A study on

TRAINING AND DEVELOPMENT PROCESS

With reference to

BAJAJ FINANCIAL SECURITIES LTD

A project report submitted to Jawaharlal Nehru Technology University, Vizianagaramin

partial fulfilment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted By

MEESALA. SANDHYA

Reg.No: 22NM1E0054

Under the Guidance of

Mrs. A. VENKATALAKSHMI
MBA

Assistant Professor

DEPARTMENT OF MANAGEMENT STUDIES

VIGNAN’s INSTITUTE OF ENGINEERING FOR WOMEN
(Approved by AICTE and Affiliated to JNTU-GV, Vizianagaram)
Accredited by NAAC-A+
Kapujaggarajupeta, VSEZ(Post), Visakhapatnam-530049, A.P
(2022-2024)
 DECLARATION

I, MEESALA.SANDHYA student of Vignan’s Institute of Engineering for Women, hereby

declare that this project report entitled “TRAINING And DEVELOPMENT PROCESS” with
reference to BAJAJ FINANCIAL SECURITES LTD, VISAKHAPATNAM is a bona fide
record of work done by me during project work.

This project is in partial fulfilment of the requirement for the award of degree of
Master of Business Administration by Vignan’s Institute of Engineering Women.

Place: Visakhapatnam (MEESALA.SANDHYA)

Date: Reg.no:22NM1E0054
 VIGNAN’s INSTITUTE OF ENGINEERING FOR WOMEN
(Approved by AICTE and Affiliated to JNTU-GV, Vizianagaram)
Accredited by NAAC-A+
Kapujaggarajupeta, VSEZ(Post), Visakhapatnam-530049, A.P

CERTIFICAE

This is to certify that the Project report entitled TRAINING AND DEVELOPMENTPROCESS
with reference to BAJAJ FINANCIAL SECURITES LTD,
VISAKHAPATNAM is

a bona fide work done by MEESALA.SANDHYA, Reg.No:22NM1E0054 in partialfulfilment of

the requirements for the award of the degree of Master of Business Administration by
JNTUV(Vizianagaram), A.P

Signature of the HOD Signature of the Guide

External Examiner
 ACKNOWLEDGEMET

I express my sincere thanks BAJAJ FINANCIAL SECURITES LTD,VISAKHAPATNAM

for their kind co-operation to complete my project worksuccessfully.

I sincerely express my thanks to My Guide Mrs. A. VENKATA LAKSHMI,

AssistantProfessor for hervaluable guidance and intellectual suggestions during thisproject.

I would alsolike to expand my thanks to our Head ofthe Department Mr. Dr .S.RAMESHand to all
otherfaculty members who have helped me and supported me during the course of my project.

I express my sincere thanks to our Principal Dr.B. ARUNDHATHI, for hiscontinuoussupport

andencouragement to avail me this project work.

I would be failing in my duty if I don’t express my profound gratitude to the

entirerespondentswho has spent their valuable time to answer the questionnaire.

Finally, I sincerely express my thanks to my Parents, all my friends andtheother

membersfor their continuous support and love.

MEESALA.SANDHYA
Reg no:22NM1E0054
 PREFACE

MBA is stepping stone to management career. In order to achieve practical, positive

and concrete results the classroom learning need to be effectively needed to the realities of
the situation existing outsides the classroom. This is particularly true of management.

As per my specialization namely HUMAN RESOURCE MANAGEMENT. I got a chance to

have exposure in either. When I was permitted to do my project work in BAJAJ
FINANCIAL SECURITES LIMITED, VISAKHAPATNAM. I felt I got a right
platform to enhance my knowledge.

To develop healthy managerial and administrative skill in potential managers, it is necessary

that theoretical knowledge must be supplemented with exposure to a real
environment.Actually, it is a life for management itself realized. It removes hesitation. The
objective of theproject is to make the student to go into the deep of the particularsituation and
to realize how difficult the scenario is. It gives the practical understanding to researcher about
the situation. Research is always very important in every field.

This project contains 6 chapters Chapter-1 includes the Introduction of Welfare Measures ,
need, objectives, methodology and limitations. Chapter-2 explains the industry profile, and
company profile. Chapter-3 theoretical framework, Chapter-4 Data Analysis and
Interpretation, Chapter-5 Summary, Findings, suggestions and conclusion.

I am extremely grateful to my parents and friends for their full cooperation and
valuable help to complete this work. Last but not the least. I thank one and all that rendered
help to me directly and indirectly of this project work.

I thank all those who contributed directly and indirectly in successful carrying outthis
work.
 CONTENTS

CHAPTER – 1 :
 INTRODUCTION OF THE STUDY
 NEED & SCOPE OF THE STUDY
 OBJECTIVES OF THE STUDY
 METHODOLOGY
 LIMITATIONS OF THE STUDY

CHAPTER – 2 :
 INDUSTRY PROFILE
 COMPANY PROFILE

CHAPTER – 3
 THEORETICAL FRAMEWORK

CHAPTER – 4
 DATA ANALYSIS AND INTERPRETATION

CHAPTER – 5
 SUMMARY
 FINDINGS
 SUGGESTIONS
 CONCLUSION
 BIBLIOGRAPHY

ANNEXURE -- QUESTIONNAIRE
CHAPTER -1
INTRODUCTION
 INTRODUCTION OF THE STUDY

Human Resource Development in organization context is a process by which the

employees of an organization are helped in a continuous, and planned way to, acquire or sharpen
capabilities require functions associated with their present or expected futureroles.

The subject of the present study “Training and Development” is an integral part of Human
Resource Development [HRD]. The word “Resource” refers to the productive power of natural
goods. Human Resource is, there the productive power in human beings. Unlike the material
resources, human resources are the particulars as also the beneficiaries of economic development
process. Human Resources Specialist, Training and Development Professionals, Chief
Executives and Line Managers. Many dimensions of human resource development have been
integrated into Research, Training Organization Design and Change.

TRAINING & DEVELOPMENT:

Training and Development programmes are considered to be one ofl the important
aspects of organization development. It is an act of increasing the knowledge and skill of
employee or doing a particular job. For learning to be effective individualsand organization
must acquire relevant training capabilities and successful apply them to the actual work
situation. In modern industrialized economy the training has become a major activity in ay
working organization. Today the organization seeks the latest means and methods by which they
could develop their through training.

Training programmes are necessary in any organization for improving the qualityof work
of employee at all levels particularly in a world of fast changing technology, changing values and
environment. There has been growing need to find ways to determine the efficiency and
effectiveness of such training programmes both in terms or organization and training institution.

Training is practical land vital necessity, for, it enables employees to develop and rise
with in the organization ad increase their “Market Value, Earning Power and Job Security.” In
training the focus is on learning by an individual the new ways of doing things. Hence training is
organized on the needs of the people, the project and the programmes and therefore is
performance oriented.

The purpose of the training is to help meet company objectives by providing

opportunitiesfor employees at all organization levels to acquire the requisite knowledge, skill
and attitudes, further training should be conducted in the actual jobenvironment to the
maximum possible extent.

DEFINITION:
“ The Human Resource function is concerned with procurement, Development,is an
acttion, Maintenance, Integration and the separation of the personnel of an organization for the
purpose of contributing the goals of that Organizing, Directing, andControlling of performance
of their operative functions.”

In an increasingly competitive world it is essential for an organization to be flexible,

innovativee aoyees and adoptive. This necessitates a clear definition of rolesand
responsibilitiesof the employees. Training and development is extremely critical inensuring this.
Organizationsand individuals have to develop and grow simultaneouslyin order to survive.
Times are changing and to keep pace with continuous changes organizations must progress
continuously. This can be done only through human resource development Human resources
development
professionals have to play a strategic role in preparing employees for unpredictable changes in
ahighly competitive business environment. As the business environment isbecoming more
complex there is a premium placed on the competent individuals, it isthe responsibility of the
human resources development professionals to enable the organization to meet its need of
highlycompetent individuals to be able to retain its edge in the global market.

Meaning of Training:
Training is the act of increasing the knowledge and skill of an employee for doing a particular
job. According to Allan .D. pepper, “Training is that organized process concerned with the
acquisition of capability or the maintenance of existing capability”.Dale. S. Beach, Defines
training as “the organized procedure by which people learn knowledge and/or skill for a
definitepurpose.”

In short training improves changes and moulds the employees knowledge, skills, behavior,
aptitude and attitude towards the requirements of the job and organization. Training refers to
theteaching and learning activities carried on for the primary purposeof helping members of an
organization to acquire and apply the knowledge, skills, abilities and attitudes needed by a
particular job and organization . Thus, training bridges the gaps between the job requirements
and the employee’s current specifications.

Training is seen as one part of the system designed to create intellectual capital. Itrefers to
aplanned effort by a company to facilitate employees learning of job related competencies. Its
basic goal is to master the knowledge, skill and behaviors key for successful job performance
of employees and apply them to their day to day activities.It is also a means of creating
intellectualcapital, as most of the jobs require extensive use of knowledge. Training is used to
attract strategy, helping an
 SCOPE OF THE STUDY
The scope of the study covers in depth, the various training practices, modules, formats being
followed and is limited to the company Reliance Money and its employees. The different training
programmes incorporated/facilitated in Reliance Money through it faculties, outside agencies or
professional groups. It also judges the enhancement of theknowledge & skills of employees and
feedback on its effectiveness.

NEED FOR THE STUDY

After employees have been selected for various positions in an organization, trainingthem for
the specific tasks to which they have been assigned assumes great importance. In many
organizations that before an employee fitted into a harmoniousworking relationship with
otheremployees, he is given adequate training is the act ofincreasing the knowledge and
skills of anemployee for performing a particular job.
Training enables an employee to do his present job more efficiently and preparehimself for a
higher level job.

In order to survive in this competitive area, the organizations are running training
anddevelopment 0n regular basis.

The nature of the job is constantly changing due to the changes in environment, technology,
organizational goals and strategies. This become a challenging task fororganizations in
publicprivate, joint and cooperative sectors to cope up with growingcompetition due to on slot
of globalization.

Unipart’s Group is the Largest Producer of 3-point Linkage System for agricultural
machineryglobally. Products portfolio includes 3-Point Linkage System, Fabricationsand
Assemblies,
Machined Components, Forgings and Castings. The Group started supplying to International
OEMs in 1996. It is validated by OEMs like john Deer, Mahindra & Mahindra, CNH, Kubota,
and Yammer. The Group has strategically placed manufacturing bases in India and their main
markets in Europe and the USA whichservice the global agricultural market.

Thus there is a felt need to study the Training Development Programs at Unipart’s India
pvt.ltd.

OBJECTIVES OF THE STUDY

The main objective of the study on training and development in Unipart’s India limited
are as follows.

Objectives of the study Training and Development essential for industries to survive in
the long training and human resource Development has assumed a special significance. On this
backdrop the researcher has studied the training activities ofselected industries on the following
broad parameters.

1. To study the training activities of the Unipart’s India Limited.

2. To measure the impact of training and development programmers on the

enhancement of employees skills and knowledge.

3. To analyze & examine the employees perception towards training.

4. To Understand the problems in the organization regarding training, if any,and

make some suggestions for better performance of the employees
 METHODOLOGY OF THE STUDY
In this chapter methodology intends to explain the sequence of research process undertaken in
“Unipart’s India ltd” Visakhapatnam.

DATA COLLECTION:

Primary data:

The data from members is collected by administration of the questionnaire andalso by

the personal interviews. The process of data collection from the respondents is done very
smoothly without any resistance from the employees of “Unipart’s India ltd”.
Preparation of the questionnaire:

From the above objectives the investigator prepared a questionnaire with the help of
guides. So the questionnaire is aimed at the collecting information form the various members of
various departments and trades of “Unipart’s India ltd”.

Sample Size:

Administrations of the questionnaire for huge member of employees are difficult so

the investigator opted random sampling method in order to conduct study. The actual size of
the sample was 80.

Secondary Data:

The secondary data for the study like different statistics (financial and non- financial)
related aspects from the records, manuals and annual reports of “UNIPARTS’s India ltd”.
 LIMITATIONS OF THE STUDY
⮚ Detailed study is not possible due to the lack of time.

⮚ Sole of the employees would not reveal much information due to thefear of
theirsuperiors.

⮚ The population of the study was limited.

⮚ Corporation fromemployees is less.

⮚ Vizag unit of the Unipart’s started last year so limited people got
training andothers are having their on-job training this year.

⮚ Little information is made available to make the study.

⮚ Employees were not willing to fill questionnaire.

EXECUTIVE SUMMARY
Every organization needs to have well trained and experienced people to performtheactivities
that have to be done. If current or potential job occupants can meet this requirement, training
is not important. When this not the case, it is necessary to raisethe skill levels and increase the
versatility and adaptability of employees.

It is being increasing common for individual to change careers several times during theirworking
lives. The probability of any young person learning a job to day and having those skills go
basically unchanged during the forty or so years if his career is extremelyunlikely, may be even
impossible. In a rapid changing society employee training is not
only an activity that is desirable but also an activity that an organization must commit
resources to if it is to maintain a viable and knowledgeable work force.

The entire project talks about the training and development in theoretical as well as newconcepts,
which are in trend now.

