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CHAPTER 1

1.1 INTRODUCTION TO THE COMPANY

1.1.1 WHIRLPOOL CORPORATION

Whirlpool Corporation is the worlds leading manufacturer and marketer of major

home appliances. The company manufactures in 13 countries on 4 continents namely :-- Canada,

United States, Mexico, Argentina, Brazil, Slovakia, Germany, Sweden, France, Italy, South

Africa, China and India and markets products in more than 170 countries under major Brands (26

including Affiliates) names such as Whirlpool, Kitchen Aid, Roper, Estate, Bauknects, Ignis,

Laden, Inglis, Braotemp, Crolls, Acros and Consul. Whirlpool is also the principal supplier to

Searo, Roebuck and company of many major home appliances marketed under the Kenmore

brand names. Head quartered at Benton Harbour, Michigan, U.S.A, Whirlpool Corporation is the

worlds leading manufacturer and marketer of major home appliances. Washing Machines,

Dryer, Dish-washers, Refrigerators, Freezers, Cookers, Micro-wave Ovens, Room air-

conditioners, Small Kitchen Appliances, etc.,

Whirlpool of India Limited, a fully owned by Whirlpool Inc, US, ($12 billion), a leading

global consumer durable player. Whirlpool of India limited manufactures and markets

refrigerators and washing machines. The company has diversified its product range into Air Conditioners and Microwave Ovens. The growth in the consumer durable industry has slowed

down due to lack of demand. The year 2000 has been a bad year for the industry as the overall

growth was flat. The refrigerators registered a flat growth; washing machines saw a negative

growth while the air conditioner segment performed well exhibiting a growth rate of 20%.

Whirlpool Corporation has a management system called WES (Worldwide Excellence System)

and a value to aged performance systecalled HPC (High Performance Culture), which drives, are

the actions and initiatives of unit.

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1.1.2 WHIRLPOOL CORPORATION TODAY1.1.2 WHIRLPOOL CORPORATION TODAY

BUILDS CUSTOMER LOYALTY WORLDWIDE

Whirlpool Corporation arrived in the new century and millennium as the worlds leading

manufacturer and marketer of major home appliances. Today, Whirlpools global platform provides our operations with resources and capabilities no other manufacturer can match and with

brands that consumers trust. To sustain the productivity savings that is being achieved by our

operations, they have embedded their Operational Excellence Process - based on Six-Sigma and

lean manufacturing skills and capabilities - within each of their worldwide manufacturing

facilities. Inspired by their bold innovations and designs, increasing numbers of customers around

the globe are trusting Whirlpool to make their lives easier. More than ever before, Whirlpool

Corporation employees and brands are connecting with customers in ways that will last a

lifetime.

IMPROVING FUNCTION AND PERFORMANCEIMPROVING FUNCTION AND PERFORMANCE

At Whirlpool Corporation, They take pride in the quality of appliances to market and

manufacture. They are committed to building products that consumers around the world can

depend on to meet their daily needs. Their commitment to quality begins in the concept stages

and continues throughout the lifetime of the appliance. They are constantly seeking out new andunique ways to improve the function, performance and sustainability of our products. They want

our brands to be the brands customers trust in every home everywhere.

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1.1.3 HISTORY OF WHIRLPOOL

1911 Louis Upton founded the Upton Machine in this year to produce motor-driven

wringer washers.

1916 First order of washers was sold to Sears, Roebuck & Co.

1929 Upton Machine Company merged with Nineteen Hundred Washer Company of New

York.

1948: First 'Whirlpool' brand automatic washer with dual distribution was introduced. It

included two product lines one each was distributed through Sears and Nineteen Hundred.

1957: The Company was rechristened as ' The Whirlpool Corporation.'

1958: the Company moved out of country for the first time and invested in Brazilian

appliance market through purchase of equity in Multibras S.A.

