1

1.1 Introduction
Human Resource Development (HRD) is the vital activities of HRM policy and
Training and Development is the only device to make the HRM an effective policy in
any organization, Training and Development is a continuous process and effective
growth of the organization that we mean depends on the proper utilization of Human
Resource. To stay competitive in the industry, we need advance technology, new
product, new method or working process and innovative research. But all these will
remain unless, if there does not exist a group of trained, skilled and professional
people behind there.

I have chosen readymade garments industry to do my internship and the name of the
company is a concern of Clifton Group Limited.

Nowadays population is a great problem but on the other side of the world there is a
shortage of trained and expert man power. So, people are migrating from one country
to another. Because only trained population is an asset, otherwise it is a liability.

1.2 Origin of the Report

Internship is a part of EMBA program, major in HRM under Department of

Management studies, Jahangirnagar University. The report is originated from the
curriculum requirement of EMBA program. The topic of my report is “Training and
Development of Clifton Group Limited”. For this purpose, I have observed their
functions and operational activities closely. I accommodate my Internship Program
with Clifton Group Limited and as per consultation with my academic supervisor
Assistant professor Abu Sayef Md Muntaquimul Bari Chowdhuri. I choose the topic
“Training and Development Program” for my study and analysis.

1.3 Objective of the Study

We know that, “Human” is the most important input for every organization. Ever
organization made up of people in their own environment and also how to acquire
their service, developing their skill, motivating them to high level of performance to
achieving organizational objective. Objectives can be divided in two parts.
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1.3.1 Broad objective

The general objective or purpose of this report to analyze the Training and
Development process of Clifton Group.

1.3.2 Specific objective

1. To inquire about training methods of Clifton Group Limited.

2. To know about the designing of the training program.
3. To know about implementation of training programs in Clifton Group
Limited..
4. To provide suggestions to overcome the problems.
5. To identify what types of Training Programs are conducted in Clifton Group
Limited and what are the Development Methods they are applying.
6. To know about the Training and Trainer Evaluation Process of training
programs.

1.4 Scope of the Study

The guiding principle of the company is to develop and maintain strong, secure
relation with buyers and retailers and to support the customer beyond the buyer-seller
relation striving to ensure all concerned can succeed and grow. The study will also
help us to understand the role of Ready Made Garments in socio-economic
development of the country. It will increase obstacles to the existing of Clifton Group
Limited in exporting the garments products.

1.5 Methodology

The report has been prepared based on primary and secondary data. Methodology of
the internship report is given bellow:
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1.5.1 Primary Data Collection Methods

 By talking with the HR manager & employees of the organization.

 Observation method will also be used in this study.

1.5.2 Secondary Data Collection Methods

 Data collection from the company’s brochures.

 Use the companies’ web side to makes the report.
 Data collection from the different internship report.
 Training papers, different book ,manuals etc. Related to the topic.

1.6 Limitations of the Study

The report faced many problems during its preparation, which has limited purpose of
the report. The limitations are:

1) It was difficult to collect information regarding some aspects of training

process, as the authority regarded this information highly confidential.
2) The internship has been made for three months long duration but it is very
much difficult to set true practical experience with current world
circumstances in this short span of time.
3) Legal issues can be a parameter of evaluation of the training and
development process. However, it was not considered as a parameter in this
report due to lack of comprehensive knowledge in legal issues.
4) Lack of training needs assessment.

In spite of all these limitation I have tried to put the best effort as per as possible.
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2.1 Company Profile

Clifton group is one of the leading garments & Textile Company in readymade
garments industry of Bangladesh. It is a 100% export orientation of garments, Clifton
group started business in 1983, 35 years ago. But now the organization
includes14-unit concern.

Customer is their focus. Clifton Group growth and development will be determined
by the growth of their customers. To comply with their customers’ requirement, they
have experienced and skilled machine operators. Clifton Group organizes in house
training programs for all staffs and workers to achieve quality standards and
production efficiency.

2.2 Hstory
The first manufacturing facility, Clifton Garments Limited, was established in 1983
and over the last thirty-two years. The Clifton Group head office located at 4, Jubilee
Road, Jiban Bima Bhaban (2nd floor), Chittagong, Bangladesh, with of its 14 sister
concerns.

1. M\S. Clifton Garments

2. M\S. Clifton Fashions Limited
3. M\S. Zafa Garments & Textiles Limited
4. M\S. Deluxe Fashions Limited
5. M\S. Hi-Tech Fashion Limited
6. M\S. Dyeing & Printing Mills Limited
7. M\S. Clifton Garments & Accessories Industries Limited
8. M\S. Clifton Apparels Limited (Knitting Section)
9. M\S. Clifton Apparels Limited
10.M\S. Clifton Paper Mills Limited
11.M\S. Clifton Textiles & Apparels Limited
12.M\S. Clifton Cotton Mills Limited
13.M\S. Syed Knit Wear Limited
14.Ventura (Bangladesh) Limited
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2.3 Clifton Group at a Glance

Chairman Professor M.D.M. Kamal Uddin

Chowdhury
Managing Director Mr. M.D.M. Jalal Uddin
Chowdhury
Director Mr. M.D.M. Mohiuddin
Chowdhury
Paid Director Mr. Krishno Prodo Dash

General Manager Mr. Abdur Razzak

Company Name Clifton Group Limited

Address 178-179, Baizid Bostami Road,

Nasirabad 1/A, Chittagong
Phone 01678019303, 01912873862,
684413, 683920 ex- 534

Head Office 04, Jubilee Road, Jiban Bima

Bhaban (3rd floor)
Chittagong, Bangladesh

Email dfl_hrd@cliftongroupbd.com

Established 1993

Employee 3500

2.4 Organization
Clifton Group Limited over three thousand one hundred skilled workers and around
three hundred supervisor & around one hundred managerial staffs in its production
facilities and corporate head office. Auditor, production, procurement, finance,
shipping, human resources, Administration, and managing information systems
sections are located in Corporate Head Office and are staffed and managed by
competent professionals. The production team comprises of skilled labors, and around
seventy percent of the workforce in women. The managerial staff consists of a healthy
combination of national and international recruits, focused to provide Clifton Group
Limited the capability necessary to successfully compete in global manufacturing and
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export. Excellent salary structure supplemented with performance incentives

motivates workers to achieve the highest level of productivity.

