Project on Training and Developement

5/27/2018 Project on Training and Developement

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A PROJECT

ON

Training and Development at

Sharekhan

BY

Aradhana Pandey

UNDER THE GUDIANCE OF

Prof. Shubhada S.Ghorpade

Submitted to

University of Pune

In partial fulfillment of award of recognition of

Masters of Personnel Management (MPM)

Through

Asian School of ManagementPune


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ACKNOWLEDGEMENT

To accomplish a project it involves a lot of effort and contribution from a number of

people. It is thus an opportunity for me to thanks those people who have helped me

generously in completion of this project.Exchange of ideas generates a new object to work in a better way. Apart from the

ability, labor and time devotion, guidance and cooperation are the two pillars for the

success of any project. Whenever a person is helped or cooperated by others his heart

is bound to pay gratitude to them.

I am also grateful to my project guide Prof. Shubhada.s. Ghorpade for her time to time

guidance in completing the project, the director of our college Mr. Sanjay and all staff

I also thank my friends and well wishers, who have provided their whole hearted

support to me in this exercise. I believe that this endeavor has prepared me for taking

up new challenging opportunities in future.


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Certificate from Institute

Certificate from company


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INDEX


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Chapter Name Page no

Executive Summary

Company Profile

Vision and Mission

SSKI group companies

SSKIcorporate structure

Network of Sharekhan

Services offered by Sharekhan

Objective and Scope of the study

Research Methodology

Meaning of research

Research objective

Sample Selection

Sample plan

Sample population

Sampling technique

Project work undertaken in the organization

Training

Development

Training need identification for a company

Benefits of training

Types of training

Methods of training

Training process

Difference between training and development

How to make training effective


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Legal aspect of training

Data analysis and Interpretation

Findings

Conclusion

Recommendations

Bibliography

Annexure

Questionnaire


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EXECUTIVE SUMMARY

The game of economic competition has new rules. Firms should be fast and

responsive. This requires responding to customers needs for quality, variety,

customization, convenience and timeliness. Meeting these new standards requires a

workforce that is technically trained in all respects. To survive and flourish in the

present day corporate jungle, companies should invest time and money in upgrading

the knowledge and skills of their employees constantly. Here arises the necessity of

Training and Development since any company that stops injecting itself with

intelligence is going to die.

This article is intended to give an insight to one of the primary Human Resource

function i.e. Training and Development being followed in Sharekhan. The document

begins with a brief overview, objectives of the study and goes on to elaborate on the

need and significance of the study. It proceeds further with the methodologies being

followed and how the data is collected, analyzed and interpreted. This is mainly is

dealt with and the Company profile is elaborated followed by the Human Resource

analysis, Statistical analysis and is concluded with Recommendations and

suggestions.

In this project, I have learned many things about training and development

programmes carried out at Sharekhan.

This research provides me with an opportunity to explore in the field of Human

Resources. This research also provides the feedback of people involved in the

Training and development process Apart from that it would


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COMPANY PROFILE

Sharekhanis the retail broking arm of S S Kantilal Ishwarlal securities Pvt. Ltd. It

is Indias leading retail financial Services provider Company. It is in the Indian

securities business since 1927. Its institutional Research team is rated as one of the

best in the industry and rated 1stby Asia Money .Its research team covers more than

100 stocks spread over 20 sectors.

The company has over 331 share shops across 117 cities excluding franchisees in

India. While our size and strong balance sheet allow us to provide you with varied

products and services at very attractive prices, our over 750 Client Relationship

Managers are dedicated to serving your unique needs.

Sharekhan is lead by a highly regarded management team that has invested crores of

rupees into a world class Infrastructure that provides our clients with real-time service

& 24/7 access to all information and products.

Our Sharekhan Professional Network offers real-time prices, detailed data and news,

intelligent analytics, and electronic trading capabilities, right at your fingertips. This

powerful technology complemented by our knowledgeable and customer focused

Relationship Managers.

It creates a world of Smart Investor. Sharekhan offers a full range of financial

services and products ranging from Equities to Derivatives which enhance our wealth.

Relationship Managers are available to help with financial planning and investment

needs. To provide the highest possible quality of service, Sharekhan provides full

access to all our products and services through multi-channels.


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In starting it was only a research house but now it has got increased its area and deals

in every field of trading like shares, commodity, mutual fund, PMS, etc.The main aim

of the company is to provide quality services at the least cost. Sharekhan security has

established now a brand name which provides the clients useful and timely

information about the future at their home. The vision and mission of the company

proves all these facts clearly and very soon it will achieve its mission.

VISION

The vision of any company plays a key role for the success in the long term. It is

decided by the key persons at the beginning of the organization. The vision of

Sharekhan is to be the best retail broking brand in the Indian Equity market.

MISSION

The vision is decided by the company for the long run but it is not possible for any

organization to fulfill its vision which is decided in the beginning. For the very reason

it divides its vision into small period Missions. So a mission is a short term target

where a company wants to reach. The mission of Sharekhan is to educate and

empower the individual investors to make better investment decisions through quality

advice and superior service which leads the growth of the organization.

SSKI GROUP COMPANIES

SSKI Investor Services Ltd (Share khan) S.S. Kantilal Ishwarlal Securities SSKI Corporate Finance Idream Productions


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SSKICORPORARE STRUCTURE


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NETWORK OF SHAREKHAN

The network of the Sharekhan Securities is very wide. It has emerged as a back bone

for the whole country. The area of its network is 331 share shops in 117 cities of the

country excluding franchisee. It has the largest chain of share shops with a brand

name of Sharekhan which serves more than 100,000 clients.

From sharekhan.com toIndias largest chain of branded retail share

Shops

331 brandedshare shops

across 117 cities

in India


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SERVICES OFFERED BY SHAREKHAN

In the field of securities the brand name Sharekhan provides various services to the

investors which help them to get more and more return with less amount of money.

For this very purpose it provides research mails, online trading facility, online

money transfer and makes training and seminars on frequent bases which makes the

investors self dependent.

Training and

Seminars

Investment and

Trading Services

EQUITIES

DERIVATIVES

COMMODITIES

PMS

Research

Based

Investment

Integrated Demat

Facility

Technology Based

Investment Tools


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DIFFERENT AREAS OF TRADING

Equity

Sharekhan provides the services in equity trading. For this it opens the Demat a/c with

trading a/c, which provide the investors a base from there they can make the share

trading. Sharekhan deals in NSE and BSE both which gives the investors more

choices. To help new investors it also provides the research mails.

