Post on 05-Apr-2018
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SUMMER TRANNING
PROJECT REPORT
ON
TRAINING
AND DEVELOPMENT
IN
Sidharth Papers Ltd (Unit-2)
(FOR PARTIAL FULLFILMENT OF MBA DEGREE
PROJECT GUIDE:SUBMMITED BY:
External Guide - Mr. SANJAY KUMARNILESH GOYAL
Internal Guide Mrs. Nimisha AgarwalMBA III SEM
INSTITUTE OF MANAGEMENT AND TECHNOLOGY
(Affiliated by Uttarakhand Technical University, Dheradun)
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ACKNOWLEDGEMENT
I would like to thank first of god to complete my project without any
interventions. Next to Sidharth Papers Ltd (Unit-2), Kashipur for giving me this
opportunity to do my summer training project there. The employee and the staff
had very supportive and have helped me in every possible way to finish the
project. I would like to special thanks Mr. Sanjay Kumar who is asst. personnel
officer in Sidharth (Kashipur) for guiding me and spending time with me on this
project. I thank them for sharing all kinds of human resource information related
to Training & Development with me and providing me with support material
from library. This project has helped me clearing human resource fundamental
and has taught me some very important concept about recruitment and selection
process in industries, which no book could have given me Training at Sidharth
was very good, learning experience for my professional career and it will always
help me in the future.
I would also like to thank my parents, brothers, daughter, friends, and
well wisher who contributed and encourage me in development of this project.
NILESH GOYAL
M.B.A 3rd Sem.
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PREFACE
With the help of this project I have come to
know that mere knowledge is not enough to understand the
human behavior and the how the company recruit and search
talent to perform the job in their organization. The summer
training project has helped me to understand a few very
important concepts that in todays world are required and make
business do well.
Education imparts enlightenment but training
polishes the personalities of an individual. The Institute directed
me to undertake summer training project in Sidharth (Kashipur)
and prepare a report.
The whole project is divided in five segments:
o First segment consists of introduction, Objective of studies,
Research Methodology, scope of study.
o Second segment consists of industrial profile, Company
profile.
o Third segment consists about training & development,
o Fourth segment consists about Data analysis and
interpretation and finding.
o Fifth segment consists of Recommendation and
suggestion.
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STUDENT DECLERATION
This project has been under taken in partial fulfillment of the
requirement for the award of the degree of Master in Business
Administration of Uttarakhand Technical University Dehradun.
This project was executed during the fourth semester
under the supervision of Sanjay Kumar Further, I declare that
this project is my original work and analysis and finding are for
academic purpose only. This project has not been Presented in
my seminar or submitted elsewhere for the award of any
degree or diploma.
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INDEX
CHAPTER- 1
1. Company Profile
CHAPTER- ll
1. Introduction2. Objective
3. Research Methodology
4. Limitation of Study
5. Scope of Study
CHAPTER -III
1. Training and Development
2. Process of Training
3. Input in Training
CHAPTER- lV
1. Data analysis and Interpretation
2. Findings3. Suggestion
4. conclusion
CHAPTER-V
1. Questionnaire
2. Bibliography
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COMPANY PROFILE
In 1988 Sidharth Papers Ltd. was incorporated by MR. Jitendra Kumar
a well known name in Paper Industries having in hand experience of more than
23 years along with MR. Sushil Kumar, who is having very good experience of
Marketing in Paper Industries of more than 15 years in Kashipur in District
Udham Singh Nagar for manufacturing of Duplex Papers.
The mill is located near 7-Km stone on Kashipur Moradabad Road
on a land measuring about 2.5 HECTARES. At present the Paper Mill is
manufacturing Kraft Paper of approximate 20-25 TPD. It employs about 95
workers i.e. 45 skilled and 50 unskilled.