Here we have discussed what would be the input of training if we ever go for and how can it be
good to any organization in reaping the benefits from the money invested in terms like (ROJ) ic.
return on investment. What are the ways we can identify the trainingneed of any employee and
how to know what kind of training he can go for? Training being covered in different aspect
likes integrating it with organizational culture. The bestand latest available trends in training
method,

the benefits which we can derive out of it. How the evaluation should be done and howeffective
is the training all together. Some of the companies practicing training in uniquemanner a lesson
for other to follow as to how to train and retain the best resource in the world to reap the best
out of it.

Development is integral part of training if some body is trained properly and efficientlythe
developments of that individual and the company for whomhe is working.

Here we discussed about development of employee, how to identify the needs, and after
developing how to develop executive skill to sharpen there knowledge. Learning shouldbe the
continuous process and one should not hesitate to learn any stage. Learning anddeveloping is fast
and easy at Bajaj Finserv.
 CHAPTER-2
INDUSTRY PROFILE
 INDUSTRY PROFILE

INTRODUCTION

In general, the financial market divided into two parts, Money market and capital market.
Securities market is an important, organized capital market where transactionof capital is
facilitated by means of direct financing using securities as acommodity. Securities market
can be divided into a primary market and secondary market.

PRIMARY MARKET

The primary market is an intermittent and discrete market where the initially listed
shares are traded first time, changing hands from the listed company to the investors. It
refers to the process through which the companies, the issuers of stocks, acquire capital by
offering their stocks to investors who supply the capital. In other words primary market is
that part of the capital markets that deals with the issuance of new securities. Companies,
governments or public sector institutions can obtain funding through the sale of a new stock
or bond issue. This is typically done through a syndicate of securities dealers. The process
of selling new issues to investors is called underwriting. In the case of a new stock issue, this
sale is called an initial public
offering (IPO). Dealers earn a commission that is built into the price of thesecurityoffering,
though it can be found in the prospectus.

SECONDARY MARKET

The secondary market is an on-going market, which is equipped and organized with a
place, facilities and other resources required for trading securities after their initial offering.
It refers to a specific place where securities transaction among many and unspecified
persons is carried out through intermediation of the securities firms, i.e., a licensed broker,
and the exchanges, a specialized trading organization, in accordance with the rules and
regulations established by the exchanges.

A bit about history of stock exchange they say it was under a tree that it all st arted in
1875.Bombay Stock Exchange (BSE) was the major exchange in India till 1994.National
Stock Exchange (NSE) started operations in 1994.

NSE was floated by major banks and financial institutions. It came as a result
ofHarshad Mehta scam of 1992. Contrary to popular belief the scam was more of abanking
scam than a stock market scam. The old methods of trading in BSE were people assembling
on what as called a ring in the BSE building. They had a unique sign language to
communicate apart from all the shouting. Investors weren't allowed access and the system
was opaque and misused by brokers. The shares were in physical form and prone to
duplication and fraud.

NSE was the first to introduce electronic screen based trading. BSE was forced to
follow suit. The present day trading platform is transparent and gives investors prices on a
real time basis. With the introduction of depository and mandatory dematerialization of
shares chances of fraud reduced further. The trading screen givesyou top 5 buy and sell
quotes on every scrip.

A typical trading day starts at 10 ending at 3.30. Monday to Friday. BSE has 30 stocks
which make up the Sensex .NSE has 50 stocks in its index called Nifty. FII s Banks,
financial institutions mutual funds are biggest players in the market. Then there are the
retail investors and speculators. The last ones are the ones who follow the market morning
to evening; Market can be very addictive like blogging though stakes are higher in the
former.
ORIGIN OF INDIAN STOCK MARKET

The origin of the stock market in India goes back to the end of the eighteenth century
when long-term negotiable securities were first issued. However, for all practical purposes,
the real beginning occurred in the middle of the nineteenth century after the enactment of the
companies Act in 1850, which introduced the features of limited liability and generated
investor interest in corporate securities.

An important early event in the development of the stock market in India was the
formation of the native share and stock brokers 'Association at Bombay in 1875,the
precursor of the present day Bombay Stock Exchange. This was followedby theformation
of associations/exchanges in Ahmadabad (1894), Calcutta (1908), and Madras (1937). In
addition, a large number of ephemeral exchanges emerged mainly in buoyant periods to
recede into oblivion during depressing times subsequently.

Stock exchanges are intricacy inter-woven in the fabric of a nation's economic life.
Without a stock exchange, the saving of the community- the sinews of economicprogress
and productive efficiency- would remain underutilized. The task of mobilization and
allocation of savings could be attempted in the old days by a much less specialized
institution than the stock exchanges. But as business and industry expanded and the
economy assumed more complex nature, the need for 'permanent finance' arose.
Entrepreneurs needed money for long term whereas investors demanded liquidity – the
facility to convert their investment into cash at any given time. The answer was a ready
market for investments and this was how the stock exchange came into being.

Stock exchange means anybody of individuals, whether incorporated or not,

constituted for the purpose of regulating or controlling the business of buying, sellingor
dealing in securities. These securities include:

(i) Shares, scrip, stocks, bonds, debentures stock or other marketable

securities of a like nature in or of any incorporated company or other body
corporate;

(ii) Government securities; and

(iii) Rights or interest in securities.

The Bombay Stock Exchange (BSE) and the National Stock Exchange ofIndia
Ltd (NSE) are the two primary exchanges in India. In addition, there are 22 Regional Stock
Exchanges. However, the BSE and NSE have established themselvesas the two leading
exchanges and account for about 80 per cent of the equity volume
traded in India. The NSE and BSE are equal in size in terms of daily traded volume. The
average daily turnover at the exchanges has increased from Rs 851 crore in 1997- 98 to Rs
1,284 crore in 1998-99 and further to Rs 2,273 crore in 1999-2000 (April - August 1999).
NSE has around 1500 shares listed with a total market capitalization of around Rs 9,
21,500 crore.

The BSE has over 6000 stocks listed and has a market capitalization of around Rs 9,
68,000 crore. Most key stocks are traded on both the exchanges and hence the investor
could buy them on either exchange. Both exchanges have a different settlement cycle,
which allows investors to shift their positions on the bourses. The primary index of BSE is
BSE Sensex comprising 30 stocks. NSE hasthe S&P NSE 50 Index (Nifty) which consists
of fifty stocks. The BSE Sensex is theolder and morewidely followed index.

Both these indices are calculated on the basis of market capitalization and contain the
heavily traded shares from key sectors. The markets are closed on Saturdays and Sundays.
Both the exchanges have switched over from the open outcrytrading system to a fully
automated computerized mode of trading known as BOLT (BSE on Line Trading) and
NEAT (National Exchange Automated Trading) System.

It facilitates more efficient processing, automatic order matching, faster execution of

trades and transparency; the scrip's traded on the BSE have been classified into 'A', 'B1',
'B2', 'C', 'F' and 'Z' groups. The 'A' group shares represent those, which are in the carry
forward system (Badla). The 'F' group represents the debt market (fixed income securities)
segment. The 'Z' group scrip's are the blacklisted companies. The 'C' group covers the odd
lot securities in 'A', 'B1' & 'B2' groups and Rights renunciations. The key regulator
governing Stock Exchanges, Brokers, Depositories, Depository participants, Mutual Funds,
FIIs and other participants in Indian secondary and primary market is the Securities and
Exchange Board of India (SEBI) Ltd.

Brief History of Stock Exchanges

Do you know that the world's foremost marketplace New York Stock
Exchange(NYSE), started its trading under a tree (now known as 68 Wall Street) over 200
years ago? Similarly, India's premier stock exchange Bombay Stock Exchange(BSE) can
also trace back its origin to as far as 125 years when it started as a voluntary non- profit
making association.
 News on the stock market appears in different media every day. You hear about it any
time it reaches a new high or a new low, and you also hear about it daily in statements like
'The BSE Sensitive Index rose 5% today'. Obviously, stocks and stock markets are
important. Stocks of public limited companies are bought and sold at a stock exchange. But
what really are stock exchanges? Known also as the stock market or bourse, a stock exchange
is an organized marketplace for securities (like stocks, bonds, options) featured by the
centralization of supply and demand for the transaction of orders by member brokers, for
institutional and individual investors.

The exchange makes buying and selling easy. For example, you don't have toactually
go to a stock exchange, say, BSE - you can contact a broker, who does business with the
BSE, and he or she will buy or sell your stock on your behalf.

Market Basic:

Electronic trading:

Electronic trading eliminates the need for physical trading floors. Brokers can trade
from their offices, using fully automated screen-based processes. Their workstations are
connected to a Stock Exchange's central computer via satellite usingVery Small Aperture
Terminus (VSATs). The orders placed by brokers reach the Exchange's central computer
and are matched electronically.
Exchanges in India

The Stock Exchange, Mumbai (BSE) and the National Stock Exchange (NSE) are the
country's two leading Exchanges. There are 20 other regional Exchanges, connected via the
Inter-Connected Stock Exchange (ICSE). The BSE and NSE allownationwide trading via
their VSAT systems.

Index

An Index is a comprehensive measure of market trends, intended for investors who

are concerned with general stock market price movements. An Index comprises stocks that
have large liquidity and market capitalization. Each stock is given a weight age in the
Index equivalent to its market capitalization. At the NSE, the capitalization of NIFTY
(fifty selected stocks) is taken as a base capitalization, withthe value set at 1000.
Similarly, BSE Sensitive Index or Sensex comprises 30 selected stocks. The Index value
compares the day's market capitalization vis-à- vis base capitalization and indicates how
prices in general have moved over a period oftime.

Execute an order

Select a broker of your choice and enter into a broker-client agreement and fillin the
client registration form. Place your order with your broker preferably in writing. Get a trade
confirmation slip on the day the trade is executed and ask for the contractnote at the end of
the trade date.

Need a broker

As per SEBI (Securities and Exchange Board of India.) regulations, only registered
members can operate in the stock market. One can trade by executinga deal only through a
registered broker of a recognized Stock Exchange or througha SEBI-registered sub-broker.

Contract note

A contract note describes the rate, date, time at which the trade was transacted and the
brokerage rate. A contract note issued in the prescribed format establishes a legally
enforceable relationship between the client and the memberin respect of trades stated in
the contract note. These are made in duplicate and the member and the client both keep a
copy each. A client should receive the contract note within 24 hours of the executed trade.
Corporate Benefits/Action.
Split

A Split is book entry wherein the face value of the share is altered to create a
greater number of shares outstanding without calling for fresh capital or altering the share
capital account. For example, if a company announces a two-way split, itmeansthat a share
of the face value of Rs 10 is split into two shares of face valueof Rs 5 each and a person
holding one share now holds two shares.

Buy Back

As the name suggests, it is a process by which a company can buy back its shares from
shareholders. A company may buy back its shares in various ways: from existing shareholders on a
proportionate basis; through a tender offer from open market; through a book-building
process; from the Stock Exchange; or from odd lotholders.

A company cannot buy back through negotiated deals on or off the Stock Exchange,
through spot transactions or through any private arrangement.

Settlement cycle

The accounting period for the securities traded on the Exchange. On the NSE, the
cycle begins on Wednesday and ends on the following Tuesday, and on the BSE the cycle
commences on Monday and ends on Friday. At the end of this period, the obligations of
each broker are calculated and the brokers settle their respective obligations as per the
rules, bye-laws and regulations of the Clearing Corporation. Ifa transaction is entered on
the first day of the settlement, the same will be settled on the eighth working day excluding
the day of transaction. However,if the same is doneon the last day of the settlement, it will
be settled on the fourth working day excludingthe day of transaction.

Rolling settlement

The rolling settlement ensures that each day's trade is settled by keeping a fixed gap of
a specified number of working days between a trade and its settlement. At present, this gap
is five working days after the trading day. The waiting period is uniform for all trades. In a
Rolling Settlement, all trades outstanding at end of the dayhave to be settled, which means
that the buyer has tomake payments for securities purchased and seller has to deliver the
securities sold. In India, we have adopted the T+5 settlements cycle, which means that a
transaction entered into on Day 1 has to be settled on the Day 1 + 5 working days, when
funds pay in or securities pay out takes place.

What are the advantages of Rolling Settlements?

 As mentioned earlier, this is the system practiced in developed countries. Pay outs are
quicker than in weekly settlements, and investors will benefit from increased liquidity. The
other benefit of the modified system is that it keeps cash and forward markets separate. In
the current system, the trader has five days to square off his transaction which leads to a
high level of speculation as people even without funds tend to "play" the market. During
volatile markets, especially in a bearish market, thisoften leads to a payment problem
which has dogged the Indianstock exchanges for along time. It provides for a higher degree
of safety, and once mechanisms such as futures and stock-lending become popular, it
would result in quality speculation andgenuine investor interest.

When does one deliver the shares and pay the money to broker

As a seller, in order to ensure smooth settlement you should deliver the sharesto your
broker immediately after getting the contract note for sale but in any case before the pay-in
day. Similarly, as a buyer, one should pay immediately on the receipt of the contract note
for purchase but in any case before the pay-in day.

Short selling

Short selling is a legitimate trading strategy. It is a sale of a security that the seller
does not own, or any sale that is completed by the delivery of a security borrowed by the
seller.

The selling of a security that the seller does not own, or any sale that is completed by the
delivery of a security borrowed by the seller, Short sellers assume that they will be able to
buy the stock at a lower amount than the price at which they sold short.

Auction

An auction is conducted for those securities that members fail to deliver/short deliver
during pay-in. Three factors primarily give rise to an auction: short deliveries, un-rectified
bad deliveries, and un-rectified company objections Separate market forauctions

The buy/sell auction for a capital market security is managed through the auction market.
As opposed to the normal market where trade matching is an ongoing proce ss, the trade matching
process for auction starts after the auction period is over.

