To Study the Employees Satisfaction Level Towards Training and Development in Tatateleserices,Noida

8/11/2019 To Study the Employees Satisfaction Level Towards Training and Development in Tatateleserices,Noida

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SUMMER INTERNSHIP REPORT IN PARTIAL FULFILLMENT OF THE

AWARD OF FULL TIME MASTERS IN BUSINESS ADMINISTRATION

(2012-14)

SUBMITTED BY:

Shruti Tiwari

MBA III SEM

Roll no. 1209470095

UNDER THE GUIDANCE OF:

Vibha Sharma

SUMMER TRAINING PROJECT REPORT ON

TO STUDY THE EMPLOYEES SATISFACTION

LEVEL TOWARDS TRAINING AND

DEVELOPMENT IN TATATELESERICES,NOIDA


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It is a great opportunity & pleasure for me to express my profound gratitude

towards all the individuals who directly or indirectly contributed towards

completion of this report

Working on this report was a great fun, excitement, challenges and a new exposure

in the field of Human Resource. I am greatly indebted to under whose guidance and

concern i am able to bring the report into its real shape.

VIBHA SHARMA

RUPALI KAUL

(HRD TATA TELESERVICES,NOIDA)

I am thankful to all faculty members of management department in providing me

useful guidance for the completion of this report. I convey my gratitude to all those

who are directly or indirectly related in the completion of this project report. Finally

I would be failing in my duty if I don't express my thanks to the respondents whom Ivisited and took their valuable time to answer my questionnaire.

ACKNOWLEDGEMENT


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I Shruti tiwari,student of Galgotia institute of Management and technology,gr.

Noida here by solemnlydeclare that the project titled

Trainingand development

Is my original as all the information, facts and figure in this report is based on my

own experience and study during my summer trainingperiod

SHRUTI TIWARI

DECLARATION


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Sr. no Content

1 Executive summary

2 Industry Profile

3 Company profile

4 Introduction to Topic

5 Literature Review

6 Objective

7 Research methodology

8 Tools

9 Limitations

10 Interpretation

11 Data analysis and interpretation

12 Summary and conclusion

13 Appendices14 Bibliography and References

TABLE OF CONTENTS


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Every organization needs to have well trained and experienced people to perform

the activities that have to be done. If current or potential job occupants can meet

these requirements, training is not important. When this not the case, it is

necessary to raise the skills levels and increase the versatility and adaptability of

employees. It is being increasing common for individual to change careers several

times during their working lives. The probability of any young person learning a job

today and having those skills go basically unchanged during the forty or so years if

his career is extremely unlikely, may be even impossible. In a rapid changing society

employees training is not only an activity that an organization must commit

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

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

newconcepts, which are in trend now. Here we have discussed what would be the

input of training if we ever go for and how can it be good to any organization in

reaping the benefits from themoney invested in terms like (ROI )i.e. return oninvestment. What are the ways we can identifythe training need of any employees

and how to know what kind of training he can go for?Training being in different

aspect likes integrating it with organizational culture. The best andlatest available

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

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

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

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

it.Development is integral part of training if somebody is trained properly and

efficiently thedevelopments of that individual and the company for whom he is

working. Here we discussedabout development of employees, how much to

identify the needs, and after developing how todevelop executive skill to sharpen

their knowledge. Learning should be continues process andone should not hesitate

to learn any stage. Learning and developing is fast and easy at TATA

TELESEVICES,NOIDA

EXECUTIVE SUMMARY


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TATA

INDUSTRYHISTORY


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YEAR 1903: Started Indias first chain of luxury hotels with

the TAJ MAHAL hotel in Mumbai.

YEAR 1907: Pioneered Indias steel industry with Tatasteel set in Jamshedpur.

YEAR 1910: Started first power plant in INDIA.

YEAR 1932: Pioneered civil aviation in India.

YEAR 1945: Led commercial vehicle production.

YEAR 1968: Led Indias first software development

company.

YEAR 1998: launched Indias first passenger car

MAJOR MILESTONE


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Telecommunications started in the nineteenth century with the telegraph, and

developed through the telephone and radio to TV to satellites and the Internet etc.

The data transmitted has advanced from signals (Morse code) through voice to

pictures and data and, with the development of convergence, to combinations of

these. Every year, new technologies increase the services available and the speed of

delivery. A combination of factors is resulting in the ever-decreasing cost of these

services. This free report gives an overview of this development, and the role of

regulators to control it.

Tata Industries was set up by Tata Sons in 1945 as a managing agency for the

businesses it promoted. Following the abolition of the managing agency system,

Tata Industries' mandate was recast, in the early 1980s, to promote Tata's entry

into new and high-tech businesses.

The Tata group comprises 93 operating company in seven business sectors:

Information system and communication; engineering; materials; service; energy;

consumer products and chemicals. The group was founded by Jamsetji Tata in mid

of 19th century a period when India had just set out on the road to gaining

independence from British rule. Consequently, Jamsetji Tata and those who

followed him aligned business opportunity with the opportunity of nation building.This approach remains enshrined in the groups ethos this day.

Tata group is one of the Indias largest groups. Tata group publicly listed 32

enterprises-Among them standout names such as Tata Steel, Tata consultancy

services, Tata motors and Tata tea have a combined market capitalization that is

the highest among Indian business houses in the private sector, and a shareholder


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base of over 2 million. Tata group has operations in more than 40 countries across 6

continents, and its companies and export products and services to 140 nations

Tata Industries has initiated and promoted Tata ventures in several sectors,including control systems, information technology, financial services, auto

Components, advanced materials, telecom hardware and telecommunication

services.

India's largest industrial conglomerate, Tata Group comprises more than 90

companies with activities ranging from manufacturing and chemicals to consumer

products and business services. Its Tata Steel unit is India's largest private

steelmaker, while Tata Power is the nation's largest private power utility. Tata

Motors makes the world's most inexpensive car -- the Nano -- and owns the Land

Rover and Jaguar automobiles. Other units include Tata Communications

(International telephone network services), Tata Consultancy Services (outsourced

business services), and Tata Global Beverages (one of the top tea producers and

owner of the venerable Tetley brand). Tata Group is managed through holding

company Tata Sons.


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Tata Industries has two operating divisions which function as independent profit

centres:

Tata Strategic Management Group: An independent management consulting

division that assists Tata as well as non-Tata companies in enhancing their

competitive edge.

Tata Interactive Systems: Among the world's leading e-learning organizations, it

offers services such as project management, instructional design and graphics, and

technical know-how.

Areas of business


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O Agricultural appliances (Tata agro),

O Agrochemicals (Rallis),

O Books (Tata Mc graw hills),

O Cellular products and services (Tata indicom),

O Ceramics (Tata ceramics),

O Charter flights (Taj air),

O Cooling appliances (Voltas),

O Credit card (Tata sons),

O Fertilizers (Tata chemicals),

O Financial services (Tata asset management, Tata investment corporation),

O Food products (Tata tea, Tata coffee),

O Garments and home products (Westside),

O Holiday homes,

O home appliances (Tata bp solar ),

O Hotels,

O Fertilizers (Tata chemicals),

O insurance (Tata aig life insurance, Tata aig general insurance ),

O Jewelry (tanishq) ,

THE SECTORS, IN WHICH THE TATA GROUP IS INTO,

ARE THEFOLLOWING, NAMELY


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O Multi utility vehicles and passenger cars(Tata motors),

O Telecommunication(Tata indicom),

O Watches(Titan) etc.

