Organizational Profile

Jaguar Paints was founded in 2017. The Founder of the Jaguar Paints is Sameer Sutar. They are the paint
manufacturer and solution provider for all painting works. They have team of experienced and skilled
people to provide best service. They are specialized in Interior Painting, Exterior Painting, Wood Painting,
Metal Painting, Texture Painting and Stencil Painting. Jaguar Paints has their own technocrats who are
experts in their profession to make sure that they deliver the best. They use best quality paints to make
sure that the painting lasts longer.

The Values
• Customer Focus
• Reliability
• Teamwork
• Respect for individual
• Quality
• Responsible Citizenship

Leave Management

Earned Leave 20 days in year as per service rule of Jaguar

Paints
Casual Leave 10 days in a year
Sick Leave 14 days in a year
Maternity Leave 24 weeks for each issue up to 2 children
Leave Without Pay 15 days once during the service life
Paternity Leave 5 days
Bereavement Leave 5 days
Study Leave As per the rule of the organization

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Jaguar Paints offer the professional and most reliable interior painting service that improves the appearance of
the customer rooms. Jaguar Paints have a team of experienced and professional painters who deliver excellent
painting service.

With Jaguar Paints exterior painting, gives home the best and most deserved makeover. Each home and every
client’s requirement is unique thus Jaguar Paints provide a unique and personalized solution for all your

painting needs.

Jaguar Paints works on Interior, Exterior, Wood, Metal and Texture Painting

Jaguar Paints offer service to corporate offices, flat interiors, industry/factory, hotels/restaurants, hospitals,
gym and logistics.

The Jaguar Paints Company is providing residential customers with the best customer service—combined with
high-quality Paints, Skilled Painters, and Quality Products. Whatever client need it might be commercial or
residential paint with exceptional painting service.

Jaguar Paints is a painting service provider that is a team of highly skilled painters.

Currently, Jaguar Paints Company offer painting service only in Pune, Mumbai, Ahemadnagar, Navi Mumbai.

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 TRAINING PROCESS AT JAGUAR
PAINTS

Forever Assessment of organizational objectives and strategies

Training Needs Assessment

Establishment of Trainings Goals

Designing Training and Development Program

Execution of Training Program

Training Evaluation

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 TRAINING PROCESS

Definition: Training typically focuses on providing employees with specific skills or helping those correct
deficiencies in their performance. It is a short-term learning process that involves acquiring knowledge,
sharpening skills, concepts, and rules, or changing attitudes and behaviours to enhance the performance of
employees.

After an employee is selected, placed, and introduced to an organization, he must be provided with
training facilities to perform his job efficiently and effectively.

Training is an activity leading to skilled behaviour, teaching employees the basic skills they need to perform
their jobs. The heart of a continuous effort designed to improve employee competency and organizational
performance.

Training is a continuous social process of increasing employees’ skills, knowledge, attitudes, and
efficiency for better organizational performance.

Definition and Meaning of Training

Training is increasing the knowledge and skills of an employee for performing the job assigned to him.
Different scholars of management have defined training. Some important definitions of training are as
under.

According to Garry Dessler, “Training is the process of teaching new employees the basic skills they need to
perform their jobs.”

Jack Halloran states, “Training is the process of transmitting and receiving information related to problem-
solving.”

Edwin B. Flippo Said, “Training is the act of increasing the knowledge and skills of an employee for doing
a particular job.”

In the words of Dale S. Beach, “Training is the organized procedure by which people learn knowledge and
improve skill for a definite purpose.”

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In the words of Michael J. Julius, “Training is a process by which the aptitudes, skills, and abilities of
employees perform specific jobs are increasing.”

Objectives of the Training program

The manager’s main aim of formal education is to increase his ability to learn from experience. The second
aim is to increase his ability to help his subordinates to learn from experience.

Three objectives of any training program;

Acquiring Intellectual Knowledge

An electrical engineer may need more knowledge than he now possesses about circuit design. A new
employee may require knowledge about company policies.

Knowledge acquisition is fairly straightforward, provided the individual wants the new knowledge.

A supervisor may require information about the new provisions in the labor agreement. It can be made
available to him in several ways.

However, if he does not want the knowledge, getting him to learn it is difficult. In industry, attempts
should be made to create a ‘felt need’ for new knowledge.

Acquiring Manual Skills

The acquisition of a manual skill requires practice or experience accompanied is feedback.

Pure trial and error method learning can be speeded up by guidance, but the individual cannot learn unless he
performs and receives cues that tell him about the success of his efforts.

The necessary effort will be expended only if there is a felt need on the part of the learner.

Acquiring Problem Solving Skills

Much of the manager’s work is solving problems. These include organizing his and his subordinate’s
activities, planning, and a wide range of other decision-making activities.

These are diagnosing problems, interpreting relevant data, assessing alternative solutions, and getting
feedback on the solution’s effectiveness.

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These skills can be improved, and classroom education is one method utilized for this purpose.

As with any skill, practice and feedback are essential for learning. The case method is the most widely used
classroom method for improving problem-solving skills.

In the hands of a skillful teacher, it can be highly effective.

It has been rightly said that man-to-man coaching on the job constitutes 80% of all training.

