TRAINING & DEVELOPMENT SURVEY AT BSNL
TRAINING & DEVELOPMENT SURVEY AT BSNL
TABLE OF CONTENTChapter-11. Executive summary
2. Introduction to Training and Development
3. Importance of Training and Development
4. Need for the study
Title of the project
Statement of the problem
Purpose of the study
Scope of the study
Objectives of the studyChapter-2
Research methodology Sampling plan
Area covered
MethodologyChapter-3
1. Data collection
Primary data
Secondary data
2. Data Analysis
Statistical tool
Statistical packageChapter-4
1. Limitation of the study
2. Theoretical aspects of training and development
3. Introduction to the companyChapter-5
Analysis and interpretation
Chapter-6
1. Findings
2. Suggestions
3. Conclusion
4. Bibliography
EXECUTIVE SUMMARY
Telecommunication is a technology intensive industry with a high
probability of obsolescence. Our country has witnessed a number of
technologies varying from magneto exchanges to the modern New
Technology Digital Switches. We have also seen changes in the
transmission technology starting from carrier systems to the DWDM
systems providing long distance circuits across the length and
breadth of the country. Telecommunications today is both a public
utility and a vital infra-structure. Therefore an in house training
center is an essential institution for continuous training of the
officers and employees in this key technological field.
Training is a process through which a person enhances and
develops his efficiency, capacity and effectiveness at work by
improving and updating his knowledge and understanding the skills
relevant to perform his or her job. Training also helps a person
cultivate appropriate and desired behavior and attitude towards the
work and people. Unless training is provided, the jobs and lives of
employees in organizations are at stake. It gives people an
awareness of the Rules & Procedures to guide their behavior. It
is an application of knowledge to improve the performance on the
Current job or to prepare one for an intended job. Organization
& individual for their survival & attainment of mutual
goals should develop & progress simultaneously; this can be
done mainly through training technique because training is the most
important technique & it is a value addition to the
organization through Human Resource Development for the development
of the employee. The employee she/he been selected, placed &
introduced in an organization should be provided with training
facilities in order to adjust & make them suitable for the Job
as no organization can get a candidate who exactly matches with the
job & organizational requirements.
The trained employees are the valuable assets to any
organization. Training at BSNL is given when there is a difference
between the job requirements & employees present
specifications. Thus employee training is the most important
sub-system, specialized & one of the fundamental operative
functions of Human Resource Development. Organizational efficiency,
productivity, progress & development, also organization
viability, stability & growth to greater extent depend on
training. If the required training is not provided it leads to the
performance failure of the employees. Training enhances the
Competence, Commitment, and Creativity & Contribution to the
organization.
The first step in my study is to find out the effectiveness of
training and development in achieving the goals of the company, to
study the different methods of training followed at BSNL, The basis
on which training programmees are planned and scheduled and how the
performance appraisal helps in identifying training needs.
The second step was data collection through various sources I
used both primary and secondary data for the study as both are
quiet essential in any type of survey.
primary data was collected through survey and personal
interview, where as secondary data made use of certain reports from
the HRD department provided the information as to the total no of
employees, schedule of training programs, number of persons
attending it and other such things. The secondary data also
included textbooks, company data, internet.
The analysis of the questionnaire was carried out through which
the purpose of the study was served. The analysis was done by using
statistical tool in which the study made use of two test that is :
frequency test and correlation.
These tests gave the clear idea about the most significant
factors which are positively correlated and those factors which are
not so significant and are not positively correlated. Hence it
helped the study to identify the important factors which are quiet
essential for effective training and development in the
organization.
This study gives a detailed idea about the employees attitude
towards the training program and how the employees apply the
knowledge, skills and attitude in job performance.
Therefore through the analysis the study could be interpreted
that the training and development programs are quiet effective but
still needs to be improved on some of the aspects mentioned
above.INTRODUCTION TO TRAINING AND DEVELOPMENT
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 both organizational 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 behavioral
change takes place in structured format.
TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT
Traditional Approach Most of the organizations before never used
to believe in training. They were holding the traditional view that
managers are born and not made. There were also some views that
training is a very costly affair and not worth. Organizations used
to believe more in executive pinching. But now the scenario seems
to be changing.
The modern approach of training and development is that Indian
Organizations have realized the importance of corporate training.
Training is now considered as more of retention tool than a cost.
The training system in Indian Industry has been changed to create a
smarter workforce and yield the best resultsTRAINING AND
DEVELOPMENT OBJECTIVES
The principal objective of training and development division is
to make sure the availability of a skilled and willing workforce to
an organization. In addition to that, there are four other
objectives: Individual, Organizational, Functional, and
Societal.
Individual Objectives help employees in achieving their personal
goals, which in turn, enhances the individual contribution to an
organization.
Organizational Objectives assist the organization with its
primary objective by bringing individual effectiveness.
Functional Objectives maintain the departments contribution at a
level suitable to the organizations needs.
Societal Objectives ensure that an organization is ethically and
socially responsible to the needs and challenges of the society.
Importance of Training and Development Optimum Utilization of Human
Resources Training and Development helps in optimizing the
utilization of human resource that further helps the employee to
achieve the organizational goals as well as their individual
goals.
Development of Human Resources Training and Development helps to
provide an opportunity and broad structure for the development of
human resources technical and behavioral skills in an organization.
It also helps the employees in attaining personal growth.
Development of skills of employees Training and Development
helps in increasing the job knowledge and skills of employees at
each level. It helps to expand the horizons of Human intellect and
an overall personality of the employees.
Productivity Training and Development helps in increasing the
productivity of the employees that helps the organization further
to achieve its long-term goal.
Team spirit Training and Development helps in inculcating the
sense of team work, team spirit, and inter-team collaborations. It
helps in inculcating the zeal to learn within the employees.
Organization Culture Training and Development helps to develop
and improve the organizational health culture and effectiveness. It
helps in creating the learning culture within the organization.
Organization Climate Training and Development helps building the
positive perception and feeling about the organization. The
employees get these feelings from leaders, subordinates, and
peers.
Quality Training and Development helps in improving upon the
quality of work and work-life.
Healthy work-environment Training and Development helps in
creating the healthy working environment. It helps to build good
employee, relationship so that individual goals aligns with
organizational goal.
