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Toaz - Info HCL Training and Development PR
Toaz - Info HCL Training and Development PR
ON
To
GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY
BY:
PRATEEK BANSAL
Enroll NO- 06390201812
(B.B.A 6th SEM)
........................................
Signature of the Scholar
Place: DELHI Name: PRATEEK BANSAL
Date: …………… Enrollment No. 06390201812
i
CERTIFICATE
This is to certify that the project titled "Training and development in HCL"
is an academic work done by "PRATEEK BANSAL" submitted in the partial
fulfillment of the requirement for the award of the degree of Bachelor of
Business Administration from SRI GURU TEGH BAHADUR INSTITUTE
OF MANAGEMENT AND INFORMATION TECHNOLOGY, Delhi under
the guidance and direction to the best of my knowledge and belief te data and
information presented has not been submitted earlier
…………………………………
Signature of Director
(Prof.) Dr. P.L. Sethi
…………………………………
Signature of Project Incharge
Ms. Inderpreet Kaur
…………………………………
Signature of Guide
Ms. Rineet kaur
…………………………………
Signature of Scholar
Place: DELHI PRATEEK BANSAL
Date: Enrollment No. 06390201812
ii
ACKNOWLEDGEMENT
...............
......................
Signature of the Scholar
Place: Delhi Name: PRATEEK BANSAL
Date: Enrollment No. 06390201812
iii
TABLE OF CONTENTS
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v
CHAPTER 1
INTRODUCTION
1.1 BRIEF HISTORY OF IT INDUSTRY IN INDIA
1
acceleration in the hardware sector with a sharp deceleration in the rate of
decline of hardware's share in electronics and IT industry. Output of
computers in value terms, for example, increased by 36.0, 19.7 and 57.6 per
cent in 2003-04, 2004-05, and 2005-06, respectively.
Export markets continue to dominate the domestic segment. The size of the
domestic market in software relative to the export markets for Indian
software, which was 45.2 percent in 2002-03, after declining rapidly to 29.8
percent in 2003-04, fell only to 29.1 percent and 27.7 per cent in the two
subsequent years.
The annual growth rate of India's software exports has been consistently
over 50 percent since 1991. No other Indian industry has performed so well
against the global competition.
2
According to a NASSCOM-McKinsey report, annual revenue projections for
India’s IT industry in 2008 are US $ 87 billion and market openings are
emerging across four broad sectors, IT services, software products, IT
enabled services, and e-businesses thus creating a number of opportunities
for Indian companies. In addition to the export market, all of these segments
have a domestic market component as well.
The IT-enabled service industry in India began to evolve in the early nineties
when companies such as American Express, British Airways, GE and
Swissair set up their offshore operations in India.
With the formation of a ministry for IT, Government of India has taken a major
step towards promoting the domestic industry and achieving the full potential of
the Indian IT entrepreneurs. Constraints have been comprehensively identified
and steps taken to overcome them and also to provide incentives.
3
Kashmir to facilitate the spread of benefit of information and
communication technology. It is also proposed to set up CICs in other hilly,
far-flung areas of the country like Uttaranchal, Andaman & Nicobar and
Lakshadweep.
A number of steps have been taken to meet the challenge of zero duty
regime in 2005-06 under the Information Technology Agreement (ITA-1).
Tariffs on raw materials, parts, other inputs and capital goods have been
rationalized to make domestic manufacturing viable and competitive.
A number of steps have been taken to meet the challenge of zero duty
regime in 2005-06 under the Information Technology Agreement (ITA-1).
Tariffs on raw materials, parts, other inputs and capital goods have been
rationalized to make domestic manufacturing viable and competitive.
4
1.3 INDIAN HARDWARE PIPE DREAM OR GOLD RUSH?
For the beleaguered Indian hardware industry, survival is often more important
than growth. Yet, a recent MAIT-Ernst & Young study said that this very
industry could zoom to revenues of $62 billion by 2010.
