Summer Training Project Report ON

MARKETING STRATEGY OF AIRTEL

Submitted towards the partial fulfillment of requirement of Mahamaya Technical University, Noida. for the award of degree of Master of Business Administration (MBA).

2010-2012
Submitted To : MR. ABHINEET SHARMA Submitted By: SHIVANI GUPTA ROLL. No. -1014670053

DECLARATION

I, hereby declare that the research work presented in the summer training based project report entitled, MARKETING STRATEGY OF AIRTEL for the partial fulfillment for the award of Master of Business Administration from MTU is based on my original research work. The project report embodies the result of original work and studies carried out by me and the content of the project do not from the basis for the award of any other degree to me or to anybody else.

SHIVANI GUPTA

EXECUTIVE SUMMARY
Every organization needs to have well trained and experienced people to perform the activities that have to be done. If current or potential job occupants can meet this requirement, training is not important. When this not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. It is being increasing common for individual to change careers several times during their working lives. The probability of any young person learning a job to day and having those skills go basically unchanged during the forty or so years if his career is extremely unlikely, may be even impossible. In a rapid changing society employee training is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force. The entire project talks about the training and development in theoretical as well as new concepts, which are in trend now. Here we have discussed what would be the input of training if we ever go for and how can it be good to any organization in reaping the benefits from the invested in terms like (ROI) i.e. return on investment. What are the ways we can identify the training need of any employee and how to know what kind of training he can go for? Training being covered in different aspect likes integrating it with organizational culture. The best and latest available trends in training method, the benefits which we can derive out of it. How the evaluation should be done and how effective is the training all together. Some of the companies practicing training in unique manner a lesson for other to follow as to how to train and retain the best resource in the world to reap the best out of it.

Development is integral part of training if some body is trained properly and efficiently the developments of that individual and the company for whom he is working. Here we discussed about development of employee, how to identify the needs, and after developing how to develop executive skill to sharpen there knowledge. Learning should be the continuous process and one should not hesitate to learn any stage. Learning and developing is fast and easy at Earth Infrastructure .

CONTENTS

01 02 03 04 05 06 07 08 09 10 11 12 13 14

DECLARATION CERTIFICATE ACKNOWLDGEMENT PREFACE INTRODUCTION OBJECTIVE EXECUTIVE SUMMARY COMPANY PROFILE LITERATURE REVIEW RESEARCH METHODOLOGY DATA ANALYSIS LIMITAION CONCLUSION SUGGESTION Bibliography

02 03 04 05 07 09 10 12 24 82 84 94 95 96

INTRODUCTION
Employee training tries to improve skills, or add to the existing level of knowledge so that employee is better equipped to do his present job, or to prepare him for a higher position with increased responsibilities. However individual growth is not and ends in itself. Organizational growth need to be measured along with individual growth. Training refers to the teaching /learning activities done for the primary purpose of helping members of an organization to acquire and apply the knowledge skills, abilities, and attitude needed by that organization to acquire and apply the same. Broadly speaking training is the act of increasing the knowledge and skill of an employee for doing a particular job. In todays scenario change is the order of the day and the only way to deal with it is to learn and grow. Employees have become central to success or failure of an organization they are the cornucopia of ideas. So it high time the organization realize that train and retain is the mantra of new millennium.

SCOPE OF THE STUDY

The scope of the study covers in depth, the various training practices, modules, formats being followed and is limited to the company Earth Infrastructure and its employees.

The different training programmes incorporated/facilitated in Earth Infrastructure through its faculties, outside agencies or professional groups. It also judges the enhancement of the knowledge & skills of employees and feedback on its effectiveness.

OBJECTIVE OF THE STUDY

The broad objective of the study of training policies in Earth Infrastructure is to study

the impact of training on the overall skill development of workers. The specific objectives of the study are:

1. To examine the effectiveness of training in overall development of skills of workforce. 2. To examine the impact of training on the workers. 3. To study the changes in behavioral pattern due to training. 4. To measure the differential change in output due to training 5. To compare the cost effectiveness in implanting training programmes.

COMPANY PROFILE
COMPANY PROFILE

THE LOGO

EARTH is a name synonymous with leadership, trust, quality and reliability. Built on a strong pedigree and established reputation, the Group combines on impeccable record of performance with innovation and leadership in the real estate industry. Earth are an independent infrastructure provider with committed customer base. Backed by a group of dynamic investors from India and Europe, Earth infrastructures is one of Indias most well capitalized real estate company. Strong financial support and engineering expertise makes us a quality infrastructure provider with global presence. The group is known in the Realty fraternity for its professional might.

Implementation of new technology and innovation has been its constant goal and this is evident in all its projects.

All these practices, policies, heritage, success and reputation are carried ahead by Earth infrastructures ltd.. With over six decades of experience in the real estate business, the group is capitalizing on emerging market opportunities to deliver high-end facilities and projects to its wide base of customers by constantly upgrading its internal skills and resource capabilities. In line with its current expansion plans, the EARTH Group has over 130 million sq. ft. of development across its businesses, including accomplished and on-going projects. This comprises over 28 million sq. ft. of projects that the group has executed under its home, offices and shopping mall segments. The success of the EARTH Group can be attributed to its implementation of successful business models which include development of innovative business strategies, strengthening its professional resources and driving market penetration that is adaptive to local market needs. The EARTH Group is the only company in India in the Consumer validated category from the real estate sector to be awarded the distinction of Superbrand ranking. And all this is due to its mammoth contribution to the real estate sector; that has not only made significant inputs in the residential and commercial property segment but has also made noteworthy advancement in pursuing new business opportunities in hotel, infrastructure and SEZs. With its joint venture with Laing ORourke, it plans to make its foray into the sectors of expressways and airports.

The key elements of its business strategy are:

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Increase land reserves in strategic locations Expand core business verticals nationally Diversify into SEZ development Undertake infrastructure development with Laing ORourke Diversify into hotel development Enhance execution capabilities

Exceeding over 250 million sq. ft. of accomplished projects across the country and 100 million sq.ft of on-going projects; EARTH also plans to develop around 100,000 acres of land over the next couple of years, nationally. With the growth of the Indian economy and the increase in corporate Cushman & Wakefield and consumer incomes, combined with the growing foreign investment in the real estate sector, EARTH envisages significant opportunities for growth in the realty business.

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Strengths:
Six decades in the real estate business and reputation for providing prompt payment to landowners upon the acquisition of its land, developing and completing projects in a timely manner and conducting its business with transparency has created a relationship of trust with its customers and suppliers. With its extensive land reserves under development aggregated 1,372 acres representing approximately 102 million square feet of developed area or area available for development; it is estimated that it will be able to develop over 118 million square feet of saleable or lettable area. Besides that, the strategic positioning of its projects and scale of operations make EARTH the indispensable leader in the real estate business. Also, innovative techniques and offering new designs and concepts in real estate developments make EARTH stand out amongst the real estate fraternity.

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Company policy of EARTH

Total customer satisfaction through quality management and continuous improvement We at EARTH are committed to produce high standard infrastructure and provide satisfaction of World class quality. Our Aim is to maximize the customers Satisfaction and this is achieved through Quality product, continuous improvement and motivated employees.

BUSINESS PRINCIPLES 1. Organization, which is sensitive to the needs of the Customers. 2. Continuous up gradation of Quality and Process to meet changing needs of Customers. 3. Optimization of returns on Investment by. Continuous Improvement. Leadership through Technology. Organization and Personal Development. Cost Reduction efforts. Effective use of all resources. Harmonious and Safe working conditions.

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 Following JIT theory in Practice.