Health and Safety Training and Development helps in improving
the health and safety of the organization thus preventing
obsolescence.
Morale Training and Development helps in improving the morale of
the work force. Image Training and Development helps in creating a
better corporate image.
Profitability Training and Development leads to improved
profitability and more positive attitudes towards profit
orientation.
Training and Development aids in organizational development i.e.
Organization gets more effective decision making and problem
solving. It helps in understanding and carrying out organisational
policies
Training and Development helps in developing leadership skills,
motivation, loyalty, better attitudes, and other aspects that
successful workers and managers usually display.Training in Public
Sector Indian Public Sector is passing through massive changes due
to advancement in science and technology and competition from
private sector. India has nearly one-sixth of the world's
population. This over abundant human resource needs to be converted
to asset. This is possible only through proper training and
development. The former Prime Minister Rajiv Gandhi rightly sensed
this need and had established a separate Ministry for Human
Resource Development in 1985. He stressed on the development of
human resources and because of his initiatives, training had taken
a front seat in the national economy. Later on, most of the PSEs
realized the need and importance of training their employees for
better and improved results. The human resource development
approach is essential in order to have the optimum utilization of
manpower for the benefit of both, the employees and the
organization.
After opening up of the economy, there has been tremendous
amount of pressure on the PSEs to increase productivity of their
employees on one hand and reduce surplus manpower on the other.
PSEs have found out the route to reduce their manpower strength by
adopting Voluntary Retirement Scheme (VRS). The biggest challenge
in VRS is to safeguard talent drain. Talented employees see this as
an opportunity and are moving away from PSEs in search of high paid
jobs in private and multinational companies, which leads to
scarcity of trained manpower. On the one side they get lump sum
compensation package by opting for VRS and on the other side they
will be attracted by MNCs and other private sector enterprises (The
Indian Express, January 25, 2001; Business Line, June 08, 2000;
www.syndicatebank.com). Nearly 40% of the employees in Reliance
Petroleum were drawn from the public sector (Vittal, 2001). This
again emphasizes the need and importance of training and employee
retention in PSEs. Research conducted by TVRLS on VRS also proves
that good outside opportunity is one of the important reasons for
employees opting for VRS (www.tvrls.com).
Government of India promoted PSEs to fulfill the social
objectives since the time of the first Prime Minister Jawahar Lal
Nehru. As a result, reservation for socially and educationally
weaker sections of the society was introduced in public sector
jobs. The government has banned de-reservation of vacancies meant
for the reserved categories since 1989 and reservation for other
backward classes were introduced in 1993. Now PSEs are required to
recruit up to 50% of their manpower from the reserved categories.
In the event of candidates from reserved categories not meeting the
required standards, reserved seats are filled after relaxing the
standards (Naik, 1998). This is another reason to concentrate more
on training and development activities in PSEs and to provide
proper training and development opportunities to persons recruited
on relaxed standards, so that they can come up on par with the
required standards.
In the year 2000, 11th Finance Commission emphasized that the
second phase of structural reforms should concentrate on the
extensive restructuring of PSEs. This restructuring should not only
give PSEs the same benefits of autonomy and freedom as the private
sector, but also free them from the shackles of ministries from
which they originally emerged. In one of its recommendations, this
Commission said that it a public sector enterprise fails to
demonstrate its sustainability and cannot come out of the zone of
chronic losses after five years of structurally reformed existence,
it should be sold of at whatever price it can fetch. This further
emphasized the need for training and development in PSEs to improve
their performance. (Sudhman, 2000)
IMPORTANCE OF TRAINING AT TELECOM SECTOR Telecom is one of the
fastest growing sectors in India with a growth of 21% and revenue
of Rs 86,720 crore in the year 2006. The sector is expected to grow
over 150% by 2012. With increase in competition between the major
players like BSNL, MTNL, Hutchison Essar, BPL, Idea, Bharti Tele
services, Tata, etc, the requirement for mobile analysts, software
engineers, and hardware engineers for mobile handsets has
increased. However, holding an engineering degree is not enough to
survive in the Telecom Sector. There is constant need of updating
of knowledge, skills, and attitudes.
With this rapid growth in Telecom Sector, the need for trained
professionals in bound to rise and so is the training need. The
total training market in Telecom Sector is estimated to Rs 400
crore.
Many top players are spending a huge amount on training and
development, for example BSNL alone spends more than 100 crore on
training and development of its employees through the Advanced
Level Telecommunications Training Centre (ALTTC) and 43 other
regional training institutes. Reliance has also established
Dhirubhai Ambani Institute of Information and Communication
Technology. In addition to that, Bharti has also tied-up with IIT
Delhi for the Bharti School of Telecommunication Technology and
Management. With the increase in competition, availability of huge
amount of information through internet, magazines, newspapers, TV,
etc, and increased awareness among customers, the demand to impart
proper training in non-technological areas like customer care and
marketing has increased too.
Rapid technological changes, network security threat, mobile
application development, growing IP deployment in the sector have
brought back the training and development in the priority
catalog.
TRAINING AND DEVELOPMENT AT Bharat Sanchar Nigam
Ltd(BSNL)Computerized Training Management System at ALTTC: This
system with online nomination facility has been made operational
after clearance by IT cell of BSNL. This software eases the process
of nomination by SSAs, Circles and other BSNL units, as it is a
paperless system with capability of online nomination &
approval. A-circular and approved nomination list are available
online. Through online post training evaluation module Trainees and
their controlling officers can give their feedback regarding
effectiveness of the training. In the last two months many BSNL
units have started reaping the benefit of this system.
E-learning implementation: Keeping pace with technological
changes, leveraging the IT infrastructure, e-learning methodology
is being put in place at major training centers of BSNL.
JTO Induction program: BSNL corporate office has approved the
JTO Induction Training Structure & Syllabus vide its letter no
4-1/04/Trg dated 23/6/2006.
Field courses: It is always the endeavor of ALTTC to take all
possible steps to meet the training needs of BSNL family. Many
times BSNL Circles have special need for customized trainings. ATTC
is always willing to conduct customized field course/programs as
per the need of BSNL field units. Circle HQ of field units may
write to CGM ALTTC for such requests. Summary of field programs
conducted by ALTCC in the last quarter is given for
reference.Training of all BSNL officials in Customer interface on
GSM & Broadband: BSNL Corporate office has directed ALTTC to
conduct courses on training of trainers for all RTTC/CTTC so that
training on GSM & broadband is disseminated to all BSNL
officials working in positions of customer interface. The feature
of this training is not just technical inputs but also the focus on
information from customers point of view. One batch of trainers has
already been trained in GSM & Broadband. Two more batches will
be trained soon.