Derivatives

Sharekhan deals in derivatives also in which an investor can play with future and

option. This is a more advanced feature in trading but there is a need of full

knowledge. Without the proper knowledge it may be harmful for the investor.

Mutual Fund

Sharekhan deals in Mutual Funds, the funds of small investors are collected and then

the total amount is invested by the company in some beneficial shares. Small

investors cant get benefit individually from their small investment but the company

can provide them more return by making a collective amount of the various investors.

Initial Public Offer

Sharekhan also deals in Initial Public Offers. These are the first offering to the public

of a company's shares on the stock market. Earlier it was very difficult task to apply

for an IPO but now it is as easy as the purchase of a share. All the information relating

to the IPO is provided by the company online to its customers.

Commodity

Sharekhan deals in commodity also which is a booming sector now a day. It is right

that the commodity market is not so popular but the investment is going quickly

increasing. To invest in commodity it opens the a/c and also gives research mails.


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Portfolio Management

Sharekhan also provide the services of portfolio management service which is

managed by the company itself and the investor has to do nothing. All the decisions

are taken by the company to buy or sell the shares taking into consideration the

market scenario. This facility is provided by the company to the big investors who can

invest more than 5 Lakhs.


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OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

The primary objective of my study is to lay down the foundation of training and

development.

SECONDARY OBJECTIVE

To apply my learning in the area of Human Resources so that I gain significantpractical approach in training and development

Identify the various inputs that should go into any programme. To understand the effectiveness of various training and development

programmes on employees.

To critically analyze training environment & personal relationship betweentrainer and trainee while training.


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RESEARCH METHODOLOGY

MEANING OF RESEARCH:-

Research as the manipulation of things, concepts of symbols for the purpose of

generalizing to extend, correct or verify knowledge, whether that knowledge aids in

Construction of theory or in the practice of an art.

RESEARCH OBJECTIVE

To find out the satisfaction of the employees with the training programme. To identify areas of improvement in design of training and development

programme.

The Research Methodology followed for further work can be primarily classified into

two Stages namely Exploratory and Descriptive the stepwise details of the research

are as follows:

Stage - I

Exploratory Study: Since we always lack a clear idea of the problems one will meet

during the study, carrying out an exploratory study is particularly useful. It helped

develop my concepts more clearly, establish priorities and in improve the final

research design.

Exploratory study will be carried out by conducting:

Secondary data analysis which included studying the website of the company and also

going through the various articles published in different sources(magazines, books,

internet, newspapers) on Small and Medium Scale Enterprises and Training and

development process.

Experience surveys also conduct with Assistant-Manager Human Resources and the

General Manager and Personnel Officer to gain knowledge about the nature of

Training and development process followed in the organization.


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StageII

Descriptive Study: After carrying out initial Exploratory studies to bring clarity on

the subject under study, Descriptive study will be carried out to know the actual

Training and Development method being followed for the knowledge of actual

training and development process is needed to document the process and suggest

improvements in the current system to make it more effective. The tools used to carry

out Descriptive study included both monitoring and Interrogation.

SAMPLE SELECTION

Data collection methods:

Primary DataTool for collecting primary data are as follows:-

Structured Questionnaire Survey and Observation\

SAMPLE PLAN

The sample plan is a distinct phase of the research process

It refers to the technique or the procedure a research would adopt in selecting items

for sample

SAMPLE POPULATION

Population consists of the 30 employees of organization

The research population consists of all the employees at Pune

SAMPLING TECHNIQUE

In the research random-cum-convenient sampling technique are being used Sample

size

To find out the Designing of Training and Development Programme certain step has

been taken which are as follows:-


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A. Initial research

Sample size of 30 employees was selected. Parameters for Training and Development programme were listed.

B. Preparing a structured questionnaire

Based on the initial research findings, structured questionnaire was prepared. Data was collected from employees with the help of Questionnaire.

C. Final Analysis

Accumulate and generalize the data various factors ending of relationship


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PROJECT WORK UNDERTAKEN IN THE ORGANISATION

Human resource management is the management of employees skill, knowledge

abilities, talent, aptitude, creativity, ability etc. different terms are used for denoting

Human Resource Management. They are labour management, labour administration,

labour management relationship, employee employer relationship, industrial

relationship, human capital management, human assent management etc. Though

these terms can be used differently widely, the basic nature of distinction lies in the

scope or coverage and evolutionary stage. In simple sense, human resource

management means employing people, developing their resources, utilizing,

maintaining and compensating their services in tune with the job and organizational

requirements

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

Administration:

Strategic planning, organizational evaluation, County Board relations, policy

recommendations, supervision of department staff

Benefits:

Health insurance, dental insurance, life insurance, disability insurance, retirement

benefits, vacation, sick leave, paid holidays, section 125 plan, donor program,

educational incentive, uniform allowance, and others.

Compensation:

Salary and benefit surveys, job evaluation, job descriptions evaluation, job

descriptions

Employee relations:

Disciplinary processes, incident investigations, complaint/grievance procedures,

labor-management relations.

Employee services:


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Enrollment in benefits, employee discounts for recreational spots, resolution of

enrollment or claim problems, employee newsletter. Educational assistance, employee

service awards

Fiscal

Staffing budgets, departmental budget, accounts payable, insurance receivables,

insurance fund management, total package costing. Insurance receivables, insurance

fund management, total package costing.

Health and safety

Employee assistance, workers compensation claims, drug testing, safety compliance

and training.

Leaves of absence:

State and/or Federal Family and Medical Leave rights, County approved leaves of

absence, rights upon return to work, light duty assignments for temporary periods.

Payroll administration:

Computer-based or manual evaluation systems, supervisory training, compliance with

timeliness standards

Performance appraisal:

Employee files, litigation files, payroll records, safety records and other

administrative files

Record-keeping

Job posting, advertising, testing administration, employment interviews, background

investigations, post-offer employment testing.

Recruitment:

Recruitment is defined as a process to discover the sources of manpower to meet the

requirement of the staffing schedule and to employ effective measures fir meet the

requirement of the staffing schedule and to employ to employ effective measures for


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attracting the manpower in adequate numbers to facilitate effective selection of an

effective workforce.