SALIENT FEATURES
MANUFACTURES : Duplex PAPER
CAPACITY : 30 TPD
CAPACITY UTILIZATION : 67 %
NATURE OF PRODUCTION : CONTINUOUS PROCESS
GRAMMAGE RANGE : 80-180 G.S.M
MACHINE DECKLE : 2350 MM
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TRIM DECKLE : 2200 MM
RAW MATERIAL : WHEAT STRAW, BAGASSE AND
PADDY HUSK
OPERATING SPEED : 80-150 MTRS/MINUTE
DESIGN SPEED : 175 MTRS/MINUTE
MACHINE MAKE : RUBY MACONS VAPI (GUJRAT)
DETAILS OF MACHINERY
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PULPING SECTION
ITEM QTY.
1. CONVEYOR BELT 01
2. HYDRO PULPER 6 CU.M. 01
3. CHEST AGITATOR 05
4. H.C.PUMP 100/150 06
5. PUMP 150/100 (F) 01
6. POTCHER WASHING DRUM S.S. 2 M X 2 M 02
7. H.D. CLEANER 1000 LTR. 01
8. TURBO SEPARATOR T-500 01
9. TURBO SEPARATOR T-300 01
10. REGULATING BOX 01
11. CENTRI CLEANER 3000 LTRS. WITH 02
HEADER, SUPPORT & VALVE
12. CENTRI CLEANER 2000 LTRS. WITH 01
HEADER, SUPPORT & VALVE
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13. CENTRI CLEANER 500 LTRS. BARE 01
WITH ELLUTATOR.
14. F-2 PUMP 01
15. F-3 PUMP 01
16. F-4 PUMP 01
17. THICKENER 3 M X 1.5 M 01
18. THICKENER 2 M X 1.2 M 01
19. VIBRATING SCREEN 2 M x 1 MTR. 01
20. TRIPLE DISC REFINER 18 DIA 03
21. REGULATING BOX (S.S. CONSTRUCTION) 01
PAPER MACHINE SECTION
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1. HEAD BOX (S.S) 01
2. FOURDRINIER PART 20 MTRS. 01
3. PRESS SECTION 02
4. DRYER CYLINDER 13
4. M.G.SECTION FRAMINGS 01
5. M.G.CYLINDER 14' DIA 01
6. POP REEL 01
7. REWINDER 01
8. PAPER MACHINE DRIVE 05
9. REELING SHELL 06
10. FRESH WATER PUMP 01
11. BACK WATER PUMP 01
12. COUCH PIT PUMP 01
13. TRAY WATER PUMP 01
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INTRODUCTION
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As we know that in todays competitive world its very tough for
every organization to compete to others. In any organization
human capital is most important factor to compete to this
situation. Human resource affects every part in an organization.
So today every org. very attention to search the talent pool for
their organization Training & Development is so an important
exercise to a personnel manager. Every year a number of
companies becomes bankrupt due to their poor performance.
Presently number technique available to judge the current
position of the business.
Summer training is an activity where the person is
trained for a person is trained for a present job. It improved the
performance of a person towards the society and also towards
the Organization.
I have taken this project to enhance or to gain
knowledge in the field of human resource management in an
organization. I had completed my training from Sidharth paper
ltd, (Kashipur).
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1.1 OBJECTIVE OF THE STUDY
The project Training & Development process in SIDHARTH
to fulfill the following objective:
To understand about the Training & Development
process of the company.
To search the company performance and their
talent pool requisition.
To indicate the true efficiency.
To understand the employees thinking towards the
present Training policies of the company.
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1.3 RESEARCH METHADOLOGY
MEANING OF RESEARCHResearch in common parlance refers to a search for knowledge.
It is a Careful investigation or inquiry specially, trough search
for new facts in any branch of knowledge. In other words,
research comprise defining and ride fining problems,
formulating hypothesis or suggested solutions, collecting,
organizing and evaluating data , making deductions andreaching conclusions, and at last carefully testing the
conclusions to determine whether they fit the formulating
hypothesis.