1968: The Elisha Gray II Research & Engineering Center was completed in Benton

Harbor. In the same year the company's revenues crossed the legendary $1 Billion mark for the first time.

1978: Within a decade company doubled its feat of $1 Billion mark and reached the $2

billion revenue level.

1986: The 'Kitchen Aid' division of Hobart Corporation was purchased.

1987: Whirlpool tied-up with Sundaram Clayton Ltd. of India to form TVS Whirlpool

Ltd.

1989: This was a historic year since the revenues catapulted to heights of over $6 Billion

mark. Also, the joint venture with N.V.Philips of Netherlands called Whirlpool Europe

B.V. was formed to manufacture and market appliances in Europe.

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1990: Company established joint venture with Matsushita Electric Company of Japan to

produce vacuum cleaners for the North American market.

1991: The Company introduced and committed globally to its Worldwide ExcellenceSystem, which is a TQM program dedicated to exceeding customer expectations. The

vision to globalize 'Whirlpool Corp'. was realized in the same year.

1993: First time Whirlpool became the No.1 stand-alone brand in UK, Ireland,

Netherlands and Belgium

1995: Whirlpool Corp. acquired majority of stake in the TVS Whirlpool Ltd. The DC

manufacturing facility of Kelvinator India was also acquired.

1996: Whirlpool Washing Machines Ltd. and Kelvinator India Ltd. merged together to

form Whirlpool of India Ltd.

1998: This year gave birth to a new company vision that says, "Every Home Everywhere

with Pride, Passion & Performance."

1999: Whirlpool of India crossed the milestone of 1 million sales of appliances.

2002: The ' Whirlpool Strategic Architecture ' was launched as a framework to achieve

the vision. The revenues of Whirlpool Corp. soared to $10.5 Billion.

2001: Whirlpool India registered profit & sold 1.2 million appliances. It also achieved the

No.1 position in DC & FA.

2002: The Aircon range was successfully launched and the Whirlpool of India acquired

6% market share.

2003: A new mission statement of "Everybody creating loyal customers for life" was

adopted.

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2006: Whirlpool Corporation acquires Maytag and become the Worlds largest white

goods company.

1.1.4 BOARD OF DIRECTORS

Dalton Nigel Garrick DSilva (Chairman)

Raj Jain (Managing Director)

Robert Lawrence Mink

SS Raman

K.V. Chandrasekaran

SJ Scarff

Anand Bhatia

1.1.5 (a) WHIRLPOOL VISION STATEMENT

Every Home Everywhere. With Pride, Passion, Performance

Will create the worlds best home appliances, which makes Life easier and more enjoyable for all

people. Their goal is a Whirlpool product in every home, everywhere.

They will achieve this by creating: -

Pride in their work and each other

Passion for creating unmatched customer loyalty for their brands

Performance results that excite & reward global investors with superior returns

They will bring this dream to life through the power of unique global & their

Outstanding people working together everywhere .

1.1.5 (b) WHIRLPOOL MISSION STATEMENT

The mission of the corporate is that the demand of their selves so as to care their

customers and they will serve with pride in every home and bring prosperity to their investors

and customers. They are prepared to change the standards of their industry and be the Envy of

their competitors. They will be leaders in home appliances, which all others start to emulate.

1.1.6 CORE COMPETENCIES

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Innovation: Unique and compelling solutions valued by our customers and aligned to our

brands create competitive advantage and differentiated shareholder value.

Operational Excellence (OPEX): A methodology for solving problems & continuous

improvement of products & processes through pursuit, acquisition, and utilization of

knowledge using critical thought and planned experimentation helps us achieveoperational excellence.

Customer Excellence: Excelling the customer expectation from the company, its brands,

products and services are a three-step process. The three steps are: Know a customer, Be a

customer, Serve a customer.