Sample some salient conclusions of the study which paint a rosy future for
India Hardware Inc: By 2010, the Indian hardware industry has the potential
to grow to twelve times its existing market size, with the domestic market
accounting for $37 billion and exports accounting for another $37 billion.
The study has identified major export opportunities in the areas of
innovative new devices, contract manufacturing and design services. The
study says that component exports offers an opportunity worth $5 billion,
while that of design and related services in embedded systems and wireless
telecommunication services can bring in another $7 billion by 2010. Further,
ambitious projections have been made in the area of contract manufacturing,
5
which represents a $11 billion opportunity if India succeeds in capturing a
share of only 2.2 percent of the global pie by 2010.
Though the rosy projections look good on paper, is this growth really
possible? Sceptics deride the study as an attempt by the hardware industry to
copy its software counterpart, which has been tom-tomming Nasscom and
McKinsey’s projection of $87 billion in software revenues by 2008. MAIT
officials are however quite upbeat. Says Vinay Deshpande, president of
MAIT, “There are four key steps which we need to take to make India a
manufacturing-friendly country. Firstly, market India as a hardware
destination and build a brand akin to software. Making India manufacturing-
friendly through improvements in infrastructure and logistics should follow
this. We should also emphasise on design and innovation through the
development of Indian solutions for Indian needs. All these initiatives need
to be backed up by the government with adequate funds.”
6
the record, of all the high-end processors produced in the world, only 6 percent
are used in PCs and the remaining 94 percent are used in entertainment
electronics, non-PC devices, communication products and embedded
electronics.
1. The hardware revolution is also essential for the continued high growth
of the software industry. As Vinnie Mehta, director of MAIT, puts it:
“India can lose out on the software advantage it has already built up, and
the future potential, if
2. It does not concentrate on the hardware front. For example, the estimated
domestic hardware requirement by 2008 to meet the software target of
$87 billion is $160 million.”
But before India Inc. can go into ballistic mode on the hardware front, there are
lots of serious issues that need to be addressed. Issues like lack of local
availability of input raw material, ever changing government policies,
inconsistent sales tax structures in different states, high interest rates, customs
duties on capital goods, poor infrastructure, inordinately long and variable
transit times all add to uncertainty, delays and increased costs. Something that
hardware manufacturers dread. Explains Manoj Churra, country manager-
manufacturing, IBM India, “Everyone in India cribs about duty, but even China
has a similar duty structure. The main reason why companies prefer to locate
their manufacturing operations in China is because customs processing in China
is much faster.” Here, even after a manufacturer’s raw material arrives at a port
it might take another month or so before the goods reach his factory. In the fast
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changing world of technology, that’s virtually suicidal for companies into
hardware manufacturing. Besides, labour laws in China are also very flexible.
On the design front too, there are lots of opportunities left to be explored.
Design exports are a $7 billion opportunity in areas like embedded systems
and wireless telecommunications. While Indian firms do some work on
hardware design exports, many unfortunately show this as software exports
to avoid tax. Fact is, some experts say a robust design sector could play a
huge role in bringing down PC prices too a significant reason why PC
penetration remains low in India. For example, on a CPU that costs $150,
the material cost is not even $4. Adds Deshpande, “If we can get a design,
8
like say a PII, made either by ourselves or if we can get the government to
buy out a design and start manufacturing here, this would bring costs down
substantially in PCs.”
The Indian hardware industry could learn a thing or two from the Taiwanese
hardware industry, where companies started off as component assemblers some
years ago. Today, the same firms are world leaders, and in fact outsource their
manufacturing designs to other countries. A majority of Taiwanese firms are
now original manufacturers of chipsets.
And for sceptics who doubt the quality of Indian products, Ram Agarwal,
managing director, Wipro ePeripherals has a ready answer, “Doubting
Thomas’s who keep on questioning the quality of Indian products should
know that Legend computers, the largest maker of PCs in China, buys
network interface cards from India.”
9
Going forward, if the government and the hardware industry proactively
decide to work together and solve issues rather than have one hand
clamouring for duty concessions, and the other avoiding issues, the Indian
hardware industry could definitely go the software way-as MAIT and Ernst
& Young have said. The only question to ask is whether the government and
the industry are up to it.
