Training & Development

1

TRAINING AND DEVELOPMENT

INTRODUCTION:

As man invented tools, weapons, clothing, shelter and language, the need for

training became an essential ingredient in the march of civilization. Whether our

ancestors stumbled upon or invented these facts of civilization is relatively little

significance what is more important is that man had the ability to pass on to others

the knowledge and skill gained in mastering circumstances which was done by

signs and words. Through these devices the development process called training

was administered.

CONCEPT AND DEFINITION:

An inevitable consequence of change is the need to learn. Changes may be

result of the introduction of new technology of new working practices or of the

general development and changing aspirations of people. Such changes often

require people to learn new knowledge and skills and company this with changes in

attitudes. For this training is used which is concerned with helping people to learn

quickly and effectively. It requires clearly defined outcome and also affective

learning conditions.

Training is defined as “A planned process to modify attitude, knowledge or

skill through learning experience to achieve effective performance in an activity or

2

range of activities. Its purpose in the work situation is to develop the abilities of the

individual and to satisfy current and future manpower needs of the organization.

Training is the corner stone of sound management for it makes employees more

effective and productive.

Development is a related process. It covers not only activities, which

improve job performance, and also those, which bring about growth of the

personality. In organizational terms, it is intended to equip persons to earn

promotions and held greater responsibility. Training a person for a bigger and

higher job is development.

IMPORTANCE OF TRAINING:

Reduction in wastage leading to improved profitability

Improves the morale of the workforce

Improve the job knowledge and skills at the levels of the organization

Improves quality

Improves production rate

Improves labor management relations

Creates an appropriate climate for growth and communication

Aid in improving organizational communication

Helps the individual in making better decisions and effective problem solving

Aids in encouraging and achieving self development and self-confidence

Helps a person handle stress, tension, frustration and conflict

3

TRAINING PROCESS

4

ORGANISATIONAL OBJECTIVESAND STRATEGIES

ASSESSMET OF TRAINING NEEDS

ESTABLISHMENT OF TRAINING GOALS

EVALUATION OF RESULTS

IMPLEMENTATION OF TRAINING PROGRAMME

DEVISING TRAININGPROGRAMME

Objectives of the study:

This project work characterizes to evaluate the training programs that are conducted

at Hyderabad Division of HAL. The objectives of the study are as follows.

To study the training programs taken up currently by the organization.

To analyze the procedure presently followed in planning and conduct of training

programs at HAL.

To evaluate the training management programs.

To analyze how the training needs of the employees are identified.

To evaluate the feedback system followed presently.

To identify and suggest measures for the improvement of the training programs

Research Methodology

To design this project report, a through literature survey was conducted which

included detailed study of books and journals available on the subject.

5

Based on this survey, a questionnaire was prepared to evaluate training and

development programs. The research also included few personal interviews with the

trainees as well as the trainers who gave an insight into the various training programs

conducted to gain practical view of the programs.

The questionnaires were administered to 50 executives and workers who had

undergone training. The questionnaires consisted of 31 questions out of which 5 questions

were based on employee profile, and 26 were based training and development.

L imitations of the study

The company under study being a very large organization with large number of

employees, all of them could not be contacted for views and opinions on the topic

“TRAINING AND DEVELOPEMENT”.

Wing to the paucity of time the questionnaires could be distributed only to a limited

number of employees. Therefore the findings of the study neither may nor be 100%

accurate.

6

7

COMPANY PROFILE:

MISSION :

To become a globally competitive Aerospace industry while working as an

instrument for achieving self-reliance in design, manufacture and maintenance of

Aerospace defense equipment and diversifying to related areas, managing the business on

commercial lines in a climate of growing professional competence.

OBJECTIVES OF THE COMPANY

To serve as an instrument of the national policy to achieve self-reliance in the

design, development and production of aircraft and aeronautical equipment to meet

the country’s changing and growing needs, with special emphasis on military

requirements.

In fulfillment of this objective, the company shall regard itself fundamentally

responsible for design and development, relying however upon such relevant

facilities as are available in other National Institutions, but always holding itself

8

basically responsible for the growth and furtherance of the country’s aeronautics

capability.

To conduct its business economically and efficiently so that it can contribute its due

to the national effort for achieving a self-reliant and self-generating economy.

Towards this end, to develop and maintain an organization which readily respond to

and adopt the changing matrix of socio-techno-economic relationships and wherein

a climate of growing professional commitment and a sense of belonging will b e

fostered and each employee will be encouraged to grow in accordance with his

potential for the furtherance of the organizational goals.