Tata Industries' main activities are:

O To promote Tatas' entry into new business

O To maintain shareholding in promoted companies

O To invesBoard of directors


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O Cyrus P Mistry, Chairman

O Farrokh K Kavarana

O RK Krishna Kumar

O Ishaat Husain

O S Ramadorai

O B Muthuraman

O Prasad R Menon

O Ravi Kant

O KRS Jamwal, executive director

O RR Bhinge, executive director

O Tata Industries is based in Mumbai in operating companies to facilitate

growth

Board of directors


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COMPANYPROFILE


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Tata Teleservices Limited spreads the Tata Groups presence in the telecom sector.

The Tata Group includes over 100 companies, over 450,000 employees worldwide

and more than 3.8 million shareholders. Tata teleservices spread heads the group

presence in the telecom sector. Incorporated in 1996, Tata teleservices was the first

to launch CDMA mobile services in India with the Andhra Pradesh circle.

Starting with the big acquisition huge tele.com (INDIA) limited (now renamed Tata

teleservices (Maharashtra) limited in December 2002. The company has swung into

expansion mode. Tata teleservices operates in 20 circles i.e. Andrapradesh,

Chennai, Gujarat, Karnataka, Delhi, Maharashtra, Mumbai, Tamilnadu, Orissa,

Bihar, Rajasthan, Punjab, Haryana, Himachal Pradesh, Uttar Pradesh (E), Uttar

Pradesh (W), Kerala, Kolkata, Madhya Pradesh, Bihar and West Bengal.

Having pioneered the CDMA 3G1x technology platform in India, Tata teleservices

has established a robust and reliable infrastructure that ensures quality in itsservices. It has partnered with Motorola, Ericson, lucent and Eci Telecom for the

deployment of a reliable technology advanced network.

The company, which heralded convergence technology in the Indian telecom

sector, is the today market leader in the fixed wireless telephony market with a

customer base.

Tata teleservices bouquet of telephony services includes mobile services, wireless

phones, telephony booth, and wire line services. Other services include value added

services like voice portal, roaming, 3-way conferencing group calling and data

services.


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Incorporated in 1996, Tata Teleservices Limited was the pioneer of the CDMA 1x

technology platform in India, embarking on a growth path after the acquisition of

Hughes Tele.com (India) Ltd [renamed Tata Teleservices (Maharashtra) Limited] by

The Tata Group in 2002. Over the last few years, the company has launched

significant services CDMA mobile operations in January 2005 under the brand name

Tata Indicom, market-defining wireless mobile broadband services under the brand

name Tata Photon in 2008 and 2G GSM services under the brand name Tata

DOCOMO in 2009.

Tata Teleservices Limited also has a significant presence in the 2G GSM space,

through its joint venture with NTT DOCOMO of Japan, and offers differentiated

products and services. Tata DOCOMO was born after Tata Groups strategic alliance

with Japanese telecom major NTT DOCOMO in November 2008. Tata DOCOMO

received a pan-India license to operate GSM telecom services and rolled out GSM

services in all the 18 telecom Circles where it received spectrum from the

Government of India in the quick span of just over a year.

One of the key milestones in October 2011 was the brand integration exercise at

TTL, which saw the Companys many brands being consolidated under its single

flagship brand, Tata DOCOMO. This helped TTL leverage the benefits of brand

synergies and capitalize on its vast retail and distribution network, which is the

largest amongst all private telecom operators in the country.

Tata DOCOMO marks a significant milestone in the Indian telecom landscape, and

has already redefined the very face of telecoms in India, being the first to pioneer

the per-second tariff option part of its Pay for What You Use pricing paradigm.


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Tata Teleservices Limited also became the first Indian private telecom operator to

launch 3G services in India under with the launch of services in November 2010 in

all nine telecom Circles where the company bagged the 3G license. In association

with its partner NTT DOCOMO, the Company finds itself favorably positioned to

leverage this first-mover advantage. With 3G, Tata DOCOMO has begun to redefine

the very face of telecoms in India. Tokyo-based NTT DOCOMO is one of the worlds

leading mobile operators in Japan the company is the clear market leader, used by

nearly 55 per cent of the countrys mobile phone users.

TTL entered into a strategic partnership agreement with Indian retail giant Future

Group to offer mobile telephony services under a new brand name T24, on the

GSM platform. Tata Teleservices also has a strategic tie up with Virgin Mobile that

primarily caters to youth segment offering mobility services on both CDMA and

GSM platform.

Tata Teleservices is the undisputed market leader in the fixed wireless telephony

market amongst private operators. In the wireless mobility space, the company in

the past has been rated as the Least Congested Network in India for eightconsecutive quarters by the Telecom Regulatory Authority of India through

independent surveys.

Today, Tata Teleservices, along with Tata Teleservices (Maharashtra) Limited, has a

reach in more than 450,000 towns and villages across the country, with a bouquet

of telephony services encompassing Mobile Services, Wireless Desktop Phones,

Public Booth Telephony and Wire line Services.

In December 2008, Tata Teleservices announced a unique reverse equity swap

strategic agreement between its telecom tower subsidiary, Wireless TT Info-

Services Limited, and Quipped Telecom Infrastructure Limited with the combined

entity kicking off operations with 18,000 towers, thereby becoming the largest

independent entity in this space and with the highest tenancy ratios in the industry.


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Today, the combined entity which has been re-christened as VIOM Networks has a

portfolio of nearly 60,000 towers.

The company in the recent past has won many awards. TTSL was named The Best

Emerging Markets Carrier by Telecom Asia, and received 8 awards at the World

HRD Conference, including 5th Best Employer in India. The company also received 3

awards at the Telecom Operator Awards 2010 from Tele.net; Best Company, CEO of

the Year and Best Quality of Service, and Business Standard award for 'Most

Innovative Brand of the Year'. Tata DOCOMO was recently recognized as the best

UtilityVAS Service Provider and Best Mobile Broadband Service Provider for the

year 2012 by Frost & Sullivan.


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TELECOM INDUSTRY

Journey so far:

Year Key milestones

1995 In 1995 Tata Cellular (TCL) won the licence to offer mobile services in Andhra

Pradesh. It was followed by Tata Teleservices (TTSL)

1996 Tata Power was the first to set up a broadband network in India, using DWDM

technology in the Mumbai metro network.

2001 Subscriber numbers are expected to more than double in the period 2001-2006, fro

35 million in March 2001.

2002 ILD and Internet telephony are the latest issues on the deregulation agenda, with the

former being opened up in April 2002.

