Ritu Singh

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TRAINING AND DEVELOPMENT HCL

1KC School of management And Computer Application,SBS Nagar.

TRAINING AND DEVELOPMENT IN

HCL CDC , CHANDIGARH

Project report in the partial fulfilment of the requirement for the award

Of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

OF

Punjab Technical University, Jalandhar

SUBMITTED BY:ARJUN SINGH

Univ. Roll no: 1106223

UNDER THE GUIDANCE OF:Miss Priyanka

Placement CoordinatorHCL, Chandigarh.

DEPARTMENT OF MANAGEMENT

KC School of management and computer application,SBS Nagar.

(2012-2013)


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DECLARATION

I, Arjun Singh, student of BBA 4th Semester, hereby declare that project entitled

A Study on TRAINING AND DEVELOPMENT at HCL CDC withreference to HCLCDC submitted in the partial fulfilment of the degree forBachelor of Business Administration to Punjab Technical University is of own accurate work.

I further declare that all the facts and figures furnished in this project report are the

outcome of my own intensive research and findings. They are first hand and

original in nature, all the information gathered by me during the course of the project at HCL CDC, (Chandigarh Branch) will be kept strictly confidential and

will not be disclosed without the prior written consent of company. This

information has been used for purely academic purpose.

ARJUN SINGH


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ACKNOWLEDGEMENT

I am heartedly grateful to Mr. Shiv Kumar Mishra (Guide) for

allowing me to undertake my training under his guidance. It is the resultof his esteem kindness that I am able to complete my project.

I exploit this opportunity in express sense of gratitude and indebtedness

whole heartedly to Miss. PRIYANKA for their encouragement while

carrying out study of our project work on training and development.

I am really thankful to all the members of HCL CDC for providing me

the necessary help required during the training period.

ARJUN SINGH

BBA 5th Semester


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PREFACE

Industrial training is one of the mostcomponents in the fulfilment of any

professional course conducted at any level andat any college. The main purpose of thetraining program is to expose the trainees to the

practical experience of the actual industrialconditions in which they are required to workin future.

The lecturers help us to know the theoreticalconcept of the processes being followed at theindustrial level and the tools being used to

conduct that process but we would get the complete knowledge of the process onlyif we have a chance to witness the process, study it and if possible being able toconduct that process if authorities allow us to do so. Thus emerges the need ofindustrial training.


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EXECUTIVE SUMMARY

Training is a CDC process that involves the acquisition of knowledge,

sharpening of skills, concepts, rules or changing of attitudes and behavior toenhance the performance of employees. It is a part of an individuals professionaldevelopment. It helps a person do something better and develop specificskills for a particular task.

I have undertaken the project on Training and development as a part of

the curriculum of the 4th Semester. The main reason I took up this project is to

learn how training affect employees in their working styles.

The main intent/aim of doing this project is to understand what good training

effects the employees motivation and it affects the companies. The project heme to understand how a companys HR Department try to improve their busin

by keeping good relations with employees. It helps to understand how good

working conditions help employees to work more efficiently.

This project is a means to appreciate the nitty- gritty involved in employeesrelationship with their organization and employers with the help of good training.

It helps me understand how organizations keep constant check of health and safety

so as to run their business smoothly.

Last but not the least, this project, shows through case studies how different

organizations take care of the working environment, so as to keep their employees

and other associates happy .I thank HCL CDC for their encouragement to complete

this project.


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1.1 COMPANY PROFILE

INTRODUCTION OF HINDUSTAN COMPUTER LIMITED

1.1.1 Computers and Information Technology - Industry Overview

Information science is the science that investigates the properties and behaviours of

information, the forces governing the flow of information, and the means of

processing information for optimum accessibility and usability. The field is derived

from those related to mathematics, logic, linguistic, psychology, computer

technology, graphic arts, management and other fields.

A nations development potential depends upon its ability to continuously edits population and its ability to create armies if skilled manpower. In particular, use

of Information Technology (IT) in acquiring knowledge and skill has become an

essential element in education and training. These IT elements in the educational

process have magical effects.

Higher education without the support of IT makes the lives of learner and teachersequally difficult. A nations intellectual strength depends upon IT support. Thof computing and communication technology to enhance the efficacy of transaction

and productivity is the driving force in this new era of social and economic

transformation in the new society called Information Society.

A strong IT structure can give an institution a competitive advantage for the best

students and faculty and an advantage in competition for absorbing external researchand grants to execute studies, research etc. in a short time and with great resolution.

IT with reference to TECHNOLOGY IN EDUCATION encompasses one or of the following:


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Vocational training tools, such as CBT (Computer Based Training), CAD

(Computer Aided Design), etc.

Computer and computer-based systems for instructional delivery and

management, e.g. CAI (Computer Aided Instructions) etc.

Internet/web based education e.g. not only educational information with text,

graphics but also courses are offered by various web sites.

Education forms the backbone of a nation and is one of the most important key

indicators of a countrys growth and development. In fact the rise of knowleconomy at a global level has once again reinforced education, in all its forms

(elementary, secondary, higher, vocational, and adult) , as the key economic and

business driver.

In the past, government was the sole education provider as it was primarily

considered a social service. However, with liberalization and globalization of

economy, it has become evident in the last decade or so that the government cannot

alone can bear the cost of the education sector.

The private sector has stepped in to fill the gap and has increasingly enhanced its

profile in education over the last decade. This had led to a growing debate in recent

times on Indias Educational Policy and the changes required making the educsector more vibrant and flexible to meet the rapidly diversifying needs of our

growing economy.

India entered the computer scene at a time when the world was switching over from

mainframe computers to personal computers. In 1990 India caught up swiftly with

the technologically advanced countries to emerge as a key player on the world

software map. The presence of hardware giants like the IBM, HCL and Hewlett


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Packard ensured instant transfer of hardware technology and we witnessed the

launch of new products simultaneously in India and the west.

The IT growth was, however, faced by critical anomalies. While India boasted of

steep progress and global growth of the industry, it confronted a dismal

underdeveloped and overstretched IT infrastructure. Problems such as poor access

and poor service dogged even basic services. This called for a complete restructuring

of basic infrastructure required by the industry.

Software technology parks committed to providing to these critical anomalies

facing this sunshine industry were set up. The policy of Indian government initiated

private IT firms to bring the latest technologies which would expand computer

networks. Online education is an outcome of the invasion of computers in education.

Numerous educational courses, references, institutional information, application and

admission processes are now available with the massive computerization of

education sector.

1.1.2 COMPANY PROFILE AND FACTS OF HCL

HCL is a leading global Technology and IT Enterprise with annual revenues of US$

6.5 billion. The HCL Enterprise comprises two companies listed in India

HCL TECHNOLOGIES LTD.

HCL INFOSYSTEMS LTD.

The 3 decade old enterprise, founded in 1976, is one of India's original IT garage

start ups. Its range of offerings span R&D and Technology Services, Enterprise and

Applications Consulting, Remote Infrastructure Management, BPO services, IT

Hardware, Systems Integration and Distribution of Technology and Telecom


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products in India. The HCL team comprises 90,000 professionals of diverse

nationalities, operating across 36 countries including 370 points of presence in India.

