the entire data collected in order to find out causes of

problem areas and prioritise areas, which need immediate attention.

Step 4: Prioritise the different training programmes according to the

responses collected.

Step 5: Record and file the entire data so that it can be used for future

reference while designing the training programmes / training calendar.

Part V : Benefits of Needs Assesment

As pointed above needs assessment helps diagnose the causes of

performance deficiency in employees that require remedial actions. This

being a generalised statement there are certain specific benefits of needs

assesment. They are as follows: -

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The organisation is informed about the broader needs of the

participants. Through this process it may be possible that certain new

training programmes, which were, previously not in their list may

come to the forefront.

The organisation is able to reduce the perception gap between the

participant and his/her boss about their needs and expectations from

the training programme.

The organisation is also able to pitch its course input closer to the

specific needs of the participants.

It also saves a lot of money for the organisation as otherwise money is

just unnecessarily wasted on those training programmes, which are

either not needed by the employees or they have no interest in

undertaking them.

Lastly, time, which is the most important resource today, is also

saved, as the training programmes conducted are the ones, which are

actually needed by the participants.

Best trainee award for recognition There is nothing that will give you more

exposure than getting the employee of the month or quarter award at the

Rewards & Recognition event. Since these awards are often given by the top

management, it gives you an opportunity to put your name before the key

decision makers in your organisation.

New trainees mostly face problem of homesickness so first two days of the

training should be spent on ice-breaking and introduction of the new

colleagues to each other .IT will save on time in future .

77

ANNEXURE

Questionnaire

1. Were you aware of the objective of the training?

Yes No

2. How do you rate working here?

Very Good

Good Neutral Very Bad

Bad

3. Did you encounter any problem while training?

Language Problem

Problem due to Trainer

Environment Problem

Any Other

4. Are you satisfied with the answers to your problems?

Yes No

5. How are your relationships with your trainer?

Very Good

Good Neutral Very Bad

Bad

78

6. Are you facing any problem due to anyones behavior?

Yes No

79

7. Are you able to implement the precautions and instructions given to at you at training to your job?

Yes No 8. Do you get enough time to implement what you are thought in training?

Yes No 9. Do you feel the number of accidents have reduced after training?

Yes No

10. Do you feel work rise in the motivation level after training?

Yes No 11. Has your efficiency improved after training?

Yes No 12. Do you feel your working speed has increased after training?

Yes No 13 .Do you feel more independent while working after training ?

Yes No

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BIBLIOGRAPHY

BOOKS

HUMAN RESOURCE MGMT – ISTD TRAINING INTERVENTIONS – Harry Barringston

WEBSITES

WWW.GOOGLE.COM WWW.CITEHR.COM

WWW.HRDNETWORK.COM

WWW.HRCOMMUNITY.COM

WWW.TVRLS.COM

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