Declaration

A

PROJECT REPORT

ONTRAINING & DEVELOPMENT AT HAVELLS INDIA LIMITED

SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OFMASTER OF BUSINESS ADMINISTRATION (2010-2012)PREFACE

In this era of globalization and liberalization of economy, business practices have evolved and are in the process and procedures of government. In this context, technical and field education has also changed its strive for excellence to meet global standard.

Giving this due consideration, practical training schedules have been inducted in curriculum of technical studies as they give practical exposure to actual condition.

It is the matter as great pleasure for me to present the following report on my industrial implant training in at It out line the whole course of my training in a specific and oriented manner. The basic aim of this report is to study the organizational set up of the industry, to study about the division of various blocks, auxiliary unit as well as latest manufacturing techniques employed to produce quality product.

From the electrical point of view the main strain is given on the manufacturing and latest techniques being employed for their production which was to us at DZG department with their best design and more accuracy. All in all I have tried my best to present this report in a very precise manner.

Executive SUMMARY

The project is an extensive report on how the T.T.L. makes its strategy and how the company has been able in tackling the present tough competition and how it is cooping up by the allegations of the quality of its products. The report begins with the history of the product and the introduction of the .T.T.L. Ltd. This report also contains the basic marketing strategies that are used by the T.T.L. Ltd. of manufacturing process, production policy, advertising, future prospect, The report includes some of the key salient features of market trend issues.

In todays world of cutthroat fierce competition, it is very essential to not only exist but also to excel in the market. Todays market is enormously more complex. Hence forth, to survive in the market, the company not only needs to maximize its profit but also needs to satisfy its customers and should try to build upon from there.

AcknowledgementI would like to take this opportunity to express my gratitude to all those who, directly or indirectly, made this project possible.I would like to my heartiest thank to the officers and staff of ..Sahibabad (A group company of Havellss India Ltd.) particularly .(Marketing Manager) who give me permission for this project and .who give me need full guideline and support and co operation for conducting the summer training and preparing this report.

The training procedure session has contributed to develop my personality. I lean this fact in natural environment. This training session give me opportunity to enhance professional skills and give me a way for a success and achieving ambition in life.

Last but not the least, I would like to thank sincerely all the staff of TTL Ltd. who helped me during my stay and who never made me feel as though I am not a permanent member of this team.

Table of Contents

About the TTL Ltd., Sahibabad

Company Profile Havells Group

Objective

Research Methodology

Nature of Training & Development

About Training & Development Department

SWOT Analysis

Suggestion

Bibliography ABOUT THE T.T.L. LTD

Towers & Transformer Limited is one of the associate of the Havells group. T.T.L. Ltd has innovative skills emerged as one of the manufactures and supplier of the electronic energy meter. The company was originally incorporated on 20th Dec. 1971 by Gupta under the name of Towers & Pvt. Ltd. There after it was converted in to a Public Ltd Co. with its registered office in Delhi. The name of the company was changed to T.T.L. Ltd on 3rd Feb 1998.

1- As per the memorandum of association of T.T.L. Ltd. the main objective of the company are -

To undertake and carry on all or any of the following industries, trades or business in all are any of there branches and process and to do such acts and things as are necessary or usually done or implied in undertaking or carrying on such trades or business, namely:

1) To manufacture and produces, distributors transformers, voltage regulator, battery charges, battery eliminators, voltage testing sets, voltage stabilizers, conductors, enamel wires, cotton/paper cover conductors and other instruments and things required for or capable of being used for in connection with wires.2) In pursuance to the above objectives the company is presently engaged in manufacturing single and three phase residential and commercial KWH meters at its plant located in Sahibabad Industrial Area, Ghaziabad. The company is one of the largest manufactures of single and three phase meters in India producing annually over 3 million numbers. Further with a view to serve the discerning customers all over the world. It has put up a separate world class plant for high quality single phase and three phase meters at Faridabad.3) In line with its constant aim of expanding its scope of capabilities and marketing off rings, the company has entered into a strategic alliance with another major player in high end electronic energy meters like M/S Duke Arnics Electronics Ltd. With this alliance the Havells has become the only company in India to have complete range of energy meters, thus taking it to the category of the leading manufacturing in the world. It shall target international market for a rapid growth in volume and company stature.4) The meters can be put to industrial application for calibration and testing HT grid metering. The company has increased its product range to include three phase multifunction meters, LT trivector meters, HT trivector meters, portable reference meters and complete meter networking solution for industrial applications.

5) The company is now investing heavily in new technology development in solution for communication with energy meters.

Associates of Havells Group

Switch Gear and Cables division:-

( Havells India Ltd.

( Havells Industries Ltd.

( ESC Pvt. Ltd.

( Standard Electricals Ltd.

( Crabtree India Ltd.

( Havells Switch Gears Ltd.

( Havells Dorman Smith Ltd.

PLANT AT A GLANCE

NAME OF THE COMPANY

: T.T.L. LTD.

HEAD OFFICE

: 1, Raj Narain Marg, Civil Lines

Delhi 110054

PRODUCTION UNIT

: Plot no. 6, Site - 4, Sahibabad

Industrial Area, Sahibabad,

Ghaziabad

QUALIFICATION

: Public Ltd Co.

DATE OF INCORPORATION

: Originally in 20th Dec. 1971

Converted in 3rd Feb. 1998 to

T.T.L.

EMPLOYMENT

: 500 Employees

CUSTOMER

: Cochin International Airport, Citi

Bank, I.T.C. Welcome Group,

Infosys, Hotel Inter Continental,

Sahara India, Reliance Industry,

Delhi Stock Exchange, P.V.R., Priya etc.

COMPANY PROFILE

QRG ENTERPRISES

QRG is step towards integrating all our companies under one common entity, one common vision. QRG is the holding company of all erstwhile Havells group companies, which includes Havells India, Crabtree India, Standard Electrical, Duke Arnics, Crabtree Aquatech and TTL.

But then what is QRG?

QRG is Havells in its new avatar. With a new vision, New purpose. Now dynamism.

QRG is committed to meeting the challenges of the new economy through business ethics, global reach and technological expertise.

GROUP OF COMPANIES OF QRG ENTERPRISES

HAVELLS INDIA LIMITED

CRABTREE INDIA LIMITED

TTL LIMITED, Sahibabad DUKE ARNICS ELECTRONICS LTD.

STANDARD ELECTRICALS LIMITED

CRABTREE AQUATECH LIMITED

HAVELLS GROUPHavell's Group, India's leading multi product electrical engineering organization has been offering the industries the benefits of expertise and experience of over three decades in the field of Electrical Switchgear, Controlgear, Energy Meters, Electrical wiring Accessories and Cables & Wires etc.

The group has eight Manufacturing plants in and around Delhi equipped with latest stateof-art manufacturing facilities supported by strong marketing network of 20 branch offices, 16 representative offices, over 500 authorized dealers and more than 100 approved outlets catering to the needs of discerning buyers across the country and part of Asia and Africa. Most of our products manufactured by Havell's bear ISI MARK and all the products comply with the latest IS & IEC Specification. Most of our existing plants have been certified and accredited by ISO 9001 further reinforcing our commitment towards quality. Havell's has made available the best technology to the Indian buyers by virtue of its strategic alliances with leading global manufacturers in their respective areas viz.Schiele of Germany, Geyer of Germany, DZG of Germany, Dorman Smith of U.K., Crabtree of U. K.

Highly qualified and experienced professionals backed up by a work force of 1800 employees manage the company. All the branches and manufacturing facilities are computerized and the company has successfully implemented the first phase of Enterprise Resource Planning (ERP) so as to provide faster response to its valued customers.

HAVELL'S CORE PHILOSPHYWe are committed to meeting the challenges of the 21st century with integrity andtechnological expertise.

ISO 9001 HAVELL'S QUALITY POLICY:Building customer confidence by providing wide range of quality products and service through teamwork

Company Structure

Havell's Group came into being in 1958 with a small electrical goods trading unit M/s Guptajee & Co. Manufacturing units have been added from time to time viz.Havell's Industries (HI) in 1971. M/s Towers and Transformers (TTL) are a deemed public limited Company belongs to the Havell's Group of companies a renowned name in the field of electrical.