HCL Technologies Limited (HCL) is a global technology company. The

Companys operations consist of providing Software services, infrastructservices, including sale of networking equipment and business processing

outsourcing services, which are in the nature of customer contact centres and

technical help desks. HCL is a provider of business transformation, enterprise and

custom applications, infrastructure management, business process outsourcing

(BPO), and engineering services. The Company delivers solutions across a range

of verticals, such as financial services, manufacturing, consumer services, publicservices and healthcare. The principal geographical segments include America,

Europe and others. During the fiscal year ended June 30, 2011 (fiscal 2011), the

Company sold certain portion of its Telecom Expense Management Services

business. In January 2011, it acquired certain software assets of Citi Securities and

Fund Services

HCL Info systems Limited are an information and communication technology

(ICT) company. It is engaged in developing and implementing ICT solutions for

diverse market segments. It operates in three segments: computer systems and

other related products and services, telecommunication and office automation, and

Internet and related services. The computer systems and other related products and

services consists of manufacturing of computer hardware systems, providing

comprehensive systems integration, roll out and infrastructure managementsolutions. This segment also provides information technology (IT) services,

including maintenance, facility management and ICT training.


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1.1.3 PROFILE OF HCL

HCL

Type Public

Industry IT Services

Founder(s) Shiv Nadar, ArjunMalhotra

Headquarters Noida, India

Area served Worldwide

Key people Vineet Nayar(CEO), Shiv Nadar(chairman)

Services IT ,outsourcing services,Enterprise Transformationservice, Financial service

Revenue US $ 4.54 billion(April -

2013)

Operatingincome

8,907.22 crore( June2012)
http://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Public_companyhttp://en.wikipedia.org/wiki/IT_Serviceshttp://en.wikipedia.org/wiki/Shiv_Nadarhttp://en.wikipedia.org/wiki/Noida,_Indiahttp://en.wikipedia.org/wiki/Outsourcinghttp://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttp://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttp://en.wikipedia.org/wiki/Crorehttp://en.wikipedia.org/wiki/Crorehttp://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttp://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttp://en.wikipedia.org/wiki/Outsourcinghttp://en.wikipedia.org/wiki/Noida,_Indiahttp://en.wikipedia.org/wiki/Shiv_Nadarhttp://en.wikipedia.org/wiki/IT_Serviceshttp://en.wikipedia.org/wiki/Public_companyhttp://en.wikipedia.org/wiki/Types_of_business_entity


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Net income

Employees

Website

9,182.23 crore (June2012)

84,403(April-2013)

WWW.hcltech.com
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ORGANISTIONAL STRUCTURE OF HCL


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1.1.4 LE ADE RSH I P @ H CL

Shiv Nadar

Founder- HCL and, Chairman &

Chief Strategy Officer

- HCL Technologies

At a time when India had a total of 250 computers, Shiv Nadar led a young team

which passionately believed in and bet on the growth of the IT industry. That

vision in 1976, born out of a Delhi "barsaati", akin to a garage start-up, has resulted

3 decades later in a $5 billion global transformational technology enterprise today.

From designing India's first PC at the same time as global IT peers in 1978; to

working on the Boeing Dream liners Flight Management Systems now, HCL

stayed a true Pioneer of Modern Computing. HCL's range of offerings spans:Product Engineering, Custom & Package Applications, BPO, IT Infrastructure

Services, IT Hardware, Systems Integration, and distribution of ICT products -

across a wide range of focused industry verticals.


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Vineet NayarCEO - HCL Technologies Ltd. And

Vice Chairman

Vineet Nayar is Chief Executive Officer and whole time board director of HCL

Technologies, Ltd., (HCLT), one of the worlds fastest-growing informationtechnology services company with 90,000 employees spread across 36 countries

and one that has become recognized around the world for its innovativemanagement practices. With the goal of establishing HCL as a thought leader in

the IT Industry, Vineet has sharpened HCLs strategic focus investments arouthree key missions: creating next-generation business aligned IT services and

solutions, ensuring customer engagement around the cornerstones of trust,

transparency & transformation and empowering HCLites through the EmploFirst Customer Second (EFCS) philosophy. Vineet joined HCL in 1985 afearning his MBA from XLRI, one of the leading business management schools in

Asia. In 1993, he started his own company, Comet, where he pioneered many of

the innovative management practices like EFCS which is now taught as a case

study at Harvard Business School.


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Harsh Chitale

Current CEO, HCL Info systems Ltd.

Harsh Chitale has been appointed as the chief executive officer of HCL Info

systems Ltd. ''Chitale will take over the charge from Ajay Chowdhry who will

continue as chairman,'' the company said in a regulatory filing Friday.

Earlier, Chitale was serving as the leader for the North and South America region

of Honeywell Process Solutions, a wholly-owned subsidiary of the Honeywell

International.

Harsh did his initial schooling at Chikitsak Samuha Shirolkar High School, a

Marathi-medium school in Mumbai. Later, he moved to Delhi Public School, R. K.

Puram where he completed high-school. Harsh obtained his degree in Electrical

Engineering, from IIT Delhi, graduating in 1993. He also received the Director's

Gold Medal at IIT Delhi.
http://en.wikipedia.org/wiki/Delhi_Public_School,_R._K._Puramhttp://en.wikipedia.org/wiki/Delhi_Public_School,_R._K._Puramhttp://en.wikipedia.org/wiki/IIT_Delhihttp://upload.wikimedia.org/wikipedia/commons/7/70/Harsh_Chitale.jpghttp://en.wikipedia.org/wiki/IIT_Delhihttp://en.wikipedia.org/wiki/Delhi_Public_School,_R._K._Puramhttp://en.wikipedia.org/wiki/Delhi_Public_School,_R._K._Puram


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1.1.5 VISION AND MISSION

A global corporation enriching

lives and enabling business

transformation for our

customers, with leadership in

chosen technologies and

markets. Be the first choice for

employees and partners, with

commitment to sustainability.

We enable business transformation and

enrichment of lives by delivering sustainable

world class technology Products, Solutions &Services in our chosen markets thereby

creating superior shareholder value.


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We shall deliver defect free products,

services and solutions to meet the

requirements of our external and

internal customers the first time,

every time.


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1.1.6 HCL ENTERPRISES


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1.1.8 HCL INFOSYSTEMS LTD.

HCL Info systems Ltd., a listed subsidiary of HCL, are an India-based hardware and

systems integrator with a focus on emerging markets. It has a presence in 170 cities

and 370 points of presence reaching 4000 towns throughout India and operations in

emerging markets including South Asia, Middle East & Africa. It has a strong

distribution network of 90,000 outlets in over 9,000 towns in India. Its

manufacturing facilities are based in Chennai, Pondicherry and Uttarakhand. It is

headquartered at Noida.

HCL Info systems Ltd. Indias premier ICT System Integration, Services,Hardware and Distribution Company today announced its financial results for the

second quarter ending December 31st 2011.

Mr. Harsh Chitale, Chief Executive Officer, HCL Info systems Limited,

commenting on the results said, Due to the ongoing challenging environment business growth in this quarter has not been as per expectations. We have been

affected like the rest of the industry on account of uncontrolled circumstances likerupee depreciation and natural calamities like floods in Thailand which has led to a

scarcity of computer components and thereby impacted market availability and

also increased costs.

