INTRODUCTION

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INTRODUCTION

Training And Development is a subsystem of BSNL . It ensures that randomness is

reduced and learning or behavioral change takes place in structured format. It is

concerned with the structure and delivery of acquisition of knowledge to improve the

efficiency and effectiveness of organization. Therefore, training is a key to optimizing

utilization human intellectual technological and entrepreneurial skills.

There are four phases of training in Sahara India-Training need analysis, Training design,

Training implementation and Training evaluation. Training evaluation is the most

important part of training process which refers to activities aimed at finding out the

effectiveness of training programme after they are conducted, against the objective for

which such programmes were organized. Training evaluation techniques give us solution

to answer questions like where was the capability level of learners before the programme

and where is it now, what was intended to be achieved by particular programme and

where is really achieved now, and what is the monitory value of training outcome against

the cost incurred for conducting the training programme. The key issues involve staffing

policies selecting and retaining talented employee, training and development whilst

encouraging employees to be innovative and creative, culture barriers, and legal frame

work. The company provides soft skill development training to their employees. But still

they need to work on providing product/process development training. To evaluate the

training program, questionnaire is the most popular method in Sahara India.

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Training initiatives and programs have become a priority for Human Resources. As

business markets change due to an increase in technology initiatives, companies need to

spend more time and money on training employees. In today’s business climate employee

development is critical to corporate success and organizations are investing more in their

employees training and development needs.

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ABOUT THE TOPIC

My Project Name Is “TRAINING & DEVELOPMENT AT BSNL . ”

when researcher was assigned the project first of all to understand

the completely about the project what actually has to be done in the project. researcher

understood the project in detail with the help of our faculty guide as well as our company

guide and made a questionnaire for the collection of primary data. after approval of the

questionnaire researcher started the primary data collection based on it. my target people

was professional, high class salaried people, well established businessmen, showrooms

etc. after collecting the data from respondents then researcher started data analysis.

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OBJECTIVES OF STUDY

The main objective of the study is first to gain some practical knowledge regarding the

functioning of BSNL and other organizations which is very necessary to fully understand

the primary functions & hence it fulfill the purpose of the Summer Internship under MBA

course.

The other objectives were:

1. To study the Importance of Training and Development.

2. To study the roles of Training and development Programme.

3. To study the process and functions of training.

4. To explore the methodology and types of training provided to the employees in

BSNL.

5. To study the purpose, process, principle, functions of the post training evaluation.

6. To study the different types of methods/techniques used to evaluate the training.

7. To study the level of evaluation.

8. To study the relevance of the post training evaluation/feedback for the employee as

well as for BSNL.

9. To know the challenges in training and development faced by BSNL.

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INDUSTRY

PROFILE

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INDUSTRY PROFILE

History of Cellular Telephony in India:

The technology that gives a person the power to communicate anytime, anywhere - has

spawned an entire industry in mobile telecommunication. Mobile telephones have

become an integral part of the growth, success and efficiency of any business / economy.

The most prevalent wireless standard in the world today, is GSM. The GSM Association

(Global System for Mobile Communications) was instituted in 1987 to promote and

expedite the adoption, development and deployment and evolution of the GSM standard

for digital wireless communications.

The GSM Association was formed as a result of a European Community agreement on

the need to adopt common standards suitable for cross border European mobile

communications. Starting off primarily as a European standard, the Groupe Speciale

Mobile as it was then called, soon came to represent the Global System for Mobile

Communications as it achieved the status of a world-wide standard. GSM is today, the

world's leading digital standard accounting for 68.5% of the global digital wireless

market. The Indian Government when considering the introduction of cellular services

into the country, made a landmark decision to introduce the GSM standard, leapfrogging

obsolescent technologies / standards. Although cellular licenses were made technology

neutral in September 1999, all the private operators are presently offering only GSM

based mobile services. The new licensees for the 4th cellular licenses that were awarded

in July 2001 too, have opted for GSM technology to offer their mobile services.

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1.2 Cellular Industry in India

The Government of India recognizes that the provision of a world-class

telecommunications infrastructure and information is the key to rapid economic and

social development of the country. It is critical not only for the development of the

Information Technology industry, but also has widespread ramifications on the entire

economy of the country. It is also anticipated that going forward, a major part of the GDP

of the country would be contributed by this sector. Accordingly, it is of vital importance

to the country that there be a comprehensive and forward looking telecommunications

policy which creates an enabling framework for development of this industry.

1.3 Cellular Market Structure in India

As in other countries, in India, the Cellular Mobile Service Providers (CMSPs) are

licensed to operate in designated geographical operating areas. The service areas include

four metro areas and 18 circles categorized as A, B and C. (The categorization is based

on the revenue Proceedings of the 36th Hawaii International Conference on System

Sciences).

The potential with category C circles in the lower end of the scale. For example the

metros account for 40% of the subscriber population, with Category-A, B and C

accounting for 33%, 23% and 4% respectively. The CMSPs had to pay an entry fee and

subsequently annual license fee as a percentage of their revenue to the Department of

Telecommunications.

The entry and license fees varied according to the service area, highest for metros and

lowest for Category-C circles. Some of the CMSPs could not fulfill their licensing

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obligations and their licenses were revoked leading to a monopoly situation in certain

areas. Apart from these charges, each CMSP has to share the revenue with the long

distance operators for carrying inter-service area calls.

In profitable metros and circles, the competition is severe and the market is split between

the two operators. In a price-cap regulated market, the operators use appropriate pricing

strategy to win customers and win market share.

In highly price-elastic markets, such as in India, as the service provider reduces the price,

the subscriber base increases considerably, and so is the network traffic. The increased

network traffic decreases the performance and the quality of service, inviting customers

to switch. Being a new entrant in a metro area, the government operator reduced the

airtime charges to such an extent that the subscriber base increased suddenly leading to

poor network performance. The operator did not have enough network capacity to handle

calls leading to blocking of calls, with frustrated customers switching over immediately

to competitors.

The operators also have to resort to non-pricing competition strategies to win customers.

In India, CMSPs offer a variety of service plans as a means to attract new customers.

Different service plans include: pre-paid calling card schemes, discounted airtime rates

for evening and night time calls, discounted roaming charges, no or minimum activation

fees, and reduced mobile to mobile long distance call rates.

The service providers incur additional advertising and infrastructure cost for

implementing these plans. Short Message Service (SMS) and Wireless Application

Protocol (WAP) service are fast catching up. For example, in India, about 500,000 SMS

messages are being carried by a service provider in one metro area alone. When the

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sector moves over to an oligopoly market, the operators have to provide improved quality

of service and value added services in order to survive and gain market share.

Larger operators who have experience and infrastructure may be able to provide a higher

quality of service and other value-added service at a lower price. They also have access to

larger project financing for enlarging their networks and services. For example, a single

large operator now has license to operate in 14 service areas in the country with the

largest footprint to cover most of the areas of the country. Mergers and acquisitions are

commonplace as the operators are consolidating their revenues to survive in the market

places.

Cellular subscribers and those with a propensity to go mobile in Delhi have never had it

so good. They now have four service providers to choose from, each offering an array of

both pre- and post-paid schemes. More importantly, average tariffs across plans have, by

some reckoning, dropped by at least 50 per cent in the last six months. The entry of

BSNL saw a further drop in tariffs and the operators have come out with new schemes to

retain their subscribers and attract fresh ones.