LOGO OUR ETHOS

The pyramid symbol and the mission line 'Building India is collectively referred to as the EARTH Logo. The company's name is represented in black capital letters. The typeface represents the solidity of the enterprise; emphasizes accountability, responsibility as being a strong and integral part of the Group's ethos.

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The pyramid depicts nine smaller pyramids; each composes itself into a larger pyramid all-encompassing in nature and presentation. The pyramid itself and the component pyramids convey cohesion, interdependence, support and foundation, to a common purpose and to achieve greater heights. The words BUILDING INDIA, is in capitals like the companys name, and at once conveys EARTHs mission and vision. It is an intrinsic reflection of the Groups commitment and its 60-year heritage.

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EARTH Real Estate

Infrastructure
EARTH foresees significant growth opportunities in the infrastructure sector which are expected through the route of Public-Private Partnerships (PPP). Though there is a significant size of investments earmarked by the government and there are tremendous opportunities in the sector for private players to contribute in the nations growth, EARTH has marked down the sector as it anticipates the infrastructure vertical to create new source of revenues and growth to the group. The key focus areas of vertical are construction of

expressways, highways, airports and other key infrastructure projects.

SEZ
Special Economic Zones (SEZ) have acquired special status of importance from the Government of India as they have been categorized to bring infrastructural development and economic growth in that region. EARTH has also taken the stride to develop SEZ across the country which will showcase world-class, state-of-the-art infrastructure and will include utilities such as roads and other public services, commercial centers, residential facilities and institutional facilities like schools, hospitals, etc.

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Their first SEZ by EARTH, proposed to be developed in Amritsar spreading over an expanse of 1100 acres, will comprise of four sector-specific individual SEZs for the textile and garments industry, engineering industry, food processing industry and a free trade and warehousing zone. It also has investment plans to develop an Rs 10,000 crore multi-product SEZ in Tamil Nadu.

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VISION, MISSION & VALUES

EARTH Vision
To contribute significantly to building the new India and become the worlds most valuable real estate company.

EARTH Mission
To build world-class real-estate concepts across six business lines with the highest standards of professionalism, ethics, quality and customer service

EARTH Values

Sustained efforts to enhance customer value and quality Ethical and professional service Compliance and respect for all community, environmental and legal requirements.

MILESTONES

The largest real estate developer in India with 266 million square feet worth of developed and under development projects.

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IN THE POLICY OF THE COMPANY

To develop the concept of MY OWN ORGANIZATION amongst the employees.

To be firm & fair in disciplinary matters. Patient listening to the employees problems and prompt disposal of there. To provide them Harmonious & safe working conditions, in time salary, & chilled dirking water facilities, interest free loan & timely overtime

canteen payment.

No organized trade union. Workers grievances are taken care of properly. All facilities are available to workers e.g. Medical, Canteen, Loan etc. management has in regular interaction with employees & due to this outside interference is minimized and workers are not getting carried away with outside issues. Thus Union activities have no scope to develop.

Take care for its employees in their Hardships at work and family level. feeling of togetherness is developed which has alleviated various problems of workers.

Educate & Train employees to make them feel a part of the organization. The regular training activities are a permanent feature of Training and Development activities.

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SWOT ANALYSIS

Strength is defined as any internal asset, technology, motivation, finance, business links, etc that can help to exploit opportunities and to fight off threats.

Weakness is an internal condition which hampers the competitive position or exploitation of opportunities.

Opportunity is any external circumstance or characteristic which favours the demand of the system or where the system is enjoying a competitive advantage.

Threat is a challenge of an unfavourable trend or of any external circumstance which will unfavourably influence the position of the system.

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Strength

employment and training opportunities in the field of construction Private sector housing boom and commercial building demands

Construction of the multi building projects on the feasible locations in the country.

Good structured national network facilitates the boom of construction industry. Low cost well- educated and skilled labour force is now widely available across the country.

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Sufficient availability of raw material and natural resources in the country is supportive for the industry.

Real estate development is on high and it is attracting the focus of the industry towards construction.

Weakness

Chances of Natural disadvantage are there. Distance between construction projects reduces business efficiency. Training itself has become a challenge. Changing skills requirements and an ageing workforce may accentuate the skills gap.

Improve in long-term career prospects is highly required to encourage staff retention and new entrants.

External allocation of large contracts becomes difficult. Lack of clearly define processes and procedures for construction and its management.

Huge amount of money need to be invested in this industry and inefficiency may lead to high level of risk.

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Opportunities
Continuous private sector housing boom will create more construction opportunities. Public sector projects through Public Private Partnerships will bring further opportunities. Developing supply chain through involvement in large projects is likely to enhance the chances in construction. Renewable energy projects will offer opportunities to develop skills and capacity in new markets. More flexible training delivery techniques are now available. Financial supports like loan and insurance and growth in income of people is in support of construction industry. Historical cultural heritages like the TAZ MAHAL encourage and provide a creative platform for the industry. Remote areas in the country are easily accessible and plenty of land is available in the country.

Threats
Long term market instability and uncertainty may damage the opportunities and prevent the expansion of training and development facilities. Current economic situation may have an adverse impact on construction industry. Political and security conditions in the region and Late legislative enforcement measures are always threats to any industry in India.

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Infrastructure safety is a challenging task in construction industry. Lack of political willingness and support on promoting new strategies Natural abnormal casualties such as earth quake and floods are uncertain and can prevent the construction boom.

Inefficient accessibility in planning and concerning the infrastructure and signs. Competitors are emerging in the industry by leaps and bounds.

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LITERATURE REVIEW
TRAINING AND DEVELOPMENT
It is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT

Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results.

TRAINING DEFINED
It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees. Training is activity leading to skilled behavior Its not what you want in life, but its knowing how to reach it Its not where you want to go, but its knowing how to get there Its not how high you want to rise, but its knowing how to take off It may not be quite the outcome you were aiming for, but it will be an outcome Its not what you dream of doing, but its having the knowledge to do it It's not a set of goals, but its more like a vision Its not the goal you set, but its what you need to achieve it Training is about knowing where you stand (no matter how good or bad the current

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situation looks) at present, and where you will be after some point of time. Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development.

Importance of Training and Development

Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth. Development of skills of employees Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees Productivity Training and Development helps in increasing the productivity of the

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employees that helps the organization further to achieve its long-term goal Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality Training and Development helps in improving upon the quality of work and work-life. Healthy work-environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Morale Training and Development helps in improving the morale of the work force. Image Training and Development helps in creating a better corporate image. Profitability Training and Development leads to improved profitability and more positive attitudes towards profit orientation. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies. Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

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TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level suitable to the organizations needs.Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

Importance of Training Objectives

Training objective is one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. It helps in adhering to a plan. Training objectives tell the trainee that what is expected out of him at the end of the training program. Training objectives are of great significance from a number of stakeholder perspectives. Trainer 2. Trainee 3.Designer 4. Evaluator Trainer The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training.

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Trainee The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise Secondly, it helps in increase in concentration, which is the crucial factor to make the training successful. The objectives create an image of the training program in trainees mind that actually helps in gaining attention. Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is Set. Therefore, training objectives helps in increasing the probability that the participants will be successful in training. Designer The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then hell buy the training package according to that only. The training designer would then look for the training methods,

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training equipments, and training content accordingly to achieve those objectives. Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider an example; the objective of one training program is to deal effectively with customers to increase the sales. Since the objective is known, the designer will design a training program that will include ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is a defect in a product or when a customer is angry. Therefore, without any guidance, the training may not be designed appropriately.Evaluator It becomes easy for the training evaluator to measure the progress of the trainees because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants.