However we are committed to our journey of transformation and confident that

persistent efforts thro ugh our company wide excellence program Aspire wi

deliver results in times to come. Multiple steps are being taken for concrete

realignments and synergies to shape our internal business processes and workin

HCL CDC is a part of HCL Info systems Ltd., a $2.6 HCL CDC covers the entire

spectrum of education and training requirements across schools, colleges,
http://en.wikipedia.org/wiki/Emerging_marketshttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Pondicherryhttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Noidahttp://en.wikipedia.org/wiki/Noidahttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Pondicherryhttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Emerging_markets


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individuals and enterprises. Leveraging the three-decade-plus rich expertise of the

HCL Enterprise and strategic national and international tie-ups, HCL CDC offers

competitive CDC programs and solutions for a diverse client-set billion ICT

Enterprise.

HCL has India's largest distribution and retail network, taking to market a range of

Digital Lifestyle products in partnership with leading global ICT brands, including

Apple, Cisco, Ericsson, Kingston, Kodak, Konica Minolta, Microsoft, Nokia,

Toshiba, and many more. HCL today has India's largest vertically integrated

computer manufacturing facility with over three decades of electronic manufacturing

experience & HCL desktops is the largest selling brand into the enterprise space.


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1.1.9 HISTORY AND MILESTONES OF HCL CDC


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1.1.10 PARTNERSHIPS

HCL has always prided itself on its partnership engagements. Partner models are

also evolving in the technology industry. Innovation has extended into the ecosystem

and community based engagements are coming into play. HCL has also enhanced its

relationships with partners and is creating a variety of innovative partnership

models, with various approaches to risk-reward sharing. Some of the notable partner

engagements:


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1.1.11 PRODUCTS

Computing Products

Offering an entire range of Computing Products for Corporate, Businesses and

Small to Large Setups.

Office Automation Imaging & Printing Solutions

Introducing world class imaging products and solutions to meet business

requirements

Office Automation Telecom & AVSI Solutions

Introducing world class telecom products and AVSI solutions to meet business

requirements

Storage Solutions

Offering an entire range of storage solutions


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Office Automation Document Management Solutions & System Integration

Wide Range of turnkey solutions which cater to the requirement of Document

Management, Homeland Security & Vehicle Tracking

Software Licenses

Enjoy benefits of genuine software licenses through HCL Info systems.

Networking Products

Enjoy fast data transfer with our exclusive range of Networking Products.

POS, KIOSK, Customer Service Counter Products

Offering an entire range of POS products and solutions


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Digital Lifestyle Products & Solutions

Offering an entire range of Digital Lifestyle Products and Solutions for

entertainment and business

Racks & Enclosures

HCL offers a comprehensive range of 19 racks with standard accessories Computer networking applications and IP Enclosures of all standards.

Software Solutions

Bringing to you world class software solutions


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1.1.12 SERVICES

System Integration

Bringing to you reliable System Integration Solutions and Services

Strategic Outsourcing

HCL offers world class Strategic Outsourcing Services to enterprises of all sizes.

IT Infrastructure Consultancy

Benefit from our IT Infrastructure Consultancy and more...

Info structure Services

Offering a wide range of dependable Info structure Solutions


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IT Audit - Security, Compliance & Risk Management

Offering complete IT Audit Services for Small to Large Businesses

Networking Infrastructure

Introducing dependable Networking Infrastructure Services

ERP Consulting & Services

Benefit from our reliable ERP Consulting and Services.

Facilities Management

Introducing innovative Facilities Management services for complete satisfaction


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1.1.13 AWARDS AND ACCOLADES

3rd most-valuable ICT brand after Microsoft & Intel - by Plan man

Consulting & ICMR Research Amongst the top 10 in brand association and brand loyalty - by Plan man

Consulting & ICMR Research

21st most-valuable brand - by Plan man Consulting & ICMR Research

Amongst Indias 100 most Valuable Brands 2007- by ICMR & 4Ps CNBC AWAAZ Consumer Award 2007 for most preferred personal

computer brand The most Admired Retailer of the year 2007 - by India Retail Forum

1.1.14 HCL CDC DIVISION UNDER HCL INFOSYSTEMS

HCL CDC, an education and talent development division of HCL Info systems

Ltd, bagged three awards in quick succession recently. HCL CDC won respective

awards in the "Best ICT Enabled Content for K12 Education" and "BestTechnology Based Solutions for Higher Education Institutes" categories for their

Digi School and Digi campus programs respectively. HCL CDC's Institute

Management System (IMS) program also bagged the award for "Best Cloud Based

Education Institute Management System".


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1.1.14.1 HCL CDC

HCL CDC was launched in 2005. As the training arm of HCL Info systems, HCL

CDC carries forth a legacy of excellence spanning across more than three decades.

Among the fastest growing IT education brands in India, HCL CDC offers a

complete spectrum of quality training programs on software, hardware, networking

as well as global certifications in association with leading IT organisations

worldwide. HCL CDC training solutions cater to diverse consumer profiles

including individuals, enterprises, academic institutions and Government

enterprises.

1.1.14.2 QUALITY AT HCL CDC

We shall develop and impart industry relevant ICT education to meet the

requirement of customers, industry & society by continually updating technology

content and improving our processes.

1.1.14.3 CERTIFATIONOF QUALITY STANDARDS

In its pursuit of excellence , the company has developed a Quality ManagSystem in line with ISO 9001:2000 standards.

1.1.14.4 HCL IN TRAINING

The company has ventured into the field of IT training with an objective to meet

the increasing demand for skilled professionals from organizations across the

country.


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HCL Info systems Ltd. provide specially designed programs in high-end Software,

Hardware and Networking solutions. There are more than 130 fully operational

HCL training centres in all the major locations across the country.

As the fountain heads of the most significant pursuit of human mind (IT), HCLstrongly believes, "Only a Leader can transform you into a Leader". HCL CDC

is a formalization of this experience and credo which has been perfected over three

decades.

It is an initiative that enables aspiring individuals to benefit from HCLslongstanding expertise in the space and become Industry ready IT professionals.

Maintaining Quality - One of the key elements to HCL's success is its Never-ending pursuit of superior quality in all its endeavours.

1.1.14.5 HCL INFOSYSTEMS LTD.

HCL Info systems Ltd., India's premier hardware, services and ICT systems

integration and Distribution Company announced its alliance with Resonance, a

leading coaching institute for IIT-JEE, AIEEE and other entrance examinations

HCL Info systems Ltd. has a 100% subsidiary that addresses the physical security

technology system integration market. The subsidiary leverages technology to

build a security framework called 'Safe State' that safe guard's life, infrastructure &

society.


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1.1.14.6 HCL Edge

Interview Skills, Mocks, Comm. Skill sessions, Finishing School.

Special session on Stress Management.

Educational Trip to HCL manufacturing Plant on Approval.

HCL Technology and Intellectual Books.

Self - Asset Management System/ Quality Testing before Placement

Assistance

Placement Assistance


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1.1.14.7 HCL CDC ADVANTAGE

HCL HERITAGE

HCL CDC combines our heritage of excellence with cutting-edge IT expertise

across multiple IT domains.

ISO 9001:2000 CERTIFICATION

Our students share the benefit of ISO 9001:2000 certified training practices and

procedures. Must have an attitude and be a self starter. The right candidate will

progress really fast within the organization.

CUTTING-EDGE COURSE WARE

Our course ware is designed and developed in consultation with seasoned IT

professionals and is continuously updated as per the changing industry trends.