Besides being timely and related to the concrete day-to-day experience, it has the special advantage of
meeting the specific needs of each subordinate in a special situation.

Steps in Training Process/Phases Or Stages of

Training Step 1: Decide If Training is Needed

To compete effectively, firms must keep their employees well trained. The first step in the training process is
a basic one, to determine whether a problem can be solved by training.

The first step in the training process is to determine Training needs.

The overall purpose of the assessment phase is to determine if training is needed and, if so, to provide the
information required to design the training program.

Training is conducted for one or more of these reasons:

required legally or by order or regulation,

to improve job skills or move into a different position,

for an organization to remain competitive and profitable.

If employees are not performing their jobs properly, it is often assumed that training will bring them up to
standard.

This may not always be the case. Ideally, training should be provided before problems or accidents occur
and maintained as part of quality control.

The assessment consists of three levels of analysis: organizational, task, and person.

Organizational Analysis: It examines the problems an organization is experiencing and where they
arelocated within it.

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Task/Operational Analysis: An operational analysis identifies the skills and behaviors required of the
incumbents for a given job and the standards of performance that must be met.

Personnel Analysis: The personnel analysis examines how well individual employees perform their

jobs. Training should be given to those who need it.

Assigning all employees to a training program, regardless of their skill levels, is a waste of
organizational resources and creates an unpleasant situation for employees who do not need training.

The training objectives must be clarified, related to the areas identified in the task analysis, and should be
challenging, precise, achievable, and understood.

Step 2: Determine What Type of Training is Needed

The employees themselves can provide valuable information on the training they need. Just ask them!
They know what they need/want to make them better at their jobs.

Also, regulatory considerations may require certain training in certain industries and/or job classifications.

Once the kind of training needed has been determined, it is equally important to determine what training is
not needed.

Training should focus on those steps in which improved performance is needed. This avoids unnecessary
time lost and focuses the training on meeting the needs of the employees.

Step 3: Identifying Goals and Objectives

Once the employees’ training needs have been identified, employers can then prepare for the training.

Clearly stated training objectives would help employers communicate what they want their employees to
do better or stop doing!

Learning objectives do not necessarily have to be written, but they should be clear and thought out before
the training begins to be as successful as possible.

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Step 4: Implementing Training

Professionals should conduct training with knowledge and expertise in the given subject area.

Nothing is worse than being in a classroom with an instructor who does not know what they are supposed to
teach! Use in-house, experienced talent, or an outside professional best option.

The training should be presented so that its organization and meaning are clear to employees. An effective
training program allows employees to participate in the training process and practice their skills and/or
knowledge.

Employees should be encouraged to participate in the training process by participating in discussions,

asking questions, contributing their knowledge and expertise, learning through hands-on experiences, and
even role-playing exercises.

The targeted group of employees and methods such as on-the-job or off-the-job training should be
selected first to make the training program effective.

The capacity and knowledge of trainers and their acceptance by the participants are of secondary
importance.

On the job: Training is administered at the actual work site using the actual work equipment

Off the job: Training is administered away from the actual work site. It may be any prominent hall room or
auditorium, but the required training environment equipment and materials should be available or arranged.

The training program that results from the assessment should directly respond to an organizational
problem or need. Approaches vary by location, presentation, and type.

Step 5: Evaluation of the Training Program

One way to ensure that the training program accomplishes its goals is by evaluating the training by both
the trainees and the instructors.

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Training should have, as one of its critical components, a method of measuring the effectiveness of the
training.

Evaluations of the training program will help employers or supervisors determine the amount of learning
achieved and whether or not an employee’s performance has improved.

Assess the program’s success or failures. The credibility of training is greatly enhanced when it can be
shown that the organization has benefited tangibly from such programs.

Organizations have taken several approaches to determine the worth of specific programs. In

this phase, the effectiveness of the training is assessed.

Effectiveness can be measured in monetary or non-monetary terms. It is important that the training is
assessed on how well it addresses the needs it was designed to address.

Evaluating Participants’ Opinions

Evaluating a training program by asking the participants’ opinions is inexpensive and provides immediate
responses and suggestions for improvements.

The basic problem with this type of evaluation is that it is based on opinion rather than fact.

In reality, the trainee may have learned nothing but perceived that learning experiences have occurred.

Evaluate What Participants Learned In The Training Program

Some organizations administer tests to determine what the participants in the training program have
learned. The pretest, posttest, and control group design is one evaluation procedure that may be used.

Behavioral Change

Tests may accurately indicate what has been learned but give little insight into desired behavioral changes.

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The Accomplishment of Training Objectives
Another approach to evaluating training programs involves determining the extent to which stated
objectives have been achieved.

Benchmarking: Benchmarking utilizes exemplary practices of other organizations to evaluate and improve
training programs. It is estimated that up to 70 percent of American and recently European and Indian
firms engage in benchmarking.

A Case for Simplicity: Value is the measure of impact and positive change elicited by the

training. 10 Advantages of Training Programs

Training brings about benefits/ advantages both to the organization and employees.

Reduced supervision

Less wastage

Reduced turnover

Helps in better functioning of the organization

Better labor-management relations

Self-Confidence

Increased Motivation Levels

High Rewards

Group

Efforts

Promotion

How does a Company Benefits From Training Programs?