Havell's India Ltd (HIL) was floated in 1983 in collaboration with M/s Christian Geyer A.G.of Germany which has raised capital through a public issue in 1993.

M/s Havell's Switchgears Pvt Ltd. (HSPL), a new group company, has since started trading and Distribution of the groups has recently acquired Electric control and Switchboards Pvt Ltd. (ECS) which is engaged in designing, fabrication, installation and commissioning of control panels, switchboards, and bus bars etc.

Judicious mix of family control vis-a-vis delegation to professionals in planning and management process with emphasis on product quality and after sale service has helped the group to build a market image and to maintain effective presence in the market. Two of the group companies, TTL & HIL have obtained ISO-9001 Certification.

The group has also started into joint ventures with a few reputed international giants for setting up joint ventures in India for expanding the product base of the group.

HAVELL'S JOINT VENTURES:Miniature Circuit Breaker-GEYER Germany

RCCB & Controlgear -SCHIELE Germany

Changeover Switch -P E T E R R E I N S Germany

Moulded Case circuit Breaker- DORMAN SMITH UK

Wiring Accessories -Crabtree UK

Electronic Meters -AMPY UK

HAVELL'S NETWORK

Corporate office

Delhi

Branches:Bangalore, Baroda, Bhopal, Calcutta, Chennai, Cochin, Hyderabad, Jaipur, Lucknow, Mumbai

Representatives:Ahmedabad, Bhubneshwar, Chandigarh, Dhanbad,Guwahati, Indore, Jashedpur, Jalandher, Ludhiana, Patiala, Pune, Sonebhadra, Varanasi

The Head Office of the group is based in Delhi. The office consist of 8'employees who were involved in functions like sales & marketing, Accounts, Personnel & HRD, Commercial etc. Over the years the head office has taken a multi-functional role and has evolved into a decision making, policy formulating, monitoring & coordinating agency for the entire Group's business activities, thereby transforming itself into the "Corporate office", besides retaining all unit based activities.

The various functions currently being performed by the Corporate, office at New Delhi are:

a). Accounts:

The main function of the accounts dept. at Head Office is to control & supervise all the accounting functions at the head office as well as the units. It involves finalisation of accounts of the company & all the subsidiary company. It monitors investment and fund resources. It also complies details for income tax & sales tax assessment cases.

b). Legal:The main function of the legal dept. is to coordinate & streamline the realisation of money due from various parties & check out all legal compliance's applicable to Havell's as per the Companies Act. To satisfy all correspondences & complaints of shareholders. To correspond with stock exchange, RBI; & other related dept.

c). MarketingThe marketing dept are responsible for overall formulation & implementation of marketing strategies for their respective product lines. They also monitor the sales targets periodically & co-ordinate with the respective production dept. for timely deliveries schedules, collection of sales proceeds, order status, dispatch details stock availability etc. Marketing dept. ensures

d). HRD & PersonnelThe corporate. HRD & Personnel dept. is responsible for formulating, implementing, administering, monitoring & reviewing periodically the personnel & HRD policies & practices considered conducive to the overall development of the employees as well as 'the organization.

e). Business Development Department.The main responsibility of this department is to improve the perception of the Group, pitch the product against competition. It co-ordinate with the branches as well as the units for enquiries, approvals & projects. This dept. also conduct seminars, product & Corporate presentation.

f). CommercialThe commercial dept. formulate policy guidelines for different units for buying of materials sending production programs to factory, inspection cases to DGS&D, & inspection formalities. It also involves attending liasoner, tender attending, & commercial correspondences etc.

g). Communication & Market SupportThe role & responsibilities of CMS are as follows. -

Design, creative development, Visualization, editing, proofing, printing, execution &

Distribution of catalogue, mailer, price-lists, profiles.

Release of press advertisements & press releases to agencies and print media.

Design and installation of dealers and retailers sign board, wall paintings, kiosks, bus back panels & hoardipg

Arranging an execution meets Conferences, seminars, Exhibition and road shows &

Launches.

Dispatch and billing.

New launch products: Pre-launch information / surveys, Post launch activities.

Product : Comparisons, life cycle analysis, sample analysis & features & benefits

Complaints after sale services/ analysis sample analysis & features & benefits.

Complaints after sale services / analysis /coordination with work.

EDP (Electronic Data Processinq Dept.)

This dept. supervises the database at various units & also develops modules as per

requirement.

Developing various Database programs for the various dept.

Keeping the records of all hardware group / training tools of BAAN /To customise the

Baan Reports & interactive new system as per company's requirement.

(I) Export Department

Objective

To develop export orientation & Culture in Havell's Group

To achieve maximum penetration in South Asian, Middle east & African Market in coming one year.

Function:

Export function

Market development: which involves international Dealers, Agent, and direct institutional development.

Administrative development: which involves quality improvement & packaging improvement.

Exim commercial:

Export Export documentation & customer clearance.

Import documentation & customer clearance.

Availing export promotion benefits

Interaction with banks for negotiation of export documents

Interaction with A/c ( finance for arranging)

Basically it act as a NODAL AGENCY b/w Factory -HO - Supplier/customer.

HAVELL'S WIDE PRODUCT RANGE

INDUSTRIAL

Switch fuses, Fuse Switches, HRC Fuse Links, Distribution Boards, Switch isolator

and allied products.

Contactors, Relays, Timers, Motor Starters.

Changeover switches, Programmable Switches, Control switches

SENTRY - Motor Protection circuit Breakers

Dorman Smith Load line Series Moulded Case Circuit breakers

DOMESTIC Miniature Circuit Breakers, Residual Current Circuit Breakers, Plastic I Metallic

Distribution Boards.

PVC Wires / Cables

Crabtree Electrical Wiring Accessories (Modular Plate Switches)

KWh ENERGY METERS

Single & Three Phase

POWER CABLES: Low Voltage PVC /XLPE Cables

Single core upto 1000 Sq.mm &

Multicrore upto 630 Sq.mm.

Control Cables

Special Purpose Cables

JOINING FORMALITIES

(a) Submit the joining report.

(b) Submit copies of certificates supporting your educational qualifications, Date of birth certificate and other testimonials, passport -size photograph, clearance certificate from your previous employer.

(c) Fill in the Provident Fund nomination form.

(d) Complete the ESIC requirement.

(e) Submit a copy of the vehicle registration form for claiming conveyance allowance.

(f) Open a saving bank A/c with the prescribed bank for crediting of your salary: All the above documents are to be submitted to the HRD & Personnel dept.

EMPLOYMENT RULES.(a) Timings

For Head Office:

Working Days:Monday to Saturday.

Working Hours:9:00 a.m. 5:30 p.m.

1.00pm - 1.30 PM (Lunch Time)

Weekly off days:Sunday, Second Saturday

Sahibabad, Faridabad, Badli, KNW,TNW, Alwar, Madhopur,

Working Days

Working hours : 9.00 am - 5.30 pm

1.00 am - 1.30 pm (Lunch Time) Weekly off Days:

(b) Attendance

You are required to sign the attendance register. A 'mark' is put if you late & three such marks result in deduction of half day's leave. However employees may be permitted to inform the office in advance about their late comings on A/c of any unforeseeable

exigencies subject however to a maximum of twice a month.

Attendance is normally calculated from the 26th of the previous month to the 25th of the present month for the calculations of salary. However this practice may somewhat vary from one unit /business to the other

8. PERSONNEL REGULATIONS.

(a) Probation /ConfirmationIf you are newly appointed employee at the level of Dy.Manager or below you are normally required to serve a one-year probationary period or as otherwise specifically prescribed. At the end of the probation period,- your performance will be evaluated, and based on the assessment by your seniors, a decision will be taken to either confirm you in the services of the company to extend the period of probation or terminate your services and the decision as it may be, of the management, will ,be intimated to you in writing. However it may be noted that either due to unsatisfactory work performance or for any other reason whatsoever The services of a probationer are liable to be terminated by the company by giving 7 (seven) days notice during the probationary period & one month notice after confirmation.