GLOBAL ALLIANCES

Through partnership with leading technology companies including Microsoft, and

Red Hat, HCL CDC conducts certification programs in software, system andnetwork administration offering you a distinct edge in the job market.

INTERNATIONAL ORGANISATION

All our training programs are backed by HCLs successful brand image that is wlrecognized all across the world.

HANDS ON TRAINING

We place major emphasis upon the application and practical training aspect of IT

training to make the students industry-ready from day one.


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WIDE SPREAD NETWORK

HCL CDC has set up premier IT Training centres across the geography of India

and the network is growing at a rapid pace with ambitious global expansion plans

on the anvil.

100% PLACEMENT RECORD

Our dedicated team of placement professionals offers employment support through

regular interface with the industry. HCL CDC prides upon a 100% placement

record* with students having been placed in leading organizations in the IT/non-IT

space.


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PARTIAL LIST OF CUSTOMERS

HCL GLOBAL EDUCATION PARTNERS


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Introduction to HR

Human Resource Management is an art of managing people at work in such a

manner that they give their best to the organization. In simple word HumanResource Management refers to the quantitative aspects of employees working in

an organization. Human Resource Management is also a management function

concerned with hiring, motivating, and maintains people in an organization. It

focuses on people in organization.

HRM involves the application of management functions and principles. The

functions and principles are applied to acquisitioning, developing, maintain, andremunerating employees in organizations.

1.1.1 HR VISION

To provide an enabling environment where employees competencies are nurtuand harnessed towards sustainable business growth and leadership.

1.1.2 HR MISSION

To proactively assess and provide services for the HR needs of the business &

customers for the attainment of organizational goals.

1.1.3 HR OBJECTIVES

To collaborate with and support internal Customers of HR services viz.

effective manpower planning, ensuring harmonious industrial relations etc.

To review and redesign the structure of the organization with clarity of role,

responsibilities and accountability for overall organizational effectiveness and

speedy response to emerging business challenges.

To develop knowledge and skills of the employees and groom leaders w


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functional and business competencies to meet future demands of the organization

(viz. flexibility and change management).

To enhance employee productivity through rationalization of jobs and

manpower optimization. To promote employee involvement in decision making, team working,

creativity and empowerment.

To institutionalize transparency by framing, updating and communicating

systems and processes.

To maintain good liaison with government/ external agencies in order to better

serve the organizational cause. To provide a safe and healthy work environment and continuously benchmark

and update the standards of safety and hygiene; and

To work towards improving the quality of work life of employees and the life

of their families.


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HUMAN RESOURCE MANAGEMENT

T he main objective of h uman resource manger is to know h ow to deal with .

Effectively and how to make them effective

P........PURPOSE

E........EMPATHY

O........ORIGINALITY

P.........PROACTIVE

L.........LEARNING

E........EXCELLENCE


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1.1 DEFINITION OF HRM :

Human Resource Management (HRM) is a process of bringing people andorganizations together so that the goal of each one is met, effectively and

efficiently. 1.2 NATURE OF HRM:

The principle scope of HRM can be listed as,

Pervasive force Action oriented Individually oriented People oriented Future oriented Development oriented Integrating mechanism Comprehensive function Auxiliary services Inter-disciplinary function Continuous function

1.3 OBJECTIVES OF HRM:

The principle objectives of HRM can be listed as,

To help the organization reach its goals. To employ the skills and abilities of the workforce efficiently. To provide the organization with well-trained and well- motivated

employees. To increase the fullest the employee s job satisfaction and self - actualization. To develop and maintain a quality of work life. To communicate HR policies to all employees. To be ethically and socially responsive to the needs of the society.


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1.4 IMPORTANCE OF HRM :

People have always been central to the organization and an organizations succesincreasingly depends on the knowledge, skills and abilities of employees,

particularly they establish a set of core competencies that distinguish anorganization from its competitors. With appropriate HR policies and practices anorganization can hire, develop and utilize best brains at work place, realize its

professed goals and deliver better results than others.

1.6 SHIFTS IN HR MANAGEMENT IN INDIA:

TRADITIONAL HR PRACTICE EMERGING HR PRACTICE Administrative role Strategic role

Reactive Proactive Separate, isolated from companymission

Key part of organizationalmission

Production focus Service focus Functional organization Process based organization Individuals encouraged, singled

out for praise, rewards Cross-functional teams, teamwork

most important

Attract and retain talent Train people for challenging roles Develop skills and competencies Promote team spirit Develop loyalty and commitment Increase productivity and profits Improve job satisfaction Enhance standard of living Generate employment opportunities

GOOD HRPRACTICES


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INTRODUCTION

I. OVERVIEW

Training has made remarkable contributions to the improvement of all kinds.

Training is essential; but doubts arise over its contribution in practice. Complaints

are growing over its ineffectiveness and waste. The training apparatus and costs

have multiplied but not its benefits. Unhappiness persists and is growing at the

working level where the benefits of training should show up most clearly. This

disillusionment shows in many ways - reluctance to send the most talented

workforce for training, inadequate use of personnel after training, etc. With

disillusionment mounting in the midst of expansion, training has entered a

dangerous phase in its development. Training is neither a panacea for all ills nor is

it a waste of time. What is required is an insight into what training can or cannot

do, and skill in designing and executing training successfully and cost-effectively.

At the present time, all the organizations give more trust on commercializing their

activities. All the firms, in order to continue to exist in the competitive globalmarket and to be effectual, should espouse the most modern technology, i.e.,

mechanization, computerization and automation. Technical know-how alone,

however, does not assure success unless it is sustained by workforce possessing

indispensable expertise. Hence, organizations should train the employees to enrich

them in the areas of changing technical skills and knowledge from time to time.

The firms consider its human resources as one of their most precious assets.Training is a valuable assessment device that helps the organizations to improve

the performance and skill levels of their employees and to monitor them on

continuous basis for effectiveness of human resources. The training should be

imparted to all the staff on their specialized areas as well as general areas,


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irrespective of their position in the company. In the context of globalization,

human resource development with proper training to the workforce is required to

meet the challenges in future and to win the global competitive advantage. The

organizations spend huge amounts of money on imparting training to itsemployees. So it is very important to evaluate the efficacy of the training

programmes conducted so far, and to find out whether the executives are able to

implement the skills that they learned in the training and development process.

1.1 Training and Development

a. Training

Training is a CDC process that involves the acquisition of knowledge,

sharpening of skills, concepts, rules or changing of attitudes and

behaviour to enhance the performance of employees. It is a part of an

individuals professional development. It helps a person do something better and develop specific skills for a particular task.

There are five stages in training process the sequence is:

(a) Set the goals and objectives

(b) Identify the key topics that need to be covered

(c) Select the training flow that is, the optimum sequence to present thetopics that you think will be most successful.

(d) Design the training materials to be used

(e) Create a strategy for evaluation and design the evaluation tool

T&D is a subsystem of an organization. It ensures that randomness is reduced and

CDC or behavioral change takes place in structured format.


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b. Development

Development is a process of planned activities that helps an individual to develop

to their full potential. If focus on enhancing learners self-esteem and sense of

identity. Development is concerned with the growth and advancement of

employees. It is a long term process and utilizes systematic and organized

procedures.

