A

PROJECT REPORT
ON
Training Undertaken at

Titled
“TRANING AND DEVELOPMENT”

Submitted in partial fulfillment for the

Award of degree of
Master of Business Administration
Session 2009-2011
From

Jaipur Engineering College

Submitted By: - Submitted To:-
Asha Garhwal Mr. Manish Sharma (H.O.D.)
MBA Part-II Dept. of Management Studies
JAIPUR ENGINEERING COLLEGE
SP-43, RIICO Industrial Area, Kukas, Jaipur.
E-mail:jeckukas@yahoo.com
Website: www.jeckukas.org.in
 PREFACE

Learning theories in the books are the way of acquiring fundamentals and
concepts but so far as the Management is concerned, Practical side is having somewhat
more importance. The Industrial visit of the Organization helps to see the application of the
Fundamentals in the real world. It helps students to understand Practical aspect of the
business management in a better way. Training is an integral part of the education for the
management. The students are like the Raw-material and training does the job of Polishing,
Shaping and making them to face live situations and challenges. Management plays a vital
role in every business organization; the importance of Management has been widely
accepted in the past two decades. Management has received widespread support from
both the academic and business segments.

Asha Garhwal
 ACKNOWLEDGEMENT

Whatever happen in our life or accomplished is not the result of only our efforts. Behind
every success there are hidden Wishes and other’s efforts.
This report is also no exception and it is my pleasure to devote a word of thanks in feet of
those , who have contributed their best in what so ever way and spared their precious time
for making this report a successful venture.
At the outset, my jovial thanks to the management of HZL viz Mr. .MOHOMMED ALI
(associate manager HR) and Mr.SONAL PRABHAKAR (jr. Executive HR) they made my
traning, a wonderful and excellent experience, and the Management of HZL, who gave me
their kind permission to undertake the training in their esteemed organization and all the
HRD department staff personnel who contribute on each and every step.

Asha Garhwal
 DECLARATION
I am very well aware of the ethics and guidelines one has to follow while working on a
project in a disciplined manner.
Being aware of a project regarding its Factuality and Authenticity, I have tried my best to
perform my task.
All the information mentioned here throughout the project is true to the best of my
knowledge.
And I declare it as true and the collection made through own website and by my own
personal observation and experience.
The theoretical part is gathered from various Human Resource reference books whose
quotations have been mentioned in bibliography.

Asha Garhwal
 TABLE OF CONTENTS

Preface
Acknowledgement
Introduction to company
Vision & Mission
Human Resource Management
Training & Development
Nature of Training & Development
Training Administration
Training Needs
Method of Training
Method of Development
Approach of Training
Value of Training
Employee Training & Development Process
Difference between Training & Developments
Training Policy of HZL
General Training Tips
SWOT Analysis
Conclusion
 Introduction of the Industry
Hindustan Zinc Limited (HZL) was incorporated in January, 1966 as a public sector
company, after the takeover of the erstwhile Metal Corporation of India Limited, to develop
mining and smelting capacities and to substantially meet the domestic demand of zinc and
lead metals. The company is also operating a small rock phosphate mine. It is one of India's
leading base metal producers, and is unique in the context of its technological versatility
coupled with vertical integration in several metals. HZL has been signing Memorandum of
Understanding (MoU) with the Government since 1991-92. The Company has been
declared a "Mini Ratna".
The authorized share capital of HZL is Rs. 500 crores. The paid up capital is Rs.
422.53 crores.
The Government holds 76% of the equity. The Government has recently decided to
disinvest further 25% of its equity in the domestic market to small investor and employees
of the company.
HZL, with its headquarters at Udaipur, operates five lead-zinc Mines with a total
lead-zinc ore production capacity of 3.49 million tonne per annum (tpa) and four smelters
with combined installed capacity of 152,000 tpa zinc 43,000 tpa lead. The Company offers
a wide range of zinc and lead metal grades to its customers, besides a range of by-
products. The ore production capacity of HZL mines.

Kayar lead-zinc prospect, district Ajmer, Rajasthan

HZL acquired mining lease over an area of 4.875 sq. km for Kayar lead-zinc
prospect, district Ajmer. In order to delineate the deposit with fair degree of confidence and
establish firm geological, geo-technical and metallurgical parameters for preparation of
techno-economic feasibility report, an exploration programme comprising 16,800 m of
drilling at an estimated cost of Rs. 12 crores has been taken up.
Jagpura Gold Prospect
HZL is continuing its exploration campaign in Jagpura area, district Banswara where
it holds a prospecting license over 43.10 sq. km. After completing target drilling for oxidized
ore in northwest and northeast blocks, exploration is continuing in the southwest and
southeast blocks. A total of 10,924.53m of drilling has been carried out under the project so
for.
Zinc Smelter Expansion at Debari & Vizag
As part of augmenting zinc-smelting activities HZL has taken up expansion of its smelter
at Debari from present capacity of 49,000 tpa to 59,000 tpa. Similarly capacity of zinc
smelter at Vizag is being expanded from its present capacity of 33,000 tpa to 43,000 tpa.
New Zinc Smelter of 1, 00,000 TPA capacities
Based on the detailed feasibility report prepared by M/s Kvaerner Metals, UK. The
Company has proposed a new smelter of 1,00000 tpa capacity. The report on Rapid
Environment Impact Assessment/Environment Management Plan (EIA/EMP) has been
completed and Public Hearing has been successfully held. No Objection Certificate from
Rajasthan Pollution Control Board (RPCB) has been received. Application has been filed
with Ministry of Environment and Forests (MOEF) for environmental clearance. The
Government of Rajasthan has already allotted the Government land. Acquisition
proceedings for the private land have already been initiated. The proposal is being
examined for approval for investment decision.
Nickel Technology Proving Plant (Nickel-TPP)
The Nickel-TPP plant has been mechanically completed in September 1999 and no-
load trial testing of equipment carried out. Plant operations were started during October
1999 and visit of Multiple Hearth Furnace (MHF) commissioning experts was also planned.
However, due to damages to the plant by the super cyclone, plant operations got disrupted,
and visit of experts had to be postponed. On completion of repair jobs, the experts visited
the plant in December 1999 and the MHF was started for heating and commissioning. The
MHF is now ready for process commissioning with chromite overburden (COB) feeding.
100 MW Power Project
An MOU was signed between HZL and Rajasthan State Mines and Minerals Limited
(RSMML) in February 1997 to set-up a 100 MW Power plant. Ministry of Petroleum &
Natural Gas has approved allocation of 1,25,000 TPA Naphtha for the project in November
1998. The Government of Rajasthan has finalized and notified the revised captive power
plant policy in July 1999. In terms of this policy, the State Government of Rajasthan has
cleared in December 1999 the 100 MW Power Plant project through joint venture between
HZL and RSMML.
International Cooperation HZL-BHPM Joint Venture
MOU was signed in October 1994 between HZL and BHP Minerals (BHPM),
Australia for carrying out regional exploration in parts of Rajasthan. As per the terms and
conditions of the MoU, BHPM will bear the entire expenditure of prospecting/exploration of
the completion of pre feasibility study. In case, mineral discovery and the results of pre-
feasibility study warrant detailed feasibility study and mine development, all expenditure
thereon will be shared by HZL and BHPM in proportion to their participative interest of
40:60, respectively. Airborne geophysical surveys were conducted in two phases (Phase I
and II) in 1997-1998 and 1998-1999 respectively. The processing of data generated by
aerial surveys and interpretation resulted in identification of anomalies for detailed ground
follow-up work by geological, geophysical and geochemical techniques. In all, 53 boreholes
were drilled to test 39 anomalies. Thus, so far except for traces of base metal
mineralization, no intersection of economic mineral zone has been encountered in drill
tested anomalies. Further ground follow-up is in progress. HZL and BHPM are
contemplating to carry out Phase III airborne geophysical survey, in the northern extension
part, sometime in the early 2000. The discussions with BHPM are under way to formulate
the joint venture structure and other agreements.
Pac-Lang Joint Venture, Vietnam
HZL has entered into an MOU with BRGM (LaSource) France and Vietnam National
Gems and Gold Coorpation (VIGEGO) for a joint venture project to conduct exploration,
feasibility study and undertake, if viable, commercial exploitation of Pac Lang Gold project
in Vietnam, in an equity split of BRGM-40%, HZL-30%, VIGEGO-30%. Subsequent to the
Vietnamese New Mineral Law coming into force from September 1996 and in line with the
revised provisions, exploration and prospective license (EL/PL) applications for 49 sq. km.
respectively were submitted to the Vietnamese Government in early 1998. However, the
project has not taken off so far, because the Government of Vietnam has not granted
EL/PL. The matter is being pursued with the Government of Vietnam.
Energy Conservation
The following measures are being continued with a view to conserve energy in
different units of the company :
o Load and Energy Management
o Measurement and monitoring the consumption of various forms of energy.
o Energy audit and survey.
o Plugging of losses in energy usage.
o Sizing of equipment.
o Optimization of system power factor.
o Process improvement/modification.
o Use of energy efficient systems and equipment.
Computerization
All the business application software and process control systems rolled over to year
2000 (Y2K) smoothly. This was achieved by replacing old and obsolete, mini computers by
the state the-art Y2K compliant RISC servers with Graphic User Interface (GUI) based
system software and development tools.