(b) Increments & Rewards:Depending upon your performance you may be given graded increments on the 1st April every year provided you had joined the conil)any before 1st Oct of the preceding year. This practice may somewhat vary from one unit / business location to the other. You cannot however demand an increment as a matter of right. It will be based purely on your performance of the preceding year, as assessed and recommended by your departmental head / unit head.

In case of very good performance, the management may decide to give you further recognition either in status or in monetary terms, or both in appreciation of your work, and contribution.

(c) PromotionThese are decided on the basis of consistently good performance over functional head, discussion with the HRD & Personnel dept. or the unit head at you _location.

(d) Leave RulesAt Head office : (as per Shops & Establishment act)

Casual leave = 12

Privilege leave = 15

Total = 27

At Factories : (as per Factories Act, 1948)

Casual leave= 7

Earned /Privilege leave = 15

Total= 22

Casual leaveLeave availed of in the nature of personnel engagements and of casual nature will be adjusted against "CL" standing to your credit. However if there is no casual leave is standing to your credit, it will be adjusted against your privilege only.

Remaining unavailed CL will automatically stand lapsed at the end of the leave year / calendar year.

Privileqe leave

The term privilege leave is synonymous with "Earned Leave" or "Annual Leave" and is meant for an employee's rest & recuperation. The company therefore expects that an employee will avail of privilege leave at least once in each year & have an enjoyable holidays so that he returns to work fully refreshed . 1.25 leave after every 20 actual working days and total 15 days for which one must have' actually worked for 240 days in the previous year before his entitlement begins: Earned leave with pay is allowed as under:

a) 3 leave after completion of first quarter., ,

b) - Balance leave after completion of 4th quarter .

All unavailed earned leaves are encashable at the end of the year. These shall not be carried over for accumulation in the next year.

9. SOCIAL SECURITY MEASURES

ESI (Employee State Insurance):ESI is a statutory social security scheme extended by the Govt of India. All employees drawing a gross salary (excluding conveyance allowance) upto Rs.6500/(Basic + HRA) per month are covered under the scheme. They can avail of medical facilities for self, spouse, children, & dependent parents at the rate of 1.75% by the employee and 4.75% by the employer

Provident fund (PF)The Provident Fund Act of 1952 came into being to provide compulsory contribution on the employer & that of the employee as an old age benefit to the employee.

According to its prevailing provision, the act states that "Every employee whose pay does not exceed Rs.5000 PM (Basic earned) is required to becomb a member of the fund " However in our organisation it is imperative for every employee, irrespective of the basic salary to become a member of this fund".

The PF scheme is applicable to all the employees on the rolls of HAVELL'S and its other associated subsidiaries companies. The employee contribution to the PF scheme is 12% of the basic salary & Havell's also contributes an equal amount to employees provident fund account as per EPF act 1952.

An employee can take loan from his PF contributions after fulfilling the necessary requirements. The details of the same can be obtained from the personnel & HRD dept. at your location.

The entire contribution under this fund is payable to the employee under the following events.

(i)Voluntary or normal retirement of an employee.

(ii)In the event of the employee's death (amount will be paid to the nominee / nominees).

(iii)If the employee retires due to permanent or total disablement.

(iv)On employees resigning from the company or settling abroad.(after certain number of months )

(v)If the employee joins another company which does not have a PF facility

c) Employee Pension fund:The family pension scheme, as an extension of PF, is applicable to all the employees on the rolls of Havell's and its subsidiaries. The erfiployee's contribution to the scheme is @ 8.33% of the employees' pay which shall be remitted by the employer to the EPF within 15 days of the close of every month.

d) GratuityAs a part of the terminal benefit extended to all the employees gratuity becomes payable upon cessation of the employment after rendering a continuos service of not less than 5 years either in case (six months or more are considered to be one year).

-On Retirement

-On Resignation

After completion of every one year he will be entitled for 15 days salary as gratuity. However in case of death the Gratuity benefits will be payable (minimum one year service is required for qualifying this. scheme). The Gratuity shall be payable for every completed year of service or part thereof in excess of six months the employer shall pay the gratuity to an employee at the rate of fifteen days' wages based on the rate of wages last drawn by the employee concerned on the basis of the following formula.

15/26 x Last salary drawn x Number of completed years of service

e) Maternity benefitsAccording to the Maternity Benefit Act 1961 maternity benefits are applicable to all married female employees of the company, who have worked for atleast 80 (eighty) days preceding the 12 months immediately the date of her expected delivery. The maximum duration for which any woman is entitled to maternity benefits would not exceed 12 weeks, ordinarily six weeks upto & including the day of the delivery & six weeks immediately following the date.

In case of miscarriage she shall on production of medical proof be entitled to avail leave with salary (at the rate of maternity benefit) for a period of six weeks immediately following the day of her miscarriage. In addition the employee can avail leave for a maximum period of one month in case of her illness or illness of her child arising out of delivery. -

However in case of a miscarriage or illness the employee should submit a medical certificate from the registered medical practitioner . After completion of maternity leave& before resuming duty the employee would have to submit a fitness certificate'.

f) Accident InsuranceEmployees including managerial staff who have to travel regularly on office duty may be insured against accident risks for an amount of Rs.1 Lac to 6 lacs according to their status as determined by the company. The company shall pay 100% premium of such insurance. The categories are as under:

TM (Top Mgt.)Director /Executive DirectorsRs.6,00,000/

President / Vice PresidentRs.4,00,000/

SM (Senior Mgt.)General ManagerRs.4,00,000/

AGM / DGMsRs.3,00,000/

MM (Middle Mgt.)ManagersRs.2,00,000/

Dy. Manager/Asst. ManagersRs.,1,00,000/

10. ANNUAL BENEFITS:a) Bonus /Ex-Gratia:The Bonus shall be paid on the Earned Basic Salary during the financial year and to be calculated as per the payment of bonus act. The percentage of bonus however decided by the management in keeping with the profitability/performance of the units and also as per the determining provision of the Bonus act. It is usually announced in the month of Oct/Nov each year.

b) Leave Travel allowances (LTA):The LTA is eligible only to those employees (staff) who are specially covered under LTA rules by virtue of their appointment letter or agreement with the management, and shall be paid'as under.

Dependent family members shall also be covered under this scheme.

LTA can be availed only on completion of one-year service. However as a special case the management may relax the rules and grant LTA benefits. In subsequent years the LTA benefits can be claimed once during December to March every year.

Basic Salary

Entitlement (Rs.)

Rs. 5000/- and above (Basic)

Equal to one month Basic Salary p.a.

The employee has to inform the company of his plan to proceed on LTA must take sanction from the competent authorities atleast 15 days in advance.

LTA not availed in any financial year will lapse unless otherwise it is permitted by the management due to urgency of official work. The facts should be placed on records at Head Office for such purpose.

c) Medical Reimbursement:The employees drawing a salary less than 6501/- per month (Basic + HRA) are covered under ESI and shall get free medical treatment under ESI Scheme. Hence

They shall not be entitled for any medical benefit from`the company.. Employee not covered under ESI scheme shall get medical relief as per the mentioned norms below.

Salary

Entitlement

Rs. 6501/- and above (Basic + HRA)

Equal to one-month Basic salary p.a.

This benefit is extended to the employee, his spouse, children & dependent parents. Medical bills should be submitted, minimum 60% to 70% in original and balance can

be through declaration.

c) Mediclaim Insurance PolicyEmployees in the rank of GMs and above shall be covered - under "Mediclaim insurance policy " and full premium shall be borne by the Company.

e) Leave EncashmentAll the employees are entitled to this benefit. This benefit can be availed of provided privilege leaves are standing to his credit The encashable amount would be calculated on the basis of his prevailing total salary & is usually paid during

December/Jan every year. At the time of cessation of service either on account of Resignation, Retirement or discharge the entire privilege standing to his credit is encashed as per the company rule.

Loan scheme:Presently, no specific loan scheme exists in the company but subject to availability of -additional funds, loans may be given in exceptional cases on the 100% discretiion of the management for the purpose of marriage of children, or dependent persons, housing, purchase of vehicle (in case of entitlement) and or any unforeseen

circumstances.

To avail loan prior sanction must be secured in the prescribed proforma from Head office before any case is considered / recommended. Presently we are allowing loan facility giving salary equivalent to one-month total salary & same should be deducted in six equal installments.