Training and Human Resource Management

The HR functioning is changing with time and with this change, the relationship between the training function and other management activity is also changing. The training and development activities are now equally important with that of other HR functions. Gone are the days, when training was considered to be futile, waste of time, resources, and . Now-a-days, training is an investment because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. If training is not considered as a priority or not seen as a vital part in the organization, then it is difficult to accept that such a company has effectively carried out HRM. Training actually provides the opportunity to raise the profile development activities in the organization To increase the commitment level of employees and growth in quality movement

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(concepts of HRM), senior management team is now increasing the role of training. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education.

Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of skill development and covers a multitude of courses.

Role of HRD Professionals in Training

This is the era of cut-throat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HR role now is 1. Active involvement in employee education 1. Rewards for improvement in performance 2. Rewards to be associated with self esteem and self worth 4. Providing pre-employment market oriented skill development education and post employment support for advanced education and training 6. Flexible access i.e. anytime, anywhere training.

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Models of Training
Training is a sub-system of the organization because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs).

THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization. The System Approach views training as a sub system of an organization. System Approach can be used to examine broad issues like objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA), formulating, delivering, and evaluating. There are 4 necessary inputs i.e. technology, man, material, time required in every system to produce products or services. And every system must have some output from these inputs in order to survive. The output can be tangible or intangible depending upon the organizations requirement. 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. Out of this planned effort, one such basic model of five steps is system model that is explained below. Organization are working in open environment i.e. there are some internal and external forces, that poses threats and opportunities, therefore, trainers need to be aware of these forces which may impact on the content, form, and conduct of the training efforts.

The internal forces are the various demands of the organization for a better learning

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environment; need to be up to date with the latest technologies. The three model of training are: 1. System Model 2. Instructional System Development Model 3. Transitional model

System Model Training

The system model consists of five phases and should be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. The steps involved in System Model of training are as follows:
1. Analyze and identify the training needs i.e. to analyze the department, job, 2. employees requirement, who needs training, what do they need to learn,

estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated.
3. Design and provide training to meet identified needs. This step requires

developing objectives of training, identifying the learning steps, sequencing and structuring the contents.
4. Develop- This phase requires listing the activities in the training program that will

assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives.

5. Implementing is the hardest part of the system because one wrong step can lead to

the failure of whole training program.

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

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subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices

Instructional System Development Model(ISD)Model

Instructional System Development model was made to answer the training problems. This model is widely used now-a-days in the organization because it is concerned with the training need on the job performance. Training objectives are defined on the basis of job responsibilities and job description and on the basis of the defined objectives individual progress is measured. This model also helps in determining and developing the favorable strategies, sequencing the content, and delivering media for the types of training objectives to be achieved.

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The Instructional System Development model comprises of five stages: 1. ANALYSIS This phase consist of training need assessment, job analysis, and target audience analysis. 2. PLANNING This phase consist of setting goal of the learning outcome, instructional objectives that measures behavior of a participant after the training, types of training material, media selection, methods of evaluating the trainee, trainer and the training program, strategies to impart knowledge i.e. selection of content, sequencing of content, etc. 3. DEVELOPMENT This phase translates design decisions into training material. It consists of developing course material for the trainer including handouts, workbooks, visual aids, demonstration props, etc, course material for the trainee including handouts of summary. 4. EXECUTION This phase focuses on logistical arrangements, such as arranging speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and other training accessories. 5. EVALUATION The purpose of this phase is to make sure that the training program has achieved its aim in terms of subsequent work performance. This phase consists of identifying strengths and weaknesses and making necessary amendments to any of the previous stage in order to remedy or improve failure practices.

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The ISD model is a continuous process that lasts throughout the training program. It also highlights that feedback is an important phase throughout the entire training program. In this model, the output of one phase is an input to the next phase.

Transitional model focuses on the organization as a whole. The outer loop describes the vision, mission and values of the organization on the basis of which training model i.e. inner loop is executed. Vision focuses on the milestones that the organization would like to achieve after the defined point of time. A vision statement tells that where the organization sees itself few years down the line. A vision may include setting a role mode, or bringing some internal transformation, or may be promising to meet some other deadlines

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Mission explain the reason of organizational existence. It identifies the position in the community. The reason of developing a mission statement is to motivate, inspire, and inform

the employees regarding the organization. The mission statement tells about the identity that how the organization would like to be viewed by the customers, employees, and all other stakeholders. Values is the translation of vision and mission into communicable ideals. It reflects the deeply held values of the organization and is independent of current industry environment. For example, values may include social responsibility, excellent customer service, etc. The mission, vision, and values precede the objective in the inner loop. This model considers the organization as a whole. The objective is formulated keeping these three things in mind and then the training model is further implemented.

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TRAIN AND RETAIN TO STOP THE DRAIN

In todays competitive world, where margins are constantly under pressure, training budgets are the first to axed. So it becomes imperative that the training model that is evolved should be less capital intensive and not dependent upon profit margins and profitability. Although training needs are identified much before training programmed actually commence but still some crucial points are left some un-addressed. For example very little is done to know the opinion of the employee about training need identified for him as to what he feels about the same .99% cases employee is nominated by higher authorities instead of chance being given to volunteer program under the notion that boss is always right and he knows the best off. Taking this in context there are many organization where some employee who are earmarked are regularly nominated to attend training program. He is stressed out, why dont pack him up for a training program approach.

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LEARNING AND TRAINING

Irrespective of the type or method of training, a trainer has to keep in mind some of the principles of learning or motivation, which would enhance internationalization of what is taught.

Motivation
A trainee needs to have a desire to learn and benefit from the programme. If the is not interested, or is de-motivated, the learning outcome is going to be insignificant and the company will have spent its badly. On the other hand, being too intense about learning and outcome may result in setting over ambitious goals for the individual.

Reinforcement
Following on the concept of motivation is that of reinforcement. For learning to take place and be internalized to the desired extent, a trainee is rewarded or given some encouragement. This reinforcement, or the acknowledgement that what has been acquired is desirable, can be either an extrinsic or intrinsic reward-external praise or some tangible reward, or the individuals feeling of a sense of progress. Current stress is on positive support and helpful behavior, even when mistakes are made.

Feedback
During the training process, it is useful for the trainee to be told how he is progressing. Several researchers have confirmed that knowledge of results is an effective motivator. Constant and periodic feedback has positive effects on the trainees learning. Unless the trainee knows how close his performance comes to the desired standard, he will not have an opportunity to improve. Feedback therefore provides a basis for correcting oneself.

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Secondly, feedback helps to sustain the trainees interest in the task, or in each learning that is taking place, by bringing greater involvement with the learning process. If feedback is to be meaningful, it should follow a learning segment as quickly as possible.

Transfer of Learning
The maximum use of training can be made if the trainee is able to transfer his learning to his actual work role. This is possible if identical elements are incorporated in the training situation from the job role, either existing or proposed. The more similar the learning situation is to the job situation, the higher the degree of transfer the trainee can expect, and hence the grater the relevance of the training programme.

Repetition
Repetition etches a pattern into our memory, e.g., when one studies for an examination, it is necessary to repeatedly to over ideas so that they can be recalled later.

Relevance
Relevance relates to the meaningful fuse of material, which aids learning, e.g., trainers usually explain in the overall purpose of a job to trainees before assigning them a particular task.

TRAINING INPUTS
There are three basic types of inputs; (i)Skills (ii)Attitude (iii)Knowledge.

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The primary purpose of training is to establishing a sound relationship is at its best when the workers attitude to the job is right, when the workers knowledge of the job is adequate, and he has developed the necessary skills. Training activities in an industrial organization are aimed at making desired modifications in skills, attitudes and knowledge of employee so that they perform their jobs most efficiently and effectively.