Pollution control and Environment Management Efforts

Air and water pollution control facilities and plants at all the units of the company
have been operating regularly with optimum performance to maintain emissions within
permissible limits.
Solid wastes generated at mining units were utilised for raising tailing dam height
and filling low lying areas. Excess waste is being properly stacked and stabilised. Regular
monitoring of air, water, noise, etc., is being carried out throughout the year. Nearly 8,500
numbers of new saplings were planted during the year in addition to the existing trees being
kept well maintained at all the mining units of the company.
Salient Aspects of the work being done by Advisory Boards/Councils
Joint Consultative Committees are functioning in all major units of the Company. The
Committees consist of representatives from workmen and management, and the areas
discussed include production and productivity improvement, reduction in cost of production,
etc. The recommendations of the committee are generally implemented. In addition to the
Joint Consultative Committees, various other bipartite committees/fora on welfare, safety,
canteen management, house allotment, etc., are functioning. The unanimous
recommendations of these committees are also generally implemented. The functioning of
these bipartite fora have created a conducive climate for better production/productivity at all
levels.
Research & Development Activities
Bioreactor Technology
The project aims at setting up a 1 tpd pilot plant at Central Research and Development
Laboratory (CRDL) for recovering zinc from Agucha Plant tails through bacterial leaching.
As per the Basic Engineering Design Package the cost for setting up 1 tpd pilot plant has
increased from Rs. 95 lakhs to Rs. 158 lakhs. The committee constituted by Department of
Mines for reviewing the progress of the project (PMC) decided that the techno-economics of
the overall process including bioreactor leaching and solvent extraction should be worked to
decide whether the project can become economically viable.
Recovery of Germanium
Germanium is a strategic metal and is presently priced at Rs. 3 to 4 lakhs per kg and
has applications in infrared optics, fibre optics, gamma-ray spectroscopy, etc. Our entire
requirement is imported. Waelz Kiln Oxide, an intermediate generated in zinc smelter
Visakhapatnam, has been identified as potential source (Germanium, 40-50 parts per
million). Discussions were held with C MET, Hyderabad for developing flow sheet for
Germanium extraction. Analysis of Germanium tetrachloride solution is in progress at C-
MET, Hyderabad as also generation of design data for distillation column for purification.
Manganese Nodule
At the instance of Department of Ocean Development (DOD), a pilot plant of 500
kg/day capacity will be set up at CRDL for recovering Copper (Cu), Nickel (Ni), and Cobalt
(Co) from ocean bed Manganese nodules for which processes have been developed by
RRL, Bhubaneswar and Bhabha Atomic Research Centre (BARC), Mumbai. EIL has
prepared the basic engineering and front-end engineering packages for the pilot plant,
which is expected to be commissioned by September 2000.
Cobalt Metal Recovery
A project on improving cobalt metal recovery was conceived with financial assistance
by Technology Information, Forecasting and Assessment Council (TIFAC) of the
Department of Science and Technology. For achieving this objective, the project monitoring
committee suggested creation of facilities in the solvent extraction plant at CRDL. Facilities
for performing three leaching have been created at the solvent extraction plant. DEHPA,
solvent needed in the process, is expected in the near future, following which, plant
operations will commence.
Industrial Relations
Industrial relations in the Company have been peaceful and cordial during the
period. Voluntary Retirement Scheme (VRS) for Strippers/Laddlers of zinc smelter at Debari
was introduced and 28 workmen opted and were released. Further, VRS was also
introduced for the workmen at Agnigundala Mine and 42 workmen opted and were
released.
VRS was also introduced for the Executives of E-0 to E-3 level and 41 executives
opted, have been released on 30 November 1999 and 170 executives were released in
December 1999.
The pay revisions of Executives and Workmen have become due and pending pay
revision, Interim Relief has been granted with effect from 1 January, 1997 and 1 July, 1997
respectively.
Women Welfare
The women employees of the Company are given better welfare amenities. They are
also being sent for training, both in-house and outside. Participation by female employees
in various national fora is also encouraged.
To take care of medical facilities of female employees, the Company has lady
doctors in its hospitals/dispensaries.
Welfare of Tribals and Minorities
Various welfare measures including free medical aid, drinking water, school facilities,
co operative provision store facilities, etc., are being extended to the tribals and minorities
residing in the adjacent areas of the units.
Wellbeing of the older persons
To take care of the medical needs of retired employees, a medi-claim policy has
been taken through Unit Trust of India (Senior Citizen Unit Plan) under which the retired
employee and spouse can get medical treatment/hospitalization charges up to Rs. 5.00
lakhs.
Employment in the Company
The manpower employment in the Company as on 30 September 1999 was 11,816
out of which 1,827 belonged to SC and 1,513 to ST.
Progressive Use of Hindi
100% compliance of Section 3(3) of the Official Languages Act has been achieved in
all the units including Head Office. The progress of Hindi correspondence of the various
units is as follows : Head Office-32.6%, CRDL-38.8%, Debari-46.8%, Maton Mines-63%,
Zawar Mines 78.3%, Dariba Mines 75.7%, Chanderiya-31%, Agucha Mine 39.6% and
Tundoo Smelter 30.9%.
The same in non-Hindi speaking units is Vizag-76.6%, Agnigundala Mines-31% and
Sargipali Mines- 46.4%.
Eight employees appeared for Hindi typing examination conducted under Hindi
teaching scheme of the Government.
18 Hindi workshops were organized from time to time in all units of the Company in
which 188 employees took part.
All the units of the Company observed Hindi week in a befitting manner. On this
occasion Rajbhasha seminars/competitions/Hindi workshops were organized.
Active cooperation is extended to Udaipur Town Official Language Implementation
Committee constituted by Rajbhasha Vibhag, Government of India.
 The branches of Kendriya Sachivalaya Hindi Parishad, New Delhi are active in
several units including head office and various competitions have been organized from time
to time.
Official Language Implementation Committees have been formed in all units of the
Company and quarterly meeting are held regularly.
Following number of employees were awarded under the various incentive schemes :

o Hindi teaching scheme(Hindi teaching)

o Hindi teaching scheme(Hindi typing/Stenography)
o Hindi Cheque incentive scheme
o Monthly allowance scheme for Hindi typing/stenography
 Mission

