Professional Documents
Culture Documents
Shobhit SIP in HR
Shobhit SIP in HR
At
On
SUBMITTED TO:
Dr. A.P.J. Abdul Kalam Technical University, Lucknow
For the partial fulfillment of the requirement of
Masters of Business Administration
(MBA 2014-2016)
Project Supervisor
Company Mentor
Mr. A.N. Mishra
(Sr. Manager)
Faculty
Mrs. Suchita Shukla
Submitted by
SHOBHIT KUMAR
ROLL NO-1418170100
MBA 2014-2016
ACKNOWLEDGEMENT
I am extremely grateful to Our Director Dr. R.K. Trivedi to provide necessary and essential facilities to do
this project report.
I express our sincere thanks and deep sense of gratitude to our Academic In charge Dr. C.K. Tiwari, M.B.A.
programme, for providing me with an opportunity to study and to do this report.
I express a deep sense of gratitude to my Guide Mrs. Suchita Shukla, Faculty, for her encouragement,
support and guidance to complete this project work successfully.
I convey my heartiest thanks to Mr. A.N. Mishra, Senior Manager (HR), Bygging India Limited, New
Delhi, who kindly granted permission to do this project report in his esteemed organization.
Finally, I express my sincere thanks and deep sense of gratitude to my parents and friends for giving timely
advice in all the ways and in all aspects for doing the project
SHOBHIT KUMAR
MBA 3rd Sem.
Roll No. : 1418170100
DECLARATION
I, Shobhit Kumar hereby declare that the following summer training report titled;
Analysis of Effectiveness of Training and Development in Bygging India Limited, Delhi
2
Date:
Signature
Place:
Shobhit Kumar
M.B.A. 3rd Semester
Roll No. 1418170100
PREFACE
Someone has rightly said that practical knowledge is far better than classroom teaching. During this project I
fully realized this and I came to know about how training and development of employees affects their
working and efficiency.
3
The objective of the study is to analyze the effectiveness of the training and development in the company.
The report contains first of all brief introduction about the companies. It gives a detailed description of the
effectiveness of training and development programmes for the employees of the company.
The experience that I have gathered during my project work during training has certainly provided me a
great experience , which I believe that will help me to shoulder any responsibility which comes along my
way in future.
From the study it was found that the employers and employees are satisfied with their present recruitment
and selection process.
Finally, there comes data presentation and analysis at the end of the report followed by suggestions.
Of course, every study has its own limitations which are mentioned in last.
TABLE OF CONTENT
CONTENTS
Institutes Certificate
(i)
Acknowledgement
(ii)
Declaration
(iii)
Preface
(iv)
4
6-9
10-39
40
41
42-49
Industry Profile
50-57
Company profile
CHAPTER 3: Research methodology
58-61
62-81
CHAPTER 5: Findings
82
CHAPTER 6:Conclusion
83
CHAPTER 7: Suggestions
84
85
CHAPTER 9: Appendices
86-91
92
Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry into an
organization until he leaves, come under the horizon of HRM.
The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and
Development, Retention, Industrial Relation, etc. Out of all these divisions, one such important division is
training and development.
The study shows the scope in the field of T & D ranges rights from recruiting an employee at any level and
how to treat them throughout their working year till the time he discharged or retired from the organization.
Training and Development at Bygging India Limited, Employees are the rst focus of our Corporate Social
Responsibility policy, notably through our insistence on healthy employee-employer dialogue and our
actions in human resource management. To achieve the level of performance expected by our clients and
stay ahead of changes in our businesses, our company relies on training.
.
These changes notably enabled us to improve compatibility between the training courses on oer and our
Human Resources Predictive Management Plan (HRPMP). The policy, initiated in 2010, is intended to
provide support for our managers in handling recruitment and managing career paths. It also enables them to
encourage job mobility and optimize their organization to match the companys strategy. It is based on a set
of shared national guidelines deployed at Bygging India Limited. With the aim of adapting our teams level
of professionalism to globalization, and of encouraging multiculturalism because it fosters synergies within
the company, Bygging India Limited has also taken measures to make human resources more international.
The project report presented here is primarily concerned with training and development part of employees in
the organization.
Training and development is always an important aspect of the growth of a company and the individual
employee as well. Due to daily changing business environment, manufacturing process, technological ad
van cement and rapid growth in the demand of the products and services etc the workforce of any
organization has to be very well equipped with the skills, ability, and talent required to cope up with the
market competition.
Now a days many organizations are conducting training program to improve the productivity of employees.
The quality of employees and their development through training and education are major factors in
determining long term profitability of a business. If you hire and keep good employees, it is good policy to
invest in the development of their skills, so they can increase their productivity. Training often is considered
for new employees only; this is mistake because ongoing training for current employees helps them adjust to
rapidly changing job requirements.