2006 By 2006, telecom is expected to be an Rs 66,000-crore sector; contributing 5.4 per

cent to India's GDP and to subscribe number about 85 million.

2012 Internet traffic in India is expected to reach from 393 petabytes per month in 2012

to 2.5 Exabyte per month in 2017, highlighted a Cisco study. "Internet traffic growth

in India is the fastest globally,

2013 Mobile services market will touch RS 1,200 billion (US$ 20.24 billion).


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India is expected to have 130.6 million mobile internet users byMarch 2014, as per a joint study by the Internet Mobile Association ofIndia (IAMAI) and Indian Market Research Bureau (IMRB).

The mobile value-added services (MVAS) market is expected to reachUS$ A9.5 billion in 2015.

The telecommunications industry attracted foreign direct investments(FDI) worth US$ 12,856 million between April 2000 to March 2013.

The Tata Group aims to be a market leader in the telecom servicesspace.

KEY STATISTICS


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The Tata Group, Reliance InfocomandBhartiTeleventureshaveannounced plans to emerge as integrated telecom company Isoffering end-to-end services to customers. Hutch on the other hand,appears to be focused on cellular services, with no stated intention ofentering other businesses. .

Three to four leading private players are likely to emerge ascompetition to the incumbents, BSNLandMTNL, which have asignificant presence across the value chain.

These issues will result in changes in tariffs, market share andrevenue share of Internet access and NLD/ILD players, therebyaffecting their strategies and plans.

MARKET

DYNAMICS


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TOP RANKING TELECOM ORGANIZATION

(www.google.com) (2013):

1) Bharti Airtel

Bharti Airtel is a leading global telecomunication comapany withoperations in 20 countries across asia and africa.

2)Bharat sanchar nigam limited ( BSNL)

Bharat sanchar nigam limited is an indian state ownedtelecommunication company.

3)VODAFONEESSAR

Vodafone India ,formely Vodafone Essar and Hutchison essar ,is thethird largest mobile network operator in india.

4) Reliance communication

Reliance communications Ltd. (commonly called RCOM) is an indianbroad band and telecommunication company.

5) Idea cellular Ltd

Idea cellular ,commonly referred to as Idea, is an indian mobile networkoperators .

6)Tata Telecommunication

Tata Telecommunication offers its products and services to customers across indiaunder the name of " Tata indicom" .

7)Tata Teleservices limted

Tata Teleservices Ltd.(TTSL) is an indian broadband and telecommunicationservice provider

8)Maha nagar Tele Phone Nigam(MTNL)

MTNL is a state owned telecommunication service provider in metro cities ofmumbai and delhi in india.

10)Tata Teleservices mahrastra limited.

10)Tata Teleservices Maharastra Limited (MTNL) .

Spearheads the tata group's presence in the telephony sector in thetelecom circles of Maharastra.
http://www.google.com/http://www.google.com/


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Tata Teleservices Limited (TTSL) is a broadband and telecommunicationservice provider based in Mumbai, Maharashtra, India. It is a subsidiary of

the Tata group, an Indian conglomerate. It operates under the brand name

Tata DoCoMo in various telecom circles in India.

Organisation I chose

(Tata Teleservices):

why


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Tata Teleservices Ltd. (TTL), a partof Tata Group, is engaged inproviding telecommunicationservices to its customers in India.

1) Tata teleserviceslimited.

Tata Teleservices MaharashtraLimited (TTML) spearheads the Tatagroup's presence in the telephonysector in the telecom circles ofMaharashtra (including Mumbai)and Goa.

2) Tata teleservicesmaharashtra

limited(TTML)


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The Group's communications activities are currently spread primarily over

four companies-Tata Teleservices Limited, its associate Tata Teleservices

(Maharashtra) Limited, Tata Communications (erstwhile VSNL) and Tata Sky.

Together, these companies cover the full range of communications services,

including:

Telephony Services:Fixed and Mobile

Media & Entertainment Services:Satellite TV

Data Services:Leased Lines, Managed Data Networks, IP/MPLS VPN, Dial-upInternet, Wi-Fi and Broadband

Value-added Services:Mobile and Broadband Content/Applications, CallingCards, Net Telephony and Managed Services

Infrastructure Services:Submarine Cable Bandwidth, Terrestrial FibreNetwork and Satellite Earth Stations and VSAT Connectivity.

Tata Group inCommunications:


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Organisation Mission/Vision/Value (Diagram):

TATATELESERVICES LTD

MISSION

COMPANY

VISION

SIMPLIFYING

AND

ENRICHING

PEOPLES

BECOMING A

GREAT PLACE

TO WORK IN

DELIVERING

SUSTAINED

PROFITABLITY

BEING

REFRESHINGLY

DIFFERENT IN

BE ONE OF TOP 3 TELECOM COMPANIES BY 2015


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PRODUCT OF TATA TELESERVICE:-

Tata teleservices is an Indian broadband and telecommunication service

provider based in Mumbai Maharashtra India.

It operates under the brand name TATA DOCOMO.

Tata Teleservices provide mobile services products as:

Tata DoCoMo (CDMA&GSM)

Virgin Mobile(CDMA&GAM)

T24 Mobile (GSM mobile operator).

Achievements
http://www.bing.com/images/search?q=logo+of+tata+indicom&id=DC5A4450E2B0CFF0515290FDCFE6BDF93AF199D9&FORM=IQFRBAhttp://www.bing.com/images/search?q=logo+of+tata+indicom&id=DC5A4450E2B0CFF0515290FDCFE6BDF93AF199D9&FORM=IQFRBAhttp://www.bing.com/images/search?q=logo+of+tata+indicom&id=DC5A4450E2B0CFF0515290FDCFE6BDF93AF199D9&FORM=IQFRBAhttp://www.bing.com/images/search?q=logo+of+tata+indicom&id=DC5A4450E2B0CFF0515290FDCFE6BDF93AF199D9&FORM=IQFRBAhttp://www.bing.com/images/search?q=logo+of+tata+indicom&id=DC5A4450E2B0CFF0515290FDCFE6BDF93AF199D9&FORM=IQFRBAhttp://www.bing.com/images/search?q=logo+of+tata+indicom&id=DC5A4450E2B0CFF0515290FDCFE6BDF93AF199D9&FORM=IQFRBAhttp://www.bing.com/images/search?q=logo+of+tata+indicom&id=DC5A4450E2B0CFF0515290FDCFE6BDF93AF199D9&FORM=IQFRBAhttp://www.bing.com/images/search?q=logo+of+tata+indicom&id=DC5A4450E2B0CFF0515290FDCFE6BDF93AF199D9&FORM=IQFRBAhttp://www.bing.com/images/search?q=logo+of+tata+indicom&id=DC5A4450E2B0CFF0515290FDCFE6BDF93AF199D9&FORM=IQFRBAhttp://www.bing.com/images/search?q=logo+of+tata+indicom&id=DC5A4450E2B0CFF0515290FDCFE6BDF93AF199D9&FORM=IQFRBAhttp://www.bing.com/images/search?q=logo+of+tata+indicom&id=DC5A4450E2B0CFF0515290FDCFE6BDF93AF199D9&FORM=IQFRBAhttp://www.bing.com/images/search?q=logo+of+tata+indicom&id=DC5A4450E2B0CFF0515290FDCFE6BDF93AF199D9&FORM=IQFRBAhttp://www.bing.com/images/search?q=logo+of+tata+indicom&id=DC5A4450E2B0CFF0515290FDCFE6BDF93AF199D9&FORM=IQFRBAhttp://www.bing.com/images/search?q=logo+of+tata+indicom&id=DC5A4450E2B0CFF0515290FDCFE6BDF93AF199D9&FORM=IQFRBAhttp://www.bing.com/images/search?q=logo+of+tata+indicom&id=DC5A4450E2B0CFF0515290FDCFE6BDF93AF199D9&FORM=IQFRBAhttp://www.bing.com/images/search?q=logo+of+tata+indicom&id=DC5A4450E2B0CFF0515290FDCFE6BDF93AF199D9&FORM=IQFRBA