Mission defines the business, the needs of covering their products and services, the market
in which it is developed and the public image of the company.
The mission of the company is the answer of the question: why does the organization
exists?
Next, it is described the declaration of the mission of “Hindustan sink ltd.”
To become a significant global producer of Zink and
To remain as the dominant market leader of Zink and lead in India.
To avail opportunities to diversify in to other business synergetic with its competencies.
To maximize satisfaction of stake holders.
Holder value is a lowest cost Zink producer on a global scale, maintaining market
leadership.
Be innovative, customer oriented and eco-friendly ,maximizing stake.
 Vision

Vision defines and describes the future situation that a Company wishes to have, the
intention of the vision is to guide, to control and to encourage the organization as a whole to
reach the desirable state of the organization. The vision of the company is the response to
the question of:
What do we want our organization to be?
Corporative values are the answer to the question of what we believe into and how we are.
The vision of the “Hindustan Zink ltd.” are as follows…
change environment in India and the rapid development in the world have profound
implication on HZL’s operations and further growth, requiring adoption of pro-acting.the
corporate planning group [CPG] in the process of formulation of the corporate plan for
period 1997-2002 conducted situation analysis by scanning socio-political economy and
technological environment and adopted the VISION as:-
“Be a major natural resource company with diversified business leveraging the
competitive advantages offered by It’s mineral resource portfolio and competencies,
including best management practices based on efficiency, TQM concept and trust”.
Be a world-class Zink company, creating value, leveraging mineral resources and
related core competencies.
We strive to achieve consolidated, sustained and independent growth on an international
basis that ensures long-term business Success.
 Values

Values define the group beliefs, and rules that control the Management of the company. It
represents the institutional Philosophy and the support to the cultural organization.
The main objective of corporative values is to have a framework of reference that inspire
and control the life of the company.
These are the Values of the. “Hindustan Zink ltd.”
• Team work
• Respect to people
• Honest and open communication
• We involve with the community.
• What is more: we act with integrity.
 Training and Development

Introduction:-

Training and development -- or "learning and development" as many refer to it now -- is one
of the most important aspects to our lives and our work. In our culture, we highly value
learning. Yet, despite our having attended many years of schooling, many of us have no
idea how to carefully design an approach to training and development. This topic in the
Library provides an extensive range of information about training and development,
including to depict how that information is organized. So the goal of the topic is not only to
convey lots of information, but to help the reader gain a broad understanding of how
training and development can be designed to meet the nature and needs of the reader.

In the field of human resource management, training and development is the field
concerned with organizational activity aimed at bettering the performance of individuals and
groups in organizational settings. It has been known by several names, including employee
development, human resource development, and learning and development.

Harrison observes that the name was endlessly debated by the Chartered Institute of
Personnel and Development during its review of professional standards in 1999/2000.
"Employee Development" was seen as too evocative of the master-slave relationship
between employer and employee for those who refer to their employees as "partners" or
"associates" to be comfortable with. "Human Resource Development" was rejected by
academics, who objected to the idea that people were "resources" — an idea that they felt
to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and
Development", although that was itself not free from problems, "learning" being an over
general and ambiguous name. Moreover, the field is still widely known by the other names.

Training and development encompasses three main activities: training, education, and
development. Garavan, Costine, and Heraty, of the Irish Institute of Training and
Development, note that these ideas are often considered to be synonymous. However, to
practitioners, they encompass three separate, although interrelated, activities.
Training
This activity is both focused upon, and evaluated against, the job that an individual currently
holds.

Education
This activity focuses upon the jobs that an individual may potentially hold in the future, and
is evaluated against those jobs.

Development
This activity focuses upon the activities that the organization employing the individual, or
that the individual is part of, may partake in the future, and is almost impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching,
resources, and performance. The participants are those who actually undergo the
processes. The facilitators are Human Resource Management staff. And the providers are
specialists in the field. Each of these groups has its own agenda and motivations, which
sometimes conflict with the agendas and motivations of the others.

Learning and development" as many refer to it now -- is one of the most important aspects
to our lives and our work. In our culture, we highly value learning. Yet, despite our having
attended many years of schooling, many of us have no idea how to carefully design an
approach to training and development. This topic in the Library provides an extensive range
of information about training and development, including depicting how that information is
organized. So the goal of the topic is not only to convey lots of information, but to help the
reader gain a broad understanding of how training and development can be designed to
meet the nature and needs of the reader.

The conflicts are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict with
their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr.
John Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by
making the boss look stupid." Training an employee to get along well with authority and with
people who entertain diverse points of view is one of the best guarantees of long-term
success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a
superior, peer, or customer.
Conventional 'training' is required to cover essential work-related skills, techniques and
knowledge, and much of this section deals with taking a positive progressive approach to
this sort of traditional 'training'.

Importantly however, the most effective way to develop people is quite different from
conventional skills training, which let's face it many employees regard quite negatively.
They'll do it of course, but they won't enjoy it much because it's about work, not about
themselves as people. The most effective way to develop people is instead to enable
learning and personal development, with all that this implies.

So, as soon as you've covered the basic work-related skills training that is much described
in this section - focus on enabling learning and development for people as individuals -
which extends the range of development way outside traditional work skills and knowledge,
and creates far more exciting, liberating, motivational opportunities - for people and for
employers.

Rightly organizations are facing great pressure to change these days - to facilitate and
encourage whole-person development and fulfillment - beyond traditional training.

The reason for this is that in terms of learning, training and development, what's good for
people is good for the organizations in which they work. What's good for people's
development is good for organizational performance, quality, customer satisfaction,
effective management and control, and therefore profits too.

This is central to a fairly balanced Psychological Contract in employment organizations.

Profit is an outcome of managing and developing people well. People and their
development enable profit. Enable people and you enable profit.

Organizations which approach training and development from this standpoint inevitably
foster people who perform well and progress, and, importantly, stay around for long enough
to become great at what they do, and to help others become so.

Training is a very commonly used word, so it features heavily on this page, but learning is in
many ways a better way to think of the subject, because learning 'belongs' to the learner,
whereas training traditionally 'belongs' to the trainer or the organization.
Training should be about whole person development - not just transferring skills, the
traditional interpretation of training at work.

Whatever your role and responsibility, you might not immediately be able to put great new
emphasis on 'whole person development'.

Being realistic, corporate attitudes and expectations about what 'training' is and does
cannot be changed overnight, and most organizations still see 'training' as being limited to
work skills, classrooms and power point presentations. However, when you start to imagine
and think and talk about progressive attitudes to developing people - beyond traditional
skills training - for example:

 'enabling learning'
 'facilitating meaningful personal development'

NATURE OF TRAINING AND DEVELOPMENT

In simple terms, training and development refers to the imparting of specific skills,
abilities and knowledge to an employee. A formal definition of training & development is…
it is any attempt to improve current or future employee performance by increasing an
employee’s ability to perform through learning, usually by changing the employee’s
attitude or increasing his or her skills and knowledge. The need for training &
development is determined by the employee’s performance deficiency, computed as
follows:
Training & Development need = Standard performance – Actual performance.
We can make a distinction among training, education and development. Such
distinction enables us to acquire a better perspective about the meaning of the terms.
Training, as was stated earlier, refers to the process of imparting specific skills. Education,
on the other hand, is confined to theoretical learning in classrooms.

HRM Role on Training and Development

We have always thought that educational qualifications suffice to make an employee

effective, efficient, and competitive. Well –we thought wrong. Education is not a sufficient
index or metrics to gauge employee’s competence. While education provides the basic
cognitive skills to prepare one for work, it is not necessarily sufficient to predict his or her
behavior in the workplace. It takes more than that.

Skills and knowledge, or competency (more appropriately) has to be developed. This can
only happen when the HRM (Human Resource Management) Department takes it
mandate of developing people to become competitive. Thus training initiative is
imperative.
On the one hand, training can be costly when goals or expectations are not met. On the
other hand, when these are met or even exceeded, the organization reaps its long term
benefits. Because when employee’s competencies improve, the organization gains an
increase in corporate competitiveness and in return an increase in profitability.