Notice of Termination

On Probation :

During the probation period, the company may terminate the services of the employee at any time by giving 7days notice with or without assigning any reason whatsoever. Similarly the employee would also be at liberty to leave the services of the company at any time upon giving 7days prescribed notice.

On ConfirmationDuring the confirmed period, the company may terminate , the services of the employee at any time by giving one-month notice with or without assigning any reason whatsoever. Similarly the employee would also be at liberty to leave. the services of the company at any time giving one month's prescribed notice.

Full And Final Settlement

In case employee decides to leave the organization he will have to submit his letter of resignation to the Departmental head / Reporting manager.

Once accepted he will fill in a clearance form & get it signed from his departmental head. The-relieving letter would be issued. Only after the acceptance of his resignation & when the clearance form reaches the HRp & personnel dept. The full & final settlement of dues would be initiated as soon as the relieving letter is issued.

Marketing & Sales dept.

The marketing and sales department has to submit No due certificate from all the dealers, before leaving the company

Service Certificate:At the time of discharge, dismissal, termination of service, resignation or superannuation, an employee shall be furnished with a service certificate in the prescribed form.

TRAINING & DEVELOPMENT DEPARTMENT

The company is growing with more products being sold to increasingly diverse set of customers & competing against new set of competitors. It is therefore, imperative for us to keep abreast with world engineering needs, market development & competition.

The main objective of T&D department is "to build a competent & competitive work force to meet the challenges of growth & achieve the corporate mission". `Excellence' is moving target & the means to achieve this is learning which in itself an unending process is". There is a constant need for training in terms of product improvement and honing sales / marketing skill.

This needs result in establishing Training & Development dept., which impart training to the employees in various fields. The process of training & retraining has been set into motion to bring about a positive cultural & attitudinal change so as to ensure better responsiveness & accountability among its employees & sufficient resources have been earmarked to promote continuos development activities at all its business location in a planned, systematic & organized manner.

Most of the Training programs are conducted by in-house trainer who adds to the sense of belonging to the company & an itch to do something. The major focus area comprises of:

Corporate presentation programs.

Product Training programs

Sales management programs.

Skill development programs.

Technical education to dealers / customers

Servicing of products tips for proper use & preventive maintenance of products.

The various training programs will be conducted at Head office in Delhi and Regional offices such as Calcutta, Chennai, Ahmedabad, Mumbai, Cochin, Hyderabad, Jaipur, Chandigarh etc. Training programs are conducted for executives & managers to improve Technical & Professional skills so as to ensure positive contribution towards enhancing all round development of our employees as well as organisation thus equipping all concerned towards better cohesiveness, improved, performance, & achievement of targeted results. These training programs build a sense of comrade ship among the branches and also inter branch colleagues.

The training aims at updating the employees on the product, system & building the confidence to motivate them in taking up the challenges to achieve growth, profitability & excellence.

AN INTRODUCTION TO TRAINING:

Successful candidates placed on the job need training to perform their duties effectively Workers must be trained to operate machines, reduce scrap and avoid accidents It is not only workers but executives and supervisors who need training as well in order to enable them to acquire maturity of thought and action Training and development constitute an ongoing process in any organization Training thus means to turn members into productive insiders It is the second step after recruitment, screening and selection The principles of learning make training work ,thus how a person learns should be the guiding principle in explaining how a person should be trained Thus training requires

Practice

Feedback

Motivation to learn

Thus training is systematic and intentional basically involving the felicitation of the learning process Further training enhances three broad classes of skills

Motor skills: manipulation of physical environment based on certain patterns of bodily movements

Cognitive skills: acqusitional of mental and attitudinal functions

Interpersonal skills: enhancing interactions with other people

No organization has unlimited resources, so training has to be done on the basis of identified resources in three phases

PRE TRAINING

-Clear understanding of the situation that calls for more effective behavior

TRAINING-

Implementing the effectiveness in behavior

POST TRAINING-

The management has to handle a person who is more confident, post training A lot of adjustment is needed on both sides

OBJECTIVE OF THE RESEARCH

To understand the entire training process and identifying the training needs of the employees at the

HAVELLS INDIA LIMITEDRESEARCH METHODOLOGY

The information was basically obtained from two sources

a. PRIMARY DATA: Informal conversations were the source of information regarding the training methods already followed and identification of the training needs of the workers

b. SECONDARY DATA: Information regarding the new methods that can be implemented was collected on the basis of book research

NATURE OF TRAINING AND DEVELOPMENT

In simple terms training and development refer to imparting of specific skills abilities and knowledge to an employee A formal definition of training and development is

it is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning ,usually by changing the employees attitude or increasing his or her skills and knowledge The need for training and development is determined by employees performance deficiency which is computed as under:

TRAINING AND DEVELOPMENT NEED=

Standard performance

-Actual performance

According to Edward B. Flippo Training is the act of increasing the knowledge an skills of an employee for doing a particular job

Thus training is an organized activity for increasing the knowledge and skills of people for a definite purpose It involves a systematic procedure for transferring technical know how to the employees so as to increase their knowledge and skills for doing specific jobs with proficiency In other words, the trainees acquire technical knowledge, skills and problem solving ability by undergoing the training programme Training objectives should always be expressed in behavioral terms to remove ambiguity and vagueness e.g. To have more productive workers (vague)

To increase output by 10%over current levels (behavioral terms)

EDUCATION TRAINING AND DEVELOPMENT: DIFFERENCE

The processes of training and development are often confused Training means learning of basic skills and knowledge necessary for a particular job or a group of jobs But development on the other hand means growth of the individual in all respects However education is afar broader term in comparison to the above two Its purpose is to develop the individuals It is concerned with increasing the general knowledge and understanding of the environment as a whole Education is more formalized then development and is in general imparted in schools and colleges The distinction between the three can be made as under:

TRAINING VERSUS DEVELOPMENT

According to Dale Yoder the use of terms training and development in todays employment setting is far more appropriate than training alone since human resources can exhibit their full potential only when the learning process goes far beyond the simple routine

TRAININGDEVELOPMENT

Training means learning skills and knowledge for doing a particular job It increases the job skillsDevelopment means the growth of an employee in all respects It shapes attitudes

The term training is generally used to indicate imparting specific skills among operative workers and employeesThe term development is associated with the overall growth of the executives

Training is concerned with maintaining and improving the current job performance Thus it has a short term perspectiveExecutive development seeks to develop competence and skills for future performance Thus it has a long term perspective

Training is job centered in natureDevelopment is career centered in nature

The role of trainer or supervisor is very important in trainingAll development is self development The executives have to be internally motivated for self development

TRAINING VERSUS EDUCATION

According to Carnegie Training refers to the process of imparting specific skills Education on the other hand is confined to theoretical learning in class rooms

TRAININGEDUCATION

Application orientedTheoretical orientation

Job experienceClassroom learning

Specific taskGeneral concepts

Narrow perspectiveBroad perspective

To conclude, in order to bring about a distinction, amongst training development and education in sharp focus it can be said that training is offered to operatives, whereas development programmes are meant for employees in higher position Education however is common to all employees their grade not withstanding

TRAINING OBJECTIVES

Optimize the workers performance in pursuit of organizational goals

To develop a person s behavioral patterns in areas of knowledge skills or attitude to achieve a desired performance level

Interaction during training programmes lets the management understand what motivates or satisfies the workers

Leads to improvement in safety standards

Leads to understanding of corporate strategies

Manpower planning

Unifying individual objectives with those of the organization and vice versa

INPUTS IN TRAINING NAD 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 In addition to these there is a need to impart ethical orientation, emphasize on attitudinal changes and stress upon decision making and problem solving abilities

SKILLS

There are three kinds of skills that need to be imparted These are

Basic skills/technical skills

Motor skills

Interpersonal skills

It also enables to operate machines and use other equipment with least damage and scrap Without the basic skill an operator will not be able to function properly Motor or psychomotor skills on the other hand refer to performance of specific physical activities These skills involve learning to move various parts of ones body in response to internal and external stimuli Lastly employees particularly supervisors and executives need interpersonal or the people skill to understand oneself and others better and act accordingly

EDUCATION

The purpose of education is to teach theoretical concepts and develop a sense of reasoning and judgment that any T&D programme must contain an element of education is well understood by the HR professionals Any such programme has university professors as resource person to enlighten participants about theoretical knowledge of the topics proposed to be discussed

DEVELOPMENT

Another component of training and development programme is development, which is less skill oriented but stresses on knowledge An organization expects the following from its mangers when they are deputed to attend training and development programme

How to make managers self-starters How to imbue them with a sense of commitment and motivation so that they become self-starters?