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TTSL has won the Global HR Excellence Award 2010 under the Institution

Building Category by World HRD Congress

100 True Value Shoppes (TVS) on the same day across the nation

Project Drishti Bags 2nd National Telecom Award

Innovative Retail Concept of the Year - Tata Teleservices Ltd.


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National relationship head

Talent aquiation

LearniNg & development

Authority mangeialmanagement system

HR Operations(Noida)

HR Operations( Delhi)

Tata Teleservicesstructure:


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HR in Tata Teleservices: (Roles)

Human Resource structure at TTSL

strategic HR:

*policies & procedures

*employee engagement

*learning anddevelopment

*compensation &benefit

*employeecommunication.

Business

strategic:* business goals &

alignment

* operationalizeand executivestrategies by

liasoning betweenstrategic HR circle

circle:*HR Operations

*performancemanagement*Inductionorientation

*employeegrievance

HR sharedservices:

* MIS*HR system &tooldevelopment

*Head countmapping ( transferanyothermovement)


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HUMAN RESOURCE MANAGEMENT

Human Resource Management is defined as the people who staff and manage

organization. It comprises of the functions and principles that are applied to

retaining, training, developing, and compensating the employees in

organization. It is also applicable to non-business organizations, such as

education, healthcare, etc Human Resource Management is defined as the set of

activities, programs, and functions that are designed to maximize bothorganizational as well as employee effectiveness.

Scope of HRM without a doubt is vast. All the activities of employee, from the

time of his entry into an organization until he leaves, come under the horizon of

HRM.The divisions included in HRM are Recruitment, Payroll, Performance

Management, Training and Development, Retention, Industrial Relation, etc.

Out of all these divisions, one such important division is 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 AND MODERN APPROACH OF TRAINING AND

DEVLOPMENT

Traditional ApproachMost 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.


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The modern approach of training and development is that Indian Organizations

have realized the importance of corporate training. Training is now considered

as more of retention tool than a cost. The training system in Indian Industry has

been changed to create a smarter workforce and yield the best results


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TYPES OF TRAINING

Training is required for several purposes. Accordingly training programmes

may be of the following types:

Orientation training: Induction or orientation training seeks to adjust newly

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

be made fully familiar with his job, his superiors and subordinates and with the

rules and regulations of the organization. Induction training creates self-

confidence in the employees. It is also knows as pre-job training. It is brief and

informative.

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

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

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

a job. Such training helps to reduce accidents, waste and inefficiency in the

performance of the job.

Safety training: Training provided to minimize accidents and damage to

machinery is known as safety training. It involves instruction in the use of

safety devices and in safety consciousness.

Promotional training: It involves training of existing employees to enable

them to perform higher-level jobs. Employees with potential are selected and

they are given training before their promotion, so that they do not find it

difficult to shoulder the higher responsibilities of the new positions to which

they are promoted.


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Refresher training: When existing techniques become obsolete due to the

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

new methods and techniques. With the passage of time employee may forget

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

and refresh the knowledge and to update the skills of the existing employees.

Short-term refresher courses have become popular on account of rapid changes

in technology and work methods. Refresher or re-training programmes are

conducted to avoid obsolescence of knowledge and skills.

Remedial training:Such training is arranged to overcome the shortcoming in

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

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

Such employees are identified and correct work methods and procedures are

taught to them. Psychological experts should conduct remedial training.


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PROCESS OF TRAINING

Fig- Sequential Model of an effective Training Process

This model reveals some of the biases, beliefs and philosophies concerning how

training should be conducted in an organization.

Data Gathering

Establish objective

Identify resources

Develop curriculum

Solicit

Feed-

Back

Data Gathering/ Evaluation

Facilities transfer of learning

Perform Training

Plan objectives


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METHODS OF TRAINING

Fig - Methods of Training

On-the-job techniques

On the job techniques enables managers to practice management skills, make

mistakes and learn from their mistakes under the guidance of an experienced,

competent manager. Some of the methods are as:

Job Rotation: It is also referred to as cross straining. It involves placing an

employee on different jobs for periods of time ranging from a few hours to

several weeks. At lower job levels, it normally consumes a short period, such as

few hours or one or two days. At higher job levels, it may consume much larger

periods because staff trainees may be learning complex functions and

responsibilities.

Job rotation for managers usually involves temporary assignments that may

range from several months to one or more years in various departments, plantsand offices.

Job rotation for trainees involves several short-term assignments, that touch a

variety of skills and gives the trainees a greater understanding of how various

work areas function.

METHODS OF

ON- THE- JOB OFF- THE- JOB


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For middle and upper level management, it serves a slightly different function.

At this stage, it involves lateral promotions, which last for one or more years. It

involves a move to different work environment so that manager may develop

competence in general management decision-making skills.

Enlarged and enriched job responsibilities:By giving an employee added job

duties, and increasing the autonomy and responsibilities associated with the job,

the firm allows an employee to learn a lot about the job, department and

organization.

Job instruction training: It is also known as step-by-step training. Here, the

trainer explains the trainee the way of doing the jobs, job knowledge and skills

and allows him to do the job. The trainer appraises the performance of the

trainee, provides feedback information and corrects the trainee. In simple

words, it involves preparation, presentation, performance, and tryout and follow

up.

Coaching:The trainee is placed under a particular supervisor who functions as

a coach in training the individual. The supervisor provides the feedback to the

trainee on his performance and offers him some suggestions for improvement.

Often the trainee shares some duties and responsibilities of the coach and

relives him of his burden. A drawback is that the trainee may not have the

freedom or opportunity to express his own ideas.


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production manager, HR manager, foreman, workers etc. This method is mostly used

for developing interpersonal interactions and relations.

Lecture method:The lecture is a traditional and direct method of instruction.

The instruction organizes the material and gives it to the group of trainees in the

form of a talk. To be effective, the lecture must motivate and create interest

among the trainees. An advantage of this method is that it is direct and can be

used for a large group of trainees.