Training programs must be initiated by the HRM department. These must be carefully
planned, In the field of human resource management, training and development is the
field concerned with organizational activity aimed at bettering the performance of
individuals and groups in organizational settings. It has been known by several names,
including employee development, human resource development, and learning and
development executed utilizing the best possible resources, i.e., instructors or training
facilitators, venues, etc. The focus must not only delve on competencies but on values
and attitudes as well. For in the end, training is actually a change management initiative
whose aims is to develop employees potentials, holistically, so that they add more value
to the organization and the community where they belong.
In the field of human resource management, training and development is the
field concerned with organizational activity aimed at bettering the performance of
individuals and groups in organizational settings. It has been known by several names,
including employee development, human resource development, and learning training
 Human Resource Management Training and Development Team

A training and development department typically consists of the head of training and
development a traning manager, a training specialist, and a training coordinator.

Designing Learning Modules

Training and development work to create learning module or courses aimed at

educating an employee population on both. This may include Internet courses, classroom
lectures, brochures, or blended learning, which is a combination of the previous listed
items.

Technical Training

Technical training consists of educating employees on various aspects of an

employer's computer hardware, software, and/or record-keeping systems.

Soft Skills Training

Soft skills training teaches employees various policies and regulations surrounding
etiquette and workforce appropriateness, such as management skills and sexual
harassment avoidance.

Function of Training

Training and Development duce change. It is the upgrading of a person’s skill or

the addition of a new skill, which in turn can bring about the desired change an agency is
seeking. It is important to understand that training in and of itself cannot motivate a work
force. However, it is an integral part of what is needed to accomplish the long-term goals of
the agency.
Value of Training

Often supervisors ask, "Why should I provide training to my staff?" There are many
reasons agencies provide training to their employees:

 To foster growth and development

 To provide opportunities for employees to accept greater challenges.
 To aid employees in contributing to the achievement of
department goals and the agency’s mission and vision to build employee self-
confidence and commitment.
 To produce a measurable change in performance
 To bring about the desired changes that can solve a variety of problems.

Benefits of Training

Providing training to an employee benefits both the employer and employee by:

 Improving an employee’s performance

 developing the group and team skills needed to achieve organizational goals
 giving employees the needed skills and knowledge to complete assigned jobs,
duties and tasks
 motivating employees to achieve higher standards
 increasing overall efficiency
 improving customer service, which leads to customer satisfaction
 preparing employees for promotional opportunities
 decreasing employee turnover, which reduces down time
 enhancing employee morale, motivation, and creativity
 enabling managers to reach unit goals and objectives giving employees the tools
needed to analyze interpersonal and situational factors that create obstacles to
achieving high performance
Determining Training Needs

There are a number of ways to determine the type of training an employee will need.

o Request from employee – Employees usually are the first to recognize the
need for additional training. This need can result from the assignment of a
new task, technological changes, or just a realization that additional training
would result in a more efficient work product.
o Change in agency vision or mission – Agency vision and mission can
sometimes change due to state or federal legislation. Thus employees may
be assigned new duties or positions may be restructured. Before assigning
new duties and responsibilities to employees, decide if the employees will
need additional training. Remember, the reason for providing training is to
produce a change or provide support so employees can reach their goals
and objectives; thus attaining the agency’s vision and mission.
o Determination through performance management review – An excellent
time to determine training needs is when a performance review is completed
on employees. What additional training would be needed to assist
employees to meet or exceed job expectations? Based on the employee’s
self-assessment of identified strengths determine training that may be
needed to improve overall work performance.
Difference between training and development

If we want to maximize training and development results by linking them to performance

management we need to understand the difference between training activities and
development activities. That's because it's important that we choose the right mechanism
for addressing any needs we have.

Training usually refers to some kind of organized (and finite it time) event -- a seminar,
workshop that has a specific beginning data and end date. It's often a group activity, but the
word training is also used to refer to specific instruction done one on one.

Employee development, however, is a much bigger, inclusive "thing". For example, if a

manager pairs up a relatively new employee with a more experienced employee to help the
new employee learns about the job, that's really employee development. If a manager
coaches and employee in an ongoing way, that's employee development. Or, employees
may rotate job responsibilities to learn about the jobs of their colleagues and gain
experience so they might eventually have more promotion opportunities. That's employee
development.

In other words employee development is a broader term that includes training as one, and
only one of its methods for encouraging employee learning.

The important point here is that different activities are better for the achievement of different
results. For example, if the desire is provide an employee with a better understanding of
how the department works, job rotation might work very well. If the goal is to improve the
employee's ability to use a computer based accounting package direct training would be
more appropriate than, let's say, job rotation.

Training is focused on individual tasks, all nuts and bolts ... how to turn a wrench. Also,
training has a beginning and an end.
Development is the whole person concept. Not only teaching them how to turn the wrench,
but also why we turn the wrench and challenging them to figure out a better way to turn that
wrench. It is focused more on cultivating the individual to give them the tools to work
upward through greater job and relationship complexities. The job of development has no
end.
In the modern organization, staff development energizes an organization's culture by
grooming it's future leaders.

Training changes performance, development changes lives Do you want to win at work by
maximizing your professional growth? Start with this understanding of the difference
between training and development … John Maxwell, one of the world’s great leadership
writers, makes this distinction

“When we train people, we focus on the job. When we develop people, we focus on the
person. When we train people, we’re adding value to specific things, such as what their job
description is. When we develop people, we add value to everything. They not only become
better in their jobs, they become better in life. Employee training is a necessity for any
business that wants to remain competitive in today’s marketplace. But leaders who want to
make a lasting difference also recognize that training by itself is not enough. Training
people is helpful for a short time, Developing people is helpful for a lifetime. And while the
result of training is changed performance, the result of development is changed lives.”
How to maximize your professional performance: My next post will reveal:

The 3 areas for you to focus your time, money and energy to win at work without sacrificing
your values

If we want to maximize training and development results by linking them to performance

management we need to understand the difference between training activities and
development activities. That's because it's important that we choose the right mechanism
for addressing any needs we have.
Training usually refers to some kind of organized (and finite it time) event -- a seminar,
workshop that has a specific beginning data and end date. It's often a group activity, but the
word training is also used to refer to specific instruction done one on one.
Employee development, however, is a much bigger, inclusive "thing". For example, if a
manager pairs up a relatively new employee with a more experienced employee to help the
new employee learns about the job, that's really employee development. If a manager
coaches and employee in an ongoing way, that's employee development. Or, employees
may rotate job responsibilities to learn about the jobs of their colleagues and gain
experience so they might eventually have more promotion opportunities. That's employee
development.

In other words employee development is a broader term that includes training as one, and
only one of its methods for encouraging employee learning.
The important point here is that different activities are better for the achievement of different
results. For example, if the desire is provide an employee with a better understanding of
how the department works, job rotation might work very well. If the goal is to improve the
employee's ability to use a computer based accounting package direct training would be
more appropriate than, let's say, job rotation.
 Training is an event. Development is a process

Training has a beginning and end. Participants are exposed to knowledge and skills
associated with new concepts during the event. Many companies think, all we have to do is
conduct some training and everyone will embrace the new: strategy, system, method,
process, procedure, tactic or tool. They will go back to work the next day, use the new way
and execute flawlessly within a short period of time.