10
CHAPTER 2
COMPANY PROFILE
2.1 OVERVIEW
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Y E AR H I G H LI G HTS
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- HCL sets up core team to develop the required software -
ALPM ( Advanced Ledger Posting Machines ) . The team uses
reusable code to reduce development efforts and produce more
reliable code . ALPM becomes the largest selling software
product in Indian banks
- HCL designs and launches Unix- based computers and IBM
PC clones
- HCL promotes 3rd party PC applications nationally
13
IBM Thailand
- HCL sets up core group to define software development
methodologies
- Starts execution of Information System Planning projects
1995 - Execution projects for Germany and Australia
- Begins Help desk services
1999 UK
- Sets up fully owned subsidiary in Australia
- HCL ties up with Broadvision as an integration partner
2002 - Sets up fully owned subsidiary in Australia
- Chennai and Coimbatore development facilities get SEI
Level 4 certification
- Bags Award for Top PC Vendor In India
- Becomes the 1st IT Company to be recommended for latest
version of ISO 9001 : 2000
- Bags MAIT's Award for Business Excellence
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- Rated as No. 1 IT Group in India
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- Maintains No.1 position in the Desktop PC segment for year
2005
- Enters into partnership with Port Wise to support &
distribute security & VPN solutions in India
- Partners with Microsoft & Intel to launch Beanstalk Neo PC
- Becomes the 1st company to cross 1 lac unit milestone in the
Indian Desktop PC market
- Partners with Union Bank to make PCs more affordable,
introduces lowest ever EMI for PC in India
- Launched RP2 systems to overcome power problem for PC
users
- Registers a market share of 13.7% to become No.1 Desktop
PC company for year 2006
- Crosses the landmark of $ 1 billion in revenue in just nine
months
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Continuously meeting the ever increasing customer expectations and
applications, its focus on integrated enterprise solutions has strengthened
the HCL Infosystems' capabilities in supporting installation types ranging
from single to large, multi-location, multi-vendor & multi-platform
spread across India. HCL Infosystems, today has a direct support force of
over 2000+ members, is operational at 300+ locations across the country
and is the largest such human resource of its kind in the IT business. A
majority of the team members have been specially trained in a variety of
supporting solutions, the company's key focus area.
HCL Infosystems' manufacturing facilities are ISO 9001 - 2000 & ISO
14001 certified and adhere to stringent quality standards and global
processes. With the largest installed PC base in the country, four
indigenously developed and manufactured PC brands - 'Infiniti',
'Busybee' 'Beanstalk' and 'Ezeebee' - and its robust manufacturing
facilities; HCL Infosystems aims to further leverage its dominance in the
PC market. It has been consistently rated as Top player in PC industry by
IDC .The 'Infiniti' line of business computing products is incorporated
with leading edge products from world leaders such as Intel. A fully
integrated and business-ready family of servers and workstations, the
'Infiniti Global Line' is targeted at medium and large companies to help
them to manage their enterprise-related applications. It has considerable
dominance in verticals like Finance, Government, and Education &
Research.
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segments, through Beanstalk, Ezeebee & Busybee PCs and Toshiba
Laptops.
HCL InfiNet, with a presence in more that 35 cities, has the ability to
service around 250 cities in its catchment area. It provides corporate
networking services like Virtual Private Network, Broadband Internet
Access, Hosting & Co-location services, designing & deploying Disaster
Recovery Solutions & Business Continuity solution, Application
Services, Managed Security Services & NOC Services over its state-of-
the-art IP network to over 200 corporates. With the Office Automation
(OA) Division being part of it, HCL InfiNet now has an exclusive sales
and support partnership with Toshiba Corporation, Japan, for its
photocopier products. The product portfolio covers a range of other office
automation and communication products through alliances with world
leaders - including Duprinters from Duplo, data projectors from InFocus,
Telecommunication solutions from Samsung and Ericsson and mobile
communication products from Nokia. HCL Infinet Ltd. has a strong and
dedicated retail network of Nokia Professional Centres, Nokia Priority
Dealers and Re-distribution Stockist across the country.