Conference or discussion: It is a method in training the clerical, professional

and supervisory personnel. It involves a group of people who pose ideas,

examine and share facts and data, test assumptions and draw conclusions, all of

which contribute to the improvement of job performance. It has an advantage

that it involves two-way communication and hence feedback is provided. The

participants feel free to speak in small groups. Success depends upon the

leadership qualities of the person who leads the group.

Programmed instruction: This method has become popular in recent years.

The subject matter to be learned is presented in a series of carefully planned

sequential units. These units are arranged from simple to mere complex levels


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of instructions. The trainee goes through these units by answering questions or

filling the blanks. This method is expensive and time consuming.

Employee training is a specialized function and is one of the fundamental

operative functions of Human Resource Management.

According to Flippo, Training is the act of increasing the knowledge and skill

of an employee for doing a particular job.

It is a short-term educational process and utilizing a systematic and organized

procedure by which employees learn technical knowledge and skills for a

definite purpose.Training refers to the organizations efforts to improve an

individuals ability to perform a job or organizational role. It can be defined as

a learning experience in which it seeks a relative permanent change in an

individual that would improve his ability to perform the job.


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Difference Between Training and Development

Training and development go hand in hand and are often used synonymously

but there is a difference between them.

Training is the process of learning a sequence of programmed behavior. It is an

application of knowledge. It gives people an awareness of the rules and

procedures to guide their behavior. It intends to improve their performance on

the current job and prepares them for an intended job. Development is a related

process. It covers not only those activities, which improve job performance, but

also those, which bring about growth of the personality. It helps individual in

the progress towards maturity and actualization of potential capabilities so that

they can become not only good employees but better human beings.


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PRINCIPLES OF TRAINING

Motivation

Learning is enhanced when the learner is motivated. Learning experience must

be designed so learners can see how it will help in achieving the goals of the

organization. Effectiveness of training depends on motivation.

Feedback

Training requires feedback. It is required so the trainee can correct his mistakes.

Only getting information about how he is doing to achieve goals, he can correct

the deviations.

Reinforcement

The principle of reinforcement tells the

behaviors that are positively reinforced are

encouraged and sustained. It increases the

likelihood that a learned behavior well be

repeated.

Practice

Practice increases a trainees performance. When the trainees practice actually,

they gain confidence and are less likely to make errors or to forget what they

have learned.


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Individual Differences

Individual training is costly. Group training is advantageous to the organization.

Individuals vary in intelligence and aptitude from person to person. Training

must be geared to the intelligence and aptitude of individual trainee.

EXECUTIVE DEVELOPMENT PROCESS

Executives are the people who shape the policies, make the decisions and see

their implementation in any business organization. They are the president, the

vice-president, the managing director, works manager, plant superintendent,

controller, treasurer, office managers, engineers, directors of functions such aspurchasing, research, personnel, legal, marketing etc.


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Executive development may be stated as the application of planned efforts for

raising the performance standards of high level managers, and for improving

the attitudes and activities that enter into or influence their work and their work

relations.

Following are the steps, which are involved in the development process of

executives:

Objectives

The first and foremost step is to define the long- term objectives of training and

development of executives.

Strength and weakness

An inventory of managers is taken with special focus on their strength in termsof managerial skills and other attributes. Their unique capabilities, specialist

knowledge and achievements are listed down against each. A comparison with

the requirement of the organization will bring the gap in knowledge and skills

of existing executive. This is the weakness.

Long- range plans

Here the management prepares long-term training and development plans for

their executives, which include the annual training targets, the annual budgets

and the specific area of training.

Short- term programme

This programme specify the duration, starting time, ending time, number of

executives being trained, identify the resources etc.


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Implementation

The training programme envisaged before is put into operation. The actual

training is initiated by proper timetable and other arrangements.

EvaluationIn this step, the effectiveness of the executive training programme is

evaluated by measuring the improved performance of executives who

underwent the programme, on their job. There are various criteria of measuring

effectiveness such as validity, reliability etc.


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ASPECTS OF TRAINING & DEVELOPMENT IN TATA TELESERVICES

TATA TELESERVICES

Tata Teleservices is part of the INR Rs. 96723 Crore (US$ 22 billion) Tata Group,

that has over 96 companies, over 250,000 employees and more than 2.8 million

shareholders. With a committed investment of INR 36,000 Crore (US$ 7.5 billion)

in Telecom (FY 2013), the Group has a formidable presence across the telecom

value chain.

Tata Teleservices spearheads the Groups presence in the telecom sector.

Incorporated in 1995, Tata Teleservices was the first to launch CDMA mobile

services in India with the Andhra Pradesh circle.

Starting with the major acquisition of Hughes Tele.com (India) Limited [now

renamed Tata Teleservices (Maharashtra) Limited] in December 2002 the company

swung into an expansion mode. With the total Investment of Rs 19,924 Crore, Tata

Teleservices has created a Pan India presence spread across 20 circles that includes

Andhra Pradesh, Chennai, Gujarat, Karnataka, Delhi, Maharashtra, Mumbai, Tamil

Nadu, Orissa, Bihar, Rajasthan, Punjab, Haryana, Himachal Pradesh, Uttar Pradesh(E), Uttar Pradesh (W), Kerala, Kolkata, Madhya Pradesh and West Bengal.

Having pioneered the CDMA 3G1x technology platform in India, Tata

Teleservices has established a robust and reliable 3G ready telecom infrastructure

that ensures quality in its services. It has partnered with Motorola, Ericsson, Lucent

and ECI Telecom for the deployment of a reliable, technologically advanced

network.


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The company, which heralded convergence technologies in the Indian

telecom sector, is today the market leader in the fixed wireless telephony

market with a total customer base of over 3.8 million.

Tata Teleservices bouquet of telephony services includes Mobile services,

Wireless Desktop Phones, Public Booth Telephony and Wireline services. Other

services include value added services like voice portal, roaming, post-paid Internet

services, 3-way conferencing, group calling, Wi-Fi Internet, USB Modem, data

cards, calling card services and enterprise services.

Some of the other products launched by the company include prepaid wireless

desktop phones, public phone booths, new mobile handsets and new voice & data

services such as BREW games, Voice Portal, picture messaging, polyphonic ring

tones, interactive applications like news, cricket, astrology, etc.

Tata Indicom redefined the existing prepaid mobile market in India, by unveiling

their offeringTata Indicom Non Stop Mobile which allows customers to receive

free incoming calls. Tata Teleservices today has Indias largest branded telecom


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The Tata Group's relationship with its employees has changed from the

patriarchal to the practical, but this is a bond that continues to be nourished with

compassion and care

Tata Teleservices (TTSL) is part of the Tata Group. The company provides

basic telephony services and complements and competes with Bharat Sanchar

Nigam (BSNL) in the circles it operates in.

With a significant presence across the telecom value chain and the synergies

after the acquisition of VSNL by the Tata group, TTSL is planning to expand

the range of its coverage and services; advanced communication solutions now

include seamless integration of voice, video, data and IP systems. As a basic

telephone services provider, TTSL provides the backbone for India's corporate

leaders such as GE Capital, Wipro, Magnacom, Citicorp Overseas software

(now called Orbitech), Dr Reddy's Labs, Standard Chartered Bank, Motorola

India Electronics, TCS and Satyam, in addition to servicing the telecom needs

of retail customers.