TYPES OF RESEARCH
The basic types of research are as follows:-
(1) Descriptive vs. Analytical
(2) Applied vs. Fundamental
(3) Quantitative vs. Qualitative
(4) Conceptual vs. Empirical
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RESEARCH PROCESS
Research process consists of series of actions or steps
necessary to effectively carry out research. The following
diagram shows the research process-
DEFINE RESEARCH PROBLEM
REVIEW OF LITERATURE
REVIEW CONCEPTS AND THEORIES
REVIEW PREVIOUS RESEARCH
FINDINGS
FORMULATE HYPOTHESIS
DESIGN RESEARCH
COLLECT DATA (EXECUTION)
ANALYSE DATA
INTERPRET AND REPORT
F
F
F
F
F
F
F
F
SUGGESTIONS AND CONCLUSION
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Data Collection Methods
In order to justify the objective a two fold market research had
been undertaken, for the purpose-
Primary data was collected, through the means of
questionnaire, direct observation method, structure and
informal inept the interviews. The data collected was both
quantitives and qualitative.Secondary data was also collected on the basis of
requirement, convenience and availability of data.
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Sampling Size:
In order to draw any conclusion the sample size should be as
large as possible but on the other hand limited time and
manpower restricted the sample size to 45 employees
(mangerial & operational) choosen in a manner so as to get
appropriate results related to employees working efficiency
whether they require training or not and see their overall
development.
Targeted Respondents:- In case of retains they were A & B
class employees who were indulged in manufacturing of paper
in the Company.
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1.4 LIMITATION OF STUDY
1-This project is based on the method of Training and
development policies and due to constraint of time is not
possible to work on all tools and techniques of Training &
Development policies.
2- The data collection is also limited.
3- This project report is based on my own perception and
finding so it cannot used for generalizing purpose.
4-Data are extracted from various employees and
secondary sources so any error in the statement will
subsequent effect the company T&D process.
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1.5SCOPE OF STUDY
1-It provides useful information for the research and also
introduces the researcher to the particle problem faced in a
company.
2- This project work is very important to the management
student to gain experience.
3- This project work also provides useful information about the
company.
4- This project is based on human resource management, so its
benefit for human resource student.
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CONCEPT FRAME WORK OF THE TOPIC
What is Training?
Training is a learning experience in that it seeks a relatively
permanent charge in an indivi9dual that will improve his ability
to perform on the job. We typically say training can involve the
changing of skills, knowledge, attitudes or social behavior. It
may mean changing what employee knows how they work,
their attitudes toward their work or their interaction with co-
workers or their supervisor.
For our purposes, training will be presented as it applies
primarily to operative employees in the organization .By that
we mean production, clerical and maintenance workers .our
emphasis here is on the development of those employees who
do not supervise the activities of others. What an organizationcan do to develop supervisory and managerial employees.
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Nature of Training and Development
In simple words, training and development refers to the
imparting of specific skills, abilities, knowledge to an employee.
A formal definition of training and development is determined
as follows:
It is any attempt to improve current or future employee
performance by increasing an employees ability to perform
through learning, usually by changing the employees attitude
or increasing his or her skills and knowledge.
The need for training and development is determined by
the employees performance deficiency, computed as follows:
Training and development needs =
Standard performance Actual performance
We can make a distinction among training, education and
development. Such distinctions enables us to acquire a better
perspective about the meaning if the term training. Which
refers to the process of imparting specific skills, Education, on
the other hand is confined theoretically learning in
classroom.To distinct more, the training is offered in case of
operatives whereas development programs are conducted for
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employees at higher levels. Education however is common to all
the employees.
Purpose Of Training In The Organization
The need for the training of employees would be clear
from the observations made by the different authorities.
1. To Increase Productivity:
Instruction can help employees increase their level of
performance on their present assignment. Increased human
performance often directly lead to increased operationalproductivity and increased company profit. Again, increased
performance and productivity, because of training, are most
evident on the part of new employees Who are not yet fully
aware of the most efficient and effective ways of performing
their jobs.
2. To Improve Quality:Better informed workers are less likely to make operational
mistakes. Quality increases may be in relationship to a
company product or service , or in reference to the intangible
organization employment atmosphere.
3. To Help A Company Fulfill Its Future Personnel
Needs:
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Organizations that have a good internal educational program
will have to make less drastic manpower changes and
adjustment in the event of sudden personnel alternations.
Alternations. When the need arises, organizational vacancies
can more easily be staffed from internal sources if a company
initiates and maintains an adequate instructional program for
both its non-supervisory and managerial employees.
