A PROJECT REPORT

ON

TRANNING EFFECTIVENESS AT THE DIGITAL ADDA ,PUNJAB MOHALI

Submitted in partial fulfilment of the requirement for the award of

Masters of Human Resource Management (MHRM)

Submitted to
L.N. Mishra Institute of Economic Development & Social Changes

1, Jawaharlal Nehru Marg ,Patna-800001

(An Autonomous Institute under Aryabhata Knowledge University ,Patna

Recognized and Aded by Ministry of HRD , Govt.of India Affiliated to UGC and
AICTE, New Delhi)

UNDER THE GUIDANCE OF : SUBMITTED BY:

Devendra Kumar Priya Singh

Asst. professor Roll No:18824

L.N.M.I ,Patna MHRM

Session:2018-20

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 DECLARATION

I, PRIYA SINGH, (ROLL NO - 18824), bonafide student of L.N. Mishra Institute Of

Economic Devlopment And Social Changes Patna, affiliated to the Aryabhatta
Knowledge University hereby declare that project entitled “A STUDY ON
EFFECTIVENESS OF TRAINING AT THE DIGITAL ADDA.”” was prepared towards the
partial fulfilment of Masters Of Human Resources Management final year degree
course from the L.N.M.I. The report was prepared by own effort and it has not been
produced earlier towards the award of any other degree or diploma from the same
university.

PLACE: Signature :

DATE: (PRIYA SINGH)

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 ACKNOWLEDGEMENT

First and the foremost wishes, I would like to thank the ALMIGHTY for the blessings
to complete this project successfully. The perfect way to document this project would
be to start with acknowledging all those people who directly or indirectly encouraged,
supported me with their value added inputs without them this project would not have
been this better.
To start with I would like to thank to the faculty member of L.N.M.I,Patna for there
advice to carry out this project & providing us an opportunity to bring out our talents
& skills in form of the project work.

I am highly indebted to Dr.Devendra Kumar, for his guidance & constant supervision
as well as for providing necessary information regarding the project & also for her
support in completing the project.

It is with immense pleasure and respect that I express my deep sense of

gratitude to Mr. Varun nayyar (HUMAN RESOURCES EXECUTIVE), for his valuable
inputs, methods, constant encouragement, care and inspiration throughout the
period of my project work. I owe my sincere thanks to other teaching as well as non-
teaching staff and my family and friends for their constant encouragement and
guidance throught out the project.

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 TABLE OF CONTENT
SL.NO. CONTENTS PAGE
NO.
CHAPTER 1
1.1 INTRODUCTION OF THE STUDY 5
1.2 OBJECTIVES OF THE STUDY 6
1.3 NEEDS & PROBLEMS OF THE 7
STUDY
1.4 METHODOLOGY OF THE STUDY 8-9
1.5 SCOPE OF THE STUDY 10
1.6 LIMITATION OF THE STUDY 11
CHAPTER 2
2.1 INDUSTRIAL PROFILE 12-21
CHAPTER 3
3.1 TRANINGEFFECTIVENESS: 22-28
COCEPTUALPRELUDE
CHAPTER 4
4.1 TRANING EFFECTIVENESS AT THE 29-35
DIGITAL ADDA
CHAPTER 5
5.1 DATA INTERPRETATION & 36-46
ANALYSIS
CHAPTER 6
6.1 FINDINGS 47
6.2 SUGGESTIONS 48
6.3 CNCLUSION 40-50
ANNEXURE
QUESTIONNAIRE 53-56
BIBLOGRAPHY 57-59

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CHAPTER 1

1.1 INTRODUCTION
As a part of the curriculum of MHRM (III) semester, I underwent my ……… Summer
training project at THE DIGITAL ADDA . This six-weeks training in an industrial
organization seems to be necessary for the complete understanding of the
phenomenon related with Training effectiveness. This study prescribes add situation
before the researcher, there by he/she gets perfection. This short of study injects
flavors of confidence in heart and mind of the researcher. It provides ample
opportunity to comprehend the phenomenon and suggest best solution of it. I was
assigned the title "Training effectiveness". My topic is concerned with the employee's
development at THE DIGITAL ADDA, PUNJAB. Employees training tries to improve skills,
or add to the existing level of knowledge so that employees is better equipped to do
his present job, or to prepare him for 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 or learning
activities done for the primary purpose of helping members of an organization to
acquire and apply the same. Broadly speaking training is the act of increasing the
knowledge and skills of an employee for doing a particular job. In today’s 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 on organization they are the
cornucopia ideas. So it high time the organization realize that “train and retain is the
mantra of new millennium.”

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 1.2 OBJECTIVES OF THE STUDY
The specific objectives of the study are:
➢ To examine the effectiveness of training in overall development of skills of
workforce.
➢ To examine the impact of training on workers.
➢ To study the changes in behavioral pattern due to training.
➢ To find out new methods of training and development in THE DIGITAL
ADDA, PUNJAB.

I have tried to take a view on the topic in a practical manner, so that the feedback can
be provided to the organization.

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 1.3 NEED & PROBLEM STATEMENT FOR THE STUDY

Training is the act of increasing the knowledge and skills of an employee for doing a
particular job. It utilizes a systematic and organized procedure by which employee
learns technical knowledge and skills. Training refers to the teaching and learning
activities carried on for the primary purpose of helping members of an organization.
Training is closely related with education and development but needs to be
differentiated from these terms. It is aimed at improving the behaviour and
performance of a person.

Training is a continuous and life long process. Training provides an atmosphere of

sharing synthesizing with the help of the trainers, the information already available
on the subject. Understanding the training need requirements of employees is of
huge concern for any company. The impact of knowing the employees performance
based on training provided is crucial. Hence, this study focuses on the various training
methods and practices adopted at The Digital Adda ,Punjab (Mohali)

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 1.4 MEANING OF RES EARCH & DEFINITION
Research refers to a search for knowledge. Once can also define research as a scientific
and systematic search for pertinent information on a specific topic.
• Research is an art of scientific investigation.
Systematized effort to gain new knowledge [Redman and Mary].
• It is a voyage of discovery .
METHODOLOGY can be defined as
• “The analysis of the principles of methods, rules, and postulates employed by a
discipline”.
• “The systematic study of methods that are, can be or have been applied within a
discipline”.

• A PARTICULAR PROCEDURE OR SET OF PROCEDURES”.

Methodology includes a collection of theories, concepts or ideas as they relate to a
particular discipline or field of inquiry: Methodology refers to more than a simple set
of methods; ] rather it refers to the rationale and the philosophical assumptions that
underlie a particular study relative to the scientific method. This is why scholarly
literature often includes a section on the methodology of the researchers. This section
does more than outline the researchers’ methods might explain what the researchers’
ontological orepistemological views are. Another key (though arguably imprecise)
usage for methodology does not refer to research or to the specific analysis
techniques. This often refers to anything and everything that can be encapsulated for
a discipline or a series of processes, activities and tasks. Examples of this are found in
software development, project management and business process fields. This use of
the term is typified by the outline who, what, where, when, and why. In the
documentation of the processes that make up the discipline, that is being supported
by "this" methodology, that is where we would find the "methods" or processes. The
processes themselves are only part of the methodology along with the identification
and usage of the standards, policies, rules, etc. Researchers acknowledge the need for
rigor, logic, and coherence in their methodologies, which are subject to peer review.
RESEARCH METHODOLOGY
Primary data was collected through:
• Questionnaires
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• Personal observations Secondary data was collected through
• Newspapers
• Magazines
• Internet
SAMPLE SIZE
Sample size is decided under three decisions:
1- Sample Size unit – THE DIGITAL ADDA
2- Sample Size No. - 100Staff members.
3- Sample size method - Rating Method

PERIOD OF THE STUDY

The period of the study consists of 45 days in a reputed industrial organization, which
is the developer of softwares situated at Punjab,Mohali..
Data collection:
Data was collected through both primary and secondary sources. The primary data was
collected through administration of questionnaire through personal observation.
Secondary source includes article from magazines. Company's manual and Internet
was also used to collect data (secondary).