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Grooming the managers of today into the leaders of tomorrow, that's the broad

objective of the Tata Group's leadership development programmes and

processes. The Group's high-value, superior-quality training interventions are

targeted at maximizing the potential of its pool of managers. This is done by

encouraging their cross-functional exposure and by making cross-company

mobility an integral aspect of all leadership development efforts.

The primary instruments of the Group's learning and development endeavors

for its people are the Tata Management Training Centre (TMTC), which aimsto provide training to high performers

within the Group and to act as a cradle of change for Tata executives, and TAS,

which recruits fresh graduates and postgraduates from leading business schools withthe objective of putting them on the business leadership path.
http://www.tata.com/0_our_commitment/employee_relations/learning/tmtc.htmhttp://www.tata.com/0_our_commitment/employee_relations/learning/tas.htmhttp://www.tata.com/0_our_commitment/employee_relations/learning/tas.htmhttp://www.tata.com/0_our_commitment/employee_relations/learning/tmtc.htm


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Functional and Behavioral Training

The responsibility for functional training rests with the individual departments who

will plan for and execute their own training initiatives in functional areas.

The functional head is required to keep Human Resources informed of the details

of functional training given to each member of the department so as to keep the

personal information record updated and to match with identified training needs.

The responsibility for managerial or behavioural training rests with the Human

Resources function which will execute a training plan aligning individual and

business needs.

Modalities

Identification of the training needs of employees is the first step in the training

and development process. Training needs are obtained from observation of

performance on the job, the performance management process, the succession

planning process as well as from the employees own sensing of his development

areas. Training needs could also be articulated by the senior management team

of the company based on their observation of the organization as a whole.

Training needs are collated from all these sources by the Human Resources

function in April/May and passed back to the functional head for validation.

The training needs so validated are actioned by the Human Resources in the

appropriate manner. For example, if a development need is better addressed by

on the job training rather than through an external intervention, the suggestion

will be made to the functional head/supervising manager. For all development


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Human Resources will initiate the process of succession planning for all jobs at

the level of Manager and above, in all functions across the company.

All jobs will be discussed and potential successors identified from within the

company jointly by the functional head and a representative from the Human

Resources function.

In the event that no successor is available from within the company, it may be

decided to initiate a search outside the organization within a certain time frame.


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SWOT ANALYSYS

OF THE

ORGNISATION


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STRENGTHS

Right products, quality and reliability.

Superior product performance vs. competitors.

Brand Image

Products have required accreditations.

High degree of customer satisfaction.

Good place to work

Lower response time with efficient and effective service.

Dedicated workforce aiming at making a long-term career in the field.

WEAKNESSES

Some gaps in range for certain sectors.

Not popular in the international market

Delivery-staff need training.

Customer service staff needs training.


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OPPORTUNITIES

Profit margins will be good.

Could extend to overseas.

New specialist applications.

Could seek better supplier deals.

Fast-track career development opportunities on an industry-wide basis.

THREATS

Vulnerable to reactive attack by major competitors.

The cost of fashion wear is much higher in India.

High volume/low cost market is intensely competitive.


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LITRATUREREVIEW


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In todaysfast moving economy and prevailing uncertainty all around us, the role of

HRD is lot more than just identifying suitable manpower and meeting organizationaltraining needs. Developing peoples full capabilities and managing them well is the

heart of any organization. This articlesfocus on three controlling elements for the

success of any business that are people, time and cost.Paul lewis, William j.

rothwell, lindamillar, ahad osman-gan,14/2010

This article says that, theeffective use of human resources is seen as a perquisite, and

the training and development of

employees as paramount. The growth of training and development as an academic

subjectreflects its growth in practice.Department of psychology & institute of

Molecular Biology, University of Oregon, Sackler Institute for Developmental

Psychobiology, Weill Medical College of Cornell University, New York, NY 10021

This article test training effects ondifferent age group. They compared with different

types of no training (control groups) in 4yearsold and 6 years children and attention

training (experimental group). lane randale crocket colifornia museum of science andindustry, California museum foundation,700 state drive, los angeles, California

90037, USA 2008This article identifies useful and feasible methods to meet these

needs. Finally, it suggested thatinformal science learning is understood as a

collective entity. Main focuss is on learningactivities, and on methods.

L.B.oio & D.A.olanivan,2008.This article examines the impact of training and

development onthe performance of home economics teaching schools important. The

study revealed amongothers that and development has a positive impact on the

performance of home economicsteachers.

Barid, liayd, grith Darrell, lunderson, john,2003.This article focuses on training

anddevelopment strategies require remodeling due to globalization and fast moving

business. Inorder to enhance performance with less cost and development certain as

peers of business,learning opinions frameworks has been defined.


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In the last few years, the job market has undergone some fundamental changes in

terms of technologies, sources of recruitment, competition in the market etc. It is

therefore necessary to analyse the Training &Development needs of the employees

because they have to face and conquer various challenges and hurdels which comes

in the organization regularly.

To have knowledge and understanding of training practices in our company

To study the training and development Activities Carried Out In Tata Tele

Services

To examine the effectiveness of training in overall development

To examine the impact of training on workers

To study the changes in behavioral pattern due to training.


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Research

Methodology


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Instrument used to measure the training system in TTSL was of primary and

secondary kinds .

Primary Data: The primary source of data was through

questionnaire schedule.

Secondary Data: The secondary source included brochures, annual reports,

magazines, employees handbook, magazines and journals

Sample Size : 27 employees from TTSL were selected


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Statistical

Tools


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It is very difficult to have detailed knowledge of employees, So i have taken 27

employees due to limited resources and time factor. The management ranks are

working in different categories of different department. Thus it becomes equally

justified to plan in such a way that it covers all departments.

TOOLS:-

Pie chart

Text and statements

DATA COLLECTION:-

The questionnaire was served to senior manager, managers

and employees. Interpretation is also made in each question on

the basis of the table and graph shown in analysis chapter.

QUESTIONNAIRE DESIGN

Questionnaire:- A questionnaire consists of a set of questions presented to

respondent for their answers. It can be Closed Ended or Open

Ended

Open Ended: - Allows respondents to answer in their own words & aredifficult to Interpret and Tabulate.

Close Ended:- Pre-specify all the possible answers & are easy to Interpret and

Tabulate.