If the shares are not bought in the auction

If the shares are not bought at the auction i.e. if the shares are not offered for sale, the
Exchange squares up the transaction as per SEBI guidelines. The transactionis squared up
at the highest price from the relevant trading period till the auction day or at 20 per cent
above the last available Closing price whichever is higher. The pay-
in and pay-out of funds for auction square up is held along with the pay-out for therelevant
auction.

Bad devivery

SEBI has formulated uniform guidelines for good and bad delivery of documents. Bad
delivery may pertain to a transfer deed being torn, mutilated, overwritten, defaced, or if
there are spelling mistakes in the name of the company or the transfer. Bad delivery exists
only when shares are transferred physically. In "Demat" bad delivery does not exist. Stock
& Exchange Board of India

REGULATION OF BUSINESS IN THE STOCK EXCHANGES

Under the SEBI Act, 1992, the SEBI has been empowered to conduct inspectionof
stock exchanges. The SEBI has been inspecting the stock exchanges once every year since
1995-96. During these inspections, a review of the market operations, organizational
structure and administrative control of the exchange is made toascertain whether:

● The exchange provides a fair, equitable and growing

marketto investors
● The exchange's organization, systems and practices are in
accordance with the Securities Contracts (Regulation) Act
(SC(R) Act), 1956 and rules framed there under

● The exchange has implemented the directions,

guidelinesand instructions issued by the SEBI from time to time

● The exchange has complied with the conditions, if any,

imposed on it at the time of renewal/ grant of its
recognitionunder section 4 of the SC(R) Act, 1956.

The date of filing

 During the earlier years' inspections, common deficiencies observed in the functioning
of the exchanges were delays in post trading settlement, frequent clubbing of settlements,
delay in conducting auctions, inadequate monitoring of payment of margins by brokers,
non-adherence to Capital Adequacy Norms etc. It was observed during the inspections
conducted in 1997-98 that there has been considerable improvement in most of the areas,
especially in trading, settlement, collection of margins etc.

Dematerialization

Dematerialization in short called as 'demat' is the process by which an investor can

get physical certificates converted into electronic form maintained in an account with the
Depository Participant. The investors can dematerialize only those share certificates that
are already registered in their name and belong to the list of securitiesadmitted for
dematerialization at the depositories.

Depository: The organization responsible to maintain investor's securities in the

electronic form is called the depository. In other words, a depository can therefore be
conceived of as a "Bank" for securities. In India there are two such organizations viz.
NSDL and CDSL. The depository concept is similar to the Banking system with the
exception that banks handle funds whereas a depository handles securities of the investors.
An investor wishing to utilize the services offered by a depository has to open an account
with the depository through Depository Participant.

Depository Participant: The market intermediary through whom the depository

services can be availed by the investors is called a Depository Participant (DP). As per
SEBI regulations, DP could be organizations involved in the business of providing financial
services like banks, brokers, custodians and financial institutions. This system of using the
existing distribution channel (mainly constituting DPs) helps the depository to reach a
wide cross section of investors spread across a large geographical area at a minimum cost.
The admission of the DPs involves a detailed evaluation by the depository of their
capability to meet with the strict service standards and a further evaluation and approval
from SEBI. Realizing the potential, all the custodians in India and a number of banks,
financial institutions and major brokers have already joined as DPs to provide services in a
number of cities.

Advantages of a depository services:

Trading in demat segment completely eliminates the risk of bad deliveries. In case of
transfer of electronic shares, you save 0.5% in stamp duty. Avoids the cost of courier/
notarization/ the need for further follow-up with your broker for shares
returned for company objection No loss of certificates in transit and saves substantial
expenses involved in obtaining duplicate certificates, when the original share certificates
become mutilated or misplaced.

Lower interest charges for loans taken against demat shares as compared to the interest
for loan against physical shares. RBI has increased the limit of loans availedagainst
dematerialized securities as collateral to Rs 20 lakh per borrower as against Rs 10 lakh per
borrower in case of loans against physical securities. RBI has also reduced the minimum
margin to 25% for loans against dematerialized securities, as against 50% for loans against
physical securities. Fill up the account opening form, which is available with the DP. Sign the
DP-client agreement, which defines the rights and duties of the DP and the person wishing to
open the account.Receive your clientaccount number (client ID).

This client id along with your DP id gives you a unique identification in the depository
system. Fill up a dematerialization request form, which is available with your DP, Submit
your share certificates along with the form; write "surrendered for demat" on the face of the
certificate before submitting it for demat) Receive credit forthe dematerialized shares into
your account within 15 day
 COMPANY PROFILE

About Bajaj FinServ

A 100% subsidiary of Bajaj Finance Limited, Bajaj Financial Securities Limited is set to disrupt
the discount broking space through its unique offerings and comprehensive capital market
solutions.With secure technology and advanced platforms, you can trade in equity cash &
derivatives at one of the lowest brokerage rates in the industry. Besides, you can avail Margin
Trade Financing at one of the lowest interest rates and make the most of market opportunities.
What’s more, invest in IPOs, Mutual Funds and get easy access to Loan Against Securities offered
by Bajaj Finance Limited.

• Bajaj Financial Securities Limited (BFSL) is a 100% subsidiary of Bajaj Finance

Limited - one of the largest retail asset financings NBFCs in the country.

Strong Liquidity Position

• BFSL has a Corporate Credit Rating of 'CCR AAA/Stable' - indicating its strong
liquidity position and the ability to withstand difficult economic conditions.

Multiple Product Offerings

• Equity Trading (Delivery and Intraday) | Derivative Trading | Mutual Funds |

Margin Trading Financing (MTF) | IPO Financing | Spread Financing | Loan
Against Securities
• Bajaj Finserv Limited deals with financial services of the Bajaj Group. Its core
businesses are spread across Lending, Insurance and Wealth Advisory.
Finance

• Bajaj Finance Limited is the lending arm of Bajaj Finserv Limited. It is the most
diversified non-bank in the country with multiple product lines across consumer,
commercial and SME finance, making it one of the most profitable companies inthe
category.

Insurance

• The two insurance companies, Bajaj Allianz General Insurance Company andBajaj
Allianz Life Insurance Company, are joint ventures with Allianz SE, Germany. Bajaj
Finserv is the majority partner in the JV and the two companiesindividually manage
operations in general and life insurance spaces.
• The comprehensive life insurance solutions, technical expertise and experience of
Allianz SE combines with the in-depth market knowledge and goodwill of "Bajaj" brand
in India. Competitive pricing and customized life insurance solutionshave earned Bajaj
Allianz Life the customer's trust and market leadership in a very short time. Bajaj
Allianz Life Insurance has developed life insurance solutions that cater to every segment
and age-income profiles. Currently Bajaj Allianz Life has a strong life insurance
portfolio and caters to all kinds of customer needs from ULIPs to Child plans, from
group insurance to health
 insurance. Bajaj Allianz General Insurance has developed general insurancesolutions
that cover a wide range of needs, from health insurance, to motor insurance, to home
and travel insurance, and more

Board of Directors

S. Sreenivasan has been with Bajaj Finserv Ltd. (“BFS”) (Parent Holding Company), asthe
President (Finance) since September 2011. From 1st October 2014, he has been appointed as
Chief Financial Officer of BFS. Apart from his role as CFO, he is also responsible for
overseeing the insurance and stock broking business on behalf of BFS.

He was appointed as a director in the Company from 10 January 2012. Currently, S Sreenivasan
is the Chairman of the Company. In his previous assignments, he has heldleadership roles in
Bajaj Allianz General Insurance Company and Bahrain National Holding Company overseeing
Corporate Finance, Planning, Management Accounting and Taxation functions.

He also holds a Bachelor’s Degree of Science from the University of Kerala. He is also a
qualified Chartered Accountant, a Cost Accountant, a Chartered Financial Analyst (CFA
Institute, Virginia, USA) and an MBA fromthe Indian Institute of Management, Calcutta.

Manish Jain is the director & Chief Executive Officer of the company and also responsible
for providing strategic direction, managing and growing the Loan AgainstSecurities (LAS) &
Corporate Finance business in Bajaj Finance Ltd.

Manish joined Bajaj Finance in January 2010 as National Head – Credit & Risk, Loans against
Securities. Manish was instrumental in developing the complete credit underwriting & risk
management philosophy for the Loan against Securities business atthe time of launch and in
creating a roadmap in line with the organizational strategic intent. In April 2013, Manish took
over the responsibility of heading the Product function for Business Loans. Where he has done an
exceptional job. Manish possesses a strongdomain expertise and has always been an exceptional
team player.
Babu Rao, is a Director in the Company and also the General Counsel of Bajaj FinanceLimited.
He is responsible for Legal, Compliance and Secretarial functions of the Company.

He is a Senior Legal Professional having 24 years of wide range of experience in

Banking Laws & Practice, Corporate Laws, Capital Markets, SEBI, Tax Laws, Industrial&
Personnel Management Laws, Intellectual Property Laws, Contract Laws, SecuritizationAct,
Strategic Business Planning, Derivatives and Regulatory Compliance, Litigation, Mergers and
Acquisitions.

He has worked with companies like Citibank N.A. as Director Legal and Dy. GeneralCounsel,
Amarchand Mangaldas, HDFC Bank, Axis Bank, Unit Trust of India, etc.

Ajita Kakade is Director in the Company and also Chief - Credit and Operations at BajajHousing
Finance Limited. She has been with Bajaj Finance Limited for over 9 years andwas Head –
Business HR, Employee Engagement and HR Ops. In her last role, she hasbeen pivotal in
customizing the HR employee engagement model and has managed employee engagement
across the company by working closely with Group Business Heads and Business heads.
Previously she ran different roles which include consumer operations and customer experience.

The Board will discharge the function of CSR Committee as per Section 135 of the
Companies Act, 2013

Opening a Demat account online has become possible today in a few clicks. Several services
today are accessible through internet and mobile apps. Stock Trading is no different. Many
stockbrokers provide the ease of share market trading through web andmobile applications. It is
also much easier to open Demat Account online through stockbrokers. Demat account opening
journey takes 5 to 10 minutes and can be completed fromthe comfort of home.

Features of Demat Account

Opening Charges Free*
Brokerage Charges Rs. 5/ order*
Application ProcessOnline within 15 minutes
Demat AMC Free
Trading Products Equity/ Derivatives/ MTF

Although the major advantages of opening a Demat Account with BFSL is outlinedabove,
it will be necessary to highlight the features of BFSL as a product. Here are a few
features to know about BFSL Demat Account:

• Fully Online

BFSL offers Demat & Trading account through 100% online account openingjourney

• Free Account

One can open demat account through BFSL’s Freedom Subscription plan

• Web & App Access

An account holder is provided a web platform and an app to access the accountdetails.
BFSL’s app is called as BAJAJ SECURITIES APP

• Low Brokerage

With BFSL Demat & Trading Account, one gets to enjoy lower brokerage rates in theindustry.

• Margin Trade Financing

BFSL Demat & Trading Account holders get the facility of Margin Trade Financing
(MTF). This is a feature that makes it possible to buy stocks of higher value than
available funds.

• Multiple Products

With BFSL Demat and Trading Account, one can invest in shares, equity Futures andOptions,
ETFs, Bonds , IPO.
• Our Offerings

o Open Demat Account

o Open Trading Account
o IPO
o Margin Trade Financing
o Trade & Carry
 o US Investing
o Pickright
Story of Bajaj Finance | History of Bajaj Finance

2019-2020

A year that ended with the pandemic taking over the world did have some notable achievements
in the first part. AUM grew by 27% YOY to Rs. 1,47,153 crore as on 31stMarch 2020. The
customer franchise crossed the 40 million mark and the company's geographical spread
expanded to 2,392 locations across India, in urban and rural areas.

Bajaj Financial Securities Limited also started its operation in H2 2019. Its strategy is tooffer a
full product suite (broking) to loan against securities (LAS) clients and grow theprofit pool of
the LAS business.

2018-2019

It proved to be another stellar year when Bajaj Finance Limited, for its foreign currency
borrowing program, received a long term issuer credit rating of 'BBB' – with a stable outlook
and a short term issuer credit rating of 'A-3' by S&P Global Ratings in January2019. A 'BBB-
'rating is equivalent to India's sovereign rating assigned by S&P GlobalRatings.

2017-2018

A notable year of remarkable strides in business, customer convenience and accolades.To begin
with, Bajaj Finance's AUM stood at a whopping Rs. 77,970 crore, successfullycrossing the Rs.
75,000 crore mark and bagging the highest ever quarterly profits through the year. The board
committee of Bajaj Finance Limited approved raising Rs.
4,500 crore through a Qualified Institutional Placement (QIP) with an aim to furtherdiversify
the investor base in the 2nd quarter of the year.

Aiming to be a well-diversified company, Bajaj Finance Limited picked up a nearly 11% stake in
mobile wallet major Mobikwik for about Rs. 225 crore acquiring shares worth Rs.271,050
through compulsory convertible preference shares (CCPS). Bajaj Finance
Limited holds approximately 10.83% of Mobikwik's equity on a fully diluted basis.

Being leaders in consumer finance, the group decided to pave the digital route towards customer
convenience. Bajaj Finserv Direct Limited was carved out of Bajaj Finance to enable the
customer to transact digitally, enhancing the end-to-end online experience. Bajaj Housing Finance
Limited also commenced its operations for mortgage loans.