HCL has closely seen the IT industry rise from scratch, and has actively
participated in its progress. During the twenty-eight year journey, it has
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picked up valuable lessons in serving the IT needs of the Indian customer
and gathered domain expertise to successfully service various businesses.
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2.2 PROBLEMS OF THE ORGANIZATION
Negative Environment
Top management takes large amount of time to approve high value loan
borrowers.
HP INDIA
Since their first year in business in1939, HP has given back to the communities
in which they do business in the form of philanthropic donations of money,
equipment and time.
HP having acquired COMPAQ now markets Laptops under two brands, being
HP and COMPAQ. They are renowned for their technological excellence and
innovation. They are global leaders in personal computer and other hardware
manufacturing. In India, they have carved a niche for themselves and have 37%
market share in the Laptop market.
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Currently, they're employing new models of engagement and new business and
technology solutions to enable more people to participate in the world economy
via information technology. They are ~
Globally in PC revenues
Globally in handhelds
Globally in IT services
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enter new markets. They invent, engineer and deliver technology solutions that
drive business value, create social value and improve the lives of our customers.
LENOVO
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Lenovo achieved significantly lower notebook PC failure rates than
industry averages.
Lenovo is a well recognized and respected brand in the Laptop market in India.
They have about 18% share in the market and are known for their fabulous
customer service and sufficient warranty. They are vying for the top spot in the
Indian market and use aggressive marketing strategies.
They base our success on their customers achieving their goals ~ productivity in
business and enhancement of personal life.
23
Since it was established, the company has affected the lives of millions of
Chinese: It first introduced PCs to households, and then promoted PC usage in
China by establishing retail shops nationwide. By 1994, Legend was trading on
the Hong Kong Stock Exchange; four years later, it produced its one-millionth
personal computer. In 2003, Legend changed its brand name to Lenovo, taking
the “Le” from Legend, a nod to its heritage, and adding “novo,” the Latin word
for “new,” to reflect the spirit of innovation at the core of the company. The
company name changed from Legend to Lenovo a year later.
Today, these two visionary companies are united under the Lenovo name. With
Lenovo's landmark acquisition of IBM's Personal Computing Division in May
2005, the new Lenovo is a leader in the global PC market, with approximately
$13 billion in annual revenue, and products serving enterprises and consumers
the world over.
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ACER INDIA
Few IT companies offer the breadth and depth of products that Acer Group
does. Leveraging the vast collective technological resources available - Acer
India (Pvt) Ltd., was incorporated as a wholly owned subsidiary of Acer
Computer International Ltd. on 9th September 1999.
Acer India offers a wide range of Laptops in the Indian Market catering to all
market segments. They offer high quality Laptops at very reasonable prices and
are most dominant in the Entry level segment. They are known for their strong
customer support and have 15% of the market of Laptops in India.
It's no wonder then that they are the world's 3rd largest PC producer and the
market leaders in more than 12 countries across the region!
Acer India has its headquarters in Bangalore, with branch offices in New Delhi,
Mumbai, Chennai and Hyderabad. Our 100 man strong team in India comes
with over 1000 man-years of IT experience, geared to listen and provide to the
IT user in India the very best in Sales & Marketing support, After-Sales support
backed up with infrastructure to bring fresh technology to India. They have a
customer base of about 300,000 satisfied consumers in India.
Within a year of operations, Acer India has managed several accolades in its
endeavors: A state of the art reconfiguration centre for fast and flexible
offerings to different customer needs; Acer Care Clinics to service notebooks in
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the top nine cities in the country and a unique unmatched guarantee within the
warranty period to provide peace of mind to the customer. An extremely robust
service coupled with the ability to make the latest technology affordable makes
Acer India a force that shapes the dreams of millions of people.
Acer ranks as the world's No. 4 branded PC vendor, designing easy, dependable
IT solutions that empower people to reach their goals and enhance their life.