Behavior and Attitude revitalization Training: BSNL corporate
office has reiterated its drive to train all BSNL executives in
this program vide its letter 2-4/05-Trg dated 5/1/2006.
Panel of volunteers for posting in ALTTC, Ghaziabad, BRBRAITT,
Jabalpur and NATFM, Hyderabad: BSNL Corporate office has again
sought applications of willing officers having B.Tech & MBA
qualification for -JAG/ DEs/ SDEs /TTS Group B & Group A
officers its letter NO.22-6/2005 - Trg Dated: 21.3.2006Training
Methods At Bharatiya Sanchar Nigam Ltd (BSNL)a) Seminars &
Workshops
The institute conducts seminars on the latest topics in new
telecommunication technologies. The institute also conducts
workshops on important topics concerning DoT. For the seminars and
workshops luminaries from leading technical organisations and
academic institutions are called.
b) Induction Training
The induction training is imparted in various disciplines for
the newly recruited staff as a pre-job training. The cadres for
which the training is given in the training centre are ADET
(Probationers), Asstt. Manager (Probationers)(Telecom Factory) ,
Junior Engineers (Telecom Factories) and Junior Accounts
Officers.
c) Inservice Training
The purpose of inservice training is to give the necessary
knowledge and know how about the new systems/technologies inducted
into the network from time to time. The institute offers in-service
training in latest technologies and techniques. JTO specialization
batches conducted are a part of in-service training. The courses
are monitored continuously and the utility of these in-service
courses is assessed from time to time and courses which are not in
demand are weeded out and new courses are introduced.
d) Field Training Programmes
Considering the need to update the knowledge and skills of the
technical maintenance personnel in specific disciplines of
technology from time to time, a system of short-term practical
oriented training programmes has been developed by this institute.
For conducting these courses the trainers go to the field stations.
These programmes called Field Training Programmes (FTPs) are for a
maximum of 5 days duration and conducted with the help of the
equipment available in the field. Besides training the lower staff
on job, this also helps the trainers getting acquainted with the
day to day problems in the field which can later be taken care of
in the training modules being developed in the Training Centre.
Infrastructure In the main building all the administrative
offices, class rooms and laboratories etc. are housed. There are
several faculties viz. Electronic Switching I (OCB - 283, E-10B),
Electronic Switching -II (C-DOT, ILT, NEAX), Radio Transmission,
Transmission lines, Telecom External Plant, Computer, ITMS. The
technical faculties are supported by the three sections namely
Programming, Works and Administration.
There are 15 class rooms for lecture sessions fully equipped
with facilities like overhead/slide projectors.
There are 66 laboratories for practicals. They are equipped with
a wide variety of latest technology telecommunication equipments
like OCB-283, E-10B, C-DOT 512P, ILT 512P, Digital Microwave,
Optical Fibre, V-SAT, Digital UHF, EKB & EKBC, SFMS, Local Area
Network, Pentium/486 computers, Window based PC software ,
Commercial service and other latest software.
The Support facilities for teaching/labs, available in the
BRBRAITT are :
i) A big library having about 32189 books and 236 technical
journals.
ii) A Video lab, equipped with sound proof studio, editing video
and audio chain & Computerised video animation.
iii) Instructional Technology (I.T.) lab fully equipped with
micro teaching equipment like Video Cameras, TV monitors, VCRs
etc.
iv) Desk Top Publishing unit fully equipped with Computers,
Laser Printers, Scanner, where the text processing of course
material / handouts is done.
v) A seminar hall with a capacity of about 40 participants fully
equipped with P.A. system, Video and Computer projector on a wide
screen and slide/tape projector.
vi) Screening room with facility for projecting 16 mm films and
video films with a capacity of 25 audience.
vii) An Audio Visual hall for bigger gatherings upto 200 persons
for A/V programmes and cultural functions.
TRAINING FACILITIES
The institute plays a key role in human resource development for
telecom services. To make the training effective, a good
infrastructure of well equipped laboratories with experienced
teaching staff has been provided. The equipments are in live
condition and the trainees are free to handle the same to have
clear concepts about the working of the system. It is always
endeavoured that the personnel trained should gain such knowledge
and skill that they are in a position to install, operate and
maintain the systems without any difficulty after completion of the
training.
Keeping in view the rapid development in telecom technologies
throughout the world, new labs are being added to the training
centre. These are installed and commissioned by the faculty
members. Each lab is maintained by a S.D.E. with the help of
J.T.Os.TRAINING PLANNING
The training opportunities outlined here allow you and your
subordinates to develop knowledge and skills which are consistent
with departmental goals and career plans. As individual training
needs are identified, the subordinate should be an integral part of
the planning process.
As a preliminary step in planning a complete training program,
you should seek answers to the following questions.
What are the job requirements ?
What past training, job experience and/or education contributes
to job performance ?
What performance deficiencies or problems could be attributed to
a lack of knowledge and / or skills ?
What related job functions would be useful to know ?
In what areas is knowledge needed in order to develop potential
for future assignments ?
Answers to these questions should provide you with sufficient
information to identify training requirements. As part of the
planning process, you should perform the following activities :
Step 1 : Identify the areas in which training is needed.
Step 2 : Determine which courses address those needs.
Step 3 : Determine pre-requisites and ensure that they are
met.
Step 4 : Map out the appropriate sequence of courses to be
taken.
Step 5 : Document training planned and scheduled.
Step 6 : Schedule of training.
REGISTRATION PROCEDURE FOR THE COURSES
The Course Directory 1999 gives the necessary information about
the various training courses planned to be conducted in the
different RTTCs & BRBRAITT Jabalpur.
The HRD officers of the Telecom Circles are requested to assess
the training needs of their circles and submit to this office the
consolidated requirements of seats for each course, for the entire
year 1999 with specific remarks that how many candidates can be
spared at a time for each batch. The requirement of seats from your
Circle must reach this office before 31.12.98 if not submitted
earlier.