What does this mean for subscribers and for the cellular industry in Delhi? All the four

operators Essar Mobile Services Ltd., Bharti Celluar Ltd, MTNL and BSNL Cellular

services are convinced that the market will only expand and the subscribers will benefit

even more. Their reasoning is that cellular penetration in Delhi, which traditionally

occupies the third position in other areas, is less than fifty per cent. Therefore, entry of

new players will only increase awareness about the facility, the companies say.

Moreover, the state-owned MTNL has also been playing with its cellular service for quite

some time. that, with the imminent launch of limited mobility using CDMA (code

division multiple access) technology by companies like Tata Tele Services will only add

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to the subscriber base, probably result in further reduction of tariffs, and an even greater

widening of the cellular market, according to officials in four cellular companies now

servicing Delhi.

However, the companies also sound a note of caution — any further drop in tariffs will

be harmful to the companies, points out one of the officials taking care of the — Sales &

Marketing division of the, Essar Mobile Services Ltd, average tariffs in Delhi across

different plans have fallen by 30 per cent since December with launching of the CDMA

services.

Besides the fall in tariffs, what has really happened with the entry of CDMA is a

heightened awareness in the market. Mobile penetration in Delhi and its suburbs is

estimated to be less than twenty-five percent of the population and the cellular operators

believe that this number should definitely go up.

It is here that BSNL decided to target the customers with what it believes are unique

products and features. Its emphasis has been on value proposition and brand building.

Mobility is not only about carrying voice, as per the reports from the marketing

department and adds that the unified messaging system for the post-paid customers of

(now BSNL) is one such unique product.

Accordingly, BSNL signed in its subscribers in lakhs from the year onwards it has been

launched in Delhi. Industry analysts say that a majority of them will be pre-paid

customers, whose loyalty to a particular brand is always in doubt. However, pre-paid for

the cellular is nothing but the engine for growth and there is always a possibility that

most of them will shift to post-paid once they are convinced of the quality of service

provided.

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On the other hand the entry of a new operator lends more visibility to the service and

there is also increased trade activity — that is the number of dealers will increase and

more people will be on the road trying to sell the service and product. There is also

greater consumer awareness of what cellular service can deliver and expectations go up

in terms of pricing or service standards or network availability.

1.4 The Churn in the Cellular Industry:

As like the other products Cellular industry has not been left untouched from the Churn

(switching over). During the survey this fact comes to the fore. According to the cellular

operators, there is a normal seven to eight percent churn in the customers, especially in

the pre-paid category. Among the post-paid customers, the Churn is much lower about

two-three percent.

They say that one significant change that has happened in the last few months, more so

since lowering of the tariffs, is that the bias in favour of incoming calls as far as call

charges are concerned — incoming calls has been set free while they are charging

reasonably only for the outgoing ones — has changed. A tariff re-balancing has definitely

taken place.

This means that the cellular operators are encouraging their subscribers to not just receive

calls, but also make calls — increasing the usage of the service. With falling tariffs,

cellular operators are convinced that increasing usage is one way to ensure that average

revenue per user (ARPU) does not fall very low. The industry figure for ARPU is

believed to be about Rs.1,100 while it may vary from operator to operator. The operators

are also concentrating on introducing more value added services to the customers. Value-

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added services have not really taken off. Only the SMS (short messaging service) has

really caught on, but operators like Bharti are bringing in services like music messaging

and concierge facility for its subscribers.

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COMPANY

PROFILE

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COMPANY PROFILE

This project was conducted in BHARAT SANCHAR NIGAM LIMITED (BSNL),

Ramanathapuram To study the effect of training on Personality Development for group

‘C ‘ employees. Telecommunication service is essential commercial services; run on

profit basis universally. However BSNL has many social obligations, as per Government

of India’s Polices, towards backward classes, underdeveloped areas, socially and

economically backward people and regions. To fulfill all these requirements BSNL has

to expand its network all over and across the country. In the current era of Liberalization,

Privatization and Global Competition, BSNL has to face new challenges of meeting the

competitions with the private operators, along-with upholding the social and Government

obligations.

Chennai Telephones is one of the major Telephone Districts in the country. It

provides integrated Telecom facilities for the metropolitan city of Chennai and its

suburbs. It serves a population of over 6.5 millions and an area of 1105 sq.kms. it

comprises of 115 Telephone Exchanges of different technologies. 100% of network is

Electronic and has 7-category I Customer Service Center and 18 Category II Customer

Service Centers. It has a Centralized In-house Computer cell for Telephone Billing and a

computerized Directory Enquiry System with two remote locations. It provides reliable

communication media for Cellular, Paging and Group EPABX Operators.

A record number of 1,42,618 (net DELs) connections were provided and 2,11,708

net switching capacity was added during the year 2000. BSNL provides a large

number of Telecom Service to its subscribers through its various networks and field units. 15

Services are growing rapidly with the advancement of technologies in the field of

electronics, computers, television technologies, video, data communication and merger of

all of them in the field of telecommunications. Today’s era is INFORMATION

TECHNOLOGY (IT) revolution and emergence of Multimedia Communications.

Department of Telecom Services is a Government department, drawing its authority from

the Indian TeleCHART Act 1885, and subsequent amendments. To extend its telecom

services, the department has both Technical and Non technical activities for the provision

of the services. The department’s staff are engaged normally in the following distinct

activities: Installation, Operation and Maintenance of the equipments and lines.

Commercial activities and Subscriber Relations such as Customer care, Billing and

Accounting etc. Thus the services of DOT can be segregated in to two parts: Customer

Interface Services, Telecom Services.

The latest trend is to have single window concept for providing the Commercial Activity

Services, Accounts and Billing Related Services, Complaints and Grievances interface all

at one place. These are called Customer Services Center which will provide the

assistance for services like: Application forms for new telephone connection,

Registration of new telephone connection, Accepting requests for additional accessories

and ‘phone plus’ service, Accepting requests for shifts within/outside exchange area in

the districts/SSA, Handling of complaints on Telephone Services, Sale of telephone

directories pertaining to the district/area of the customer service center and other

literature useful to the customers, Issue of duplicate telephone bills by chequ for the area

of service of the district in which the center, Receipt of payment of telephone bills by

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cheque for the area of service of the district in which the centers are located, Receipt of

payment of telephone bills by cash, Re-connection of telephone lines which are

disconnected for non-payment in the area/districts of the centers, Copy of waiting list

register of the Telecom District (metro/major/minor) or exchange area, for scrutiny of

customers, Waiting list position in various exchanges areas in SSA, Details of bills of

telephones which are disconnected for non-payment to the concerned customers, PCOs

for making local/STD calls, FAX facility, Telex facility, Receipt of application for grant

of temporary/casual telephone connections, Receipts for disconnection of telephones

under shift, safe-custody or other reasons and applications for barring STD/ISD facility.

Thus to provide the above said services in a better way the organization is conducting

training programme for its employees in various areas especially, to maintain better

customer delight. The training centers of BSNL are grouped in to three: All India

Training Center, Regional Telecom Training Center and Circle Telecom Training Center

or District Telecom Training Center. In this project Personality Development training

given to group ‘C’ employees in District Telecom Training Center is accessed to find its

effect over the employees Performance, Behavior and Attitude after completion of one-

week training programme.

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BRIEF HISTORY OF BSNL

Telecommunication is one of the most important infrastructures required for the modern

life. Telephone instrument, which has the capability of practical use, has been introduced

in 1876. The first telephone exchange was established at New Haven, in 1878.