THE COMPANY:

The year 1940 is regarded as a landmark in the history of aviation in INDIA as it

saw the creation of Hindustan Aeronautics Limited. It is a public sector undertaking, which

specializes in aeronautics and aerospace.

Late Shri Walchand Hirachand at Banglore first established it as Hindustan Aircraft

Limited in association with the then Government of Mysore, as a private limited company.

In June 1942, Government of India purchased the interests of the company and took over

its management.

Shri Walchand Hirachand had the vision to start this company for manufacture of

aircraft for the first time in India. The Hallow trainer and Hawk Fighter Aircraft were the

9

first two aircrafts produced by Hindustan Aircraft Limited and they were successfully test

flown in 1942.

However in August 1962, Government of India entered into a collaboration

agreement with the Soviet Union for the manufacture of MIG-21 FL aircraft including its

engine and avionics. Aeronautics India Limited was formed to undertake the manufacture

of MIG-21 aircraft and factories were set up at Nasik in Maharashtra for manufacture of the

air trainer, Koraput in Orissa for the aero engine and at Hyderabad in Andhra Pradesh

For the avionics for the MIG Aircraft. Later with the promulgation of the Aircraft

companies amalgamation order 1964. Hindustan Aircraft Limited of the Aeronautics India

Limited merged and formed the present Hindustan Aeronautics Limited on 1st October

1964.

Over the years HAL has designed and developed a series of aircraft and also built a

unique Aeronautical complex in Asia with modern state of the art facilities. The result is a

premier aviation industry, which is capable of design and manufacture of wide range of

Aero planes, engines and Aeronautical equipment and services.

To day HAL has proudly spread its wings and has grown to a gigantic public sector

with 12 manufacturing and overhaul divisions and 7 Research and Design Centers spread

across the length and breadth of INDIA HAL is engaged in Research, Design,

Manufacturing and Overhaul of a variety of aviation products from basic trainer aircraft to

high technology fighters, helicopters, transport aircraft, their power plants, avionics, system

accessories and aerospace systems.

10

TEAM PROFILE OF HINDUSTAN AEROUNATICALS LTD

ORGANISATION CHART OF HAL

11

CHAIRMAN

MDBANGLIORE COMPLEX

EDVIGILANCE

DIRECTOR P & A

MDACCESSORIES COMPLEX

MD MIGCOMPLEX

MDDESGN & DEV

DIRECTORCORPORATE PLANING

DIRECT

OR

GM-AIRCRAFTGM-AEROSPACEGM-ENGINEGM-OVERHAULGM-FORGE& FDRYGM-HELICOPTERGM-MAR & GAS

GM-LUCKNOWGM-HYDERABADGM-KORWAGM-KANPUR

GM-NASIKGM-KORAPUT

GM-ADBGM-HOBGM-RWR&DC

ED –

(PLG)

GM – (F)

GM – SYS

GM (P &

A)

HYDERABAD DIVISION OF HAL

The Hyderabad Division of HAL was established in the year 1965 to achieve self -

reliance in avionics. This division is located in the northern suburbs of Hyderabad and

employs more than 3000 employees including 600 executives. In the last two decades the

division has acquired the unique distinction of designing most sophisticated airborne

systems, which form the backbone of the present day aircrafts. This prestigious division is

engaged in design, development, production and servicing of electronics systems going into

various types of aircrafts manufactured by other divisions of HAL involving the state – of –

the art technology. A General Manager assisted by senior-by-senior executives for each

disciplines such as planning, Design, Manufacturing, Quality Control, Finance,

Commercial, Personnel and Training head it.

This division manufactures a large number of systems, which are common to all

types of aircrafts. This includes navigational system (like Automatic Direction Finders,

Marker Receivers etc), Communication Systems of High frequency, very High frequency

and Ultra high frequency.

12

Following are some of the products produced by the Hyderabad Division.

(1) VHF / UHF Communication Equipment

(2) HFSSB

(3) Air Route Surveillance Radar (ARSR)

(4) Precision Approach Radar (PAR)

(5) Battle Field Surveillance Radar (BFSR)

Strategic Electronics Research and Design Center of HAL, Hyd is the

leading and largest R & D organization for avionics in the country.

With a sustained R & D effort of over 4000 man – years, several systems /

equipments have been developed at this R & D Center in the fields of Radar,

Communication, Navigation, Software, Flight controls, Hybrid Microelectronics

and Electronic Warfare.