2.5 Organizational Structure of Clifton Group Limited

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2.6 Clifton Group Motto

“Satisfaction granted at the end users “

2.7 Vision statement

Developing and promoting the ready-made apparel sector. Creating customers need
through manufacturing and supplying 100% export quality products.

2.8 Mission Statement

Our endeavor will continue to ensure quality and high standard in every activity
whatever we are engaged with.

2.9 Objectives of Clifton Group

1. Create a favorable image of world as a high quality garments manufacturer and

supplier.

2. Follow the Quality with in time.

3. To expand its business from one whole seller outlet of European, UK and USA
market.

4. Train and develop a motivated and skilled workforce considering the “Quality of
life” for the employees.

5. Strongly maintain the Bangladesh Labor Law 2006, ILO (International Labor
Organization), WRAP (World Wide Responsible Accredited Production), BSCI
(Business Social Compliance Initiative).
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2.10 Busines
Deluxe Fashion Limited core business is manufacturing and exporting ready-made
garments. Especially bottom wear.

2.11 Products
Readymade garment products are the chief export items of Bangladesh. To support
the country in its prime venture and to take the opportunity of an already established
products market Clifton Group Limited has focused on the readymade apparel sector.
Clifton Group Limited product line includes sleepwear, Knit dress, top, sport bra,
T-shirt, Underwear, Bikini dress, intimate apparels and thermal quality product in fair
price.

2.12 Raw Materials

Equipment and accessories are acquired from suppliers whose competence regarding
product performance, safety and quality is globally recognized. Basically garments
accessories supply from another sister concern M\S. Clifton Garments & Accessories
Industries Limited.

2.13 Marketing Policy

They believe that good marketing is the key of success in business. Accordingly, they
have a very skilled, enthusiastic and educated marketing (merchandising) team those
who all are having experiences for marketing both home and abroad. In addition to
that we have overseas sourcing office at Hong Kong. Marketing is a continuous
process and Clifton Group have participated many exhibitions both Garments and
modern machineries Asia, USA, CANADA, and other European Countries.

2.14 Clients

About 15 merchandiser works in Clifton Group Limited, This garments certified by

WRAP (World Wide Responsible Accredited Production).Their main clients are
U.S.A.85%,U.K.5%,Japan5%,others5%. A chart of buyer given below:
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2.15 Production Capacity

Implementing the latest development in manufacturing technology, the Group always

thrives to remain at par with world-class standards. The state-of-the-art facilities
combined with efficient manpower is their focus. The Group is committed to produce
at the highest quantity with quality. The monthly production capacity of the Deluxe
Fashion Limited:

No. of Employee 3,500 (Female 70% & Male 30%)

Production Line 52
Production Capacity 2, 50,000 dozen per month
Business turnover USD120MIL
Machine 1447*
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2.16 HR Structure of Clifton Group Limited

 HR manager: He observes all of activities of the HR division. He plans for

recruitment, Training program, salary structure, employee transfer etc. HR
manager also share that information with assistant manager.

 Assistant Manager

 Assist in executing the HR operations of the organization effectively.

 Coordinate in HR & Admin functions of the organization.
 Manage and maintain employee personal file and wages.
 Assist to develop policies and prepare circulars.
 Conduct Recruitment & Selection of employees as per organizational
requirements.
 Execute & coordinate employee performance appraisal related duties
effectively.
 Monitor and maintain employee attendance and leave management.
 Coordinate employee confirmation, transfer, and separation as per
organizational requirement.
 Prepare and execute employee separation related documentation and
functions.
 Any other tasks assigned by the management.
 Deputy manager:

The selected candidate will be responsible for wide variety of duties, which includes
the whole cycle of recruitment activities, employee relations etc.

 He works closely with assistant HR Manager on preparing various

employment reports, job reviews, personnel complaints etc.,
 Plan, develop and implement strategies for Human Resources Management
and Development.
 Contribute to the development of overall HR strategy that supports and
enables the achievement of overall Company objectives
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 Responsible for the recruitment of manpower as per allocated annual HR

recruitment plan. Manage the Recruitment process in order to support the
recruitment of high caliber individuals that will enable the Organization to
meet its objectives.
 Review, edit and update Job Descriptions and the recruitment process.
 Provide professional advice and guidance to internal customers at all levels in
the Organization on HR issues in order to ensure that HR policies are properly
applied and implemented and high standards of HR practices are achieved and
maintained.
 Introduce new employees to the Policies and Procedures of the company.

 Senior executive HR:

 Handle worker recruitment activities
 Handle all types of disciplinary activities
 Assist to ensure compliance standard for- Social/ Technical/ Audit organized
by ACCORD and ALLIANCE.

2.17 Daily Work Plan

The office time Start at 8:00 am and come to end 5:00 pm. Launch break start from
two period’s first period start at 12:30 pm to 1:30 pm, second period start at 1:00 am
to 2:00 pm. The Human resource manager allocate job to his subordinate. Clean up
procedure also include every day work plan. There is an attendance policy also if one
enters the office after 30 minute to due time then he or she will be punished.
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3.1 Literature Review

Human Resource management respects training and development as a work

concerned with organizational action pointed at bettering the work execution of
people and bunches in organizational settings. Training and development can be
portrayed as “an instructive prepare which includes the honing of aptitudes, concepts,
changing of demeanor and picking up more information to improve the execution of
employees”.