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 1.5 SCOPE OF STUDY
In this project I have tried to present details about the training and development
programs being presently followed in THE DIGITAL ADDA and the feedback,
I collected from different employees during my interaction with them.
The scope of training effectiveness can be explained with the help of following
points:
exact position of performance of employees through their feedback
Development of the employees through various training and development
programs.
Developing altered of unbiased treatment to all employ

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 1.6 LIMITATION OF STUDY

During my training period although the management and plant personnel were very
cooperative & extended their full support, yet there were following limitations
associates with my study which I would like to mention:
Due to the busy schedule of an organization I was unable to grasp the precious words
of the HRD Manager.
The lack of avability of information,the collected one may not give the correct
information as in the time period of 45 days, it is very difficult to get the clear pictures.

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CHAPTER- 2

2.1 CORPORATE PROFILE

THE DIGITAL ADDA

F-469, 2ND FLOOR, INDUSTRIAL AREA, PHASE 8B, MOHALI
T – (+91) 8146607244
E ‐ thedigitaladda1@gmail.com

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 ...::: PARTNERS WITH WORLD LEADERS :::...

PARTNER ID: 4876923 PARTNER ID:V102302

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PARTNER ID: 967259 PARTNER ID:
104828338816561619202

...::: ABOUT US :::...

THE DIGITAL ADDA that provides services in Education, Development and Consultancy under single
umbrella. THE DIGITAL ADDA has completed successful 4 years in industry and having own Research and
Development centre along with state of art infrastructure. THE DIGITAL ADDA has been incorporated in
order to focus on and take advantage of its expertise in the delivery of effective high end customized training
from dot to dimensions. Our company’s extensive capabilities come as a result of being the most preferred
training centre for our principles.

THE DIGITAL ADDA was established in 2014 by a team of professionals from global consulting firms having
background in engineering and management from eminent institutes like Lovely Professional University,
Phagwara, Punjab guided by senior people from Industry, Academia, & Government Sector; and specializes
in customized IT and Management Training on various software products and development tools addressing
the growing needs of the Industry.

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1PARTNERSWITH:GOOGLE|MICROSOFT|IBM|CISCO|INTEL
CORPORATE PROFILE THE DIGITAL ADDA F-469, 2ND FLOOR, INDUSTRIAL AREA, PHASE
8B, MOHALI T – (+91) 8146607244 E ‐ thedigitaladda1@gmail.com 2 P A R T N E R S W
I T H : G O O G L E | M I C R O S O F T | I B M | C I S C O | I N T E L ...::: PARTNERS WITH
WORLD LEADERS :::... Partner ID: 4876923 Partner ID:V102302 Partner ID: 967259
Partner ID: 104828338816561619202 3 P A R T N E R S W I T H : G O O G L E | M I C R
O S O F T | I B M | C I S C O | I N T E L ...::: ABOUT US :::... THE DIGITAL ADDA that
provides services in Education, Development and Consultancy under single umbrella.
THE DIGITAL ADDA has completed successful 4 years in industry and having own
Research and Development centre along with state of art infrastructure. THE DIGITAL
ADDA has been incorporated in order to focus on and take advantage of its expertise
in the delivery of effective high end customized training from dot to dimensions. Our
company’s extensive capabilities come as a result of being the most preferred training
centre for our principles. THE DIGITAL ADDA was established in 2014 by a team of
professionals from global consulting firms having background in engineering and
management from eminent institutes like Lovely Professional University, Phagwara,
Punjab guided by senior people from Industry, Academia, & Government Sector; and
specializes in customized IT and Management Training on various software products
and development tools addressing the growing needs of the Industry. 4 P A R T N E R
S W I T H : G O O G L E | M I C R O S O F T | I B M | C I S C O | I N T E L The Digital Adda
is one of the leading Advertisement and Promotion Company in Punjab and
Chandigarh. It’s a beginning of the new Revolution in the Advertisement on a Digital
Platform, we also provide troining in HR and Finance . It is a one stop shop for all the
things. The revolt for knowledge, the mission for sharing, the promise for
accomplishing the dream, and the drive for the passion had come together. A dream
for revolution which was started with Er. Karan Arora & Er. Deepanshu Khanna during
the college days is finally beginning. This is a revolution and we are the revolutionaries.
This is the revolution in the field of the Electronics and the Information Security. During

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our college days, we saw people memorizing the list of programming languages,
configuring hardware’s, and lots of other things. But they forgot the difference
between the term learning, understanding and the memorizing. And at the end joined
the same rush and got placed, but they didn’t understand and learn the things, so they
didn’t survive much in the outer world. So, we all decided to run a firm that will not
only help the students but also the corporate persons who work for the knowledge
and use their potentials to build up their own path. With many years of experience
working with embedded systems, Linux, Information Security, Web Development and
Networking we provide sought-after expertise in these fields. The Professional
Development Courses help in honing the basic skills across platforms and
methodologies while the Corporate Trainings drive enablement on specific tools and
technologies. The Digital Adda has superior infrastructure and highly qualified
expertise to training engineers to full fill their tasks & guide them to Embedded and IT
related careers. The Digital Adda has world class curriculum listed below and state-of-
art Infrastructure and tools required to train the engineers on the Embedded Skills,
Information Security and IT Solutions Skills to enable them to independently handle
complex projects. We aim at raising standards of professionalism within the IT training
industry and creating standards of excellence against which candidates are measured.
THE DIGITAL ADDA training programs are continuously striving for excellence in
education, training, research and consultancy in the fields of Management and
Information Technology with a Mission of Offering Value Based Education. We
produce IT professionals who can compete with the very best in the global arena and
cater to the growing demands of the corporate world. 5 P A R T N E R S W I T H : G O
O G L E | M I C R O S O F T | I B M | C I S C O | I N T E L Our consulting and
implementation group has worked in all settings, from small businesses with little or
no computerization to large corporations with highly structured IT departments. Our
experience in software development and implementation means that consulting
recommendations are both practical and technically possible. Process redesign and
improvement In the case that a company's supply chain, manufacturing, or
distribution operations are structured around a system it is trying to replace, or are
geared toward a way of doing business that no longer fits current needs, Our
consulting team can help the company define its needs, identify specific areas to be
addressed, and make recommendations for change. ..::: Management Trainings :::..
Apart from Technical Education THE DIGITAL ADDA GROUP and Institute of Finance
and Banking Professionals also provides Management Trainings for the streams of
MBA, BBA, B.COM, B.COM (Prof.) in the field of FINANCE, HUMAN RESOURCE,