1.2 Training and Development in IT Sector

The Indian IT sector is growing at a very fast pace and is expected to earn a

revenue of US $107 billion by 2010. In 2006, it has earned revenue of about US $40 billion with a growth rate of 30%. IT sector is expected to generate 2.3 million

jobs by 2010, according to NASSCOM (National Association of Software and

Service Companies).With this rapid expansion of IT sector and coming up of major

players and new technologies like SAP, the need of human resource development

has increased.

According to the recent review by Harvard Business Review, there is a direct link between training investment of the companies and the market capitalization. Those

companies with higher training investment had higher market capitalization. It

clearly indicates that the companies which have successfully implemented training

programs have been able to deliver customer goals with effective results. It shows

that good training results in enhancement of individual performance, which in turn,

helps the organization in achieving its business goals. Training is a tool that can

help in gaining competitive advantage in terms of human resource.

With the growing investment by IT companies in the development of their

employees many companies have now started their own CDC centres. As an


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example, Sun has its own training department. Accenture has Internet based tool

by the name of MyCDC that offers access to its vastCDC resources to itsemployees. Companies are investing in both the technical training, which has

always been an essential part in IT industry, as well as in managerial skillsdevelopment. Companies now kept aside 3-5% of revenue for training programs..

1.3 Objectives of Training and Development Function in IT sector

The training and development function in the IT and ITES Industry should meet

the following objectives:

Scalability: The process should lend itself for scaling up proactively to meet

the accelerating growth of an organization, in a multi-cultural global

environment. Most of the growth in this industry is through increased

staffing, generally from the base level. Organisations should continuously

maintain the necessary talent pool serve the opportunities for expansion and

diversification.

Reusability: It takes enormous time and investment to create CDC assets.

These assets should be dynamically updates and converted to repositories for

reuse and customization where necessary.

Multi-modal Requirements: The training and development function

happens at three levels, technical, functional and behavioural dimensions.

Besides, at the middle and senior levels, this should also cater to leadership

development and succession planning.


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Virtual modes: Organizations in the IT and ITES sector operates across

geographies and time zones. Therefore, a major part training and

development needs to be delivered in the virtual mode.

Return on investment: The CDC and impact to the business should be

measurable overtime and should lend it to assess the return on investment in

financial term

1.4 Training for Development

Training aims at a lasting improvement on the job. Training for development

focuses on training not primarily as a source of new information, butrather as a means for changing behaviour for lasting improvement on the job

training is most effective when viewed as a system of interacting between

trainers and trainees and between work organizations and institutions providing

training the following is the analysis done as to why training is needed and

what are its importance.

Training is the responsibility of three partners the participants organization, the participant and the training establishment it encompasses a preparatory, pre

training phase and a subsequent post training phase all phases are of

paramount importance to the success of training. Following is the model

given which will tell what the training for development comprises of:


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There are basically three phases in the process of training which helps in the

development of employees:

Phase 1 Pre training- the process starts with an understanding of the situation

requiring more effective behaviour what performance is to be improved the

1st basic step is to delineate the task to people who perform it the primary task

group as it has come to be called included here are the people involved in

resource input and product output functions and in the planning and

managerial functions requisite for keeping the effort together and focused. 2nd

key aspect of the situation to be understood is the organizations receptivity tomore effective behaviour on the part of the people to be trained.

Phase 2 Training- participants focus their attention on those new impressions

severally and in combination that seems useful stimulating and engaging in


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training process. The participants explore in a training situation what interests

them and training institutions basic task is to provide the necessary opportunities.

Phase 3 Post training- when training is concluded the situation changes

participants once again give full attention to work, colleagues and families they

return prepared with some anticipation of these encounters.


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OBJECTIVE OF THE STUDY

To know what training means at HCL CDC.

To know what are the procedures followed for this program. To know how the training provided by HCL CDC gives an edge over the

training provided in other organization.

To know when after what duration training is provided to its employees.

To know as to how training at HCLCDC claims to be a success ladder in thecareer of its employees.

To know in case of any pitfalls necessary suggestions will be provided.


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REVIEW OF LITERATURE

FRANCO GANDOLFI( 2009) ,TRAINING AND DEVELOMENT IN AN

ERA OF DOWNSIZING Journal of European Industrial Training vol. 9, No.1Downsizing as a restructuring strategy has been actively implemented for the last

three decades. While employee reductions were utilized mainly in response to

crises Prior to the mid-1980s, downsizing developed into a fully-fledged

managerial strategy for tens of thousands of companies in the mid- to late-1980s.

Since then, downsizing has transformed the international corporate landscape and

affected the lives of hundreds of millions of individuals around the world. While

the overall effects of downsizing have been widely reported, many misconceptions

surrounding the concept of downsizing have remained. This conceptual paper

focuses on the role of training and development (T&D) during the downsizing

process. In particular, the research depicts the current body of literature associated

with the function of HR and its plans, programs, and policies that firms adopting

downsizing must provide to their surviving workforces. Finally, the paper offers

concluding comments regarding effective downsizing practices that have emerged

in the literature.

VILMANTE KUMPIKAITE, RAMUNE CIARNIENE (2008), NEW

TRAINING TECHNOLOGIES AND THEIR USE IN TRAINING AND

DEVELOPMENT ACTIVITIES: SURVEY EVIDENCE FROM

LITHUANIA Journal of Business Economics and Management There is

emerging evidence that new technologies are related to improvements in

productivity. Nevertheless, in considering the relationship between new technology

and productivity, it is vital to consider human resource management and

development issues due to their mediating effects on the relationship between new


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technology and productivity. This paper focuses on training technologies,

especially e-CDC. The increasing use of new technologies to deliver training and

to store and communicate knowledge means that trainers must be technologically

literate. That is, they must understand the strengths and weaknesses of newtechnologies and implementation issues such as overcoming users resistancechange. The paper reports the findings of a study of 724 Lithuanian employees,

which revealed relatively weak usage of new technologies and e-CDC in human

resource development processes.

HELEN CONNOR AND SUE SHAW (2008), GRADUATE TRAINING AND

DEVELOPMENT: CURRENT TRENDS AND ISSUES Journal of Education

and training vol.50 No.5

The purpose of this paper is to introduce a selection of papers on the subject of

graduate training and development, covering current trends and issues. The paper

outlines the special issue which identifies Developments in the field of training for

graduates, recruitment, their transition to work, and their continuous development.

The papers discuss various ways that generational differences play in

competitiveness and success among graduates and it is argued that Generatio possess very different characteristics from their predecessor generations.

Companies have become wiser to recruitment, managing the pool of talent with

potential positions in mind. This paper, a part of the special issue, considers recentdevelopments in the field of graduate recruitment and development.


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R.K.AUL UCK (2007), TRAINING AND DEVELOMENT S CHANGING

ROLE Journal of Industrial and Commercial Training vol.39 No.1 This paper

seeks to study the changing role of training and development over a seven-year

period. Quantitative analysis; comparative analysis of 763 training anddevelopment/HRD job advertisements featured over a seven month-period in 1996-

1997 and in 2003-2004.Change in the training and development role has been

patchy and not as extensive as some of the literature has suggested. The study was

confined to training and development/HRD job advertisements from one, albeit

leading, UK HR magazine and only allowed a seven-year gap between the two sets

of data gathered. It would have been interesting to have analysed job

advertisements from multiple sources and over a longer period of time, and to have

had a ten-year gap between the two sets of data. However, the structure was

established through which to progress the process which was tracked in an action

data gathering was a very time- consuming process which limited the scope of the

data gathered. Practitioners need to consider how the training and

development/HRD role is represented to the external world and the implications

this has for the perceived image of the profession. Further, given the amount of

resources invested in the recruitment process, those compiling job advertisements

need to take care to ensure that the final product accurately reflects what is

required of the post and incorporates any changes to the role over time. First study

to use training and development/HRD job advertisements to examine the ways in

which the role of training and development has changed.