200 qualified and experienced engineers and a large group of trained

technicians and support staff are engaged in continuous efforts to design and

develop high quality products to meet the stringent quality requirements of Army,

13

Navy, Air force, Space satellite, Civil Aviation, Defense Research and

Development organization, Police etc.

The division has extensive state of the art design facilities, a full – fledged

prototype manufacturing shop, environmental and EMI / EMC test facilities and

above all a well – established quality system.

HAL is poised for a significant and meaningful growth evened at self -

reliance in the field of Design, Development, Production, Repair, Overhaul and

product support services throughout the service life of variety of Aircraft Engine.

Aviation, Accessories and system principally for the defenses in the country. While

fulfilling its primary objective of meeting the dynamic and varying defense needs of

this country. HAL also designs and manufactures electronic equipment for civilian

applications by continuously modernizing and updating its capabilities.

HAL serves its customers with a pledge to serve them by augmenting its

strength already built over a period of five decades.

14

ORGANISATION CHART OF HAL HYDERABAD

15

GM

AGM (D) AGM (P) AGM (M)

DGM(MS)

DGM(MNT)

DGM(P&A)

DGM(F–PLG)

DGM (C)

DGM (R)

DGM(COM)

DGM(MFG)

DGM (B)

DGM(C&M)

DGM(GCA)

DGM(QC)

DGM(MM)

GM(FIN)DGM

(PLG)

TRAINING AND DEVELOPMENT AT HAL

PHILOSOPHY OF TRAINING IN HAL

“Continuous human resource development to meet organizational objectives and to

build a vibrant organization responsive to changes in the environment”.

TRAINING ACTIVITIES AT HAL

To ensure an efficient manpower with up to date knowledge, a well-established

training center was set up along with the inception of the division at Hyderabad, which

caters to the training needs of all its employees.

Training is done at two places in HAL.

(a) HAL Staff college

(b) Technical Training institutes of the divisions

HAL STAFF College was established in August 1969 at Banglore. Since then it has

gone on to become a premier executive training institutes in the country to develop plans as

well as to oversee implementation of both technical and management training activities.

HAL Staff College functions under the guidance of Senior Directors and General Managers

16

with the principal, Staff College as member secretary. Apart from this three is a full –

fledged faculty of experienced line manages from HAL as well as from reputed

management training institutions and management consultants. Today more than 12000

executive and 1400 management / design trainees have benefited from the college.

Following are some of the Training activities taken up at the Staff College.

General Management Development

Productivity through cost and time consciousness

Cutting Tool Technology

Quality and Customer Satisfaction

Bench Marking

Helicopter Technology

P & A HRD Policies and procedures

Workshop on value Engineering

Marketing management

Trust and Team building

17

TRAINING AND DEVELOPMENTAT HYDERABAD DIVISION

In the Hyderabad Division of HAL, the training and development programs are

conducted by the Department of Training and Development”. The department interacts

directly with the various technical and functional departments for conducting various

programs. Involvement of the top management of the division and the corporate office also

exists.

Apart from conducting training and development programs for the employees, it

also shares following statutory responsibility as part of Apprentice Act.

1. Introduction of around 180 passed. Technicians in 10 different trades as

Apprentice trainees once every year. These trainees are exposed to theoretical

classes as well as on the job training.

2. Induction of around 40 Graduates / Diplomas in Electronic, Mechanical

Electrical, Computer and Civil disciplines and exposing them to on the job

training.

TRAINING POLICY:

The training policy of the Hyderabad Division reflects the objectives mentioned

above. The importance of training and development programs are seen from the recent

directive from Corporate Office which lays down that every year at least 45% of the total

employees should be trained. The various training and development programs are

18

periodically modified to take into account the emerging concepts are periodically modified

to take into account the emerging concepts / practices in the industry.

OBJECTIVES: -

The objectives of training and development at Hyderabad Division are as follows:

To assist employees to function effectively in their present and future

positions by exposing them to the concepts, information and techniques and

development skills that would be required in their particular field.

To build competent officers and prepare them to occupy more responsible

positions.

To improve / change the attitude of people towards work, organization,

goals, inter-personal relationship, team spirit etc through managerial /

behavioral inputs.

To enable managers to broaden their outlook and to tackle problems arising

out of increasing size complexity of the organization due to technological

and social changes.

To enable managers to handle more effectively the management labor

relations.

19

To improve the analytical ability and decision making responsibilities of

managers.