4. To Improve Organizational Climate:
An endless chain of positive reactions results from a well
planned training program production and product quality may
improve financial incentives may then be increased; internal
promotions becomes stressed, less supervisory pressure
ensure and base pay rate increases result. Increased morale
may be due to many actors, but one of the most important of
these is the current state of an organizations educational
endeavor.
5. To Improve Health And Safety:
Proper training can help prevent industrial accidents. A safe
work environment leads to more stable mental attitudes on the
part of employees. Managerial mental state would also improve
if supervisors know that they can better themselves through
company-designed development programs.
6. Obsolescence Prevention:
Training and development programs foster the initiative
and creativity of employees and help to prevent manpower
obsolescence, which may be due to age , temperament or
motivation , or the inability of a person to adapt him self to
technological changes.
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7. Personal Growth:
Employees on a personal basis gain individually from their
exposure to educational experiences. Again management
development programs seem to give participants a wider
awareness an enlarged skill and enlightened altruistic
philosophy and make enhanced personal growth possible.
TRAINING METHODOLOGY
On The Job Training
The most widely used methods of training take place on the
job. This can be attributed to the simplicity of such methodsand the impression that they are less costly to operate. On the
job training places the employees in actual work situation and
makes then appear to be immediately productive. It is learning
by doing. For jobs that there are difficult to simulate or can be
learned quickly by watching and doing on the-job training
sense.
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Apprenticeship Programmes
People seeking to enter skilled tradesto become for
example, Plumbers, electricians, or iron workers-are often
required undergoing apprenticeship training before they are
accepted to journeyman status. During the apprenticeship
period, the trainee is paid less then a fully qualified worker.
Apprenticeship programs put the trainee under the
guidance of a master worker. The argument for apprenticeship
program is that the required job knowledge and skills are so
complex as to rule out anything less than a long time period
where the trainee understudies a skilled master journeyman.
Job Instruction Training
Job instruction training (JIT) proved highly effective and
become extremely popular. JIT consists of four basis steps:
1. Preparing the trainees by telling them about the job and over
coming their uncertainties.
2. Presenting the instruction giving essential information in a clear
manner.
3. Having the trainees try out the job to demonstrate their
understanding.
4. Placing the workers into the job on their with a designated
resource person to call upon should they need assistance.
OFF The job training
Off -the job training cover a number of techniques-
classroom lectures, films demonstrations, case studies and
other simulation exercise and programmed instruction. The
facilities need for each of these techniques vary from a small
makeshift classroom to elaborate development center with
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large lectures halls supplemented by small conference rooms
with sophisticated equipment two way mirrors and all the frills.
Classroom Lectures/Conferences
The lecture or conference approach is well adapted to
conveying specific information-rules, procedures, or methods.
The use of audiovisuals or demonstrations can often make a
formal classroom presentation more interesting while
increasing retention and offering a vehicle for clarifying more
difficult points. The lectures liabilities include possible lack of
feedback and the lack of active involvement by the trainees .
Films
Motions pictures can be a useful training technique.
Whether purchased from standard films distributors or provide
information and explicitly demonstrate skills that are not easily
presented by other techniques. Motion pictures are often used
in conjunction with conference discussions to clarify and amplify
those points that the films emphasized.
Simulation Exercises
Any training activity that explicitly places the trainee In an
artificial environment that closely mirrors actual working
conditions can be considered a simulation. Simulation activities
include case exercise, experiential exercises complex computer
modeling and vestibule training.
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Experimental Exercises
Experiential exercises are usually short, structured learning
experiences where individuals learn by doing. For instance,
rather than talk about interpersonal conflicts and how to deal
with them, experiential exercises could be used to create a
conflict situation where employee have to experience a
conflict personally and work out its resolution . After completing
the exercise, the facilitator or trainer typically discusses what
happened and introduces theoretical concepts to help explain
the members behavior during the exercise.