3.2 Theoretical framework

To execute consider streaming subordinate and autonomous sans appeared within the
hypothetical popularity commendable training & development is the free variable and
organizational execution within the subordinate variable. These two factors have been
chosen to see the relationship between these factors to the effect of Training &
development on the organization execution. The hypothetical outline work can too be
seen from the taking after chart.

3.3 Concept of training and development

Training & Development is a continuous process in an organization to achieve its

organizational goals by improving the skills and knowledge of the employees.

3.4 Training

Training-a planned effort by a company to facilitate employees learnning of job

related competencies include knowledge,skills or behavior critical for successful job
performance.

EM Whitener - Human Resource Management Review, 1997 - Elsevier

reviewed the organizational literature on employee trust and identified common

characteristics
that aid in shaping their definition of trust staff members implement tactical HR
activities that affect
employee skills (eg, conducting job analyses and employee training programs) and
Most of the literature on HR activities and trust has presumed that employees' trust
affects the success and effectiveness of HR activities. However, social exchange
 13

theory suggests an alternative and complementary notion—that HR activities affect

the development of employee trust. Previous research and exchange-based theories,
including organizational justice, leader-member exchange, spiral reinforcement and
perceptions of organizational support, suggest hypotheses that need to be investigated
in order to understand the relationship between HR activities and trust better and to
design HR activities to build trust and improve organizational effectiveness.

WHY??

To improve the skills and knowledge of the employees to perform the assigned task.

WHEN??

New Hires

Change of Job (Job Rotation, Promotion)

Change to Job (New Technologies)

Performance Deficiencies detected

In market Business news

Training is the action of teaching somebody a particular skill. It may also refer to the
teaching of a type of behavior. Training may apply to either humans or animals. It
aims to improve a person’s capacity, capability, performance, or productivity.

3.5 Development

Development is a process of preparing employees for future position and improve

their personal skills to handle the critical situations in an organization.

TJ Maurer, HR Pierce, LM Shore - Academy of Management 2002 journals.aom.org

Given the less restric- tive definition of PSOB, it is a more inclusive category of
behavior and, thus, includes OCB as a subset, as stated above (Van Dyne, Cummings,
& McLean Parks, 1995).
We present a model of employee decision making and behavior in which employees
may sometimes decide to pursue learning and development activities, depending on
personal values, leader-member exchange, perceived organizational support,
self-efficacy for development, and credibility of information source. Within a
three-dimensional “perceived beneficiary” system, employees may perceive these
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activities to benefit not only themselves but also (or alternatively) a supervisor and/or
the organization. We show connections involving prosocial organizational behavior
and organizational citizenship behavior and offer five propositions

WHY??

To assist employee to sharpen their personal skills to handle the crucial situations in
organization.

3.6 Difference between training and development

D Minbaeva, T Pedersen, I Björkman, CF Fey Journal of international 2003 Springer

absorptive capacity is a dyad-level construct dependent on the
similarities/differences of both source We control for the cultural
relatedness between the home country of the MNC and home and host country: We
expect that difference in local environments – economic, political
Based on a sample of 169 subsidiaries of multinational corporations (MNCs)
operating in the USA, Russia, and Finland, this paper investigates the relationship
between MNC subsidiary human resource management (HRM) practices, absorptive
capacity, and knowledge transfer. First, we examine the relationship between the
application of specific HRM practices and the level of the absorptive capacity. Second,
we suggest that absorptive capacity should be conceptualized as being comprised of
both employees' ability and motivation. Further, results indicate that both ability and
motivation (absorptive capacity) are needed to facilitate the transfer of knowledge
from other parts of the MNC.
 15

In the theoritical purpose are given below that

Features Training Development

Definition Training is a process Development is a process related

related to current job to future job efficiency.
efficiency.

Nature Imposed Spontaneous

Concern Current job Future job

with

Improveme Technical skills Decision making capacity

nt area

Focus on present future

Orientation Job oriented Career oriented

Motivation Trainer Self

Number of Many Only one

Individuals

Aim Specific job related Conceptual and general

knowledge
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3.7 Role of Training and Development

JA Tan, RJ Hall, C Boyce - Human Resource Development 2003 Wiley Online

Library Reactions to training programs tend to be poor predictors of training success,
yet most training programs are evaluated based solely on trainee reactions. In this
study, we proposed that distinguishing between affective and
cognitive employee reactions may reactions to training programs tend to be poor
predictors of training success, yet most training programs are evaluated based solely
on trainee reactions. In this study, we proposed that distinguishing between affective
and cognitive employee reactions may improve the prediction of trainee learning. Our
results indicated that cognitive employee reactions are related to both employee
learning and employee behavior. Moreover, contrary to popular notion, negative
affective reactions best predicted employee learning. Implications and future research
directions of the results are discussed.

And also others are given below that

1. Increase in Efficiency

2. Increase in Morale of Employees

3. Better Human Relations

4. Reduced Supervision

5. Increased Organizational Viability and Flexibility.

3.8 Inputs of training and development

J Hanaysha - Procedia-Social and Behavioral Sciences, 2016 - Elsevier The key

principles of training emphasize on providing meaningful inputs for employees based
Impact of training on productivity of employees: A Case study of electricity
supply Employee empowerment and individual commitment: an analysis from
integrative review of research
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Building organizational commitment among employees is one of the important factors

for ensuring organizational effectiveness. This is because committed employees can
lead to favourable organizational outcomes

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.