Goldstein and Gilliam also outlined six reasons companies believe training investments can help them gain
a competitive advantage.

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Increased efficiency of employees: An effective training program can make the company employees
work effectively. With training, people gain confidence, seen in the output and results.

Reduced supervision

An employee needs to be supervised when he works.

When the employee has sufficient training, the amount of supervision required is less, as mistakes are less.
This reduces the workload of the supervisor.

Less wastage

The amount of wastage by an employee reduces a lot due to training; therefore, if we consider the amount of
wastage, we find that the company has saved a lot of money.

Reduced turnover

Proper training improves the chances of obtaining promotions, and employees are happy because they
have better opportunities. This will lower employee turnover intention and hence labor turnover in the
company.

Helps in better functioning of the organization

Training always benefits employees, whether old or new. In the case of new employees, training helps
them a lot.

This is because new employees may not be aware of the organization’s functioning, and training helps
them gain knowledge and insight into the company’s work.

Better labor-management relations

Labor-management relations are essential for any organization.

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When companies introduce training programs and prepare employees for future jobs and promotions,
they send out a message to the unions interested in employee welfare.

Due to this, the unions also adopt a positive attitude, and labor-management relations improve.

How do Training Programs Benefits The Employees?

The benefits of employee training and development are;

Self-Confidence

Training leads to an increase in employee self-confidence.

The person can adjust to his work environment and doesn’t feel humiliated in front of his seniors. This
confidence leads to better efforts in the future of the employees.

Increased Motivation Levels

Training brings a positive attitude among employees and increases the employees’ motivation levels in the
organization, thereby improving the organization’s results.

High Rewards

An effective training program helps an employee benefit from the reward systems and incentives available
in the company. Thus the employee can get these rewards, increasing his motivation levels.

Group Efforts

An effective training program teaches an employee how to do his work and trains him to work as a group.
Thus training program improves group efforts.

Promotion

Effective training programs increase performance and the chances of obtaining promotions.

Many employees even opt for a certain program to help the employee improve their chances of promotion
and obtain higher positions in the organization.

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Principles of Training

The training must be a continuous process, planned systematically to accomplish the desired results
efficiently and benefit the organization and employees.

According to Littlefield, C. I. and Rachel, R., for the training program to be effective, the following
principles must form the basis of training programs:

Training is most effective when the learning experience occurs under conditions identical to the actual
conditions that occur on the job.

Training is most effective if the supervisor, who is training the employees, is responsible for the candidate’s
progress and the training program’s overall results.

Training is most effective if the learner is given helpful, friendly, and personal attention and instruction.
This would create self-confidence in the employee and the desire to do better.

Identifying the Training Needs

Training needs analysis seeks to answer the questions which, if any, need training.

And what training do they need?

The questions may be straightforward, but getting good answers to these questions constitutes one of the
most difficult steps in the total training process.

A training need exists when an individual lacks the knowledge or skills to execute an assigned task
satisfactorily.

Therefore, the training needs an identification exercise to identify the gap between required and actual
competencies to determine the training that would help bridge the gap.

It is important to assess whether there is a need for training.

Two elements need consideration in carrying out a training needs analysis: job requirements and personal
requirements.

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At the same time, Robbins and Decenzo suggest that management can determine the training needs of an
employee by answering four questions:

What are the organization’s goals?

What tasks must be completed to achieve these goals?

What behaviors are necessary for each job incumbent to complete his assigned tasks?

What deficiencies do incumbents have in the skills, knowledge, or attitudes to perform the necessary
behaviors?

These questions demonstrate the close link between human resources planning and the determination of
training needs.

A training program should be followed naturally based on the determination of the organization’s needs, the
type of work to be done, and the skills and knowledge necessary to complete the work.

Need for Training Policy

To ensure consistency in training and development function, the HR department of each organization
develops a suitable training policy, defining the scope, objective, philosophy, and techniques.

Such a training policy serves the following purposes:

It defines what the organization intends to accomplish through training;

It indicates the type of persons to be responsible for training functions; It

identifies the formal and informal nature of training;

It spells out the duration, time, and place of training;

It indicates the need for engaging outside institutions for training;

It embraces and includes training about the labor policies of the organization.

Methods for Determining Training Needs

HRM experts have identified the different methods for the identification of training needs.

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These methods are briefly discussed below:

Observation and analysis of job performance;

Management recommendations;

Staff conferences and recommendations;

Analysis of job requirements;

Consideration of current and projected changes;

Surveys, reports, and inventories;

Once it has been determined that training is necessary, training goals must be established. Management
should state what changes or results are sought for each employee.

These goals should be tangible, measurable, and verifiable. Goals should be clear to both management and
employee. Both should know what is expected from the training effort.

In the ever-evolving landscape of the modern workplace, the significance of effective employee training
has grown exponentially. As organizations navigate rapid technological advancements, shifting market
demands, and dynamic skill requirements, the methods employed to educate and empower their
workforce have become paramount.
In this article, we delve into a comprehensive exploration of diverse training methods, ranging from
traditional classroom settings to cutting-edge technological innovations. By uncovering the strengths,
limitations, and applications of each method, we aim to provide insights that empower organizations to
design training programs that foster continuous learning, skill enhancement, and adaptability in an ever-
changing professional landscape.