After that, two telephone companies arose and they are: The Oriental Telephone

Company Limited and The Anglo-Indian Telephone Company. By 1881, Government of

India granted original oriental Telephone Company, the license to open Telephone

exchanges at Calcutta, Bombay, Madras, Karachi and Ahmedabad. The first telephone

exchange with 17 connections was commissioned on 19/08/1881 at Chennai. By the end

of the year 1881 the telephone exchange expanded to 24 lines with 40 subscribers.

The direct exchange lines moved from 24 in 1882 to only 350 in 1910. At the time of

renewal of license in 1922, the Government laid three conditions:-

1. The business should pass in to local company.

2. The system should be modernized.

3. The rates have to be raised.

Under the first objective a “RUPEE” Company was formed in 1923 in the name of

“MADRAS TELEPHONE COMPANY LIMITED”.

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Since then, the direct exchange line rose to 1244 lines, apart from 1224 subscribers,

public call offices were also opened at five places namely, Central station, Egmore

station, Madras Harbor, Salt Cotars.

To overcome the problem of overhead lines, underground cable network were laid up

to Guindy in 1923 and extended to Perambur, Royapuram and Harbour in 1932 and

the exchange lines also raised to 1832. Due to the automation of telephone services

and its use for business promotion, the demand for telephone connection spread over

the South Madras area. In 1929, a satellite automatic exchange of 200 lines capacity

was commissioned at Mount Road exchange In 1932 the exchange was further

expanded Perceiving a galloping growth in future, the Madras Telephone Company

conceived a “New Mount Road” with 1500 lines in 1933 that was commissioned only

in 1947.

Due to the increase in the demand for more telephones in South Madras area, the

company decided to open one satellite exchange in the Mambalam area. A Satellite

exchange of 500 lines capacity was commissioned during 1937. In 1944, a 100 lines

satellite exchange was commissioned at St. Thomas Mount. The Chennai Telephones

organization consisting of 115 telephone exchanges with a total equipped capacity of

9,68,243 lines is spread over an area of 1,105 sq. kms. The management

responsibility is vested with the Chief General Manager, Chennai Telephones. He is

assisted by 6 General Managers: G.M. (Development, GM (North), GM (South),

G.M. (Central), G.M (Telephone Exchanges) and G.M. (Finance) 33 Deputy General

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Managers in the common functions and 5 directors in the area of Financial Advice

and Accounting. The Exchanges and the external plants are maintained by specially

trained Divisional Engineers, Sub Divisional Engineers, Junior Telecom Officers and

Technical Staff, who receive purpose oriented training in Telecom training centers

situated in different parts of the country. They are also given refresher training from

time to time to update their knowledge and skills in the changing technologies

increasingly brought into the Telecom Services.

Telephone systems in Calcutta, Madras, and Bombay were taken over directly by the

Indian Posts and TeleCHARTs department. The exchange at Calcutta has been

named as ‘Central Exchange’. On 30.6.1882 it had 93 numbers of subscribers. In

1985, Indian P&T was bifurcated and the control of telephone has been transferred to

Department Of Telecom. Now recently in 1999, DOT was further bifurcated into

DOT and DTS service provider, which was incorporated as BSNL from 1.10.2000.

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Role of these two departments:-

DEPARTMENT OF TELECOM (DOT)

Government’s policymaking, Licensing and co-ordination of matters relating to telephone

service, international relations, promotion of private investment in telecom. Frequency

management in radio communication, Nodal department for TRAI, control of ITI and

HTL etc

BSNL (DTS)

DTS is the part of the old DOT, which is responsible for providing telecom services in

India. The main function include:- Planning, Engineering, Installation, Maintenance

Management, Operation of voice and Non-voice Telecommunication Services all over

the country.

DOT’S MISSION IS “BETTER COMMUNICATION”

DOT is committed to provide latest in telecommunication technology and the best of the

services to its esteemed customers.

Madras Telephones covers an extensive area of approximately 1,105 sq. kms. The total

area is served by 115 telephone exchanges with a total equipped capacity of 9,68,243

lines of the capacity of EIOB, 15395 lines of EWSD, 133480 lines of AXE-10, 340484

lines of OBC, 25000 lines of FITEX and 78992 of 5ESS.

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DOT/BSNL is the biggest telecom service provider of the country. It is having a

vast telecom network, spread throughout the country. All the cities (300) and Towns

(4689) in the country as per 1991 census have access to the telephone network through

telephone exchanges. STD connectivity is provided to all the District Headquarters and it

is planned to extend the same to cover all the Sub-Divisional headquarters/Tehsil Head

Quarters. About 19000 places in the country have STD codes/access. The network is

equipped with the state of the art technologies. Now all the exchange in urban and rural

areas of country is of Electronic Digital type. In rural area almost all telephone

exchanges are of Electronics Digital type. The Network of BSNL can be segmented in to

following networks:

Telephone Network or Public Switched Telephone Network (PSTN)

Telex and TeleCHART Network

Transmission Network

Leased Line Network

Data Network

Satellite Based Network

Chennai Telephones follows the organizational pattern similar to the type followed by

other Metro cities viz. Delhi, Bombay and Calcutta telephones. Like other Central

Government Departments Chennai Telephones preferred departmental form of

organization. In the upper management hierarchy, it has Chief General Manager, at the

top followed by General Managers and Deputy General Managers.

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The organizational set up is shown in Figure – 1

The organizational hierarchy wit respect to the department of

Telecommunication BSNL is shown in Figure – 2.

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1.2.3.ORGANISATION CHART

The Organizational hierarchy with respect to the Department of

Telecommunication BSNL is shown in figure 1.2

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During the past 2 years a large number of new technologies, new services and

new customer care facilities have been introduced. The new technologies are STM rings,

LNMS, MILLN, WLL, IMPCS, Centrex, Answering Machine Service (AMS), DIAS,

VOIP, WEBFONE, SAMPARK (IVRS based).

The services rendered was categorized into four 1.ISDN 2. INTELLIGENT

SERVICE 3. WLL (Wireless in local loop)

ISDN (Integrated Services Digital Network):

A basic service of ISDN are transmission of voice of 64 kbps, Data Computers,

Data on signaling channel up to 16 kbps and also helps in video conferencing and it also

provides supplementary service for speech calls.

INTELLIGENT SEVICES:

Chennai Telephones in order to meet the demands of the customers including corporate

and business elite group, opened a new service viz. Intelligent Services. IN provides a

framework to create various Value Added Services in a centralized place independent of

the switching equipment in, calls originated by subscribers are routed to the nearest

service switching point (SS0P). It in turn, consults the service control point (SCP)

through high speed CCS7 links.

INET

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J.net is India’s x.25 based packet switched public data network. It provides high-speed

connectivity between terminals. It is now being operated in 8 cities. It offers several

advantages like fast call setup. Error-Free data transfer, Multiplexed connection, Low-

cost data transfer, International access etc.

WLL (Wireless in local loop):

WLL is an emerging access network technology based on CDMA (Code Division

Multiple Access). It is provided against places where it is difficult to provide landline

connection immediately.

Two types of WLL services offered by BSNL:

WLL with limited mobility-Tarang Service.

WLL with fixed Lice-FWT Service.