Requirements received from subordinate Units/Minor Telecom
District/SSAs of your Circle will not be considered for
allotment.
Seats are allotted to your Circle for each course through
separate allotment orders called 'A' Circular which are normally
released three months in advance to the actual dates of
commencement of each batch. You may depute the participants for the
respective courses after the fulfillment of various conditions as
laid down in the allotment orders and confirmation of the
nomination in 'B' Circular.
For trainees from other Departments and organisations in non DOT
a fee of Rs. 10,950/- per trainee per week excluding boarding and
lodging shall be charged. The lodging charges are Rs. 100/- to
200/- per bed per day & are likely to be revised. For foreign
trainees a fee of U.S. Dollar 650 (six hundred fifty U.S. Dollar
only) per trainee per week excluding boarding and lodging shall be
charged. For boarding and lodging charging will be done separately.
In addition charges for study tours outside Jabalpur are also
payable. (The above rates are under revision and latest rates may
be checked at the time of nomination of candidates).
LOCATION OF REGIONAL TELECOM TRAINING CENTRES OF
BSNLAhmedabadBhubaneshwarChennai
GuwahatiHyderabadJaipur
KalyaniLucknowMysore
NagpurPatnaPune
RajpuraThiruvanathapuram
LOCATION OF CIRCLE TELECOM TRAINING CENTRES OF
BSNLAhmedabadBhopalBhubaneshwar
CalcuttaChennaiGuwahati
JaipurJammuKakinada
KurukshetraLucknowMysore
MeerutNasikPatna
RajpuraShillongSunder Nagar
Thiruvanantpuram
LOCATION OF DISTRICT TELECOM TRAINING CENTRES OF
BSNLAhmedabadBangaloreCalcutta
ChhenaiHyderabadPune
NEED FOR THE STUDY
i. For the organizational viability & transformation process
the organization has to train its employees to impart specific
skills & knowledge in order to contribute to organizational
efficiency & to cope with the changing environment.
ii. For the organizational complexity which occurs because of
the increased mechanization & automation manufacturing the
products & by-products or dealing in services of diversified
lines extension of operations to various regions & overseas
countries. This creates a complex problem & this situation
calls for training in the skills of coordination, integration,
& adaptability to the requirement of growth, diversification
& expansion.
iii. Training is necessary when existing employees are promoted
to higher level in the organization or when there is some new job
due to transfer. It is also necessary to equip the old employees
with the new techniques or technology & advanced
disciplines.
iv. It is necessary for maintaining human relation besides
maintaining sound industrial relations & also to deal with the
human problems. A study on Effectiveness of Training and
Development in Public Sector Statement of the problem: The study is
conducted to find out the overall impact of training and
development on the job performance of employees working in
different cadre groups in each department.
Purpose of the study: The main purpose is to know the
effectiveness of training in relation to the job performance of
employees and to reduce the resisting forces in employees to new
technological advancement.
Scope of the study: The scope of the study is restricted to the
employees working in different cadre groups in each of the
department in the organization - BSNL Belgaum.
Objectives:
1. To find out the relevance of training and development in
achieving goals of the organization.
2. The basis on which the training is planned and scheduled.
3. To study the different methods of training at BSNL
4. To find out whether the training activities is aligned with
overall goals of the organization
5. To study the relationship between performance and
training
Research methodology.
According to this study investigation was conducted for some
definite purpose with the help of a structural & personal
interview to gather primary information as much as possible than
the most appropriate research design for the study is descriptive
research design.
The study is an evaluative & diagnostic attempt to discover
empirically the nature of relationship between performance
appraisal and training and development within the extensively draw
domain of the problem of the question.
Following are the steps in the research design.
Sampling Plan
Sampling frame: the respondents are the employees of the public
sector Bharat Sanchar Nigam Ltd (BSNL) Belgaum SSA.
Sampling unit: the sampling unit is an individual employee of
all the departments of the organization Bharat Sanchar Nigam
Ltd(BSNL)
Sample size: sample size taken for this study is 100 employees
covering all the departments of the organization.
Area covered
For this survey I have covered all the departments of the
organization - BSNL Belgaum.
Following are the number and name of departments.
Sl noDepartmentNo. of employees
1Planning 20
2Administration20
3Operations20
4Accounts20
5HRD20
Total100
Methodology:
A list of questions was prepared by me under the guidance of my
mentor.
Following were the steps in my study.
1. Questionnaire: a questionnaire was served to all the
employees asking their opinion about the effectives of training and
development programs at BSNL.
2. Personal interview: a face-to-face talk is carried out with
the employees where I asked several employees about their feelings
and opinions on various aspects of their jobs and organization.
3. Company data and reports: certain reports from the HRD
department provided the information as to the total no of
employees, schedule of training programs, number of persons
attending it and other such things, which indicated the employee
performance on the job after attending these training programs.
Data collection:
To produce a reliable questionnaire both primary and secondary
information was used.
Primary data is the first hand information; the questionnaire
was prepared by me under the guidance of the mentor wherein I used
likert five-point scale and closed ended questions for measuring
attitudes of the employees for my study.
The questionnaire comprised 12 questions which covered all the
aspects of measuring the effectiveness of training and
development.
PRIMARY DATA
An instrument is used to collect the required information from
the employees and also interact the employees personally.
Primary data helps us in making observation of employees
behaviors, talk gestures which helped me in identifying any the
attitude of employees towards the training program and the
effectiveness of the training program in the organization.
SECONDARY DATA
It was collected from the website of the company, and the
compaby personnel, certain reports from the HR department. The
research also took the help of the books and journal.
Both primary and secondary data served the purpose in measuring
the effectiveness of training and development at BSNL. Both are
equally essential for any type ofsurvey.
DATA ANALYSIS
Statistical tool:
Correlation test Frequency test
Statistical package
SPSS softwareProcedure for Analysis1.Administering questionnaire
to all the employees.2.Analyze the rating of employees using the
statistical tool (spss software).
3.simple frequency test(mean & standard deviation).
4.Correlation.
5.Interpretation of analyzed information.Limitations of the
study:1. Due to restriction to enter into some of the departments
at BSNL I could not cover some of the aspects required for my
study.
2. Interaction with the company executive was limited due to
their busy schedule.