Evaluation is the systematic appraisal by which we determine the worth, value or meaning of something to
someone, In case of training we are concerned with providing information on the effectiveness of the
training activity to decision makers who will make decision based on the information. Evaluation plays a
significant part in every step of the training process.
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It is important that evaluation be a planned or systematic effort that is built from the start of the training
process.
The main objective of training program to determine if they are accomplishing specific training objectives,
i.e., correcting performance deficiencies.
The need for the training of employees would be clear from the observations made by the authorities.
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1. To Increase Productivity:
Instruction can help employees increase their level of performance on their present assignment.
Increased human performance often directly leads to increased operational productivity and
increased company profit. Again, increased performance and productivity, because of training, are
most evident on the part of new employees who are not yet fully aware of the most efficient and
effective ways of performing the jobs.
2. To Improve Quality:
Better informed workers are less likely to make operational mistakes. Quality increase may be in
relationship to a company product or service, or in reference to the intangible organizational
employment atmosphere.
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6. Obsolescence Prevention:
Training and development programs foster the initiative and creativity of employees and help to
prevent manpower obsolescence, which may be due to age, temperament or motivation, or the
inability of a person to adapt him to technological changes.
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7. Personal Growth:
Employees on a personal basis gain individually from their exposure to educational experiences.
Again, Management development programs seem to give participants a wider awareness, an
enlarged skill, and enlightened altruistic philosophy, and make enhanced personal growth possible.
Training is important, not only from the point of view of the organization, but also for the employees. It
gives them greater job security and an opportunity for career advancement. A skill acquired through training
is an asset for the organization and the employee. The benefits of training stay for a very long time. Training
can become obsolete only when there is a complete elimination of the desired for that
Skill and knowledge, which may happen because of the technological changes.
In general terms, the need for training can arise because of the following reasons:
i.
Changing Technology: Technology is changing at a fast pace. Be it any industry, technological changes
are changing the way in which operations were done. Newer machines are being used for automation of
the processes. Computers have made the controls very easy. Advances in information technology have
enabled greater degree of coordination between various business units, spread far across the globe. In
order to keep themselves abreast with the changes, the employees must learn new techniques to make
use of advances in the technology. Training needs to be treated as a continuous process to update the
employees in new methods and procedures.
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(ii) Demanding Customers: As the free markets become stronger, customers are becoming more and more
demanding. They are much more informed about the products. They have many sources of information.
Intensified competition forces the organizations to provide better and better products and services to them.
Added to the customer conscious, their requirements keep on changing. In order to satisfy the customers and
to provide best of the quality of products and services, the skills of those producing them need to be
continuously improved through training.
(iii) Thrust on Productivity: In the competitive times, organizations cannot afford the extravaganza of
lethargy. They have to be productive in order to survive and grow. Continuous improvement of the
employees skills is an essential requirement for maintaining high standards of productivity. Productivity in
the present times stems from knowledge, which has to be relearned continuously.
(iv) Improved motivation: Training is a source of motivation for the employees as well. They find
themselves more updated while facing the Challenging situations at job. Such skill development contributes
to their career development as well. Motivated employees have lesser turnover, providing an organization
with a stable work force, which has several advantages in the long run.
(v) Accuracy of output: Trained workers handle their job better. They run their machines safely. They
achieve greater accuracy is whatever job they do. This reduces accidents in the organizations. Adherence to
accuracy infuses high standards of quality in the products and services, thus giving them a competitive edge
in the difficult times. Quality reduces wastages and ensures better customer satisfaction.
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(vi) Better Management: Training can be used as an effective tool of planning and control. It develops
skills of the workers for future and also prepares them for promotion. It helps them in reducing the costs of
supervision, wastages and industrial accidents. It also helps increase productivity and quality.
Collectively, these purposes directly relate to and compromise the ultimate purpose of organizational
training programmes to enhance overall organizational effectiveness.
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Objectives of Training
The objectives of training can vary, depending upon a large number of factors. The objectives depend on the
nature of the organization where training has to be provided, the skills desired and the current skill levels. It
Is difficult to draw generalizations of the objectives of training; still they can be stated as under:
2. To systematically impart new skills to the human resources so that they learn quickly.
3. To bring about change in the attitudes of the workers towards fellow workers, supervisor and the
organization.
5. To make the employees handle materials, machines and equipment efficiently and thus to check wastage
of time and resources.
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Udai Pareek has observed that there are three elements of training purpose, place and time. Training without
a purpose is useless because nothing would be achieved out of it. The purpose must be identified carefully
and now there are a large number of techniques, to be discussed in subsequent lessons, available for
establishing training needs.
After having identified the purpose of a training programme, its place must be decided i.e. whether it has to
be on the job or off the job. If off the job, where a training programme should be. Place would decide the
choice of training method and also influence its effectiveness.
The next element is the time. Training must be provided at the right time. A late training would provide
outdated knowledge, which would be useless for the employees. The timing has also to be specified in
physical terms, i.e. which month / week of the year and at what time of the day. This can have a lot of
ramifications in terms of the cost of training and its ultimate efficacy in achieving the desired results.