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MARKETING, DIGITAL MARKETING, INTERNATIONAL BUSINESS and IT. We do have a
trained faculty who are having an experience of 5 to 7 years in Financial Sector,
Banking, Hardcore Marketing, Retail Management and Retail Marketing, Online or
Internet Marketing and Business Analytics Fields. ..::: OBJECTIVE :::... To enable people
and companies to maximize their business success by sharing our experience &
expertise. We stick to the following principles for achieving our objectives: Understand
Our Customer We at THE DIGITAL ADDA understand needs and requirements of our
customer and make technology to resolve your needs and thus realize your full
potential. Know‐How to Develop Software THE DIGITAL ADDA knows how to use
technology and develop software that meets your requirements and satisfies your
business needs developing exactly what you need. Employ Advantages of Outsourcing
A large number of companies have already taken advantage of outsourcing. We make
outsourcing benefits work for your business. Great People Only 6 P A R T N E R S W I T
H : G O O G L E | M I C R O S O F T | I B M | C I S C O | I N T E L THE DIGITAL ADDA is a
community of professional, talented, and bright people that are really easy to work
with. Act Globally Our international experience enables THE DIGITAL ADDA to be at
the leading edge of business and technology. ...::: OUR MISSION :::... “We have
dedicated training experience domestically / internationally in private institutes /
professional institutions / companies and our consultants have a variety of external
consulting experience with blue chip companies. The non‐disclosure agreement does
not allow us to reveal any sensitive information of same. THE DIGITAL ADDA envisages
strengthening its Education, IT & Business Consultancy base on industry scenario and
technology development issues, developing its consultancy capabilities, expanding its
contacts with various companies to promote exchange of innovations business
methodologies, design of business process curriculam and monitoring the IT industry
trends, country wide.” ...::: OUR VISION :::... “To be best in people business, converging
our broad capabilities in unique ways to provide consummate results for our clients
and associates.” ...::: CORE COMPETENCY & KEYS TO SUCCESS :::... • Exceptional skills
in visualization, programming, development and management • Proven instructional
design methodology • Clearly defined standards and procedures for all phases •
Subject matter expertise available from a pool of corporate experts in varied
technologies. • Worked extensively with specialists on our own proprietary
courseware development and delivery systems. • Marketing power. We have our
services on the shelves with zero defect support and enough marketing power to gain
the maximum market share and fetch the opportunity of growing IT‐ITES business. 7
PARTNERSWITH:GOOGLE|MICROSOFT|IBM|CISCO|INTEL•

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Product and service quality and customer satisfaction. Everything we sell is
guaranteed, so the product and service has to do what we promise and well. • Long‐
term customer satisfaction is critical to our survival. • The right management team,
with strong foundations in marketing, management, finance, product development
and service support. • Management style reflects the participation of the owners. The
company respects its community of co‐ workers and treats all workers well. We
attempt to develop and nurture the company as community. ...::: STRATEGY :::... While
everyone tends to agree that we need to “do quality”, there is little understanding as
to what the word quality really means. THE DIGITAL ADDA helps you to try and define
quality process appropriately, then define the roles and activities that are needed to
achieve quality business process that will truly bring in the benefits that are
meaningful to the client. At THE DIGITAL ADDA, our team of senior consultants assists
in realizing this dream into practical achievement. These consultants have a vast
industry experience and expertise in different business domains. The consultants have
been trained exhaustively to cultivate characteristics that help us better understand
clients feeble areas, future requirements and thereafter through their knowledge and
experience provide the best practical solutions. THE DIGITAL ADDA will follow four
concise strategies to achieve the desired growth. We will build customized versions of
our standard products, providing more value for specific groups of customers. We will
develop a strong marketing infrastructure. This is the key for us to get our products
out on the market. THE DIGITAL ADDA will focus on small to medium size companies,
the segment that has been largely ignored by the competition. Lastly, THE DIGITAL
ADDA will focus on follow‐up technology which is more appropriate for the masses,
instead of leading technology which is best suited for experts. ...::: TRAINING
PHILOSOPHY :::... We believe that the best way to learn is to learn by “doing” or
kinesthetically. To that end, the emphasis is on intuitive interface and extensive
interaction. Our training schedules are highly practice oriented along with theory, 8 P
A R T N E R S W I T H : G O O G L E | M I C R O S O F T | I B M | C I S C O | I N T E L are
dynamic and flexible enough to address needs of the IT industry. Instructional
Strategies • Presentation • Interactivity • Hands‐on‐Training Feedback THE DIGITAL
ADDA ensures the quality of its training and services through feedback mechanism. To
deliver the services, THE DIGITAL ADDA has developed: • Pre‐assessment feedback
process: to ensure that the instructor knows the level of the participant and his
expectations from the training. • Post‐assessment feedback: to ensure that the
participant’s expectations are met and delivery of the training is as required. THE
DIGITAL ADDA has a professional learning environment wherein students from

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different technologies are made worthy i.e. interviews, group discussions, counseling
to face the corporate challenges. ...::: SERVICES :::.. EDUCATION Instructor‐Led Private
Classroom Training THE DIGITAL ADDA Training Program is a fully supported, hands‐
on classroom training solution conducted at the company's training facilities. With this
training option, students will directly benefit from the knowledge of experienced
instructors who are experts in their fields and are dedicated to presenting even the
most technical courses in a way, which is clear and easy to understand. Our training
curriculum is customized specifically to your needs and classes are conveniently
scheduled in part‐ 9 P A R T N E R S W I T H : G O O G L E | M I C R O S O F T | I B M | C
I S C O | I N T E L and full‐day sessions, so that you can reduce your out‐of‐office time
or accelerate your learning. On‐site Training On‐site training permits companies to
adapt our courses to their organization's specific environment, goals, delivery
mechanism, or curricula needs. Public Enrolment Classes State‐of‐the‐art computer
training facilities, small classes, challenging, well‐structured hands‐on exercises, and
convenient access to first‐rate materials and instructors are all elements of our truly
effective training programs. One‐on‐One Training One‐on‐one instruction is personal,
step‐by‐step learning for your specific needs with a private instructor by our side.
Whether you are a novice or experienced computer user, you can benefit from private
computer instruction. E‐Learning E‐Learning training offers high quality, self‐paced
training that helps individuals achieve their goals conveniently anytime, anywhere ‐ 24
hours per day, 365 days per year! This would be done via video conferencing. We are
currently doing it for few foreign batches. Computer‐Based Training (CBT) CBT is a
flexible, convenient, and cost‐efficient method to impart knowledge. It captivates your
audience with stimulating explanations that make use of cutting edge multimedia
techniques including graphics, photographs, animation and simulations. Professional
Development Training Professional Development Training solutions fit every learning
style and delivery. We provide both standard and customized classes on‐site of our
corporate. 10 P A R T N E R S W I T H : G O O G L E | M I C R O S O F T | I B M | C I S C
O | I N T E L Project Management Training & Consulting Project Management Training
and Consulting services focus on project management improvement initiatives. Your
immediate benefits and sustainable value include – higher quality of products and
service; lower cost of products and services; an increase in customer satisfaction;
reduced cycle time; and so much more! Facilitation Training & Consulting Whether
you are leading a task force, establishing performance objectives in a quality team, or
working with executives through strategic planning ‐ the key is effective facilitation
techniques. The workshop familiarizes you with techniques and terminology with