Selection

After identifying the sources of human resources, searching for prospective

employees and stimulation helps too apply for jobs in an organization, the

management has to perform the function of selecting the right man at right job and at

the right time.

Separations and terminations

Rights upon termination of employment, severance benefits, unemployment

compensation, exit interviews.

Training and development

County-wide needs assessment, development of supervisory and management skills,

employee training and workshops. Benefits orientation for new and transferring

employees, Supervisory newsletter.

Salary and benefit

Salary/wage plans, employee benefits

Importance of Human Resource Management

1: Attract highly qualified and competent people

2: Ensure thas the selected candidate stays longer with the company.

3: Make sure that there is match between cost and benefit.

4: Helps the organization to create more culturally diverse workforce

Whereas, the poor quality of selection means extra cost on training and supervision.

Furtheronmore, when recruitment fails to meet organizational needs for talent, a

typically response is to raise entry level pay scales. This can distort traditional wages

and salary relationship in organization, resulting in unavoidable consequences. Thus


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the effectiveness of the recruitment process can play a major role in determining the

resources that must be expended on other HR activates and their ultimate success

TRAINING

Training is concerned with imparting developing specific skills for a particularpurpose.

Training is the act of increasing the skills of employees for doing a particularjob. Training is the process of learning a sequence of programmed behavior.

In earlier practice, training programme focused more on preparation forimproved

Performance in particular job. Most of the trainees used to be from operativelevels like mechanics, machines operators and other kinds of skilled workers.

When the problems of supervision increased, the steps were taken to train

supervisors for better supervision.

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

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

requirement training is not important but when that is not the case if it is necessary to

raise the skills levels and increase the versatility and adaptability of employees. As the

job becomes more complex, the important of employees development are not only an

activity thats desirable but also an activity thats an organization must commit

resources to if it is maintain a viable and knowledge work force.

You can have the grains, the greatest business model in the world and the best system,

but if your people cant handle the growth; you will not find that they have got a good

training program and it is a part of their culture.


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Historically, training and development in many organizations have had relatively

short term aim of enhancing current on the job performance with the important

exception of succession planning arrangement for the potential senior managers of the

future. More recently, however, changes in the product market environment, the

introduction of new technology and changes in the organization characteristics have

all had the effect of raising the profile of training and development in both the HRM

literature and practice.

Training is always a means to an end and not an end to itself. Unless it leads to the

effective performance of work it inevitably incurs a waste of valuable resources, these

valuable resources are in terms of fundamental importance.

In other words training improves, changes, moulds the employees knowledge skills

behavior aptitude and attitude towards the requirement of the job and organization.

Training refers to the teaching and learning activities carried on for the primary

purpose of helping member of an organization, to acquire and apply the knowledge,

skills, abilities and attitude needed by a particular job and organization.

Organization and individuals should develop and progress simultaneously for there

survival and attainment of mutual goals. So every modern management has to develop

the organization through human resource development. Employee training is the

important sub- system of human resource development. Employee training is a

specialized function and is one of the functional operative functions for human

resource management.


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DEVELOPMENT

Management development is all those activities and programme when recognized and

controlled have substantial influence in changing the capacity of the individual to

perform his assignment better and in going so all likely to increase his potential for

future assignments.

Thus, management development is a combination of various training programme,

though some kind of training is necessary, it is the overall development of the

competency of managerial personal in the light of the present requirement as well as

the future requirement.

Development an activity designed to improve the performance of existing managers

and to provide for a planned growth of managers to meet future organizational

requirements is management development.

MANAGEMENT DEVELOPMENT IS BASED ON FOLLOWING ON

ASSUMPTIONS

1. Management development is a continuous process. It is not one shot programme

but Continues though out the career of a manager

2. Management development is any kind of learning, is based on the assumption that

There, always existing a gap between an individuals performance and his potential

for the performance

3. Management development seldom takes place in completely peaceful and relaxed

atmosphere.

4. Management development requires clear setting of goals

5. Management development required conducive environment


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TRAINING NEED IDENTIFICATION FOR A COMPANY

Introduction

Training need identification is a tool utilized to identify what educational courses or

activities should be provided to employees to improve their work productivity. Here

the focus should be placed on needs as opposed to desires of the employees for a

constructive outcome. In order to emphasize the importance of training need

identification we can focus on the following areas: -

To pinpoint if training will make a difference in productivity and the bottomline.

To decide what specific training each employee needs and what will improvehis other job performance.

To differentiate between the need for training and organizational issues andbring about a match between individual aspirations and organizational goals.

Identification of training needs (ITN), if done properly, provides the basis on which

all other training activities can be considered. Also requiring careful thought and

analysis, it is a process that needs to be carried out with sensitivity as people's

learning is important to them, and the reputation of the organization is also at stake.

Identification of training needs is important from both the organizational point of

view as well as from an individual's point of view. From an organizationspoint of

view it is important because an organization has objectives that it wants to achieve for

the benefit of all stakeholders or members, including owners, employees, customers,

suppliers, and neighbors. These objectives can be achieved only through harnessing

the abilities of its people, releasing potential and maximizing opportunities for

development. Therefore people must know what they need to learn in order to achieve

organizational goals. Similarly if seen from an individual's point of view, people have

aspirations, they want to develop and in order to learn and use new abilities, and


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people need appropriate opportunities, resources, and conditions. Therefore, to meet

people's aspirations, the organization must provide effective and attractive learning

resources and conditions. And it is also important to see that there is suitable match

between achieving organizational goals and providing attractive learning

opportunities.

BENEFITS OF TRAINING

For Organization:

Leads to improved profitability and or more positive attitude towards profits

orientation

Improves the job knowledge and skills at all level of the organization Improves the morale of the workforce Helps people to identity the organizational goal Helps to create a better corporate image Faster authenticity, openness and trust Improves the relationship between boss and subordinate Aids in understanding and carrying out organizational policies

Benefits to individual:

Helps the individual in making better decision and effective problem solving. Through training and development, motivational, variables of recognition,

achievement, growth, responsibility and advancement and internalized

Aids in encouraging and achieving and self development and self confidence Helps to handle stress, tension, frustration and conflict Increase job satisfaction and recognition


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Move a person towards personnel goal and development of skills.