Development

Another component of a training and development 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 compan

Ethics and Behavior

There is need for imparting greater ethical orientation to a training and development
programme. 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

3.9 Objectives of training and development

LDP Nethmini, MBM Ismail International Journal on Global, 2019 -

search.proquest.com
Therefore, training should be designed on the basis of firm specific needs
and objectives programmes have a high level of impact on the employee performance
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at Brandix garment factory In order to test this objective, simple correlation analysis
was carried out by researchers
Employee training is important to employees who work in any organization in any
sector including apparel sector and garment factory. Previous studies have been
conducted in different countries and in different contexts. This difference gave a
research gap to researchers to carry out a research study on employee training and
employee performance. This study attempts to determine the correlation between
Employee Training Programmes and Employee Performance. Review of Literature is
based on training, performance and Employee Training & Employees Performance
which led to draw the conceptual model and hypotheses. A sample size of 100
respondents who work in Brandix Apparel Solution in Sri Lanka was selected in this
study using random selection method and convenience sampling procedure. The data
for this study were collected from both primary as well as the secondary data sources.
Data Presentation & Analysis and Hypothesis Test are based on the overall analysis.
Results of the correlation have revealed that there is correlation between Employee
Training Programmes and Employee Performance in Brandix company. It can be
concluded as employee training has proved a positive correlation with employee
performance in this company.

Increased Productivity

For any company, keeping the productivity at its peak is as important as getting in
new customers for business. Since even a slightest of the disturbance can take the
business to the brink of huge losses. Moreover, to tackle with the immensely growing
competition in the target market, it is important for one to increase the productivity of
its workers while reducing the cost of production of the products. So, that’s where
the training comes as a savior of the company, jumps in the scenario and takes it out
of the dangers bravely.

Training takes the current capabilities of the workers of a brand, polishes it and makes
them learn and devise new and effective methods of doing the same thing, in a
repeated manner. In other words, the training, if done in a proper way, can give your
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business a whole new look with a much powerful base as experienced workers at its
core

Quality Improvement

Improving the quality of the product is obviously one of the main objectives
of training and development since it’s not like those times when customers weren’t
such quality conscious. Today’s customer knows what’s better for him and what’s not.
Simply said, those old methods of some sweet talk and business won’t work for much
long, because once they know the reality behind the curtains through the services and
products quality, they will leave the company as it is without giving it, even, a second
thought.

Just think of it as if you and your competitor are competing for the same service with
some difference in quality but at the same price, it is obvious that they will choose the
one who is better at handling the task without any quality degradation. Even if your
price is a little higher, then it is most likely the case that most of the customers will
come to you.

Learning time Reduction

Keeping an eye on the learning capabilities of employees, and providing them the
help which they need, can be highly beneficial in longer runs. This capability of
theirs’ is what that determines how quickly an employee grabs the newly discovered
fact and so, shape the future products on this discovery. The weaker the capability, the
harder it is to learn. But this scenario can also be supported by the usage of proper
learning material and experienced instructors who prefer real-life experience than
cramming. So, reducing the learning time is also one of the main objectives of
training and development.

Safety first

Safety of anyone, either he is a worker, an officer or even a customer, is not

something that can be taken lightly, especially in cases, where one knows that even a
minute mistake can even lead to life threats. Therefore, providing the knowledge, for
using the equipment in a proper way and creating the life-friendly product, also
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belongs to one of the major objectives of training and development. The higher, the
employees are better at handling equipment, the better it is both for the company and
for the workers.

Labor turnover Reduction

No business can flourish well while it is regularly turning over its workforce since it
is obvious that every new workforce will require some time to understand the type of
work, its principle and safety precautions, which lead to decreased productivity.
Moreover, it also diminishes the feeling of self-confidence among the workers, and
this really isn’t a good thing.

On the contrary, training ensures that the company doesn’t need to turn over its
workforce again and again because it prepares the employees to face any situation
which proves helpful in bringing in the feeling of workers. Therefore, the workforce
feels safe and secure at a particular job

Keeping oneself Updated with Technology

Computers and mobile phones are the miracles of the past but the world of today is far
more advanced than that. It’s time for latest technologies capable of connecting the
world in just a blink of an eye. Now, earthlings are trying to reach far off planets to
get information about the life force present there. Newer technologies are rolling in
and we could continue to list it down but we haven’t got time for that.

Training and education to the employees keep them updated with the latest of the
additions to the technologies, methods, techniques and processes. Since it also opens a
new gateway for them to look for a way which is greater in productivity and
efficiency but decreases the need of manual work immensely.

Effective Management

One of the primary objectives of training and development process is to give rise to a
new and improved management which is capable of handling the planning and control
without any serious problem. With the knowledge and experience gathered through
training, acting as the guiding light for this newly shaped management, it lets them
 21

handle the tough decisions and confusing realities thus opening the way for bigger
and better opportunities for business for the cause of the brand.

3.10 Importance of training and development

MM Ali - European Journal of Human Resource Management, 2018 - oapub.org

HRM practices are important issue on this field 44 Figure 4: Perceptions
about training importance 47 Appendix Questionnaire for ‚HRM practices in
ready-made garments sector in Bangladesh Perceptions
of employees about training facilities

Human resource management practices in ready-made garments sector has been a

widely research area for years. But unfortunately, there have been no sufficient
numbers of studies conducted on this area in the context of Bangladesh although
ready-made garments sector is part of a rich industry in Bangladesh. Training is a
major function of HRM. This study was undertaken to identify and to clarify ins and
outs of employee’s perceptions about training facilities in the ready-made garments
sector of Bangladesh. The analysis of the data collected from 5 ready-made garments
companies in Bangladesh shows that there has no sufficient training opportunities. A
survey has been conducted among 50 employees of different ready-made garments
companies within Dhaka city by using a structured questionnaire and analyzed them
objectively. Finally the study concludes that the concerned authorities should be
aware about training of employees in order to improve the performance of employees
as well as performance of the organization.

Addressing Weakness

Every employee is weak at certain skills every employee will not be perfect, which
you need for the position. If the employee certain skills match and if you know you
can strengthen its skill by training, hire them or assign tasks to them, definitely your
employee will work hard to stand on your expectations.
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Improving Performance

Once the employee gets the desired skills required for the task to execute. Their
weakness will turn into their strengths and they get the better understanding what and
how to execute with better ideas.

Fostering Growth

The main aim of any organization is to get development and growth for the effects
they put on. Growth can be achieved if all the workforce of an organization pays
equal attention to development. That requires the skilled and ambitious employees to
handle the situation. By providing training to your employees, you’re providing them
the space to learn and grow.