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emphasis on getting the session started, focusing the group, managing dysfunction,
and building consensus. Personality Development Workshop Communication is
something which all of us do from the very first day of our life, yet there is a question
that haunts us most of the time “Did I express myself correctly in such and such
situation?” The answer to this question is really tricky, because in some cases we leave
our signatures and good impression but in some others we even fail to get our idea
clearly. It happens mostly because we don’t know how to act in certain situations.
Every time we fail we don’t lose completely, we do learn something, but prior
knowledge of the same thing could be more beneficial because then we could have
turned that failure into success. The course / workshop would focus at many aspects
of personality, like:  Building positive relationships with peers & seniors  Building
self‐confidence  Developing clear communication skills  Exploring and working on
factors that help or hinder  effective interpersonal communication  Learning impacts
of non‐verbal behavior & Dealing 11 P A R T N E R S W I T H : G O O G L E | M I C R O S
O F T | I B M | C I S C O | I N T E L with difficult situations and difficult people THE
DIGITAL ADDA has provided information technology solutions and management
services to a mix of global mid‐sized companies and organizations. In addition to public
domain THE DIGITAL ADDA conducts training for its corporate clients. Our training
programs cover the range of software trainings available, right from basic application
training to advanced high‐ended programming. LIST OF COLLEGES ( ON CAMPUS
TRAINING – TECHNICAL AND MANAGEMENT ) 1. Lovely Professional University,
Phagwara 2. CT Institutions, Shahpur Campus, Nakodar 3. Dr B.R. Ambedkar National
Institute of Technology, Jalandhar 4. DAV Institute of Engineering and Technology,
Jalandhar 5. Thapar University, Partiala 6. Ferozepur Institute of Management,
Ferozepur 7. Innocent Heart Group of Institutions, Jalandhar 8. Dips Institute of
Management and Technology, Jalandhar 9. North West Group of Institutions, Moga
10. St. Soldier Group of Institutions, Jalandhar 11. A PEE JAY College of Management
and Technology, Jalandhar 12. UIET, Chandigarh 13. GNE, Ludhiana 14. Kanya Maha
Vidyalaya, Jalandhar 15. Prem Chand S.D. College for Women, Jalandhar 16. Doaba
College, Jalandhar LIST OF COLLEGES ( FOR TECHNICAL TRAININGS ) 1. Lovely
Professional University, Phagwara 2. CT Institutions, Shahpur Campus, Nakodar 3. Dr
B.R. Ambedkar National Institute of Technology, Jalandhar 4. DAV Institute of
Engineering and Technology, Jalandhar 5. Thapar University, Partiala 6. Rayat & Bahra
University, Ropar Campus 12 P A R T N E R S W I T H : G O O G L E | M I C R O S O F T |
I B M | C I S C O | I N T E L 7. Rayat & Bahra College, Hoshiarpur Campus 8. DAV
University, Jalandhar 9. GNA University, Phagwara 10. Ferozepur Institute of
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Management, Ferozepur 11. St. Soldier Group of Institutions, Jalandhar 12. UIET,
Chandigarh LIST OF COLLEGES ( FOR MANAGEMENT TRAININGS ) 1. Lovely
Professional University, Phagwara 2. CT Institutions, Shahpur Campus, Nakodar 3.
Ferozepur Institute of Management, Ferozepur 4. Innocent Heart Group of
Institutions, Jalandhar 5. Dips Institute of Management and Technology, Jalandhar 6.
North West Group of Institutions, Moga 7. St. Soldier Group of Institutions, Jalandhar
8. A PEE JAY College of Management and Technology, Jalandhar 9. Kanya Maha
Vidyalaya, Jalandhar 10. Prem Chand S.D. College for Women, Jalandhar 11. Doaba
College, Jalandhar 13 P A R T N E R S W I T H : G O O G L E | M I C R O S O F T | I B M |
C I S C O | I N T E L ...::: WHAT MORE YOU NEED? :::.. THE DIGITAL ADDA staff offers
consulting support for Colleges / Campus / Companies who seek our training,
consulting and IT implementation services. Our experience in trainings, software
development and implementation means that consulting recommendations are both
practical and technically possible. THE DIGITAL ADDA consulting team can help the
colleges, campuses, companies define its needs, identify specific areas to be
addressed, and make recommendations for change. For Queries Please Contact:
Founder/ CEO : Mr. Karan Arora ceo@thedigitaladda.com / 9914077736
CMO/Training Manager : Mr. Varun Nayyar Hr Manager : cmo@thedigitaladda.com /
8146607244 Ms Priya Dogra hr@thedigitaladda.com / 98721-37121 14 P A R T N E R
SWITH:GOOGLE|MICROSOFT|IBM|CISCO|INTEL

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CHAPTER - 3

3.1 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 these
requirements, training is not important. When this not the case, it is necessary to raise
the skills 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 today 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 employees
training is not only 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 money
invested in terms like (ROI )i.e. return on investment. What are the ways we can
identify the training need of any employees and how to know what kind of training he
can go for?
Training being 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 train and retain the best resource in the world to reap the
best out of it.
Development is integral part of training if somebody is trained properly and efficiently
the developments of that individual and the company for whom he is working. Here
we discussed about development of employees, how much to identify the needs, and
after developing how to develop executive skill to sharpen their knowledge. Learning
should be continues process and one should not hesitate to learn any stage. Learning
and developing is fast and easy at THE DIGITAL ADDA.

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 LITERATURE REVIEW:
Dr.sarbjit, direction apeejay college of engineering, gurgon, india, august 18, 2009.In
today’s fast moving economy and prevailing uncertainty all around us, the role of HRD
is lot more than just identifying suitable manpower and meeting organizational
training needs. Developing people’s full capabilities and managing them well is the
heart of any organization. This articles focus on three controlling elements for the
success of any business that are people, time and cost. Paul lewis, William j. rothwell,
lindamillar, ahad osman-gani,14/2010.This article says that, the effective use of human
resources is seen as a perquisite, and the training of employees as paramount. The
growth of training as an academic subject reflects its growth in practice. Department
of psychology & institute of Molecular Biology, University of Oregon, Eugene, OR
97403; and †Sackler Institute for Developmental Psychobiology, Weill Medical College
of Cornell University, New York, NY 10021 ,August 9, 2005. This article test training
effects on different age group. They compared with different types of no training
(control groups) in 4years old and 6 years children and attention training (experimental
group).

lane randale crocket colifornia museum of science and industry, California museum
foundation, 700 state drive, los angeles, California 90037, USA 2008 This article
identifies useful and feasible methods to meet these needs. Finally, it suggested that
informal science learning is understood as a collective entity. Main focuss is on learning
activities, and on methods. L.B.oio & D.A.olanivan,2008.This article examines the
impact of training and development on the performance of home economics teaching
schools important. The study revealed among others that and development has a
positive impact on the performance of home economics teachers.
Barid, liayd, grith Darrell, lunderson, john,2003.This article focuses on training and
development strategies require remodeling due to globalization and fast moving
business. In order to enhance performance with less cost and development certain as
peers of business, learning opinions frameworks has been defined.