The purpose of training is to bring about improvement in the performance of the human resources. It
includes the learning of such techniques as are required for the intelligence performance of definite tasks. It
also comprehends the ability to think clearly about problems arising out of the job and its responsibilities
and to exercise sound judgments in making decisions affecting the work. Lastly, it includes those mental
attitudes and habits, which are covered under the general term morale.
IMPORTANCE OF TRAINING AND DEVELOPMENT
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Training is the corner-stone of sound management, for it makes employees more effective and productive. It
is actively and intimately connected with all the personnel or managerial activities. It is an integral part of
the whole management program, with all its many activities functionally interrelated.
There is an ever present need for training men so that new and changed techniques may be taken advantage
of and improvements affected in the old methods, which are woefully inefficient.
Training is a practical and vital necessity because, apart from the other advantages, it enables employees to
develop and rise within the organization, and increase their market value, earning power and job security.
It enables management to resolve sources of friction arising from parochialism, to bring home to the
employees the fact that the management is not divisible. It mounds the employees attitudes and helps them
to achieve a better co-operation with the company and a greater loyalty to it.
Training, moreover, heightens the morale of the employees, for its helps in reducing dissatisfaction,
complaints, grievances and absenteeism, reduces the rate of turnover. Further, trained employees make a
better and economical use of materials and equipment; therefore, wastage and spoilage are lessened, and the
need for constant supervision is reduced.
Training
1. Training means learning skills and knowledge for doing a particular job and increases skills required
for a job.
2. Training generally imparts specific skills to the employees.
3. Training is concerned with maintaining and improving current job performance. Thus, it has a shortterm perspective.
Development
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1. Development refers to the growth of an employee in all respects. It is more concerned with shaping
the attitudes.
2. Development is more general in nature and aims at overall growth of the executives.
3. Development builds up competences for future performance and has a long-term perspective
5. All development is self-development and the executive has to be internally motivated for the same.
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The present time of rapid change has its influence on training also. Lynton and Pareek have identified the
following salient changes that have occurred in training in last thirty years:
1. Training has changed from training individuals to training teams of people, comprising of members across
the hierarchies.
3. Training is finding itself linked with the organizational development process. It is a part of a higher-end
corporate relearning exercise.
5. Target audience of audience is also undergoing a compositional change. There are more number of
females and people from diverse ethnic groups and castes working in the organizations. This creates
diversity in the training activity as well.
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6. Technologies, government and markets are undergoing a rapid change. (This issue is not being addressed
to in detail here as it requires a detailed discussion, which is usually included in the paper on business
environment).
7. Training extends beyond employees and includes clients, suppliers, and publics as well, making a learning
organization into a learning system.
The changes have to be learnt by the organizations to ensure effectiveness of training exercise.
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There are numerous sources of on-line information about training & development. Several of these sites
(they are listed later on in this library) suggest reasons for supervisors to conduct training among employees.
These reasons include:
Enhanced company image, e.g., conducting ethics training(not a good reason for ethics training)
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The forms and types of employee training methods are inter-related. It is difficult, if not impossible; to say
which of the method or combination of methods is more useful than the other. In fact, methods are
multifaceted in scope and dimension, and each is suitable for a particular situation. The best technique for
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one situation may not be best for different groups or tasks. Care must be used in adapting the technique/
method to the learner and the job. An effective training technique generally fulfills this objective;
Provide a knowledge of results about attempts to improve (i.e. feedback), and permit
practice where appropriate.
A) ONTHE-JOB- TRAINING:
Virtually every employee, from the clerk to the president, get On-The-Job Training, when he joins a firm.
It is primarily concerned with developing in an employees skills and habits consistent with the existing
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practices of an organization, and orienting him with his immediate problems. It is mostly given for unskilled
and semi-skilled jobs- clerical and sales jobs.
Employees are coached and instructed by skilled co-workers, by supervisors, by the special training
instructors. They learn the job by personal observation and practice as well as occasionally handling it. He is
learning by doing, and it is most useful for jobs that are either difficult to stimulate or can be learned quickly
by watching and doing it.
The main advantage of on-the-job training is that the trainee learns on the actual equipment in use and in the
true environment of his job. He, therefore, gets a feel of the actual production conditions and requirements.
B) VESTIBULE TRAINING
This method attempts to duplicate on-the-job situations in a company classroom. It is a class room training
which is often imparted with the help of the equipment and machines which are identical with those in use in
the place of work. This technique enables the trainee to concentrate on learning the new skills rather than on
performing on the actual job. In other words, it is geared to job duties. Theoretical training is given in the
class room, while the practical work in conducted on the production line.
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Training is generally given in the form of lectures, conferences, case studies, role playing and discussion.
Disadvantages
C) SIMULATION
Simulation is a technique which duplicates, as nearly as possible, the actual condition encountered
in the job. The vestibule training method or the business-game method is examples of business
simulations. It is widely used in the aeronautical industry.