How to make them subordinate their parochial, functional loyalties to the interests of the organization as a whole?

How to make them result oriented? How to help them to see and internalize the differences between activity and results between efficiency and effectiveness?

How to make them sensitive to the environment in which they function both at the workplace and outside

How to make them aware of themselves their potentials and their limitations How to help them to see themselves as others see them?

How to teach them to communicate without filters to see and feel others view points

How to help them to understand power and thereby develop leadership styles which inspire and motivate others?

How to instill a zest for excellence a divine discontent a nagging dissatisfaction with the status quo

ETHICS

There is a need for imparting greater ethical orientation as they are largely ignored It is also significant because of the following reasons:

Ethics correspond to the basic human needs All of s want to be ethical in our personal lives and business dealings too

Values create credibility in public

Values lend management credibility with employees They provide a common language for aligning a companys leadership and its people

Ethical attitudes help management make better decisions which are in the interest of the public the employees and in the long run the company itself

Ethical practices are good even from the profitability point of view According to a survey organizations that showed the highest concern were the ones that showed highest profits

Finally ethics are important because government and law cannot always protect the society but ethics can

ATTITUDNAL CHANGES

Attitude represent feelings and beliefs of individuals towards others Attitudes affect motivation, satisfaction and job commitment Negative attitudes need to be converted into positive ones Negative attitudes are difficult to change because

Employees refuse to change

They have prior commitments; and

Information needed to change attitude may not be sufficient

DECISION MAKING AND PROBLEM SOLVING SKILLS

Decision making and problem solving skills focus on method and techniques for making organizational decisions and solving work related problems Learning related to decision making and problem solving skills seeks to improve trainees ability to define and structure problems, collect and analyze information, generate alternative solutions and make an optimal decision alternatives Training of this type is typically provided to potential managers, supervisors and professionals

POINTS TO BE KEPT IN MIND WHILE TRAINING

It is the means to an end not an end to a means

The management must have a responsible attitude

The trainees would be unwilling to participate in training if the trained employees are being paid less

THE ENTIRE PROCESS OF TRAINING

Just like the budget TNA estimates the training needs of the different levels of employees in the organization Although this is done at the beginning of the year, yet to make my concepts clearer I was asked to submit an exhaustive list of many topics, on which training could be carried out at he different levels The levels were classified into:

DIAGRAM SHOWS THE DIFFERENT MANAGEMENT LEVELS IN AN ORGANIZATION

These were the training areas identified:

FOR THE TOP LEVEL

1. Management development programmes

2. Emotional training

3. Succession plan

4. Leadership

5. Quality management

6. Cost cutting and maintenance

7. Motivation

8. Employee retention

9. Risk management

10. Manpower planning

11. Stress management

12. Conflict resolution

13. Labour relations

14. Business ethics and conduct

15. Self appraisal

16. Counseling

17. Planning, organizing and controlling

18. Management by objectives

19. Job enrichment

20. Effective communication

21. OD interventions

22. Civil rights and equal opportunity programs

23. Employee empowerment

24. Customer development (marketing)

25. Personal development

26. Customer relationship management (marketing department)

27. Grievance handling (particularly the HR department)

28. Technology trends

29. Training for internal trainers

FOR THE MIDDLE LEVEL

1. Manpower planning

2. Job enrichment

3. Self appraisal

4. Civil rights and equal opportunity programme

5. Work performance and conduct

6. Security and safety

7. Labour relations

8. Prevention of stock shortages and equipment failures

9. Effective communication

10. Interpersonal skills

11. Technology trends

12. Supervision

13. Training for internal trainers

14. Quality management

15. Basic decision making

16. Cost cutting

17. Motivation

18. Team building

19. Kaizen and 5S

20. Disciplinary training

FOR THE LOWER LEVEL

The lower level can be divided further into:

Skilled

Semi skilled; and

Unskilled

There training needs are as under:

1. Disciplinary training

2. Career planning (skilled)

3. Skill enhancement; basic process training

4. Technology trends

5. Self appraisal (skilled/semiskilled)

6. Civil rights and equal opportunity programs

7. Work performance and conduct

8. Effective communication

9. Quality management

10. Prevention of stock shortages and equipment failure

11. Hygiene

12. Safety: generic and machine specific

13. Cost cutting

14. Motivation (skilled)

15. Standard operating procedures (semiskilled/unskilled)

THE TRAINING CALENDAR

Once the training needs are identified a training calendar giving the training schedule for each month is prepared specifying the training needs for different cadres of employees. The calendar may be altered if required

At the Havells India Limited, training is taken at all levels on a regular basis A few days before the actual training programme the, a notice of the same is sent out to the nominated trainees or the HR department may ask the respective department heads to nominate their own trainees. The training calendar is consulted at the beginning of each month and a notice of the programme to be conducted is given out

THE TRAINING NOTICE

The training notice contains all the information related to the training programme It is generally in the form of an internal memo It contains the date on which the training programme is to be conducted, the venue the nominees etc

THE TRAINING PROGRAMMES ATTENDED AT THE HAVELLS INDIA LIMITED

Training is a regular feature at the Havells India Limited. Due to some internal problems no training could be held for the period of May 2004 Some of the topics scheduled for May were taken over in the first week of June All the topics dealt with were for the workers To enable more number of workers to gain knowledge the venue was shifted over to the companys garden The timings were 6:00-7:00PM i.e. after the days work was over

Mr. Sanjay Kumar Nagar provided the training, Head HR &Administration He imparted training on the following topics

1.Effective communication

2.5s

3.Kaizen

4.Hygiene and safety

Hindi in its simplest and spoken form was used, as a medium of instruction Humor was an important element without which the attendance would have been quite low these meetings had an air of relaxed informality where participation and questions were encouraged on the part of workers

FACTORS THAT ENSURE SUCCESS OF A TRAINING PROGRAMME

1. THE OVERALL TRAINING PROGRAMME

A training programme, is more than simply the sum of its parts They all must be interwoven into a unified design .The factors that affect such integration include how methods are selected sequenced and presented For an evolution of a training programme seven steps are summarized here

STEP 1:Define the problem

STEP 2:Arrange the problem in order of priority

STEP 3:Analysis of the problem

STEP 4: Set the targets

STEP 5: Produce a training plan

STEP 6:Implement the training process

STEP 7: Evaluate the results

THE SYSTEMS APPROACH TO TRAINING

The systems approach to training given by Eckstrand involves seven major steps

1.define training objectives

2.develop criterion measure to evaluate training

3.define training contents

4.design methods and training materials

5.integrate training programmes and trainees

6.compare graduates to criteria standards set in step 2

7.modify step 3 &4 based upon results in step 6

ASSESING TRAINING NEEDS

In a way training needs analysis (TNA) is an examination of the training system There are a variety of internal and external forces in an organization to change The following table lists some of these forces and their implications for training within organizations. Often organizations attempt to change with these forces by maintaining the status quo some will respond to these forces and recognize the need to change

FORCESTRAINING IMPLICATIONS

Increased computerizationTraining in the use and mgmt of computers

Increased demand for employees with technological skillsDevelop these skills in the current employees

Changing composition of the workforce (e.g. greater education, more minorities and females)Need for managers who know how to relate to employees problems and can work in a cooperative manner with employees

More demand on management timeNeed for managers who can make quick and accurate decisions

Greater foreign competitionNeed for employees who have skills in the technical aspect of the job

Need for managers who have skills in management techniques that maximize employee productivity

THE CHANGE MODEL

TNA can be done on the basis that what sorts of changes are needed for the betterment of the organization. This gives rise to the Change model Price observes that training need exists when there is a gap between the present performance of an employee or group of employees and their desired performance .If an organization uses training to achieve its goals it must first access its training needs

Which goals can it attain through training

Which people need training?