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Definitions of Training
“Training means changing what employees know, how they work, their attitudes
toward their work, or their interaction with their co-workers or supervisors”.
May authors have defined training as follows :

 Jack Halloran: Training is the process of transmitting and receiving information

related to problem solving.
 Mathis and Jackson: Training is a learning process whereby people learn skills,
concept, attitudes and knowledge to aid in the achievement of goals.
 Dessler: Training is the process of teaching new employees the basic skills they
need to perform their jobs.
 Decenzo & Robbins: programs that are more present day oriented, focuses on
individual’s current jobs, enhancing specific skills and abilities to immediately
perform their job called training.
 Ricky W. Griffin: Training usually refers to the teaching operational or technical
employees how to do the job for which they were hired

Concept of Training:
Training and development play an important role in the effectiveness of organizations
and to the experiences of people in work. Training has implications for productivity,
health and safety at work and personal development. All organizations employing
people need to train and develop their staff. Most organizations are cognizant of this
requirement and invest effort and other resources in training and development. Such
investment can take the form of employing specialist training and development staff
and paying salaries to staff undergoing training and development. Investment in
training and development entails obtaining and maintaining space and equipment. It
also means that operational personnel, employed in the organization’s main business

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functions, such as production, maintenance, sales, marketing and management
support, must also direct their attention and effort from time to time towards
supporting training development and delivery. This means they are required to give
less attention to activities that are obviously more productive in terms of the
organization’s main business. However, investment in training and development is
generally regarded as good management practice to maintain appropriate expertise
now and in the future. Contributing to training has long been one of the main concerns
of occupational psychology – this is not surprising given that training involves learning
and that learning is a central issue in psychology. Training is one of the core skills of
occupational psychology. People with qualifications in and experience of occupational
psychology have been employed in different capacities in training and development
roles in government organizations, private companies and consultancy groups. The
discipline offers many benefits and perspectives to help resolve training issues and
problems and has also been at the root of many methods and techniques that have
now become part of the routine practices within human resource management.
Training specialists must be alert to the wider issues regarding the problems presented
to them and need the skills and confidence to deal with them. They must understand
how training fits into the wider organizational context.
Governments have traditionally played a significant role in the promotion and
development of occupational psychology with regard to training, because of
their responsibilities for employment, military, health and other services. People with
an occupational psychology background have been employed directly by governments
in areas such as job training, military training and health and safety. Government
agencies have also been a major sponsor of training research and development; such
investment has often provided the major underpinning of developments in this area.
Governments can also affect the impetus for change in organizations through
legislation, taxation, and the general
general health of the economy, which in turn can create more disposable income to
create new demands for products and services, affect the supply of raw materials and
services, or put such pressure on consumers that markets are adversely affected. Also,
government initiatives can affect health and safety requirements, fiscal issues,
competition laws, and ecological concerns, working with new technology and
employment practices. Such changes prompt new ways of organizing and delivering
these products and services, creating new training need. The other major source of
employment and funding in training and development, where occupational
psychology plays a specialist role, is private companies. Specialists might be employed
25 | P a g e
directly within an organization’s training and development functions or in consultancy
offering services to clients. Organizations often employ their own specialist training
and development staffs who have been recruited from the organization’s own ranks.
Organizations often prefer this approach because they feel it is more appropriate for
their training staff to have operational and business experience than for them to be
experts in training or occupational psychology. It is often assumed that training is
simply a matter of following well-established procedures and principles. Standard
methods. It is often necessary to understand variations that have not been responsive
to the standard procedures. This entails understanding how people learn and how
training can support this learning Training and development staff are generally
responsible for maintaining company training and development systems, to judge
training needs and to organize the delivery of training and development. Practitioners
with an occupational psychology background may be encountered in departments
concerned with organizational development where they are engaged with the
processes of organizational change of which training and development is a part. It is
impossible to be more specific than this.

Importance of Training:
Training of employees and managers are absolutely essential in this changing
environment. It is an important activity of HRD which helps in improving the
competency of employees. Training gives a lot of benefits to the employees such as
improvement in efficiency and effectiveness, development of self-confidence and
assists everyone in self-management.

The stability and progress of the organization always depends on the training imparted
to the employees. Training becomes mandatory under each and every step of
expansion and diversification. Only training can improve the quality and reduce the
wastages to the minimum.
Training and development is also very essential to adapt according to changing
environment.

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Types of Training:
Various types of training can be given to the employees such as induction training,
refresher training, on the job training, vestibule training, and training for promotion

Induction training:
Also known as orientation training given for the new recruits in order to make
them familiarize with the internal environment of an organization. It helps the
employees to understand the procedures, code of conduct, policies existing in that
organization.

Job instruction training:

This training provides an overview about the job and experienced trainers
demonstrates the entire job. Addition training is offered to employees after
evaluating their performance if necessary.

Vestibule training:
It is the training on actual work to be done by an employee but conducted away
from the work place.

Refresher training: This type of training is offered in order to incorporate the latest
development in a particular field. This training is imparted to upgrade the skills of
employees.
This training can also be used for promoting an employee.
Apprenticeship training:
Apprentice is a worker who spends a prescribed period of time under a supervisor

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28 | P a g e
 CHAPTER- 4

4.1 TRAINING EFFECTIVENESS AT THE DIGITAL ADDA

In the field of human resource management, training effectiveness is the field
concerned with organizational activity aimed at bettering the performance of
individuals and groups in organizational settings. It has been known by several names,
including employee development, human resource development, and learning and
development Harrison observes that the name was endlessly debated by the
Chartered Institute of Personnel and Development during its review of professional
standards in 1999/2000. "Employee Development" was seen as too evocative of the
master-slave relationship between employer and employee for those who refer to
their employees as "partners" or "associates" to be comfortable with. "Human
Resource Development" was rejected by academics, who objected to the idea that
people were "resources" — an idea that they felt to be demeaning to the individual.
Eventually, the CIPD settled upon "Learning and Development", although that was
itself not free from problems, "learning" being an over general and ambiguous name.
Moreover, the field is still widely known by the other names. Training and development
encompasses three main activities: training, education, and development. Garavan,
Costine, and Heraty, of the Irish Institute of Training and Development, note that these
ideas are often considered to be synonymous. However, to practitioners, they
encompass three separate, although interrelated, activities: Training this activity is
both focused upon, and evaluated against, the job that an individual currently holds.
Education this activity focuses upon the jobs that an individual may potentially hold in
the future, and is evaluated against those jobs development this activity focuses upon
the activities that the organization employing the individual, or that the individual is
part of, may partake in the future, and is almost impossible to evaluate.
The "stakeholders" in training are categorized into several classes. The sponsors of
training effectiveness are senior managers. The clients of training are business
planners. Line managers are responsible for coaching, resources, and performance.
The participants are those who actually undergo the processes. The facilitators are
Human Resource Management staff. And the providers are specialists in the field. Each
of these groups has its own agenda and motivations, which sometimes conflict with
the agendas and motivations of the others. The conflicts are the best part of career
consequences are those that take place between employees and their bosses. The
number one reason people leave their jobs is conflict with their bosses. And yet, as
author, workplace relationship authority, and executive coach, Dr. John Hoover points
out, "Tempting as it is, nobody ever enhanced his or her career by making the boss
look stupid." Training an employee to get along well with authority and with people
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who entertain diverse points of view is one of the best guarantees of long-term
success. Talent, knowledge, and skill alone won't compensate for a sour relationship
with a superior, peer, or customer.
IMPORTANCE OF TRAINING EFFECTIVENESS
• OPTIMUM UTILIZATION OF HUMAN RESOURCES- Training helps in optimizing the
utilization of human resource that further helps the employee to achieve the
organizational goals as well as their individual’s goals.
• DEVELOPMENT OF HUMAN RESOURCE- Training 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 skill of employees at each level. It helps to expand
the horizons of human intellect and an overall personality of the employees.
• ORGANISATION CLIMATE.
• QUALITY.
• HEALTHY WORK-ENVIRONMENT.
• HEALTH AND SAFETY.

METHODS OF TRAINING ADOPTED AT THE DIGITAL ADDA.