What Are Employee Training Methods?

Employee training methods refer to the various approaches and techniques used to educate and develop
employees’ skills, knowledge, and competencies. These methods are designed to enhance employees’ job
performance, job satisfaction, and overall effectiveness within an organization.
Employee training methods encompass a wide range of strategies, from traditional classroom-based
training to modern technology-driven approaches. The choice of training methods depends on factors
such as the nature of the content, the learning objectives, the target audience, available resources, and the
organization’s goals.
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What Are the Most Effective Employee Training Methods?

eLearning
On-the-Job training
Instructor-led learning
Role playing
Coaching
Simulation training
Collaborative training
Video training
Cross-training
Job shadowing
Case studies
Peer-to-peer learning
Spaced learning
Gamification
Mobile learning
Blended learning
Microlearning

The collated list of different employee training methods for you to choose from.

1. eLearning
eLearning or remote training has become one of the most recognized employee training methods,
especially in the post-pandemic world where employees are remote and can’t attend in-person training
sessions. eLearning enables employees to learn from the comfort of their homes, according to their
individual learning styles and needs.
Pros
Online courses combine interactive games, quizzes, activities, and gamification to keep employees
engaged and improve learning retention.
It gives employees the freedom to learn on the go with a smartphone.
Some components of eLearning can be automated, lowering overhead and decreasing the instructor’s
need to be involved in the training constantly.

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eLearning is scalable.
eLearning does not require a physical classroom, which translates to reduced monetary spending.
Employees can easily manage work with learning by taking the online courses at their preferred time.
Learning Management Systems (LMS) provide enough data to efficiently calculate training ROI,
allowing L&D teams to measure the success of different training programs.
Cons
It takes a lot of time to design training materials and keep them updated.
Employees might feel isolated with the lack of face-to-face interaction with instructors.
Requires stable access to high-speed internet.
Because employees are using a screen, it’s easy to get distracted by other apps or internet sites.
No hands-on experience for sharpening practical skills.
There are many types of eLearning tools to assist L&D teams in creating, managing, updating, and
facilitating effective training programs.
Here are a few resources to find the right L&D tools for your organization’s contextual learning needs:
Best Learning Management Systems
Best Content Authoring Software
Best Instructional Design Software
Best Digital Adoption Platforms

2. On-the-Job training
On-the-job training enables active participation for employees by allowing them to learn in the flow of
work.
It’s one of the most effective employee training methods to teach a new software application or process
via in-app and on-screen walkthroughs and guides that help users navigate different application features
and tasks.
The end goal of on-the-job training is faster user adoption of new tools or newly released features.
According to the 70-20-10 model, 70% of employee learning comes from work experiences, so on-the-
job training should be part of your training program.
Pros
On-the-job training leads to better results as it is easier for employees to learn while working on a project
themselves.
Training employees on the job saves money spent on costly off-site training programs.
Employees pick up new skills without disrupting their daily routines and productivity.

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Facilitates personalized training by allowing employees to focus on the skills most relevant to their job.
Cons
Can be less productive for employees who prefer face-to-face interaction or guidance.
TIP: Digital Adoption Platforms are an in-app guided learning tool with no-code options that can be
deployed to quickly produce learn-by-doing content in multiple formats and cut the content creation time.
Whatfix’s interactive on-the-job eLearning solution augments your training by helping employees learn
while doing within the business application.
The Whatfix Digital Adoption Center of Excellence (COE) program is built for personalization. We work
with customers to optimize training time by creating role-specific tasks.

3. Instructor-led learning
Instructor-led training is one of the most traditional and popular types of employee training techniques
that mimics physical classroom spaces with an instructor present to lead the training session. This usually
occurs using a lecture-style presentation with supporting visual components.
Pros
Direct interaction with trainers and other employees prevents social isolation.
Questions that arise during the course are brought up and responded to quickly and effectively.
An effective method for complex topics that need personal guidance.
Cons
Trainees cannot move at their own pace.
Rented spaces, travel, and catering costs make it non-economical.
Employees might find it boring and disengage easily.
Limited data to calculate ROI.
Not suitable for remote workers.

4. Role playing
This technique is when a learner and an instructor both act out their roles in potential workplace
scenarios. This method is most effective for employees whose job roles include direct client or customer
interaction, as it gives them some experience in handling difficult situations with customers (ie. think call
center training.)
Pros
Roleplaying for relatable scenarios boosts employee engagement.
Encourages learners to utilize problem-solving and critical thinking skills in the moment.

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Prepares employees for difficult work scenarios.
Improves customer interaction skills for employees.
Cons
Requires more of an employee’s time, hurting productivity.
Unnecessary for simple, straightforward topics.
Not everyone is comfortable with role-playing scenarios; this can affect performance.

5. Coaching
The coaching method involves an experienced professional – a supervisor, mentor, or veteran employee –
who mentors or coaches an employee on specific job tasks and responsibilities. The method can be
implemented both in-person or virtually, making it ideal for both in-office and remote workforces.
Pros
Builds a relationship between employees.
Allows employees to ask questions they may not feel comfortable asking in a classroom during
instructor-led training.
Employees learn by watching their mentor do things in real-time.
Cons
Requires a significant amount of time investment from the supervisor/mentor.
The relationship between the mentor and learner is a major deciding factor for a successful training
session.
Limited data to show how social learning works and calculate ROI.