Achieving new heights, Bajaj Finserv's market cap crossed Rs. 1,50,000 crore, making the
company stand tall at 16th position in the overall market cap ranking.
2016-2017

The company did a record 2.5 million loans in the first quarter of 2016, the highest thatwe have
done ever. In June 2016, the total franchise of the company grew to 20.13 million. The total
income was up 38% to Rs. 2, 673 crore. PAT was up 43% to Rs. 449 crore.

The company also launched the innovative life care finance, which allows for electivesurgery
to be financed, with close to 2,500 hospitals and clinics in top-30 cities as partners across the
country.

2015-2016

Overall volume momentum from a customer acquisition standpoint remained reasonablystrong.

The company acquired 1.6 million customers in June 2015, a 36% growth. Totalincome came in
a tad below Rs. 2,000 crore, which is a 35% growth. Net interest income came in at 38% growth,
just a tad above Rs. 1,150 crore.

The consumer durable business grew 23%, and digital products such as mobile, laptopsand
tablets grew 84% YoY. The company launched gold loans for the urban market in January 2016
in 60 markets, taking the total to 85 from 25 markets. The number of totalactive EMI cards is
second in the row to India's largest private sector bank at 5.5 million. BFL also launched a retail
EMI card business where it is able to offer small loans on consumer durable starting from Rs.
5,000 to Rs. 27,000.

With the competitive environment intensifying, competition in the retail assets is also
projected to intensify. Therefore, the company’s key focus remains to continue diversifying,
de-risk businesses, and creating higher entry barriers to the business models.

2014-2015

The company acquired record 4.92 million customers in FY15 by 1.6 million customersmore than
last year, a 45% growth. The business grew strength to strength with the consumer durable
business continued to have a strong showing, acquiring 800,000 customers in the last quarter
despite a muted growth. The digital product financing business delivered 87,000 customers, a
313% growth.

The rural business grew and caught great momentum. In the last quarter, we disbursedclose to
Rs. 330 crore of new disbursals in the rural lending business, and the businessis now moving
quite well.

The company introduced Doctor's loan out of the existing business loan by using cuttingedge
analytical tools to pre-approve super affluent and above category doctors in the top 40 cities in
India and approving them. BFL also launched the next version of wealthmanagement with three
new channels in the last quarter: a relationship management
channel, a Tele RM/Video RM channel, and an independent financial advisor channel inpartnership with
BajajAllianz General and with HDFC Life Company.

2011-2013

This was a period of innovation for Bajaj Finance Limited. The company launched India's first
and only EMI (Existing Member Identification) Card and the Flexisaver in 2012. The spirit of
innovation extended to processes, and the company reduced the approval time for Durable and
Lifestyle Financing from 15 minutes to 5 seconds flat by2011.

By the second year of this decade, the company had already crossed 2,000 crore milestone in
Shareholders' Funds. The Assets Under Management are already beyondRs. 10,000 crore, and
the PBT for FY 2012 was Rs. 602 crore.

In FY 2013-14, BFL is set to breach the Rs. 20,000 crore mark for its Assets Under
Management.

The Bajaj group legacy means that the company has always been careful about growingsoundly
and places a lot of emphasis on governance. Bajaj Finance Limited is one of the few NBFCs in
the country to be awarded a rating of FAAA/Stable for Fixed Deposits,indicating a very strong
degree of safety with regards to the timely payment of interest and principal on the instrument
by the Credit Rating and Information Services India Limited (CRISIL). In addition to this, BFL
was also rated high (P1+ rating) for the ShortTerm Debt Programme and AA+/Stable for the
Long-Term Debt Programme by CRISIL and LAA+ for the Long-Term Debt Programme by
ICRA.

2000-2010

In the 2000-10 decade, the company expanded its expertise to finance dreams beyond two &
three wheelers and Durables to Business and Property and a whole host of otherpersonal needs.
New partnerships to create robust back ends to manage processes, leveraging technology to
crunch time to approval for consumers across businesses, andclose collaboration with peers for
exploring avenues for profit helped the company chartout a new success map.
Bajaj Auto Finance crossed Rs. 500 crore of annual disbursement in 2000. It doubled this within
six years to Rs. 1,000 crore in 2006 also saw BFL's Assets Under Management crossing the Rs.
1,000 crore milestone. The Shareholders' Funds crossedthe Rs. 1,000 crore milestone in 2008.

In line with our fast diversifying finance portfolio, it was natural that the name reflects the
expanded sphere of the company's presence in customers' life. The company changed its name
from Bajaj Auto Finance to Bajaj Finance Limited on 6th September 2010.
 CHAPTER -3
THEORETICAL FRAME WORK
 LEARNING AND TRAINING
Irrespective of the type or method of training, a trainer has to keep in mind some of the
principles of learning or motivation, which would enhance internationalization of what is taught.

Motivation
A trainee needs to have a desire to learn and benefit from the programme. If the is not
interested, or is de-motivated, the leaming outcome is going to be insignificant and the
company will have spent its money badly. On the other hand, being too intense about leaming
and outcome may result in setting over ambitious goals for the individual.

Reinforcement
Following on the concept of motivation is that of reinforcement. For learning to takeplace
and be internalized to the desired extent, a trainee is rewarded or given someencouragement.
This reinforcement, or the acknowledgement that what has been acquired

is desirable, can be either an extrinsic or intrinsic reward-external praise or some tangible

reward, or the individual’s feeling of a sense of progress. Current stress ison positive
support and helpful behavior, even when mistakes are made.

Feedback
Dunng the training process, it is useful for the trainee to be told how he is progressing. Several
researchers have confirmed that knowledge of results is an effective motivator.Constant and
periodic feedback has positive effects on the trainee’s leaming. Unless thetrainee knows how
close his performance comes to the desired standard, he will not have an opportunity to improve.
Feedback therefore provides a basis for correcting oneself. Secondly, feedback helps to sustain
the trainee’s interest in the task, or in cachleaming that is taking place, by bringing greater
involvement with the learning process. Iffeedback is to be meaningful, it should follow a leaming
segment as quickly as possible.
Transfer of Learning

The maximum use of training can be made if the trainee is able to transfer his learning to his
actual work role. This is possible if identical elements are incorporated in the training situation
from the job role, either existing or proposed. The more similar the learning situation is to the
job situation, the higher the degree of transfer the trainee canexpect, and hence the grater the
relevance of the training programme.

Repetition

Repetition etches a pattem into our memory, ¢.g., when one studies for an examination, it is
necessary to repeatedly to over ideas so that they can be recalledlater.

Relevance

Relevance relates to the meaningful fuse of material, which aids leaming, e.g., trainersusually
explain in the overall purpose of a job to trainees before assigning thema

particular task.

Training Inputs

There are three basic types of inputs;

(i) Skills

(ii) Attitude

(iii) Knowledge.
The primary purpose of training is to establishing a sound relationship is at its bestwhen
the workers attitude to the job is right, when the workers knowledge of the job is
adequate, and he has developed the necessary skills.

Training activities in an industrial organization are aimed at making desired modifications in

skills, attitudes and knowledge of employee so that they performtheirjobs most efficiently and
effectively.

Best time to impart training to employee

1. New recruits to the company

These have a requirement for induction into the company as a whole in terms of itsbusiness
activities and personnel policies and provisions, the terms, conditions andbenefits appropriate
to the particular employee, and the career and advancement opportunities available.

2. Transferees within the company

These are people who are moved from one job to another, either within the same workarea, ic.
the same department or function, or to dissimilar work under a different management. Under
this heading we are excluding promotions, which take people intoentirely new levels of
responsibility.

3. Promotions
Although similar to the transferee in that there is a new job to be learned in new
surroundings, he is dissimilar in that the promotion has brought him to a new level of
supervisory or management responsibility. The change is usually too important and difficult
to make successfully to permit one to assume that the promotes will pick it upas he goes
along and attention has to be paid to training in the tasks and the responsibilities and
personal skills necessary for effective performance.
4. New Plant or equipment
Even the most experienced operator has everything to learn when a computer and electronic
controls replace the previous manual and electro-mechanical system on theprocess plant on
which he works. There is no less a training requirement for the supervisors and process
management, as well as for technical service production control and others.

5. New Procedures
Mainly for those who work in offices in commercial and administrative functions but alsofor
those who we workplace is on the shop floor or on process plant on any occasion onwhich there
is a modification to existing paperwork or procedure for, say the withdrawalof materials from
stores, the control of customer credit the approval of expense claims, there needs to be
instruction on the change in the way of working in many instances, a note bringing the attention
of all concerned the change is assume to be sufficient, but there are cases, such as when total new
systems incorporating IT up dates are installed,when more thorough training is needed.

6. New standards. rules and practices

Changes in any one these are likely to be conveyed by printed note or by word of mouthby the
manager to his subordinates, and this can be the most satisfaction way of dealingwith the change
from the point of view of getting those affected to understand their newresponsibility. However
not all changes under this heading can be left to this sort of handling. Even the simplest looking
instruction may be regarded as undesirable or impracticable by whoever has to perform it he
may not understand the purpose behind the change and lose confidence in a management which
he now believes to be ‘messing about’, or he may understand the purpose and have a better
alternative to offer if it is not too late.

7. New relationship and authorities

These can arise, as a result of management decisions, in a number of ways. In examples, the
recognition of the accounts department can result in a realization of
responsibilities between the section leaders of credit control, invoicing and customer records,
although there is no movement of staff between the sections (i.e. no transfers).Although the
change in work content for each clerk and supervisor is defined clearly foreach person

in
the new procedures, there is nevertheless a need for each person to know wherehe stands in
the new set up, which is responsible for what, and where to direct problems and enquiries
as they arise in the future.

8. Maintenance of standards
We are here concerned with maintenance of standards through training, for it must be
remembered that supervision and inspection and qualify control are continuously responsible
for standards and exercise their own authorities to this end. Although it is generally agreed that
some retraining fromtime to time, taking varied forms even for theon group of employees, does
act as both a reminder and a stimulus, there is not much agreement on the next frequency and
form that such retraining should take, of there is as yet little scientific knowledge on this subject
which is of much use in industrial situations.

9. The maintenance of adaptability

Again, whilst there is little scientific study of the loss of ability to learn new skills in thosecases
where people spend a long time without change, and without the need to learn, there is
increasing evidence in current experience to suggest that this is the case in
industrial employment. Add, of course, there is the inference arising fromthe laboratoryexperiments of
psychologists.

10. The maintenance of management skills & standards

Skills in supervising, employee appraisal, communications, leadership ete are importantin all
companies. Some of these skills are seen to be critical to major developments in
company organization, culture, employee empowerment and so on. Initial training in these skills
is not uncommon in the largest companies on appointment into management and supervision.
But continuous training and performance monitoring israre, despite the common knowledge that
standards are as varied as human nature.

11. Retirement and Redundancy

Employees of any position in the company who are heading towards retirement will benefit
fromlearning about health, social life, work opportunities money managementetc. Internal or
external courses are best attended a year or two before retirement date, in a few companies a
member of Personnel will act as a counselor as required.

BENEFITS OF TRAINING
Employees and the organization need to realize the importance of contribution andlearning for
mutual growth and development Training is the answer to deal with stagnation stage by
constantly updating it in every field. Other benefits of training include:
Hiring appeal: companies that provide training attract a better-quality
workforce.
Assessing and addressing any performance deficiency.
Enhancing workforce flexibility. Cross-cultural training is essential for themfor
better adjustment in the new environment.
, Increasing commitment: Training acts as a loyalty booster. Employee
motivation is also enhanced when the employee knows that the organization
would provide themopportunities to increase their skills andknowledge.
It gives the organization a competitive edge by keeping abreast of thelatest
changes; it acts as a catalyst for change.
, Higher customer satisfaction and lower support cost results through
improved service, increased productivity and greater sufficiency.
, Training acts as benchmark for hiring promoting and career planning.
, It acts act as a retention tool by motivating employee to the vast
opportunities for growth available in an organization.
The evaluation of Training

There are a number of expressions used to describe steps taken by management and by training
offices at the conclusion of training and during the days or weeks afterwards.These expressions
include validation, evaluation, follow-up and implementation, as wellas cost benefit, which have
appeared in more recent years. We are interested in all of these and have already tackled one of
the, implementation, and we start by giving our definitions in order to establish a clearer picture
of what each is, and how they relate toeach other.
Evaluation of training, or, indeed of anything, consists simply of putting a value to it. To
evaluate training means undertaking a search for the effect that it has had on the peopleand the
situations, which it influences, and then trying to measure or estimate whether this is
advantageous or disadvantageous.
We shall see that at the level of pure training there is an evaluation to be made, but that the
principal evaluation is at a higher level in the chain. First the chain of intentionsis clear at the
outset
1. The forecourt attendants were to receive training to a defined level of
competence.
2. They were then to apply their new capability correctly during the servicethat
they gave to motorists.
3. The motorists would respond to this with a reaction of pleasure and wouldtend to
use that particular station rather more, thus increasing the amount of gasoline sold.
4. The increased sales, and negligible increased costs, would improve therevenue
and the profits.

Atraining tool: inspiring others

In the new era new era, challenges for the trainer are to create learning environment. Trainer
needs to innovate new ways design and deliver the training inputs. Wide rangeof technique like
interactive methods like teaching, experiential leaming cases inventories games, including
humor. Whereas we have the ancient way of storytelling asa powerful tool to create learning for
adult managers of industry. Sharing one’s own
perception, experience and ideasleaming value can be increased exponentially.