There are various methods of training, which can be divided in to cognitive and
behavioural 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. The various methods that come under cognitive approach are:
LECTURE- A method training it is one of the oldest methods of training. This method is
used to create understanding of a topic or to influence behaviour, attitudes through
lecture. A lecture can be in printed or oral form. Lecture is telling someone about
something.
Demonstration training method this method is a visual display of how something works
or how to do something. As an example, trainer shows the trainees how to perform or

30 | P a g e
how to do the tasks of the job. In order to be more effective, demonstration method
should be accompanied by the discussion or lecture method.
Discussion training method this method uses a lecture to provide the learners with
context that is supported, elaborated, explain, or expanded on through interactions
both among the trainees and between the trainer and the trainees. The discussion
method consists a two-way flow of communication i.e. knowledge in the form of
lecture is communicated to trainees, and then understanding is conveyed back by
trainees to trainer.
Computer based training With the world-wide expansion of companies and changing
technologies, the demands for knowledge and skilled employees have increased more
than ever, which in turns, is putting pressure on HR department to provide training at
lower costs. Many organizations are now implementing CBT as an alternative to
classroom based training to accomplish those goals.
Behavioral methods are more of giving practical training to the trainees. The various
methods under behavioral approach allow the trainee to behave in real fashion. These
methods are best used for skill development.
The various methods that come under behavioral approach are:
 GAMES AND STIMULATION
➢ BEHAVIOR-MODELING
➢ BUSINESS GAMES
➢ CASE STUDIES
➢ EQUIPMENT STIMULATORS
➢ IN-BASKET TECHNIQUE
➢ ROLE PLAY ON THE JOB TRAINING
There are many management development techniques that an employees can take in
off the job. The few popular methods are:
➢ SENSITIVITY TRAINING
➢ TRANSACTIONAL ANALYSIS
➢ STRAIGHT LECTURE/ LECTURES

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➢ SIMULATION EXERCISE

TRAINING METHOD ADOPTED BY THE DIGITAL ADDA : 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-
the job training makes sense.
2- OFF THE JOB: Off-the-job training covers a number of techniques classroom
lectures, films, demonstration, case studies and other simulation exercises, and
programmed instruction.
INPUTS FOR MEASURING EFFECTIVENESS OF TRAINING IN THE DIGITAL ADDA.
Any training program must contain inputs which enable the participants to gain skills,
learn theoretical concepts and help acquire vision to look into distant future. In
addition to these, there is a need to impart ethical orientation, emphasize on
attitudinal changes and stress upon decision-making and problem-solving abilities.
Skills Training, as was stated earlier, is imparting skills to employees. A worker needs
skills to operate machines, and use other equipments with least damage or scrap. This
is a basic skill without which the operator will not be able to function. There is also the
need for motor skills. Motor skills refer to performance of specific physical activities.
These skills involve training to move various parts of one’s body in response to certain
external and internal stimuli. Common motor skills include walking, riding a bicycle,
tying a shoelace, throwing a ball and driving a car. Motor skills are needed for all
employees – from the clerk to the general manager. Employees, particularly
supervisors and executives, need interpersonal skills popular known as the people
skills. Interpersonal skills are needed to understand one self and others better, and act
accordingly. Examples of interpersonal skills include listening, persuading, and showing
an understanding of others’ feelings. Education The main purpose of the digital adda
is to provide education to teach theoretical concepts and develop a sense of reasoning
and judgment. That any training and development program must contain an element
of education is well understood by HR specialist. Any such program has university
professors as resource persons to enlighten participants about theoretical knowledge
of the topic proposed to be discussed. In fact organizations depute or encourage
employees to do courses on a part time basis. Chief Executive Officers (CEO’s) are
known to attend refresher courses conducted by business schools. Education is
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important for managers and executives than for lower-cad reorders. Another
component of making a tranning effective is development which is less skill oriented
but stressed on knowledge. Knowledge about business environment, management
principles and techniques, human relations, specific industry analysis and the like is
useful for better management of the company.
Ethics There is need for imparting greater ethical orientation to a training and
development program. There is no denial of the fact that ethics are largely ignored in
businesses. Unethical practices abound in marketing, finance and production function
in an organization. They are less see and talked about in the personnel function. If the
production, finance and marketing personnel indulge in unethical practices the fault
rests on the HR manager. It is his/her duty to enlighten all the employees in the
organization about the need of ethical behavior.
How Training is effective at THE DIGITAL ADDA:
• Leads to improved profitability and/or more positive attitudes towards profit
orientation.
• Improves the job knowledge and skills at all levels of the organization
• Improves the morale of the workforce.
• Helps people identify with organizational goals.
• Helps create a better corporate image.
• Fosters authenticity, openness and trust.
• Improves relationship between boss and subordinate.
• Aids in organizational development.
• Learns from the trainee. Aids in understanding and carrying out organizational
policies.
• Provides information for future needs in all areas of the organization.
• Organization gets more effective decision-making and problem-solving skill.
• Aids in increasing productivity and/or quality of work.
• Helps keep costs down in many areas, e.g. production, personnel, administration,
etc.

33 | P a g e
• Develops a sense of responsibility to the organization for being competent and
knowledgeable.
• Improves Labour-management relations.
• Reduces outside consulting costs by utilizing competent internal consultation.
• Stimulates preventive management as opposed to putting out fires.
• Eliminates suboptimal behaviour (such as hiding tools).
• Creates an appropriate climate for growth, communication.
• Aids in improving organizational communication.
• Helps prepare guidelines for work.
TRAINING EFFECTIVENESS AS SOURCE OF COMPETITIVE ADVANTAGE:
THE DIGITAL ADDA derive competitive advantage from training and development.
Training and development program, as was pointed out earlier, help remove
performance deficiencies in employee. This is particularly true when – (1) The
deficiency is caused by a lack of ability rather than a lack of motivation to perform.(2)
The individual(s) involved have the aptitude and motivation need to learn to do the job
bett (3) Supervisors and peers are supportive of the desired behaviours.
Effective training offers competitive advantage to THE DIGITAL ADDA by removing
performance deficiencies; making employees stay long; minimized accidents, scraps
and damage; and meeting future employee needs. There is greater stability, flexibility,
and capacity for growth in an organization. Training contributes to employee stability
in at least two ways. Employees become efficient after undergoing training. Efficient
employees contribute to the growth of the organization. Growth renders stability to
the workforce. Further, trained employees tend to stay with the organization. They
seldom leave the company. Training makes the employees versatile in operations. All
rounder’s can be transferred to any job. Flexibility is therefore ensured. Growth
indicates prosperity, which is reflected in increased profits from year to year. Who else
but well-trained employees can contribute to the prosperity of an enterprise?
Accidents, scrap and damage to machinery and equipment can be avoided or
minimized through training. Even dissatisfaction, complaints, absenteeism, and
turnover can be reduced if employees are trained well. Future needs of employees will
be met through training and development program. Organizations take fresh diploma
holders or graduates as apprentices or management trainees. They are absorbed after
course completion. Training serves as an effective source of recruitment. Training is an

34 | P a g e
investment in HR with a promise of better returns in future. In LUMAX training and
development pays dividends to the employee. Though no single training program
yields all the benefits, the organization which devotes itself to effective training
enhances its HR capabilities and strengthens its competitive edge. At the same time,
the employee's personal and career goals are furthered, generally adding to his or her
abilities and value to the employer.

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 Chapter-5
5.1 DATA ANALYSIS AND INTERPRETATION:
A questionnaire was prepared for measuring effectiveness of training distributed
among the employees of the THE DIGITAL ADDA .The primary data collected by
simpler and On sampling by using questionnaires was tabulated , converted into
percentage and displayed both in table as well as by graphical representation for
analysis. Based on the data, Interpretations were made. The questionnaire used for
carrying out survey is included in the annexure.