I have chosen Close Ended as per Organisation Constraints


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The essential elements in any commercial enterprise are materials, equipment and

human resource. Training allied to the other human resource specializations within

management, ensures a pool of manpower of the required level of expertise at the

right time. But firstly consider the attention given by an average organization to the

provision of materials, machinery and equipment. Then compare the commitment

to the third essential factor in then production cycle, viz: - human resources. One of

the most Important factors in his regard is the traditional view of training and

trainers. They are seen as an expense, a service, as second rate to production or as a

necessary evil. Training has tended to fall behind other management activities,especially in the planning phase. It is often carried out as a reaction to immediate

needs, a patch up operation in many cases, instead of an ordered activity. Training

and Development is especially designed to enhance the competency of managers

and workers dealing with a variety of organizational functions. Training and

Development is a process through which the goals of management development

can be achieved. Investment in Training and Development has come to be

considered as an asset for organizational development or in other words, Training

is indispensable for effective organizational development. Earlier, training was

almost exclusively trainer oriented and it was not need based. The trainer (training

institute) determined the objectives of the course, its duration, its contents and

format etc. On many occasions training was of a pedagogic nature with the trainer

in complete control of the direction of the training. Moreover, the alignment of the

corporate goal was missing. The views of the trainees were rarely sought or even if

they were, it was with a condescending attitude. Due to all these reasons the

bottom-line contribution of training or the organizational development were less.

The current scenario seemed quite challenging and motivating for me to do my

reserach project on it.

Objective Behind This Study


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SIGNIFICANCE TO THE RESEARCHER

I sincerely believe that working on this research work will help me to

understand the whole aspect of Training and Development, in a better manner

and would also help me to gain some practical knowledge about the Industry.


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LIMITATIONS

OFRESEARCH


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The geographical area was very much limited to residential area & so the results are

not particularly reflection of the current behavior.

Due to limited time period and constrained working hours for most of the

respondents, the answers at times were vague enough to be ignored.

Most of the people in India take their policies in the period preceding March

(for tax saving purposes) & so the response to initial contacts were not all

encouraging and that has been the primary reason in the inability to quantify the

results large enough so as to deduce any relevant outcomes.


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1) The training was well organized and clearly structured.

Table no.1

Interpretation:

The above data shows that out of 27 respondent 11 strongly agree, 12 agree, 3

partially agree and only 1strongly disagree. This shows that most of the

participants were satisfied with the organized and clearly structured programs.

Strongly agree, 11

Agree, 12

Partially agree, 3

Disagree, 0 Strongly disagree, 1

Responses Trainees

Stronglyagree

11

Agree 12

Partially

agree

3

Disagree -

Stronglydisagree

1


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2) The objective of training was clearly structured.

Table no.2

Interpretation:

The above data shows that out of 27 respondent 9 of the employee strongly

agree, 15 agree, 1 partially agree and 1 strongly disagree to the fact. This shows

Strongly agree, 9

Agree, 15

Partially agree, 1

Disagree, 0Strongly disagree, 1

Responses TraineesStronglyagree

9

Agree 15Partiallyagree

1

Disagree -

Stronglydisagree

1


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that the participants were satisfied as the objectives of the programs were clearly

structured and some of the participants had the view that objective in the module

was not defined clearly.

3) The training covered variety of useful topics.

Table no.3

Interpretation:

Agree, 13

Partially agree, 6


Responses Train

ees

Stronglyagree

7

Agree 13

Partiallyagree

6

Disagree -

Stronglydisagree

1


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The above fact showed that out of 27 respondent 7 strongly agree, 13 agree,

6 partially agree and only 1 strongly disagree.

This shows that majority of the participants agree to the fact that the training

programs covered useful topics and they were satisfied with inputs that were

provided to them. The company focuses on development of internal skill and

talent. It also has implemented multi-skill concept necessitating there forrigors technical trainings.

4) The content and material of the training were relevant.

Table no.4

Interpretation:

The above data shows that out of 27 respondent 10 strongly agree, 13 agree

and only 4 partially agree.

Strongly agree,

10

Agree, 13

Partially agree,

4

Disagree, 0 Strongly

disagree, 0

Response

s

Traine

es

Stronglyagree

10

Agree 13

Partiallyagree

4

Disagree -

Strongly

disagree

-


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This shows that most of the participants were satisfied with the content and

the material of the training programs as it would help them develop their

skills more. The course material was relevant to their skills.

5) The medium of presentation was appropriate.

Table no.5

Responses Traine

es

Stronglyagree

11

Agree 10

Partiallyagree

6

Disagree -

Stronglydisagree

-


80/100

Interpretation:

The above data shows that out of 27 respondent 11 strongly agree, 10 agree

and only 6 partially agree.

This fact shows that the medium of presentation which includes powerpoint presentation, class room lectures, case studies etc suited the participant

and helped them to understand the topic in a more effective way.

6) The examples and references used were effective.

Table no.6

Strongly agree, 11

Agree, 10

Partially agree, 6 Disagree, 0Strongly disagree, 0

Responses Trainees

Stronglyagree

9

Agree 17Partially

agree1

Disagree -

Stronglydisagree

-


81/100

Interpretation:

The above data showed that that out of 27 respondents 9 strongly agree, 17

agree and only 1 partially agree.

This shows that most of the participants were satisfied with the examples and

references provided to them as it helped them to understand the topic in a better

way for they could easily relate to those incidents and can easily retain them in

their memory.

7) The place and duration of training was appropriate.Table no.7

Strongly agree, 9

Agree, 17

Partially agree, 1 Disagree, 0 Strongly disagree, 0

Responses Trainees

Stronglyagree

9

Agree 15Partially

agree2

Disagree 1

Stronglydisagree

-


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Interpretation:

This data shows that out of 27 respondent 9 strongly agree, 15 agree, 2 partiallyagree and only 1 are disagree to the fact .

This shows most of the participants found that duration of the training programs

were suitable. Being a high performing organization, balance has to be stuck

between training and production. Hence, the duration of the program has to be

such that it meets the requirement of training and production.

8) You will be able to apply your learnings immediately at the workplace.

Table no.8

Strongly agree, 9

Agree, 15



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Interpretation:

This showed that out of 27 respondent 6 strongly agree, 16 agree and 5 partially

agree to the fact.

This shows that most of the participants were satisfied with the information and

ideas imparted to them in the training programs as they could implement them

in their day to day work. The trainers and the modules are very effectively

trained and tested to maximize the effectiveness of the training and to get

maximum result out of it.

Agree, 16

Partially agree, 5Disagree, 0

Strongly disagree, 0

Responses Trainee

s

Stronglyagree

6

Agree 16

Partially

agree

5

Disagree -

Stronglydisagree

-


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10) Performance is regularly tracked and measured.

Table no.10

Interpretation:

The above data showed that out of 27 respondent 5 of the participants strongly

agree, 10 agree and only 12 partially agree.

This shows that the management takes measurement of the improvement and

also takes feedback of their employees.

Strongly agree, 5

Agree, 10

Partially agree, 12


Responses Trainee

Stronglyagree

5

Agree 10

Partiallyagree

12

Disagree -

Stronglydisagree

-


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11) A variety of training and development programs are offered to improve

skills, Do you satisfy with organizational training and development

programs?

Table no.11

Interpretation:

The above fact shows out of 27 respondent 8 of the participants strongly

agree, 15 of the participants agree and only 4 are partially agree..

This shows that though the training was well organized but some of the

participants were not satisfied with the organizational training and

development programs. The reason behind it was that some of the candidates

have joined the training program late so this may reason of dissatisfaction.