Methods of Training

There are various methods of training, which can be divided in to cognitive and behavioral
methods. Trainers need to understand the pros and cons of each method, also its impact on
trainees keeping their background and skills in mind before giving training. Cognitive methods
are more of giving theoretical training to the trainees. The various methods under Cognitive
approach provide the rules for how to do something, written or verbal information, demonstrate
relationships among concepts, etc. These methods are associated with changes in knowledge and
attitude by stimulating leaming.The various methods that come under Cognitive approach are:

Lectures - a method of training

It is one of the oldest methods of training. This method is used to create understandingof a topic
or to influence behavior, attitudes through lecture. A lecture can be in printedor oral form.
Lecture is telling someone about something. Lecture is given to enhance the knowledge of
listener or to give him the theoretical aspect of a topic. Training is basically incomplete without
lecture. When the trainer begins the training session by telling the aim, goal, agenda, processes,
or methods that will be used in training that means the trainer is using the lecture method. It is
difficult to imagine training without lecture format. There are some variations in Lecture method.
The variation here meansthat some

forms of lectures are interactive while some are not straight Lecture: Straight lecture method
consists of presenting information, which the trainee attempts to absorb. In thismethod, the
trainer speaks to a group about a topic. However, it does not involve any kind of interaction
between the trainer and the trainees.

A lecture may also take the formof printed text, such as books, notes, etc. Thedifference
between the straight lecture and the printed material is the trainer’s
intonation, control of speed, body language, and visual image of the trainer. The trainerin case of
straight lecture can decide to vary from the training script, based on the signals fromthe trainees,
whereas same material in print is restricted to what is printed.

A good lecture consists of introduction of the topic, purpose of the lecture, and prioritiesand
preferences of the order in which the topic will be covered.

Main Features of Lecture Method

Some of the main features of lecture method are:
Inability to identify and correct misunderstandings
Less expensive
Can be reached large number of people at once
Knowledge building exercise
Less effective because lectures require long periods of trainee inactivity

Demonstration Training Method

This method is a visual display of how something works or how to do something. As an
example, trainer shows the trainees how to perform or how to do the tasks of the job. Inorder to
be more effective, demonstration method should be should be accompanied bythe discussion or
lecture method. To carry out an effective demonstration, a trainer firstprepares the lesson plan
by breaking the task to be performed into smaller modules, easily learned parts.
Then, the trainer sequentially organizes those modules and prepares an explanationfor why
that part is required. While performing the demonstration, trainer: Demonstrates the task by
describing how to do, while doing
Helps the focusing their attention on critical aspects of the task
Tells the trainees what you will be doing so they understand what you willbe
showing them
Explains why it should be carried out in that way
The difference between the lecture method and the demonstration method is the level ofinvolvement of the
trainee. In the lecture method, the more the trainee is involved.
The financial costs that occur in the demonstration method are as follows:

Cost of training facility for the program

Cost of materials that facilitate training
Food, travel, lodging for the trainees and the trainers Compensation
of time spent in training to trainers and traineesCost related to creating
content, material
Cost related to the organization of the training

After completing the demonstration, the trainer provide feedback, both positive or
negative, give the trainee the opportunity to do the task and describe what is done &
why.
Discussion Training Method

This method uses a lecturer to provide the learners with context that is supported,
elaborated, explains, or expanded on through interactions both among the trainees and
between the trainer and the trainees. The interaction andthe communication between these
two make it much more effective and powerfulthan the lecture method. If the
Discussion method is used with proper sequence i.e. lectures, followed by
discussion and questioning, can achieve higher level knowledge objectives,such as
problem solving and principle learning.

The Discussion method consists a two-way flow of communication i.e. knowledgein the
form of lecture is communicated to trainees, and then understanding is conveyed back
by trainees to trainer.

Understanding is conveyed in the form of verbal and non-verbal feedback that enables
the trainer to determine whether the material is understood. If yes, thendefinitely it
would help out the trainees to implement it at their workplaces and if not, the trainer
may need to spend more time on that particular area by presenting theinformation
again ina different manner.

Questioning can be done by both ways i.e. the trainees and the trainer. When the
trainees ask questions, they explain their thinking about the content of the lecture. A
trainer who asks questions stimulates thinking about the content of the lecture. Asking
and responding questions are beneficial to trainees becauseit enhance understanding and
keep the trainees focused on the content.
Besides that, discussions, and interactions allow the trainee to be actively engaged in
the material of the trainer. This activity helps in improving recall.

Computer-Based Training (CBT)

With the world-wide expansion of companies and changing technologies, thedemands

for knowledge and skilled employees have increased more than ever, which in turn,
is putting pressure on HR department to provide trainingat lower costs. Many
organizations are now implementing CBT as an alternative to classroom-based
training to accomplish those goals

According to a recent survey, about 75% of the organizations are providing training to
employees through Intranet or Internet. Internet is not the method oftraining, but has
become the technique of delivering training. The growth of electronic technology has
created altemative training delivery systems. CBT does not require face-to-face
interaction with a human trainer. This method is sovaried in its applications that it is
difficult to describe in concise terms.

The various methods that come under Cognitive approach are :

 Intellegent Tutorial System(ITS)

Programmed Instruction (PI)

Virtual Reality

Behavioural methods are more of giving practical training to the trainees. Thevarious
methods under Behavioural approach allow the trainee to behaviour in a real
fashion. These

methods are best used for skill development.

The various methods that come under Behavioural approach are:

Games And Simulations

Behavior-modeling
Business games
Case studies
EQUIPMENT
STIMULATORSIN-BASKET
TECHNIQUE ROLE PLAY

Both the methods can be used effectively to change attitudes, but throughdifferent
means.

Another Method is management development method

COACHING
Coaching is one of the training methods, which is considered as a corrective method forinadequate
performance. According to a survey conducted by International Coach
Federation (ICF), more than 4,000 companies are using coach for their executives.These
coaches are experts most of the time outside consultants.

A coach is the best training plan for the CEO's becauseIt is

one-to-one interaction
It can be done at the convenience of CEO
It can be done on phone, meetings, through e-mails, chat
It provides an opportunity to receive feedback from an expert
It helps in identifying weaknesses and focus on the area that needs improvement This method
best suits for the people at the top because if we see on emotional front, when aperson reaches the
top, he gets lonely and it becomes difficult to find someone to talk to.

The procedure of the coaching is mutually determined by the executive and coach. Theprocedure
is followed by successive counseling and meetings at the executive's convenience by the coach.
• Understand the participant's job, the knowledge, skills, and attitudes, and
resources required to meet the desired expectation
• Meet the participant and mutually agree on the objective that has to be achieved
• Mutually arrive at a plan and schedule
• At the job, show the participant howto achieve the objectives, observe the
performance and then provide feedback
• Repeat step 4 until performance improves

For the people at middle-level management, coaching is more likely done by the supervisor;
however experts from outside the organization are at times used for up- andcoming managers.
Again, the personalized approach assists the manger focus ondefinite needs and improvement
Mentoring
Mentoring is an ongoing relationship that is developed between a senior and junioremployee.
Mentoring provides guidance and clear understanding of how the organization
goes to achieve its vision and mission to the junior employee
The meetings are not as structured and regular than in coaching. Executive mentoring isgenerally
done by someone inside the company. The executive can learn a lot from mentoring. By dealing
with diverse mentee’s, the executive is given the chance to growprofessionally by developing
management skills and learning how to work with people with diverse background, culture, and
language and personality types
Executives also have mentors. In cases where the executive is new to the organization,a senior
executive could be assigned as a mentor to assist the new executive settled into his role.
Mentoring is one of the important methods for preparing them to be future executives. This
method allows the mentor to determine what is required to improve mentee’s performance.
Once the mentor identifies the problem, weakness, and the areathat needs to be worked upon, the
mentor can advise relevant training. The mentor canalso provide opportunities to work on
special processes and projects that require use ofproficiency.
Some key points on Mentoring

Mentoring focus on attitude development Conducted for

management-level employees Mentoring is done by
someone inside the companyIt is one-to-one interaction
It helpsin identifying weaknesses and focus on the area that needs improvement
 Job Rotation

For the executive, job rotation takes on not simply going to another department. In somevertically
integrated organizations, for example, where the supplier is actually part of same organization
or subsidiary, job rotation might be to the supplier to see how the business operates from the
supplier point of view. Learning how the organization is perceived from the outside broadens
the executive's outlook on the process of the organization. Or the rotation might be to a foreign
office to provide a global perspective.For managers being developed for executive roles,
rotation to different functions in the company is regular carried out.

This approach allows the manger to operate in diverse roles and understand thedifferent
issues that crop up. If someone is to be a corporate leader, they must have this type oftraining.
A recent study indicated that the single most significant factor that leads to leader's
achievement was the variety of experiences in different departments, businessunits, cities, and
countries.

An organized and helpful way to develop talent for the management or executive level of the
organization is job rotation. It is the process of preparing employees at a lower level to replace
someone at the next higher level. [tis generally done for the designations thatare crucial for the
effective and efficient functioning of the organization.

Benefits of Job Rotation

Some of the major benefits of job rotation are:
It provides the employees with opportunities to broaden the horizon of
knowledge, skills, and abilities by working in different departments, business
units, functions, and countries
Identification of Knowledge, skills, and attitudes (KSAs) requiredIt
determines the areas where improvement is required
Assessment of the employees who have the potential for filling the position
 OFF THE JOB TRAINING

There are many management development techniques that an employee can take in offthe job.
The few popular methods are:

* Sensitivity training
* Transactional analysis
* Straight lectures/ lectures
* Simulation exercises
Case Study on Training Methods
Sales Training At Abc Company
Few years ago, ABC Company developed a training strategy for training its global salesforce.
An important feature of the strategy was to create a master training plan for eachyear. The
organization’s strategic plans, objectives, and functional tactics would drive tthis plan. Once an
initial procedure was designed it was then evaluated and critiqued the top management,
different units, and training council. The input from these stakeholders would be summarized
and transferred into a master training Plan. The major question that was asked by the designers
of training program was, “what resultsdo we want from salespeople after the training program
is over?” Answer to this question becomes the objective of the training program.
Then training content was designed, videos were made. The videos took 3 to 6 monthsto
produce. Video contains live production plants, clients’ offices, partner offices, suppliers,
manufacturers’ locations, and other locations.

Videos were used to train sales people in various areas, such as:
* Market information i.c. about customer profile, market updates, and
computer integrated manufacturing applications, etc
* Sales Process i.e. how to deal in the situation of conflicts with customer,
coaching on undesirable behavior, supplement skills developed during livecourses

* Product information, such as, product usage, applications, system

description, product description, comparison with competitor's
products, etc
* Policies and procedures, i.c. about sales contests, incentive plans on achieving
targets, annual bonuses, winners receiving the best salesperson award tomotivate the sales
force
Representatives then watch video, follow the directions, and refer to the material if facesany
problem.
Around thousands of sales persons were getting a specific video training. The salespeople
were getting training material along with the video. Sales material, they would take an exam
and call a toll-free number to transmit responses to exam.
Salespeople who successfully passed an exam were factored into performance and merit
reviews as well as promotional opportunities. Those who couldn't pass the examwere asked to
go through the material and video again before retaking the exam. If the salesperson failed an
exam again, the reporting manager was notified.
This case gives rise to few important questions. These questions are:

In today’s technological world, is video still the best way to delivertraining?

Is video the most effective way to achieve training objectives?
What role did cost of development, cost of delivery play in selection ofvideo
delivery system?

Training Need Analysis (TNA)

An analysis of training need is an essential requirement to the design of effective training. The
purpose of training need analysis is to determine whether there is a gapbetween what is required
for effective performance and present level of performance.Why training need analysis?
Training need analysis is conducted to determine whether resources required are available or
not. It helps to plan the budget of the company, areas where training isrequired, and also
highlights the occasions where training might not be appropnatebut requires alternate action.
Corporate need and training need are interdependent because the organization performance
ultimately depends on the performance of its individual employee and itssub group.
Organizational Level — Training need analysis at organizational level focuses on strategic
planning, business need, and goals. It starts with the assessment of internalenvironment of the
organization such as, procedures, structures, policies, strengths,and weaknesses and external
environment such as opportunities and threats. After doing the SWOT analysis, weaknesses can
be dealt with the training interventions, while strengths can further be strengthened with
continued training. Threats can be reduced by identifying the areas where training is required.
And, opportunities can beexploited by balancing it against costs. For this approach to be
successful, the HR department of the company requires to be involved in strategic planning. In
this planning, HR develops strategies to be sure that the employees in the organization have the
required Knowledge, Skills, and Attributes (KSAs) based on the future KSAsrequirements at
each level

Individual Level — Training need analysis at individual level focuses on each and every
individual in the organization. At this level, the organization checks whether anemployee is
performing at desired level or the performance is below expectation. If the difference between
the expected performance and actual performance comes outto be positive, then certainly there
is a need of training.

However, individual competence can also be linked to individual need. The methodsthat are
used to analyze the individual need are:
Appraisal and performance review
Peer appraisal
Competency assessments
Subordinate appraisal Client
feedback
Customer feedback
Self-assessment or self-appraisal
Operational Level — Training Need analysis at operational level focuses on the work that is
being assigned to the employees. The job analyst gathers the information on whether the job is
clearly understood by an employee or not. He gathers this informationthrough technical
interview, observation, psychological test; questionnaires asking the closed ended as well as
open ended questions, etc. Today, jobs are dynamic and keepchanging over the time.
Employees need to prepare for these changes. The job analystalso gathers information on the
tasks needs to be done plus the tasks that will be required in the future. Based on the
information collected, training Need analysis (TNA)is done.