The various customers care steps taken by chennai telephones are:

1. Different modes of bill payment

2. Change number enquiry service.

3. Telephonic reconnection service.

4. Billing information system.

5. Fault docketing through IVRS.

6. CTD website.

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Thus Chennai Telephones serves a population of over 6.5 millions where 100% of

the network is electronic having 7 customer service centers of category I 18 customer

service center of category II and provides reliable communication.

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DISTRICT TELECOM TRAINNING CENTRE AND ITS TRAINNING CURRICLUM

A host of new technologies were expected to be introduces in the telecom

network. In such a scenario the role of training cannot be ignored. In BSNL, the training

centers are grouped into three: All India Training Center, Regional Telecom Training

Center and Circle Telecom Training Center.

All the Regional Telecom Training Centers (RTTC) are being technically

controlled by BRABRAIT (Bharat Ratna Bhimrao Ambedkar Institute of Telecom

Training). There are about 15 RTTC spread over the country. It plans and order for

induction batches for JTO’s and in-service batches. These centers impart training to the

circle cadres up to the level of Junior Telecom Officers (JTO’s) and also run some need

based in service courses. Nearly, 18 Circle Telecom Training Centers are functioning in

BSNL.

There are about 13 District Telecom Training Center (DTTC) spread over the

country. They are at: Aemedabad/Bangalore, Mumbai (Bandra), Mumbai (Parel),

Calcutta (Ranikutti), Calcutta (Strand Road), Delhi, Hyderabad, Kanpur, Chennai, Pune,

Jatpur, Tiruvilla.

The training institutes of BSNL are imparting training in different areas of

telecom to Junior Telecom Officers (JTOs), Junior Accounts Officers and Personnel from

foreign countries and other departments of Government of India including public sector

undertakings. There are basically 21 types of training courses being offered 1. Induction

and 2. In-service. Induction courses are for imparting training to the newly recruited staff 28

in various areas of telecom and as such there are pre-recruitment program. The in-service

refresher training courses are of two types: 1. Institutional and 2. Field Training. Both of

them are meant for upgrading the knowledge and skills of the departmental personnel

already working in various fields of telecom.

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THEORETICAL

PRESENTATION

OF THE TOPIC

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INTRODUCTION OF TRAINING & DEVELOPMENT

TRAINING AND DEVELOPMENT is a subsystem of BSNL . . It ensures that

randomness is reduced and learning or behavioral change takes place in structured

format.

TRAINING AND DEVELOPMENT DEFINED

It is concerned with the structure and delivery of acquisition of knowledge to improve the

efficiency and effectiveness of organization. It is concerned with improving the existing

skills and exploring the potential skills of the individual i.e. upgrading the employees’

skills and extending their knowledge. Therefore, training is a key to optimizing utilization

human intellectual technological and entrepreneurial skills

Training and Development referred to as:

• Acquisition and sharpening of employees capabilities that is required to perform various

obligations, tasks and functions.

• Developing the employee’s capabilities so that they may be able to discover their

potential and exploit them to full their own and organizational development purpose.

• Developing BSNL . . al culture where superior-subordinate relationship, team work, and

collaboration among different sub units are strong and contribute to organizational

wealth, dynamism and pride to the employees.

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Development defined

It helps the individual handle future responsibilities, with less emphasis on present job

duties.

Introduction of training

It is a learning process that involves the acquisition of knowledge, sharpening of skills,

concepts, rules, or changing of attitudes and behaviors to enhance the performance of

employees.

INPUTS IN TRAINING AND DEVELOPMENT

Any training and development programme must contain inputs which enable the

participants to gain skills, learn theoretical concepts and help acquire vision to look into

the distant future.

Skills: Training is imparting skills to employees. A worker needs skills to operate

machines, and use other equipments with least damage and scrap. This is a basic skill

without which the operator will not be able to function. Employees, particularly

supervisors and executives, need interpersonal skills.

Education: The purpose of education is to teach theoretical concepts and develop a

sense of reasoning and judgment.

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Development: It is less skill-oriented but stresses on knowledge. Knowledge about

business environment, management principles and techniques, human relations, specific

industry analysis is useful for better management of a company.

Ethics: There is need for imparting greater ethical orientation to a training and

development programme. Ethical attitude help managements make better decisions which

are in the interests of the public, the employees and in the long term-the company itself.

Attitudinal Changes: Attitude represents feelings and beliefs of individuals towards

others. Attitude affects motivation, satisfaction and job commitment. Negative attitude

need to be converting into positive attitude. Attitude must be changed so that employees

feel committed to the organization, are motivated for better performance, and derive

satisfaction from their jobs and the work environment.

Decision making and problem solving skills: It focus on methods and techniques

for making organization decision-making and solving work related problems.

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TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the

availability of a skilled and willing workforce to BSNL . . . In addition to that, there are

four other objectives: Individual, Organizational, Functional, and Societal. 

 

Individual objectives – help employees in achieving their personal goals, which in turn,

enhances the individual contribution to BSNL .

Organizational Objectives – assist the organization with its primary objective by

bringing individual effectiveness.  

Functional Objectives – maintain the department’s contribution at a level suitable to the

organization’s needs.  

Societal Objectives – ensure that BSNL . . is ethically and socially responsible to the

needs and challenges of the society.

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IMPORTANCE OF TRAINING AND DEVELOPMENT

It helps to develop human intellect and an overall personality of the employees.  

 

• Productivity – Training and Development helps in increasing the productivity of the

employees that helps the organization further to achieve its long-term goal. 

 

• Team spirit – Training and Development helps in inculcating the sense of team work,

team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within

the employees.  

• Organization Culture – Training and Development helps to develop and improve the

organizational health culture and effectiveness. It helps in creating the learning culture

within the organization.   

• Organization Climate – Training and Development helps building the positive

perception and feeling about the organization. The employees get these feelings from

leaders, subordinates, and peers.  

• Quality – Training and Development helps in improving upon the quality of work and

work-life.

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• Healthy work-environment – Training and Development helps in creating the healthy

working environment. It helps to build good employee, relationship so that individual

goals aligns with organizational goal.  

• Health and Safety – Training and Development helps in improving the health and

safety of the organization thus preventing obsolescence.  

• Morale – Training and Development helps in improving the morale of the work force. 

 

• Image – Training and Development helps in creating a better corporate image. 

 

• Profitability – Training and Development leads to improved profitability and more

positive attitudes towards profit orientation.  

• Training and Development aids in organizational development i.e. Organization gets

more effective decision making and problem solving. It helps in understanding and

carrying out organizational policies  

• Training and Development helps in developing leadership skills, motivation, loyalty,

better attitudes, and other aspects that successful workers and managers usually display. 

• Optimum Utilization of Human Resources – Training and Development helps in

optimizing the utilization of human resource that further helps the employee to achieve

the organizational goals as well as their individual goals.  

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• Development of Human Resources – Training and Development helps to provide an

opportunity and broad structure for the development of human resources’ technical and

behavioral skills in BSNL . . . It also helps the employees in attaining personal growth.

Development of skills of employees – Training and Development helps in increasing

the job knowledge and skills of employees at each level. It helps to expand the horizons

of human intellect and an overall personality of the employee

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MODELS OF TRAINING

Training is a sub-system of the organization because the departments such as, marketing

& sales, HR, production, finance, etc depends on training for its survival. Training is a

transforming process that requires some input and in turn it produces output in the form

of knowledge, skills, and attitudes (KSAs).