In reality, what we see is a temporary positive change in behavior in some of the learners...
but after awhile things seem to slowly drift back to the way they were. Maybe it doesn't drift
all the way back, but the positive impact we expected fades rapidly and eventually falls
short. In fact in some instances we experience an outright revolt as most of the team resists
applying what was learned:

The list of reasons we hear from the learner for not applying what was learned is long:

 I don't have time to do it that way

 It doesn't work as well as the old way
 I don't remember how to do that
 I couldn't figure out how to do it under these circumstances
 I've gotten good results for a long time doing it the old way, why should I change
now?
 The training was good in theory, but this is the real world
 The list goes on and on

But there is another often overlooked list... the Manager's list

 I've got production pressures so we can't focus on this right now

Purpose of Employee Training and Development Process

Reasons for emphasizing the growth and development of personnel include

 Creating a pool of readily available and adequate replacements for personnel who
may leave or move up in the organization.
 Enhancing the company's ability to adopt and use advances in technology because
of a sufficiently knowledgeable staff.
  Building a more efficient, effective and highly motivated team, which enhances the
company's competitive position and improves employee morale.
 Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from training
and developing its workers, including:

 Increased productivity.
 Reduced employee turnover.
 Increased efficiency resulting in financial gains.
 Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-being as they
become more valuable to the firm and to society. Generally they will receive a greater share
of the material gains that result from their increased productivity. These factors give them a
sense of satisfaction through the achievement of personal and company goals.

The Training Process

The model below traces the steps necessary in the training process:

 Organizational Objectives
 Needs Assessment
 Is There a Gap?
 Training Objectives
 Select the Trainees
 Select the Training Methods and Mode
 Choose a Means of Evaluating
 Administer Training
 Evaluate the Training

Your business should have a clearly defined strategy and set of objectives that direct and
drive all the decisions made especially for training decisions. Firms that plan their training
process are more successful than those that do not. Most business owners want to
succeed, but do not engage in training designs that promise to improve their chances of
success. Why? The five reasons most often identified are:
Time - Small businesses managers find that time demands do not allow them to train
employees.

Getting started - Most small business managers have not practiced training employees.
The training process is unfamiliar.

Broad expertise - Managers tend to have broad expertise rather than the specialized skills
needed for training and development activities.

Lack of trust and openness - Many managers prefer to keep information to themselves.
By doing so they keep information from subordinates and others who could be useful in the
training and development process.

Skepticism as to the value of the training - Some small business owners believe the
future cannot be predicted or controlled and their efforts, therefore, are best centered on
current activities i.e., making money today.

A well-conceived training program can help your firm succeed. A program structured with
the company's strategy and objectives in mind has a high probability of improving
productivity and other goals that are set in the training mission.

For any business, formulating a training strategy requires addressing a series of questions.

 Who are your customers? Why do they buy from you?

 Who are your competitors? How do they serve the market? What competitive
advantages do they enjoy? What parts of the market have they ignored?
 What strengths does the company have? What weaknesses?
 What social trends are emerging that will affect the firm?

The purpose of formulating a training strategy is to answer two relatively simple but
vitally important questions: (1) What is our business? and (2) What should our business be?
Armed with the answers to these questions and a clear vision of its mission, strategy and
objectives, a company can identify its training needs.

Identifying Training Needs

Training needs can be assessed by analyzing three major human resource areas:
the organization as a whole, the job characteristics and the needs of the individuals. This
analysis will provide answers to the following questions:
 o It slows things down
o I never agreed with this
o I don't understand why this is important to the company
o I can't get everyone on the same page
o The information on how to apply this is confusing
o The compensation, recognition, and rewards system still reinforces the old behaviors
o I didn't get the same training my team got
o Where is training needed?
o What specifically must an employee learn in order to be more productive?
o Who needs to be trained?

To Employee Training and Development Process -

Begin by assessing the current status of the company how it does what it does best and the
abilities of your employees to do these tasks. This analysis will provide some benchmarks
against which the effectiveness of a training program can be evaluated. Your firm should
know where it wants to be in five years from its long-range strategic plan. What you need is
a training program to take your firm from here to there.

Second, consider whether the organization is financially committed to supporting the

training efforts. If not, any attempt to develop a solid training program will fail.

Next, determine exactly where training is needed. It is foolish to implement a companywide

training effort without concentrating resources where they are needed most. An internal
audit will help point out areas that may benefit from training. Also, a skills inventory can help
determine the skills possessed by the employees in general. This inventory will help the
organization determine what skills are available now and what skills are needed for future
development.

Also, in today's market-driven economy, you would be remiss not to ask your customers
what they like about your business and what areas they think should be improved. In
summary, the analysis should focus on the total organization and should tell you (1) where
training is needed and (2) where it will work within the organization.

Once you have determined where training is needed, concentrate on the content of the
program. Analyze the characteristics of the job based on its description, the written
narrative of what the employee actually does. Training based on job descriptions should go
into detail about how the job is performed on a task-by-task basis. Actually doing the job will
enable you to get a better feel for what is done.

Individual employees can be evaluated by comparing their current skill levels or

performance to the organization's performance standards or anticipated needs. Any
discrepancies between actual and anticipated skill levels identifies a training need.

Selection of Trainees

Once you have decided what training is necessary and where it is needed, the next
decision is who should be trained? For a small business, this question is crucial. Training
an employee is expensive, especially when he or she leaves your firm for a better job.
Therefore, it is important to carefully select who will be trained.

Training programs should be designed to consider the ability of the employee to learn the
material and to use it effectively, and to make the most efficient use of resources possible.
It is also important that employees be motivated by the training experience. Employee
failure in the program is not only damaging to the employee but a waste of money as well.
Selecting the right trainees is important to the success of the program.

Training Goals

The goals of the training program should relate directly to the needs determined by
the assessment process outlined above. Course objectives should clearly state what
behavior or skill will be changed as a result of the training and should relate to the mission
and strategic plan of the company. Goals should include milestones to help take the
employee from where he or she is today to where the firm wants him or her in the future.
Setting goals helps to evaluate the training program and also to motivate employees.
Allowing employees to participate in setting goals increases the probability of success.

Training Methods

There are two broad types of training available to small businesses: on-the-job and off-the-
job techniques. Individual circumstances and the "who," "what" and "why" of your training
program
Determine which method to use

On-the-job training is delivered to employees while they perform their regular jobs. In this
way, they do not lose time while they are learning. After a plan is developed for what should
be taught, employees should be informed of the details. A timetable should be established
with periodic evaluations to inform employees about their progress. On-the-job techniques
include orientations, job instruction training, apprenticeships, internships and
assistantships, job rotation and coaching.

Off-the-job techniques include lectures, special study, films, television conferences or

discussions, case studies, role playing, simulation, programmed instruction and laboratory
training. Most of these techniques can be used by small businesses although, some may be
too costly.

Orientations are for new employees. The first several days on the job are crucial in the
success of new employees. This point is illustrated by the fact that 60 percent of all
employees who quit do so in the first ten days. Orientation training should emphasize the
following topics:-

 The company's history and mission.

 The key members in the organization.
 The key members in the department, and how the department helps fulfill the
mission of the company.
 Personnel rules and regulations.

Some companies use verbal presentations while others have written presentations. Many
small businesses convey these topics in one-on-one orientations. No matter what method is
used, it is important that the newcomer understand his or her new place of employment.

Lectures present training material verbally and are used when the goal is to present a great
deal of material to many people. It is more cost effective to lecture to a group than to train
people individually. Lecturing is one-way communication and as such may not be the most
effective way to train. Also, it is hard to ensure that the entire audience understands a topic
on the same level; by targeting the average attendee you may under train some and lose
others. Despite these drawbacks, lecturing is the most cost-effective way of reaching large
audiences.

Role playing and simulation are training techniques that attempt to bring realistic decision
making situations to the trainee. Likely problems and alternative solutions are presented for
discussion. The adage there is no better trainer than experience is exemplified with this
type of training. Experienced employees can describe real world experiences, and can help
in and learn from developing the solutions to these simulations. This method is cost
effective and is used in marketing and management training.