Computer Modeling
Complex computer modeling simulates the work
environment by programming a computer to imitate some of
the realities of the job. Computer modeling is widely used by
airlines in the training of pilots. The computer simulates the
number of critical job dimensions and allows learning to take
place without the risk or high costs that would be incurred if a
mistake were made in a real- life flying situation. An error
during a simulation offers an opportunity to learn through ones
mistakes. A similar error under real-life conditions might cost a
number of lives and the loss of a multimillion-dollar aircraft-
quite a high price for a learning exercise.
Vestibule Training
In vestibule training, employees learn their jobs on the
equipment they will be using, but the training is conducted
away from the actual work floor. In the 1980s many large retail
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chains train cashier on their new computer cash registers-
which are much more complex because they control inventory
and perform other functions in addition to ringing up orders-n
specially created vestibule labs that simulated the actual
checkout-counter environment
Training Process
The steps of Training Process are as under:
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INPUT IN TRANING AND DEVELOPMENT
Any training and development program must contain
inputs enable the participants to gain skills, learn theoretical
Organizational
Objectives and
Assessment of
Training Needs
Establishment of
Training Goals
Devising Training
Programme
Implementation of
Training programme
Evaluation of Results
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concept and help acquire vision to look into the distant future.
In addition to these, there is a need to impart ethical
orientation, emphasize on attitudinal changes and stress upon
decision-making and problem-solving abilities.
SKILLS
Training, as was stated earlier, is imparting skills to
employees. A worker needs skills to operate machines, and use
other equipment with least damage and scrap. This is a basic
skill without which the operator will not be able to
function.There is also the need for motorskills. Motor skills (or
psychomotor skills, as they are sometimes called) refer to
performance of specific physical activities. These skills involve
to move various parts of ones body in response to certain
external and internal stimuli. Common motor skills include
walking, riding a bicycle , tying a shoelace, throwing a ball, and
driving a car.5 Motor skills are needed for all employee-from
the janitor to the general manager. Employees , particularly
supervisors and executives, need interpersonal skills popularly
known as the people skills, Interpersonal skills are needed to
understand oneself and others better, and act accordingly.
Examples of interpersonal skills include listening, persuading,
and showing an understanding of other feelings.
Education
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The purpose of education is to teach theoretical concept
and development .A sense of reasoning and judgment. That any
training and development program must contain an element of
education is well understood by HR Specialists. Any such
program has university professors as resource persons to
enlighten participants about theoretical knowledge of the topics
proposed to be discussed. Usually organizations encourage the
employees to do courses on a part-time basis. Chief Executive
officers (CEOs) are known to attend refresher courses
conducted by business schools. The late Manu Chabria, CMD,
Shaw Wallace, attended such a twomonth program at the
Harvard Business Schools. Education is more important for
managers and executives than for lower- cadre workers.
Development
Another component of a training and developmentprogram is development which is less skill-oriented but stresses
on knowledge. Knowledge about business environment,
management principles and techniques, human relations,
specific industry analysis and the like is useful for better
management of a company. An org. expects the following from
its managers they are deputed to attend any training&development programs:
1. How do we make our managers self-starters? How do we
imbibe them with a sense of commitment and motivation so
that they become self-generating?
2. How do we make them subordinate their parochial, functional
loyalties of the org. as a whole?
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3. How do we make them result-oriented? How do we help
them see and internalize the difference between activity and
results, and between efficiency and effectiveness?
4. How do we make them sensitive to the environment in which
they function, both at the workplace and outside?
5. How do we make them aware of themselves-their potential
and their limitations? How do we help them see themselves as
others see them and feel accept this self-image as a prelude to
change?
Ethics
There is need for imparting greater ethical orientation to a
training and development program. There is no denial of the
fact that ethics are largely ignored in businesses. Unethical
practices abound in marketing, finance and production function
in an organization .They are less and talked about in the
personnel function. This does not mean that the HR manager is
absolved of the responsibility of the production, finance or
marketing personnel indulge in the org. about the need for
ethical behavior.
Attitude Changes
Attitude represents feelings and beliefs of individuals
towards others. Attitudes affect motivation, satisfaction and jab
commitment. Negative attitudes needs to be converted into
positive attitudes. Changing negative attitude is difficult
because-
1. Employee refuses to change
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2. They have prior commitments, and
3. Information needed to change attitude may not be sufficient.
Nevertheless, attitudes must be changed so that employee feel
committed to the organization, are motivation for better
performance, and derive satisfaction from their jobs and the
work environment.