BEST TIME TO IMPART TRAINING TO EMPLOYEE

1. NEW RECRUITS TO THE COMPANY
These have a requirement for induction into the company as a whole in terms of its business activities and personnel policies and provisions, the terms, conditions and benefits appropriate to the particular employee, and the career and advancement opportunities available.

2. TRANSFEREES WITHIN THE COMPANY

These are people who are moved from one job to another, either within the same work area, i.e. the same department or function, or to dissimilar work under a different management. Under this heading we are excluding promotions, which take people into entirely new levels of responsibility. 3. PROMOTIONS Although similar to the transferee in that there is a new job to be learned in new surroundings, he is dissimilar in that the promotion has brought him to a new level of supervisory or management responsibility. The change is usually too important and

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difficult to make successfully to permit one to assume that the promotes will pick it up as he goes along and attention has to be paid to training in the tasks and the responsibilities and personal skills necessary for effective performance. 4. NEW PLANT OR EQUIPMENT Even the most experienced operator has everything to learn when a computer and electronic controls replace the previous manual and electro-mechanical system on the process plant on which he works. There is no less a training requirement for the supervisors and process management, as well as for technical service production control and others. 5. NEW PROCEDURES Mainly for those who work in offices in commercial and administrative functions but also for those who we workplace is on the shop floor or on process plant on any occasion on which there is a modification to existing paperwork or procedure for, say the withdrawal of materials from stores, the control of customer credit the approval of expense claims, there needs to be instruction on the change in the way of working in many instances, a note bringing the attention of all concerned the change is assume to be sufficient, but there are cases, such as when total new systems in corporating IT up dates are installed, when more thorough training is needed. 6. NEW STANDARDS, RULES AND PRACTICES Changes in any one these are likely to be conveyed by printed note or by word of mouth by the manager to his subordinates, and this can be the most satisfaction way of dealing with the change from the point of view of getting those affected to understand their new

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responsibility. However not all changes under this heading can be left to this sort of handling. Even the simplest looking instruction may be

regarded as undesirable or impracticable by whoever has to perform it he may not understand the purpose behind the change and lose confidence in a management which he now believes to be messing about, or he may understand the purpose and have a better alternative to offer if it is not too late. 7. NEW RELATIONSHIP AND AUTHORITIES These can arise, as a result of management decisions, in a number of ways. In examples, the recognition of the accounts department can result in a realization of responsibilities between the section leaders of credit control, invoicing and customer records, although there is no movement of staff between the sections (i.e. no transfers). Although the change in work content for each clerk and supervisor is defined clearly for each person in the new procedures, there is nevertheless a need for each person to know where he stands in the new set up, which is responsible for what, and where to direct problems and enquiries as they arise in the future. 8. MAINTENANCE OF STANDARDS We are here concerned with maintenance of standards through training, for it must be remembered that supervision and inspection and qualify control are continuously responsible for standards and exercise their own authorities to this end. Although it is generally agreed that some retraining from time to time, taking varied forms even for the on group of employees, does act as both a reminder and a stimulus, there is not much agreement on the next frequency and form that such retraining should take, of there is as yet little scientific knowledge on this subject which is of much use in industrial situations.

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9. THE MAINTENANCE OF ADAPTABILITY Again, whilst there is little scientific study of the loss of ability to learn new skills in those cases where people spend a long time without change, and without the need to learn, there is increasing evidence in current experience to suggest that this is the case in industrial employment. Add, of course, there is the inference arising from the laboratory experiments of psychologists. 10. THE MAINTENANCE OF MANAGEMENT SKILLS &

STANDARDS
Skills in supervising, employee appraisal, communications, leadership etc are important in all companies. Some of these skills are seen to be critical to major developments in company organisation, culture, employee empowerment and so on. Initial training in these skills is not uncommon in the largest companies on appointment into management and supervision. But continuous training and performance monitoring is rare, despite the common knowledge that standards are as varied as human nature. 11. RETIREMENT AND REDUNDANCY Employees of any position in the company who are heading towards retirement will benefit from learning about health, social life, work opportunities management etc. Internal or external courses are best attended a year or two before retirement date, in a few companies a member of Personnel will act as a counselor as required.

BENEFITS OF TRAINING
Employees and the organization need to realize the importance of contribution and learning for mutual growth and development. Training is the answer to deal with

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stagnation stage by constantly updating it in every field. Other benefits of training include: Hiring appeal: companies that provide training attract a better quality Workforce. Assessing and addressing any performance deficiency. Enhancing workforce flexibility.Cross-cultural training is essential for t them for better adjustment in the new environment. Increasing commitment: Training acts as a loyalty booster. Employee motivation is also enhanced when the employee knows that the organization would provide them opportunities to increase their skills and knowledge. It gives the organization a competitive edge by keeping abreast of the latest changes; it acts as a catalyst for change. Higher customer satisfaction and lower support cost results through improved service, increased productivity and greater sufficiency. Training acts as benchmark for hiring promoting and career planning. It acts act as a retention tool by motivating employee to the vast opportunities for growth available in an organization.

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THE EVALUATION OF TRAINING

There are a number of expressions used to describe steps taken by management and by training offices at the conclusion of training and during the days or weeks afterwards. These expressions include validation, evaluation, follow-up and implementation, as well as cost benefit, which have appeared in more recent years. We are interested in all of these and have already tackled one of the, implementation, and we start by giving our definitions in order to establish a clearer picture of what each is, and how they relate to each other. Evaluation of training, or, indeed of anything, consists simply of putting a value to it. To evaluate training means undertaking a search for the effect that it has had on the people and the situations, which it influences, and then trying to measure or estimate whether this is advantageous or disadvantageous. We shall see that at the level of pure training there is an evaluation to be made, but that the principal evaluation is at a higher level in the chain.

First the chain of intentions is clear at the outset 1. The forecourt attendants were to receive training to a defined level of competence. 2. They were then to apply their new capability correctly during the service that they gave to motorists.

3. The motorists would respond to this with a reaction of pleasure and would tend to use that particular station rather more, thus increasing the amount of gasoline sold.

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4. The increased sales, and negligible increased costs, would improve the revenue and the profits.

A TRAINING TOOL: INSPIRING OTHERS

In the new era new era, challenges for the trainer are to create learning environment. Trainer needs to innovate new ways design and deliver the training inputs. Wide range of technique like interactive methods like teaching, experiential learning cases inventories games, including humour. Where as we have the ancient way of story telling as a powerful tool to create learning for adult managers of industry. Sharing ones own perception, experience and ideas learning value can be increased exponentially.

Methods of Training
There are various methods of training, which can be divided in to cognitive and behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training. 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 learning. The various methods that come under Cognitive approach are: LECTURES A Method of Training It is one of the oldest methods of training. This method is used to create understanding of a topic or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form. Lecture is telling someone about something. Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic. Training is basically incomplete without lecture. When the trainer begins the training session by telling the

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aim, goal, agenda, processes, or methods that will be used in training that means the trainer is using the lecture method. It is difficult to imagine training without lecture format. There are some variations in Lecture method. The variation here means that some forms of lectures are interactive while some are not. Straight Lecture: Straight lecture method consists of presenting information, which the trainee attempts to absorb. In this method, the trainer speaks to a group about a topic. However, it does not involve any kind of interaction between the trainer and the trainees. A lecture may also take the form of printed text, such as books, notes, etc. The difference between the straight lecture and the printed material is the trainers intonation, control of speed, body language, and visual image of the trainer. The trainer in case of straight lecture can decide to vary from the training script, based on the signals from the trainees, whereas same material in print is restricted to what is printed. A good lecture consists of introduction of the topic, purpose of the lecture, and priorities and preferences of the order in which the topic will be covered.