Knowing a customer helps us know who our customers are, how to treat them, how we

add value, and what the drivers of brand loyalty are. This information is gathered from the

customer's data base history. This way we are better able to customize products for them andrecommend the right product to solve problems. Being a customer is important to share customer

knowledge and insights, drive actions based on customer insights, be passionate about our brands

and customer loyalty and provide a positive voice for our brands. We show empathy for

customers and seek to resolve their problems by creating consistent customer touch-points, with

our endeavor always being to provide unique solutions for the customer.

1.1.7 PRODUCTION

1.1.7.1 MANUFACTURING FACILITIES IN INDIA

Whirlpool has invested heavily in its manufacturing facilities in India. While the factories

in Faridabad and Pondicherry have been upgraded to meet the exacting world class standard of

Whirlpool, the one under the construction at Ranjangaon, Pune will set the standards as one of

the worlds front runners in environmental sensitive and eco-friendly manufacturing units.

FARIDABAD

The refrigerator facilitated at Faridabad in Haryana manufactures direct cool.

Refrigerators ranging from 165 liters to 310 liters. Infusion of technology and up gradation of

machinery along with streamlining of processed has enhanced the plant capacity from 7,00,000

units to 8,50,000 units annually. Whirlpools focus at this plan in on manufacturing refrigerators

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that are made to suit Indian conditions and requirements, while matching Whirlpool global

quality standard.

PUDUCHERRY

The washers facility at Puducherry on the East coast, manufacturers semi automatic and

automatic washers. Constant feedback from consumers has resulted in improved product qualityand styling, leading to an improved market share. This unit was awarded the coveted ISO 9001

certification in 1994 and ISO 14001 certification in 1996.

RANJANGAON

A state of art gallery for the manufacturers of the Global No Frost refrigerator at

Ranjangaon near Pune, this Rs. 300 crore plant built to exacting world-class standards, underlines

Whirlpools commitments to India. It has been designed in accordance with the ecological and

environmental criteria that have become such a concern in todays scenario the world over.

1.1.8 WHIRLPOOL BRANDS

North American BrandsNorth American Brands

United States : Whirlpool, Kitchen Aid, Roper, Estate, Gladiator.

Canada : Whirlpool, Inglis, Kitchen Aid.

Mexico : Whirlpool, Acros, Supermatic, Scrolls.

Principal Products

Air Purifiers, Automatic Dryers, Automatic Washers, Built-in Ovens, Dehumidifiers,

Dishwashers, freezers, Hot Water Heaters, HVAC, Microwave Ovens, Ranges (Gas and

Electric, Freezers, Side-by-Side), Room Air Conditioners, Trash Compactors, washers.

Kitchen Aid Products

Blenders, Food Processors, Hand Mixers, Hot-water Dispensers, Stand Mixers,

Toasters, Coffee Makers, Juicers.

Primary Markets Served

United States, Canada and Mexico.

Principal Products

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Built-in Ovens, Cookers (Gas and Electric, Freestanding, Built-in and Surface Units),

Dishwashers, Dryers, Freezers (Upright and Chest), Microwave Ovens, Refrigerators (Built-

in, Combis and Side-by-Side), Washers (Front and Top Loading).

Primary Markets Served

Europe, Middle East, Africa, Asia Pacific.

Principal Products

Freezers, Gas and Electric Ranges, Micro Ovens, Refrigerators, Room Air Conditioners,

Washers, Compressors.

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1.1.9 WHIRLPOOL OF INDIA LIMITED PUDUCHERRY

Whirlpool of India Limited is a fully owned company by Whirlpool Corporation, USA

Head quarters at Benton Harbor, Michigan USA. Whirlpool Corporation is the worlds leading

manufacturers and marketer of home appliances. Washing Machines, Dryers, Dish Washers,Refrigerators, Freezers, Cookers, Microwave Ovens, Room Air Conditioners, Small kitchen

Appliances, etc.