Enhancing Satisfaction

Employees feel confident in gaining skills. Training helps the employees to perform
tasks easily and also they can innovate new strategies to execute the task. This builds
some level of satisfaction in employees.

Reducing Turnover

Initially, when you train your staff, it will cost you time and money. Once the
employee gets skilled in their role they can provide you better revenue than before. It
reduces the frustration level of both the employee and the employer. Expertise brings
the quality of the work and development of the organization.

Benefits of training and development

 Increase in Productivity
 Employee satisfaction, confidence, and retention are built, development of the
team of skilled professionals, team organization & morale.
 Employees quality performance leads to improved customer satisfaction and
service.
 Employees get updated on the trending technology and advanced methods.
Employees get different ideas to implement their tasks to reach organizational
goals.
 23

 Companies get different ideas to implement and they experience different

perspectives of business to execute the same task.
 The Employee gets the job satisfaction, motivation, and morale. Which
reduces employee turnover.
 Process gains efficiency, standardization, and flexibility.

3.11 Training process

The training process are given below that

3.12 Designing Effective Training

Training designing process

1) A systematic approach for developing training programs.

2) Is based on the principles of Instructional System Design (ISD).
 24

3) Is sometimes referred to as the ADDIE model because it includes analysis, design,

development, implementation, and evaluation.
4) Should be systematic yet flexible enough to adapt to business needs.
5)

3.13 Training method

3.14 Training evaluation

Training evaluation is a systematic process to analyze if training programs and

initiatives are effective and efficient.Trainers and human resource professionals
use training evaluation to assess if the employee training programs are aligned with
the company's goals and objectives.

TG Reio, TS Rocco, DH Smith… - New Horizons in Adult …, 2017 - Wiley Online

Library Holton (1996) argued that Kirkpatrick's four‐level framework is incomplete
 25

as a model, and fails to specify the causal relationships between

the four levels suggested that the process does recognize the disconnection between
behavior (Level 3) and impact (Level 4)

Kirkpatrick's Four-Level Training Evaluation Model

1) Reaction

You want people to feel that training is valuable. Measuring how engaged they were,
how actively they contributed, and how they reacted to the training helps you to
understand how well they received it.

It also enables you to make improvements to future programs, by identifying

important topics that might have been missing.

Questions to ask trainees include:

 Did you feel that the training was worth your time?

 Did you think that it was successful?

 What were the biggest strengths and weaknesses of the training?

 Did you like the venue and presentation style?

 Did the training session accommodate your personal learning styles ?

 Were the training activities engaging?

 What are the three most important things that you learned from this training?

2) Learning

Level 2 focuses on measuring what your trainees have and haven't learned. In the
New World version of the tool, Level 2 also measures what they think they'll be able
to do differently as a result, how confident they are that they can do it, and how
motivated they are to make changes.

This demonstrates how training has developed their skills, attitudes and knowledge, as
well as their confidence and commitment.
 26

To measure how much your trainees have learned, start by identifying what you want
to evaluate. Training sessions should have specific learning objectives , so make
those your starting point.

You can measure learning in different ways, depending on the objectives. But it's
helpful to measure these areas both before and after training.

Before the training begins, test your trainees to determine their knowledge, skill
levels and attitudes. Then, when the training is finished, test your trainees a second
time to measure what they have learned, or measure their learning with interviews or
verbal assessments.

3) Behavior

This level helps you to understand how well people apply their training. It can also
reveal where people might need help. But behavior can only change when conditions
are favorable.

Imagine that you're assessing your team members after a training session. You can see
little change, and you conclude that they learned nothing, and that the training was
ineffective.

It's possible, however, that they actually learned a lot, but that the organizational or
team culture obstructs behavioral change. Perhaps existing processes mean that there's
little scope to apply new thinking, for example.

As a result, your people don't feel confident in applying new knowledge, or see few
opportunities to do so. Or, they may not have had enough time to put it into practice.

Be sure to develop processes that encourage, reinforce and reward positive changes in
behavior. The New World Kirkpatrick Model calls these processes "required drivers."
If a team member uses a new skill effectively, highlight this and praise him or her for
it.

Effectively measuring behavior is a longer-term process that should take place over
weeks or months following the initial training. Questions to ask include:

 Did the trainees put any of their learning to use?

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 Are trainees aware that they've changed their behavior?

One of the best ways to measure behavior is to conduct observations and interviews.
Another is to integrate the use of new skills into the tasks that you set your team, so
that people have the chance to demonstrate what they know.

4) Results

At this level, you analyze the final results of your training. This includes outcomes
that you or your organization have decided are good for business and good for your
team members, and which demonstrate a good return on investment (ROI). (Some
adapted versions of the model actually have a Level 5, dedicated to working out ROI.)

Level 4 will likely be the most costly and time-consuming. Your biggest challenge
will be to identify which outcomes, benefits, or final results are most closely linked to
the training, and to come up with an effective way to measure these outcomes in the
long term.

Modern trainers often use the Kirkpatrick model backward, by first stating the results
that they want to see, and then developing the training that is most likely to deliver
them. This helps to prioritize the goals of the training and make it more effective.
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4.1 Discussion of Training and Development

The ultimate objective of employee training and development is to create intellectual

capital who can contribute to the organizational development competing against the
market position In organizations training and development program works as a
transforming process, by the process new unskilled employees enters into the
organization get properly training and they develop themselves as skilled employees.
Effective training and development program can ensure motivation, commitment to
the trained employees at the same time those motivated employees takes to lead to be
competent in the market to serve the organization their best for the organizational
development.

4.2 Methods of Training

There are several T&D methods available. The use of a parti cul ar
meth od dep end s wh ich method accompli shes the training needs and
objectives. Training methods can be classified into two categories:

I. On-the-Job Methods
This refers to the methods of training in which a person learns a job by actually
doing performing it. A person works on a job and learns and develops expertise
at the same time.