Main Features of Lecture Method Some of the main features of lecture method are:

Inability to identify and correct misunderstandings Less expensive Can be reached large number of people at once Knowledge building exercise Less effective because lectures require long periods of trainee inactivity

Demonstration Training Method

This method is a visual display of how something works or how to do something. As an

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example, trainer shows the trainees how to perform or how to do the tasks of the job. In order to be more effective, demonstration method should be should be accompanied by the discussion or lecture method. To carry out an effective demonstration, a trainer first prepares the lesson plan by breaking the task to be performed into smaller modules, easily learned parts. Then, the trainer sequentially organizes those modules and prepares an explanation for why that part is required. While performing the demonstration, trainer: Demonstrates the task by describing how to do, while doing

Helps the focusing their attention on critical aspects of the task Tells the trainees what you will be doing so they understand what you will be showing them

Explains why it should be carried out in that way

The difference between the lecture method and the demonstration method is the level of involvement of the trainee. In the lecture method, the more the trainee is involved. The financial costs that occur in the demonstration method are as follows:

Cost of training facility for the program Cost of materials that facilitate training Food, travel, lodging for the trainees and the trainers Compensation of time spent in training to trainers and trainees Cost related to creating content, material Cost related to the organization of the training

After completing the demonstration the trainer provide feedback, both positive and or negative, give the trainee the opportunity to do the task and describe what he is doing and

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why.

Case Study on Training Methods

SALES TRAINING AT ABC COMPANY Few years ago, ABC Company developed a training strategy for training its global sales force. An important feature of the strategy was to create a master training plan for each year. The organizations strategic plans, objectives, and functional tactics would drive t this plan. Once an initial procedure was designed it was then evaluated and critiqued the top management, different units, and training council. The input from these stakeholderswould be summarized and transferred into a master training Plan. The major question that was asked by the designers of training program was, what results do we want from salespeople after the training program is over? Answer to this question becomes the objective of the training program. Then training content was designed, videos were made. The videos took 3 to 6 months to produce. Video contains live production plants, clients offices, partner offices, suppliers, manufacturers locations, and other locations. Videos were used to train sales people in various areas, such as:

Market information i.e. about customer profile, market updates, and computer integrated manufacturing applications, etc

Sales Process i.e. how to deal in the situation of conflicts with customer, coaching on undesirable behavior, supplement skills developed during live courses

Product information, such as, product usage, applications, system description, product description, comparison with competitors products, etc

Policies and procedures, i.e. about sales contests, incentive plans on achieving targets, annual bonuses, winners receiving the best salesperson award to motivate

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the sales force Representatives then watch video, follow the directions, and refer to the material if faces any problem. When salespeople feel they have mastered the

Around thousands of sales persons were getting a specific video training. The sales people were getting training material along with the video. Sales material, they would take an exam and call a toll-free number to transmit responses to exam. Salespeople who successfully passed an exam were factored into performance and merit reviews as well as promotional opportunities. Those who couldnt pass the exam were asked to go through the material and video again before retaking the exam. If the salesperson failed an exam again, the reporting manager was notified. This case gives rise to few important questions. These questions are:

In todays technological world, is video still the best way to deliver training? Is video the most effective way to achieve training objectives?

What role did cost of development, cost of delivery, and other constraints play in selection of video delivery system?

Training Need Analysis (TNA)

An analysis of training need is an essential requirement to the design of effective training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance. Why training need analysis? Training need analysis is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is

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required, and also highlights the occasions where training might not be appropriate but requires alternate action.

Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group.

Organizational Level Training need analysis at organizational level focuses on

strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats. After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while strengths can further be strengthened with continued training. Threats can be reduced by identifying the areas where training is required. And, opportunities can be exploited by balancing it against costs.

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For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at each level

Individual Level Training need analysis at individual level focuses on each and
every individual in the organization. At this level, the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of training. However, individual competence can also be linked to individual need. The methods that are used to analyze the individual need are: Appraisal and performance review Peer appraisal Competency assessments Subordinate appraisal Client feedback Customer feedback Self-assessment or self-appraisal

Operational Level Training Need analysis at operational level focuses on the work
that is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation, psychological test; questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the time. Employees need to prepare for these changes. The job analyst

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also gathers information on the tasks needs to be done plus the tasks that will be required in the future. Based on the information collected, training Need analysis (TNA) is done.

Training-Design
The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program.

The trainer Before starting a training program, a trainer analyzes his technical,
interpersonal, judgmental skills in order to deliver quality content to trainers

The trainees A good training design requires close scrutiny of the trainees and their
profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design.

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

positive perception for training program, etc. Therefore, when the climate is favorable nothing goes wrong but when the climate is unfavorable, almost everything goes wrong.

Trainees learning style the learning style, age, experience, educational

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

Training strategies Once the training objective has been identified, the trainer
translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included.

Training topics After formulating a strategy, trainer decides upon the content to be
delivered. Trainers break the content into headings, topics, ad modules. These topics and

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

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

From simple to complex Topics are arranged in terms of their relative importance From known to unknown From specific to general Dependent relationship

Training tactics Once the objectives and the strategy of the training program
becomes clear, trainer comes in the position to select most appropriate tactics or methods or techniques. The method selection depends on the following factors: Trainees background Time allocated Style preference of trainer Level of competence of trainer Availability of facilities and resources, etc

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Support facilities It can be segregated into printed and audio visual. The various
requirements in a training program are white boards, flip charts, markers, etc.

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

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 Time Accommodation, facilities and their availability Furnishings and equipments Budget Design of the training, etc

Training Implementation
To put training program into effect according to definite plan or procedure is called training implementation. Training implementation is the hardest part of the system because one wrong step can lead to the failure of whole training program. Even the best training program will fail due to one wrong action. Training implementation can be segregated into: Practical administrative arrangements Carrying out of the training

Implementing Training
Once the staff, course, content, equipments, topics are ready, the training is implemented. Completing training design does not mean that the work is done because implementation phase requires continual adjusting, redesigning, and refining. Preparation is the most important factor to taste the success. Therefore, following are the factors that are kept in mind while implementing training program:

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The trainer The trainer need to be prepared mentally before the delivery of content.
Trainer prepares materials and activities well in advance. The trainer also set grounds before meeting with participants by making sure that he is comfortable with course content and is flexible in his approach.

Physical set-up Good physical set up is pre-requisite for effective and successful
training program because it makes the first impression on participants. Classrooms should not be very small or big but as nearly square as possible. This will bring people together both physically and psychologically. Also, right amount of space should be allocated to every participant. Establishing rapport with participants There are various ways by which a trainer can establish good rapport with trainees by: Greeting participants simple way to ease those initial tense moments Encouraging informal conversation Remembering their first name Pairing up the learners and have them familiarized with one another Listening carefully to trainees comments and opinions Telling the learners by what name the trainer wants to be addressed Getting to class before the arrival of learners Starting the class promptly at the scheduled time Using familiar examples Varying his instructional techniques Using the alternate approach if one seems to bog down

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

important to review the program objective. The trainer must tell the participants the goal of the program, what is expected out of trainers to do at the end of the program, and how the program will run. The following information needs to be included: Kinds of training activities Schedule Setting group norms Housekeeping arrangements Flow of the program Handling problematic situations

Training Evaluation
The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines. Purposes of Training Evaluation The five main purposes of training evaluation are: Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training.

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Control: It helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee) uses the
evaluative data to manipulate it for their own benefits.

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

Process of Training Evaluation Before Training: The learners skills and knowledge are assessed before the training
program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and Learning style.