Decision making and problem solving skills
Decision-making and problem solving skills focus on methods
and techniques for making organizational decision and solving
work-elated Problems. Learning related to decision-making and
problem-solving skills seeks to improve trainees abilities to
define and structure problems, collect and analyze information,
generate alternative solution and make an optimal decision
among alternatives.. Training of this type is typically provided
to potential managers, supervisors and professionals
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Training Input at SPL
The training and development efforts at SPL designed to
develop the following:
l Helping employees satisfy personal goals through higher
level of skills and competencies.
l Developing individuals and team to meet the total needs of
the organization.
`SP has also packed into their training and development
program the differentiating Competencies of their parent
Unlived. The differentiating competencies
Clarity of purpose
Understands totality of a situation and sees clearly what need
to be done and how to achieve it.
Practical creativity
Creates business insights which can be turned into news andrealistic.
Objective analytical power
Develops accurate, objective assessments of what needs to be
done, even in complex and difficult situations.
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External orientation
Has a deep understanding of developments in the
external world, especially in society, consumers and technology
and in developments elsewhere in Unilever. Understands and
addresses the needs of the customers inside as well as outsideUnilever.
Entrepreneurial drive
Is constantly energized to improve business results in
both the short term and long term. Takes initiatives often
involving calculated risks and has the tenacity and resilience to
ensure achievement.
Leadership of teams
Inspires teams to supports business direction, develops
team capability and respects cultural differences.
Leadership of individuals
Inspires subordinates, sets high standards of
performance, holds subordinates accountable for achieving
them. Builds skills and capabilities of subordinates.
Adoptive influential skills
Successfully influences without hierarchical powerand maintains positive relationships with colleagues.
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Self-confident integrity
Stands up for convictions and value and takes
difficult decisions.
Team commitment
Works co-operatively as a member of a team and
is committed to the overall team objectives rather than own
interests.
Learning from experience
Activity learns from own failures and successes and
those of others. Summarizes training inputs for different
categories of employees. The inputs do not remain constant. As
time goes by, there will be greater emphases on certain inputs
at the cost of others. Changes are more like in the development
of executive and least in the training of clerical staff
Gaps In Training
Are our training and development program rich in
inputs discussed above? The answer is no if we go by the
study conducted by the Foundation for Organizational
Research and Education (EORE).10 The study covered 50
undertakings in the Central Public Sector. The respondents
were asked to express the extents of gaps existing in
knowledge, skills, and attitudinal aspects of the existing training
program across top, senior, middle and junior management
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levels. The ranks, in the areas perceived to have gaps in the
order of importance.
Training goes Techno-savvy
In today electronic, the Word Wide Web (www) is all-
pervasive. The Internet and intranet are changing the face of
training and learning. Using a Pc, a modem and a web browser,
it has become possible to learn online.
Web-based courses through distance learning are
virtual. An employee can simply connect to the Interne, study
the syllabus options available, and even take tests and advance
to the next level-all from his or her own house.
Global giants like Motorola and Ford Motor are reaping
the benefits of virtual learning.
Employees of Motorola have access of self-paced computer
based training (CBT) material through the firms Intranet.
Motorola offers nearly one hundred courses, mostly in
information technology. Virtual learning presents its own
challenges. The biggest being infrastructures to connect the
sentries organization across the seven seas. Web servers, ISDN
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lines, laptops, and personnel computer basic requisites. But
these facilities will pay of in the long-run. Firms investing in
virtual learning technologies can slash their training budgets by
30 to 50 per cent.
Learning through the web can be very convent for
employee; there are no fixed schedules or limitations of time.
One can attend the course home in the evening when one is at
leisure, or while traveling to work. The learners do not have to
depend on the trainers availability. It is not just the technical
program.
One advantage of computer-based soft-skills training is that it
helps maintain anonymity in situations that may be
discomforting for trainees. For example. Role-playing exercises,
may call for sharing personal information with stranger.