Since spinning-off its manufacturing operation, Acer has focused on globally
marketing its brand-name products: mobile and desktop PCs, servers and
storage, LCD monitors and high-definition TVs, peripherals, and e-business
solutions for business, government, education, and home users.
Acer's unique Channel Business Model has been instrumental in the company's
latest success. The model encourages partners and suppliers to collaborate in a
winning formula of supply-chain management, allowing Acer to provide
customers with fresh technologies, competitive pricing, and quality service.
Established in 1976, Acer Inc. employs 5,600 people supporting dealers and
distributors in more than 100 countries. Revenues in 2005 reached US$9.7
billion.
DELL
In the early 2000s Dell opened kiosk locations in shopping malls across the
United States in order to give personal service to customers who preferred this
channel to using the Internet or telephones. Despite the added expense, prices at
the kiosks equalled or even undercut prices available on Dell's other retail
channels.
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Michael Dell while still a student at the University of Texas at Austin in 1984,
founded the company as PC's Limited with just $1000.
In 1985, the company produced the first computer of its own design,the "Turbo
PC”. In 1990, Dell Computer tried selling its products indirectly through
warehouse clubs and computer superstores, but met with little success, and the
company re-focused on its more successful direct-to-consumer sales model. In
1992, Fortune magazine included Dell Computer Corporation in its list of the
world's 500 largest companies. In 1999, Dell overtook Compaq to become the
largest seller of personal computers in the United States of America.
During 2005, Dell opened kiosk locations in shopping malls across Australia,
and in 2006 opened kiosk locations in shopping malls across Canada following
the approach used in the United States.
As of 2006 Dell employs more than 63,700 people worldwide and manufactures
more computers than any other organization in the world. According to the
Fortune 500 2006 list, Dell ranks as the 25th-largest company in the United
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States by revenue. In 2006, Fortune magazine ranked Dell as No. 8 on its
annual list of the most-admired companies in the United States.
STRENGTHS:
WEAKNESSES:
The company needs to evolve a comprehensive plan & strategy to make inroads
into a part of middle class & upper middle class.
28
OPPORTUNITIES:
The present rate of growth of the Information and technology Industry & a large
potential available in these areas provides excellent opportunity for the
company to widen its market.
With the fast growing economy the pricing strategy needs to be tackled
with care as it can decide upon long term decisions of the company.
THREATS:
It is natural that threats from the existing as well as new entrants will affect the
present turnover & Market share. The nearest competitors having the identical
product range are the greatest threat to the company.
29
CHAPTER 3
RESEARCH METHODOLOGY
2.1 OBJECTIVES OF THE STUDY
The first & foremost step in any research work is to identify the problems
or objectives on which the researcher has to work on. There are two types of
objectives met in this study, as explained below:
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2.2 SCOPE OF THE STUDY
This study gives some suggestions for making the present training and
development system more effective.
It gives organization the direction, how to deal differently with different
employees.
It identifies the training & development needs present among the
employees.
2.3 METHODOLOGY
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Framing of questionnaire keeping objectives in mind (considering the
objectives)
Analysis of feedback
The Company has a total strength of 96 officers and 403 workers. In order to
take a reasonable sample size and not to disturb the functioning of the
organization, a sample size of 20% of the total strength of the Company has
been taken in order to arrive at the present practices of training in the Company.
Accordingly, 20 officers and 40 workers have been selected at random from all
the departments of the organization and feedback forms (questionnaire) have
been obtained. The data has been analyzed in order to arrive at present training
practices in the organization.
The technique of Random Sampling has been used in the analysis of the data.
32
DATA COLLECTION
To determine the appropriate data for research mainly two kinds of data was
collected namely primary & secondary data as explained below:
PRIMARY DATA
Primary data are those, which were collected afresh & for the first time and thus
happen to be original in character. However, there are many methods of
collecting the primary data; all have not been used for the purpose of this
project. The ones that have been used are:
Questionnaire
Informal Interviews
Observation
SECONDARY DATA
Secondary data is collected from previous researches and literature to fill in the
respective project. The secondary data was collected through:
Text Books
Articles
Journals
Websites
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STATISTICAL TOOLS USED
The main statistical tools used for the collection and analyses of data in this
project are:
Questionnaire
Pie Charts
Tables
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CHAPTER 4
Fig. 4
35
INTERPRETATION
45% of the officers have attended 6-15 training programmes in the last 5 years,
which is an indication of an effective training policy of the organization.