1. Understudy
In this the employee is trained by his or her supervisor. The trainee is
attached with his or her senior and called understudy or assistant. For
example, a future manager might spend few months as assistant to the present
manager.

2. Job rotation
This refers to shifting/movement of an employee from one job to another on
regular intervals.
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3. Special projects
The trainees' may ask to work on special projects related with
departmental objectives. By this, the trainees will acquire the knowledge of
the assigned work and also learn how to work with others.

4. Experience
It refers to learning by doing. This is one of the oldest methods of on-the-job
training. Although this is very effective method but it also very time-consuming
and wasteful. Thus it should be followed by other training methods.

5. Committee assignment
In this, the trainees become members of a committee. The c o m m i t t e e i s
a s s i g n e d a p r o b l e m t o d i s c u s s a n d m a k e recommendations.

6. Coaching
In this, the supervisor or the superior acts as a guide and instructor of the
trainee. This involves extensive demonstration and continuous critical
evaluation and correction.

I. Off-the-Job Methods

These methods require trainees to leave their workplace and concentrate their entire
time towards the training objectives. These days’ off-the-job training methods have
become popular due to limitations of the on-the-job training methods such as facilities
and environment, lack of group discussion and full participation among the trainees
from different disciplines, etc. In the off-the job methods, the development of trainees
is the primary task rest everything is secondary. Following are the main off-the-job
training methods:

1. Special courses and lectures

These are the most traditional and even famous today, method of developing
personnel. Special courses and lectures are either designed by the company itself or
by the management/professional schools. Companies then sponsor their trainees to
 30

attend these courses or lectures. These are the quick and most simple ways to provide
knowledge to a large group of trainees.

2. Conferences and seminars

In this, the participants are required to pool their thoughts, ideas, viewpoints,
suggestions and recommendations. By attending conferences and seminars, trainees
try to look at a problem from different angles as the participants are normally from
different fields and sectors.

3. Selected reading

This is the self-improvement training technique. The persons acquire knowledge and
awareness by reading various trade journals and magazines. Most of the companies
have their own libraries. The employees become the members of the professional
associations to keep abreast of latest developments in their respective fields.

4. Case study method

This technique was developed by Harvard Business School, U.S.A. It is used as a

supplement to lecture method. A case is a written record of a real business
situation/problem faced by a company. The case is provided to the trainees for
discussion and analysis. Identification and diagnose of the problem is the aim in case
study method. Alternate courses of action are suggested from participants.

5. Programmed instruction/learning

This is step-by-step self-learning method where the medium may be a textbook,

computer or the internet. This is a systematic method for teaching job skills involving
presenting questions or facts, allowing the person to respond and giving the learner
immediate feedback on the accuracy of his or her answers.
 31

6. Brainstorming

This is creativity-training technique, it helps people to solve problems in a new and

different way. In this technique, the trainees are given the opportunity to generate
ideas openly and without any fear of judgement. Criticism of any idea is not allowed
so as to reduce inhibiting forces. Once a lot of ideas are generated then they are
evaluated for their cost and feasibility.

7. Role-playing

In this method, the trainees are assigned a role, which they have to play in an
artificially created situation. For example, a trainee is asked to play the role of a trade
union leader and another trainee is required to perform the role of a HR manager. This
technique results in better understanding of each other's situation by putting foot in
other's shoes.

8. Vestibule schools

Large organizations frequently provide what are described as vestibule schools a

preliminary to actual shop experience. As far as possible, shop conditions are
duplicated, but instruction, not output is major objective." A vestibule school is
operated as a specialized endeavor by the personnel department. This training is
required when the amount of training that has to be done exceeds the capacity of the
line supervisor.

9. Apprenticeship training

This training approach began in the middle Ages when those who wanted to learn
trade skill bound themselves to a master craftsman and worked under his guidance.
Apprenticeship training is a structured process by which people become skilled
workers through a combination of classroom instruction and on-the-job training.
 32

10. In-basket exercise

In this technique, the trainees are provided background information on a simulated

firm and its products, and key personnel. After this, the trainees are provided with
in-basket of memos, letters, reports, requests and other documents related with the
firm. The trainee must make sense out of this mass of paperwork and prepare memos,
make notes and delegate tasks within a limited time period.

11. Business games

Business games involve teams of trainees. The teams discuss and analyses the
problem and arrive at decisions. Generally, issues related with inventories, sales,
R&D, production process, etc. are taken up for consideration.

12. Behavior modeling

This is structured approach to teach specific supervisory skill. This is based on the
social learning theory in which the trainee is provided with a specific model of
behavior and is informed in advance of the consequences of engaging in that type of
behavior.

13. Sensitivity (T-group) training

In this type of training, a small group of trainees consisting of 10 to 12 persons is

formed which meets in an unstructured situation. There is no set agenda or schedule
or plan. The main objectives are more openness with each other, increased listening
skills, trust, support, tolerance and concern for others. The trainers serve a catalytic
role. The group meets in isolation without any formal agenda. There is great focus on
inter-personal behavior. And, the trainer provides honest but supportive feedback to
members on how they interacted with one another.
 33

4.3 Methods of Training & Development Programs

An effective training program is built by following a systematic, step-by step process.

Training initiatives that stand alone (one-off events) often fail to meet organizational
objectives and participant expectations. In today’s post we outline the five necessary
steps to creating an effective program.

1) Assess Training Needs

The first step in developing a training program is to identify and assess needs.
Employee training needs may already be established in the organization’s strategic,
human resources or individual development plans. If you’re building the training
program from scratch (without predetermined objectives) you’ll need to
conduct training needs assessments.

2) Set Organizational Training Objectives

The training needs assessments (organizational, task & individual) will identify any
gaps in your current training initiatives and employee skill sets. These gaps should be
analyzed and prioritized and turned into the organization’s training objectives. The
ultimate goal is to bridge the gap between current and desired performance through
the development of a training program. At the employee level, the training should
match the areas of improvement discovered through 360 degree evaluations.