ORGANIZATION CHART OF TRAINING & DEVELOPMENT CENTRE

20

DGM (P & A)

CHIEF MANAGER (TRG)

SR. MANAGER (TRG)

MANAGER - II MANAGER - I

OFFICE STAFF

IDENTIFICATION OF TRAINING NEEDS: -

The following procedure is adopted for identifying the training needs.

The Departmental heads are requested in the beginning of the year to nominate

personnel from their departments to various programs conducted at HAL Staff

College, Bangalore and in the divisions Training Center. These programs are

mandatory. Brochures giving particulars of each program are provided to the

Departmental heads to identify the correct nominees.

The nominees selected by the GM will attend the programs for keeping abreast of

latest developments and trends relevant to the organization.

Specific programs are also conducted at the request departmental heads and as per

instructions from Corporate Office in the field of Technical, functional and

managerial areas.

The departmental heads are requested in the month of Jan / Feb to identify training

needs of personnel working with them for next year (April to March) covering

technical / functional / managerial / behavioral areas.

21

As per priority / accessibility of suitable faculty / production schedule of the

organization / suitable external institutional facility, efforts will will be made to

cover as many programs as possible In – house / Staff College / Abroad.

FACULTY

All the In – house programs are conducted with the help of qualified and

experienced personnel form the training department as well as form technical and

functional department. When required, facilities from outside organization are invited to

handle some specific sessions or a whole program.

TRAINING AND DEVELOPMENT ACTIVITIES

The following procedure has been adopted for conducting the programs.

Yearly plans for conducting a few mandatory programs are prepared indicating

even the dates of the programs. The top management as well as the department in

consultation with the line managers decides this.

For employees in Gp.E to Gr.II, the programs are conducted within the divisions.

For employees in Gr.III and above, the programs are conducted at the Staff College.

Apart from these, the training department also conducts some specific programs for

all levels of personnel at periodic intervals either in the training department or

through outside institutes in various parts of the country. Sometimes these programs

22

are evolved during shop level meetings / GM’s meeting with departmental heads /

management committee meeting at corporate level.

TRAINING METHODOLOGY: -

This consists of conventional methods of lecture and discussion and modern

methods such as case studies, exercises, syndicate work role – play etc. Sometimes video /

16 mm film are shown on specific topic relevant to the session to bring more effectiveness

in learning.

EFFECTIVENESS AND FEEDBACK

At the end of each program conducted in the division, participants who give their

comments about the effectiveness of the overall program and also the facilities fill up a

feedback Performa. Based on these, some changes are made where necessary. At the end of

the program, each participant has to initiate an action plan and the departmental heads will

monitor progress.

23

TRAINING FACILITIES AVAILABLE AT HYDERABAD DIVISION

Class Rooms

(a) A / c & acoustically treated

(b) Ordinary

Film projector

Over head projector

Slide projector

Television

VCR

Tape Recorder

16mm Films

Recorded Video Cassettes

Personnel Computer

Computer Printer

Photo Copier

24

Duplicating machine

Black Boards

Amplifier Systems

25

THEORETICAL PERSPECTIVE

TRAINING POLICY

A company’s training policy represents the commitment of its top

management to training. This helps in identifying priority areas in training. It also

highlights the firm’s approach to the training function and provides information

regarding programs to all employees.

ORGANIZATIONAL OBJECTIVES AND STRATEGIES

The first step in the training process in an organization is the assessment of its

objectives and strategies. What business are we in? At what level of quality do we wish

to provide this product or service? Where do we want to be in the future?

26

ASSESSMENT OF TRAINING NEEDS

Needs assessment diagnoses present problems and future challenges to be met through

training and development Organizations spend vast sums of money on training and

development. Before committing such huge resources, organizations need to assess the

training needs of their employees. Needs assessment occurs at two levels – group and

individual.

NEEDS ASSESSMENT METHODS

FOR GROUP ORGANIZATIONAL ANALYSIS

Organizational goals and objectives

Personnel / skills inventories

Organizational climate indices

Exit interviews

MBO or work planning systems

Quality circles

Customer survey / satisfaction data

Consideration of current and projected changes

FOR INDIVIDUAL ANALYSIS

Performance appraisal

Work sampling

27

Interviews

Questionnaires

Attitude survey

Training progress

Rating seals

Observation of behavior

OBJECTIVES OF TRAINING AND DEVELOPMENT

Once training needs are assessed, training and development goals must be

established. The following are the objectives:

To impart to new entrants basic knowledge and skills they need for an

intelligent performance of definite tasks.

To assist employees to function more effectively in their present positions

by exposing them to latest concepts, information and techniques.