Whirlpool of India limited, washer unit, Puducherry was the first manufacturing venture

of the Whirlpool Corporation, USA, the worlds largest manufacturer of home appliances. In

1987, this unit was formed as a joint venture with M/s Sundaram Clayton limited, a TVS group

companies and was named as TVS Whirlpool Limited. This unit is located on a 100 acre

sprawling area manufacturing automatic and semi automatic washing machine. This unit is

certified ISO 9001 facility by UL. It has also been cleared for S mark certification from

Japanese Quality standards for Exports to Japan after our facility approval. In WOIL, washer unit

has a total of 11 departments comprising of 220 employees on the whole. Out of which 67 is

management executives and rest 153 are production operators.

The various departments in the company are

Administration Department

Finance DepartmentHuman Resource Department

Materials Department

Production Department

Medical Department

Stores Department

Plant Maintenance Department (PMD)

Regional Technology Center (RTC)

Process Engineering Development (PED)

Quality Assurance Department (QAD)

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1.1.10 CLASSIFICATION OF WASHING MACHINE

1.1.11 ACHIEVEMENTS

Whirlpool came to India on the crest of a long trail of achievements and has since

furthered this record. By end-1999, Whirlpool became the largest selling appliance brand in the

country. A couple of years later, it also became the largest exporter of home appliances from

India. In the course of this growth and development, Whirlpool has also achieved immense brand

equity in the Indian market. Whirlpool has successfully established new rules of marketing and

branding in the home-market sector. Its rivals have adopted the new practices, but the Whirlpool brand stands out to the extent that authoritative surveys reported it to be the most preferred brand

in refrigerators and washing machines in 2003. (Millward Brown Brand Track).

Semi Automatic Fully Automatic Horizontal Axis

Whitemagic H 70 | 7 kg

Whitemagic S 70 | 7 kg

Whitemagic Super-Soak | 6.2 Kg

Whitemagic E 65 | 6.2 KgWhitemagic S60-Buzz | 6 Kg

Whitemagic SI 60 | 6.2 Kg

H 65 | 6 Kg

F-65 | 6 Kg

FP 65 | 6 Kg

FP 60 DLX | 6 KgFP Splash | 5 Kg

Sensation EX | 6.5 Kg

Sensation EM | 6.5 Kg

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http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=34&psubcatid=5&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=36&psubcatid=5&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=40&psubcatid=5&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=32&psubcatid=5&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=31&psubcatid=5&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=38&psubcatid=5&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=28&psubcatid=6&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=24&psubcatid=6&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=27&psubcatid=6&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=26&psubcatid=6&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=25&psubcatid=6&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=30&psubcatid=6&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=29&psubcatid=6&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=36&psubcatid=5&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=40&psubcatid=5&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=32&psubcatid=5&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=31&psubcatid=5&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=38&psubcatid=5&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=28&psubcatid=6&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=24&psubcatid=6&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=27&psubcatid=6&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=26&psubcatid=6&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=25&psubcatid=6&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=30&psubcatid=6&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=29&psubcatid=6&product_category_id=2http://www.whirlpoolindia.com/model_detail.aspx?dis=b&modelid=34&psubcatid=5&product_category_id=2

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Whirlpool of India exports to more than 50 high-value markets in Asia and other parts of

the world as well. Its products are customized to the local standards and different needs of each

of these markets. These qualities of Whirlpool are exemplified in its Indian sales as well. The

company has set up a highly equipped product development centre in Pune, which provides

global design services to three other Whirlpool research and development facilities based inBrazil, Italy and the US. Indeed, the Indian operations of Whirlpool are a very important

contributor to its global vision of "Being in every home, everywhere". In washer products,

Whirlpool was again the first to come out with a Combimatic a single tub semi-automatic

washing machine that did away with the hassle of shifting clothes from one tub to another.