Benefits in personnel and human relationship

Improves communication between groups and individual. Aids in orientation for new employee and those taking new job through

transfer and promotion.

Improves interpersonal skills. Improves morale Builds cohesiveness Provide a good climate for learning growth and coordination

Trainees and Trainers

Since the real organizational needs are known, the process of training can begin.

Exclusive of the training techniques, the trainees and the trainers constitute other

key elements of a training programme.

The trainees

The selection of trainees is a very important activity in order for an organization

to achieve desirable training results. According to Peel, the elements of trainees

which have to be taken into consideration in order for the selection of

appropriate training methods are the following:

How many they are. The level of education they have. The qualifications they have. The experience they have. Why they are chosen.


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What job they do now. Why they have to be trained. If they work as a team.

The trainers

Trainers constitute the key for the successful holding of a training programme. It

is really difficult for an organization to succeed effective training if the trainers

do not have the necessary abilities for that. According to Peel , possible trainers

can be:

Inside the company trainers. Outside consultants. Universities. Managers. Colleagues.

Many employees of the same company can be excellent with their work but it

can be proved that they are not relevant to be trainers. According to Stout , the

ideal trainer must be:

Knowledgeable about the organization. Able to communicate effectively and listen carefully to others. Able to analyze and solve problems. Flexible in the use of training methods.


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TYPES OF TRAINING

On the basis of purpose several types of training programmes are offered to the

employees. Some of them are:-

Induction or orientation Job training Apprenticeship training Internship training Refresher training or retraining Training for promotion

Induction

This type of training is for new employee. This training is concerned with introducing

or orienting a new employee to the organization and its procedure, rules and

regulation. It helps a new employee to get acquainted with the work environment of

the organization.

Job training

It relates to specific job, which the worker has to handle. It gives information about

machines, process of production, instruction to be followed method to be used and so

on. It helps the workers developing skill and confidence and enables them to perform

the job efficiently.

Apprenticeship training

Apprenticeship training programme tends more towards education. Under this

programme both knowledge and skill for doing a jib or series of related jobs are

involved.


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Under this programme educational or vocational institute enters into arrangement with

an industrial enterprise for providing practical knowledge to its student. Internship

training is usually meant for such vocations where advanced theoretical knowledge is

to be backed by practical experience on the job.

Refresher training

It is for the old employees of the enterprise. The basic purpose of refreshers training is

to acquaint the existing workforce with the latest methods of performing their jobs

and improve their efficiency further.

Training for promotion

The talented employees may be given adequate to make them eligible for promotion

to higher jobs in the organization.

METHODS OF TRAINING

There are various methods of training. The choice of any training methods depend

upon several factors like cost of training, number of worker, depth of knowledge

required, background of the trainees, purpose of training and so on.

The training methods may be divided into two groups:-

On the job training Of the job training


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On the job training: -The most important type of training is training on the job. The

experience of the actually doing something makes a lasting impression and has reality

that other types cannot provide this training is for everybody from clerk to company

president.

INTERNSHIP AND APPRENTICESHIP

VESTIBUL COACHING

SCHOOL

JOB SIMULATION

ROTATION

ON THE JOB

TRAINING


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ON THE JOB TRAINING IS DIVIDED INTO TWO DIFFERENT GROUPS

Vestibule training: - This method attempts to duplicate on the job situation in

accompany classroom. It is classroom training, which is often imparted with the help

of the equipment and machine, which are identical with those in use in the place of

work. It is very efficient method used to train semiskilled personnel, particularly when

many of the employees have to be trained for the same kind of work at same time. It

is also save costly machines from being damaged by mishandling of the untrained

workers.

Apprenticeship training: -Apprenticeship training programme tends towards more

education than on the job training or vestibule training here major part of the training

time is spent onthejob productive work. Each apprentice is given a programme of

assignment according to s predetermined schedule, which provides for efficient

training and skills.

Simulation: - It is extension of vestibule training. The trainee works in the closely

duplicated real job condition. This is essential in cases in which actual on the

job practice is expensive, might result in serious injury and a costly error.

Demonstration and examples: -Here the trainer describes and demonstrates how to

do a certain work. He performs the activity himself going through a step-by-step

explanation of the why, howand whatof what he is doing.

Coaching: -Under this method the supervisor imparts job knowledge and skill to his

subordinate. The emphasis in coaching on learning by doing.


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Under study: -The supervisor gives training to a subordinate as his under study or

assistant. The subordinate learn through experience and observation. It prepares the

subordinate to assume the responsibility of superior job in case superior leave the

organization.

Job rotation: -The purpose of position rotation is to broader and background the

trainee in various job. The trainee is periodically rotated from job to job instead of

sticking to one job only so that he acquires practical knowledge of different job that is

diversified knowledge. Job rotation is thus used by many organizations for all-round

personality development of worker and more adaptability in them.

OFF THE JOB TRAINING METHODS ARE AS FOLLOWS

Lectures:-It is regarded as one of the simplest ways of imparting knowledge to the

trainee, especially when facts, concepts or principles attitude, theories and problem

solving abilities are to be taught, lectures are supplemented with discussion, film

shows, case studies, role playing etc.

Case Study:-Under this method, a real business problem of the situation demanding

solution, is presented to the group and members who are to be trained to identify the

problems present, they must suggest various alternatives for tackling them, analyze

them and find out their comparative suitability and decide the best solution.

Conference and Seminars: - A conference is basic to most participative group

centered method of development. It led emphasis on small group discussions on

organized subset matter and on the active participation of the members involved.


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Mutual problems are discussed and participants share their ideas and experience in

attempting to arrive at better methods of dealing with this problem.

TRAINING PROCESS

Needs Assessment

a) Organization Support

b) Organizational

Analysis

c) Tasks and KSA

Analysis

d) Person Analysis

Instructional

Objectives

Development of

Criteria

Training

Validity

Transfer

Validity

Interorganizational

Validity

Interorganizational

Validity

Use of

Evaluation

Models

Training

Selection and

Design of

Instructional

Programs


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Most Training Schemes And Processes Are Based On The Following Steps:

1) Identification and Selection of Training and Development Methods.

2) Creating Training Budget.

3) Selecting Training Methods & Designing Modules.

4) Implementation of the Training Programme.

5) Evaluation of the Training Programme.