Audiovisual methods such as television, videotapes and films are the most effective means
of providing real world conditions and situations in a short time. One advantage is that the
presentation is the same no matter how many times it's played. This is not true with
lectures, which can change as the speaker is changed or can be influenced by outside
constraints. The major flaw with the audiovisual method is that it does not allow for
questions and interactions with the speaker, nor does it allow for changes in the
presentation for different audiences.
Training Administration

Having planned the training program properly, you must now administer the training to the
selected employees. It is important to follow through to make sure the goals are being met.
Questions to consider before training begins include:

 Location.
 Facilities.
 Accessibility.
 Comfort.
 Equipment.
 Timing.

Careful attention to these operational details will contribute to the success of the
training program.

An effective training program administrator should follow these steps:

 Define the organizational objectives.

 Determine the needs of the training program.
 Define training goals.
 Develop training methods.
 Decide whom to train.
 Decide who should do the training.
 Administer the training.
 Evaluate the training program.

Following these steps will help an administrator develop an effective training program to
ensure that the firm keeps qualified employees who are productive, happy workers. This will
contribute positively to the bottom line with different jobs. It is usually used in training for
supervisory positions. The employee learns a little about everything. This is a good strategy
for small businesses because of the many jobs an employee may be asked to do.

Apprenticeships develop employees who can do many different tasks. They usually
involve several related groups of skills that allow the apprentice to practice a particular
trade, and they take place over a long period of time in which the apprentice works for, and
with, the senior skilled worker. Apprenticeships are especially appropriate for jobs requiring
production skills.

Internships and assistantships are usually a combination of classroom and on-the-job

training. They are often used to train prospective managers or marketing personnel.

Programmed learning, computer-aided instruction and interactive video all have one thing in
common: they allow the trainee to learn at his or her own pace. Also, they allow material
already learned to be bypassed in favor of material with which a trainee is having difficulty.
After the introductory period, the instructor need not be present, and the trainee can learn
as his or her time allows. These methods sound good, but may be beyond the resources of
some small businesses.

Laboratory training is conducted for groups by skilled trainers. It usually is conducted at a

neutral site and is used by upper- and middle management trainees to develop a spirit of
teamwork and an increased ability to deal with management and peers. It can be costly and
usually is offered by larger small businesses.

Trainers

Who actually conducts the training depends on the type of training needed and who will be
receiving it. On-the-job training is conducted mostly by supervisors; off-the-job training, by
either in-house personnel or outside instructors.

In-house training is the daily responsibility of supervisors and employees. Supervisors

are ultimately responsible for the productivity and, therefore, the training of their
subordinates. These supervisors should be taught the techniques of good training. They
must be aware of the knowledge and skills necessary to make a productive employee.
Trainers should be taught to establish goals and objectives for their training and to
determine how these objectives can be used to influence the productivity of their
departments. They also must be aware of how adults learn and how best to communicate
with adults. Small businesses need to develop their supervisors' training capabilities by
sending them to courses on training methods. The investment will pay off in increased
productivity.

There are several ways to select training personnel for off-the-job training programs. Many
small businesses use in-house personnel to develop formal training programs to be
delivered to employees off line from their normal work activities, during company meetings
or individually at prearranged training sessions.

There are many outside training sources, including consultants, technical and vocational
schools, continuing education programs, chambers of commerce and economic
development groups. Selecting an outside source for training has advantages and
disadvantages. The biggest advantage is that these organizations are well versed in
training techniques, which is often not the case with in-house personnel.

The disadvantage of using outside training specialists is their limited knowledge of the
company's product or service and customer needs. These trainers have a more general
knowledge of customer satisfaction and needs. In many cases, the outside trainer can
develop this knowledge quickly by immersing himself or herself in the company prior to
training the employees. Another disadvantage of using outside trainers is the relatively high
cost compared to in-house training, although the higher cost may be offset by the increased
effectiveness of the training.

Whoever is selected to conduct the training, either outside or in-house trainers, it is

important that the company's goals and values be carefully explained.
Evaluation of Training

Training should be evaluated several times during the process. Determine these milestones
when you develop the training. Employees should be evaluated by comparing their newly
acquired skills with the skills defined by the goals of the training program. Any
discrepancies should be noted and adjustments made to the training program to enable it to
meet specified goals. Many training programs fall short of their expectations simply
because the administrator failed to evaluate its progress until it was too late. Timely
evaluation will prevent the training from straying from its goals.
Staff Training and Development: A Vital Tool for Organizational Effectiveness

The need for improved productivity has become universally accepted and that it depends
on efficient and effective training is not less apparent. It has further become necessary in
view of advancement in modern world to invest in training. Thus the role played by staff
training and development can no longer be over-emphasized. Staff training
and development are based on the premise that staff skills need to be improved for
organizations to grow. Training is a systematic development of knowledge, skills and
attitudes required by employees to perform adequately on a given task or job. New entrants
into organizations have various skills, though not all are relevant to organizational needs.

Training and development are required for staff to enable them work towards taking the
organization to its expected destination. It is against the backdrop of the relative importance
of staff training and development in relation to organization effectiveness that this paper
addressed.

Introduction

Training both physically, socially, intellectually and mentally are very essential in facilitating
not only the level of productivity but also the development of personnel in any organization.
Therefore, training can be put in a contact relevant to school administrators. However,
knowledge is the ability, the skill, the understanding, the information, which every individual
requires acquiring in order to be able to function effectively and perform efficiently.
Human resources, are the most valuable assets of any organization, with the machines,
materials and even the money, nothing gets done without man-power.
Training is a systematic development of the knowledge, skills and attitudes required by
employees to perform adequately on a given task or job. It can take place in a number of
ways, on the job or off the job, in the organization or outside organization.
The effectiveness and success of an organization therefore lies on the people who
form and work within the organization. It follows therefore that the employees in an
organization to be able to perform their duties and make meaningful contributions to the
success of the organizational goals need to acquire the relevant skills and knowledge. In
appreciation of this fact, organization like educational institution, conduct final training and
development programmes for the different levels of their manpower.

Staff Training and Development: before trainmen ting or development programmes are
organized efforts are being made through individuals and organizational appraisals to
identify the training needs. After the training and development programmes, an evaluation
is carried out to ascertain the effectiveness of the programme in line with the need, which
had been identified. It is worthy of mention that organization development follows the
development of individual who form the organization.
It follows that no organization becomes effective and efficient until the individual have and
apply the required skills and knowledge.
Training has been observed as part of human development. Human development is a
process of enlarging people’s choices. In principle, these choices can be infinite and
change over time. But at all levels of development, the three essential ones are for people
to live a long and healthy life, to acquire knowledge through training, and to have access to
resources needed for a decent standard of living. If these essential choices are not
available many other opportunities remain inaccessible.
 Methods of Training and Development

1. On the job training

This relates to formal training on the job. A worker becomes experienced on the job over
time due to modification of job behaviors at the point of training or acquisition of skills.

2. Induction/orientation
This is carried out for new entrants on the job to make them familiar with the total corporate
requirements like norms, ethics, values, rules and regulations.

3. Apprenticeship
A method of training where an unskilled person understudies a skilled person.

4. Demonstration
Teaching by example, whereby the skilled worker performs the job and the unskilled closely
observes so as to understand the job.

5. Vestibule
This is done through industrial attachment for the purpose of skills and technology transfer.
It is therefore achieved through placement of an individual within another area of relevant
work or organization. The effect is the acquisition of practical and specialized skills.

6. Formal Training
A practical and theoretical teaching process which could be done within or outside an
organization. When training is carried out inside an organization, it is called an in-house
training. Off-house training is carried out in professionalized training areas like: Universities,
Polytechnics and Professional Institutes.
 Method of Development

1. Under-study:- This is good for succession planning. This allows for smooth transition of
work when one officer leaves a schedule or organization.

2. Job-rotation: - It is necessary for all workers to move from one schedule to the other
within the same organization, to allow for competence on all spheres of work.