3. The information collected is mainly primary data and the
accuracy is subject to the responses received.Theoretical aspects
of Training and Development It is a learning process that involves
the acquisition of knowledge, sharpening of skills, concepts,
rules, or changing of attitudes and behaviours to enhance the
performance of employees. Training is an organized procedure which
brings about semi-permanent changes in behavior, for a definite
purpose. The three main areas involved are skills, knowledge and
attitudes (sometimes called social skills) but always with a
definite purpose in mind.
Training also helps a person cultivate appropriate and desired
behavior and attitude towards the work and people. Training is a
process through which a person enhances and develops his
efficiency, capacity and effectiveness at work by improving and
updating his knowledge and understanding the relevant skills
relevant to his or her job. Unless training is provided, the jobs
and lives of employees in organizations are at stake.
Training is activity leading to skilled behavior.
Its not what you want in life, but its knowing how to reach
it
Its not where you want to go, but its knowing how to get
there
Its not how high you want to rise, but its knowing how to take
off
It may not be quite the outcome you were aiming for, but it will
be an outcome
Its not what you dream of doing, but its having the knowledge to
do it
It's not a set of goals, but its more like a vision
Its not the goal you set, but its what you need to achieve
it
Training is about knowing where you stand (no matter how good or
bad the current situation looks) at present, and where you will be
after some point of time.
Training is about the acquisition of knowledge, skills, and
abilities (KSA) through professional development.
OBJECTIVES OF TRAINING:
Preparing both the old & new employees to meet the present
as well as the changing requirements of the job & the
organization.
Preventing obsolescence.
Preparing employees for the higher-level tasks.
Ensuring smooth & efficient working of the department.
Ensuring economical output of the required quality.
Imparting knowledge & skills for new entrants. Induction
Updating
Preparing for future assignments
Competency developmentCLASSIFICATION OF TRAINING:
There are a number of training methods available; Use of a
particular method depends on the type of trainees viz. worker,
supervisor and manager. Basically these methods can be classified
into following categories:1.Induction training:
Here, training is given to newly joined employees. The main
objective of this training is to give an idea to the employee about
the particular work. It is concerned with orienting a new employee
to a new environment.
2.On-the-job training: Here, the individual is placed on a
regular job and taught the skills necessary to perform that job.
The trainee learns under the supervision and guidance of a
qualified worker or instructor. It gives first hand knowledge and
experience under the actual working conditions.
3.Apprenticeship training: Apprenticeship training is normally
given to artisans, electricians, plumbers and a like. The duration
is mainly 6 months to 2 years; this is carried out under the
guidance and intimate supervision of master craftsman, expert
worker and supervisor. During training period the trainee is paid
less than that of a qualified worker.4.Job Rotation:
This involves the movement of the trainee from one job to
another. The trainee receives job knowledge and gains experience
from his supervisor or trainer in each of the different job
assignments. This method gives an opportunity to the trainee to
understand the problems of employees on other jobs.
5.Coaching:
The trainee is placed under a particular supervisor who
functions as a coach in training the individuals. The supervisor
provides feedback to the trainee on his performance and offers him
some suggestions for improvements. But the trainee may not have the
freedom or opportunity to express his own ideas. 6.Job
Instruction:
This method is also known as training through step by step. The
trainer explains to 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.
7.Committee Assignments:
A group of trainees are given and asked to solve an actual
organizational problem. The trainees solve the problem jointly. It
develops teamwork.
8.Off the job training:
The trainee is separated from the job situation and his
attention is focused upon learning the material related to his
future job performance. Since the trainee is not distracted by job
requirements, he can place his entire concentration on learning the
job rather than spending his time in performing it. There is an
opportunity for freedom of expression for the trainees.
9.Vestibule training:
Actual work conditions are simulated in the classroom. Material,
files and equipments, which are used in actual job performance, are
also used in training. This type of training is commonly used for
training personal for clerical and semi-skilled jobs. Theory can be
related to practice in this method.
10.Role-playing:
It is a method of human interactions that involves realistic
behavior in imaginary situations. This method of training involves
certain characters. This method is mostly used for developing
inter-personal interactions and relations.
11.Lecture Method:
The instructor organizes the material and gives it to a group of
trainees in the form of a talk. To be effective, the lecture must
motivate and create interest among the trainees. This method is
direct and can be used for a large group of trainees. Costs and
time involved are reduced.
12.Conference or discussion:
This method involves a group of people who pose ideas, examine
and share facts, ideas and data, test assumptions and draw
conclusions, which contribute to the improvement of job
performance.
13.Programmed instruction:
The subject matter to be learned is presented in a series of
carefully planned sequential units. These units are arranged from
simple to more complex levels of instruction. The trainee goes
through these units by answering questions or filling the
blanks.
14.Internship Training:
Here, the organization makes arrangements with technical
institutes to get its employees duly trained in the latest
theoretical knowledge and other developments relating to trade,
this training is provided to the employee in such a way as to bring
balance between theory and practice.
15.Professional skill training: Here, training is given to
Professional staff such as Accountants, Surveyors, Auditors, and
Architects etc. Organization provides this training to newly joined
professionals to gain the professional qualification and it is also
given to the existing professionals.HOW TO MAKE TRAINING
EFFECTIVE:
Determine the training needs through job description,
performance appraisal, potential appraisal and discussion with
employees.
Prepare a training calendar in discussion with the managers
concerned.
Define the training objectives specifically.
Select the efficient facultyFACTORS INFLUENCING TRAINING AND
DEVELOPMENT: Top management support
Commitment from specialists and generalists
Technological advances
Organizational complexity
Learning principlesDifference between Training and
Development
Training Development
1. Training is often referred to as importing specific
skills.
2. The focus is on improvement in performance after
training.
3. The impact of training be experienced and assessed by the
organization.
4. Usually, administrative, supervisory and technical workforce
may be exposed to training program.1. Development on the other hand
is often focused at overall development of personality.
2. 2.They focus on aspects like leadership skills, managing
teams, problem solving, decision making , people skills, time
management, etc.
Models of Training and DevelopmentTraining is a sub-system of
the organization because the departments such as, marketing &
sales, HR, production, finance, etc depends on training for its
survival. Training is a transforming process that requires some
input and in turn it produces output in the form of knowledge,
skills, and attitudes (KSAs).