1) Identification of Training Needs

Training has always been important. In recent years, however, the process of

training is more important than ever in order for organizations to cope with

accelerating change which affects existent training needs (eg inefficient job

performance) and future training needs (eg respon ding to the continuous progress

of technology).

According to Kenney and Reid, the most common methods of diagnosis of

organizational training needs are the following:

Evaluation of personnel. The director (or a team) evaluates the personnelsperformance. This process takes place periodically with an evaluation form.

That form contains questions in which the ability to take good knowledge and

the abilities of organizing, leadership and progress will be reported.


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Analysis of work. Every step which takes place during the work performanceexamined in order to determine if it is really needed. After determining the

necessary steps, the areas in which employees need training must be

identified.

Analysis of skills. The trainer must first identify the differences between newand experienced employees, in relation to their effectiveness. These

differences will show the size of the training need for the new employees.

Observation. Observation can help the trainer find out what an employeedoes not do correctly and in that way to determine the training needs.

Changes in the organization or the job. The creation of new job positions, theabolition of old positions and the integration of positions are some important

changes which often take place in a company and generate the need for

training.

Interviews between super ordinates and subordinates. Very often, when thesuper ordinate and the subordinate discuss matters which concern the

organization, it is a good opportunity to discuss training needs as well. These

interviews can be formal or informal.

Analysis of data. Selecting data from departmental records (such as personnelstatistics, accident records, training reports, and staff appraisal forms) also

helps to identify training needs.


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What other organizations do. According to this method, small organizationsmust take advantage of information about what larger organizations do in

relation to training.

Training needs analysis is the first critical stage in the training cycle. Thecycle is continuous. The evaluation step includes a re-assessment of training

needs.

There are many aspects to training needs analysis, but the essential activity

involves:

Determining what is required to complete the work activity; Determining the existing skill levels of the staff completing the work:

Determining the training gap (if any).

The training gap is the difference between required and existing skill levels. The

word "skill" is generic in this case - it includes the knowledge, skills, attitude

and aptitude required to undertake the activity efficiently and effectively.

Training need analysis is done at three levels

1. Organizational analysis2. Personal Analysis3. Task Analysis

Organizational Analysisinvolves determining:

The appropriateness of training, given the business strategy

Resources available for training


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Support by managers and peers for training

Task Analysisinvolves:

Identifying the important tasks and knowledge, skill, andbehaviors that need to be emphasized in training for employees to

complete their tasks

Person Analysisinvolves:

Determining whether performance deficiencies result from a lackof knowledge, skill, or ability (a training issue) or from a

motivational or work design problem

Identifying who needs training Determining employees readiness for training

LEVELS OF TRAINING NEEDS ANALYSIS

What is the

Context?

Personal

analysis

Organizati

onalanalysis

Task

AnalysisIn what do

the need

Who needsthe training?


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2) Creating A Training Budget

Budgeting for training does not mean using surplus money when its

available. Instead, you should build a separate line item for training into your

yearly budget. A training budget should include the following costs:

Initial communication about the training program Training delivery (e.g. classes, video tutorials, e-learning, course fees) Training materials (workbooks, videos) Staff time (including replacement time) Instructor fee Travel, lodging or meal expenses required to participate Ongoing training (upkeep) Contingencies

Managing the Budget

Once approved, your training budget will need careful management to ensure

that costs stay on track. Unforeseen events can lead to changing costs. A

specially trained staff member might unexpectedly leave the company before

their knowledge is passed on to others. Training costs will increase if you need

to rely on external resources.

How Much to Spend?

Many large organizations commit to investing anywhere from two to five percent

of salary budgets back into training. While that may not be realistic for you, it's


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important to find a number you feel your budget can absorb. Base the figure

you'll use on your needs analysis.

You may be tempted to use the least expensive trainers or training materials

available. Often, using "b" level resources produces "b" results. Increase the

likelihood of success by always striving for A's. Use the best caliber training you

can afford.

Ways to Save

Depending on the size of your staff, you may find training costs add up

quickly. Here are some ways you can save on costs:

Group training: earn volume discounts by training numerous employees atonce (sometimes as few as three participants will qualify)

Re-use materials: training materials such as videos have a long shelf life

and may be used repeatedly

Teach one, teach all: spend on off-site training for one employee, buthave him or her present their knowledge to remaining staff

E-learning: electronic options are cheaper than traditional, instructor-ledtraining

Another tip is to negotiate free or reduced-cost training from your vendors, who

will be happy to help you if it means their product will be successful.

Remember, the right training program will save you money in the long run.


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Securing Commitment

Don't forget that employee commitment is necessary for training to succeed.

One way to ensure employees take the effort seriously is to have those getting

specialized training to share the cost. Employees who have made a personal

investment in learning will be more focused on completing the task.

If you are footing the bill, get employees to commit to working for you for a

specified period of time following the training's completion. Let them know you

will require reimbursement if they aren't able to fulfill the agreement.

It is also important to have full support for training efforts from senior people in

your organization. If they understand the long-term value of employee

development, they should be able to help by earmarking funds for training .

3) Selecting Of A Training Methods.

The best type of training methods has to be selected keeping in mind the

employees needs and capabilities.

Lecture

The Lecture is an efficient means of transmitting large amounts of factual

information to a relatively large number of people at the same time. It is

traditional method of teaching and is used in many training programs. A skilled

lecture can organize material and present it in a clear and understandable way.

However a lecture doesnt allow active participation by learners.


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Case method

A Training method in which trainees are expected to study the information

provided in the case and make decisions based on it .

Simulations

Simulators are training devices of varying degrees of complexity that duplicate

the real world. Simulation refers to creating an artificial learning environment

that approximates the actual job conditions as much as possible.

Apprenticeship

This type of training refers to the process of having new worker, called an

apprentice, work alongside and under the direction of skilled technician.

Internships

Internships and assistantships provide training similar to apprenticeship training;

however assistantships and internships typically refer to occupations that

require a higher level of the formal education than that required by the skilled

trades. Many colleges and universities used to develop agreements with

organizations to provide internships opportunities for students.

Coaching and Mentoring

Some organizations assign an experienced to serve as a mentor for new

employees. Effective mentors teach their protgs job skills, provide emotional

support and encouragement. Coaching and mentoring are primarily on-the-job

development approaches emphasizing learning on a one-to-one basis. Coaching


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is often considered a responsibility of the immediate boss who has greater

experience or expertise and is in the position to offer sage advice. The same is

true with a mentor, but this person may be located elsewhere in the organization

or even in another firm. The relationship may be established formally or it may

develop on an informal basis.