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1.1.12 ORGANIZATION STRUCTURE OF WHIRLPOOL OF INDIA LIMITED

12

S1,S2,--------,S8=

DepartmentalStaff

PURCHASE

MANAGER

1

PROCESSENGINEERING

DEVEOLOPMENTMANAGER

S6

S5M

ANAGINGDIRECTOR

VICEPRESIDENT

GENERALMANAGERPlant

Operations

SENIORMANAGER

PRODUCTION

MANAGER

QUALITY

MANAGER

FINANCE

MANAGER

HUMANRESOURCE

MANAGER

MEDICAL

MANAGER

REGIONALTECH.

CENTERMANAGER

S2

S3

S4

S7

S8

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1.2 INTRODUCTION OF THE STUDY

1.2.1 DEFINING TRAINING

Training is a learning experience, in that it seeks a relatively permanent change in an

individual which will improve his (or) her ability to perform on the job. We typically say training

can change the skill, knowledge, attitude and social behavior. It means changing what employees

know, how they work, their attitude towards their work or their interaction with their co-workers

or their supervisors.

Training is an area in which there have been considerable advances over the past few years

including new methods, approaches, training aids and technology. WHIRLPOOL OF INDIA

LTD has been continuously training their employees. This study has been conducted with a view

towards being able to contribute to these programmes in a constructive manner.Training programmes assists in enhancing the efficiency and effectiveness of a person at work by

improving and updating his professional knowledge, skill relevant to his work, cultivating

appropriate behaviour and attitude towards work and people. Also the training program involves

considerable investment in terms of time, money and efforts. Thus it becomes necessary to study

the effectiveness of the training program.

1.2.2 OBJECTIVES OF TRAINING:

The training objectives are designed in accordance with the company goals and objectives. The

general objectives of any training programme are:

To include the basic knowledge and skill to the new entrants and to enable them to perform their

jobs well.

To enable the employee to meet the changing requirements of the job and the organization.

To demonstrate the employees the new techniques and ways of performing the job or operations.

1.2.3 TYPICAL TOPICS OF EMPLOYEE TRAINING :

Communications: The increasing diversity of today's workforce brings a wide variety of

languages and customs.

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Computer skills: Computer skills are becoming a necessity for conducting administrative

and office tasks.

Customer service: Increased competition in today's global marketplace makes it critical

that employees understand and meet the needs of customers.

Diversity: Diversity training usually includes explanation about how people have

different perspectives and views, and includes techniques to value diversity

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.

Human relations: The increased stresses of today's workplace can include

misunderstandings and conflict. Training can people to get along in the workplace.

Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,

benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc.

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.

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1.2.4 IMPORTANCE OF TRAINING:

The importance of human resources management to large extend depends on human

resource development and training. No organization can get a candidate who exactly matches

with the jobs and the organizational requirements. Hence training is important to develop theemployee and make them suitable to the job.

Training works towards value addition to company through HRD. job and organizational

requirements are not static, they are changed from tin\me to time in view of technological

advancement and change in the awareness of the total quality and productivity management. The

objectives of the TQPM can be achieved only through training which human skills and efficiency

has happened in escort and barilla VXL. Then trained employee would be a value will asset to a

organization. Organization efficiency productivity, progress and development to greater extent

depend on training. If the required training is not provided, it leads to performance failure of the

employees. Organizational objectives like viability and stability and growth can also be achieved

through training. Training is important as its constitutes a significant part management control.

Training enhances 4Cs competence commitment, creativity and contribution of the organization.

1.2.5 BENEFITS OF TRAINING:

HOW TO TRAINING BENEFITS THE ORGANISATION:

Leads to improved profitability and more positives attitudes towards profit

orientation.

Improves the job knowledge and skills at all level of the organization.

Improve the morale of the work force

Helps people identify with organizational goals. Helps create a corporate image.

Fosters authenticity, openness under trust

Improves the relationship between boss and subordinates.

Aids in organization development.

Learns from the training

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Helps prepare guidelines for work.

Provides information for future needs in all areas of organization.

Organization gets mare in effective in decision and problem solving.