THE TRAINING SYSTEM A System is a combination of things or parts
that must work together to perform a particular function. An
organization is a system and training is a sub system of the
organization. The System Approach views training as a sub system of
an organization. System Approach can be used to examine broad
issues like objectives, functions, and aim. It establishes a
logical relationship between the sequential stages in the process
of training need analysis (TNA), formulating, delivering, and
evaluating. There are 4 necessary inputs i.e. technology, man,
material, time required in every system to produce products or
services. And every system must have some output from these inputs
in order to survive. The output can be tangible or intangible
depending upon the organizations requirement. A system approach to
training is planned creation of training program. This approach
uses step-by-step procedures to solve the problems. Under
systematic approach, training is undertaken on planned basis. Out
of this planned effort, one such basic model of five steps is
system model that is explained below. Organization are working in
open environment i.e. there are some internal and external forces,
that poses threats and opportunities, therefore, trainers need to
be aware of these forces which may impact on the content, form, and
conduct of the training efforts. The internal forces are the
various demands of the organization for a better learning
environment; need to be up to date with the latest
technologies.
The three model of training are:
1.System Model
2.Instructional System Development Model
3. Transitional model
SYSTEM MODEL
The system model consists of five phases and should be repeated
on a regular basis to make further improvements. The training
should achieve the purpose of helping employee to perform their
work to required standards. The steps involved in System Model of
training are as follows:
1. Analyze and identify the training needs i.e. to analyze the
department, job, employees requirement, who needs training, what do
they need to learn, estimating training cost, etc The next step is
to develop a performance measure on the basis of which actual
performance would be evaluated.
2. Design and provide training to meet identified needs. This
step requires developing objectives of training, identifying the
learning steps, sequencing and structuring the contents.
Instructional System Development Model (ISD) Model
Instructional System Development model was made to answer the
training problems. This model is widely used now-a-days in the
organization because it is concerned with the training need on the
job performance. Training objectives are defined on the basis of
job responsibilities and job description and on the basis of the
defined objectives individual progress is measured. This model also
helps in determining and developing the favorable strategies,
sequencing the content, and delivering media for the types of
training objectives to be achieved.
The Instructional System Development model comprises of five
stages:
1. ANALYSIS This phase consist of training need assessment, job
analysis, and target audience analysis.2. PLANNING This phase
consist of setting goal of the learning outcome, instructional
objectives that measures behavior of a participant after the
training, types of training material, media selection, methods of
evaluating the trainee, trainer and the training program,
strategies to impart knowledge i.e. selection of content,
sequencing of content, etc. 3. DEVELOPMENT This phase translates
design decisions into training material. It consists of developing
course material for the trainer including handouts, workbooks,
visual aids, demonstration props, etc, course material for the
trainee including handouts of summary. 4. EXECUTION This phase
focuses on logistical arrangements, such as arranging speakers,
equipments, benches, podium, food facilities, cooling, lighting,
parking, and other training accessories.5. EVALUATION The purpose
of this phase is to make sure that the training program has
achieved its aim in terms of subsequent work performance. This
phase consists of identifying strengths and weaknesses and making
necessary amendments to any of the previous stage in order to
remedy or improve failure practices.
The ISD model is a continuous process that lasts throughout the
training program. It also highlights that feedback is an important
phase throughout the entire training program. In this model, the
output of one phase is an input to the next phase.
Transitional Model Transitional model focuses on the
organization as a whole. The outer loop describes the vision,
mission and values of the organization on the basis of which
training model i.e. inner loop is executed.
Vision focuses on the milestones that the organization would
like to achieve after the defined point of time. A vision statement
tells that where the organization sees itself few years down the
line. A vision may include setting a role mode, or bringing some
internal transformation, or may be promising to meet some other
deadlines.
Mission explain the reason of organizational existence. It
identifies the position in the community. The reason of developing
a mission statement is to motivate, inspire, and inform the
employees regarding the organization. The mission statement tells
about the identity that how the organization would like to be
viewed by the customers, employees, and all other stakeholders.
Values is the translation of vision and mission into
communicable ideals. It reflects the deeply held values of the
organization and is independent of current industry environment.
For example, values may include social responsibility, excellent
customer service, etc.
The mission, vision, and values precede the objective in the
inner loop. This model considers the organization as a whole. The
objective is formulated keeping these three things in mind and then
the training model is further implemented.
Typical Reasons for Employee Training and Development
Training and development can be initiated for a variety of
reasons for an employee or group of employees, e.g.,:
1. When a performance appraisal indicates performance
improvement is needed
2. To "benchmark" the status of improvement so far in a
performance improvement effort
3. As part of an overall professional development program
4. As part of succession planning to help an employee be
eligible for a planned change in role in the organization
5. To "pilot", or test, the operation of a new performance
management system
6. To train about a specific topic.Typical Topics of Employee
Training
1. Communications: The increasing diversity of today's workforce
brings a wide variety of languages and customs.
2. Computer skills: Computer skills are becoming a necessity for
conducting administrative and office tasks.
3. Customer service: Increased competition in today's global
marketplace makes it critical that employees understand and meet
the needs of customers.
4. Diversity: Diversity training usually includes explanation
about how people have different perspectives and views, and
includes techniques to value diversity
5. Ethics: Today's society has increasing expectations about
corporate social responsibility. Also, today's diverse workforce
brings a wide variety of values and morals to the workplace.
6. Human relations: The increased stresses of today's workplace
can include misunderstandings and conflict. Training can people to
get along in the workplace.
7. Quality initiatives: Initiatives such as Total Quality
Management, Quality Circles, benchmarking, etc., require basic
training about quality concepts, guidelines and standards for
quality, etc.
8. Safety: Safety training is critical where working with heavy
equipment , hazardous chemicals, repetitive activities, etc., but
can also be useful with practical advice for avoiding assaults,
etc.
9. Sexual harassment: Sexual harassment training usually
includes careful description of the organization's policies about
sexual harassment, especially about what are inappropriate
behaviors. General Benefits from Employee Training and
Development
There are numerous sources of online information about training
and development. Several of these sites (they're listed later on in
this library) suggest reasons for supervisors to conduct training
among employees. These reasons include:
Increased job satisfaction and morale among employees
Increased employee motivation
Increased efficiencies in processes, resulting in financial
gain
Increased capacity to adopt new technologies and methods
Increased innovation in strategies and products
Reduced employee turnover
Enhanced company image, e.g., conducting ethics training (not a
good reason for ethics training!)