3) Create Training Action Plan

The next step is to create a comprehensive action plan that includes learning theories,
instructional design, content, materials and any other training elements. Resources
and training delivery methods should also be detailed. While developing the program,
the level of training and participants’ learning styles need to also be considered. Many
companies pilot their initiatives and gather feedback to make adjustments before
launching the program company-wide.

4) Implement Training Initiatives

The implementation phase is where the training program comes to life. Organizations
need to decide whether training will be delivered in-house or externally coordinated.
Program implementation includes the scheduling of training activities and
 34

organization of any related resources (facilities, equipment, etc.). The training

program is then officially launched, promoted and conducted. During training,
participant progress should be monitored to ensure that the program is effective.

5) Evaluate & Revise Training

As mentioned in the last segment, the training program should be continually
monitored. At the end, the entire program should be evaluated to determine if it was
successful and met training objectives. Feedback should be obtained from all
stakeholders to determine program and instructor effectiveness and also knowledge or
skill acquisition. Analyzing this feedback will allow the organization to identify any
weaknesses in the program. At this point, the training program or action plan can be
revised if objectives or expectations are not being met.

4.4 Training Evaluation

Assessment is done by collecting data on whether the participants were satisfied with
the deliverables of the training program, whether they learned something from the
training and are able to apply those skills at their workplace. There are different tools
for assessment of a training program depending upon the kind of training conducted.

Since organizations spend a large amount of money, it is therefore important for them
to understand the usefulness of the same. For example, if a certain technical training
was conducted, the organization would be interested in knowing whether the new
skills are being put to use at the workplace or in other words whether the effectiveness
of the worker is enhanced. Similarly in case of behavioral training, the same would be
evaluated on whether there is change in the behavior, attitude and learning ability of
the participants.
 35

Training Evaluation Rating Scale

Excellent = 5

Good = 4

Satisfactory = 3

Poor = 2

Very poor = 1

4.5 Trainer Evaluation

Besides the training evaluation L&D division also conducts trainer evaluation. In a
training program there is more than one trainer and the participants of that particular
training program evaluate the trainers based on their training skills. Through this
trainer evaluation they get to know how effectively trainers are delivering to the
participants.

Here are 9 criteria that Clifton group uses to evaluate the trainers-

1. Punctuality of Trainer
2. Trainer encouraged questions from audience
3. Trainer spoke clearly and audibly
4. Trainer was able to answer queries during the session
 36

5. Trainer was friendly and approachable

6. Presentation on content was informative
7. Presentation on skill of trainer
8. Trainer was able to manage his session time effectively
9. How do you rate the overall skills of the trainer

Trainer Evaluation Rating Scale:

Excellent = 4

Good = 3

Moderate = 2

Poor = 1

4.6 Purposes of Training

The main purpose of evaluating a training program is to gain knowledge about
whether it has achieved or failed its objectives. Analyzing the training event by using
appropriate evaluation tools can improve the outcome of future trainings to a
considerable extend.

4.7 Process of Training Purposes

This model has five stages and is illustrated in the Training Evaluation Model
diagram. Each stage corresponds to specific data categories:
Pre-training assessment.
This step uncovers the participants’ past experience as well as current competencies,
learning needs, and expected application of learning.
Post-assessment (reactions).
This addresses participants’ reactions to the training experience— for example, their
learning environment, format and instructor methods, general satisfaction.
Follow-up. This process may include several methods to assess the outcomes and
effect of training programs over time.
 37

4.8 Techniques of Evaluation

 Comparative Effectiveness: Exploring Alternatives to Randomized Clinical

Trials

 Developmental Evaluation: Systems and Complexity

 Evaluability Assessment

 Evaluating Training Programs: Frameworks and Fundamentals

 Internal Evaluation: Building Organizations from Within

 Linking Evaluation Questions to Analysis Techniques

 Mixed-Methods Evaluations: Integrating Qualitative and Quantitative

Approaches

 Measuring Performance and Managing for Results in Government and

Nonprofit Organizations

 Policy Analysis, Implementation and Evaluation

 Policy Evaluation and Analysis

 Resource Evaluation and Systems Change

 Utilization-Focused Evaluation

4.9 Development Process of Clifton group Limited

Clifton Group provides different development methods to help the progress of their
employees according to the changing situation of their working place. The purposes
of development process of Clifton Group is to increase knowledge, skills and
efficiency of employees in the working field, to help employees grow because better
work experience leads an employee to get promotion and also for employee retention.
Here are some development methods of Clifton Group.
 38

Mentoring

It is very essential for the new employees of Clifton Group. In this mentoring process
a senior employee provides guideline to a less-experienced employee. The mentor
plays a very important role as he shares knowledge and skills to help other employees
to grow professionally.New employees get huge benefits through this mentoring
process because they can get help or advice from their seniors anytime while facing
any difficulties. The mentor helps new employees by demonstrating any task he also
gives them guidelines and tips on career growth and encourages them to interact with
other employees.

Seminars

Clifton Group arranges seminars for their employees as seminars serve as a

foundation for future tasks. They make sure that their employees attend seminars
because it helps employees to increase their knowledge and also assists with their
personal development. Seminars also increase employee motivation, job satisfaction,
and morale among employees and reduce employee turnover.

Job Rotation

Job rotation involves an employee changing positions within the same organization
and eventually returning to the original position. Clifton Group follows horizontal job
rotation method for their employees at the early stage of their service life. Through
this process employees can identify their KSA (knowledge, skills and attitudes) and
can explore their hidden talent or interests. Job rotation increases job satisfaction as it
encourages employees to deal with new challenges which may create more motivation
to work and reduce employee turnover. However Clifton Group cannot implement
this job rotation technique to all employees, especially those who are specialized in
any particular job.