Eliminates sub optimal behavior reduce outside consulting cost by utilizing

competent internal consulting.

BENEFITS TO THE INDIVIDUAL WHICH INTURN ULTIMATELY SHOULD

BENEFIT THE ORGANISATION

Helps the individual in making better decision and effective problem solving

Helps a person handle stress, tension, frustration and conflict.

Increase job satisfaction and recognition. Moves a person towards goals while improving interactive skills.

Satisfies personnel needs of the trainer.

Helps eliminate fear in attempting new task.

BENEFITS IN PERSONNEL AND HUMAN RELATIONS, INTRA AND INTER

GROUP RELATIONS AND POLICY IMPEMENTATION

Provides information on equal opportunity and affirmative action. Improve inter personnel skills.

Builds cohesiveness in groups.

Provides a good climate for learning growth, coordination.

1.2.6 METHODS OF TRAINING

Generally, the training methods can be classified into two types :

a) On-the-job methods

b) Off-the-job methods

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ON-THE-JOB METHODS

These methods are briefly discussed below:

1. On-the job Training

In this training an employee will be placed in a new job and is told how it is to be

performed. It aims at developing skills and habits consistent with the existing practices of an

organization and by orienting him to his immediate problems.

2. Vestibule Training or Training-Centre Training

This is otherwise known as classroom training, which is imparted with the help of

equipment and machines identical to those in use at the place of work.

3. Simulation

It is more or less like vestibule training. The trainee works in closely duplicated real

job conditions. This is essential in cases in which actual on-the-job practice is expensive,

might result in serious injury, a costly error or the destruction of valuable material or

resources, e.g., in aeronautical industry.

4. Demonstration

Under this method, there will be a description and demonstration of how to do a job.

He performs the activity himself, going through a step-by-step explanation of the why,

how and what of what he is doing.

5. Apprenticeship

Under this method, each apprentice or trainee will be given a programme of assignments

according to a predetermined schedule, which provides for efficient training in trade skills

6. Job Instruction Training

The JIT Method is a four step instructional process involving preparation, presentation,

performance try out and follow up.

7. Coaching and Mentoring

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Coaching establishes one-on-one relationship between trainees and supervisors, which

offer workers, continued guidance and feedback on how well they are handling their tasks.

8. Job Rotation

It means the movement of trainee from one job to another. This helps him to understand

how the job functions

OFF-THE-JOB METHODS

Under this method, training will be given in company classroom, an outside place owned

by the organization, an education institution, or association, which is not the part of the company.

The following are the methods.

1. Lectures

These are classroom lectures given by an instructor on specific topics, formally. This

method is useful when philosophy, concepts, attitudes, theories and problem solving have to be

discussed.

2. Conferences

Normally a conference will be held in accordance with an organized plan. Different topics

with their problems relating to training of personnel are discussed.

3. Seminars or Team Discussion

A group will constitute a team for discussion. The group learns through discussion of a

subject on a selected subject.

4. Case Discussion

Testing of a real problem will be undertaken under this method. In other words, a real

business problem or situation demanding solution is presented to the group and members are

trained to identify the problems present, they must suggest various methods for tackling them,

analyze each one of these, find out their comparative suitability, and decide for themselves the

best solution.

5. Role Playing

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This method is also called role reversal, socio drama or psycho drama. Here trainees

act out a given role as they would in a given play. Two or more trainees are assigned roles in a

given situation, which is explained to the group.

6. Programmed Instruction

Under this method, there will be two essential elements, (a) a step-by-step series of bits of

knowledge, each building upon what has gone before, and (b) a mechanism for presenting the

series and checking on the trainees knowledge. Questions are asked in proper sequence and

indication given promptly whether the answers are correct.