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JACQUELINE REED AND MARIA VAKOLA (2006), WHAT ROLE CAN

A TRAINING NEEDS ANALYSIS PLAY IN ORGANISATIONAL

CHANGE

Journal of Organizational Change Management vol.19 No.3 This research setsout to examine how the process for developing a training needs analysis tool could

influence organizational change.

The organization that is the subject of this research is a large, complex health

system which is in transition from a traditional bureaucratic, hierarchy with a

command and control management style to a more participative, people centred

approach. A procession, organization development, action research-based approach

to the development of a training needs analysis process was taken in the study so

that the changes desired in the organization could be modeled in the first instance

and secondly, in order to learn and understand more about what works and does

not in order to continuously develop and progress the change agenda. In order to

do this a parallel research process. In addition, a series of interviews were

conducted with top and senior management in order to ascertain their views about

the process, its necessity, roles in relation to it, its potential benefits and how to

introduce the process across the organization. A number of key points emerged

from the research: first, the culture and change issues arising during the

development of the CDC and development needs analysis process were very

significant. Second, the development and piloting of the needs analysis process

needed to be existing organizational processes was a key factor in the success ofthe process and created a strategic dimension. Finally, in a large, complex

organization a balance must be struck between standardization and customization

of the needs analysis process to allow for the different structures, subcultures and

levels of readiness in the organization. This research highlighted the significant


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impact the dynamics of hierarchy and the legacy of a bureaucratic, autocratic

system have on the way a system operates and how people react to change and

participation.

DAN S.CHIABURU AND AMANUEL G.TEKLEAB (2005), INDIVIDUALAND CONTEXTUAL INFLUENCES ON MULTIPLE DIMENSIONS OF

TRAINING EFFECTIVENESS Journal of European Industrial Training

vol.29 No.8 To investigate individual and contextual antecedents of CDC, transfer

of CDC, training generalization and training maintenance in a work context. The

hypotheses were tested using hierarchical regression analysis on data obtained

from 119 employees who attended training programs.

The data supported the relationship between continuous-CDC culture and

supervisor support and training motivation. Although training motivation was

directly related only to training maintenance, it interacted with performance goal

orientation in affecting training transfer and generalization. Practitioners interested

in designing interventions directed at increasing similar training outcomes can use

various approaches aimed at assessing and monitoring factors such as continuous-

CDC culture, supervisor support and training motivation. More importantly, based

on the current results, practitioners can manage selectively the performance goal

orientation of their trainees; given its differential relationship with training

outcomes. The findings are valuable for researchers and practitioners. From a

theoretical perspective, the study offers a better-specified model of training

effectiveness by including both contextual and individual factors important for

improving training effectiveness. Practitioners can use these ideas to designcorresponding training and training transfer interventions.

JIE SHEN ( 2005), INTERNATIONAL TRAINING AND MANAGEMENT

DEVELOPMENT: THEORY AND REALITY Journal of Management

Development This article aims to outline the theoretical perspectives of


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international training and development and examine how theoretical frameworks

have been implemented by practitioners. There appears to be considerable gap

between academic theories and multinational enterprises (MNEs) practic

MNEs pay little attention to international training and management development.Ineffective international training and management development have a

considerably adverse impact on MNEs .In order to succeed in a globally

competitive environment MNEs need to effectively train expatriates and their

spouses, host-country nationals (HCNs) and third-country nationals (TCNs), and

develop and nurture a truly global management team. This paper systematically

reviews the existing literature and reveals aconsiderable gap between academic

theories and MNEs practices. NEELU ROHMETRA AND MARK EASTER, SMITH (2004), TRAINING

AND DEVELOPMENT IN THECHANGING TECHNOLOGICAL

ENVIORNMENT

Journal of Management Research Vol. 4 Internationalization, automation,

decentralization of work and decision-making and intense structural changes

characterize the banking scene globally. This changed scenario has significant

implications with regard to people management and development. The present case

study has been undertaken in the banking context in UK, and seeks to look into the

status of training and development in Barclays bank, UK. The study aims to

identify the challenges and issues in training and development. The paper also

attempts to comprehend the attitude of employees towards computerization in

Barclays, UK. The findings of the study reveal that Barclays has well-structuredtraining policy committed to individual, group and organizations developmeThe employees have been suitably trained for skilful handling of computerized

working processes and fair attention is paid on training systems.


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UMBC BALTIMORE, ZANE BERGE AND MARIE DE VERMEIL (2002),

THE INCREASING SCOPE OF TRAINING AND DEVELOPMENT

COMPETENCY International journal, vol. 9 Organization finds it increasingly

difficult to stay competitive in todays global economy. Leaders in the workplare using benchmarking, competency, competency model and competency studies

to help make human resource decisions, such as hiring, training and promotions. In

training and development it is helpful for competencies to focus on knowledge,

skill and/ or abilities. But neither the field of Training and Development, nor

competencies within the field, is static. Reported here is a careful review of

literature showing the trends in competencies over the past three decades in the

training and development field, and provides some speculation regarding

competencies needed in the near future for professionals in T&D. Two of the most

apparent changes in T&D are the shift to performance improvement and the use of

technology. Thus the skill knowledge and abilities involving these areas will

continue to become increasingly necessary for T&D professionals.

PHYLLIS THARENOU (2001), THE RELATIONSHIP OF TRAININGMOTIVATION TO PARTICIPATION IN TRAINING AND

DEVELOPMENT Journal of occupation and organizational psychology The

aim of this study was to assess how training motivation in terms of the Expectation

of gaining valued outcomes (i.e. motivation through expectation) and Motivation

to learn explains participation in training and development. Direct, Mediator, and

moderated explanations were tested. Survey data were gathered at Time 1 and a

year later at Time 2, providing a longitudinal sample of 1705 Australians. Multiple

regression analyses showed that, the higher the training Motivation (both types),

the more employees participated in training and Development in the next 12

months, as they also did from higher supervisor Support. Training motivation did


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not mediate the effects of the work environment on participation but moderated the

prediction by employer support. Employer support predicted participation in

training and development in the next 12 months more for employees with higher

than lower training motivation. Motivation to learn and motivation throughexpectation, chiefly instrumentality, similarly explained participation in training

and development.

P.S YADAPADITHAYA (2001), EVALUATING TRAINING AND

DEVELOPMENT: AN INDIAN EXPERIENCE International journal of

training and development ISSN 1360-3736 The central purpose is to report on

current practices of evaluating training and development programs in the Indiancorporate sector. The data were collected from the written questionnaires mailed to

252 respondent companies- 127 private, 99 public, 26 multinational corporations.

The results and discussions are based on the major drivers and key result areas of

training and development; purposes, levels, instruments, timing, and design of

evaluation; serious limitations of the training systems; and finally the major

challenges currently faced by the Indian corporate sector in strengthening thetraining and development function.