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During Training: It is the phase at which instruction is started. This phase usually
consist of short tests at regular intervals

After Training: It is the phase when learners skills and knowledge are assessed again
to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase.

Techniques of Evaluation
The various methods of training evaluation are: Observation Questionnaire Interview Self diaries Self recording of specific incidents

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Quality
Particularly in those industries, which have to compete in international markets, the management made clear links between training policies and the quality of work.

Change in Corporate culture

Continuous training was used to transmit new business strategies and new organisation culture.

Organisational Development
In some organisation where financial responsibilities were being decentralized, the training function was also getting decentralized. In other training dept was abolished altogether and all managers were made responsible for instruction and training.

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Flexible working practices

Company made a major training program after making two third work forces redundant. This involved both vocational training and encouraging employee to take educational courses in their free time.

Training and employment package

In certain companies training formed part of the pay packet offered to employees. It also had a bearing on the Lab our turnover percentage of employee. In other way we can say its like cost to company.

Corporate structure
In some instances I became difficult for managers to meet business objectives because they had in sufficient control over recruitment and training decision. In some other cases rivalries between different divisions of same company, prevented the integration of coherent training and personal policies at central level.

The role of professinal trainers

The findings suggest that the role of the professional trainer had undergone significant changes. He is today not only a mere provider or organiser of training but also is being seen as an agent or facilitator of change. This because today the management is integrating training into the very culture of their organisation. In some organisation the trainers now have access to key decision-makers and have established greater legitimacy for training and development activities.

Corporate and individual training needs

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Evidence suggests that numbers of organisation are effectively integrating their training and business strategies and progress has been made in training for organisational development. Although the need for continuing training of manager and professional is being assessed on a more systematic basis this has not been extended more widely.

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TYPES OF TRAINING METHODS ADOPTED BY EARTH INFRASTRUCTURE

The training methods which are generally used in an organization are classified into two i.e.

1) On the job: On-the-job training places the employees in an actual work situation
and makes them appear to be immediately productive. It is learning by doing. For jobs, that either are difficult to simulate or can be learn quickly by watching and doing on-thejob training makes sense. One of the drawbacks to on-the-job training can be low productivity while the employees develop their skills. Another drawback can be the errors made by the trainees while they learn. However, when the damage the trainees can do is minimal, where training facilities and personnel are limited or costly, and where it is desirable for the workers to learn the job under normal working conditions, the benefits of on-the-job training frequently offset its drawbacks.

(ii) Job Instruction Training: JIT consists of four basic steps:

(a) Preparing the trainees by telling them about the job and over coming their uncertainties (b) Presenting the instruction, giving essential information in a clear manner; (c) Having the trainees try out the job to demonstrate their understanding; and (d) Placing the workers into the job, on their own, with a designated resource person to call upon should they need assistance.

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2) Off the job: Off-the-job training covers a number of techniques classroom

lectures, films, demonstrations, case studies and other simulation exercises, and programmed instruction. The facilities needed for each of these techniques vary from a small make shift classroom to an elaborate development center with large lecture halls, supplemented by small conference rooms with sophisticated audiovisual equipment, twoway mirrors, and all the frills.

(i) Classroom lectures/conferences: The lecture or conference approach is well

adapted to conveying specific information rules, procedures, or methods. The use of audiovisuals or demonstrations can often make a formal classroom presentation more interesting while increasing retention and offering a vehicle for more interesting while increasing retention and offering a vehicle for clarifying more difficult points. The lectures liabilities include possible lack of feedback and the lack of active involvement by the trainees.

(ii) Simulation exercises: Any training activity that explicitly places the trainee in an
artificial environment that closely mirrors actual working conditions can be considered a simulation. Simulation activities include case exercises, experimental exercises, complex computer modeling, and vestibule training.

(iii)Vestibule training: In vestibule training, employees learn their jobs on the

equipment they will be using, but the learning is conducted away from the actual work floor. In the 1980s many large retail chains train cashiers on their new computer cash registers which are much more complex because they control inventory and perform other functions in addition to ringing up orders in specially created vestibule labs that simulated the actual checkout-counter environment.

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Training, as a process of long tem learning is essentially a developmental tool.. By effectively utilizing this tool, the organization expects to achieve career objectives. Contribute towards the career progressions of the employees by importing knowledge of an additional or reinforcing nature, developing skills and bringing about desired attitudinal changes among them. This would not merely prove effective in assisting them to achieve organizational goals but also enable enhancement of their self esteem and self confidences to face external challenges. Ours is a changing and dynamic organization which has to pay considerable emphasis on training and retraining its employees to enable them to be competent, committed and has the capacity to change according to the external and internal demands and pressures. Training of employees is not merely the responsibility of the management or the training cell alone, but the responsibility of department managers as well. The human resource department must enable the involvement of the department managers in the process of employee training and development.

ASSESSMENT OF TRAINING NEEDS

There are five steps towards the assessment and analysis of training and development of the organization. Collection of information through interviewing and discussing with key personnel both inside and outside the organization or specific departments; observing the work place, working conditions, processes and outcomes; examining records, other written information and annual employee appraisal.

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Compare performances of each department and each employee against objectives, targets and standards set for them and keeping in mind future work requirements in the organization.

Identify cause of problems faced by the organization to enable the management to train the employees in handling the problems as well as solving the problem in a satisfactory manner.

Segregate identified problems into problems requiring staff development action such as training and into problems requiring other management actions, so that these problems are accurately addressed.

Prioritize training actions in accordance to where the training need is more urgent.

TYPES OF TRAINING ADRESSING VARIOUS TRAINING NEEDS;

Entry training involving new recruits and employees required to take a new job. Problem resolution training to meet a shortfall or deficiency in job performance. Training for change to prepare employees for job identified in near future. Development to equip employees to meet organizational changes in future.

Training in Global Business World

With the expansion of the organization, Human Resource job in no longer limited to their native country but has extended worldwide. Localization is a key to successful expansion that helps in improving upon workforce connections, doing the work effectively and efficiently, and reducing global turnover.

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As the organizations are expanding globally, training has become quite an essential ingredient to improve performance. However, unavailability of budget necessary to achieve goals results the training function to be at the bottom of priority list. Besides that, managers do not fully adapt according to the local environment for the transfer of training. Very often, managers use minimum of locally suitable resources or the most critical material like employee handbooks. Training success in various countries requires cross cultural literacy i.e. understanding of how cultural differences across nations can affect the way training is given. At the same time, different cultures may or may not be supportive in the transfer of training, in the sense that cultural factor may lower or raise the cost of training.

Case Study A very brilliant marketing professional went to Arab for the sale of his
Companys soft drink. But he came back with no results. When asked about the failure of the mission, he answered that he prepared three cartoons. Cartoon-1- Displaying a man looking exhausted and tired, is walking in desert in scorching heat. Cartoon-2- Displaying the same man opening bottle and drinking the soft drink. Cartoon-3- Displaying the man feeling alive and refresh again. Though, his strategy was good, unfortunately fails because he was unaware that Arab people read from right to left. Moral here is localization is a key to success. There are some major barriers in the transfer of training when it comes to giving training in other countries.

Culture
1. Values and Norms 2. Attitude 3. Age, Gender, and Professional Status

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Language
1. Spoken 2. Unspoken

Social Structure
1. Individual 2. Assumptions 3. Group

Culture - Factor in Global Training Program

Communicating the information to different people from different cultures and different nationalities can give rise to many problems. Many simple things that seem simple and straightforward to communicate become difficult when it comes to communicating in different environment. Giving training in ones own culture is quite different from giving training in different culture. Being a good trainer is not the only requirement but understanding socio-economic and cultural backgrounds has now become an important part.