THE TRAINING SYSTEM

The three model of training are:

1. System Model

2. Instructional System Development Model

3. Transitional model

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SYSTEM MODEL TRAINING

The system model consists of five phases and should be repeated on a regular basis to

make further improvements. The training should achieve the purpose of helping

employee to perform their work to required standards. The steps involved in System

Model of training are as follows:

1. ANALYZE and identify the training needs i.e. to analyze the department, job,

employees requirement, who needs training, what do they need to learn, estimating

training cost, etc The next step is to develop a performance measure on the basis of which

actual performance would be evaluated.

2. DESIGN and provide training to meet identified needs. This step requires developing

objectives of training, identifying the learning steps, sequencing and structuring the

contents

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3. DEVELOP- This phase requires listing the activities in the training program that

will assist the participants to learn, selecting delivery method, examining the training

material, validating information to be imparted to make sure it accomplishes all the

goals & objectives.

4. IMPLEMENTING is the hardest part of the system because one wrong step can

lead to the failure of whole training program.

5. EVALUATING each phase so as to make sure it has achieved its aim in terms of

subsequent work performance. Making necessary amendments to any of the previous

stage in order to remedy or improve failure practices

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TRANSITIONAL MODEL

Transitional model focuses on the organization as a whole. The outer loop describes

the vision, mission and values of the organization on the basis of which training

model i.e. inner loop is executed.

VISION – focuses on the milestones that the organization would like to achieve after

the defined point of time. A vision statement tells that where the organization sees

itself few years down the line. A vision may include setting a role mode, or bringing

some internal transformation, or may be promising to meet some other deadlines.

MISSION – explain the reason of organizational existence. It identifies the position

in the community. The reason of developing a mission statement is to motivate,

inspire, and inform the employees regarding the organization.The mission statement

tells about the identity that how the organization would like to be viewed by the

customers, employees, and all other stakeholders.

VALUES – is the translation of vision and mission into communicable ideals. It

reflects the deeply held values of the organization and is independent of current

industry environment. For example, values may include social responsibility,

excellent customer service, etc

41

The mission, vision, and values precede the objective in the inner loop. This model

considers the organization as a whole. The objective is formulated keeping these three

things in mind and then the training model is further implemented

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INSTRUCTIONAL SYSTEM DEVELOPMENT (ISD)

MODEL

Instructional System Development model was made to answer the training problems.

This model is widely used now-a-days in the organization because it is concerned

with the training need on the job performance. Training objectives are defined on the

basis of job responsibilities and job description and on the basis of the defined

objectives individual progress is measured. This model also helps in determining and

developing the favorable strategies, sequencing the content, and delivering media for

the types of training objectives to be achieved. The Instructional System

Development model comprises of five stages:

1. ANALYSIS – This phase consist of training need assessment, job analysis, and

target audience analysis.

2. PLANNING – This phase consist of setting goal of the learning outcome,

instructional objectives that measures behavior of a participant after the training,

types of training material, media selection, methods of evaluating the trainee, trainer

and the training program, strategies to impart knowledge i.e. selection of content,

sequencing of content, etc

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3. DEVELOPMENT – This phase translates design decisions into training material.

It consists of developing course material for the trainer including handouts,

workbooks, visual aids, demonstration props, etc, course material for the trainee

including handouts of summary.

4. EXECUTION – This phase focuses on logistical arrangements, such as arranging

speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and

other training accessories.

5. EVALUATION – The purpose of this phase is to make sure that the training

program has achieved its aim in terms of subsequent work performance. This phase

consists of identifying strengths and weaknesses and making necessary amendments

to any of the previous stage in order to remedy or improve failure practices.

The ISD model is a continuous process that lasts throughout the training program. It

also highlights that feedback is an important phase throughout the entire training

program. In this model, the output of one phase is an input to the next phase.

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TRAINING EVALUATION

TRAINING NEED ANALYSIS

TRAINING

DESIGN

TRAINING IMPLEMENTA

TION

TRAININGPROCESS

PROCESS OF TRAINING

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TRAINING NEED ANALYSIS (TNA)/TRAINING NEED

IDENTIFICATION (TNI)

An analysis of training need is an essential requirement to the design of effective training.

The purpose of training need analysis is to determine whether there is a gap between

what is required for effective performance and present level of performance.

Training Need arises at three levels:

Organizational level

Individual level

Operational level

Corporate need and training need are interdependent because the organization

performance ultimately depends on the performance of its individual employee and its

subgroup.

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Organizational level – Training need analysis at organizational level focuses on

strategic planning, business need, and goals. It starts with the assessment of internal

environment of the organization such as, procedures, structures, policies, strengths, and

weaknesses and external environment such as opportunities and threats. After doing the

SWOT analysis, weaknesses can be dealt with the training interventions, while strengths

can further be strengthened with continued training. Threats can be reduced by

identifying the areas where training is required. And, opportunities can be exploited by

balancing it against costs. For this approach to be successful, the HR department of the

company requires to be involved in strategic planning. In this planning, HR develops

strategies to be sure that the employees in the organization have the required Knowledge,

Skills, and Attributes (KSAs) based on the future KSAs requirements at each level.

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Individual level – Training need analysis at individual level focuses on each and every

individual in the organization. At this level, the organization checks whether an employee

is performing at desired level or the performance is below expectation. If the difference

between the expected performance and actual performance comes out to be positive, then

certainly there is a need of training. However, individual competence can also be linked

to individual need. The methods that are used to analyze the individual need are:

• Appraisal and performance review

• Peer appraisal

• Competency assessments

• Subordinate appraisal

• Client feedback

• Customer feedback

• Self-assessment or self-appraisal

Operational level – Training Need analysis at operational level focuses on the work

that is being assigned to the employees. The job analyst gathers the information on

whether the job is clearly understood by an employee or not. He gathers this information

through technical interview, observation, psychological test; questionnaires asking the

closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep

changing over the time. Employees need to prepare for these changes. The job analyst

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also gathers information on the tasks needs to be done plus the tasks that will be required

in the future. Based on the information collected, training Need analysis (TNA) is done.

Benefits of need assessment

Training programs are designed to achieve specific goals that meet felt needs. There are

many benefits of need assessment:

1. Trainers may be informed about the broader need of the trainees.

2. Trainers are able to pitch their course inputs closer to the specific needs of the

trainees.

3. Assessment makes training department more accountable and more clearly linked to

other human resource activities, which make the training programs easier to sell to

line managers.

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TRAINING-DESIGN

 The design of the training program can be undertaken only when a clear training

objective has been produced. The training objective clears what goal has to be achieved

by the end of training program i.e. what the trainees are expected to be able to do at the

end of their training. Training objectives assist trainers to design the training program. 

 

The trainer – Before starting a training program, a trainer analyzes his technical,

interpersonal, judgmental skills in order to deliver quality content to trainers. 

The trainees – A good training design requires close scrutiny of the trainees and their

profiles. Age, experience, needs and expectations of the trainees are some of the

important factors that affect training design.

Cost of training – It is one of the most important considerations in designing a training

programme. A training programme involves cost of different types. These may be in the

form of direct expenses incurred in training, cost of training material to be provided,

arrangement of physical facilities and refreshment, etc. Besides these expenses the

organization has to bear indirect cost in the form of loss of production during training

period. Ideally, a training programme must be able to generate more revenues than the

cost involved. 

Training climate – A good training climate comprises of ambience, tone, feelings,

positive perception for training program, etc. Therefore, when the climate is favorable

nothing goes wrong but when the climate is unfavorable, almost everything goes wrong. 