JOHN P.WILSON (2000) PERFORMANCE APPRAISAL: AN OBSTACLE

TO TRAINING AND DEVELOPMENT Journal of European Industrial

Training vol.24 (7)

Describes research conducted into some of the potential inhibitors which can

reduce the effectiveness of a hospital performance appraisal system in relation to

training and

Development plans. Takes as its perspective the views of the appraises which

counter the more usual overview provided by managers and other commentators.

Relates these findings to literature on the subject and concludes that in spite of its


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limitations the performance appraisal processes is likely to remain. Finally, makes

a number of recommendations to improve the process and make it more supportive

of training and development interventions.

PATRICIA BRYANS AND RICHARD SMITH (2000), BEYONDTRAINING: RECONCEPTUALISING CDC AT WORK Journal of Work

Place CDC vol.12 No.6 Radical shifts are taking place in management theory;

equivalent shifts need to occur, we argue, in the theory of training and

development. The move towards a knowledge economy makes such a shift

particularly urgent. Notions of training tend to foreclose on outcomes; typically

they are short-term and assume transferability of skills. Notions of personal

development may be insufficiently focused on the workplace. We argue for a

conception of workplace CDC that foregrounds the dialectical relationship between

persons and their organisations. Crucial in that relationship are notions of

openness, uncertainty, complexity, relationships, reflection, reframing and

restoration.

FRANK M.HORWITZ (1999), THE EMERGENCE OF STRATEGIC

TRAINING AND DEVELOPMENT: THE CURRENT STATE OF PLAY

Journal of European Industrial Training Evaluates how HRD needs which arise

from different business strategies will depend on, among other things, the purpose

and structure of the strategies involved. Considers the motivation for strategic

HRD, expenditure and responsibility. Concludes that a strategic approach to

training and development necessitates increased theoretical rigor, more rigorous

evaluation of effectiveness, and resolution of responsibility for training.


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THOMAS N. GARAVAN (1997), TRAINING, DEVELOPMENT,

EDUCATION AND CDC: DIFFERENT OR SAME Journal of European

industrial training Attempts to discuss the concepts of training, development,

education and CDC with regard to employees in terms of their substantivedifferences. Discusses how these concepts have evolved historically within human

resource management and Development (HRM/D) literature. Provides an

analysis of how alternative models of HRM/D may influence the meaning given to

these concepts in an organizational context. Concludes that it is perhaps more

appropriate to view training, development and education as an integrated whole

with the concept of CDC as the glue which holds them together.

DAVID ODONNELL AND THOMAS N.GARAVAN (1997), NEW

PERSPECTIVES ON SKILL, CDC AND TRAINING: A VIEWPOINT

Journal of European Industrial Training 21/4 Proposes an integrated germ cell

model of development based firmly on a cognitive, as distinct from behaviorist,

view of CDC and on the psychological theory of activity. Uses this to explore how

an umbrella concept of skill allied to a CDC process suited to modern flexiblehigh-skill organizations, links to the emerging strategic role of the training and

development specialist. Emphasizes the workplace as the context of CDC and

argues that the move from the reductionist task idea of the Florist productive

system towards the more intellective skills required in modern knowledge and

service organizations necessitates a meaning transformation in the concepts of skill

acquisition, CDC and training. As the fundamental role of the trainer is to ensure

that effective CDC occurs, argues that modern trainers must adopt this broader,

more expansive and integrated perspective.


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MICHAEL BAGSHAW vol.28 No.1 (1996),CREATING EMPLOYABILITY:

HOW CAN TRAINING AND DEVELOPMENT SQUARE THE CIRCLE

BETWEEN INDIVIDUAL AND CORPORATE INTEREST Journal of

Industrial and Commercial Training Suggests that, in the current businessenvironment, job security is not possible, nor is it desirable, since it limits

opportunities. Outlines a framework for training and development which, on the

one hand, maximizes the contribution employees can make to the company and, on

the other, enables them to maximize their own personal development. Argues this

will ensure that, in a business world of constant flux, these employees are always

employable, and thus have their own personal security which in turn benefits the

company.


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RESEARCH METHODOLOGY INTRODUCTION

A research is said to begin with a question or a problem. The purpose of a research

is to find out solutions through the application of systematic and scientific

methods. Thus, research is a systematic approach to a purposeful investigation.

Several authors and management gurus have defined research in different ways.

Some of the proposed definitions of research are as follows:

Redman and moray have defined research as a systematized effort to gain new

knowledge.

In the words of the renowned researcher Clifford Woody, research comprises

defining and redefining problems, formulating hypothesis or suggested solutions,

collecting, organizing and evaluating data, making deductions and reaching

conclusions and carefully testing the conclusions to determine whether they fit the

formulating hypothesis or not.

4.1 RESEARCH DESIGN

I. DESCRIPTIVE STUDY

Descriptive research study describes the characteristics of a particular problem or

individual or group. Descriptive studies include specific predictions concerned

with study, facts and characteristics concerning individual, group or situations. In

descriptive studies, the questions related to what, why, where and who need to be

answered. This project will elaborate as to what training for development is allabout. This project is based on the personal interview conducted the manuals of the

company HCL CDC and from various other sources. This project talks about the

process of training for development how it becomes a success in the career of the

employees of the organization. How training is concerned with people on the job in


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organization. This project will highlight what a company do to enhance the skills

of its employees how this process is followed in the organization what outcomes an

organization can expect after undertaking this process. In HCL CDC the process of

training does not only ends with imparting necessary skills and information withinthe trainees but is also accompanied by the follow up in which necessary and

timely feedback is sent to the headquarters in order to tell as to how this procedure

in being implemented by the individuals in their actual working environment.

II. METHOD OF DATA COLLECTION

1. Primary data: personal interview has been conducted by asking structured

questions sample questions are being attached in the appendix.

2. Secondary data: secondary source of data is also being used in the form of

manuals also the data gathered will help in identifying key parameters to examine

through further exploration and thus will help in defining the objectives .


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III.LIMITATION OF THE PROJECT:

Limited availability of primary source of data.

Personal bias can be there while responding to the questions asked to the

employees

The respondent may not be willing to answer the question asked.

Confidentiality may lead to inadequate information.

Distort information can be there.

Some of the information collected as primary data so the study has gained

vulnerability. Correctness of this report is restricted and limited by the

degree of authenticity of data and sincerity and honesty of respondents.


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4. MEANING OF TRAINING

Training as an activity has been going on since ages. No doubts the contribution

that training can make to development of all kinds. Doubts arise only over its

contribution in practice. This new field is expanding fast, as if it might be an

answer to many anxious prayers.

Types of training

Physical trainingPhysical training concentrates on mechanistic goals: training-programs in this areadevelop specific skills or muscles, often with a view of peaking at a particulartime. Some physical training programs focus on raising overall physical fitness.

In military use, training means gaining the physical ability to perform and survive

in combat, and CDC the many skills needed in a time of war. These include how touse a variety of weapons, outdoor survival skills, and how to survive captured bythe enemy, among many others. See military education and training.

For psychological or physiological reasons, people who believe it may be beneficial to them can choose to practice relaxation training, or autogenic training,in an attempt to increase their ability to relax or deal with stress. While some


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studies have indicated relaxation training is useful for some medical conditions,autogenic training has limited results or has been the result of few studies.