Discussions

Conferences and group discussions, used extensively for making decisions, can

also be used as a form of training because they provide forums where individuals

are able to learn from one another. A major use of the group discussion is to

change attitudes and behaviors.

Games

Simulations that represent actual business situations are referred to as business

games. These simulations attempt to duplicate selected parts of a particular

situation, which are then manipulated by the participants

Role playing

A Training method in which participants are required to respond to specific

problems they may actually encounter in their jobs.

Computer-based

Computer based training is a teaching method that takes advantage of the speed,

memory, and data manipulation capabilities of the computer for greater

flexibility of instruction.


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Multimedia

Multimedia is an application that enhances computer-based learning with audio,

animation, graphics, and interactive video.

Virtual reality

It is a unique computer-based approach that permits trainees to view objects

from a perspective otherwise impractical or impossible.

Video Training

The use of videotapes continues to be a popular Training method. An illustration

of the use of videotapes is provided by behavior modeling. It has long been asuccessful Training approach that utilizes videotapes to illustrate effective

interpersonal skills and how managers function in various situations.

Vestibule training

Training that takes place away from the production area on equipment that

closely resembles the actual equipment used on the job.

3) Delivering the Training.

The training program that results from assessment should be a direct response to

an organizational problem or need. Approaches vary by location, presentation,

and type. These are summarized below the

1. Location Options


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a. On the job: Training is at the actual work site using the actual work equipment

b. Off the job: Training away from the actual work site. Training is at a Training

facility designed specifically for Training.

For the delivery of the training it must be taken care that the best methods,

faculty, and environment are chosen so as the training get absorbed. Success of

the training is directly related to absorption and implementation of the training

information given. It should be well designed and well planned.

4) Evaluating Training

The credibility of training is greatly enhanced when it can be shown that the

organization has benefited tangibly from such programs. Organizations have

taken several approaches in attempting to determine the worth of specific

programs. In this phase, the effectiveness of the training is assessed.

Effectiveness can be measured in monetary or non-monetary terms. It is

important that the training be assessed on how well it addresses the needs it was

designed to address.

Participants Opinions:

Evaluating a training program by asking the participants opinions of it is an

inexpensive approach that provides an immediate response and suggestions for

improvements. The basic problem with this type of evaluation is that it is based

on opinion rather than fact. In reality, the trainee may have learned nothing, but

perceived that a learning experience occurred.


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Extent of Learning:

Some organizations administer tests to determine what the participants in

training program have learned. The pretest, posttest, control group design is one

evaluation procedure that may be used.

Behavioral Change:

Tests may indicate fairly accurately what has been learned, but they give little

insight into desired behavioral changes.

Accomplishment of Training Objectives

Still another approach to evaluating training programs involves determining the

extent to which stated objectives have been achieved.

Benchmarking

Benchmarking utilizes exemplary practices of other organizations to evaluate

and improve training programs. It is estimated that up to 70 percent of American

firms engage in some sort of benchmarking.

A Case for Simplicity

Value is the measure of impact and positive change elicited by the training.

The most common approaches used to determine the effectiveness of training

programs are as under:

a) Post Training Performance Method

In this method the participants performance is measured after attending a

training program to determine if behavioral changes have been made.


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b) Pre-Post Test approach

Most commonly used approach towards measurement of effectiveness of training

is Pretest Post test approach this approach performances the employees is

measured prior to training and if required training is provided. After completion

if the training again the performance is measured this is compared with

performance before training if evaluation is positive e.g. increase in productivity

that means that training is effective.

c) Pre- Post Training Performance with control group Method

Under this evaluation method, two groups are established and evaluated on

actual job performance. Members of the control group work on the job but do not

undergo instructions. On the other hand, the experimental group is given the

instructions. At the conclusion of the training, the two groups are reevaluated. If

the training is really effective, the experimental groups performance will have

improved, and its performance will be substantially better than that of the control

group.

Maintaining Performance after Training

Effective training can raise performance, improve morale, and increase an

organization's potential. Poor, inappropriate, or inadequate training can be a source of

frustration for everyone involved. To maximize the benefits of training, managers

must closely monitor the training process. Developing learning points, to assist

knowledge retention, Setting specific goals, identifying appropriate reinforces and


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teaching trainees, self-management skills can help organizations to maintain

performance after training.

Following up on Training

Any training or development implemented in an organization must be cost effective.

That is the benefits gained by such programs must outweigh the cost associated with

providing the learning experience. Training to be more effective, is supposed to be

followed with careful evaluation. Evaluation methods are discussed in the previous

lecture. Different techniques and approaches can be used to evaluate the training

program and, if required at any level, revisions and redesigning should not be

avoided. It is not enough to merely assume that any training effort of an organization

is effective; we must develop substantive data to determine whether our training effort

is achieving its goals- that is, if its correcting the deficiencies in skills, knowledge or

attitudes that were assessed in needing attention. Training programs are expensive.

The cost incurred alone justify evaluating the effectiveness.

SETTING UP OF TRAINING DEPARTMENT FOR

SHAREKHAN

INTRODUCTION

Organization success depends on keeping people up-to-date and skilled in the

latest concepts and techniques. Mastering knowledge is essential. Using the most

effective and efficient processes is critical. Sharekhan had no separate training

department the employees had to depend on each others for training also the

only other option that was available in case of any problem was that of online


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query or suggestion from senior employees. This was done on personal level and

was time consuming task it was also not a permanent solution as more and more

employees were facing similar kind of problems and also the volume of work

was increasing.

The need of training department was always there but the time to initiate the

setup had arrived. Sharekhan decided to form a dedicated training department to

increase efficiency and productivity of the employees to minimize the repetitive

errors that were caused by lack of proper knowledge and impart training to all

employees at one point one time. The responsibility of this task was with Mr.

Abhay Thale.

First week of training went in reading material about, Sharekhan, Trade , and

Training and development. It was necessary to familiarize with the organization

and the activities happening over there to understand the problems faced by the

employees of Sharekhan.