To create a climate in which the individuals best attain his own goals by

directing his efforts towards attaining the goals of the organization.

28

To broaden the minds of senior mangers by providing them opportunities for

an inter – change of experiences within and outside.

To increase productivity by conceptual skills, imagination and judgment in

individuals.

DESIGNING TRAINING AND DEVELOPMENT PROGRAMMES

Every training and development programme must address certain vital issues like

Who re the trainees?

Who re the trainers?

What methods and techniques are to be used for training?

What should be the level of training

What learning principles are needed?

Where is the programme conducted?

METHODS AND TECHNIQUES OF TRAINING

Training methods are classified as follows:

On the Job – training

Vestibule training

Demonstration and examples

Simulation

29

Apprenticeship

Class room methods

(a) Lectures (b) Conference (c) Case study

(d) Role – Playing (e) Programmed instruction

(f) Computer Assisted Instruction (CAI)

Sensitivity Training

Other training methods

(a) Associations (b) Audiovisual aids

GRAPHICAL REPRESENTATION OF TRAINING METHODS

(1) On the Job (3) Demonstration (4) Simulation (6) Class room (7) Sensitivity Training and methods training

Examples (5) Apprenticeship(2) Vestibule training

(8) Other training

Methods

(a) Lectures (c) Case

. Study (f) CAI

30

(d) Role Playing (b) Conference

(e) Programmed Instruction

(a) Associations

(b) Audio-visual aids

IMPLEMENTATION OF THE TRAINING PROGRAMME

Once the training programmed has been designed it needs to be

implemented. Programme implementation involves action on the following lines:

Deciding the location and organizing training and other facilities

Scheduling the training programme

Conducting the programme

Monitoring the progress of trainees

EVALUATION OF THE TRAINING PROGRAMME

The last stage in the training and development process is the evaluation of results.

Evaluation of any activity is important since in evaluating one try to judge the value or

worth of the activity, using the information available. The most important means of

evaluating are

Observations

Ratings

31

Trainee surveys

Trainee interviews

S

32

DATA ANALYSIS AND INTERPRETATION

1. AGE PROFILE OF THE EMPLOYEES:

The respondents for this project work have been classified into various age groups

and is shown below in the given table.

Table – 1

Age in

years

20-29 30-39 40-49 50 and above

No. Of

employees

5 5 15 25

Percentage 10 10 30 50

33

2. DESIGNATION LEVEL OF EMPLOYEES

Table – 2

DSGN LEVEL FIRST LINE SUPERVISOR

MIDDLE MANAGEMENT

SENIOR MANAGEMENT

NO.OF EMPLOYEES

10 35 5

PERCENTAGE 20 70 10

34

3.EDUCATION QUALIFICATIONS

Table – 3

QUALIFICATION

DIP IN ENG/ARTS/SCIENCE/COMME

RCE

DIPLOMA IN ENG

MASTER IN ARTS/SCIENCE/COMMERC

E

ITI/INTER/SSC

NO.OF EMPLOYEES

25 10 5 10

PERCENTAGE 50 20 10 20

35

4. YEARS OF EXPERIENCE IN HAL

Table – 4

Years of service

Less than 5 years

5-10 years 11-15 years 15 years and above

36

No. Of employees

2 18 5 25

Percentage 4 36 10 50

1). The program objectives were clear to me?

RESPONSES Strongly

Agree

Agree Not

sure

Disagree Strongly

disagree

PERCENTAGE 13 53 13 16 5

37

Source: Questionnaire to the Employees.Analysis: The above Table shows the following.

The analysis revealed that 66% of the respondents have agreed or strongly agreed that objectives of training programmes were in line with their needs.

Interpretation:

A detailed study was conducted to evaluate whether the training objectives were in line with the employee’s needs. Whether the program objectives were clear to the employees before the commencement of the training program. The Maximum No. Of Employees have agreed that objectives of training programmes were in line with their needs.

2). The nomination procedure to the training programme was good.

RESPONSES Strongly

Agree

Agree Not

sure

Disagree Strongly

disagree


38


Since 62% of the respondents did not agree with the nomination procedure, the training programme should be planned in such way that employees are consulted before nominating them to any training programme.

Interpretation:A detailed study was conducted to know whether the nomination to the training

programmes was made in consultation with the employees or not. The Maximum No. Of Employees have not agreed that nomination procedure to the training programme was good.

3).Is the methodology adopted was adequate?

RESPONSES Strongly Agree Agree Not sure Disagree Strongly

disagree


39


Analysis of the data reveal that 71% of the sample scored very high in stating that the methodology adopted was adequate.