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51

TRAINING-DESIGN

Trainees’ learning style – the learning style, age, experience, educational background

of trainees must be kept in mind in order to get the right pitch to the design of the

program. 

Training strategies – Once the training objective has been identified, the trainer

translates it into specific training areas and modules. The trainer prepares the priority list

of about what must be included, what could be included. 

 Training topics – After formulating a strategy, trainer decides upon the content to be

delivered. Trainers break the content into headings, topics, ad modules. These topics and

modules are then classified into information, knowledge, skills, and attitudes.  

 

Sequence the contents – Contents are then sequenced in a following manner: 

• From simple to complex 

• Topics are arranged in terms of their relative importance 

• From known to unknown 

• From specific to general 

• Dependent relationship 

52

 Training tactics – Once the objectives and the strategy of the training program

becomes clear, trainer comes in the position to select most appropriate tactics or methods

or techniques. The method selection depends on the following factors: 

• Trainees’ background 

• Time allocated 

• Style preference of trainer 

• Level of competence of trainer 

• Availability of facilities and resources, etc 

 Support facilities – IT can be segregated into printed and audio visual. The various

requirements in a training program are white boards, flip charts, markers, etc. 

Constraints – The various constraints that lay in the trainers mind are: 

• Time 

• Accommodation, facilities and their availability 

• Furnishings and equipments 

• Budget 

• Design of the training, etc

53

TRAINING IMPLEMENTATION

To put training program into effect according to definite plan or procedure is called

training implementation. Training implementation is the hardest part of the system

because one wrong step can lead to the failure of whole training program. Even the best

training program will fail due to one wrong action. Training implementation can be

segregated into:

• Practical administrative arrangements

• Carrying out of the training

Once the staff, course, content, equipments, topics are ready, the training is implemented.

Completing training design does not mean that the work is done because implementation

phase requires continual adjusting, redesigning, and refining. Preparation is the most

important factor to taste the success. Therefore, following are the factors that are kept in

mind while implementing training program:

The trainer – The trainer need to be prepared mentally before the delivery of content.

Trainer prepares materials and activities well in advance. The trainer also set grounds

before meeting with participants by making sure that he is comfortable with course

content and is flexible in his approach.

Physical set-up – Good physical set up is pre-requisite for effective and successful

training program because it makes the first impression on participants. Classrooms should

not be very small or big but as nearly square as possible. This will bring people together

54

both physically and psychologically. Also, right amount of space should be allocated to

every participant.

Establishing rapport with participants – There are various ways by which a trainer

can establish good rapport with trainees by:

• Greeting participants – simple way to ease those initial tense moments

• Encouraging informal conversation

• Remembering their first name

• Pairing up the learners and have them familiarized with one another

• Listening carefully to trainees’ comments and opinions

• Telling the learners by what name the trainer wants to be addressed

• Getting to class before the arrival of learners

• Starting the class promptly at the scheduled time

• Using familiar examples

• Varying his instructional techniques

• Using the alternate approach if one seems to bog down

Reviewing the agenda – At the beginning of the training program it is very important

to review the program objective. The trainer must tell the participants the goal of the

program, what is expected out of trainers to do at the end of the program, and how the 55

program will run. The following information needs to be included:

• Kinds of training activities

• Schedule

• Setting group norms

• Housekeeping arrangements

• Flow of the program

• Handling problematic situations

In general programme implementation involves action on the following lines:

Deciding the location and organizing training and other facilities.

Scheduling the training programme.

Conducting the programme.

Monitoring the progress of the trainees.

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TRAINING EVALUATION

The process of examining a training program is called training evaluation. Training

evaluation checks whether training has had the desired effect. Training evaluation ensures

that whether candidates are able to implement their learning in their respective

workplaces, or to the regular work routines.

Purposes of Training Evaluation

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives and

linking it to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge, transfer

of knowledge at the work place, and training

57

Control: It helps in controlling the training program because if the training is not

effective, then it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee) uses the

evaluative data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are aligned with

the expected outcomes.

Functions of evaluation:

There are basically two functions of evaluation:

1. Qualitative evaluations is an assessment process how well did we do?

2. Quantitative evaluation is an assessment process that answers the question How much

did we do?

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Principles of Training Evaluation:

Training need should be identified and reviewed concurrently with the business and

personal development plan process.

a) Evaluation must be continuous.

b) Evaluation must be specific.

c) Evaluation must be based on objective methods and standards.

d) There should be correlation to the needs of the business and the individual.

e) Organizational, group and individual level training need should be identified and

evaluated.

f) Techniques of evaluation should be appropriate.

g) The evaluation function should be in place before the training takes place.

h) The outcome of evaluation should be used to inform the business and training

process.

Need of evaluation of Training:

Training cost can be significant in any business. Most organizations are prepared to incur

these cost because they expect that their business to benefit from employees development

and progress. Whether business has benefited can be assessed by evaluation training.

There are basically four parties involved in evaluating the result of any training . Trainer,

Trainee, Training and Development department and Line Manager.

The Trainee wants to confirm that the course has met personal expectations and satisfied

any learning objectives set by the T & D department at the beginning of the programme.59

The Trainer concern is to ensure that the training that has been provided is effective or

not.

Training and Development want to know whether the course has made the best use of

the resources available.

The Line manager will be seeking reassurance that the time hat trainee has spent in

attending training results in to value and how deficiency in knowledge and skill

redressed.

The problem for many organizations is not so much why training should be evaluated but

how. Most of the organizations overlook evaluation because financial benefits are

difficult to describe in concrete terms.

The process of evaluation is central to its effectiveness and helps to ensure that:

Whether training budget is well spent

To judge the performance of employee as individual and team.

To establish culture of continuous learning and improvement.

60

PROCESS OF TRAINING EVALUATION

Before Training: The learner’s skills and knowledge are assessed before the training

program. During the start of training, candidates generally perceive it as a waste of

resources because at most of the times candidates are unaware of the objectives and

learning outcomes of the program. Once aware, they are asked to give their opinions on

the methods used and whether those methods confirm to the candidates preferences and

learning style

During Training: It is the phase at which instruction is started. This phase usually

consist of short tests at regular intervals.

After Training: It is the phase when learner’s skills and knowledge are assessed again

to measure the effectiveness of the training. This phase is designed to determine whether

training has had the desired effect at individual department and organizational levels.

There are various evaluation techniques for this phase.

Techniques of evaluation

The various methods of training evaluation are:

• Observation

• Questionnaire

• Interview

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• Self diaries

WHAT TO EVALUATE/LEVEL OF EVALUATION

Donald Kirkpatrick developed four level models to assess training effectiveness.

According to him evaluation always begins with level first and should move through

other levels in sequence.

Reaction Level: The purpose is to measure the individual reaction to the training

activity. The benefit of Reaction level evaluation is to improve Training and

Development activity efficiency and effectiveness.

Learning Level: The basic purpose is to measure the learning transfer achieved by

the training and development activity. Another purpose is to determine to what extent

the individual increased their knowledge, skills and changed their attitudes by

applying quantitative or qualitative assessment methods

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Behavior Level: The basic purpose is to measure changes in behavior of the

individual as a result of the training and development activity and how well the

enhancement of knowledge, skill, attitudes has prepared than for their role.

Result Level: The purpose is to measure the contribution of training and

development to the achievement of the business/operational goals.