Risk management, e.g., training about sexual harassment,
diversity.THE PROCESS OF TRAININ AND DEVELOPMENT INDUSTRY
PROFILEBharat Sanchar Nigam Limited (BSNL)Bharat Sanchar Nigam
Limited (known as BSNL, India Communications Corporation Limited)
is a public sector communications company in India. It is the
largest telecommunication company in India and the sixth largest in
the world[citation needed]. Its headquarters are at Bharat Sanchar
Bhawan, Harish Chandra Mathur Lane, Janpath, New Delhi. It has the
status of Mini-ratana - a status assigned to reputed Public Sector
companies in India.
BSNL is India's oldest and largest Communication Service
Provider (CSP). Currently BSNL has a customer base of 65.3 million
(Basic & Mobile telephony). It has footprints throughout India
except for the metropolitan cities of Mumbai and New Delhi which
are managed by MTNL. As on July 31, 2007 BSNL commanded a customer
base of 32.7 million Wireline, 3.7 million CDMA-WLL and 28.9
million GSM Mobile subscribers. BSNL's earnings for the Financial
Year ending March 31, 2007 stood at INR 397.15b (US$ 9.67 b) with
net profit of INR 78.06b (US$ 1.90 billion). Today, BSNL is India's
largest Telco and one of the largest Public Sector Undertaking of
the country with authorized share capital of US$ 4.26 billion (INR
17,500 Crores) and assets of US$ 14.74 billion.
The foundation of Telecom Network in India was laid by the
British sometime in 19th century. The history of BSNL is linked
with the beginning of Telecom in India. In 19th century and for
almost entire 20th century, the Telecom in India was operated as a
Government of India wing. Earlier it was part of erstwhile Post
& Telegraph Department (P&T). In 1975 the Department of
Telecom (DoT) was separated from P&T. DoT was responsible for
running of Telecom services in entire country until 1985 when
Mahanagar Telephone Nigam Limited (MTNL) was carved out of DoT to
run the telecom services of Delhi and Mumbai. It is a well known
fact that BSNL was carved out of Department of Telecom to provide
level playing field to private telecoms.Subsequently in 1990s the
telecom sector was opened up by the Government for Private
investment, therefore it became necessary to separate the
Government's policy wing from Operations wing. The Government of
India corporatised the operations wing of DoT on October 01, 2000
and named it as Bharat Sanchar Nigam Limited (BSNL).BSNL operates
as a public sector.
Employment at BSNL
BSNL's employee base comprises of more than 3,57,000 telecom
engineers and professionals. BSNL's Work Culture
Teamwork, leadership, motivation, etc. are the management
principles followed at BSNL. The entire staff is divided in four
groups.
Board of Directors
BOD of BSNL consists of 6 members.
Employee distribution at BSNL
Key Players In Indian Telecom Industry:
1) Reliance Communications Limited
2) Bharti Airtel Limited
3) BSNL
4) MTNL
5) Hutchison Essar
6) Ericsson
7) Nokia
8) Siemens Communications
9) Idea Cellular Limited
10) Tata Teleservices ChallengesDuring Financial Year 2006-2007
(From April 01, 2006 to March 31, 2007) BSNL has added 9.6 million
new customers in various telephone services taking its customer
base to 64.8 million. BSNL's nearest competitor Bharti Airtel is
standing at a customer base of 39 million. However, despite
impressive growth shown by BSNL in recent times, the Fixed line
customer base of BSNL is declining. In order to woo back its
fixed-line customers BSNL has brought down long distance calling
rate under OneIndia plan, however, the success of the scheme is not
known. However, BSNL faces bleak fiscal 2006-2007 as users flee,
which has been accepted by the CMD BSNL.
Presently there is an intense competition in Indian Telecom
sector and various Telcos are rolling out attractive schemes and
are providing good customer services. However, BSNL being legacy
operator and its conversion from a Government Department, earns lot
of criticism for its poor customer service. Although in recent past
there have been tremendous improvement in working of BSNL but still
it is much below the Industry's Expectations. A large aging
(average age 49 years(appx)) workforce (300,000 strong), which is
mostly semi-illetrate or illeterate is the main reason for the poor
customer service. Further, the Top management of BSNL is still
working in BSNL on deputation basis holding Government employee
status thus having little commitment to the organisation. Although
in coming years the retirement profile of the workforce is very
fast and around 25% of existing workforce will retire by 2010,
however, still the workforce will be quite large by the industry
standards. Quality of the workforce will also remain an issue.
Access Deficit Charges (ADC, a levy being paid by the private
operators to BSNL for provide service in non-lucarative areas
especially rural areas) has been slashed by 37% by TRAI, w.e.f.
April 01, 2007.The reduction in ADC may hit the bottomlines of
BSNL.
BSNL is in the process of commissioning of a world class,
multi-gigabit, multi-protocol, convergent IP infrastructure through
National Internet Backbone-II (NIB-II), that will provide
convergent services through the same backbone and broadband access
network. The Broadband service will be available on DSL technology
(on the same copper cable that is used for connecting telephone),
on a countrywide basis spanning 198 cities.
In terms of infrastructure for broadband services NIB-II would
put India at par with more advanced nations. The services that
would be supported includes always-on broadband access to the
Internet for residential and business customers, Content based
services, Video multicasting, Video-on-demand and Interactive
gaming, Audio and Video conferencing, IP Telephony, Distance
learning, Messaging: plain and feature rich, Multi-site MPLS VPNs
with Quality of Service (QoS) guarantees. The subscribe will be
able to access the above services through Subscriber Service
Selection System (SSSS) portal.
Key Objectives
To provide high speed Internet connectivity (upto 8 Mbps)
To provide Virtual Private Network (VPN) service to the
broadband customers
To provide dial VPN service to MPLS VPN customers.
To provide multicast video services, video-on-demand, etc.
through the
Broadband Remote Access Server (BRAS).
To provide a means to bill for the aforesaid services by either
time-based or volume-based billing. It shall provide the customer
with the option to select the services through web server
To provide both pre-paid and post paid broadband services
Technical Capability of the Backbone The Broadband Service will
be given through the state of the art Multi Protocol Label
Switching (MPLS) based IP Infrastructure, which is designed to
provide reliable routes to cover all possible destinations within
and outside the country. Layer 1 of the network will consist of a
high speed Backbone comprising of 24 powerful Core Routers
connected with high speed 2.5 Gbps(STM-16) links. The routers are
located on the national DWDM network interfacing at STM-16 optical
level to provide for high transmission speeds.