What is the purpose of training; and finally

What will be the training cores?

Goldstein believes that assessing training needs is far more important tan choosing particular training technique The Change Model is depicted as under:

Stimulus for change

Recognition of the

Stimulus

Recognition of the

need to change

Diagnosis

Goals

In other words we can say that Training needs assessment (TNA) is the examination or the diagnostic portion of the training system, the system that TNA examines are often referred to as perceived performance deficiencies A perceived performance deficiency exists where there is a difference between the expected and perceived job performance Perceived performance deficiency can be equated with the reasons that often lead to losses within organizations or with the symptoms of the need to change The example below depicts this in a clearer way:

TIPS ON PROVIDING THE RIGHT KIND OF TRAINING

Before examining the various forms of TNA it is important to focus on the kinds of training organizations should provide. Training should be provided based on current and/or future job requirements training should have a dual goal of organizational effectiveness and an improved work experience for the job incumbent Organizations should benefit from training if it raises employee performance by raising skill and motivation level and /or increases the organizations ability to attract or retain high quality employees and Attempts are made to determine the training needs for the entire organization rather than its specific departments to involve the top management in this programme The existence of the gap between employees present performance and the desired performance can be determined on the basis of skill analysis involving five steps

Analysis and determination of the major requirements of the specific job

Identification of the task needed to be accomplished to meet the job requirements

Understanding of the procedures needed to accomplish each of the job tasks

Analysis of the knowledge and skills needed to accomplish the procedures; and

Identification of the special problems of the job and analysis of any particular kind of skill needed to meet the problem

Selection policy and size and general skill level of the available work force are two of the important factors that affects the general ongoing training programme of an organization Training programmes should be formulated by the line personnel with the advise and assistance of the staff An important point to be noted is that training can also be given in lieu of the high standards accomplished by the employees i.e. in the form of a reward

YODERS PRINCIPLES FOR EFFECTIVE TRAINING

1. Training is a management function and accordingly every individual is a trainer

2. The staff trainer must not exert authority over line but provide advice and guidance

3. Every individual requires training

4. Training should be supported by all levels of managers

5. Either a committee or some other individual should be eventually responsible for training

6. Attempt must be made to distinguish between staff and line training functions

7. Training should be aimed at the attainment of the objectives of the enterprise by providing proper knowledge skills and attitude

8. The objective and scope of the training should be defined at the very outset of the programme

9. Attempts should be made to employ tested principles of learning

10. Training should be imparted in the real work environment

11. Lastly everything should be measured and the proper yardstick standard time cost etc should be developed

SUMMARY: ESSENTIALS OF TRAINING

To conclude there are four essential s for effective training namely:

a) Stimulus

b) Response

c) Motivation

d) Reward and incentives

STIMULUS: The trainers communication must be scientific and to the point The trainee should understand what he is going to learn The instructor must use all or at least most of the sense organs of the trainee so as to get maximum possible participation

RESPONSE: The trainer must observe the responses of the trainees as well as the result of his stimuli The responses of the trainees can be observed either by asking questions or allowing him to do the job according to his directions The instructor should allow the repetition of the correct response and encourage the trainees to retain the improved behaviour

MOTIVATION: The trainee must be motivated to learn Unless the trainee is motivated and interested in learning, even a good instructor cannot train him Thus a positive attitude towards learning must be inculcated in the trainee

REWARDS AND INCENTIVES: Rewards and incentives act as a stimulus for the trainee to satisfy his need for social approval For any effective training programme the management must have a provision for the trainees The management must give sufficient information about the reward whether in the form of financial or non financial benefits to the trainees who will come out successfully of the training programme

At present there is no systematic standardization of the different training programmes in India Each organization has developed its own method of training both for workers and supervisors However management must consider a systematic training to improve the efficiency and morale of the employees systematic training programme will help the management to standardize the job performance as well as the selection and placement programme As already specified for the success of any training programme the selection of trainer is of prime importance The trainer must be picked from the immediate supervisors in case of on the job training programme Secondly the statues of the training in charge should be equivalent to that of the personal manager in the organisationThirdly the needs of training should be based on organizations needs The last but not the least important point is the importance of human relations for the development of an effective organization Training in good human relations means training good leadership and developing sound relationship among people in the organization

CATAGORIES OF TRAINING NEEDS ANALYSIS

A TNA can be categorized based upon whether it is reactive or proactive

A reactive (i.e. remedial) TNA occurs when the perceived performance deficiency is a discrepancy between perceived and expected performance for the employees current job A proactive TNA is conducted to respond to the perception that current job behavior reflects an inability to meet future standards or expectations There are two variants of the proactive TNA namely:

Preventive approach

Developmental approach

The preventive approach is designed to assure that an employee will be able to meet future expectations for his or her current job The developmental approach is conducted when current job behavior leads to the perception that the individual has the potential but is not yet ready to perform at a higher level position A proactive TNA rests on the ability of someone to predict or anticipate a future problem

Any well done TNA is time consuming and costly ,it may seem logical that many organizations do not conduct a TNA prior to training

TNA increases the probability of a successful training effort by determining if and how training can help to solve a particular problem It is impossible for trainers to prove that their training activity caused an improvement in job performance without conducting a TNA

HOW SHOULD A TNA BE CONDUCTED

To pinpoint the range of training needs and define their content, the HR department uses different approaches to need assessment It may survey potential trainees to identify specific topics about which they want to learn more Another HR led approach is task identification Trainers begin by evaluating the job description to identify the salient task that the job requires Trainers are also alert to others sources of information that may indicate a need for training such as production records quality control reports grievances, safety reports, absenteeism and turnover statistics and exit interviews of departing employees may reveal problems that should be addressed through training and development efforts Training needs may also become apparent from career planning discussions or performance appraisal reviews Supervisors see employees on daily basis and thus are another source of recommendation for training The HR department also reviews self nominations to learn whether training is actually needed Self nominations appears to be less common for training situations but more common for developmental activities

KEY STEPS INVOLVED IN CONDUCTING A TNA

Defining the perceived performance deficiency

Prioritizing the problem

Identifying the job requirements, trainees skills and abilities and environmental constraints on correcting the deficiency

Developing the behavioral description of the need

These steps are explained as under:

Ask questions about the job

Training committees and conferencesInputs from several view points can often reveal training needs

Analysis of the operating problemIndicators of task interference environmental factors

Card sortUtilized in training conferences how to statements sorted by training importance

1. PERSON ANALYSIS

A person analysis compares the individual with the task requirements The individual must have the necessary KSA as well as the motivation and the opportunity to perform the task Training the incumbent can typically rectify the deficiencies that are due to lack of skill or knowledge To ascertain whether a lack of KSA is the cause of the performance deficiency the incumbent must be asked to perform the desired behavior

2. DEFINE THE DEFICIENCY IN BEHAVIORAL TERMS

The first step in the diagnostic process is to clearly define the deficiency in the behavioral terms, that needs to be corrected In a reactive TNA the problem is typically identified as a result of the performance appraisal Problem identification for a proactive TNA stems from performance appraisal in conjunction with a planning process Whatever be the source or type, there is often a tendency to state the problem in terms of the perceived solutions rather than in behavioral terms According to Mager and Pipe one way of removing the problem is to ask the individual defining the problem what specific behaviors are not taking place that should be Without a specific behavioral description of the problem an accurate TNA is highly improbable.

2.PRIORTIZE ORGANISATIONAL GOALS

Since organizations have limited resources all problems cannot be handled simultaneously An organizational analysis asks what problem should be solved to provide the greatest organizational benefit

The answer to this question will depend upon the following three criteria:

ORGANISATIONAL GOALS: The extent to which the performance deficiency hinders the attainment of organizational goals

RESOURCES: The capacity to take corrective action must also be considered Just as any individual has strengths and weaknesses so to do training departments (and immediate supervisors) differ in their abilities to rectify the performance problems These along with other resource limitations (such as budget and time constraints must be considered)

PROBABILITY OF SUCCESS: The objective of training is to improve performance by changing behavior Even if a training need is accurately identified and the correct timing is effectively administered there are still a variety of factors that may inhibit behavioral change One such factor is the particular climate/culture of the organization Orientation towards development is a dimension of climate that has been identified by several researchers The table on the next page lists a variety of resources that can be used in organizational analysis.