63

RESEARCH

METHODOLOGY

64

RESEARCH METHODOLOGY

Introduction:

Research is Training & Development Process adopted by the India Largest

Telecommunication Company BSNL..

Definition:

“Research is careful inquiry or examination to discover new information and

relationship and to expand and to vary existing knowledge.”

Research always starts with question or any problem and finds answer of problem

by using scientific method. It gives complete knowledge about any problem or question.

Research Design:

“Research design is the plan structure and strategy if investigation conceived

so as obtain answers to research question and to control variance”

A research design is the master plan or model for the conduct of formal

investigation and survey. It is a specification of methods and procedures for acquiring the

information needs for solving the problem. It decides the source of information and

methods for gathering the data. A questionnaire and other forms are tested to use the

collection of data.

65

RESEARCH DESIGN Exploratory Research Descriptive Research Casual Research In the research study there is no perfect study to solve the problem. The research design

has broadly three categories as follow.

1. Exploratory Research

2. Descriptive Research

3. Casual Research

66

I have used Descriptive Research Design for research purpose.

2. Descriptive Research:

Descriptive research, also known as statistical research. It describes data and

characteristics about the population or phenomenon being studied.

Descriptive research answers the questions who, what, where, when and how.

This study is complex and determines high degree scientific skill to study the problem.

The description is used for frequencies, averages and other statistical calculations.

Often the best approach, prior to writing descriptive research, is to conduct a survey

investigation. Qualitative research often has the aim of description and researchers may

follow-up with examinations of why the observations exist and what the implications of

the findings are.

In short descriptive research deals with everything that can be counted and

studied.

Data Collection Method:

Data collection usually takes place early on in an improvement project, and is

often formalized through a data collection plan which often contains the following data

collection methods.

The source of data collection method is as follows.

Primary Data

Secondary Data

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Primary Data:

Primary data means data collected directly from first-hand experience. Means

data collected for the first time by any researcher for any research use. There are

many methods of collecting primary data and the main methods include:

Methods of collecting the primary data are:

Questionnaire method

Interviews method

Focus group interviews

Observation method

Case-studies method

Diaries method

I have used Questionnaire method for the Primary data collection for the

study.

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Secondary Data:

Secondary data means data which are collected by any one for a particular

research purpose and which are used by others for different purpose.

I have also used the secondary data for the study like some company

resources like broachers, websites etc.

Sampling Plan:

“Sampling is the process to analyze the whole population by analyzing a part of it.”

The effectiveness of the report depends on the sample size selected from the

population.

Sampling Unit:

Here, target population is decided who are the actual and potential investors, each

sample has the chance to be selected on an equal basis & this research has been

conducted through surveying the whole of the BSNL . Campus.

Sample Size:

100 respondent

Confidence interval:

In statistics, a confidence interval (CI) is a particular kind of interval estimate

of a population parameter. Instead of estimating the parameter by a single value, an

69

interval likely to include the parameter is given. Thus, confidence intervals are used to

indicate the reliability of an estimate.

The end points of the confidence interval are referred to as confidence limits.

A confidence interval is always qualified by a particular confidence level,

usually expressed as a percentage.

The calculation of a confidence interval generally requires assumptions about

the nature of the estimation.

For example,

Here, I have used a confidence interval of 0.05 and 80% percent of sample picks

an answer is to be "sure" that if I had asked the question of the entire relevant population

between 80% (100-20) and 20% (100-80) would have picked that answer.

Confidence level:

The confidence level tells you how sure you can be. It is expressed as a

percentage and represents how often the true percentage of the population who would

pick an answer lies within the confidence interval.

The confidence level associated with a confidence interval estimate is the success

rate of the method used to construct the interval.

The 90% confidence level means you can be 90% sure; When I put the confidence

level and the confidence interval together, I can say that I am 90% sure that the true

percentage of the population is between 20% and 80%.

So, I have taken 90% confidence level means I am 90% sure. As on 90%

confidence level value of Z = 1.645

Here, I have calculated formula on the basis of 90% confidence level.

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Response Rate:

The response rate was average.

I have used questionnaire method for the financial information of the respondent,

most of the people hesitated to provide the required information and also the

questionnaire contained some financial terms that were technical in nature, which

resulted into reduced response rate.

I have visited nearly 200 potential respondents, out of which only 175 gave proper

response.

Hence,

Data analysis tools:

I have used Excel for analysis purpose.

In that I have used Mean, Median, Mode, Frequency Table, and Cross Tabulation,

Graphical representation & interpretation with each graphs and charts.

Microsoft Office is used for data typing formatting and analyzing the data.

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DATA ANALYSIS

&

INTERPRETATION

72

ANALYSIS OF PRIMARY DATA

1. What do you understand by training?

Learning 0

Enhancement of knowledge, skill &attitude 20

Sharing information 0

All of the above 80

ANALYSIS

The above result shows that most of the Employees of corporate HR are well aware of the

definition, inputs and purpose of the training program. They are self motivated to attend

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such training program as it will result in their skill enhancement & improving their

interpersonal skill.

74

2. Training is must for enhancing productivity and performance.

Completely agree 85

Partially agree 15

Disagree 0

Unsure 0

ANALYSIS:

The above result shows that mostly all the Employees of corporate HR are well aware of the

role and importance of the training. It means somewhere their productivity and performance

has been improved after the training program attended by them and it helped them to achieve

their goal.

75

3. (i). Have you attended any training program in the last 01 year?

Yes 100

No 0

ANALYSIS:

100% respondents had attended training program in the last 01 year. It means in

corporate HR, BSNL . . , time to time training is provided to all the Employees and it is

continuous process.

76

77

(ii). If yes, which module of soft skill development training?

Personality and positive attitude 15

Business communication 10

Team building and leadership 0

Stress management and work-life balance 10

Business etiquettes and corporate grooming 0

All of above 65

If any other ,please specify 0

ANALYSIS:

65% respondents had attended all the five modules of soft skill development training. But

besides soft skill development training, Corporate HR BSNL . . should also provide

product/process or skill based training to enhance the employability.

78

4.(i). After the training, have you given feedback of it?

Yes 100

No 0

ANALYSIS:

100% respondent had given feedback after attending the training. It means each and

every respondent are well aware of the importance of giving feedback. They know that

79

their feedback is very important to identify the effectiveness and valuation of training

program.

(ii). If yes, through which method?

Questionnaire 89

Interview 6

Supplement test 5

Any other 0

80

ANALYSIS:

The above result shows that the questionnaire is the most popular method of evaluating the

training program and other methods are not very much in practice in corporate HR, BSNL .

. But since there are various other methods of evaluation of training program like

interviews, supplement test, self diaries& observation so it should also implement the

other methods also to identify the ROI (return on investment) & effectiveness and valuation

of the training program.

81

5. Which method of post training feedback according to you is more

appropriate?

Observation 25

Questionnaire 15

Interviews 40

Self diaries 15

Supplement test 5

82

ANALYSIS:

I. Corporate HR, BSNL . . , mostly use the questionnaire to get the feedback of trainees

but only 15% respondents are in favor of questionnaire because in it there is a

possibility of getting inaccurate data and in this responding conditions are also not

controlled.

II. On the other side 40% respondents feel that interview is the most appropriate method of

evaluating the training program because it is more flexible method, and in this they can

get the opportunity for clarification and the most important thing is that in the

interview, personal interaction is also possible.

III. 25% are in favor of observation because this is non-threatening and is excellent way to

measure the behavioral changes.