Job Training and Development

Some commentators use a similar term for workplace CDC to improve performance: "training and development". There are also additional servicesavailable online for those who wish to receive training above and beyond thatwhich is offered by their employers. Some examples of these services includecareer counseling, skill assessment, and supportive services. One can generallycategorize such training as on-the-job or off-the-job :

On-the-job training method takes place in a normal working situation, using theactual tools, equipment, documents or materials that trainees will use when fully

trained. On-the-job training has a general reputation as most effective forvocational work. It involves Employee training at the place of work while he or sheis doing the actual job. Usually a professional trainer (or sometimes an experiencedemployee) serves as the course instructor using hands-on training often supported

by formal classroom training.

Off-the-job training method takes place away from normal work situations implying that the employee does not count as a directly productive worker whilesuch training takes place. Off the job training method also involves employeetraining at a site away from the actual work environment. It often utilizes lectures,case studies, role playing, simulation, Off-the-job training has the advantage that itallows people to get away from work and concentrate more thoroughly on thetraining itself. This type of training has proven more effective in inculcatingconcepts and ideas.

A more recent development in job training is the On the Job Training Plan,or OJT Plan. According to the United States Department of the Interior, aproper OJT plan should include: An overview of the subjects to be covered,the number of hours the training is expected to take, an estimated

completion date, and a method by which the training will be evaluated.

Religion and spiArjunality

In religious and spiArjunal use, training may refer to the purification of the mind,heart, understanding and actions to obtain a variety of spiArjunal goals such as (forexample) closeness to God or freedom from suffering. Note for example the


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institutionalized spiArjunal training of Threefold Training in Buddhism,Meditation in Hinduism or discipleship in Christianity. These aspects of trainingcan be short term or last a lifetime, depending on the context of the training andwhich religious group it is a part of.

Parochial schools

Parochial schools are a fairly widespread institution in the United States. A parochial school is a primary or secondary school supervised by a religiousorganization, especially a Roman Catholic day school affiliated with a parish or aholy order. As of 2004, out of the approximately 50 million children who wereenrolled in American grade schools, 4.2 million children attend a church-affiliatedschool, which is approximately 1 in 12 students. The Christian religion, forexample, one can attend a church-affiliated college with the intent of getting adegree in a field associated with religious studies. Some people may also attendchurch-affiliated colleges in pursuit of a non-religious degree, and typically do it

just to deepen their understanding of the specific religion that the school isassociated with. The largest non-public school system in the United States, theCatholic school system, operates 5,744 elementary schools and 1,206 secondaryschools.

Artificial-intelligence feedback

Researchers have developed training-methods for artificial-intelligence devices aswell. Evolutionary algorithms, including genetic programming and other methodsof machine CDC, use a system of feedback based on "fitness functions" to allowcomputer programs to determine how well an entity performs a task. The methodsconstruct a series of programs, known as a population of programs, and thenautomatically test them for "fitness", observing how well they perform the intendedtask. The system automatically generates new programs based on members of the

population that perform the best. These new members replace programs that perform the worst. The procedure repeats until the achievement of optimum performance. In robotics, such a system can continue to run in real-time after initialtraining, allowing robots to adapt to new situations and to changes in themselves,for example, due to wear or damage. Researchers have also developed robots thatcan appear to mimic simple human behavior as a starting point for training.


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5.1. PROCESS OF TRAINING

The process of training systems analysis essentially involves a series of carefully

sequenced activities those are as under:

Formulate a clear and unequivocal definition and specification of the system

under consideration to include the need for the system and the delimitation

of its boundaries.

Develop lucid and function descriptions of the components of the system

and the ways in which they interact

Determine and define the system objectives in terms of optimal system

operating and output.

Identifying and specify the criteria to be used for evaluating the congruence

of system objectives, performance, and output.


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Now coming to the actual theoretical study which will highlight as to what training

system comprises of:

There are mainly three models of training are

a. Systematic model

System Approach views training as a sub system of an organization. A system

approach to training is planned creation of training program. This approach uses

step-by-step procedures to solve the problems. Under systematic approach, training

is undertaken on planned basis.

b. Instructional System Development 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 is comprised of

5 stages: Analysis, planning, execution, feedback, development.

c. Transitional Model

Transitional model focuses on the organization as a whole. It focuses on the

milestones that the organization would like to achieve after the defined point of


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time. It includes setting a role model, or bringing some internal transformation, or

may be promising to meet some other deadlines.

5.2. METHODS OF TRAINING


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a. Cognitive Methods

Cognitive methods are more of giving theoretical training to the trainees. The

various methods under Cognitive approach provide the rules for how to do

something, written or verbal information, demonstrate relationships among

concepts, etc. These methods are associated with changes in knowledge and

attitude by stimulating CDC.

The various methods that come under Cognitive approach are:

LECTURES

DEMONSTRATIONS

DISCUSSIONS

COMPUTER BASED TRAINING (CBT)

INTELLEGENT TUTORIAL SYSTEM(ITS)

PROGRAMMED INSTRUCTION (PI)

VIRTUAL REALITY

b. Behavioural Method

Behavioural methods are more of giving practical training to the trainees. The

various methods under Behavioral approach allow the trainee to behavior in a real

fashion. These methods are best used for skill development.


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The various methods that come under Behavioral approach are:

GAMES AND SIMULATIONS

BEHAVIOR-MODELING

BUSINESS GAMES

CASE STUDIES

EQUIPMENT STIMULATORS

IN-BASKET TECHNIQUE

c. Management Development Method

The more future oriented method and more concerned with education of the

employees Management development method is divided into two parts:

1. On The Job Training:

The development of a managers abilities can take place on the job. The ftechniques for on-the job development are:

COACHING

MENTORING

JOB ROTATION

JOB INSTRUCTION TECHNIQUE (JIT)


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2. Off The Job Training

There are many management development techniques that an employee can

take in off the job. The few popular methods are:

SENSITIVITY TRAINING

TRANSACTIONAL ANALYSIS

STRAIGHT LECTURES/ LECTURES

SIMULATION EXERCISES

5.3. TRAINING IMPLEMENTATION

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

training implementation. 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.

5.4. TRAINING EVALUATION

The process of examining a training program is called training evaluation. Trainingevaluation checks whether training has had the desired effect. Training evaluation

ensures that whether candidates are able to implement their CDC in their

respective workplace or to the regular work routines. Evaluation and appraisal of

training programme is a necessary practice in any firm as it is an assessment of the


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total value of a CDC event, and not just how far it achieves its CDC goals and

objectives. Training assessment is about seeking to evaluate whether or not

training is, in fact, generating pertinent and appreciated results through proficient

and well-managed practices. It is a process of collecting data with which to makedecisions about training activities. It, thus, places the episode in a broader outlook

and offers information, which is vital for future planning and development. The

information acquired by the assessment of the training programme can be used to

find out the lags or shortcomings in the training programme, and make successive

suggestions and advices for making it more effectual. In turn, to categorize areas of

assessment, Donald Kirkpatrick formed what is still one of the most generally used

models. The inquiry, that has to be raised by the management to evaluate the

effectiveness of training in each level, is listed below: -

Stage 1: Response - Were the trainees satisfied, and what is their idea to perform

with the skills acquired?

Stage 2: Knowledge - Whether and to what extent the talent, awareness andapproach of the

Ritu Singh

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