Values, norms, attitude are the building blocks of culture. Values means what a group of people believes to be good, bad, right, or wrong. Norms means the social rules and guidelines that prescribe appropriate behavior. Attitude disposes a person to act in a certain way toward something in certain situation. A trainer giving training in different culture has to keep these things in mind before delivering content.

Instances: A good case that concerns attitude towards time in different cities: People are very punctual in United States.

People from US tend to come little early for any meeting, or when invited for dinner,

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party to someones home because in their culture it is considered to be polite to arrive on time. In Great Britain, people tend to come late for any appointment. If called at 5 P.M., that means come at 5.30 or 6 P.M. Even for Argentineans, coming on exact time is far too early. For instance, In US, if the trainer gets late for a scheduled training session it is treated as a breach of etiquette. And it may result in loss of trainers respect and failure in transfer of training. Age, Gender, and Professional Status Different cultures give different regard to age, gender, and professional qualification. For example, in Japan, people give high regard to older people. Older people are regarded as having greater knowledge, skills, wisdom, and abilities. Respect in the sense that people are more willing to listen to and seriously consider the information. In such a culture, a young trainer might have to work harder to gain attention and face problems in executing the program and transfer of training. Similarly, some countries are also biased about the gender. Like in Gulf countries, womens role is limited to households only. In such a culture, it is not possible for women trainers to undergo training programs because people will not be as receptive as in other culture. Same is with high professional status- the higher the qualification of the trainer, the more will be the importance attached to the information.

Questionnaire on Study on Effectiveness of Training & Development

An organization has a very close relationship with the trainee and the trainer because it is the first contact for both. The demand for the training in the organization increases when the organization wants: To hire new people training as a means of training new recruits

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 To Expand When the company wants to increase its headcount To increase certain number of staff (in position) by a certain date To enhance the performance of employees Organizations name to be a part of training unit. Demand for training also increases when there is change in the nature of job, change in taste of consumer, change in methods of product development, etc. The organization goes through the following steps for the transfer of training to the field.

Trainee Role of Trainee in Transfer of Training

But the problem arises when the organization outsource the training process. In this situation the organization assumes that the trainer must be aware of the type of training need s of the participants and their organization and their content will meet those needs. This leads to failure of the program, which results in collusion. Therefore, its a foremost duty of the organization to make the trainer and their organization aware of their culture, climate, responsibilities of organization, etc.

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The trainee is a major stakeholder in a training program. The whole training program is developed for the trainees only. Each candidate plays an important role in the transfer of training because one participants attitude regarding the training influence the other participants and also each participant can assist by advancing the learning process to realize the training objectives. Participants willingness to invest in the program is directly proportional to the benefits of the learning that the trainee could expect. Each participant forms their own perception towards training. Some perceptions remain the same during the program, while some faded depending upon the assessment of a program by the participant

Some personal factors that affect the trainees learning are:

Family Situation Personal Problems Relation between the training program and personal objective Level of self esteem Benefits expected from training Comfort level with the trainer Learning style of trainee KSA of trainee Previous training experiences Desire for professional growth and development Some environmental factors that affect the trainees learning are: Relationship with colleagues and subordinates Training team

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 Trainer team Training objective Content of training Training design i.e. methods, techniques, and strategies Environment in the program Composition of training group Infrastructure i.e. eating facilities, tea/coffee breaks No matter how good the training program is, in the end it is the participant only who decides whether to change his behavior or not. Trainees do not change their behavior merely because someone tells them to do. They change when they feel there is a need of it. They do it with their own learning style. The trainer and the organization can only try to remove the mental blocks of the trainee, rest depends on trainee itself.

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Importance of Trainer, Role of Trainer

The effective transfer of training depends a lot on the trainer because it is the trainer only who can remove the mental block of trainee, motivate the trainee to learn, delete the negative perception of the trainee regarding the training. Besides all that, a lot depends on personality of trainer also. The major competencies that are required to be present in a trainer are: Presentation Skills Business Skills i.e. budgeting, time management, negotiation, etc. Content Development i.e. material production, graphics, layouts, etc Self development i.e. interpersonal skills, good listening skills, flexible, accepting the share of accountability, etc Trainers Skills The skills that need to be present in a trainer are: Training Design Evaluating the training program Training need analysis Worksheet design Exercises design

Role of Trainer

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Facilitation Of Training
Facilitation of Transfer of Training through Focus on Trainee and Organization Intervention Focus on Trainee Focus on Organization Intervention Focus on Trainee Training is successful not only with good training design and training objectives but also with the readiness and willingness of the trainees. For the training to be successful, three things are required, 1. Motivation

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2. Knowledge, Skills, and Attitudes (KSAs) 3. Expectations towards Training Expected Performance is directly proportional to the multiplication of motivation, required KSAs, and expectations towards training i.e.

Motivation If the trainee is not motivated to learn, no learning is likely to

occur no matter how good the training methods are, or how talented the trainees are. Therefore, it is important to intervene before training and provide them the information about the learning outcome that they can expect and how the learning outcome will help in achieving the objectives. This increases the motivation to learn and to be successful in training.

Expectations Positive expectations matter a lot in a training program. If the

trainee perceives the training as waste of time, and waste of resources, no learning is likely to occur. No learning is possible with negative perception. On the other hand, if the trainee believes and expects that the training would help him to improve upon his professional skills and would further help him in achieving his

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personal goals, the probability of training to meet the objective increases.

Knowledge, Skills, and Attitudes (KSAs) It is important that the

selected trainees should have the right KSAs for the training because even if the methods and contents of the training is good but the candidates do not have the right KSAs, the training program will fail. Also the training methods would not be effective if the candidates are lacking the desired skills. Therefore, proper selection technique is must that would ensure that hired have the requisite KSAs to be successful in training.

Facilitation of Training Through Organization Intervention

Failure of training is not always because of lack of KSAs but sometimes it is because of the organizational forces also. These forces also hold back the transfer of training, and learning. Therefore, it is important to keep in check those forces. For the successful transfer of training, it is necessary to have supervisor support, trainer support, peer support, reward system, climate and culture.

PEERS SUPPORT Peer support can also help in transfer of training, for
example, if the trainee is the only one who is receiving training in the department then probably the experienced peers might put pressure on trainee to forget the training and work. This situation also hampers in transfer of training. However, this situation can be avoided by involving the entire department in training,

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also

by

encouraging

the

learning

culture

in

the

organization.

SUPERVISOR SUPPORT can affect their employees learning in number

of ways, for example, if the trainee is motivated to learn and receives full support from their supervisor, then this support in turn encourages the employee to learn as much as possible. Also, supervisor can also reduce the negative factors of training, such as, the work that piles up during training that makes the employee uncomfortable and employees negative perception about the training program.

TRAINER SUPPORT can also have a positive impact on the transfer of

training. Gone are the days, when the trainers role used to get over once the training program is done. Trainers role is now extended to the work place also. Besides training, trainers role is to keep a check on how trainees are performing and help them and discuss with them if they encounter any problem in the workplace.

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CLIMATE Apart from supervisor support, peers support, trainer support,

Climate factor also comprises of company polices, attitude of upper management towards employee, towards training. If these factors are positive then the climate will also support the transfer of training. It is the organizations foremost duty to make the employees realize through these factors that adequate amount of time and resources are spent on them for their professional and personal development.

CULTURE also have the impact over the transfer of training. If the culture of
the organization provides enough opportunities to its employees to implement what they have learnt in the workplace and provide them variety of others factors such as, social support, challenging jobs, etc then the likelihood of the transfer of training increases.