6. Simulation training
Simulation training lays out different scenarios that allow employees to practice tasks that mimic the
actual work of their specific job’s role. This is an ideal training method for employees working in high-
risk or high-stakes fields such as pilots or doctors. Many times, simulation training is mandated by the
state or federal government and it’s called compliance training.
Pros
Builds skills such as problem-solving and critical thinking under pressure.
Learners can make decisions in a risk-free environment and experience the consequences of different
decisions.
Offering trainee participation keeps learners engaged and focused.
Allows learners to improve their skills by learning from their errors.

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Learners gain a better understanding of the consequences of their actions.
Cons
Simulation exercises can be expensive.
Simulation cannot always completely recreate real-life situations.
Learning simulations require regular updates and maintenance based on the changing industry trends.
Simulation training may provide a faulty sense of safety or employee’s downplaying simulations as a
result of desensitization.

7. Collaborative training
Collaborative training is a methodology where employees share their knowledge and expertise, teaching
and learning from one another at the same time. This technique helps enhance the overall training
experience for employees by capitalizing on their skills, ideas, and knowledge.
Pros
Creates a shared learning culture by building an atmosphere where team members are continually
collaborating.
When training is conducted in groups, it reduces time investment and costs.
Promotes better knowledge retention.
Cons
Slow participants cause the entire class to fall behind.
It can be challenging to get everyone in one place, at the same time.
8. Video training
Video training is one of the most effective employee training methods to engage employees and deliver
sophisticated learning experiences at a lower cost than traditional training. Creating training videos for
employees enables them to digest information in an easy-to-understand format that is easier to retain, and
that employees are able to go back and watch at any time.
Pros
Investing in video training is a one-time cost spent on video production that can then be used until your
processes are outdated.
Videos offer better engagement for your team members, resulting in a higher likelihood of information
retention.
Enables employees to learn at times that are convenient to them, without hindering their workplace
productivity.
Videos provide better knowledge retention, employee engagement, and learner attention in comparison to
basic text documents or traditional classroom seminars.
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Your video hosting providers give you access to different training metrics to track and measure training
effectiveness.
Cons
Video training does not offer the in-person level of human contact.
Videos can be time-consuming when it comes to updating any information changes.

9. Cross-training
Cross-training involves teaching an employee hired to perform one job function the skills to perform new
job functions. This allows them to offer support in the time of need instead of having to outsource work.
Employees find cross-training beneficial for their personal growth as it makes them learn new skills to
enhance their value within the organization, or switch to a role that they feel is more aligned with their
career aspirations.
Pros
Prepares employees to fill a vacant position temporarily in time of need.
Equips the current skill set of employees with an enhanced set of skills.
Teams become more collaborative by helping each other more actively.
Ability to promote from within, reducing recruiting costs.
Cons
For larger organizations, it takes dedicated time, effort, and resources to accomplish cross-training.
Additional duties can be a serious distraction to most employees.
Employees might end up feeling overworked.

10. Job shadowing

Job shadowing allows employees to follow and observe other professionals working in different job
functions to gain insight into their work area. It is also implemented to allow lesser experienced
individuals to work alongside experienced professionals to sharpen their skills from those who have
already mastered them.
Pros
Improves communications across different departments.
Boosts continuous employee development and improvement.
Allows employees to explore different potential career options.
For the person being shadowed, it is an excellent way to share their experiences with other colleagues.
It’s less time-intensive than an internship.

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First-hand information or knowledge provided to the observer.
Builds strong relationships between new hires and tenured employees.
Cons
In the beginning, the observer will need to shadow their mentor for a long length of time to fully
understand the information.
Before the observer starts learning about a specific job, they need to have some initial knowledge of the
field – as well as the workplace behavior required of it.
There might not be enough time for in-the-moment questions, meaning some important answers may be
lost due to the fast-paced nature of job shadowing.

11. Case studies

With the case study method, employees are presented with a real or fictional complex situation to analyze
and use as a reference for their solutions. While cases vary in complexity and detail, trainees should be
given enough data and information to analyze the situation and come up with their solutions.
Pros
Develops data analysis, decision-making, and problem-solving skills for employees.
When employees constantly work on case studies, they find it less difficult to handle similar situations in
real life.
Increases employees’ capability of thinking outside the box.
The case study method is inexpensive.
Cons
It is a labor-intensive method of collecting data.
Time-consuming for employees to analyze the data.

12. Peer-to-peer learning

Peer-to-peer learning is a mutual learning strategy that involves participants of the same level engaging in
collaborative learning. This type of learning allows employees to work through new concepts and share
ideas with their peers working on the same project. The opportunity to teach and be taught by one another
is an effective way for organizations to grow stronger employees that work together productively.
Pros
Encourages connectivity, collaboration, and teamwork.
Increases employee engagement and productivity.
Promotes knowledge-sharing culture within the organization.

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The peer-learning method is inexpensive.
Cons
Time might be wasted on discussing irrelevant topics.
Needs dedication and commitment from peers.