Techniques of Training
Technique Description
Ice Breakers Games to get tem members know each otherLeadership Games Exercises to teach different styles of leadership
Skills Games Tests to develop analytical skills
Technique Description
Communication Games Exercises to build bias-free listening and talking
Strategic Planners Games to test ability to plan ahead
Team-building Games Exercises requiring collaborative efforts
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Role Reversal Exercise to teach plurality of views
Implementation of the Training Program
Once the training program has been designed, it needs to
be implemented. Implementation is beset with certain
problems. In the first place most managers are action oriented
and frequently say they are too busy to engage in training
efforts. Secondly, availability of training is a problem. There is
also the problem of record keeping about the performance of a
trainee during his or her training period. This information may
be useful to evaluate the progress of the trainee in the
company.
Program implementation involves on the following lines:
1. Deciding the location and organizing training and other
facilities.
2. Scheduling the training program
3. Conducting the program.
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4. Monitoring the progress of trainees.
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Data analysis and Interpretation
Q 1. How many training programmes did youattend in last one year?
RESPONSE NO. OF RESPONDENTS PERCENTAGE
Less than 10 24 48
10-20 16 32
20-40 6 12
More than 40 4 8
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SAMPLE SIZE - 50
Figure 1
The above chart indicates that 48% of employees have
attended less than 10 training programmes whereas 32 % of
employees have attended 10-20 training programmes, it
means in every month there was 1 training programme
attended in the organization in last one year.
Q2.Your Organization considers training as a part
of organizational
Strategy. Do you agree with this statement?RESPONSE NO.OF RESPONDENTS PERCENTAGE
Strongly agree 23 46
Agree 14 28
Partly agree 10 20
Cant say 3 6
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Figure 2
The above graph indicates that 74% of employees are agreed
that training is a part of organizational strategy.
Q 3. To whom the training is given more in your
organization?
RESPONSE NO. OF RESPONDENTS PERCENTAGE
Senior staff(Higher
level managers)
5 10
Junior staff(Middle
line managers)
10 20
New staff 10 20
Based on
requirement
25 50
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Figure 3
The above graph indicates that 50% of employees felt that
training is given mostly on the basis of requirement whereas,
20% of employees felt that it is given to junior and new staffs.
Q 4. What is the most important barrier to Training and
Development
Programme in your organization?
RESPONSE NO.OF RESPONDENTS PERCENTAGE
Time 10 20
Money 8 16
Lack of interest by
the trainees
12 24
Non-availability of
skilled trainer
20 40
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Figure 4
The above graph indicates that 40 % of employees felt that,
most important barrier to Training and Development in the
organization is Non-availability of skilled trainers whereas, time
and lack of interest by the trainees are also a barrier to T&D
programme.
Q5. What mode of training method is normally used in
your
Organization?
RESPONSE NO.OF
RESPONDENTS
PERCENTAGE
Job rotation 7 14
External training 13 26
Conference/discus
sion
10 20
Programmed
instruction
18 36
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Others 2 4
Figure 5
The above graph indicates that 36% of employees felt that
programmed instruction is mostly used in the organization
whereas, external training and conference/discussions are also
used in the organization. It means that these 3 programmes are
mostly used by the organization.
Q6. What type of training is being imparted for new
recruitments in
your organization?
RESPONSE NO.OF RESPONDENTS PERCENTAGE
Technical training 15 30
Management
training
9 18
Presentation skill 10 20
Induction training 12 24
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Others 4 8
Figure 6
The above graph indicates that 30% of employees felt that
technical training is the most important training which is being
imparted for new recruitments in the organization ,it means
that the organization is insisting more on technical training.
Q7. The time duration given for a training period is?
RESPONSE NO.OF
RESPOND
ENT
PERCENT
AGE
Sufficient 28 56
To be
extended
4 8
To be
shortene
d
12 24
Managea 6 12
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ble
Figure 7
The above pie chart shows that 56% of employees felt that
time duration for a training programme is sufficient whereas
24% of employees felt that ,it should be shortened.
Q8. Comment on the degree to which the training
objective are met
during the training sessions?