REWARD SYSTEMS If the learning outcome that helps in achieving the

objectives is linked to reward system then the probability of the success of training would increase

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NEW ELECTRONIC TECHNOLOGIES IN TRAINING

1) Interactive computer video technology:
The use of computers and videotapes in the field of training is now well established. Some leading institution like MANAGE, Hyderabad is using this technology in training programme.

2) Broadcast television / cable television:

Televisions system in which programme is sent out by radio wave and are seen on television. Indira Gandhi National Open University (IGNOU) is very well using this technology its educational and training programme.

3) Computer aided instruction:

An educational concept which places the student in a conversational mode with a computer which has programmed study plan. The programmed course selects the next topic or phase of study according to previous responses from the student allowing each student to progress at pace directly to his or her learning capability.

4) Interactive video /interactive compute:

The phrase interactive video refers to a video programme with which user (trainee) can interact. Interactivity takes place between user and the system, some thing for IC also, the system composed of four basic components (1) monitor or video display unit (2) video tape or video disc

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(3) a computer (4) a disc drive, the computer controls the video or video disc. Disc drive loads a programme into the computer.

5) Tele-conferencing:
A two way audio and one way video system. It is used nowadays by many institutions for education and training purpose.

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RESEARCH METHODOLOGY
Interview Preparation of the summary expressed Recommendation of fall back site Questionnaire design

RESEARCH DESIGN
Descriptive Design.

Sample Size:
To understand the training and development scenario at Earth Infrastructure Mobile and what the trainee really feels about the training they have undergone and further what kind of training they look for. Do they really look for any kind of training or not? To study the above aspect we covered almost about 40 people from almost all the department at of the company Earth Infrastructure Mobile

TOOLS USED FOR DATA COLLECTION

Primary data collected through questionnaires and informal interviews. Secondary data collected through magazines, journals, websites, and other corporate publications

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PROCEDURE FOR DATA COLLECTION.

Communication, asking questions and receiving a response in person Visiting the various organizations, libraries, internet and also preparation of the questionnaire with the help of the project guide.

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LIMITATIONS
Every scientific study has certain limitations and the present study is no more exception. These are: 1. The terminology used in the subject is highly technical in nature and creates a lot of ambugity. 2. All the secondary data are required were not available. 3. Respondents were found hesitant in revealing opinion about supervisors and management.

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DATA ANALYSIS AND INTERPRETATIONS

Q1.Your Organization considers training as a part of organizational strategy. Do you agree with this statement? Response Agree Disagree Partly Agree Cant Say Total
60 50 40 30 20 10 0 AGREE DISAGREE PARTLY AGREE CANT SAY

No. Of Respondants 13 1 4 7 25 52 4 16 28 100

Percentage

Series1

Interpretation:The above graph indicates that Organization considers training as a part of organizational strategy. Q 2. How many training programmes will you attend in a year?

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Response Less than 10 10 - 20 20 40 More than 40 Total

60 50 40 30 20 10 0 LESS THAN 10 10 20

No. of respondants 14 2 6 3 25

Percentage 56 8 24 12 100

Series1

20 - 40

MORE THAN 40

INTERPRETATION:The above chart indicates that less training programmes are held in the organization.

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Q 3. To whom the training is given more in your organization? Response Senior staff Junior staff New staff Based on requirement Total No. of respondants 3 5 6 13 25 Percentage 12 20 24 52 100

60 50 40 30 Series1 20 10 0 SENIOR JUNIOR NEW STAFF BASED ON REQMT.

INTERPRETATION:Training is provided on the basis of requirement.

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Q 4. What are all the important barriers to Training and Development in your organization? Response Time No. of respondants 5 4 Lack of interest by staff 6 Percentage 20 16 24 40 100

Non-availability of skilled 10 trainer Total 25

45 40 35 30 25 20 15 10 5 0

Series1

INTERPRETATION:The above graph indicates that the important barriers to Training and Development in the organization is Non-availability of skilled trainers.

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Q 5. Enough practice is given for us during training session? Do you agree with this statement? Respondants Strongly Agree Agree Somewhat agree Disagree Total
60 50 40 30 Series1 20 10 0 STRONGLY AGREE AGREE SOMEWHAT AGREE DISAGREE

No. of respondants 14 2 6 3 25

Percentage 56 8 24 12 100

INTERPRETATION:This graph indicates that enough practice is given for employees during training sessions.

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Q6. The training sessions conducted in your organization is useful. Do you agree with this statement? Respondants Strongly agree Agree Somewhat Disagree Total No. of respondants 15 5 5 0 25 Percentage 60 20 20 0 100

70 60 50 40 30 20 10 0 STRONGLY AGREE AGREE SOMEWHAT AGREE DISAGREE Series1

INTERPRETATION:The above graph indicates that the training sessions conducted in the organization is useful.

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Q7. Employees are given appraisal in order to motivate them to attend the training. Do u agree with this statement?

Respondants Strongly Agree Agree Somewhat Disagree Total

No. of respondants 14 6 3 2 25

Percentage 56 24 12 8 100

60 50 40 30 Series1 20 10 0 STRONGLY AGREE AGREE SOMEWHAT AGREE DISAGREE

INTERPRETATION:The above graph shows that Employees are given appraisal in order to motivate them to attend the training.

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Q8. What are the skills that the trainer should possess to make the training effective? Respondants Technical skills People skills or Soft skills No. of respondants 8 6 Percentage 32 24 24

Generalist makes better 6 Personnel managers than Specialist Fond of talking to people 5 Total
35 30 25 20 15 10 5 0 TECH. SKILLS SOFT SKILL GENERALIST TALKATIVE

20 100

25

Series1

INTERPRETATION:The above graph indicates that the trainer should possess technical skills to make the training effective

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Q9. What are the general complaints about the training session? Respondents Take away precious time of employees Too many gaps between the sessions Training sessions are unplanned Boring and not useful Total
45 40 35 30 25 20 15 10 5 0 Take away Too many gaps precious time of between the employees sessions Training sessions are unplanned Boring and not useful Series1

No. of respondents 4 10 6 5 25

Percentage 25 40 15 20 100

INTERPRETATION:The above graph indicates that there are two many gaps between the training sessions.

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Q10. Reason for shortage of skilled man power at workplace are : Respondats Lack of planning No. of respondants 5 Percentage 20 40 32

Lack of support from 10 senior staff Lack of proper guidance 8 and training at workplace Lack of quality education 2 at primary and secondary level Total 25

100

45 40 35 30 25 20 15 10 5 0 Lack of planning Lack of support Lack of proper Lack of quality from senior staff guidance and education at training at primary and workplace secondary level Series1

INTERPRETATION:The above graph indicates that reason for shortage of skilled man power at workplace are lack of support from senior staff.

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CONCLUSIONS/ SUGGESTIONS
Under noted few suggestions cum conclusion can be taken as for implementation to reap furtherest benefits. Making training and development process and entirely in house activity to reduce cost. It is found that the average age group of trainees are in their twenties or early thirties which signifies that the consumer durable industry need more of young blood as enthusiasm is an integral part of the industry. The maximum emphasis is given to job instruction methods where the trainee are made to understand their job thoroughly and the role they are going to play in performing their job. Lecture as well as the presentation is the major part of imparting the education and training them. The training objective are in keeping with needs and abilities of the trainee and it is this that proves to be the major reason for success of the training as whole...

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BIBLIOGRAPHY
BOOKS:
David A. Decenzo/Stephen P. Robins (2004) Personal and Human Resource Management A. Monappa (2004), Personal Management

Allan Pepper (1999) A Handbook on Training and Development

WEBSITES:
www.Earthinfrastructure.com www.wikipedia.org

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