D) APPRENTICESHIP
Apprenticeship training is the oldest and most commonly used method, especially when proficiency
in a job is the result of a relatively long training period of 2 to 3years.this training is offered in
numerous ranges from the job of a draughtsman, a machinist, a printer, engravers, and electricians. It
is according to the predetermined schedule and provides for efficient training trade skills.
E) DEMONSTRATION AND EXAMPLES
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It is the demonstration method, the trainer describes and displays something, as when he teaches an
employee how to do something by actually performing the activity himself and by going through a
step-by-step explanation of what and why he is doing.
F) Internship Training
Under this method of training, the educational or vocational institute enters into an arrangement with an
industrial enterprise, or any organization which can utilize their knowledge, for providing practical
knowledge to its students. Internship training is usually meant for such vocations where advanced theoretical
knowledge has to be backed up by
Practical experience on the job. For instance, engineering students are sent to big industrial enterprises for
getting practical work experience and medical students are sent to big hospitals to get practical knowledge.
The period of such training varies from six months to two years. The trainees do not belong to the business
enterprises, but they come from
The vocational or professional institutions. It is quite usual that the enterprises giving them training absorb
them by offering suitable jobs after completion of their trainings.
F) Refresher Training
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As the name implies, the refresher training is meant for the old employees of the enterprise. It is also called
retraining. The basic purpose of refresher training is to acquaint the existing workforce with the latest
methods of performing their jobs and to improve their efficiency further. While explaining this, Dale Yoder
has rightly remarked, Retraining programmes are designed to avoid personnel obsolescence. The skills
with the existing employees become obsolete because of technological changes and because of the tendency
of human beings to forget.
(a)
The workers require training to bring them up-to-date with the knowledge and skills and to
relearn what they have forgotten.
(b) Rapid technological changes make even the qualified workers obsolete in course of time because new
technology is associated with new work-methods and job requirements. The workers need to learn new work
methods to use new techniques in doing their jobs.
(c) Refresher training becomes necessary because many new jobs that are created due to changes in the
demand for goods and services are to be handled by the existing employees.
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Lectures
ii.
Conferences
iii.
Group Discussions
iv.
Case studies
v.
Role playing
vi.
Programmed instructions
vii.
T-group training
viii.
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Lectures
Lectures are regarded as one of the simplest ways of imparting knowledge to the trainees especially when
facts, concepts or principles, attitudes, theories and problems solving abilities are to be taught. Lectures are
formal organized talks by the training specialist, the formal superior or other individual specific topics. The
lecture method can be used for very large groups which are to be trained within a short time thus reducing
the cost per trainee. It can be organized rigorously so that ideas and principles relate properly.
Conference Method
In this method, the participating individuals confer to discuss points of common interests to each other. A
conference is basic to most participative group centered methods of development. It is a formal meeting;
conducted in accordance with an organized plan in which the leader seems to develop knowledge and
understanding by obtaining a considerable amount of oral participation of the trainees. It lays emphasis on
small group discussions, on organized subject matter and on the active participation of the members
involved.
The person in charge of the seminar distributes in advance the material to be analyzed in the form of
required readings. The seminar compares the reactions of trainees, encourages discussions, defines the
general trends and guides the participants to certain conclusions.
Case studies
This method was first developed by Christopher Lansdale in the 1880s at the Harvard Law School to help
students to learn for themselves by independent thinking. Case study is based on the belief that managerial
competence can best be attained through the study, contemplation and discussion of concrete cases. A case
is a set of data, real or fictional, written or oral miniature description and summary of such data that present
issue and problems calling for solutions or actions on the part of the trainee. When the trainees are given
case to analyze they are asked to identify the problems and to recommend tentative solutions for it. In Case
study method, the trainee is expected to
Master the facts; become acquainted with the content of the case.
Define the objectives sought in dealing with the issues in the case.
Identify the problems in the case and uncover their probable causes.
Develop alternative courses of action.
Screen the alternatives using the objectives as criteria.
Select the alternative that is most in keeping with the stated objectives.
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Role playing
In role-playing trainees act out a given role as they would in a stage play. Two or more trainees are assigned
parts to play before the rest of the class. These parts do not involve any memorization of lines or any
rehearsals. The role players are simply informed of the situation and of the respective roles they have to
play. Sometimes after the preliminarily involves employee-employer relations, hiring, firing, discussing a
grievance procedure, conducting a post appraisal interview or disciplining a subordinate or a salesman
making a representation to a customer.
It
incorporates a pre-arranged, proposed or desired course of proceedings pertaining to the learning or the
acquisition of some specific skills or general knowledge, a programmed instruction involves breaking
information down into meaningful units and arranging these in a proper way to form a logical and sequential
learning programme or package.