DATA SOURCE RECOMMENDEDTRAINING NEED IMPLICATION

Organizational goals and objectivesWere the training emphasis can and should be placed These provide normative standards of both direction and expected impact which can highlight deviations from objective and performance problems

Manpower inventoryWhere training is needed to fill the gaps caused by retirement turnover age etc This provides an important demographic data base regarding possible scope of the training programme

Skill inventoryNumber of employees in each skill group, knowledge and skill level training time per job etc This provides an estimate of the magnitude of the specific training needs Useful in cost benefit analysis of training projects

Organizational climate indicesThese quality of working life indicators at the organizational level may help focus on problems that have training components

Analysis of effective indicesCost accounting concepts may represent ratio between actual performance and the standard or desired

Changes in system or subsystemNew or changed equipment may present training problems

Management requests or interrogationOne of the most commom techniques of TNA

Exit interviewsOften information not otherwise available can be obtained in these problem areas and supervisory training needs specially

MBO or Work Planning and Review systemsProvides performance review potential review and long term business objective Provides actual performance data on recurring basis so that base line measurement may be known subsequently improvements may be made

Of all the sources listed the most useful for an organizational analysis is the organizations goal and objectives In larger organizations a formal strategic document exists which the trainer should not only read but analyze to get the true feeling for the direction in which the organization is headed

3. JOB TASK AND WORK ENVIRONMENT ANALYSIS

As part of TNA a job analysis should focus on what the trainee needs to be able to do, to perform the job satisfactorily In TNA a job analysis should take both worker and task oriented approach A worker oriented approach focuses on the skill knowledge and abilities to perform the job These might include elementary notions, job demand and the specific human behavior involved such as decision making, communicating etc A task oriented approach focuses on a description of the work activities performed These involve a description of how where why a worker performs an activity The table below specifies the data sources for job analysis

TECHNIQUES FOR OBTAINING JOB DATATRAINING NEEDS IMPLICATIONS

Job descriptionOutlines the job in terns of typical duties and responsibilities but is not meant to be all inclusive Helps define performance discrepancies

Job specifications or task analysisList specified tasks require for each job More specific than job descriptions Specifications may extend to judgment of the reqd knowledge and skills

Performance standardsObjectives of the task of the job and standards by which they are judged This may include base line data as well

Perform the jobMost effective way o determining specific tasks but has serious limitations the higher the level of job the greater is the gap between performance and result outcomes

Observe job work sampling

Review literature concerning the jobPossibly useful in comparison analysis of job structure but far removed from unique aspect of the job structure within any specific organization

4. WORK ENVIRONMENT ANALYSISEven if the KS is acquired there is no guarantee that the deficiency will be eliminated Training can only rectify a deficiency which is due to the lack of KS.However, the capacity to perform will not result in performance if the other two variables are not present analysis The assessment of whether these variables are present is referred to as work environment

4. DEVELOP OBJECTIVES

The information obtained in the job, person and work environment analysis is used to develop the training objectives Many advocate this approach while others have questioned its value. Critics have typically stated that behavioral objectives are rigid and fail to consider individual learning styles

TRAINING AND DEVELOPMENT APPROACHES

INTRODUCTION: DISTINCTION BETWEEN KNOWLEDGE, SKILLS AND ATTITUDE

While the purpose of training in the business context has changed very little over the past several years, the approach, the methods and the techniques used have progressed considerably Specialists have become more aware of what their role should be, what trends to motivate people to work in various kinds of employment and what are the most acceptable and profitable ways of achieving the desired performance from individuals and groups Employers too have grown to recognize the value of investing in training with these ends in view

It has been accepted over some years that all training can be categorized under the heading of knowledge skills and attitudes At one time little distinction was made between these three areas

Skills were seen to be acquired when knowledge of the method process or system was passed on either by word of mouth or in writing Learners were expected to be proficient in a job after being told what to do Those who were slow learners were considered untrainable and thus discharged

The approach to attitude in training was negative Employees were often seen to have the wrong attitude when they failed to meet the employers demand but it wasnt in practice to inculcate the right attitude i.e. the one that could be accepted as constructive But the work of behavioral scientists has helped to bring about a change in the recent years Trainers today are aware that men cannot be treated like machines

The distinction between knowledge and skills has also come about much by reason of workers pressure as because of managerial enlightenment Employees were outsiders and the business secrets were not divulged to them They lived in blissful ignorance of the aims of the organization and the significance of themselves Today managements have become aware of the facts that employees who re kept in the picture about what is going on are likely to accept and give commitment to management decisions After all uncertainty can have a more damaging effect on workforce than bad news

Moreover employees need to be continually updated in specific work areas Many, but not employees are dedicated enough to undertake private study to keep abreast of the latest developments in their field Self development according to most trainers is the best and the most effective means of training Nevertheless the employers have a responsibility towards the employees Thus there is a continuous need for knowledge training Not only is it necessary to cover the knowledge required to enable an employee to carry out a specific job but a good deal more information about the business has to be imparted if a person is to be made the contributing member of the team

In selecting training and development techniques, trade off exists That is no single technique is always best: the best method depends on: cost effectiveness, desired programme content, learning principles, appropriateness of the facilities, trainee preferences and capabilities The importance of these six trade offs depend s on the situation There is a range of teaching methods available to trainers Each method has its advantages and disadvantages in terms of the objective of a particular training programme The difference between training methods lie mainly in terms of the trainees personal involvement or participation in the process of learning The choice of the training method depends on

Experience and competence of the instructor; and

How much a particular group of trainees will learn from a particular method or a combination of methods

The intellectual level and educational background of the participants, the participants age and practical experience

Depends on the social and cultural factors in the environment Now many participative methods are accepted and used in management training

Some methods are more effective in achieving certain objectives than others

It also depends on the time and availability of resources and infrastructure al facilities

Training may be classified lucidly as given by Yoder into the following categories

1. General training methods

2. Rank and file job training methods

3. Craft training method

4. Executive training method

5. Special training method

The second classification can be on the basis where the training takes place i.e.

1. On the job training

2. Off the job training

TYPES OF TRAINING METHODS ON THE BASIS OF ABOVE CLASIFICATION

INDUCTION OR ORIENTATION TRAINING

Induction or orientation training may be defined as a process of guiding and counseling the employee to familiarize him with the job situation The induction process accomplishes several objectives including formation of a favorable impression and attitude, development of a feeling of belongingness and felicitation of learning and teamwork on part of the employees content of the induction programme should be predetermined in the form of a checklist specifying the topics to be covered Attempts are to be made to follow up and assess the programme by interviewing the new employees as a measure to correct the gaps in the knowledge and attitude of the employees

RANK AND FILE JOB TRAINING

This is based on similarities in training on several specific jobs This type of training can either be imparted in a class room or on the job It is performed by foreman or a group leader Its advantages arise in so far as it is realistic and economical and does not hamper production as well as necessitate transition from classroom to job situations Its limitations include

1. The trainer may be an incompetent teacher

2. The shop floor maybe busy

3. There may arise heavy production losses

SUPERVISORY TRAININGSupervisory training needs reveal utmost divergence in view of the divergent duty of the supervisor Employee attitude survey s help in finding areas of supervisory training Likewise supervisors themselves may be requested to indicate the areas where they need training Frequently these surveys indicate that supervisors need training in human relations, production control, company policies and how to instruct Supervisory courses consist of Job method training (JMT) and Job relations training (JRT)

The JMT helps the supervisors to improve methods in their departments, while the JRT helps them in handling human relations problems in their departments

ON THE JOB TECHNIQUES

As the name suggests on the job techniques are conducted in the real job settings On the job methods usually involve training in the total job These methods are typically conducted by individuals, workers or supervisors The main advantage is that the trainees learn while actually performing the job which may minimize the training costs They also learn in the same physical and social environment in which they will be working once the normal training period is completed However this method has its limitations It does happen sometimes that the supervisors and coworkers are not interested in training new employees This becomes a problem particularly when the trainers believe that their job security may be threatened by training the new comers