Interpretation: A detailed study was conducted to know whether the methodology adopted was adequate. The Maximum No.Of Employees have agreed that the methodology adopted was adequate.

4). Is the Course structure was well organized?

RESPONSES Strongly

Agree

Agree Not sure Disagree Strongly

disagree

PERCENTAGE16 58 13 13 1

40


The analysis revealed that 74% of the participants have agreed or strongly agreed that the structure of the programme was good.

Interpretation:

A detailed study was conducted to know the Course structure was well organized. The Maximum No. of Employees have agreed that the Course structure was well organized.

5). The training was imparted considering the change in Job factor and Individuals

responsibility.

The study has attempted to evaluated the Training management programme in terms

of two important factors – job factor and individual factor.

(a) JOB FACTOR

This includes study of combination of training in improvement of analytical ability

problem soling and decision – making skills and its contribution to work place and outside

work place. The responses are given below:

RESPONSES Strongly Agree Not sure Disagree Strongly

41

Agree disagree

PERCENTAGE 8 52 22 18 NIL


Analysis reveled that 60% of the respondents agree / strongly agree that the training programme has contributed in improving the effectiveness of the job in terms of factors refer to above.Interpretation:A detailed study was conducted to know The training was imparted considering the change in Job factor. The Maximum No. Of Employees have agreed that the training was imparted considering the change in Job factor.

(b) INDIVIDUAL FACTOR

The respondents were asked to respond on the effectiveness of the training programme in

terms of its contribution to improve their skills as individuals. The responses are tabulated

below:

RESPONSES Strongly

Agree


disagree

PERCENTAGE 18 58 20 4 NIL

42

Source:

Source: Questionnaire to the Employees.

Analysis: The above Table shows the following.

The study shows that 76% of the respondents were of the opinion that the various training

programmes conducted helped identifying their strong and weak points

Interpretation:

The respondents were asked to respond on the effectiveness of the training programme in

terms of its contribution to improve their skills as individuals

6) I am fully satisfied with the culture and climate of the organization

The respondents were asked to answer whether they were satisfied with the culture

and climate of organization and whether a change has to be brought about in the working

climate to implement the skills acquired from the training programmes.

RESPONSES Strongly

Agree


disagree

43



Analysis: The above Table shows the following.

The analysis revealed that only 44% of the respondents feel that the organization climate

and culture is satisfied to them.

Interpretation: The respondents were asked to answer whether they were satisfied with the

culture and climate of organization and whether a change has to be brought about in the

working climate to implement the skills acquired from the training programmes.

7). Training was helpful to me outside my workplace

The effectiveness of the training gave emphasis to whether the individuals

made attempts to practically use the skills that were imparted during the training

programme at their work place. The responses are as follows:

RESPONSES Strongly

Agree


disagree

44


Source: Questionnaire to the Employees.Analysis: The above Table shows the followingThe responses revealed an even distribution among agree and disagree a clear conclusion could not be made. But since 42% of respondents disagreed or strongly disagreed, it is very important that the employees should be given an opportunity to practically implement the skills learnt during the training programme.Interpretation:The effectiveness of the training gave emphasis to whether the individuals made attempts to practically use the skills that were imparted during the training programme at their work place.

8). Are you satisfied with the Training courses attended?

RESPONSES Strongly

Agree


disagree


45


Analysis: The above Table shows the following75% of employees were satisfied with the training courses attended

Interpretation:The maximum numbers of Employees are satisfied with the Training Courses attended.

9). The programme objectives were in line with my needs

RESPONSES Strongly

Agree


disagree


46


Analysis: The above Table shows the following65% of employees were agreed that the training programme objectives were in their needs

Interpretation:Most of the employees feel that the training objectives were in line to their needs

10). The training was imparted considering the change in Individuals responsibility

RESPONSES Strongly

Agree


disagree


47

Source: Questionnaire to the Employees.Analysis: The above Table shows the following60% of employees feel that the training was imparted considering the change in Individuals responsibility were agreed.

Interpretation:Most of the employees feel that the training was imparted considering the change in Individuals responsibility were agreed.

11). The duration of the training Programme was adequate

RESPONSES Strongly

Agree


disagree


48


Analysis: The above Table shows the following70% of employees feel that the duration of the training Programme was adequate.

Interpretation:Most of the employees feel that the duration of the training Programme was adequate.