T-Group Training
This usually comprises association, audio-visual aids and planned reading programmes. Members of a
professional association receive training by it in new techniques and ideas pertaining to their own vocations
through a regular supply of professional journals and informal social contacts or gatherings, members are
kept informed of the latest development in their particular fields. Audio-visual aids-records, tapes and films
are generally used in conjunction with other conventional teaching methods. Planned and supervised
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reading programmes are conducted; technical publications and the latest journals are kept in the library for
the use of the trainees.
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OBJECTIVES OF STUDY
To study the effectiveness of the training imparted by Bygging India Limited and its resultant in the
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INDUSTRY PROFILE
INDUSTRY PROFILE
The construction industry is the second largest industry in India after agriculture. It accounts for about 11%
of India as GDP. It makes significant contribution to the national economy and provides employment to
large number of people.
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There are mainly three segments in the construction industry like real estate construction which includes
residential and commercial construction; infrastructure building which includes roads, railways, power etc;
and industrial construction that consists of oil and gas refineries, pipelines, textiles etc.
Construction is an essential part of any countrys infrastructure and industrial development. Construction
industry, with its backward and forward linkages with various other industries like cement, steel bricks etc.
catalyzes employment generation in the country. Construction is the second largest economic activity next to
agriculture. Broadly construction can be classified into 3 segments Infrastructure, Industrial and Real
Estate.
Infrastructure segments involve construction projects in different sectors like roads, railways, ports,
irrigation, power etc. Industrial construction is contributed by expansion projects from various
manufacturing sectors. Real estate construction can be sub-divided into residential, commercial,
malls/multiplexes etc.
The construction activity involved in different segments differs from segment to segment. Construction of
houses and roads involves about 75% and 60% of civil construction respectively. Building of airports and
ports has construction activity in the range of 40-50%. For industrial projects, construction component
ranges between 15-20%. Within a particular sector also construction component varies from project to
project.
Construction sector contributed about 11.5% to the countrys GDP in FY 08. Over past few years, growth of
the construction has followed the trend of economic growth rate of the country. The multiplier factor
between growth rates of construction and GDP has been about 1.5X-1.6X. Over past 3 years, construction as
a percentage of GDP has increased from 8.0% in FY 06 to 8.5% in FY 08. Construction activity being
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labour intensive has generated employment for about 33 million people in the country.
The construction industry in India is highly fragmented. There are number of unorganized players in the
industry which work on the subcontracting basis. To execute more critical projects, now a days bids are
increasing placed in consortium. But the profitability of the construction projects varies across different
segments. Complex technology savvy projects can fetch higher profit margins for construction companies as
compared to low technology projects like road construction. Various projects in Construction industry are
working capital intensive. Working capital requirement for any company depends on the order mix of the
companies.
The construction industry operates on the basis of contractual agreements. Over the years different types of
contracts have been developed. It mainly depends on the magnitude and nature of work, special design
needs, and annual requirements of funds and complexities of job. Construction projects can be materialized
through number of smaller contracts which mainly depends upon size of the project and diversified nature
of activities to be carried out in the project. As a result, Subcontracting is a common phenomenon in the
construction industry.
The Construction industry of India is an important indicator of the development as it creates investment
opportunities across various related sectors. The construction industry has contributed an estimated
6708 billion to the national GDP in 2011-12 (a share of around 9%).The industry is fragmented, with a
handful of major companies involved in the construction activities across all segments; medium-sized
companies specializing in niche activities; and small and medium contractors who work on the subcontractor
basis and carry out the work in the field. In 2011, there were slightly over 500 construction equipment
42
manufacturing companies in all of India. The sector is labor-intensive and, including indirect jobs, provides
employment to more than 35 million people.
CONSTRUCTION PHASES
Design - the specification of what is to be built in sufficient detail to be used as the basis as a contract
between the owner and a contractor
Procurement - the selection of the contractor or contractors to carry out the construction. This may be
by competitive tendering.
Diversions - before construction can start any services on the site which must be kept operational to
serve other adjacent sites must be diverted so they run outside the footprint of the new building. This
can include drainage, water and gas piped services and power and communication cables.
Under-construction - a fully designed building currently being built
Ground works - construction work below ground level including the construction of basements and
foundation.
Topped-out - a fully designed building where construction has reached the highest point of the
building
Fitting out - installation of the decorative, non-structural elements once the building main structure is
complete. This includes painting, ceilings, light fittings etc. Commissioning or setting to work - Once
the building Mechanical, electrical, plumbing, communications, and building control systems are
installed they then need to be tested and adjusted so they deliver the required performance.In modern
buildings this can take some time during which little seems to be going on but if this is not done
properly then these systems will not deliver their design performance leading to hot and cold spots,
spurious alarms, higher energy bills, and systems failing during emergencies.
Substantial Completion / Beneficial Occupancy - a point when the work is sufficiently complete so
that the Owner can occupy (Items noted during inspection 'punch list' or 'snag list' may still be
corrected).