Agree, 15


Response

s

Train

ee

Stronglyagree

8


4

Disagree -

Stronglydisagree

-


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12) Your organization identifies the training needs of the employees?

Table no.12

Interpretation:

The above data shows that out of 27 respondent 7 of the participants strongly

agree, 14 agree, 4 partially agree and only 2 disagree.

This fact shows that the most of the participants were satisfied with the fact

that the organization identifies the training needs of the employees, but there

were few candidates who did not opined.

Agree, 14

Partially agree, 4

Disagree, 2 Strongly disagree, 0

Responses Traine

es

Strongly

agree

7

Agree 14Partially

agree4

Disagree 2

Stronglydisagree

-


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13) Thesessions were exciting and good learning experience

Table no.13

Interpretation:

The above data shows that out of 27 candidates 9 of the participants strongly

agree, 15 agree and 3 partially agree.

The above fact shows that most of the participants found that the training

programs covered variety of useful topics but there were few candidates who

did not agree to the above statement because they had prior knowledge of the

subject so they did not find the topics diversified.

Agree, 15

Partially agree, 3Disagree, 0 Strongly disagree, 0

Response

s

Train

ees

Stronglyagree

9


3

Disagree -

Stronglydisagree

-


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14) The time limit of the programs was sufficient.

Table no.14

Interpretation:

The above data shows that out of 27candidates 7 strongly agree, 14 agree, 5

partially agree and only 1are disagreeing. This fact shows that most of the

participants were satisfied with the time limit provided by the organization.

Agree, 14

Partially agree, 5


Response

s

Train

ees

Stronglyagree

7


5

Disagree 1

Stronglydisagree

-


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SUMMARY


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SUMMARY

The report was made on training and development at TATA TELECOM

SERVICES. The Research work is done on the topic Training and Development

at Tata telecom services on the participants of different training. The research

design for the study was Descriptive as well as Exploratory and the research work

was done by collecting and analyzing the primary data through questionnaire

method.

The findings showed the following results:

The findings show that at TATA TELECOM SERVICES different types of

trainings are provided to its employees and these are categorized as 6step contract

management System and Plant Management System.

There are various programs which are conducted under these types of training. The sample groups related to the training programs are satisfied with all the

training programs conducted at TATA TELECOM SERVICES.

The training provided is productive in nature as the participants are able to

implement it and it also suited their job profile.

The trainers were also happy with the active participation of the candidates

Employees were satisfied by the Training and Development programs, timeduration, trainers and the modules used in it.


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Sometimes due to absenteeism of the candidates during the training program

affects their leanings.

An effective training program depends both on the efforts and cooperation of the

trainer as well as the trainee.

As the feedback is taken the organization is aware of the improvements and needs

of the employees with these programs.

They are satisfied with the interacting sessions and the management of the training

programs.

Suggestions

There are some training programs like the presentation skill and communication

skill whose time duration needs to be increased.

Workshops can also be organized related to the behavior training program in order

to make the learning more effective and to keep the participants interest intact in

these types of trainings.

At the end of the session revision program can also be conducted for the key

points.

Objective type question can also be asked at the end of the technical program in

order to judge the effectiveness of the program.

The employees should be made compulsory to attend this program until there is a

valid reason for absenteeism.

At the end employees should be asked to give suggestions for next training so that

their interest should be maintained.


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CONCLUSION


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TATA TELECOM SERVICES is a prior Organization in the field of providing

services like Water and Waste water, Power distribution, Engineering &

construction and Municipal solid waste and Public Health. After studying the

training module we see how well the content and the objectives of the training are

formed. At TATA TELECOM SERVICES training and development is the heart

of the continuous effort to improve employees competency and Organizational

Performance. Here people are the most valuable asset; therefore there is a need to

develop the employee in line with Business need and personal Aspiration. On the

basis of my research work it is concluded that the various training programs

categorized under Positional training like Customer Orientation, Effectiveinterpersonal skills, Time management, Team building etc. helps the participants

to understand the work life balance. It helps them to improve their skills, polish

them and utilize them to develop themselves to serve their organization. These

training programs motivate them as there is flow of positive energy after the

completion of the program. They are motivated and enthusiastic for their approach

towards the work. The spirit of team work is enforced in them which are highly

recommended for growth of this type of big Organizations. Most of the

participants after going through these sessions can feel the change in them.

According to the feedback which is taken from the management, it shows that

they feel themselves as a part of their organization.


95/100

APPENDICES


96/100

QUESTIONNAIRE

Dear Sir/Madam,

I am doing a research work on Employees Training & Development. I would request

you to

Kindly spare some time to fill up this questionnaire.

Thank you very much for your cooperation.

Name --------------------------------------------------

Designation-------------------------------------------

Department-------------------------------------------

NOTE: Please tick mark (u) the option you feel is most appropriate as per the

following:

1)The training was well organized.

a) Strongly agree b) Agree c) Partially Agree d) Disagree

e) Strongly Disagree

2) The objective of training was clearly structured.

a) Strongly agree b) Agree c) Partially Agree d) Disagree


3) The training covered variety of useful topics.

a) Strongly agree b)Agree c)Partially Agree d) Disagree


97/100


4)The content and the material of the training were relevant.



5) The medium of presentation was appropriate.



6) The examples and reference used were effective.

a) Strongly agree b)Agree c )Partially Agree d) Disagreee) Strongly Disagree

7) The place and the duration were appropriate.

a) Strongly agree b)Agree c )Partially Agree d) Disagree


8) You will be able to apply your learnings immediately at the workplace



9) The trainer had strong subject knowledge.


98/100



10) Performance is regularly tracked and measured.



11) A variety of training and development programs are offered to improve

skills

Do you satisfy with organizational training and development programs?

a) Strongly agree b) Agree c )Partially Agree d) Disagree


12) Your organization identifies the training needs for the employees?



13) The sessions were exciting and good learning experience.



14) The time limit of the training programs was sufficient.



15) Your top management takes feedback?

YES


99/100

NO

BIBLIOGRAPHY/REFERENCE


100/100

Books &Magazine

P. Nick blanchard and james w. Thacker, pearson education,21th Edition ,New

Delhi, page no.(122-130),(321-330).

Managing human resources, luis r. Gomez-mejia, david b. Balkin and robert l.

Cardy,20th edition ,New Delhi 2010, Page no (20 -25),(112-119),(220-229).

Kotler Philip, Human Resource Management , Pearson Education, Inc 11th

edition,New Delhi , Page No.(144-149),(259-265) .

Business World 2013, New Delhi,Page No.(50-55),(100-108).

Websites

http://www.factsninfo.com/2013/03/ratan-tata-biography-facts--personal-

life.html?m=1http://en.m.wikipedia.org/wiki/Tata_Teleservices

http://economictimes.indiatimes.com/india-infoline-

ltd/infocompanyhistory/companyid-13033.cms

To Study the Employees Satisfaction Level Towards Training and Development in Tatateleserices,Noida

Documents