However, 40% of the officers have attended only 0-5 training programmes,
which needs to be evenly
monitored by the organization.
36
2) The programme objectives were known to you before attending it.
Options No. of % of
Respondents Responses
Strongly agree 5 25%
Moderately agree 7 35%
Can’t Say 3 15%
Moderately Disagree 1 5%
Strongly Disagree 4 20%
Total 20 100%
Fig. 5
INTERPRETATION
35% of the respondents moderately agree to the fact of knowing the training
objectives beforehand, in addition to 25% who strongly agree. But a small
population disagrees as 20% strongly disagree to this notion. Training
objectives should therefore be made known compulsorily before imparting
training in the organization.
3) The training programme was relevant to your developmental needs.
37
Options No. of % of
Respondents Responses
Strongly agree 6 30%
Moderately agree 8 40%
Can’t Say 3 15%
Moderately Disagree 2 10%
Strongly Disagree 1 5%
Total 20 100%
Fig. 6
INTERPRETATION
70% of the respondents feel that the training programmes were in accordance to
their developmental needs. 15% respondents could not comment on the
question and 15% think that the programmes are irrelevant to their
developmental needs and the organization must ensure programmes that satisfy
the developmental needs of the officers.
38
4) The period of training session was sufficient for the learning.
Options No. of % of
Respondents Responses
Strongly agree 6 31%
Moderately agree 4 21%
Can’t Say 4 21%
Moderately Disagree 3 16%
Strongly Disagree 2 11%
Total 20 100%
Fig. 7
INTERPRETATION
52% respondents feel that the time limit of the training programme was
adequate but 25% feel that it was insufficient. Also, 21% could not comment on
the question. All the respondents though felt that increase in time limit of the
programmes would certainly be beneficial and the organization should plan for
this to be implemented in the near future.
39
5) The training methods used during the training were effective for
understanding the subject.
Options No. of % of
Respondents Responses
Strongly agree 4 20%
Moderately agree 8 40%
Can’t Say 3 15%
Moderately Disagree 3 15%
Strongly Disagree 2 10%
Total 20 100%
Fig. 8
INTERPRETATION
40% of the respondents believe that the training methods used during the
programmes were helpful in understanding the subject, yet 25% disagree to this
notion. The organization should use better, hi-tech methods to enhance the
effectiveness of the methods being used during the training programmes.
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6) The training sessions were exciting and a good learning experience.
Options No. of % of
Respondents Responses
Strongly agree 5 25%
Moderately agree 8 40%
Can’t Say 2 10%
Moderately Disagree 3 15%
Strongly Disagree 2 10%
Total 20 100%
Fig. 9
INTERPRETATION
65% respondents believe that the training sessions were exciting and a good
learning experience. 10% respondents could not comment on this while 25%
differ in opinion. They feel that the training sessions could have been more
exciting if the sessions had been more interactive and in line with the current
practices in the market.
41
7) The training aids used were helpful in improving the overall
effectiveness of the programme.
Options No. of % of
Respondents Responses
Strongly agree 4 20%
Moderately agree 5 25%
Can’t Say 7 35%
Moderately Disagree 3 15%
Strongly Disagree 1 5%
Total 20 100%
Fig. 10
INTERPRETATION
40% of the respondents believe that the training aids used were helpful in
improving the overall effectiveness, yet 20% disagree to this notion. 35%
respondents did not comment on the issue. Yet the total mindset of the
respondents was that the organization should use better scientific aids to
enhance the presentation and acceptance value of the training programme.
42
8) The training was effective in improving on- the- job efficiency.