Second week went in knowing the tasks performed in Sharekhan by working

with the team members and trying to get the issues they were working on like

Attendance, Payroll, Compliance, ID card problems, on boarding. Here the main

problems from different states were happening due to lack of proper knowledge

of SAP, not knowing the implication of various critical activities, lack of

coordination, and knowledge of law.

After two week work on training need analysis began by designing of a

questionnaire for getting the feedback of the employees. Here SAP team made a


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module called MBO transaction which reduced the time of getting the responses

from each and every employee. This had the following information.

1. Training requirement as perceived by the employee.

2. Training requirement as perceived by the immediate supervisor.

3. Training received in previous year.

4. Other feedback of employees and supervisors.

Findings from training need analysis gave way for the budgeting process for the

training department to take place. The budget was prepared and approved by the

Head of the Business Unit. Method of imparting training was selected as giving

lectures, presentation and organizing seminars on various topics it was the best

that suited the budget. This was followed by selecting the faculty for the

different topics of identified training needs. Also the required training material

was prepared and approval was taken to impart training. A Training Calendar

was prepared for training for the employees format of which is given below

Date Course Title

Number

ofparticipant StartTime EndTime TrainerName

11-07-08

Communicationskills 35 10:30 12:30

ShrutiPandit

11-07-08 Lunch Break - 12:30 1:30 -

11-07-

08

Managerial &Leadership

Skills 75 1:30 3:30

Abhay

Thale


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Process flow for Setting up training department for

Sharekhan

List down all the activities and sub activities

List all goals and objectives for all positions

Analyse the difference between expected and actual performance.

Take suggestion from the HODs & State heads (Voice of Customer)

Training needs Identification

Prepare Budget and take approval

Choose faculty

Prepare training Modules

Create Training Calendar

Conduct training, take feedback and check effectiveness


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DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT

Training:-

1. Training means learning skills and knowledge for doing a particular job. It

increases job skills.

2. The term training is generally used to denote imparting specific skills among

operative workers and employees.

3. Training is concern with maintaining and improving current job performance. Thus,

it has short-term perspective.

4. Training is job centered in nature.

5. The role of trainer or supervisor is very important in training.

AREA TRAINING DEVLOPMENT

Content Technical skills and

knowledge

Managerial and

behavioral skills and

knowledge

Purpose Specific job related Conceptual and general

knowledge

Duration Short term Long term

For whom Mostly technical and

non-managerial

Personnel

Mostly for managerial

Personnel


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HOW TO MAKE TRAINING EFFECTIVE

Action on the following lines needs to be initiated to make training practice effective:-

1. Ensure that the management commits itself to allocate major resources and

adequate time to training.

2. Ensure that training contributes to competitive strategies of the firm. Different

strategies need different HR skills for implementation. Let training helps employees at

all levels acquire the needed skills.

3. Ensure that a comprehensive and a systematic approach to training exist, and

training and retraining are done at all levels on a continuous and ongoing basis.

4. Make learning one of the fundamental values of the company. Let this philosophy

percolate down to all employees in the organization.

5. Ensure that there is proper linkage among organizational, operational and

individual training needs.

6. Create a system to evaluate the effectiveness of training.

LEGAL ASPECT OF TRAINING

Confirm claims of skill & experience for all applicants.

Reduce the risk of harm by extensive training of employees who work withdangerous equipment, materials or process.

Ensure that the training includes procedure to protect third parties health andsafety (including that of other employees).

Evaluate the training activity to determine its effectiveness in reducingnegligence risk.


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To cook a new CEO in you, we have started a unique Program for fresh graduates

who have a passion to achieve. We aim to take a set of young people, and set their

minds on fire! They are offering a comprehensive Sales and Marketing training on IT

products, Service and Solutions. It is proposed to be a yearlong training with 3-4

weeks of residential Instructor Led Training (ILT), during which the candidate

undergoes Sales orientation classes alongside Technical grooming on IT, Technology,

IT Products, Services and Solutions. The remaining period would be live sales

experience under the vastly experienced staff. Trainee will be eligible for a monthly

stipend after completing the ILT; he could also earn high incentives on performance

basis.


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ANALYSIS AND INTERPRETATION OF THE DATA

1. Which type of training have you attended?

Training type

Number of

employee

Percentage of

employee

Pre-employment training programme 8 26.67

Post-employment training programme 5 16.67

Both 15 50.00

None 2 6.67

Total 30 100.00

Inference:

26% of employees have attended Pre- Placement training programme where as 17%

have attended Post-employment programme and around 50% have gone for both of

the training programme and only 7% have not attended any of the training programme

26%

17%50%

7%

Percentage of employee

Pre-employment training

programme

Post-employment trainingprogramme

Both

None


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2. Process of training of the employees?

Training process

Number of

employee

Percentage of

employeeTheoretical 3 10.00

Practical 11 36.67

Both 16 53.33

Total 30 100.00

Inference:

10% of employees said that the training program was theoretical, 37% said that it was

practical where as 53% of employees said it was both theoretical as well as practical.

10%

37%53%


Theroretical

Practical

Both


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3. Training environment was?

Training environment

Number of

employees

Percentage of

employeeSatisfactory 20 66.67

Unsatisfactory 8 26.67

Can't say 2 6.67

Total 30 100.00

Inference:

66% of employees were satisfied with the environment of the training programme

where as only 27% were not satisfied and rest 7% of employees did not say anything.

66%

27%

7%


Satisfactory

Unsatisfactory

Can't say


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4. Is training provided for short or long duration?

Training Duration

Number of

employees

Percentage of

employee

Long 8 26.67Short 22 73.33

Total 30 100.00

Inference:

Most of the employees said that the duration of training was short and some of the

employees said that training duration was short.

27%

73%


Long Short


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5. Does the company provide study material before the trainingprogramme?

OptionNumber ofemployees

Percentage ofemployee

Yes 18 60

No 12 40

Total 30 100.00

Inference:

Most of the employees said that the study material is provided before the training

programme whereas a good number of employees denied.

The graph above shows that most of the times study material is provided before the

training

100%

#REF!


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6. Does the training enhance organization effectiveness?

Option

Number of

employees

Percentage of

employee

Yes 24 80

No 6 20

Total 30 100.00

Inference:

Majority of the employees agreed that the training enhances the effectiveness of the

organization.

80%

20%


Yes No


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7. Has the training help to improve your on-the-job performance?