12). Course structure was well organized

RESPONSES Strongly

Agree


disagree


49


Analysis: The above Table shows the following75% of employees feel that Course structure was well organized

Interpretation:

Most of the employees feel that the course structure is well organized

13). The quality of the course Material was good


50

Agree disagree



Analysis: The above Table shows the following60% of employees feel that the quality of the course Material was good

Interpretation: Most of the employees feel that the quality of the course Material was good.

14). The faculty handled the Subject effectively

51

RESPONSES Strongly

Agree


disagree



Analysis: The above Table shows the following90% of employees feel that the faculty handled the Subject effectively

Interpretation: Most of the employees feel that the faculty handled the Subject effectively

15).The training aids used in the programme were Sufficient


52

Agree disagree



Analysis: The above Table shows the following 75% of employees feel that the training aids used in the programme were Sufficient

Interpretation:

Most of the employees feel that the training aids used in the programme were Sufficient

16). The involvement of the Participants was good


53

Agree disagree



Analysis: The above Table shows the following55% of employees were participated effectively

Interpretation: Most of the employees feel that the involvement of the Participants was good

17). Time to implement my Learning was sufficient


54

Agree disagree



Analysis: The above Table shows the following70% of employees feel that time to implement their Learning was sufficient

Interpretation:Most of the employees feel that time to implement their Learning was sufficient

18). Training was helpful to me outside my workplace


55

Agree disagree



Analysis: The above Table shows the following

55% of employees disagreed that feel that training was helpful to them outside their

workplace

Interpretation: Most of the employees feel that the training programmes were not helpful

to them outside their work place.

19). The training programme has Improved my decision Making skills

56

RESPONSES Strongly

Agree


disagree



Analysis: The above Table shows the following65% of employees feel that the training programme has improved their decision-making skills.

Interpretation:Most of the employees feel that the training programme has improved their decision-making skills.

20). The programme helped me An opportunity to become More open minded

57

RESPONSES Strongly

Agree


disagree



Analysis: The above Table shows the following60% of employees feel that the programme was not helping them to become More open minded

Interpretation:Most of the employees feel that the programme was not helping them to improve human skills.

58

21). The programme helped me to become aware of my Strong and weak points

RESPONSES Strongly

Agree


disagree


Source: Questionnaire to the Employees.Analysis: The above Table shows the following60% of employees feel that the programme helped them to became aware of my Strong and weak points Interpretation:Most of the employees feel that the programme helped them to became aware of my Strong and weak points

59

22). I am free to set my own Goals

ESPONSES Strongly

Agree


disagree


Source: Questionnaire to the Employees.Analysis: The above Table shows the following95% of employees feel that the programme helped them to set their own Goals.

Interpretation:Most of the employees feel that the programme helped them to set their own Goals .

23). I am fully satisfied with the culture and climate of the organization


60

Agree disagree


Source: Questionnaire to the Employees.Analysis: The above Table shows the following75% of employees feel that they are fully satisfied with the culture and climate of the organization

Interpretation:

Most of the employees feel that they are fully satisfied with the culture and climate of the organization

24). A change is required in the present working climate


61

Agree disagree


Source:Questionnaire to the Employees.Analysis: The above Table shows the following

60% of employees did not agree that a change is required in the present working climate

Interpretation:

Employees are satisfied with presenting organization climate and they are not

showing interest in bringing changes in organization. This indirectly reflects

employees’ resistance to change.

25). Evaluation procedure Followed was satisfactory


62

Agree disagree


Source:

Questionnaire to the Employees.


70% of employees feel that the Evaluation procedure Followed was satisfactory

Interpretation:

Most of the employees feel that the Evaluation procedure Followed was satisfactory

26). Positive action is taken on the feedback received from the participants


63

Agree disagree


Source:

Questionnaire to the Employees.


50 of employees feel that the Positive action is taken on the feedback received from the

participants

Interpretation:

Half of the employees feel that positive action is taken from employees i.e., employees co-

operate positively during their unsatisfied response to training sometimes.

QUESTIONNAIRE

Name of the participant (Optional):

64

Department:

Please indicate by a tick ( ) mark

1. To which age group do you belong?

(i) 20 – 29 Years

(ii) 30 – 39 Years

(iii) 40 – 49 Years

(iv) 50 Years & above

2. Designation / level

1) First line Supervisor

2) Middle Management

3) Sr. Management

3. Qualification

(i) Degree in Eng / Arts / Science / Commerce

(ii) Diploma in Eng.