3. Self-development/Self-assessment:- Self development means a personal desire to

improve through an individual’s attempt to embark on study and practical explosive that are
independent of an organization’s role and contribution. Self-assessment personal
identification of strengths, opportunities, weaknesses and challenges and an attempt to
improve and build on current efforts for a more fulfilling corporate movement.
 Training process ideas and outline process

If you consider the attributes of really effective people, be they leaders, managers,
operators, technicians; any role at all, the important qualities which make good performers
special are likely to be attitudinal. Skills and knowledge, and the processes available to
people, are no great advantage. What makes people effective and valuable to any
organization is their attitude.

Attitude includes qualities that require different training and learning methods. Attitude
stems from a person's mind-set, belief system, emotional maturity, self-confidence, and
experience. These are the greatest training and development challenges faced, and there
are better ways of achieving this sort of change and development than putting people in a
classroom, or indeed by delivering most sorts of conventional business or skills training,
which people see as a chore.

This is why training and learning must extend far beyond conventional classroom training
courses. Be creative, innovative, and open-minded, and you will discover learning in
virtually every new experience, whether for yourself, your team, or your organization. If you
want to make a difference, think about what really helps people to change.

All supervisors and managers should enable and provide training and development for their people -
training develops people, it improves performance, raises morale; training and developing people
increases the health and effectiveness of the organization, and the productivity of the business.

high importance and low competence high importance and high competence = low
= high training priority training priority

low importance and low competence = low importance and high competence = zero
low training priority training priority

Developing people and capabilities

Many organizations face the challenge of developing greater confidence, initiative,

solutions-finding, and problem-solving capabilities among their people. Organizations need
staff at all levels to be more self-sufficient, resourceful, creative and autonomous. This
behaviour enables staff can operate at higher strategic level, which makes their
organizations more productive and competitive. People's efforts produce bigger results. It's
what all organizations strive to achieve.

However, while conventional skills training gives people new techniques and methods, it
won't develop their maturity, belief, or courage, which is so essential for the development of
managerial and strategic capabilities.

Again, focus on developing the person, not the skills.

Try to see things from the person's (your people's) point of view. Provide learning and
experiences that they'd like for their own personal interest, development and fulfillment.
Performance and capability are ultimately dependent on people's attitude and emotional
maturity. Help them to achieve what they want on a personal level, and this provides a
platform for trust, 'emotional contracting' with the organization, and subsequent
skills/process/knowledge development relevant to managing higher responsibilities, roles
and teams.

General training tips

These tips apply essentially to traditional work-related training - for the transfer of
necessary job- or work-related skills or knowledge.

These tips do not apply automatically to other forms of enabling personal development and
facilitating learning, which by their nature involve much wider and various development
methods and experiences.

When planning training think about:

 your objectives - keep them in mind all the time

 how many people you are training
 the methods and format you will use
 when and how long the training lasts
 where it happens
 how you will measure its effectiveness
 how you will measure the trainees' reaction to it
When you give skills training to someone use this simple five-step approach:

1. prepare the trainee - take care to relax them as lots of people find learning new
things stressful
2. explain the job/task, skill, project, etc - discuss the method and why; explain
standards and why; explain necessary tools, equipment or systems
3. provide a demonstration - step-by-step - the more complex, the more steps - people
cannot absorb a whole complicated task all in one go - break it down - always show
the correct way - accentuate the positive - seek feedback and check understanding
4. have the trainee practice the job - we all learn best by actually doing it - ('I hear and I
forget, I see and I remember, I do and I understand' - Confucius)
5. monitor progress - give positive feedback - encourage, coach and adapt according to
the pace of development

Creating and using progress charts are helpful, and are essential for anything complex - if
you can't measure it you can't manage it. It's essential to use other training tools too for
planning, measuring, assessing, recording and following up on the person's training.

Some tips to make training (and learning, coaching, mentoring) more enjoyable and
effective:

 keep instructions positive ('do this' rather than 'don't do this')

 avoid jargon - or if you can't then explain them and better still provide a written
glossary
 you must tailor training to the individual, so you need to be prepared to adapt the
pace according to the performance once training has begun
 encourage, and be kind and thoughtful - be accepting of mistakes, and treat them as
an opportunity for you both to learn from them
 focus on accomplishment and progress - recognition is the fuel of development
 offer praise generously
 be enthusiastic - if you show you care you can expect your trainee to care too
 check progress regularly and give feedback
 invite questions and discussion
 be patient and keep a sense of humour
The company and the management allow their employee in case of mistakes as they
believe that those mistakes make an employee aware about their job.
Here in this industry, mostly the training is provided by superior to their subordinates. When
a new worker joins the industry, the superior staff guides him in his job.

New employee is supposed to work under guideline for few days, like how to complete his
job, which to report, time management, and other related routine.
Problems Training and Development can solve in an Organization
Training can solve a variety of manpower problems which militate against optimum
productivity.

Included are operating problems having a manpower component. These problems can
emerge within any groups: except non-except, line and staff, unskilled, skilled,
paraprofessional, professional and lower, middle and upper management. denominator, the
solution required individual to their appreciative backgrounds specific identifiable items of
additional knowledge skill or understanding. Organization-wide, these problems include
needs to-
o Increase productivity
o Improve the quality of work and raise morale.
o Develop new skills, knowledge, understanding and attitudes.
o Use correctly new tools, machines, processes, methods or modifications thereof.
o Reduce waste, accidents, turnover, lateness, absenteeism, and other overhead
costs.
o Implement new or changed policies or regulations.
o Fight obsolescence in skills, technologies, methods, products, markets, capital
management etc.
o Bring incumbents to that level of performance which meets [100 percent of the time]
the standard of performance for the job.
o Develop replacements, prepare people for advancement, improve manpower
deployment and ensure continuity of leadership.
o Ensure the survival and growth of the organization. Staff Training and Development
versus Organizational Effectiveness This final aspect of the paper will examine how
staff training and development would enhance organizational effectiveness. The
objectives of training and development are the same. Both enhance the individual’s
capacity to contribute optimally to the development of the organization.

The components of organization and nations revolve around training and

development. However, staff training and development meets organizational expansion
due to environmental changes and technological innovations. Opportunities for framing
are used as responses to organizational expansion and change.
 In a complex organization, such as educational institutions which comprise basically of
human being the level of staff training and development will go a long way in determining
the staff effectiveness and improve productivity. It must be emphasized that most of our
teachers have left school for a long time and have not been given the opportunity for re-
training. Teachers should be encouraged to go for in-service training. This will brighten-up
their ideas and it will enable them to know more about the recent development in their
course area. In other professions, post-qualification examination is mandatory for their
upliftment in their areas of specialization.
 Research Methodology
Objective of the project:
o To study the effectiveness of the training imparted by HZL and its resultant in the
performance of the employees.
o To know the perception of the employees regarding training methods in HZL.
o To identify how training assists the employees to acquire skills, knowledge and
attitude and also enhance the same.
o To study whether training helps to motivate employees and helps in avoiding
mistakes.

Research methodology:
For our project we required information like knowledge about the employees understanding,
skills generated and the mastery gained during the training. Hence we have taken an
insight at the performance of the employees through evaluation of performance, through
questionnaires and data received by the management.
Title of the Study:
“Training and development”

Duration of Study:

The study was carried out for a period of 6 week, from 15 th June 2010 to 30nd Aug
2010

Objective of the Study:

o To study the effectiveness of the training imparted by HZL and its resultant in the
performance of the employees.
o To know the perception of the employees regarding training methods in HZL.
o To identify how training assists the employees to acquire skills, knowledge and
attitude and also enhance the same.
o To study whether training helps to motivate employees and helps in avoiding
mistakes.
Type of Research:
o Descriptive Research
Research tool:
Questionnaires and the evaluation of the performance to check the effectiveness of training
imparted. The questions were both structured and unstructured.
Population and Sample size:
The number of employees working in HZL Udaipur Rajasthan is nearly 500
employees and it is still expanding. Out of which I have selected a sample of 25
people who have undergone the training programme in the last six months to have a
flavor of the new practices in training.