Advantage of MPLS over other Technologies MPLS VPN is a
technology that allows a service provider like BSNL to have
complete control over parameters that are critical to offering its
customers service guarantees with regard to bandwidth throughputs,
latencies and availability. Services available through
Broadband
High speed Internet Access: This is the always-on Internet
access service with speed ranging from 256 kbps to 8 Mbps.
Bandwidth on Demand: This will facilitate customer to change
bandwidth as per his / her requirement. For example a customer with
256 kbps can change to 1 Mbps during the video Conferencing
session.
Multicasting: This is to provide video multicast services for
application in distance education, telemedicine etc
Dial VPN Service: This service allows remote users to access
their private network securely over the NIB-II infrastructure.
Video and Audio Conferencing:
Content based Services: Like Video on Demand, Interactive
Gaming, Live and time shifted TV
Services Provided By Bharat Sanchar Nigam Ltd (BSNL)BSNL
LANDLINE
PHONE PLUS SERVICE
NEW TELEPHONE CONNECTION
PERMANENT CONNECTION
CONCESSION IN RENTALS
SHIFT OF TELEPHONE
TRANSFER OF TELEPHONE
TELEPHONE TARIFF BSNL MOBILE
POSTPAID
PREPAID
UNIFIED MESSAGING
GPRS/WAP/MMS
DEMOs
TARIFF
SMS & BULK SMS INTERNET SERVICES
NETWORK
BROADBAND
TYPES OF ACCESS
WI-FI
CO-LOCATION SERVICE
BSNL WEB HOSTING
INTERNET TARIFF
DIAL UP INTERNET
SMS& BULK SMS
BSNL BROADBAND
REGISTER ONLINE
TARIFF
FAQ
CHECK USAGE
BSNL MPLS-VPN
ISDN
ISDN
TARIFFEANALYSIS AND INTERPRETATION
Interpretation: the correlation test is used to link one factor
with all the other factors in order to know which the most
significant factor and which factor is most positively correlated
to each other. and helps us to decide on the factors which are
important in designing the training program. Pearson correlation
was effective for my study as the study made use of the nominal
scale in the questionnaire. in the above correlation table the
point at which the row and column intersects and there is an star
mark, that factor is the most significant factor. if there is one
star sign that factor is positively correlated at 0.01 level of
significance and when there is 2 star marks that factor is
positively correlated at 0.05 level of significance.
This table gives us the clear idea about the important factors
that are essential for effective training and development programs.
when the rows and columns intersect and it has a negative sign
those factors cannot be correlated at all or those factors are not
at all significant.
Therefore we can clearly make out from the above table the
significant and not so significant factors in the correlation
table.
FINDINGS
Training helps to increase productivity and achieve the goals of
the organization
Training programs are well planned in the organization.
The training given in organization is not of sufficient
duration.
The training programs are not evaluated periodically.
The training programs strongly focus on technical and managerial
capabilities..
The training programs are not given adequate importance due to
the work pressure in the organization.
Employees attitude towards the training programs is
casual/informal.
There is no involvement of employees in determining the training
need analysis.
The quality of training programs in the organization is
excellent..
The training programs are well designed and widely shared in the
organization.
More priority is given for on the job trainings than the value
addition programs like motivation, stress management, group
dynamics.
SUGGESTION
Employees should decide and determine the training programs that
they need so that they can work more effectively and efficiently,
employees should decide some of the training they would like to
undergo. The HR department should conduct briefing and debriefing
sessions for employees for Training as to give them an idea as to
why this training is been conducted and what they have to learn in
the training program conducted and also after training completion
they should take a feedback as to how effective was the training so
that the necessary improvements in training programs can be
considered and implemented.
Apart from on-job training programs the HR Department should
conduct constant value addition programs such as Time management,
Stress management trainings, group dynamics, grievance redressal,
these will help to add value and is also essential in todays
business scenario.
Performance of every employee undergone training should be
evaluated so as to get Improved quality of training activities,
Improve ability of the trainers to relate inputs to output know
their understanding about the training programme conducted Training
program should evaluate the abilities, competencies and potentials
of the trainees for a particular job or work skills. It should aim
to narrow down the gap between expected level of performance and
the actual level of performance.
It should provide new recruits or trainees a scientific pace for
imbibing the knowledge and skills required to discharge their
duties and responsibilities meaningfully and purposefully.
The company should conduct training programs at regular
intervals, which helps the employees to enhance their knowledge for
their current jobs.
The company should design the training program based on the
current requirement, which includes development of technical
skills, personality development, time management, computer
knowledge etc.
The training session should be made more interactive and
participative so that trainees and trainer are in constant
interaction
CONCLUSION
According to the study conducted we can conclude that the
overall satisfaction level of employees in relation to the training
programs is moderate. The employees agree that the training
programs helps to increase productivity and achieve the
organizational goal.
The employees said that the training programs in the
organization are well planned but they are not satisfied with the
duration of the training program and the are also not satisfied
with the evaluation process of training program, they are not
evaluated periodically.
The training programs in the organization strongly focus on the
technical and managerial capabilities but these programs are not
given adequate importance sometimes because of the work
pressure.
The employees do not take the training programs seriously, as
there are no strict rules and regulations to attend the training
programs.
The employees are not involved in determining the training need
analysis. The training programs are fixed by the top
management.
The quality of the training programs is excellent but the
employees are not making the best use of it.
Therefore we can conclude that the training programs in the
organization are excellent but they have been not utilized properly
by the employees as the training programs are not mad compulsory to
all the departments. There is a broader scope to develop and
improve its training programs in future in order to meet the
requirements of the global market
REFERENCES Books:
Human Resources Management by Gary Dessler
Publised by Pearson Education 9th Edition
PP 184 - 240
Bibliography
Reference
i. Books
P L RAO, HRD THROUGH IN-HOUSE TRAINING, Concepts of Training,
Methods of Training, Effectiveness of Training
PP-3-185
Websites
http://www.mckinseyquarterly.com/ Nov 2004
http://www.google.co
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