13. Spaced learning

Spaced learning breaks down long employee training programs into several sessions or modules of
shorter durations, with spaced intervals in between. Parts of these sessions are reintroduced multiple times
over the course of the next few days or weeks for learners to recall information, driving long-term
knowledge retention.
Pros
Overcomes the effects of the forgetting curve by providing learners with periodic review and
reinforcement of previously learned knowledge.
Incorporates interactive and real-world scenarios into your training programs.
Prevents fatigue, reduces mental exhaustion, and keeps learners engaged with the content.
Cons
Knowledge retrieval exercises can be challenging for some people.

14. Gamification
Gamification in training incorporates gaming elements such as points and badges into training courses.
By leveraging psychology, gamified training engages learners and makes them more willing to take on
repetitive tasks despite the risk of failure. Gamification of training has been shown to increase employee
performance and the adoption of new software.
Pros
Gamification makes learners want to achieve the learning objectives of a course thereby increasing
engagement and completion rates.
As learners progress through the game, they receive instant feedback.
Employees are provided with badges or rewards as they proceed through the game. This boosts employee
motivation.
Cons
The cost of additional resources to enhance the gameplay might go over budget.

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15. Mobile learning
Mobile learning (or mLearning) refers to the process of online learning via a personal mobile device such
as smartphones, tablets, or laptops. This training method empowers learning on the go, enabling users to
access content whenever and wherever they want.
Pros
Utilizes familiar technology, promoting higher engagement and comfort
Mobile learning content comes in a variety of forms, such as podcasts, videos, quizzes, or eLearning
courses that help increase engagement and boost learning retention.
Facilitates just-in-time learning, addressing immediate performance needs.
Fosters self-directed learning, empowering individuals to take control of their development.
Cons
Limited effectiveness for complex or in-depth topics that may require a more immersive learning
environment.
Relies on stable internet connectivity and appropriate device capabilities, potentially excluding some
learners.

16. Blended learning

Blended learning combines the best of two training environments – traditional face-to-face learning and
eLearning – to meet the evolving needs of new-age learners.
Pros
Combines the strengths of various methods, catering to diverse learning styles and preferences.
Provides flexibility by allowing both in-person interactions and self-paced online learning.
Offers a well-rounded learning experience that combines theoretical knowledge with practical
application.
Maximizes engagement through a variety of activities, increasing learner motivation.
Cons
Requires effective time management skills to balance both in-person sessions and self-paced online
learning.

17. Microlearning
Microlearning is an approach to learning new knowledge that breaks learning content into small, bite-
sized information modules. Smaller learning sessions provide all information necessary for learners to
achieve a specific training objective in a short window of time, making microlearning valuable in
business contexts.
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Pros
Enhances knowledge retention by delivering information in short, focused bursts.
Fits well into busy schedules, allowing learners to access content quickly during spare moments.
Facilitates continuous learning by promoting frequent engagement with small, manageable units of
information.
Accommodates various learning styles through the use of multimedia elements and interactive formats.
Supports just-in-time learning, providing immediate solutions to specific challenges or questions.
Cons
Might lack depth for complex topics that require comprehensive understanding.
Could lead to fragmented learning experiences if not properly organized and integrated.

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OBJECTIVES OF THE STUDY

❖ To study brief about the Jaguar Paint Company.

❖ To evaluate the Jaguar Paint Company training and development in different parameters and graphs.
❖ To study about the suggestion and findings of the company.
❖ To understand the different types of training process.

SCOPE OF THE STUDY

❖ Training and development at Jaguar Paint Company.

❖ It focuses on the process of training, right from Training Need Analysis to Training Evaluation.
❖ It gives a detailed insight into the functioning of Learning and development department at Jaguar Paint
Company.
❖ Apart from that it would provide me a great deal of exposure to interact with the high profile managers of
the company

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• POPULATION

Heads managers of various departments of Jaguar Paints

Population Size 50.

Heads managers can provide deep information on the topic chosen can’t be gathered from any
other source.

• SAMPLE SIZE: The questionnaire was prepared and the information is collected during a
personal interview or interaction with the Heads/managers of various department of Jaguar
Paints.

• SAMPLING METHOD: Random sampling method was used during this study.

Random sampling ensures the bias is not included while selecting respondents.

• QUESTIONNAIRE DESIGN:
I. The questionnaire was prepared by the researcher itself for direct interview. It was for
collecting the details from the researcher’s perspective.
II. Questionnaire was printed in English.
III. The questionnaire was split in eight section like
a. Training Overview 30
b. Training Need Analysis
c. Training Topics
d. Training Methodology
e. Trainer’s profile
f. Course Material
g. Participants Profile
h. Training Evaluation etc.
IV. Questionnaire consisting of closed ended question was handed over to Head/Manager of
various departments of Jaguar Paint and their responses were recorded, tabulated and
analysed later.

27
 ANALYSIS AND INTERPRETATION

Section 1: Training Overview

Q1: Your organization considers training as a part of organizational strategy?