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Complete/built - a fully designed building that has been fully built, excluding future expansions
(punch list items all completed).
Building Operation - All those day-to-day activities need to ensure the building can be used. In
simple buildings this means little more than cleaning but in more complicated buildings this is a
large scale operation employing a large team of staff. If they do their job right then you hardly notice
them.
Maintenance - works to ensure the building continues to operate in accordance with its design,
including replacing elements which are approaching the end of their useful life.
Repair - replacing building elements which have been damaged or which have failed to restore the
building to its as-built state.
Renovation - modification to the building. This can be minor modifications that are carried out while
the building is occupied or major works where only the structural elements are kept and the building
is out of use for years.
Demolition - destruction of the building which may include the salvage of some elements for reuse
elsewhere.
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CAREERS
There are many routes to the different careers within the construction industry. These three main tiers are
based on educational background and training, which vary by country:
Unskilled and semi-skilled General site labor with little or no construction qualifications.
Skilled Tradesmen who've served apprenticeships, typically in labor unions, and on-site managers
who possess extensive knowledge and experience in their craft or profession.
Technical and management Personnel with the greatest educational qualifications, usually graduate
degrees, trained to design, manage and instruct the construction process.
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47
COMPANY PROFILE
Bygging India Limited is fully integrated construction organization established in 1983, in the technical and
financial collaboration with Bygging Uddemann AB, Sweden, with the main objective to introduce new and
novel consruction techniques in the field of construction industry. The collaboration ensures access to the
long and rich Swedish experience &knows how
VISION
To continuously move forward by every project to the highest standard, timely completion and become a
recognized engineering and construction firm in India & overseas and prosper in building a trusted and well
known brand for itself.
Ankleshwar (Gujarat)
Bellary
Gadarwara
Butibori
Guddur
Dhanbad
Muzzafarpur
Meja
Jamnagar
Panvel
Lara
Nabinagar
Nellore
Bailadila
Karanpura
Paradeep
Dahej
Hazira
Jamnagar
Solapur
Unchahar
Companys Clients
Following are Companys current clients:
DLF Group
BSES Ltd.
Lokhandwala Group
Registered Office:
69, RNA Arcade,
1st floor, Lokhandwala Complex,
Andheri (West)
Mumbai-400 053 INDIA
Tel: +91 22 2639 0353
Fax: +91 22 2636 0409
Email: bygging1983@gmail.com
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Regional Office:
602/603, 6th Floor,
98, Modi (Hemkunt) Tower,
Nehru Place
New Delhi 110019 (India)
Phones: 91-11-26238801, 26238801
Email: bildel@byggingindia.com
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RESEARCH METHODOLOGY
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Definition: Research Methodology is a systematic way of investigation directed to the discovery of some
facts by careful study of a subject, a course of critical and scientific inquiry.
(A) Scope
The scope/range of this project report is not too far stretching to the whole of Bygging India Limited rather
it only covers the training and development activities conducted By Bygging India Limited for its
employees.
My project mainly deals with the present method of training given at Bygging India Limited during my
tenure of the project, June-July 2015. This project covers training, training programmes, and training
evaluation and excludes all other human resources activities conducted before and after training.
(B) REQUIREMENT: For our project we required information like knowledge about the employees understanding, skills generated
and the mastery gained during training.
So we have to look insight the performance of the employees through evaluation of their performance,
through questionnaire and data given by the management.
So for a better research we have some particular needs or requirements.
54
Primary data: The data is collected for the first time hence is fresh and happens to be original in
nature.
Secondary data: The data is the collected and processed information by some other person or
organization.
Primary data were collected from employees who have already undergone these training programmes and
their views were collected as to whether their ability to perform is affected positively after training and the
already available data given by management and website was taken.
Secondary data are gathered from the official website of the company and from reference books.
(D) RESEARCH TOOL:For the data collection we used structured close-ended questionnaire as well as open ended questions.
(E) METHOD USED FOR DATA COLLECTION:Questionnaire and data available with the management.
Sample Size:55
Sample can be defined as the selection of a part or a group or an aggregate with a view in obtaining
information about the whole population. For knowing the mind share of different brands we should target
more population but because of lack of time we took sample of 50 people.
(2)
The questionnaire is the most common tool in collecting data, so it should be carefully developed, tested and
debugged before they are administered on a large scale.
(3)
Research Instrument:-
For analyzing the data, which gather, first we need to arrange that in table as the questionnaire; it was mainly
open ended so we had not face much problem.
(5)
Data Tabulation:-
(6)
Analysis:-
After tabulation we analyze the data with the help of pie chart because in pie chart it was easy to understand
everything in percentage as well as it gives better picture.
(7)
Conclusion:-
(8)
Recommendation:-
Should write some suggestion, as given by analysis of the data by the management and the questionnaire.