Training-Design
The design of the training program can be undertaken only when a clear training objective has
been produced. The training objective clears what goal has to be achievedby the end of training
program i.c. what the trainees are expected to be able to do at theend of their training. Training
objectives assist trainers to design the training program.
The trainer — Before starting a training program, a trainer analyzes his technical, interpersonal,
judgmental skills in order to deliver quality content to trainers The trainees
— A good training design requires close scrutiny of the trainees and the profiles. Age,
experience, needs and expectations of the trainees are some of the important factorsthat affect
training design.

Training climate — A good training climate comprises of ambience, tone, feelings, positive
perception for training program, ete. Therefore, when the climate is favorable nothing goes
wrong but when the climate is unfavorable, almost everything goes wrong.Trainees’ learning
style — the learning style, age, experience, educational backgroundof trainees must be kept in
mind in order to get the right pitch to the design of the program
Training strategies — Once the training objective has been identified, the trainer translates it
into specific training areas and modules. The trainer prepares the prioritylist of about what
must be included, what could be included.
Training topics — After formulating a strategy, trainer decides upon the content to be
delivered. Trainers break the content into headings, topics, ad modules. These topicsand

modules are then classified into information, knowledge, skills, and attitudes.

Sequence the contents — Contents are then sequenced in a following manner:

* Fromsimple to complex
* Topics are arranged in terms of their relative importance
* Fromknown to unknown
* Fromspecific to general
* Dependent relationship

Training tactics — Once the objectives and the strategy of the training program becomes
clear, trainer comes in the position to select most appropriate tactics ormethods or techniques.
The method selection depends on the following factors:

* Trainees’ background
* Time allocated
* Style preference of trainer
* Level of competence of trainer
* Availability of facilities and resources, etc

Support facilities — It can be segregated into printed and audio visual. The various
requirements in a training program are white boards, flip charts, markers, etc.
Constraints — The various constraints that lay in the trainers mind are:
* Time
* Accommodation, facilities and their availability
* Furnishings and equipments
* Budget
* Design of the training, etc
 Training Implementation
To put training program into effect according to definite plan or procedure is called training
implementation. Training implementation is the hardest part of the system because one wrong
step can lead to the failure of whole training program. Even the besttraining program will fail due
to one wrong action.
Training implementation can be segregated into:
* Practical administrative arrangements
* Carrying out of the training
Implementing Training
Once the staff, course, content, equipment’s, topics are ready, the training isimplemented.
Completing training design does not mean that the work is done because implementation phase
requires continual adjusting, redesigning, and refining. Preparation is the most important factor
to taste the success. Therefore, following arethe factors that are kept in mind while
implementing training program:

The trainer — The trainer need to be prepared mentally before the delivery of content.Trainer
prepares materials and activities well in advance. The trainer also set groundsbefore meeting with
participants by making sure that he is comfortable with course content and is flexible in his
approach.
Physical set-up — Good physical set up is pre-requisite for effective and successful training
program because it makes the first impression on participants. Classrooms should not be very
small or big but as nearly square as possible. This will bring peopletogether both physically and
psychologically. Also, right amount of space should be allocated to every participant.
Establishing rapport with participants — There are various ways by which a trainer canestablish
good rapport with trainees by:
* Greeting participants — simple way to ease those initial tense moments
* Encouraging informal conversation
* Remembering their first name
* Pairing up the learners and have themfamiliarized with one another
* Listening carefully to trainees’ comments and opinions
* Telling the learners by what name the trainer wants to be addressed
* Getting to class before the arrival of learners
* Starting the class promptly at the scheduled time
* Using familiar examples
* Varying his instructional techniques
* Using the alternate approach if one seems to bog down

Reviewing the agenda — At the beginning of the training programit is very important toreview
the program objective. The trainer must tell the participants the goal of the program, what is
expected out of trainers to do at the end of the program, and how

the program will run. The following information needs to be included:

* Kinds of training activities
* Schedule
* Setting group norms
* Housekeeping arrangements
* Flow of the program
* Handling problematic situations

Training Evaluation
The process of examining a training program is called training evaluation. Trainingevaluation
checks whether training has had the desired effect. Training evaluationensures that whether
candidates are able to implement their leaming in their respective workplaces, or to the
regular work routines.
Purposes of Training Evaluation
The five main purposes of training evaluation are:
Feedback: It helps in giving feedback to the candidates by defining the objectives andlinking it to
learning outcomes.
Research: It helps in ascertaining the relationship between acquired knowledge, transferof
knowledge at the work place, and training.
Control: It helps in controlling the training program because if the training is noteffective,
then it can be dealt with accordingly.
Power games: At times, the top management (higher authoritative employee) uses theevaluative
data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are aligned withthe
expected outcomes.
Process of Training Evaluation
Before Training: The learner’s skills and knowledge are assessed before the training program.
During the start of training, candidates generally perceive it as a waste of resources because at
most of the times candidates are unaware of the objectives and leaming outcomes of the
program. Once aware, they are asked to give their opinions onthe

methods used and whether those methods confirm to the candidates preferences andLearning
style.
During Training: it is the phase at which instruction is started. This phase usually consistof short
tests at regular intervals
After Training: it is the phase when learner’s skills and knowledge are assessed againto
measure the effectiveness of the training. This phase is designed to determine whether
training has had the desired effect at individual department and organizational levels.
There are various evaluation techniques for this phase.Techniques of
Evaluation
The various methods of training evaluation are:
* Observation
* Questionnaire
* Interview
* Self diaries
* Self recording of specific incidents

Quality
Particularly in those industries, which have to compete in international markets, the
management made clear links between training policies and the quality of work.

Change in Corporate culture

Continuous training was used to transmit new business strategies and new organisationculture.

Organisational Development
In some organisation where financial responsibilities were being decentralized, thetraining
function was also getting decentralized. In other training department was abolished all
together and all manager’s were made responsible for instruction andtraining.

Flexible working practices

Company made a major training programafter making two third work forces redundant.
This involved both vocational training and encouraging employee to take educationalcourses
in their free time.
Training and employment package
In certain companies training formed part of the pay packet offered to employees. Italso had
a bearing on the Lab our turnover percentage of employee. In other way we can say its like
cost to company.
Corporate structure
In some instances | became difficult for managers to meet business objectives becausethey had in
sufficient contro! over recruitment and training decision. In some other casesrivalries between
different divisions of same company, prevented the integration of coherent training and personal
policies at central level.

The role of professinal trainers

The findings suggest that the role of the professional trainer had undergone significantchanges.
He is today not only a mere provider or organiser of training but also is beingseen as an agent or
facilitator of change. This because today the management is integrating training into the very
culture of their organisation. In some organisation the
trainers now have access to key decision-makers and have established greater
legitimacy for training and development activities.

Corporate and individual training needs

Evidence suggests that numbers of organisation are effectively integrating their training and
business strategies and progress has been made in training for organisational development.

Although the need for continuing training of manager and professional is beingassessed on a
more systematic basis this has not been extended more widely.

Types Of Training Methods

The training methods which are generally used in an organization are classified into two
1) On the job: On-the-job training places the employees in an actual work situation andmakes
them appear to be immediately productive. It is learning by doing. For jobs, that either are
difficult to simulate or can be learn quickly by watching and doing on-thejob training makes
sense.
One of the drawbacks to on-the-job training can be low productivity while the employeesdevelop
their skills. Another drawback can be the errors made by the trainees while theyleam. However,
when the damage the trainees can do is minimal, where training facilities
and personnel are limited or costly, and where it is desirable for the workers to learn the job
under normal working conditions, the benefits of on-the-job training frequently offset its
drawbacks.

(ii) Job Instruction Training: JIT consists of four basic steps:

(a) Preparing the trainees by telling themabout the job and over coming their
uncertainties
(b) Presenting the instruction, giving essential information in a clear manner,
(c) Having the trainees try out the job to demonstrate their understanding; and
 (d) Placing the workers into the job, on their own, with a designated resource person tocall
upon should they need assistance.

2) Off the job: Off-the-job training covers a number of techniques — classroom lectures, films,
demonstrations, case studies and other simulation exercises, and programmed instruction. The
facilities needed for each of these techniques vary from asmall make shift classroom to an
elaborate development center with large lecture halls,supplemented by small conference rooms
with sophisticated audiovisual equipment, two-way mirrors, and all the frills.
(i) Classroom lectures/conferences: The lecture or conference approach is well adapted
to conveying specific information — rules, procedures, or methods. The use ofaudiovisuals or
demonstrations can often make a formal classroom presentation moreinteresting while
increasing retention and offering a vehicle for more interesting while increasing retention and
offering a vehicle for clarifying more difficult points. The lecture’s liabilities include possible
lack of feedback and the lack of active involvementby the trainees.
(ii) Simulation exercises: Any training activity that explicitly places the trainee in an
artificial
environment that closely mirrors actual working conditions can be considered asimulation.
Simulation activities include case exercises, experimental exercises, complex
computer modeling, and vestibule training.

(iii) Vestibule training: In vestibule training, employees learn their jobs on the
equipment they will be using, but the learning is conducted away fromthe actual workfloor. In
the 1980s many large retail chains train cashiers on their new computer cash
registers — which are much more complex because they control inventory and perform other
functions in addition to ringing up orders — in specially created vestibule labs thatsimulated the
actual checkout-counter environment.
Training, as a process of long temleaming is essentially a developmental tool.. By

effectively utilizing this tool, the organization expects to achieve career objectives.
> Contribute towards the career progressions of the employees by importing knowledge of
an additional or reinforcing nature, developing skills and bringing about desired attitudinal
changes among them. This would not merely prove effective in assisting them to achieve
organizational goals but also enable enhancement of their selfesteemand self confidences to face
external challenges.
> Ours is a changing and dynamic organization which has to pay considerable
emphasis on training and retraining its employees to enable them to be competent,
committed and has the capacity to change according to the extemal and intemal demands
and pressures.
Training of employees is not merely the responsibility of the management or the training cell
alone, but the responsibility of department managers as well. The human resourcedepartment
must enable the involvement of the department managers in the process ofemployee training and
development.

Assessment Of Training Needs

There are five steps towards the assessment and analysis of training and developmentof the
organization.
> Collection of information through interviewing and discussing with key personnelboth
inside and outside the organization or specific departments; examining records, other written
information and annual employee appraisal.
> Compare performances of each department and each employee against
objectives, targets and standards set for them and keeping in mind future
workrequirements in the organization.
> Identify cause of problems faced by the organization to enable the managementto train
the employees in handling the problems as well as solving the problem in a satisfactory
manner.
> Segregate identified problems into problems requiring staff development actionsuch as
training and into problems requiring other management actions, so that these problems are
accurately addressed.
> Prioritize training actions in accordance to where the training need is moreurgent.

Types Of Training Adressing Various Training Needs:

* Entry training involving new recruits and employees required to take a new job.
* Problemresolution training to meet a shortfall or deficiency in job performance.
* Training for change to prepare employees for job identified in near future.
* Development to equip employees to meet organizational changes in future.

Training in Global Business World

With the expansion of the organization, Human Resource job in no longer limited to theirnative
country but has extended worldwide. Localization is a key to successful expansion that helps in
improving upon workforce connections, doing the work effectively and efficiently, and reducing
global turnover.
As the organizations are expanding globally, training has become quite an essential
ingredient to improve performance. However, unavailability of budget necessary toachieve
goals results the training function to be at the bottomof priority list. Besidesthat,
managers do not fully adapt according to the local environment for the transfer of training.
Very often, managers use minimumof locally suitable resources or the mostcritical material
like employee handbooks.
Training success in various countries requires cross cultural literacy i.e. understandingof how
cultural differences across nations can affect the way training is given. At the same time,
different cultures may or may not be supportive in the transfer of training, inthe sense that
cultural factor may lower or raise the cost of training.

Case Study — A very brilliant marketing professional went to Amb for the sale of his
Company’s soft drink. But he came back with no results.When asked about the failureof the
mission, he answered that he prepared three cartoons. Cartoon-1- Displaying aman looking
exhausted and tired, is walking in desert in scorching heat. Cartoon-2- Displaying the same
man opening bottle and drinking the soft drink. Cartoon-3- Displaying the man feeling alive
and refresh again. Though, his strategy was good, unfortunately fails because he was unaware
that Arab people read from right to left.
Moral here is localization is a key to success.
There are some major barriers in the transfer of training when it comes to giving trainingin other
countries.

Culture
 1. Values and Norms
2. Attitude
3. Age, Gender, and Professional Status Language
1. Spoken
2. Unspoken
Social Structure
1. Individual

2. Assumptions

3.Group

Culture - Factor In Global Training Program

Communicating the information to different people from different cultures and different
nationalities can give rise to many problems. Many simple things that seem simple and
straightforward to communicate become difficult when it comes to communicating in different
environment. Giving training in one’s own culture is quite different from giving training in
different culture. Being a good trainer is not the only requirement but understanding socio-
economic and cultural backgrounds has nowbecome an importantpart.
Values, norms, attitude are the building blocks of culture. Values means what a group ofpeople
believes to be good, bad, right, or wrong. Norms means the social rules and guidelines that
prescribe appropriate behavior. Attitude disposes a person to act ina certain way toward
something in certain situation. A trainer giving training in different culture has to keep these
things in mind before delivering content.