Options No. of % of
Respondents Responses
Strongly agree 3 15%
Moderately agree 6 30%
Can’t Say 4 20%
Moderately Disagree 4 20%
Strongly Disagree 3 15%
Total 20 100%
Fig. 11
INTERPRETATION
45% respondents believe that the training programmes increase their job
efficiency but 35% disagree to this. The view of the respondents were towards
having more technological and current topics for the training programmes
which could help them satisfy their creative urge and simultaneously increase
their on-the-job efficiency.
43
9) In your opinion, the numbers of training programmes organized during
the year were sufficient for officers of HCL.
Options No. of % of
Respondents Responses
Strongly agree 2 10%
Moderately agree 3 15%
Can’t Say 5 25%
Moderately Disagree 2 10%
Strongly Disagree 8 40%
Total 20 100%
Fig. 12
INTERPRETATION
25% respondents have the opinion that the frequency of the training
programmes is sufficient but 50% of the respondents differ to this. They believe
that the number of training programmes organized in a year should be increased
and some in house training programmes should also be organized by the
organisation regularly.
44
10) Please suggest any changes you would like to have in the existing
training programmes.
The major suggestions for changes in the existing training programmes are as
follows:-
The frequency of the training programmes organized in a year should be
increased.
Some training sessions should also be organized in house for the officers
who find it difficult to attend them if held outside the office premises.
45
1) How many training programmes have you attended during the last
year?
No. of No. of Respondents % of
Programmes Responses
Upto 2 25 62%
3-5 10 25%
6-8 4 10%
More than 8 1 3%
Total 40 100%
Fig. 13
INTERPRETATION
35% of the workers have attended 3-8 training programmes in the last year,
which is the clue of a useful training policy of the organization. However, 62%
of the workers have attended only 0-2 training programmes, which should be
effectively seen by the organization. Also, every worker should be given
chances to attend as many training
2) programmes as possible.
46
2) The training given is useful to you.
Options No. of % of
Respondents Responses
Strongly agree 19 47%
Moderately agree 10 24%
Can’t Say 5 13%
Moderately Disagree 5 13%
Strongly Disagree 1 3%
Total 20 100%
Fig. 14
INTERPRETATION
71% of the respondents feel that the training programmes were useful. 13%
respondents could not comment on the question and 16% think that the
programmes were irrelevant to their objective of being useful. The organization
must ensure programmes that are useful and prove to cater to the developmental
needs of the workers.
47
3) The time limit of the training programme was sufficient.
Options No. of % of
Respondents Responses
Strongly agree 7 18%
Moderately agree 14 34%
Can’t Say 5 13%
Moderately Disagree 6 15%
Strongly Disagree 8 20%
Total 40 100%
Fig. 15
INTERPRETATION
42% respondents feel that the time limit of the training programme was
adequate but 35% feel that it was insufficient. Also, 13% could not comment on
the question. All the respondents though felt that increase in time limit of the
programmes would certainly be advantageous and the organization should take
some steps in this direction.
4) The time limit of the training programme, if increased would make it
more effective.
48
Options No. of % of
Respondents Responses
Strongly agree 18 45%
Moderately agree 8 20%
Can’t Say 4 10%
Moderately Disagree 8 20%
Strongly Disagree 2 5%
Total 40 100%
Fig. 16
INTERPRETATION
5) 65% respondents feel that the increase in the duration of the training
programmes would be beneficial but 25% differ to this opinion. Going by the
majority, the organisation should make required changes to increase the
duration of the programmes and also take the opinion of the workers to have
an effective training session.
49
5) The training was effective in improving your on-the-job efficiency.
Options No. of % of
Respondents Responses
Strongly agree 15 37%
Moderately agree 10 25%
Can’t Say 5 13%
Moderately Disagree 6 15%
Strongly Disagree 4 10%
Total 40 100%
Fig. 17
INTERPRETATION
62% respondents believe that the training programmes increase their job
efficiency but 25% disagree to this. The respondents were of the opinion that
having current topics for the training programmes and also some sessions by an
external faculty would help them increase their on the job efficiency.