RESPONSE NO.OF RESPONDENTS PERCENTAGE
All the objectives
are met
30 60
Some objectives
are met
7 14
Met according to 10 20
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the need
None of the
objectives are met
3 6
Figure 8
The above graph indicates that 60% of employees felt that all
the objectives are met during training sessions. It means
training sessions are running successfully in the organization.
Q9. Does the training programme help in your career
advancement?
RESPONSE NO.OF RESPONDENT PERCENTAGE
Strongly agree 23 46Agree 19 38
Neutral 6 12
Disagree 2 4
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Figure 9
The above graph shows that 84% of employees are agreed that
training programmes helps in their career advancement. It
means training programmes are helpful in career advancement
also.
Q10. How long will it take to implement the trained
process?
RESPONSE NO. OF RESPONDENTS PERCENTAGE
Less than 1 month 20 40
1-2 month 15 30
2-4 month 12 24
More than 4
months
3 6
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Figure 10
The above graph indicates that 40% of employees felt that
the organization takes less than 1 month to implement the
trained process.
FINDINGS
The findings of the study reveal that SIDHARTH PAPERS LTD has
a wide range of training & development programmes which
helps the employees to develop their skills and give the
standard performance. SIDHARTH PAPERS LTD also gives
rewards and promotions on a regular basis so, that the
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employees can achieve their personal goal as well as
organizational goal.
SUGGESTION
Understanding the demographics of workforce both
current and future.
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Identification of economic issues which have an
impact on the organizations sustainability.
Identification of organizational and cultural issues
which influence talent acquisition.
Knowledge about industry trends and emerging
issues.
Alignment of talent acquisition strategy with the overall
corporate strategic plan.
Measuring workforce performance on the basis of quality
of hire and time per hire.
Elimination of traditional paper methods and using latest
technological developments
Focusing on a long -term plan.
Managing workforce wholly.
CONCLUSION
The study concludes that, a solid employee-development
program can mean the difference between a successfulcompany and one that struggles. Indeed, the company's
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chances for growth are closely aligned with its commitment
toward fostering employee development. More and more
workers are looking for employers who can help them increase
their knowledge and skills. It's no longer enough to offer a
conventional benefits package. Companies that want to attract
-- and retain -- valuable people on staff need to actively
participate in their employees' growth and development. It's
rewarding for employees to expand their knowledge base and
take on new challenges, as it makes coming to work about
more than just a paycheck.
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QUESTIONNAIRE
1) How many training programmes did you attend in a year?
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Less than 10
10-20
20-40 More than 40
2) Your organization considers training as a part of
organizational strategy. Do you agree with this statement?
Strongly agree
Agree
Partly agree
Cant say
3) To whom the training is given more in your organization?
Senior staff (Higher level managers)
Junior staff (Middle line managers)
New staff
Based on requirement
4) What is the most important barrier to training and
development programme in your organization?
Time
Money
Lack of interest by the trainees
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Non availability of skilled trainer
5) What mode of training method is normally used in your
organization?
Job rotation
External training
Conference/Discussion
Programmed instruction
Others
6) What type of training is being imparted for new
recruitments in your organization?
Technical training
Management training
Presentation skill
Induction training
Others
7) The time duration given for a training period is?
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Sufficient
To be extended
To be shortened Manageable
8) Comment on the degree to which the training objective
are met during the training sessions?
All the objectives are met
Some objectives are met
Met according to the need
None of the objectives are met
9) Does the training programme help in your career
advancement?
Strongly agree
Agree
Neutral
Disagree
10) How long will it take to implement the trained process?
Less than 1 month
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1-2 months
2-4 months
More than 4 months
ANY SUGGESTIONS:
A) ..
B)..
C).
Name: ----------------------------------------------------------
Age -------------------------------------------------------------
Sex--------------------------------------------------------------
Phone no.-----------------------------------------------------------
BIBLLOGRAPHY
1Singh A.K. Human resource management
2 Flippo Edwin B., Human resource management
3 Jha A.K., Management of human resource
4 ASWTHAPA K, Human resource management
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5 Human resource management review IFCIA University.
6 Internet (google.com)