JOB INSTRUCTION TRAINING

Job instruction training (JIT) is received directly on the job, and is so often called on the job training It is primarily used to teach workers how to do their current jobs In this the worker learns to master the operations involved on the actual job situation under the supervision of his immediate boss who has to carry the primary burden of conducting this training Usually no equipment or space is needed, since new employees are trained in the actual job location

The trainer may be a skilled workman He may be a superior who breaks in the new man and then turns him over to the skilled workman who continues to guide the learner

JIT may include the following steps

1. The trainee receives an overview of the job, its purpose and its desired outcomes with an emphasis on the relevance of the training

2. The trainer demonstrates the job to give the employees a model to copy

3. The trainee then mimics the trainers example

4. Demo by the trainer and practice by the trainees is continued till the job is mastered

5. On the above basis a continuous feedback is received

6. Finally the employee performs the job without supervision, although the trainer may visit the employee to see if there are any lingering questions

ADVANTAGES

It is easily organized, is realistic and stimulates high motivation

It speeds up the workers adjustment to his superior and fellow workers

The cost of such a training is quite low

In terms of learning principles, the method facilitates positive transfer since the training and actual work situations are almost identical

It provides active practice and immediate knowledge of results

DISADVANTAGES

The assigned instructor may be a poor teacher

The instructor may be antagonized by an additional assignment

The worker in his haste for immediate production may fail to learn the best way of doing the job

The actual costs considering the trainers time loss (if the trainee fails to learn the job properly) as well as the wasted material and damaged equipment may be heavy

The training programmes are often briefly and poorly structured

Many established workers find teaching a new recruit to be a nuisance and the new employee may be pressured to master the task too quickly

Before implementing effective JIT programme, one should take into account certain things, these are as under:

Firstly the choice of trainers should be based upon their ability to teach and their desire to take this added responsibility

The trainer should be trained in proper methods of instructions

Adequate evaluation of the trainers progress has to be made frequently and then fed off back to the trainee using reliable and valid methods

Trainers and trainees should be carefully paired in order to minimize differences in background languages personality, attitudes or age that may inhibit communication

The trainer must be made to realize the importance of close supervision in order to avoid trainee injuries

JIT should be used in conjunction with other training approaches such as programmed instruction lectures and films

JOB ROTATION

To cross train employees in a variety of jobs, some trainers move a trainee from job to job by job instruction training This is a method of training wherein workers rotate through a variety of jobs, thereby providing them a wider exposure Trainees are placed in different jobs in different parts of the organization for a specified period of time They may spend several days or even years in different company locations In this way they get an overall perspective of the organization Besides giving workers variety in their jobs it helps the organizations in vacations ,absences downsizing or when resignations occur It helps workers to sharpen their skills and is used to develop people for higher level positions by exposing them to a wide range of experience in a relatively short span of time It is used for both blue collared as well as white collared positions

ADVANTAGES

High degree of learner participation and job transferability

Creates flexibility during manpower shortages

Workers having the right skills can step in to fill open slots

The method provides new and different work on systematic basis giving employees a variety of experiences and challenges

Employees also increase their flexibility and marketability as they can perform a wide array of tasks

LIMITATIONS

Time consuming and expensive

Due to individual differences different employees are not equally suited for all jobs It weakens a workers commitment to a given job

Job rotation also challenges one of the basic principles of personnel placement: that workers be assigned to job that best matches their talents and challenges

APPRENTICESHIP

Apprenticeship training is ancient device An apprentice is a worker who is learning a trade but who has not reached the state where he is competent to work without supervision It is particularly common in the skilled trades. Organizations that employ skilled trade people such as plumbers, carpenters, masons, printers and sheet metal workers may develop journeymen by conducting formal apprentices programmes A new worker is tutored by a established worker An apprenticeship lasts 2 to 5 years Classroom instructions are imparted typically in the evenings for 144 or more hours per year Each apprentice is usually given a workbook consisting of reading material, tests to be taken and practice problems to be solved The apprentice serves as an assistant and learns the craft by working with a fully skilled member of the trade called a Journeyman This training is used in such trades ,crafts and technical fields in which proficiency can be acquired after a relatively long period of direct association with the work and under the direct supervision of experts At the end of apprenticeship programme ,the person is promoted to journeyman

ADVANTAGES

Training is intense, lengthy and usually on one to one basis

DISADVANTAGES

This kind of training basically discriminates and gives preference treatment to friends and relatives

Time use in the programme is on basis of advancement rather than demonstrated ability This result in some skilled apprentices remaining at minimal wages, a situation that companies sometimes have exploited

The members of the trade predetermine the amount of time an apprenticeship lasts

COACHING

At management levels, coaching of immediate subordinates by their managers is common Coaching is similar to apprenticeships because the coach attempts to provide a model for the trainee to copy It tends to be less formal than an apprenticeship programme because there are few formal classroom sessions and because it is provided when needed rather than being part of a carefully planned programme Coaching is almost always handled by the supervisor or the manager not by the HR department

ADVANTAGES

Coaching thrives in a climate of confidence, a climate in which subordinates respect the integrity and capacity of their superiors

Coaching can take greatest advantage of the possibilities of individualized instruction concentrating on those specific stimulus situations subordinates find hardest to deal with, those specific performances subordinates find hardest to improve and the kind and quality of feedback which can have great impact on subordinates

Participation, feedback and job transference are likely to be high in this form of learning

DISADVANTAGES

Coaching is likely not to be effective as less directive approaches such as nondirective counseling or sensitivity training the trainees shortcomings are emotional or personal Coaching may be effective if relations between trainee and coach are ambiguous, in that the trainee cannot trust the coach

VESTIBULE TRAINING

To keep instructions from disrupting normal operations, some organizations use vestibule training This type of training is often used in production work A vestibule consists of training equipment that is set up a short distance from actual production line The method is good for promoting practice a learning principle involving the repetition of behavior These special training areas are used for skilled and semiskilled jobs particularly those involving technical equipment

ADVANTAGES

Trainees can practice in the vestibule without getting in the way or slowing down the production line

DISADVANTAGES

Vestibule is small so relatively few people can be trained at the same time

OFF THE JOB TRAINING TECHNIQUES

Off the job methods are those training and development programmes that take place away from the daily pressures of the job and are conducted by highly competent outside resource people who often serve as trainers, which is one of the main advantages of this method Such people include technicians, consultants and university faculty Its major drawback is the transfer problem Too often trainees learn new facts and principles at lectures workshops and conferences but have no idea how to apply them, once they are back in their jobs

LECTURES

The lecture method is a popular form of instruction in educational institutions Even though the effectiveness of the lecture method is often questioned many instructors find themselves 30%-50% of their time lecturing It is also used in industry Lectures consist of meeting in which one or a small number of those present actually play an active part The lecturer may be a member of the company or a guest speaker Before preparing a lecture the following 4 questions must be considered

Who is your audience?

What is your audience?

What is the available time?

What is the subject matter?

Besides the following points must be considered:

It should be brief and to the point, presenting the theme of the subject in a manner that arouses the interest of the audience from the start

The speaker must poised courteous and sincere

Simple language must be used

The method is generally used when:

1. Basic theoretical knowledge has to be built up before actual practice

2. When the summary of some research work has to be communicated

3. With a more homogeneous audience a trainer can direct the lecture to specific topics and techniques which is often more beneficial than using some broad based material

MERITS:

Large number of people can be trained /taught at the same time

Method is cost efficient and effective

Lecture method has more participant acceptability than training directions

DEMERITS: It gives very little opportunity for active practice, development, knowledge of results and transfer of learning

It produces staleness and monotony resulting in less absorption of knowledge by students

Trainees themselves have to understand and personalize the contents of a lecture

There is a little chance for dialogue, questions or discussion of individual problems and special interests

It is not suitable for courses where people with work experience are participating

There is one way communication, no interaction among group members is encouraged

The method cannot adopt itself to the individual differences and is farthest from reality

AUDIO VISUAL TECHNIQUES:

Audiovisual techniques cover an array of training techniques, such as films slides and videotapes. It allows participants to see while listening and is usually quite good at capturing their interests These allow a trainers message to be uniformly given to numerous organizational