Instances: A good case that concerns attitude towards time in different cities: People are very
punctual in United States.
People from US tend to come little early for any meeting, or when invited for dinner, party to
someone's home because in their culture it is considered to be polite to arrive on time. In Great
Britain, people tend to come late for any appointment. If called at 5 P.M., that means come at
5.30 or 6 P.M. Even for Argentineans, coming on exact time is far too early. For instance, In
US, if the trainer gets late for a scheduled training session it is
treated as a breach of etiquette. And it may result in loss of trainer's respect and failurein transfer
of training.
Age, Gender, and Professional Status — Different cultures give different regard to age, gender,
and professional qualification. For example, in Japan, people give high regard to older people.
Older people are regarded as having greater knowledge, skills, wisdom,and abilities. Respect in
the sense that people are more willing to listen to and seriouslyconsider the information. In such
a culture, a young trainer might have to work harder togain attention and
face problems in executing the programand transfer of training.Similarly, somecountries are
also biased about the gender. Like in Gulf countries, women’s role is limited tohouseholds
only.
In such a culture, it is not possible for women trainers to undergo training programsbecause
people will not be as receptive as in other culture.
Same is with high professional status- the higher the qualification of the trainer, the morewill be
the importance attached to the information.

Language Problem in International Training and Development Programs

Language compnises of both spoken and unspoken means of communication. Bestestof
the best training program will fail if trainer is not well versed in communicating trainees”
language. Language is one of the most important ingredients of culture.

Spoken Language- Trainees’ receiving training prefer to speak in their own language and trainer
being able to speak the local language can help establishing rapport amongtrainees, which may
be very important for the transfer of training. Language is one of the major barriers when it comes
to giving training in cross-cultural environment. Chinese isthe mother tongue of the largest
number of people (shown below), followed buy Englishand Hindi.
Unspoken Language- means non-verbal communication, a very important part of
communication. It is a communication that uses body movements and gestures such as,raising
eyebrows, smiling, hand movements, facial expressions, etc. A failure to
understand unspoken language can lead to a failure of communication because bodylanguage is
not the same in every culture.
For instance, raising eyebrows is a sign of recognition in most cultures, but in somecultures,
it’s
not. Similarly, making a circle with the thumb and forefinger is a friendly gesture in the US,
but it is obscene invitation in Turkey and Greece. Also, thumbs-up gesture is usedto indicate
that “its fine” in the US and Europe, but it is vulgar gesture in Greece.
Another case of unspoken language is the amount of distance between the persons talking to
each other. In Latin America, the distance adopted by parties in a business discussion is 3 to 5
feet while in the US, itis 5 to 8 feet. In the training context, if the trainer gives training in Latin
America and maintains a much larger distance than desired in their culture, then in turn, it may
result in a regrettable lack of rapport betweenthe trainer and the trainee.
Therefore, using the right body language is very important in cross-cultural training.

Global Training Class — Social Structure

Social Structure refers to basic social organization. It consists of many aspects such as, the
degree to which the social organization laid emphasis on the individual, as opposedto the group.

Individualism—
Some countries emphasizes on individual achievement. Westem countries emphasize on
individual performance, this in turn, leads to high level of creativity, high degree of managerial
mobility, entrepreneurial activity, etc. On the other hand, encouraging individualism also make
it difficult to work in teams. It may be difficult for them to cooperate which may serve as an
obstruction in smooth flow of training. Group-In mostof the countries, group is the primary unit
of organizations. Like in Japan, the social status of an individual is determined as much as in by
standing of the group. This may lead to better cooperation; on the other hand it suppresses
entrepreneurial activity, individual creativity, etc. This in turn, may result, in loss of recognition
of individual achievement at work after training.
Therefore, trainer has to keep in mind the factor of the individual and the group while giving
training because encouraging a particular individual in Japan might be consideredas impolite or
vice-versa
Assumptions — We all make assumptions every day. It may be positive or negative, good or
bad. Assumptions influence our attitudes, perceptions. Most people see what they want to see
and believe what they want to believe. It some times leads to coincidingand some time clashes.
This tendency to make assumptions and forming attitudes regarding certain things can be a big
problem in a cross-cultural training. Differences in assumptions can some times be very
problematic. As an example, trainer may believe that if the trainees do not question, they
understand the content. On the other hand, trainees may believe that if they will ask question, the
trainer might think they are dull.
Presumptions can some times result in disrespect, distrust or resistance to change behavior after
training. For instance, trainees might misinterpret trainer because of his different accent,
appearance, style, or anything. Lack of interest of trainees de motivatestrainer to transfer
expertise and skills. This can lead to discomfort and misjudging the other's motives and goals
It is important to analyze the audience on the factors of customs, values, and languagein case of
cross-cultural training.

Stakeholders in Training
There are three major stakeholders in training program
1. The Organization
2. The Trainee
3. The Trainer
Stakeholders in the training take a training plan forward, perhaps over a period ofone year,
and sets parameters and priorities for the implementation stage. General

Questions, which are asked in relationships to the training systems, are:

* What type of training is required?
* Why the training is required?
* What is the budget of the training?
* What are the most sensitive and critical areas?
* How the training will be carned out?
* By whomthe training program will be carried out?
* Where and when will the training program be carried out?
Questionnaire on Study on Effectiveness of Training & Development
An organization has a very close relationship with the trainee and the trainer because itis the
first contact for both.
The demand for the training in the organization increases when the organization wants:
* To hire new people — training as a means of training new recruits
* To Expand—When the company wants to increase its headcount
* To increase certain number of staff (in position) by a certain date
* To enhance the performance of employees
* Organization’s name to be a part of training unit.

Demand for training also increases when there is change in the nature of job, change intaste of
consumer, change in methods of product development, etc. The organization goes through the
following steps for the transfer of training to the field.
But the problemarises when the organization outsource the training process. In thissituation
the organization assumes that the trainer must be aware of the type of training need s of the
participants and their organization and their content will meetthose needs.
This leads to failure of the program, which results in collusion. Therefore, it’s a foremost duty of
the organization to make the trainer and their organization aware of their culture, climate,
responsibilities of organization, etc.
The trainee is a major stakeholder in a training program. The whole training program is
developed for the trainees only. Each candidate plays an important role in the transfer oftraining
because one participant's attitude regarding the training influence the other participants and also
cach participant can assist by advancing the learning process to realize the training objectives.

Participant's willingness to invest in the program is directly proportional to the benefitsof the
learning that the trainee could expect. Each participant forms their own perception towards
training. Some perceptions remain the same during the program,while some faded depending
upon the assessment of a program by the participant

Some personal factors that affect the trainee’s learning are:

* Family Situation
* Personal Problems
* Relation between the training programand personal objective
* Level of self esteem
* Benefits expected from training
* Comfort level with the trainer
* Learning style of trainee
* KSA of trainee
* Previous training experiences
* Desire for professional growth and development

Some environmental factors that affect the trainee’s learning are:

* Relationship with colleagues and subordinates
* Training team
* Trainer team
* Training objective
* Content of training
* Training design i.c. methods, techniques, and strategies
* Environment in the program
* Composition of training group
* Infrastructure i.c. eating facilities, tea/coffee breaks

No matter how good the training program is, in the end itis the participant only who
decides whether to change his behavior or not. Trainees do not change theirbehavior
merely because someone tells them to do. They change when they feelthere is a need of
it. They do it with their own learning style. The trainer and the organization can only try
to remove the mental blocks of the trainee, rest dependson trainee itself.

Importance of Trainer, Role of Trainer

The effective transfer of training depends a lot on the trainer because it is the traineronly who
can remove the mental block of trainee, motivate the trainee to leam, deletethe negative
perception of the trainee regarding the training. Besides all that, a lot depends on personality of
trainer also.
The major competencies that are required to be present in a trainer are:
* Presentation Skills
* Business Skills i.e. budgeting, time management, negotiation, etc.
* Content Development i.e. material production, graphics, layouts, etc
* Self development i.e. interpersonal skills, good listening skills, flexible, accepting theshare
of accountability, etc
Trainer’s Skills
The skills that need to be present in a trainer are:
* Training Design
* Evaluating the training program
* Training need analysis
* Worksheet design
* Exervises design

Role of Trainer
* Facilitation Of Training
* Facilitation of Transfer of Training through Focus on Trainee and Organization
* Intervention
* Focus on Trainee
* Focus on Organization Intervention
* Focus on Trainee
Training is successful not only with good training design and training objectivesbut also
with the readiness and willingness of the trainees. For the training to be
1. Motivation
2. Knowledge, Skills, and Attitudes (KSAs)
3. Expectations towards Training
Expected Performance is directly proportional to the multiplication of motivationsrequired
KSAs, and expectations towards training i.e.

Motivation — If the trainee is not motivated to learn, no learning is likely to occurno

matter how good the training methods are, or how talented the trainees are. Therefore, it
is important to intervene before training and provide them the information about the
learning outcome that they can expect and howthe leamingoutcome will help in achieving
the objectives. This increases the motivation to leam and to be successful in training.
Expectations — Positive expectations matter a lot in a training program. If the trainee perceives
the training as waste of time, and waste of resources, no leaming is likely to occur. No learning
is possible with negative perception. On the other successful, three things are required, hand, if
the trainee believes and expects that the training would helphim to improve upon his
professional skills and would further help him in achieving his personal goals, the probability of
training to meet the objective increases. Knowledge, Skills, and Attitudes (KSAs) — It is
important that the selected trainees should have theright KSAs for the training because even if
the methods and contents of the training is good but the candidates do not have the right KSAs,
the training program will fail. Also the training methods would not be effective if the candidates
are lacking the desired skills. Therefore, proper selection technique is must that would ensure
that hired have the requisite KSAs to be successful in training.
Facilitation of Training Through organisation Intervention
Failure of training is not always because of lack of KSAs but sometimes it isbecause
of the organizational forces also. These forces also hold back the transfer oftraining, and leaming.
Therefore, it is important to keep in check those forces. For thesuccessful transfer of training, it
is necessary to have supervisor support, trainer support, peer support, reward system, climate
and culture.

Peers Support --- Peer support can also help in transfer of training, for example,if the
trainee is the only one who is receiving training in the department then probably the
experienced peers might put pressure on trainee to forget the training and work. This
situation also hampers in transfer of training. However,
this situation can be avoided by involving the entire department in training, alsoby
encouraging the learning culture in the organization.
Supervisor Support -— can affect their employees® learning in number of ways, forexample,
if the trainee is motivated to leam and receives full support from their supervisor, then this
support in turn encourages the employee to learn as much as possible. Also, supervisorcan also
reduce the negative factors of training, such as, the work that piles up during traiming that
makes the employee uncomfortable and employees’ negative perception about the training
program.
Trainer Support --- can also have a positive impact on the transfer of training. Gone are the days,
when the trainers’ role used to get over once the training program is done. Trainers’ role is now
extended to the work place also,Besides training, trainer's role is to keep a check on how trainees
are performing and help them and discuss with them if they encounter any problem in the
workplace.

Climate --- Apart from supervisor support, peers support, trainer support, Climate factor also
comprises of company polices, attitude of upper management towards employee, towards
training. If these factors are positive then the climate will also support the transfer of training. It
is the organizations foremost duty to make the employees realize through these factors that
adequate amount of time and resources are spent on them for their professional and personal
development.
Culture --- also have the impact over the transfer of training. If the culture of theorganization
Provides enough opportunities to its employees to implement what they have learnt inthe
workplace and provide them variety of others factors such as, social support, challenging jobs,
etc then the likelihood of the transfer of training increases.
Reward Systems - If the learning outcome that helps in achieving the objectives is linkedto
reward systemthen the probability of the success of training would increase

New Electronic Technologies In Training

1) Interactive computer video technology:

The use of computers and videotapes in the field of training is now well established. Some
leading institution like MANAGE, Hyderabad is using this technology in trainingprogramme.
2) Broadcast television / cable television:
Televisions system in which programme is sent out by radio wave and are seen on
television. Indira Gandhi National Open University (IGNOU) is very well using this
technology its educational and training programme.
3) Computer aided instruction:
An educational concept which places the student in a conversational mode with a computer
which has programmed study plan. The programmed course selects the nexttopic or phase of
study according to previous responses fromthe student allowing cachstudent to progress at pace
directly to his or her learning capability.
4) Interactive video /interactive compute:
The phrase ‘interactive video’ refers to a video programme with which user (trainee) can interact.
Interactivity takes place between user and the system, some thing for IC also, thesystem composed
of four basic components
(1) monitor or video display unit
(2) video tape or video disc
(3) a computer
(4) a disc drive, the computer controls the video or video disc. Dise drive loads a
programme into the computer.

5) Tele-conferencing:
A two way audio and one way video system. It is used nowadays by many institutionsfor
education and training purpose.

Training Effectiveness

Cutting edge of competition today demands every organization, to measure its activitiesin terms
of effectiveness, efficiency, excellence (triple E). To achieve this tipk C a lot of investment is
made by the organization but the sword of sure short success hangs on
the head of the HRD manager, this is because he has to handle the most complex resource i.e.
human resource. The next toughest thins is to maintain is the ROI (returnon investment) of
training and development. It is not only the ROI but the performancemanagement, retention
level, motivation, morale, creativity, innovation conflicts, loyaltyand commitment etc. of the
manpower which are not easy to handle
Keeping all these factors in mind the focus of vision falls on training and development.The
training effectiveness is obviously in terms of enhanced skill and knowledge to achieve the
present goals, through the increased learnt behavior. In the process of training effectiveness is
the most important /vital area, where by the individual and organizational goals are integrated
to bring about the desired performance levels. Howto reduce the gap?