(iii) Master in Arts / Science / Commerce

(iv) ITI / Inter / SSC

4. Area of Work

1) Administration / HRD

2) Finance & Accounts

3) Material Management

4) Production

5) Design

6) Services

65

7) Any others (Specify)

5. Years of experience in HAL

(i) Less than 5 years

(ii) 5 – 10 years

(iii) 11 – 15 years

(iv) Above 15 years

1) The program objectives were clear to me?

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE

5. STRONGLY DISAGREE

2) The nomination procedure to the training program was good.

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


3) Is the methodology adopted was adequate?

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE

66


4) Is the Course structure was well organized?

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


5) The training was imparted considering the change in Job factor and Individuals

responsibility.

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE



1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


7) Training was helpful to me outside my workplace

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

67

4. DISAGREE


8) Are you satisfied with the Training courses attended?

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


9) The program objectives were in line with my needs

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


10) The training was imparted considering the change in Individuals responsibility

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


11) The duration of the training program was adequate

1. STRONGLY AGREE

68

2. AGREE

3. NOT SURE

4. DISAGREE


12) Course structure was well organized

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


13) The quality of the course Material was good

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


14) The faculty handled the Subject effectively

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


15) The training aids used in the program were Sufficient

69

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


16).The involvement of the Participants was good.

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


17). Time to implement my Learning was sufficient

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


18) Training was helpful to me outside my workplace

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


70

19) The training program has Improved my decision Making skills

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


20) The program helped me An opportunity to become More open minded

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


21) The program helped me To became aware of my Strong and weak points

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


22) I am free to set my own Goals

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE

71



1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


24) A change is required in the present working climate

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


25) Evaluation procedure Followed was satisfactory

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE

5. SDSTRONGLY DISAGREE

72

FINDINGS

73

A majority (66%) has responded that the objectives of the training

programmes were in line with their needs.

Majorities (62%) of the respondents were not satisfied with the nomination

procedure.

A majority of 71% has responded that the methodology adopted in the

training programme

Structure (74%) of the programme has been satisfactory.

60% of the respondents agreed or strongly agreed that the contents of the

programme contributed to their on – the – job effectiveness

76% of the respondents have opined that the programmes contributed in

identifying there strong and week points.

Only 44% of the respondents felt that the organization climate was

satisfactory.

CONCLUSIONS:

It was good learning session for me during my tenure with the company. While doing the

project, I learnt the practical implications of a training programme. I got practical exposure

to study the effectiveness of the changes brought in the training program at HAL.

Employees at HAL are satisfied with the training program at HAL but if

organization desires to have improved response from employees, it should try to

concentrate not just on technical skills but also on personality development. Employees

should learn how to survive in the present competitive environment.

74

75

SUGGESTIONS

1) In view of the response to the nomination procedure, it will be ideal to contact the

employees before they are selected. This will give a feeling of importance to the employee

and also enable the organization to cover the training programmes based on their need and

requirements.

2) The study has brought out that the organization climate is not progressive as pointed by

respondents for implementation of the ideas generated in the training programmes. This is a

major issue and any decision on this calls for a deeper organizational study.

3) Employees should be given sensitivity training to improve their human skills because

employees should be groomed for future managerial positions in the organization.

4) Organization should try to deal with resistance to change exhibited by employees. Employees should be train how to learn.

5) Training programmes may be conducted frequently and for longer period stressing on

job skills and interpersonal skills

6) More of case studies, seminars and group discussions; may be included in the training

programme.

7) Faculty from reputed institution may be invited to enhance the training management

programmes.

76

8) More training programmes may be conducted in the field of computers due to increase

technological changes.

9) Contents of the training may include more about the products, policies, present and

future plans of the company may be job oriented.

10) The training may also include a visit to other factories as well.

11) Training programmes may be imported a manner in which it can be practically

implemented in the organization.

12) The programmes should consist of employees from the same discipline in order to have

more homogeneity among the participants.

77

BIBLIOGRAPHY

1. “Training & Development Robert L. Craig

Hand Book, A Guide to HRD”

2. Personnel Management Arun Monappa and

Mizra S. Saiyadain

3. Training Michael Jinks

Branford Management

Series

4. The Management of Andy Davis, John McLeod

Training Chris Williams, Aidan

Hughes, Mike Cross,

John Stock & Jim Gospel

5. Personnel Management

Himalaya Publishing House C. B. Mamoria

6. Evaluating Management B. R. Virmani and

Training & Development Premila Seth

7. Human Resources and K. Aswathappa

Personnel Management

78

79

Training & Development

Documents

topic training

importance of training

training management

conduct of training

various training programs

development programs

development process

development introduction