57
% of Responses
0-5
20
6-10
12
24%
10-15
10
20%
More than 15
16%
50
100%
Total
40%
58
0-5
6-10 Programmes
10-15 Programmes
More Than 15
INTERPRETATION
44% of the officers have attended 6-15 training programmes in the last 5 years, which is an indication of an
effective training policy of the organization. However, 40% of the officers have attended only 0-5 training
programmes, which needs to be evenly monitored by the organization.
59
2) Were you aware of the training programme objectives before attending it?
Options
No. of Respondents
% of Responses
Strongly agree
12
24%
Moderately agree
20
40%
Cant Say
12%
Moderately Disagree
4%
Strongly Disagree
10
20%
Total
50
100%
60
INTERPRETATION
40% of the respondents moderately agree to the fact of knowing the training objectives beforehand, in
addition to 24% who strongly agree. But a small population disagrees as 20% strongly disagree to this
notion. Training objectives should therefore be made known compulsorily before imparting training in the
organization.
Options
No. of Respondents
% of Responses
Strongly agree
12
24%
Moderately agree
20
40%
Cant Say
16%
Moderately Disagree
12%
61
Strongly Disagree
Total
8%
50
100%
STRONGLY AGREE
MODERATELY AGREE
CAN'T SAY
MODERATELY DISAGREE
STRONGLY DISAGREE
INTERPRETATION
24% of the respondents feel that the training programmes were in accordance to their developmental needs.
16% respondents could not comment on the question and 12% think that the programmes are irrelevant to
their developmental needs and the organization must ensure programmes that satisfy the developmental
needs of the officers.
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Options
No. of Respondents
Strongly agree
16
Moderately agree
10
Cant Say
% of Responses
32%
20%
10
20%
Moderately Disagree
16%
Strongly Disagree
12%
50
100%
Total
63
STRONGLY AGREE
MODERATELY AGREE
CAN'T SAY
MODERATELY DISAGREE
STRONGLY DISAGREE
INTERPRETATION
52% respondents feel that the time limit of the training programme was adequate but 28% feel that it was
insufficient. Also, 20% could not comment on the question. All the respondents though felt that increase in
time limit of the programmes would certainly be beneficial and the organization should plan for this to be
implemented in the near future.
5) Were the training methods used during the training effective for understanding the subject ?
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Options
No. of Respondents
% of Responses
Strongly agree
10
20%
Moderately agree
20
40%
Cant Say
16%
Moderately Disagree
12%
Strongly Disagree
12%
50
100%
Total
65
STRONGLY AGREE
MODERATELY AGREE
CAN'T SAY
MODERATELY DISAGREE
STRONGLY DISAGREE
INTERPRETATION
60% of the respondents believe that the training methods used during the programmes were helpful in
understanding the subject, yet 24% disagree to this notion. The organization should use better, hi-tech
methods to enhance the effectiveness of the methods being used during the training programmes.
66
Options
No. of Respondents
% of Responses
Strongly agree
14
28%
Moderately agree
20
40%
Cant Say
12%
Moderately Disagree
12%
Strongly Disagree
8%
Total
50
100%
67
INTERPRETATION
68% respondents believe that the training sessions were exciting and a good learning experience. 12%
respondents could not comment on this while 20% differ in opinion. They feel that the training sessions
could have been more exciting if the sessions had been more interactive and in line with the current practices
in the market.
7) Were the training aids used helpful in improving the overall effectiveness of the programme?
Options
No. of Respondents
% of Responses
Strongly agree
10
20%
Moderately agree
12
24%
Cant Say
18
36%
Moderately Disagree
12%
Strongly Disagree
8%
Total
50
100%
68
INTERPRETATION
44% of the respondents believe that the training aids used were helpful in improving the overall
effectiveness, yet 20% disagree to this notion. 36% respondents did not comment on the issue. Yet the total
mindset of the respondents was that the organization should use better scientific aids to enhance the
presentation and acceptance value of the training programme.
69
Options
No. of Respondents
Strongly agree
Moderately agree
14
% of Responses
16%
28%
Cant Say
10
20%
Moderately Disagree
10
20%
16%
Strongly Disagree
Total
50
100%
0
SRTONGLY AGREE
MODERATELY AGREE
CAN'T SAY
MODERATELY
DISAGREE
STRONGLY DISAGREE
INTERPRETATION
44% respondents believe that the training programmes increase their job efficiency but 36% disagree to this.
The view of the respondents were towards having more technological and current topics for the training
70
programmes which could help them satisfy their creative urge and simultaneously increase their on-the-job
efficiency.
9) In your opinion, were the numbers of training programmes organized during the year sufficient for
officers of Bygging India limited?
Options
No. of Respondents
% of Responses
Strongly agree
8%
Moderately agree
14%
13
26%
12%
20
40%
Cant Say
Moderately Disagree
Strongly Disagree
Total
50
100%
71
MODERATELY AGREE
MODERATELY DISAGREE
8%
15%
38%
12%
27%
INTERPRETATION
22% respondents have the opinion that the frequency of the training programmes is sufficient but 52% of the
respondents differ to this. They believe that the number of training programmes organized in a year should
be increased and some in house training programmes should also be organized by the organization regularly.