GENDER OF RESPONDENTS

Employees were given questionnaire requesting them to fill up the gender. The data
collected is shown in the form of table and pie chart below.
Table 5.1 Table showing Gender of respondents

Frequency Percent
male 73 77.5
female 27 22.5
Total 100 100.0

Chart 5.1 Chart showing Gender of Respondents in %

23 %

male

77 % female

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 Inference: Above table shows 77% of respondents were males and 23% were
females. The gender is displayed graphically using a pie chart. It shows majority of
respondents a

AGE OF RESPONDENTS
The age was divided into four different groups and respondents were requested to
specify which age group they belong. The result is displayed in table form and bar
chart form.

Table 5.2 Table showing Age of respondents

Age Frequency Percent

18-23 years 30 26.7
24-34 years 45 40.0
25 20.8
35-45years
10 12.5
above45 years 100 100.0

Total

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 Chart 5.2 Chart showing Age of respondents

12 %
27 %
18-23 years

21 % 24-34 years
35-45 years
above 45 years

40 %

Inference: Above table shows 27% of respondents are of 18-23 age group category,
40% of respondents are of 24-34 age group category, 21% of the respondents are of
the age group of 35-45 years age group and 12% of the respondents are of the age
group of above 45 years. It also infers that majority of the respondents are young and
below 35 years.

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QUALIFICATIONS OF THE RESPONDENTS
respondents were requested to enter their educational qualification and the results
are
displayed in table and chart format and interpreted.
Table 5.3 Table showing educational qualifications of the respondents

Qualification Frequency Percentage

below sslc 13 10.8

sslc 27 22.5

Hsc 45 37.5

graduate 28 23.3

post graduate 7 5.8

Total 100 100.0

Chart 5.3 Chart showing educational qualification of the respondents.

6% 11 %
below sslc
23 % sslc
22 %
Hsc
graduate
post graduate
38 %

39
Inference:
Above table shows 38% of respondents are HSC pass, and 23% of respondents are
graduates, 22% of respondents are SSLC pass, 11% of respondents are below SSLC and
6% of the respondents are postgraduates. It infers that the most of employees are
educated & literate.
DEPARTMENT OF RESPONDENTS
respondents were requested to specify their departments for assessing department
wise training needs. The data collected is displayed in table and chart form.

Table 5.4 Department of respondents

Department Frequency Percentage
Production 96 80.0
Marketing 4 3.3
HR 7 5.8
Finance 3 2.5
IT 10 8.3
Total 120 100.0

Chart 5.4: Department of respondents

90
80
80
70
60 producation

50 marketing
40 HR
30 Finance
20 IT
5.8 8.3
10 3.3 2.5
0
Percent

40
Inference: 80% of the respondents were from production department 8.3% of the
respondents were from ITdepartment 5.8 human resource department 3.3% of the
respondent were from marketing department and 2.5% of respondent were from
finance department.

DESIGNANTION OF RESPONDENT
respondents were requested to specify their designation for assessing designation
wise
training needs. The data collected is displayed in table and chart form.

5.5 Table showings designation of the respondents

Designation Frequency Percent

manager 20 16.7
assistant manager 10 8.3
supervisor 5 4.2
operators 85 70.8
Total 120 100.0

41
 5.5 table chart showing designation of the respondents

Designation
80
70.8
70
60
50
40
30 Percent

20 16.7
8.3
10 4.2
0
manager assistant supervisor operators
manager

Inference: From the above table and chart it is interred that 70.8% of the respondent
are working as operator 4.2% of the respondents are working as supervisor 8.3% of
the respondents are working as assistant manager 16.7% are the manager.

42
EXPERIENCE OF THE EMPLOYES
The period of experience was classified into different groups and respondents were
requested to specify which group they belong. The results of survey is displayed both
in table and chart form and interpretations are given.

5.6 Table showing work experience of the respondents

Experience Frequency Percent

less than 5 years 52 43.3
6-10 years 46 38.3
11-15 years 13 10.8
16-20 years 4 3.3
above 20 years 5 4.2
Total 100 100.0

5.6 Chart table showing work experience of the respondents

Work Experience
50 43.3
38.3
40
30
20 Percentage
10.8
10 3.3 4.2

0
less than 5 6-10 years 11-15 16-20 above 20
years years years years

Inference: Above table shows the majority of the respondents (43.3%) are having
experience less than 5years; 38.3% of the respondents are having experience
between 6-10years, 10.8% of respondents are having experience between11-15years,
3.3% of the respondents are having experience between 16-20 years and 4.2% of
respondents are having experience above 20 years.

43
TYPE OF TRAINING ATTENDED
The employees were requested to disclose the methods of training they have
undergone in the organization. The result is displayed in both table format and
graphical format

Table 4.7: Type of training method attended

Type of training
Frequency Percent
attended
on the job training 81 67.5
method
class room coaching 9 7.5
Mentoring 10 8.3
Others 20 16.7
Total 120 100.0

Chart 5.7: Chart showing the type of training attended

44
 Type of Training Attended
67.5
70
60
50
40
30 16.7 Percentage
20 7.5 8.3
10
0
on the job
class room mentoring others
training coaching
method

Inference: 67.5% of the respondent have gone through on the job training, 7.5%
of the respondents gone through class room coaching, 8.3% of respondents got
training through mentoring and 16.7% have mention other type of training
programme Majority of employees responded has undergone On-the-job training
in the organization. Special training based on the needs is conducted in addition
to on- the job-training.

TRAINING FREQUENCY

The employees were requested to disclose how frequent they undergone training in
the organization.
The result is displayed in both table

45
 Table 5.8 : How frequently training program are conducted

Period Frequency Percentage

Quarterly 62 51.7
half yearly 49 40.8
Annually 9 7.5
Total 120 100.0

Chart 5.8: Chart showing frequency of training program

Frequency of training
programe
7.5

quaterly
40.8 51.7
half yearly
annually

Inference: From the above table and chart it is understand that 51.7% of the
respondents have undergone training on quarterly basis, 40.8% of the respondents
have undergone training on half yearly basis and 7.5% of the respondents they
have undergo

46
 Chapter-6
CONCLUSION/ SUGGESTIONS AND FINGINGS.
On the basis of survey through questionnaire, I hereby humbly propose my
recommendation to carry out further improvement in existing training and
development activities in THE DIGITAL ADDA.
• Efforts for making training and development formats user friendly should be kept
continued.
CONCLUSION:
This study was a learning experience for me and I came to know the training and
development programs in THE DIGITAL ADDA PUNJAB, MOHALI. was positive in
response but still more training and development is needed in DIGITAL ADDA so that
the employees are motivated time by time and they should know their strength &
weakness so that they can work on it & improve their knowledge & skills for the
betterment of their organization.
In the last but not the least I conclude that all the training and development programs
of company are highly effective & beneficial to the employees in giving their best
contribution to their personal growth & development as well to meet the
organizational objective.
 Majority (77%) of the respondents are males and (23%) of the respondents
are female.
 Majority (40%) of the respondents are young and between the age group
of 24-34years and (12%) above the age of 45.
 Most (38%) of the respondents have educational qualification of HSC and
(5%) post graduates.
 Majority (80%) of the respondents were from production department and
(2.5%) were from finance.
 Majority (70.8%) of the respondents are working as operators and (4.2%)
of respondents are supervisors.