No. of Respondents Percentage (%)

1. Strongly Agree 30 75

2. Agree 08 20

3. Neither 02 05

4. Disagree --- ---

5. Strongly Disagree --- ---

Total 40 100

Percentage(%)

45
100
25

20
10

Always Occasionally Rarely Not at all Total

TRAINING AS PART OF ORGANISATIONAL

STRATEGY

Interpretation

• 75% respondents strongly agreed to the statement made above.

• 20% respondent agreed to the above statement.
• 05% selected option neither i.e. neither agree nor disagree.
• None of the respondent opted for disagree and strongly disagree to the statement
madeabove.

28
 Q2. Training and development sessions conducted in your firm are useful.

Option Selected No. of Respondents Percentage (%)

1. Strongly Agree 29 72.5

2. Agree 09 22.5

3. Neither 02 05

4. Disagree --- ---

5. Strongly Disagree --- ---

Total 40 100

Percentage(%)

45

100
25

20
10

Always Occasionally Rarely Not at all Total

Interpretation

• 7.50 % respondents strongly agreed to the statement made above.

• 22.50% respondent agreed to the above statement.
• 05% selected option neither i.e. neither agree nor disagree.
• None of the respondent opted for disagree and strongly disagree to the statement
madeabove.

29
 Q3. How often does your organisation arrange training for its employee?

Option selected No. of Respondents Percentage(%)

Always 20 50

Occasionally 10 25

Rarely 08 20

Not at all 02 05

Total 40 100

Percentage(%)

45

100
25

20
10

Always Occasionally Rarely Not at all Total

Interpretation

• 50% respondent selected option always for the frequency of training programs
• 25% respondents selected option occasionally
• 20% respondent selected option rarely
• 5% employee felt that no training was arranged for them.

30
 Q4. Training Need Analysis at Jaguar Paints Company

Option selected No. of Respondents Percentage(%)

Always 18 45

Occasionally 10 25

Rarely 8 20

Not at all 4 10

Total 40 100

Interpretation

• 45% respondent selected option always for Training Need Analysis

• 25% respondents selected option occasionally
• 20% respondent selected option rarely
• 10% employee felt that no training analysis is carried

31
 Q5. According to you what criteria’s are thought of while identifying Training Needs?

Option selected No. of Respondents Percentage(%)

Person Analysis 14 35
Task Analysis 10 25
Organization
6 15
Analysis
Mix of these 10 25
Total 40 100

Interpretation

• 35% respondents felt that the criteria used for TNA was Person Analysis
• 25% respondents felt that the criteria used for TNA was Task Analysis
• 15% respondents felt that the criteria used for TNA was Organization Analysis
• 25% respondents felt that the criteria used for TNA was a mix Person Analysis, Task
Analysis and Organisation Analysis

32
 Q6. Who are involved in Identifying Training Needs?

No. of
Option selected Percentage(%)
Respondents
Top Management 10 25
Training and
10 25
Development
HR Department 8 20
Department Head and
10 25
Managers
Other Employees 2 5
Total 40 100

Percentage of (%)

10
10
40
8

10
2

Top Management Training and Development

HR Department Department Head and Managers
Other Employees Total

Interpretation

• 25% employees responded that Top Management was involved in identifying TNA.
• 25% employees responded that Training Department was involved in identifying TNA.
• 20% employees responded that HR Department was involved in identifying TNA.
• 25% employees responded that Department Heads and Managers were involved in
identifying TNA.
• 5% employees responded that Other Employees were involved in identifying TNA

33
Q7. Which topics are covered during various training programs at Jaguar Paints company

Option selected No. of Respondents Percentage(%)

Induction Training 8 20
Soft Skills 10 25
Technical Training related to specific job 18 45
Legal aspect of paint business 2 5
others 2 5
Total 40 100

Interpretation

• 20% employees responded that the topic Induction Training was covered during the training
programs at Jaguar Paints Company

• 25% employees responded that the topic Soft Skill was covered during the training programs at
Jaguar Paints Company

• 45% employees responded that Technical Training was covered during the training programs at
Jaguar Paints Company

• 5% employees responded that Training on Legal Aspect was covered during the training
programs at Jaguar Paints Company

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 Q8. What is the area of focus of the training organized at Jaguar Paints company?

No. of
Option selected Percentage(%)
Respondents
Technical Skills 12 30
Soft Skills 10 25
Overall Development of an Employee 16 40
Other 2 5
Total 40 100

Interpretation

• 30% respondent felt that Technical Skills was the area of focus during the training programs
• 25% respondent felt that Soft Skills was the area of focus.
• 40% respondent felt that Overall Development was the area of focus
• 5% respondent felt that the other area of focus was during the training programs

35
 Q9. Which Training Methodology is used in the training programs that you have
attended at Jaguar Paints company.

No. of
Option selected Percentage(%)
Respondents
Class room Training 20 50
On Job Training 10 25
Coaching and Mentoring 4 10
Online Training/Through App 6 15
Total 40 100

Interpretation

• 50% employees responded that Class – room Training was used in Trainings.
• 25% respondents said that On Job Training was used as a Training Methodology.
• 10% respondents said that Job Rotation was used as a Training Methodology.
• None of the employees opted for Online Training/Training through App.