Scope of the Study

o The scope/range of this project report is not too far stretching to the whole of HZL
Udaipur rather it only covers the training and development activities conducted By
Trainers for its employees.
o My project mainly deals with the present method of training given at HZL during my
tenure of the project, June – July 2010.
o This project covers training, training programmed, and training evaluation and
excludes all other human resources activities conducted before and after training.
Limitations
The project is a collection of study, observation, and practical experience during my
summer internship programmed where i was a member of the team working in the training
and development of employees I tried to perform this project in best possible manner to
avoid any lacuna or lack ness. In spite of all my efforts
In this regard but due to the far stretching activities conducted at HZL my project lack in
some of the following heads
Where there is a chance of further elaborating study on the same subject.
o Some information being very sensitive as far as organization is concerned is left
untouched and not mentioned in any way.
o Top-level strategic type of decisions and information too are not taken under study to
avoid any favor to the business counter parts.

o My project does not concerned about the designing and planning of training activities
which forms a crucial and major part of this field hence a full fledge study can be
done in this area.
o The data presented here is taken by prepared questionnaire (open ended and closed
ended) and information and feedback received from the management.
o No research has been conducted on this topic for the purpose of this project thus
holds a complete field research and development.
o Due to Time Constraints, I was not able to touch all aspects of training and
development.
o Due to security reasons, I could not attend the training conducted which would give
me a practical experience.
 SWOT Analysis
SWOT analysis is a observation report which is being prepared by the trainee when he/she
completed his/her training in any particular organization. Through this SWOT Analysis, a
trainee expresses his Suggestions for the improvement in any area of the company. A
trainee finds out the strengths of the company. He/she also finds Weakness of the company
where the company should take corrective measures. Also a trainee suggests some proven
methods to the company so that they can grab it with proper planning. And finally, a trainee
finds out threats of the company & tries to eliminate/minimize them.

These all information of SWOT analysis can help the organization in many ways.
During the 45 days training in the “Hindustan Zink Ltd.”
I have observed so many things. And accordingly I would like to arrange them in S.W.O.T.
Analysis.
Strengths:
 Availability of Low Cost and Skilled Manpower provides competitive advantage to
industry.
 A powerful management team that leads the industry towards the easy success in
every operation.
 Advanced technological infrastructure.
 The powerful industrial relation of the company.
 Huge network around the globe.
 Well set Organization Structure
 Welfare activities for workers
Weakness:
 Dependence on job work for special features of the products.
 Excess Manpower.
 Lack of Promotions.
Opportunities:
 Large, potential domestic and international market.
 New product development as they have latest and advanced technological
infrastructure.
 Subs dial canteen facility.
 Residential facility with subsidized electricity & free water supply.
 Free medical facility for workers at their working place.
 The company provide free safety equipment
 Security of employee through Provident fund, Gratuity scheme, insurance &
Accidental claims.
 Welfare activity for society.
 Data Analysis and interpretation

Training program in business organizations are taking new shapes and dimensions, which
one has to consider while dealing with the activities of training and development in the field
of human resources.
Training is so crucial that there is no need to mention its significance to the organization
and as well as to the individual employees. Training begins right from the recruitment of an
employee and follows thought the life span of the job of each employee of that organization.
Training has bundles of numbers of actions to be performed in daily routine work and hence
lot of quality, efficiency depends upon the performance level of the employee.
Organization are very keen as far as training of employees are concerned and are always
ready to spend what it takes to train and develop the employees in best concerned with the
favor of the organization.
Here we come to know the willingness of the organization regarding the employees and the
cost they are bearing for that purpose. A good management always tries to cut down the
unnecessary and unwanted expenditure of money. Hence if this area of management is
taken care of and a very well planned and a highly systematic initiative can result in heavy
saving, in other words earning a healthy profit.
Analysis and interpretation of trainee’s questionnaire:
Table 1: Represents the different methods of training and its convenience to the
employees.

INTERPRETATION
The above figures show preference on the modes of training and it is found people prefer
more on the job training.
Table 2: Represents the rating of training schedule.

INTERPRETATION
Large number of employees find the training convenient while others think it is disturbing
the daily work.
Table 3 : Represents the satisfaction level of employees undergone training.

INTERPRETATION
Almost all the employees say that they were satisfied with the way the training activities are
conducted while some people were dissatisfied.
Table 4: Represents the degree of development among the employees after the
training was given.

INTERPRETATION
Maximum numbers of employees show a positive response in terms of their development,
some feel they are not at all developed and others showed a passive response.
Table 5: Represents the improvement in skill and attitude and future aspects.

INTERPRETATION
Large number of employees experienced progress in their skills and its future aspects
whereas some feel that they have not progressed and others cannot say now.
Table 6: Represents the degree to which the employees have successfully
achieved their training objectives.

INTERPRETATION:
The degree of achievement of training objectives is higher among the employees and even
in the least case the achievement case is above average.
Table 7) Represents the response of the employees regarding training aids
provided for the training.

INTERPRETATION: mostly all the employees are in full satisfaction regarding the right type
of training aids are provided for training and a very few of them feel otherwise.
Table 8) Represents the level of support from the superiors to the sub-ordinates
in completing the training

INTERPRETATION: Superiors seem to be very supportive in Training programmes,

as maximum number of employees responses are positive regarding support from the
superiors.
 Observation and findings
o Though by and large, substantial number of employees are content with the way the
training is conducted, still there is a scope to analyze at micro level whether the
negatives respondents were either non attentive confronted confused or otherwise.
Based up on the data there is a scope to take corrective action.

o The cooperation between the colleagues and the level of support they share with
each other binds them in an attachment towards the company. However progressive
feedback relating to change in the behavioral pattern and scope for redesigning
subsequent training programs need to be examined & explored in proper perspective

o Regional behavior and language influence is higher during training and even after
delivering their language; the desired effects are not seen.

o Some of the superiors do not bother to make Development Action Plans and submit
to the trainers. The static and superficial approach of the supervision needs to be
dealt with appropriately
o The training is mainly conducted all around India, the trainers have to travel but
sometimes the logistics and arrangement is non-satisfactory. Rescheduling the
programmed in advice and informing the participant with due lead time may alleviate
the logistic problem the proximity, approachability and accessibility are the three
major parameter while considering the venue

o The findings from the data analysis from the questionnaire show a positive
improvement, enhancing and overall rating about the training programmed.

o The reality learning and simulations were thoroughly enjoyed by the employees who
have received it.
 Suggestions

In today‘s competitive world, attitude is the factor which is the dividing line between failure
and success. Thus recruitment of the employees must be made not only on skills and
attitude but also the attitude of the employee. If an employee has a positive attitude then
training for him can be more effective, he has a positive effect on the climate.

o The raining records must be maintained, preserved properly and updated timely.

o Proper care should be taken while selecting the trainers.

o HZL trainers must be given continuous feedback and the training should be
performed as a continuous planned activity.

o New and different trainers should be invited so that the maximum impact can be got
from the training programmes.

o Co –ordination and interaction of the employees of all levels must be encouraged to

locate new talents among employees.

o Solution to some of the problems faced by the employees should be suggested by

the employees themselves to make them feel valued at the organization.

o The DAP( Development Action Plans) must be prepared and given to the trainers as
soon as possible for further follow up from the side of the trainers.
 BIBLIOGRAPHY

BOOKS :-
* Kothari C.R. Research Methodology, New Delhi, New Age International Pvt. Ltd. 2 nd
revised edition-2009.
* Aswathappa K, Human Resource Management, New Delhi, Tata McGraw Hill
Education Private Limited, 5th edition 2008.
* Literature Provided by the Company.

WEBSITES:
* www.hzl.com
* www.google.com
* http://www.msn.com
* www.yahoo.com