10) How many training programmes have you attended during the last year?
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No. of Programmes
No. of Respondents
% of Responses
Upto 2
30
60%
3-5
12
24%
6-8
12%
More than 8
4%
50
100%
Total
UPTO 2
BETWEEN 3-5
BETWEEN 6-8
MORE THAN 8
INTERPRETATION
36% of the workers have attended 3-8 training programmes in the last year, which is the clue of a useful
training policy of the organization. However, 60% of the workers have attended only 0-2 training
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programmes, which should be effectively seen by the organization. Also, every worker should be given
chances to attend as many training programmes as possible.
74
Options
No. of Respondents
% of Responses
Strongly agree
24
Moderately agree
12
Cant Say
Moderately Disagree
12%
Strongly Disagree
4%
Total
50
48%
24%
12%
100%
INTERPRETATION
75
72% of the respondents feel that the training programmes were useful. 12% respondents could not comment
on the question and 16% think that the programmes were irrelevant to their objective of being useful. The
organization must ensure programmes that are useful and prove to cater to the developmental needs of the
workers.
12) Was the time limit of the training programme was sufficient?
Options
No. of Respondents
Strongly agree
10
Moderately agree
18 36%
Cant Say
Moderately Disagree
Strongly Disagree
% of Responses
20%
12%
16%
16%
76
Total50
100%
INTERPRETATION
56% respondents feel that the time limit of the training programme was adequate but 32% feel that it was
insufficient. Also, 12% could not comment on the question. All the respondents though felt that increase in
time limit of the programmes would certainly be advantageous and the organization should take some steps
in this direction.
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FINDINGS
Training and development programs are very important to be conducted in any organization.
Training of employees increase their productivity.
Training and development programs are to be conducted on a regular basis.
Good training programs not only enhance an employees productivity but also make him
loyal towards organization.
Latest training methods should be adopted.
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CONCLUSIONS
The major findings of the project are enumerated as follows:
Training is considered as a positive step towards augmentation of the knowledge base by the
respondents.
The objectives of the training programmes were broadly known to the respondents prior to attending
them.
The training programmes were adequately designed to cater to the developmental needs of the
respondents.
Some of the respondents suggested that the time period of the training programmes were less and
been more interactive and in line with the current practices in the market.
The training aids used were helpful in improving the overall effectiveness of the training
programmes.
The training programmes were able to improve on-the-job efficiency.
Some respondents also recommended that the number of training programmes be increased.
SUGGESTIONS
The major suggestions for changes in the existing training programmes are as follows:
New programmes for personal as well as professional development of the officers should be
developed.
Officers should be referred for the training programmes as per their developmental needs.
The training programmes should be organized outside the office in order to avoid disturbance in the
work.
Some training sessions should also be organized in house for the officers who find it difficult to
programmes.
The course curriculum for the training programmes should be current in terms of the new
developments in the world.
LIMITATIONS
The project is a collection of study, observation, and practical experience during my summer internship
programme where I was a member of the team working in the training and development of employees
I tried to perform this project in best possible manner to avoid any lacuna or lack-ness. In spite of all my
efforts in this regard but due to the far stretching activities conducted at Bygging India Limited , my project
lack in some of the following heads. Where there is a chance of further elaborating study on the same
subject.
80
Some information being very sensitive as far as organization is concerned is left untouched and not
a crucial and major part of this field hence a full fledge study can be done in this area.
The data presented here is taken by prepared questionnaire (open ended and closed ended) and
APPENDIX
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QUESTIONNAIRE:
1) How many training programmes have you attended in last 5 years?
No. of Programmes
0-5
6-10
10-15
More than 15
MODERATELY AGREE
CANT SAY
MODERATELY DISAGREE
STRONGLY DISAGREE
STRONGLY DISAGREE
5) The training methods used during the training were effective for understanding the subject.
STRONGLY AGREE
MODERATELY AGREE
CANT SAY
MODERATELY DISAGREE
STRONGLY DISAGREE
7) The training aids used were helpful in improving the overall effectiveness of the programme.
STRONGLY AGREE
MODERATELY AGREE
CANT SAY
MODERATELY DISAGREE
STRONGLY DISAGREE
85
9) In your opinion, the numbers of training programmes organized during the year were sufficient for
officers of Bygging India Limited.
STRONGLY AGREE
MODERATELY AGREE
CANT SAY
MODERATELY DISAGREE
STRONGLY DISAGREE
10) How many training programs have you attended during the last year?
No. of Programs
Up to 2
3-5
6-8
More than 8
86
87
BIBLIOGRAPHY
BIBLIOGRAPHY
Leslie Rae
88
New Delhi.
International journal on Training and Development by Paul Lewis, William J. Rothwell, Linda
89