1.2.7 TRAINING EFFECTIVENESS

Training is all about performance it is not about development of new programmes, the

number of training hrs, or the trainees proceeds. The whole purpose of training is to improve the

quality of job performance of employees on the job. Job mastery is demonstrated by the

application of special knowledge, skills, abilities, and attitudes to the duties and responsibilities

of specific job

By definition, the mist fundamental judgment of the quality of training programme is the

impact it has on the actual performance of employees, or it fails to improve their ability of the

job, whats been accomplished the training programme? Probably nothing more than then

providing the employees with diversion from daily work routine

Your job, as a presenter, is to do everything can to make sure training you provide does

get used on the job this can be done effectively applying the concepts of need assessment

performance objectives, evaluation and testing mechanism, and adult learning theory to the

training progamme inshore, your job is to get appropriate ideas, polices and procedures across to

trainees so the those ideas where the trainees actually work that the training increase the

likelihood that the subject matter will be used on the job.

This job requires that you select appropriate strategies for presenting the subject matters.

You want to maximize the conditions for effective training by selecting those instructional

methods, techniques and aids and devices which will be the most effective in facilitating a

positive change in job performance.

The place where the training often gets lost is in the gap (whether hours or month)

between the class room presentation and on the job performance. This mean that you must make

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the training process as real as possible and you must provide opportunities for each training to

apply the skills and knowledge learned in class to a situation reminiscent to the job.

1.2.8 KEY TO EFFECTIVE TRAINING

A key to effective training is a adequacy and impact of the presentation. How you present

your session, class, or program is critical to its success. Here are the three definitions I think are

the keys to effective presentation. Most presenters find the formalities of these terms confusing,

but they are essential to understanding the process of training and the role that strategy selection

place in the delivery of effective training.

1.2.9 METHODS

Methods are essentially ways that the participants are organized for effective learning.

Classes, small groups, large groups, conferences, and workshops are all examples of training

methods.

1.2.10 TECHNIQUES

Techniques are ways in which the learning task are managed to make learning effective.

Some examples of the techniques are lecture groups, group discussion, buzz groups, and

demonstration groups.

1.2.11 AIDS

Aids are the materials, suppliers, and conditions used in training. Overhead projectors,

flip charts, stands, tapes and room layouts are the examples of training aids.

1.2.12 MEASURING TRAINING EFFECTIVENESS / IMPACT

Training can be measured in a variety of ways including

I. Prior to training

The number of people that say they need it during the needs assessment process.

The number of people that sign up for it.

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II. At the end of training

The number of people that attend the session.

The number of people that paid to attend the session.

Customer satisfaction at end of training.

Customer satisfaction at end of training when customers know the actual cost of thetraining.

A measurable change in knowledge or skill at the end of training.

Ability to solve a mock problem at end of training.

Willingness to try or intent to use the skill/knowledge at end of training.

III. Delayed impact ( non-job )

Customer satisfaction at x weeks after the end of training. Customer satisfaction at x weeks after the training when customers know the actual costs

of the training.

Retention of knowledge at x weeks after the end of training.

Ability to solve a mock problem at x weeks after end of training.

Willingness to try the skill / knowledge at x weeks after end of training.

IV. On the job Behavior Change Knowledge on the job after the training.

Trained individuals that actually are observed to change their behavior / use the skill or

knowledge on the job after the training.

V. On the job Performance Change

Trained individuals that self report that the actual job performance changed as a result of

their changed behavior / skill Trained individuals whose managers report that their actual job performance changed as

the result of the changed behavior.

Trained individuals whose managers report that their job performance changed(as a result

of the changed behavior / skill) either through improved performance appraisal scores or

specific notation about the training on the performance appraisal.

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Training individuals that have observable / measurable ( improved sales, quality, speed,

etc) improvement in their actual performance as a result of their changed behavior / skill.

The performance the employees that are managed by (or part the same team with)

Individuals went through the training.

1.2.13 NEED FOR THE STUDY :

The study of employee training programs helps to make training more effective.

It helps to evaluate the training programme.

The study helps to fulfill the gap between training programme and expectation of

employee on training.