47
 Most of the respondents (43.3%) are having experience less than 5years
and min (4.2%) of the respondents having above 20 years.
 Majority (67.5%) of the respondents have gone through on the job training
and 7.5% of respondents have gone through class room coaching.
 Majority (51.7%) of the respondents have undergone training on quarterly
basis and
7.5% have undergone training on annual basis.
 Most (46.7%) of the respondents are highly satisfied with working hours in
the organization.

 Most (35%) of the respondents said they get motivation through

“motivational talks”.
 Majority (38.3%) of the respondents have undergone training for 4-7 days.
 Majority (49.2%) of the respondents strongly agree that management
identifies the training needs.
 Majority (54.2%) of the respondents strongly agree that importance is
given for training and development.
 Majority (50.8%) of the respondents strongly agree that senior managers
are eager to develop juniors through training and development.
 Most (41.7%) of the respondents strongly agree that, adequate importance
is given for induction training in the organization.
 Majority (64.2%) of the respondents strongly agrees that the training given
in the organization is useful, realistic and based on the business strategy of
the organization.

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 Most (42.5%) of the respondents strongly agree that the training given in
the organization is helpful in developing technical knowledge and skills to
perform their duties.
 Most (38.3%) of the respondents strongly agree that the training given in
the organization is helpful in developing managerial capabilities.
 Majority (44.2%) of the respondents strongly agree that the training given
in the organization is helpful in developing human relationship
competencies.
 Most (45.8%) of the respondents strongly agree that the training given in
the organization is helpful in developing skills, ability and talent.
 Majority (50%) of the respondents agree that the training given in the
organization is helpful in improving commitment towards work.
 Majority (54.2%) of the respondents agree that the training given in the
organization is helpful in developing positive attitude and teamwork.
 Most (38.3%) of the respondents agree that they take training programme
seriously.
 Most (31%) of the employees say that the standards of in-house trainers
are excellent.
 Most (47.5%) of the respondents agree that they take training programme
seriously.
 Majority (58.3%) of the respondents strongly agree that the training
provided is capable of meeting present needs and challenges.
 Majority (54.2%) of the employees strongly agree that their performance
has been improved after training.
 Majority (54%) of the employees say that continuous feedback on their
performance is given after attending training.

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  Majority (58.3%) of the employees are fully satisfied with the quality of
training programme only (3.3%) didn’t have any opinion about it.

Majority (89.2%) of the employees were reluctant to specify their area of

Interest fof further training.

The study on training programmes in THE DIGITAL ADDA, focused on enhancing
employees technical skills and behavioural skills by providing suitable training
method.

From the study it is found that most of the respondents are satisfied towards the
quality and effectiveness of the training programs.

The company is been provided suggestions to employees who lack behind in various
skills & job performance

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 SUGGESTION

 The organization has to concentrate more on employees who are not satisfied with

the present training methods & enhance it.

 Company must employee more graduates & post graduates.

 The identification of the training needs should be done in view of fast changing

technology, management practices and infrastructure.

 The company can develop standard measures before and after each training program

on level of knowledge, skills, attitudes and behavior will help to measure its
effectiveness more accurately.

 The company can ask its employees to suggest types of trainings methods which are

suitable for achieving their targets.

 The company can train the employees in areas like personality development,

technical training, and standard operating procedures with that they can handle
multitasks and balance their pressures.

 Evaluation of training programs should be done regularly to the employees.

 The company can provide training in the areas of recent technological developments.

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 Training should be provided after analyzing the performance gas of employees.

 Company may provide importance to research & development

 Conduct work evaluation of employee monthly quarterly or yearly.

 Provide motivation, training and value added service for improve the productivity and

efficiency of the employee.

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ANNENXURE-
QUESTIONNAIRE:-

A STUDY ON EFFECTIVENESS OF TRAINING AT THE DIGITAL ADDA:

EMPLOYEES PROFILE:
I. Name
II. Gender:
a) Male
b) female
III. Age: a)18-23 years
b)24-34 years
c)35-45 years
d)above 45 years
IV. Educational qualification:
a)Sslc/Hsc
b)UG
c)PG
V. Department:
a) HR
b) Marketing
c) Finance
d) production
e) technical
VI. Designation:
a)Manager
b)Assistant manager

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 c)Supervisor
d)Operator
Ques 1)-How many years are you working in the company?
 0-1years
 3-4 years
 3 than years

Ques 2) - Your organization considers training as a part of organizational strategy. Do

you agree with this statement?
• STRONGLY AGREE
• AGREE
• SOME WHAT AGREE
• DISAGREE
Ques 3)- How many training programs will you attend in a year?
• Less than 10
• 10-20
• 20-40
• More than- 40
Ques 4)- To whom the training is given more in your organization?
• SENIOR STAFF
• JUNIOR STAFF
• NEW STAFF
• BASED ON REQUIRTMENT
Ques 5)- what are all important barriers to training and development in your
organization?

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• Time
• Money
• Lack of interest by the staff
• Non-availability of skilled trainers
Ques 6)- Enough practice is given for us during training session? Do you agree with this
statement?
• JOB ROTATION
• EXTERNAL RATING
• CONFERENCE/DISCUSION •
PROGRAMMED INSTRUCTION
Ques 7)- The training session conducted in your organization is useful. Do you agree
with this statement?
• STRONGLY AGREE
• AGREE
• SOME WHAT AGREE
• DISAGREE
Quest 8)- The training session conducted in your organization is useful. Do you agree
with this statement?
• STRONGLY
• AGREE
• SOME WHAT AGREE
• DISAGREE
Ques 9)- Employees are given appraisal in order to motivate them to attend the
training. Do you agree with this statement?
• STRONGLY AGREE
• AGREE
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• SOME WHAT AGREE
• DISAGREE
Ques 10)- What are the general complains about the training session?
• TAKE AWAY PRECIOUS TIME OF EMPLOYEES
• TOO MANY GAPS BETWEEN THE SESSION
• TRAINING SESSION ARE UNPLANNED
• BORING AND USEFUL
Ques 11)- Time duration given for the training period is;
• SUFFICIENT
• TO BE EXTENDED
• TO BE SHORTEND

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REFERENCES:

1. David A. Decenzo/Stephen P. Robins (2004) Personal Human Resource Management

2. A. Monappa (2004), Personal Management

3. Allan pepper (1999) A Handbook on Training and Development

4. www.wikipedia.org

5. www.naukrihub/training&development.com

6. Dr. sarabjit singh, Director Apeejay College of engeneering, Gurgon, India

7. Paul Lewis, William J. Rothwell, Lindamillar Aahad osan-gani

8. Department of psychology & Institute of molecular Biology

9. Lane Randole crocket

10.L.B.oio & D.A.olaninan

11.Barid, liayad, Grith Dorell, Lunderson, John

12.www.lumaxindustriesltd.com

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 BIBLIOGRAPHY

Books:

 Human resource management by L.M. Prasad (2014)

 Human resource management by Dipak .k.Bhattacharya (2012)

 Human resource management by k.Ashwathapa.Kharbanda, V.K.,

Commentaries on the Factories Act, 1948, Allahabab, Law Publishing

House, 1996. (2013)
 Uma sekaran, Research methods for business, Widely India Pvt. Ltd.

Daryaganj, New Delhi, 4th edition, (2006)

 Kothari C.R., Research methodology, Tata McGraw-Hill Publishing

Company Ltd., 1982. (2004)

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WEBLIOGRAPHY

 http://:www.managementhelp.org/search/management/future-
education-andtesting-trends.htm
 http://:www.sahara.org

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