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6) The training aids used were effective in improving the overall
effectiveness of the programme.
Options No. of % of
Respondents Responses
Strongly agree 10 25%
Moderately agree 4 10%
Can’t Say 12 30%
Moderately Disagree 8 20%
Strongly Disagree 6 15%
Total 40 100%
Fig. 18
INTERPRETATION
35% respondents believe that the training aids were effective in improving the
overall efficiency of the programme. Contrary to this, 35% disagree and 30%
could not comment on the issue. The organization should ensure positive
awareness about the training aids used. Also, the use of better presentation aids
should be facilitated.
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7) The number of training programmes organized for workers in a year
are sufficient.
Options No. of % of
Respondents Responses
Strongly agree 7 18%
Moderately agree 6 15%
Can’t Say 4 10%
Moderately Disagree 15 37%
Strongly Disagree 8 20%
Total 40 100%
Fig. 19
INTERPRETATION
33% respondents believe that the number of training programmes organized in a
year are sufficient, but a majority of 57% disagrees to this. The organization
should ensure multiple programmes for the workers and hence enable them in
improving their skills and knowledge.
8) The participation of workers in training programme would help
increase its effectiveness.
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Options No. of % of
Respondents Responses
Strongly agree 20 49%
Moderately agree 9 23%
Can’t Say 5 13%
Moderately Disagree 4 10%
Strongly Disagree 2 5%
Total 40 100%
Fig. 20
INTERPRETATION
72% respondents feel that participative and interactive training session could
provide more awareness and knowledge in a small span of time as compared to
classroom teaching. 13% respondents could not comment on this and 15%
disagree to it.
9) Please suggest any changes you would like to have in the existing
training programmes.
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The major suggestions for changes in the existing training programmes
are as follows:-
The workers were of the opinion that external faculty should be
appointed for the training programmes.
The period of the training sessions should be augmented.
The rate of the training programmes organized in a year should be
increased.
Every one should get a chance to attend the training programmes.
Documentaries and other films relating to issues of motivation, team
building should be screened.
Practical examples should be used to make things easy to understand
during the training sessions.
Better technological aids and methods should be used to make the
training sessions exciting.
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CHAPTER 5
5.1 FINDINGS
Some of the respondents suggested that the time period of the training
programmes were less and thus need to be increased.
Some of the respondents also suggested that use of latest training methods
will enhance the effectiveness of the training programmes.
Some respondents believe that the training sessions could be made more
exciting if the sessions had been more interactive and in line with the
current practices in the market.
The training aids used were helpful in improving the overall effectiveness of
the training programmes.
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Some respondents also recommended that the number of training
programmes be increased.
5.2 RECOMMENDATIONS
The organization may utilize both subjective and objective approach for the
training programmes.
The organization may consider deputing each employee to attend at least one
training programmes each year.
The organization can also arrange part time training programmes in the
office premises for short durations, spanning over a few days, in order to
avoid any interruption in the routine work.
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BIBLIOGRAPHY
Books
Gupta S. P. and Gupta, M. P., Business Statistics, Sultan Chand and Sons,
New Delhi, 1997.
Websites
www.google.com
www.hrindia.com
www.thomex.com
www.tradeindia.com
www.alibaba.com
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ANNEXURE
QUESTIONNAIRE
Designation: __________________
Department: __________________
Please rate the questions (where applicable) on the scale of 1-5 where the
numerals signify the following:-
1) How many training programmes have you attended during the last 5 years?
¨ 0-5 ¨ 6-10
¨ 11-15 ¨ More than 15
2) The programme objectives were known to you before attending it. ____
4) The period of training session was sufficient for the learning. ____
5) The training methods used during the training were effective for ____
understanding the subject.
6) The training sessions were exciting and a good learning experience. ____
7) The training aids used were helpful in improving the overall ____
effectiveness of the programme.
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9) In your opinion, the number of training programmes organized
____
during the year were sufficient for officers of HCL.
10) Please suggest any changes you would like to have in the existing
training programmes.
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
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