Lecture Courses

It is a speech which is delivered by the instructor before a large number of audiences.

Clifton Group arranges these lecture courses for the development of their employees.
In these lecture courses experienced or senior employees provide all related
 39

information and activities of all departments of Clifton Group. By attending these

lecture courses employees get to know about the activities of each department and can
enhance their learning experience.

Critical Incident Method

It is a recording of events by appraiser. It shows what the employee has done or failed
to do.Clifton Group uses this method to evaluate their employees. In this process each
employee is evaluated based on their positive and negative performance behavior
throughout the performance period. This method shows that where the employee did
something great and where it needs improvement.

Performance Appraisals

HR division of Clifton Group conducts performance appraisals for their employees

after completing their 1 year of service. The managers and the supervisors evaluate
the performance of the employees and give necessary feedbacks to them and decide
employees’ future promotions, incentives, increments in salary based on these
appraisals.

4.10 Benefits of Training to the employee

 Increased job satisfaction and morale among employees.

 Increased employee motivation.
 Increased efficiencies in processes, resulting in financial gain.
 Increased capacity to adopt new technologies and methods.
 Increased innovation in strategies and products.
 Reduced employee turnover.
 40

5.1 SWOT analysis

Strength of Clifton Group

Organization Strengths as skills and capabilities that enable an organization to

convince of and implement its strategies. Here we discuss strengths of Clifton Group.
These are given bellow:

1 Manager and worker have a good commitment.

2 The Company has a strong base of potential customer sustain in the
completive market.
3 Clifton Group Limited has independent merchandising control unit. Each
merchandiser is assign to specific customer account to follow up right
from the sampling stage of export shipment.
4 Clifton Group Limited ensured the quality of the products and production
in time.
5 Clifton Group Limited is serious about the shipment of their products.
 41

Weakness of Clifton Group

Organizational weaknesses are skills and capabilities that do not enable an

organization to choose and important strategies that support its missions. Weaknesses
of Deluxe Fashion Limited are given bellow.

1.Employee turnover exists because of the availability of job in garments and buying
house.
2.Low collaborative of government body’s.
3.Over transparency.

Opportunities of Clifton Group

Organizational opportunity is areas in the environment that, if exploited, may generate

higher performance. Opportunities of Deluxe Fashion Limited are given bellow:

1 This garment is situated at which is renowned as a commercial area and

this area could be an opportunity for this organization.
2 Deluxe Fashion Limited has emphasized on market segmentation in
order son regular basis. Through segmenting market in the existing
market share, the company can gain potential market opportunities.
3 Transportation system of Bangladesh is improving and Deluxe Fashion
Limited situated near in airport so it is great opportunity for the
company.
4 As garment sector earns high amount of foreign currency, the
government encourages this sector to explore. So it is also an
opportunity.

Threats of Clifton Group

1.Competition from other developing countries, especially Hong Kong, China, India,
Thailand, Sri Lanka, Vietnam and Caribbean countries.
2. Continuous Quality Improvement is need of the hour as there are different demand
patters all over the world.
 42

3. Geographical disadvantages. For exporting on uropian countries byers expend huge

money.
4.To make balance between price and quality.
5.More than 99% materials come from direct import and anything prevent then
garments will huge suffer as can’t imagine.

5.2 PESTEL Analysis

1. Political

Trading policies,political conflict.

2. Economic

Local and foreign situation and trend inflation of employment

3. Social

Demand and different people buying behavior customer buying patternbrand

preference ethical issue

4. Technology

Research and development advance machinery

5 Environment

Minimize Harmful substance eliminate pollution

6 Legal

Laws to maintain their reputation employement law,industry specific regulation

social and environment aspect.
 43

5.3 Findings

1. Clifton Group Ltd. Arranges the necessary training program in different arenas
for enhancing the skills and knowledge for their employees.
2. HR & Compliance development arranges necessary training and provides
techniques to identify the segment of employees for the sectors of employees
for training.
3. The company provides on the job training for worker.
4. The company use different training materials and training resources are
sufficient and available.
5. The training environment of Clifton Group is quite satisfactory that most of
the employees satisfied with their existing training environment.
6. Employees are satisfied about the training evaluation model and process of
evaluation.
7. HR & Compliance department take a big feedback from employees after
training them. Also, they measure the performance level of employees.
8. The evaluation method of training and development practices is too low of
Clifton Group
9. The selection process of Clifton Group is so much lengthy compare to other
company.
10. The evaluation method of training and development practice is too low of
Clifton Group.
11. The compensation and benefit management of Clifton Group are not that
much good.
12. The management of training program of Clifton Group is not high that
much.
 44

5.3 Recommendations

1 Training methods should be clarified and structured and the approaches of

training need assessment must be scientific and relevant.
2 Training period and the types of training should be consistent of their job
analysis and the nature of work.
3 The center has significant training need for training on protocol writing,
research methodology and management development skills.
4 More opportunities for on-the job and off-the job training shall be created.
5 Training should be focused at the nonscientific level staff.
6 The T&D policy should consider the field level staff as well who are usually
ignored in the first place.
7 Dissemination of T&D policy should be conducted with a view to create
awareness among the general staff members.
8 The existing terms-of-reference of the staff development committee could be
re-defined to effectively manage staff development activities of the center.

5.4 Conclusion

Human Resource Management system is gradually developing all over the world. In
Bangladesh the HRM concept is also developing and the organizations re-shuffling
the existing HRM system. In this perspective the Clifton Group Limited is also trying
to follow human resource management and regulate the human resource planning in
its operation. At present every organization is trying to setup a separate HRM
department in organizations, as buyers and global consumers are concern. In the
Clifton Group Limited there is off the job training system, they provide equal
employment payment and opportunity, sometime they provide orientation program for
the worker in the first day of work.Clifton Group Limited provide long term training
program and the workers job are secured. Their maternity benefit policy is strong.
Their overall activity is nice because they follow the Labor Law Act 2006.
 45

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