IV. Beside this, 15% are in favor of self diaries and 5% are in the favor of supplement test.

It means that Corporate HR, BSNL . . should also try to use other method of evaluation

of training program.

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6.(i). Do you think that the feedback can evaluate the training

effectiveness?

Yes 100

No 0

ANALYSIS:

100% respondents think that the feedback can evaluate the training effectiveness. It

means that Employees in the Corporate HR, BSNL . . are well aware of the importance

of taking feedback after the training.

84

(ii).If yes, how can the post training feedbacks can help the

participants?

Improve job performance 5

An aid to future planning 15

Motivate to do better 10

All of the above 70

None 0

ANALYSIS:

70% respondent feel that the post training feedback can help the participants to improve

their job performance, is an aid to future planning and can motivate to do better. It means

that they are benefited by giving feedback of the training, attended by them.

85

7. Post training evaluation focus on result rather than on the effort

expended in conducting training.

Completely agree 70

Partially agree 30

Disagree 0

Unsure 0

ANALYSIS:

70% respondents are completely agree and 30% respondents are partially agree with the

statement that post training evaluation focus on result rather than on the effort expended in

conducting training program. It means that all the respondent are well aware of the purpose

and objective of the post training evaluation.

86

8. What should be the approach of post training evaluation?

Trainer centered 10

Trainee centered 10

Subject centered 40

All of the above 40

87

ANALYSIS:

I. 40% respondents feel that the approach of post training evaluation should be subject

centered and 40% respondent also feel that it should be trainer, trainee and subject

centered.

II. 10% respondents are in favor of trainee centered approach and 10% respondents are in

favor of trainer centered approach.

It means that the evaluation procedure should be implemented concerning trainer, trainee

and subject.

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9. What should be the ideal time to evaluate the training?

Immediate after training 30

After 15 days 35

After 1 month 20

Can’t say 15

ANALYSIS:

35% respondent feel that training should be evaluate after 15 days.30% feel that it should

be immediate after training. 20% feel that ideal time to evaluate the training is after 1

month and 15% are unsure.

Since each respondent had attended different training program. So the ideal time of

evaluation of training depends on types of training. It could be vary for different training.

89

ANALYSIS:

80% respondents feel that the post training evaluation procedure should be reviewed and

revised periodically. It means that it has to be a continuous process and be taken regularly

by the line manager/Reporting manager of the participants. It could also be taken by peer

group.

Still 10% feel that the post training evaluation procedure should not be reviewed and

revised periodically. It means they are satisfied with the post training evaluation procedure,

followed by Corporate HR, BSNL .

90

11. Is the whole feedback exercise after the training worth the time,

money and effort?

Yes 90

No 10

Can’t say 0

91

ANALYSIS:

90% respondents feel that the whole feedback exercise worth the time, money and effort

and 10% respondent are not agree with this. It means that feedback exercise is valuable

and worthful for the participant to achieve their personal goal as well as for the

organization.

Still 10% are unsure about it. So there is a need to create awareness among them that how

much the feedback exercise is important to identify the effectiveness and valuation of the

training program, to identify the ROI(return on investment),to identify the need of

retraining and identify the points to improve the training.

92

12.The post training feedback can be used:

To identify the effectiveness and valuation of training program 15

To identify the ROI(return on investment) 10

To identify the need of retraining 0

To provide the points to improve the training 0

All of above 75

ANALYSIS:

75% respondents feels that post training feedback can be used to identify the

effectiveness and valuation of training program, to identify the ROI, to identify the need

of retraining and to provide the points to improve the training. And others are also aware

of the importance of post training feedback.

93

FINDINGS

94

FINDINGS

Mostly all the Employees of corporate HR are well aware of the role and

importance of the training They are self motivated to attend such training program

as it will result in their skill enhancement & improving their interpersonal skill.

Corporate HR, BSNL . . , time to time training is provided to all the Employees

and it is continuous process.

Two types of training is provided to the Employees by Corporate HR

BSNL .induction training and soft skill development training.

Questionnaire is the most popular mean of evaluating the training program in

BSNL

Most of the Employees feel that interview is the most appropriate method of

evaluating the training program.

Post training evaluation focus on result rather than on the effort expended in

conducting the training and it worth the time, money and effort.

95

Most of the participants are benefitted by giving feedback after attended the

training. It motivated them to do better, helped them to increase their job

performance and is an aid to future planning.

In BSNL . . , post training evaluation is used to identify the effectiveness and

valuation of training program, to identify the ROI(return on investment), to

identify the need of retraining and to provide the points to improve the training.

96

SUGGESTION

97

SUGGESTION

The management must commit itself to allocate major resources and adequate

time to training.

Ensure that training contribute to competitive strategies of the firm. Different

strategies need different HR skill for implementation. Let training help employees

at all levels acquire the needed skill.

Ensure that a comprehensive and systematic approach to training exists, and

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

Ensure that there is proper linkage among organizational, operational and

individual training needs.

Skill based training (product/process training) should also be provided.

Besides questionnaire other methods of post training evaluation should also be

used like interviews, self diaries, observation and supplement test.

The evaluation procedure must be implemented concerning trainer, trainee and

subject.

Post training feedback has to be continuous and should also be taken from line

manager/superior & from peers to find out the effectiveness and valuation of

training.

98

CONCLUSION

99

CONCLUSION

Professional competence describes the state-of-the-art, Area- knowledge, expertise and

skill relevant for performing excellently within a specific functional department. This

competence insures that technical knowledge is both present and used within a firm for

the welfare of its stake-holders. To develop this competence regular Training and

Development is required

Therefore, Training initiatives and programs have become a priority for Human

Resources. As business markets change due to an increase in technology initiatives,

companies need to spend more time and money on training employees. In today’s

business climate employee development is critical to corporate success and organizations

are investing more in their employees training and development needs.

Training evaluation is the important part of training process. It provides a feedback and

help the sponsors and the resource persons for improvement at the level of individual

performance and in the strategy formulation for training and development. Post training

evaluation can be used to identify the effectiveness and valuation of training programme,

to identify the ROI (return on investment), to identify the need of retraining and to

provide the points to improve the training.

100

LIMITATION

OF

THE STUDY

101

LIMITATION OF THE STUDY

1. The study is limited to the Corporate HR, BSNL So the study is subject to the

limitation of area.

2. The time period of the study was only two six weeks which may provide a deceptive

picture in comparison of the study based on long run.

3. Sampling size was of only 100, because only these people had attended soft skill

development training.

4. Corporate HR, BSNL only provides soft skill development training, not skill based

(product/process) training. So how can one evaluate the skill based training is still

unresolved.

5. The study is based only on secondary & primary data so lack of keen observations

and interactions were also the limiting factors in the proper conclusion of the study.

102

BIBLIOGRAPHY

103

BIBLIOGRAPHY

1. BOOKS/MAGAZINES:

Human Resource Management by L. M. Prasad

Human Resource Management by Dipak. k. Bhattacharya

Human Resource Management by K. Ashwathapa

2. WEBSITES:

http://www.bsnl.co.in

http://www.managementhelp.org/search/management_help_search.html?

zoom_query=training+and+development

http://www.inc.com/magazine/19930201/3393_pagen_7.html

http://humanresources.about.com/od/trainingtrends/

Future_Education_and_Training_Trends.htm

http://humanresources.about.com/od/training/

Training_Development_and_Education_for_Employees.htm

http://traininganddevelopment.naukrihub.com/

104