36
 Q10. What kind of Trainers Conduct Training Programs at Jaguar Paints company?

No. of
Option selected Percentage(%)
Respondents
In house Trainers 24 60
Guest Speakers 8 20
Outsourced Training Program 4 10
Senior Employees of the specific
4 10
process
Total 40 100

Percentage of (%)

60
100
20
10

10

In house Trainers Guest Speakers

Outsourced Training Program Senior Employees of the specific process
Total

Interpretation

• 60% trainings were conducted by the In – house trainers

• 20% trainings were conducted by Guest Speakers
• 10% trainings were outsourced
• 10% trainings were given by the senior employees of the specific process

37
 LEARNING THROUGH PROJECT

• I got the opportunity to study the training process followed at Jaguar Paints company
• Also got the opportunity to conduct detailed study on various aspects of training like
• Training Overview
• Training Need Analysis
• Training Topics
• Training Methodology
• Training Profile
• Course Material
• Participants Profile
• Training Evaluation

• I got the opportunity to study the working of the training department

• The importance of Training and Development for the organization

• Technical training and Soft Skills should be included in the training programs

• Training Overview: In this section following things were learned: Training as a part of
organization strategy, Usefulness of training programs, Frequency of Training Programs

• Training Need Analysis: In this section the criteria for TNA and people involved in
identifying Training needs were studied.

• Training Topics: In this section various topics covered during training programs at Jaguar Paints
andarea of focus training programs were studied.

• Training Methodology: I got to learn various training methodologies followed in the organization

38
 CONTRIBUTION TO THE HOST ORGANIZATION

• During my Summer Internship Project, I not only studied the training and development at Jaguar
Paints but actually worked to hone my Training Skills and contribute to the host organization.
• A Training module “Think before you do” was designed by me and I trained employees of the Jaguar
Paints Company on the same.
• I also conducted a Motivational training program for the employee of the Jaguar Company in four
batches. Each session was of 4 hours.
• All the training programs were very well appreciated by the participants and the owner of the
company
• On my suggestion an outdoor adventure program was organized where in participants participated in
the adventure activities like Zip line, River Rafting, Burma Bridge Crossing, Bonfire, Camping etc.

39
 CONCLUSION

During my Summer Internship Project, I got the opportunity to work with the Training and development
department of Jaguar Paints company.

A project titled “TRAINING AND DEVELOPMENT AT JAGUAR PAINTS COMPANY was

undertaken for the summer Internship Project.

I got a practical exposure of working of a full – fledged training department of Jaguar Paint Company

I got to explore the process of training followed at Jaguar Paints Company right from the Training Need
Analysis to Training Evaluation.

I got to interact with the owner of the company and see their perspective on Learning and Development.

During my SIP, I got to understand that Training and Development is considered as an important aspect of
organization at Jaguar Paints Company

All the employees are given compulsory training at the time of joining that makes them aware of the
Process that is followed in the organization, their job expectation and their reporting authorities etc.

Little emphasis is given on Training through App or Website based training. However, the Top
Management has appreciated the suggestion and they have started working on introducing few training
programs through Apps/Website.

Overall development of an employee is given importance over a sole focus on technical or soft skill. Most of
the employees were found satisfied with the Training and Development followed in the organization.

40
 QUESTIONNAIRE

The research study on the topic

STUDY OF TRAINING AND DEVELOPMENT AT JAGUAR PAINT

is under taken for academic purpose and the information provided for the study are kept confidential and used
only for the purpose of the study. Please fill the questionnaire and return.

Name of the Employee: _________________________________________

Designation: __________________________________________________

Section 1 Training Overview

Q1: Your organisation considers training as a part of organizational strategy?

1. Strongly Agree
2. Agree
3. Neither
4. Disagree
5. Strongly disagree

Q2: Training and development sessions conducted in your firm are useful?

1. Strongly Agree
2. Agree
3. Neither
4. Disagree
5. Strongly disagree

Q3: How often does your organization arrange trainings for its employees?

1. Always
2. Occasionally
3. Rarely
4. Not at all

Q4: Is Training Need Analysis at Jaguar Paints?

1. Always
2. Occasionally
3. Rarely
4. Not at all

41
Q5: According to you what criteria’s are thought of while identifying Training Needs?
1. Person Analysis
2. Task Analysis
3. Organization Analysis
4. Mix of these

Q6: Who are involved in identifying Training Needs?

1. Top Management
2. Training Department
3. HR Department
4. Department Heads and Managers
5. Employees

Q7: Which topics are covered during various training programs at Jaguar Paints?

1. Induction Training
2. Soft Skills
3. Technical Trainings related to specific job
4. Legal aspects of pharmacy business
5. Others (Please Specify)

Q8: What is the area of focus of the trainings organized at Jaguar Paints?

1. Technical Skills
2. Soft Skills
3. Overall development of an employee
4. Others

Q9: Which Training Methodology is used in the training programs that you have attended at Jaguar Paints?

1. Class-room Training
2. On Job training
3. Job Rotation
4. Coaching and Mentoring
5. Online Training/Training through App
6. Others (Please Specify)

Q10: What kind of Trainers conducts Training Programs at Jaguar Paints?

1. In-house Trainers
2. Guest Speakers
3. Outsourced Training Programs
4. Senior Employees of the specific process
5. Others (Please Specify)

42
THANK YOU

43