Improvement of trainingNumber ofemployees

Percentage ofemployee

Improved 22 73.33

No improvement 5 16.67

Can't say 3 10.00

Total 30 100.00

Inference:

Around 73% of the employees feel that due to training there has been an improvement

in their performance, where as only 17% have said that their was no improvement and

rest 10% have not said anything

73%

17%

10%


Improved

Noimprovement

Can't say


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8. Do you accept the training will enhance your competency and knowledge?

Option Number of employees Percentage of employees

Yes 22 73.33

No 8 26.67

Total 30 100.00

Inference:

73% of the employees felt that training enhanced their competency and knowledge

where as only 27% say it did not.

73%

27%

Percentage of employees

Yes

No


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9. Would you like to be trained online?


Yes 15 50.00

No 7 23.33

Depends upon

the job 8 26.67

Total 30 100.00

Inference:

Around 50% of the employees like to have on the job training and 23% like off the

job where as the rest 27% said that it depends upon the job it is.

50%

23%

27%


Yes

No

Dxepends upon the job


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10. Do you require a high degree of technical knowledge for your job?


Yes 20 66.67

No 10 33.33

Total 30 100

Inference:

Around 67% respondent required a high degree of technical knowledge for their jobs

whereas remaining 33% did not.

67%

33%


Yes

No


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11. What kind of behavioral training do you need?

Training Type Number of employees

Percentage of

employees

Presentation Skills 5 16.67

Managerial & Leadership

Skills 10 33.33

Communication skills 5 16.67

Other Supplementary 10 33.33

Total 30 100

(Other supplementary needs include:Assertiveness, Problem solving, Innovation & Creativity, TimeManagement Quality management, Customer Centricity, Promptness, and Attention to detail)

Inference:

Most of the employees need managerial and leadership skills training, some of them

need presentation and communication skills training whereas a good number of

people are interested in other supplementary.

17%

33%

17%

33%


Presentation Skills Managerial & Leadership Skills

Communication skills Other Supplementary


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12. Does training build up team work?


Yes 25 83.33

No 5 16.67

Total 30 100

Inference:

Almost 83% respondents agreed that training helps in building team work but

remaining 17% did not.

83%

17%


Yes

No


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13. Do you get innovative ideas during training?


Yes 20 66.67

No 10 33.33

Total 30 100

Inference:

Majority of the people i.e. 67% said that they get innovative ideas during training

whereas 33% said they dont.

67%

33%


Yes

No


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14. Are you satisfied with the training procedure?


Yes 18 60

No 12 40

Total 30 100

Inference:

60% of the respondents were satisfied with the training procedure whereas 40% were

not.

60%

40%


Yes

No


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SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

FINDINGS

The study shows 26% of employees have attended Pre- Placement training

programme where as 17% have attended Post-employment programme and around

50% have gone for both of the training programme and only 7% have not attended

any of the training programme. 53% of employees say it both theoretical as well as

practical knowledge is being provided during the training.66% of employees of are

satisfied with the environment of the training programme where as only 27% are not

satisfied and rest 7% of employees have not said anything. Most of the employees feel

that due to training there has been an improvement in their performance, where as

only 17% have said that there was no improvement and rest 10% have not said

anything. Majority of the employees feel that training enhances their competency and

knowledge where as only 27% say it does not. 50% of the employees like to have on

the job training and 23% like off the job where as the rest 27% say that it depends

upon the job it is. Half of the sample size was ready to go for online training. Most of

the employees think that training helps in building team work. Majority of the

respondents agreed that they get innovative ideas during training and they were

satisfied with the training procedure.


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CONCLUSION

The training and development activities are needed in the organization becausemostly employees are interested to take training and development for future

growth.

Thus, it is clear that training and development activities are needed foremployees performance and organizational development.

It clearly indicates that employees are interested in training & developmentactivities; they feel that such types of activities are necessary for improving

their performance and creating awareness among the employees.

It is clear that both type of method on and off the job are used in company fortraining purpose. Conclusion is that company should used new methods for

Training and development.

Training and development programme should be made on actual needs of theemployees and organization.

Training and development programme should be more frequently on timelybasis.

Training and development should make compulsory for new employee and oldemployee.


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RECOMMENDATION

In order to achieve excellence in training and development program, it isadvisable to further improve the quality level of trainers that in term will be

beneficial for both employees and organizations.

It is further advisable to make use of video conferencing, so that trainers fromdifferent cities can actually give their inputs to the employees of other cities.

Quality of hand outs distributed can be given more consideration in order toincrease the knowledge and conceptual clarity of employees.

If it would be possible that people can be trained on the job then it should be doneso that they could get a practical knowledge of that and time management could

be done.

The training programme should not be too lengthy as people can lose theirinterest.


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BIBLIOGRAPHY

Research Methodology by C.R. Kothari

www.sharekhan.com

www.google.com

www.citehr.com
http://www.sharekhan.com/http://www.sharekhan.com/http://www.google.com/http://www.google.com/http://www.citehr.com/http://www.citehr.com/http://www.citehr.com/http://www.google.com/http://www.sharekhan.com/


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ANNEXURE

QUESTIONNAIRE ON EMPLOYEE TRAINING AND DEVELOPMENT

I. EMPLOYEE DETAILS:

a .Name:

a. Designation:

b. Name of the Organization:

c. Years of Experience in the Organization:

d. Income Level (Annual): Below 6 Lacs 6-10Lacs Above10 Lacs

II. DETAILS OF TRAINING AND DEVELOPMENT

1. Which type of training have you attended?Training type

Pre-employment training programme

Post-employment training programme

Both

None

2. Process of training of the employees?

3. Training environment was?

Training process

Theoretical

Practical

Both

Training environment

Satisfactory

Unsatisfactory

Can't say


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4. Is the training provided for short duration or long duration?

Long Short

5. Does the company provide study material before the training programme?

Yes No

6. Does the training enhance organization effectiveness?

Yes No

7. Has the training help to improve your on-the-job performance?

8. Do you accept the training will enhance your competency and knowledge?

Yes No

9. Would you like to be trained online?

Yes No Depends upon the job

10. Do you require a high degree of technical knowledge for your job?

Yes No

Improvement of training

Improved

No improvement

Can't say


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11. Does training build up team work?

Yes No

12. Do you get innovative ideas during training?

Yes No

13. Are you satisfied with the training procedure?

Yes No

Project on Training and Developement

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