Methodology Of The Project

* Interview
* Preparation of the summary expressed
* Recommendation of fall back site
* Questionnaire design

Research Design

* Descriptive Design.
Sample Size:
To understand the training and development scenario at Reliance Mobile and what thetrainee
really feels about the training they have undergone and further what kind of training they look
for. Do they really look for any kind of training or not? To study the above aspect we covered
almost about 40 people fromalmost all the department at ofthe
Company.
Tools Used For Data Collection
* Primary data collected through questionnaires and informal interviews.
* Secondary data collected through magazines, joumals, websites, and other corporate
publications

Procedure For Data Collection.

* Communication, asking questions and receiving a response in person
* Visiting the various organizations, libraries, internet and also preparation of the
questionnaire with the help of the project guide.
Data Analysis And Interpretations

Q1.Your Organization considers training as a part of organizational strategy.Do you

agree with this statement?
CHAPTER -4
DATA ANALYSIS
AND
INTERPRETATION
 DATA ANALYSIS AND INTERPRETATION
TABLE NO.4.1:
Are you agree training is the ongoing activity at Unipart’s.

Types of responses No. of Respondents No. of Percentage

Strongly agree 40 50%

Agree 20 25%

Partially agree 10 13%

Disagree 5 6%

Strongly disagree 5 6%

Total 80 100%

CHART NO.4.1:

INTERPETATION:

From the above data 50% of the respondents strongly agree and 25% of the respondents are agree ,that
the training is the ongoing activity in the organization where as 13% partially agree,6% employees disagree and
6%are strongly disagree.
TABLE NO.4.2:
The organization provide with enough practice session with in the training program.

Types of responses No. of Respondents No. of Percentage

Strongly agree 15 19%

Agree 20 25%

Partially agree 40 50%

Disagree 5 6%

Strongly disagree 0 0%

Total 80 100%

CHART NO.4.2:

INTERPETATION:

From the above data 50% of the respondents partially agree and 25%of them are agree,19% of the employees
are strongly agree, 6% of the employees are disagree and 0% of the employees are strongly disagree.
TABLE NO.4.3:
The training session conducted in your organization is useful in your daily job role.

Types of responses No. of Respondents No. of Percentage

Strongly agree 20 25%
Agree 25 31%
Partially agree 15 19%
Disagree 15 19%
Strongly disagree 5 6%
Total 80 100%

CHART NO.4.3:

INTERPETATION:

From the above data 31% of the respondents agree and 25%of them are strongly agree,19% of the employees
are partially agree, 19% of the employees are disagree and 6% of the employees are strongly disagree.
TABLE NO.4.4
Training need identification is done and plotted training program with the plan.

Types of responses No. of Respondents No. of Percentage

Strongly agree 10 13%
Agree 20 25%
Partially agree 40 50%
Disagree 5 6%
Strongly disagree 5 6%
Total 80 100%

CHART NO.4.4:

INTERPETATION:

From the above data 50% of the respondents are partially agree and 25%of them are agree,19% of the
employees are strongly agree, 6% of the employees are disagree and 6% of the employees are strongly disagree.
TABLE NO.4.5:
Training helps in increasing productivity of employees, to achieve organization goals.

Types of responses No. of Respondents No. of Percentage

Strongly agree 34 43%
Agree 26 32%
Partially agree 10 13%
Disagree 5 6%
Strongly disagree 5 6%
Total 80 100%

CHART NO.4.5:

INTERPETATION:

From the above data 43% of the respondents are strongly agree and 32%of them are agree,13% of the
employees are partially agree, 6% of the employees are disagree and 6% of the employees are strongly disagree.
TABLE NO.4.6

Is the training is periodically evaluated and improved.

Types of responses No. of Respondents No. of Percentage

Strongly agree 15 19%
Agree 25 31%
Partially agree 35 44%
Disagree 0 0%
Strongly disagree 5 6%
Total 80 100%

CHART NO.4.6

INTERPETATION:

From the above data 19% of the respondents are strongly agree and 32%of them are agree,44% of the
employees are partially agree, 0% of the employees are disagree and 6% of the employees are strongly disagree.
TABLE NO.4.7
Training programs emphasis on developing technical and managerial competencies of the employee.

Types of responses No. of Respondents No. of Percentage

Strongly agree 5 7%
Agree 25 31%
Partially agree 40 50%
Disagree 10 12%
Strongly disagree 0 0%
Total 80 100%

CHART NO.4.7:

INTERPETATION:

From the above data 50% of the respondents are strongly agree and 32%of them are agree,6% of the employees
are partially agree, 6% of the employees are disagree and 6% of the employees are strongly disagree.
TABLE NO.4.8:
The quality and quantity of training programs in this organization is excellent.

Types of responses No. of Respondents No. of Percentage

Strongly agree 15 19%
Agree 25 31%

Partially agree 35 44%

Disagree 0 0%

Strongly disagree 5 6%
Total 80 100%

CHART NO.4.8:

INTERPETATION:

From the above data 44% of the respondents are partially agree and 31%of them are agree,19% of the
employees are strongly agree, 0% of the employees are disagree and 6% of the employees are strongly disagree.
TABLE NO. 4.9
The training programs are well planned and executed.

Types of responses No. of Respondents No. of Percentage

Strongly agree 5 7%

Agree 25 31%

Partially agree 40 50%

Disagree 10 12%

Strongly disagree 0 0%

Total 80 100%

CHART NO.4.9

INTERPETATION:

From the above data 50% of the respondents are partially agree and 31%of them are agree,12% of the
employees are disagree, 7% of the employees are strongly agree and 0% of the employees are strongly disagree.
TABLE NO.4.10
The duration of the training programs are sufficient.

Types of responses No. of Respondents No. of Percentage

Strongly agree 15 19%

Agree 20 25%

Partially agree 40 50%

Disagree 5 6%

Strongly disagree 0 0%

Total 80 100%

CHART NO.4.10

INTERPETATION:

From the above data 50% of the respondents are partially agree and 25%of them are agree,19% of the
employees are strongly disagree, 6% of the employees are disagree and 0% of the employees are strongly
disagree.
TABLE NO.4.11
Are the planning, execution and effectiveness of the schedule training are improved when compare to the
previous training calendar.

Types of No. of No. of Percentage

responses Respondents
Strongly 34 43%
agree
Agree 26 32%
Partially 10 13%
agree
Disagree 5 6%
Strongly 5 6%
disagree
Total 80 100%

CHART NO.4.11

INTERPETATION:

From the above data 32% of the respondents are agree and 43%of them are strongly agree,13% of the
employees are partially disagree, 6% of the employees are disagree and 6% of the employees are strongly
disagree.
TABLE NO. 4.12
Regular shop floor training programs conducted as per the training calendar.

Types of No. of Respondents No. of Percentage

responses
Strongly agree 20 25%
Agree 40 50%
Partially agree 15 19%
Disagree 5 6%
Strongly 0 0%
disagree
Total 80 100%

CHART NO.4.12:

INTERPETATION:

From the above data 25% of the respondents are strongly agree and 50%of them are agree,19% of the
employees are partially agree, 6% of the employees are disagree and 0% of the employees are strongly
disagree.
TABLE NO. 4.13
The training is compulsory for the employees.

Types of responses No. of Respondents No. of Percentage

Strongly agree 34 43%

Agree 26 32%

Partially agree 10 13%

Disagree 5 6%

Strongly disagree 5 6%

Total 80 100%

CHART NO.4.13

INTERPETATION:

From the above data 43% of the respondents are strongly agree and 32%of them are agree,13% of the
employees are partially agree, 6% of the employees are disagree and 6% of the employees are strongly
disagree.
TABLE NO. 4.14:
Do you agree that the induction training is a well planned exercise in the organization.

Types of responses No. of Respondents No. of Percentage

Strongly agree 10 13%
Agree 20 25%
Partially agree 40 50%
Disagree 5 6%
Strongly disagree 5 6%
Total 80 100%

CHART NO.4.14:

INTERPETATION:

From the above data 50% of the respondents are partially agree and 25%of them are agree,13% of the
employees are strongly agree, 6% of the employees are disagree and 6% of the employees are strongly
disagree.
TABLE NO.4.15:
Do you agree company provide you with the training method to focus on developing team work and leadership
skills.

Types of responses No. of Respondents No. of Percentage

Strongly agree 15 19%

Agree 25 31%

Partially agree 35 44%

Disagree 0 0%

Strongly disagree 5 6%

Total 80 100%

CHART NO.4.15:

INTERPETATION:

From the above data 44% of the respondents are partially agree and 31%of them are agree,19% of the
employees are strongly agree, 0% of the employees are disagree and 6% of the employees are strongly
disagree.
 CHAPTER -5
LIMITATIONS AND SUGGESTIONS
 SUMMARY
Training and development are two different activities that work together to improve employees. Training is a
short-term process that's used for operational purposes. Development is a long-term process that's used for
executive purposes.

Training and Development programmers are considered to be one of the important aspects of organization
development. It is an act of increasing the knowledge and skill of employee for doing a particular job. For learning
to be effective individuals and organization must acquire relevant training capabilities and successfully apply
them to the actual work situation. In modern industrialized economy the training has become a major activity in
any working organization. Today the organization seeks the latest means and methods by which they could
develop their through training.

Training programmers are necessary in any organization in any organization for improving the quality of work of
employees at all levels particularly in a world of fast changing technology, changing values and environment.
There has been growing need to find ways to determine the efficiency and effectiveness of such training
programmers both in terms or organization and training institution.

Training is a practical and vital necessity, for, it enables employees to develop and rise with in the organization
and increase their “Market Value, Earning power and job Security”. In training the focus is on learning by an
individual the new ways of doing things. Hence training is organized on the needs of the people, the projects and
the programmers and therefore is performance oriented.

The purpose of the training is to help meet company objective by providing opportunities for employees at all
organization levels to acquire the requisite knowledge, skills and attitudes, further training should be conducted in
the actual job environment to the maximum possible extent.

FINDINGS
1. 50% of the respondents Strongly agree that the organization considers ongoing activity at Uniparts.

2. 50% of the respondents are partially agree with the organization provide with enough practice session
with in the program.

3. 31% of the respondents agree that training session conducted in their organization is useful in their
job role.
4. 50% of respondents partially agree that training need identification is done.

5. 43% are agree that training helps in increasing productivity of employees.

6. 44% are partially agree that training is periodically evaluated and improved.

7. 50% of the respondents are partially agree that training programs emphasis on developing technical
and managerial competencies.

8. 44% of the respondents are partially agree that quality and quantity of training programs are excellent
in the organization.

9. 50% of the respondents are partially agree that training programs are well planned and executed.

10. 50% of the respondents are partially agree that the duration of the training programs are sufficient.

11. 43% of the respondents are strongly agree that the planning, execution, evaluation and effectiveness
of the trainings are improved.

12. 50% of the respondents are agree that regular shop floor training programs conducted as per the
training calendar.

13. 43% are strongly agree that training is compulsory for the employees.

14. 50% are partially agree that induction training is a well planned exercise in the organization.

15. 44% are partially agree that company provide with the training method to focus on developing team
work and leadership skills.

These are:
1. The terminology used in the subject is highly technical in nature and creates a lot ofambiguity.
2. All the secondary data are required were not available.
3. Respondents were found hesitant in revealing opinion about supervisors andmanagement.
 Suggestions
Under noted few suggestions cumconclusion can be taken as for implementation toreap
furthers benefits.
Making training and development process and entirely in house activity to reducecost.

1. It is found that the average age group of trainees are in their twenties or early thirtieswhich
signifies that the consumer durable industry need more of young blood as enthusiasm is
an integral part of the industry.

2. The maximum emphasis is given to job instruction methods where the trainee aremade
to understand their job thoroughly and the role they are going to play in performing
their job.

3. Lecture as well as the presentation is the major part of imparting the education and
training them.

4. The training objective are in keeping with needs and abilities of the trainee and it isthis
that proves to be the major reason for success of the training as whole...

5. The trainee fill the feedback form and from time to time test are conducted to knowthe
gauge the effectiveness of training to employee to check their memory if they retain
anything or not.

6. We think that time management is one of the thing on which Reliance Mobile Teammust
emphasis so that there employee can be more productive as it was found during the
visit to the corporate office people they lack in managing themselves.

7. Stress management training is more important for employee as it was observed that people
are all the time in tension like situation as to how to do what to do when to do, no time and things
like that which kept them tensed all time. Last but not least behavioral training is more important
as while doing the study it was foundthat people are less cooperative and outgoing to help out.
 Conclusion

The Project report on "Training and Development" at Reliance Money has given me an
exposure to the real working in the company. I feel privileged to get practical exposure to
various aspects of Human Resource Management such as functions of HR, records, joining
formalities, induction program etc.

Before starting my summer project had an idea of conducting Training and Developmentonly on
the functions of Human Resource Management. But the company and especiallyMrs. .Nafisa
Sheikh and Mr. Puneet Goyal provided me the entire universe to conduct theTraining process.
There were no restrictions on me for visiting any department or talkingto any employee in the
company regarding my project. All files and records were available, which helped me a lot in
my project.

This was a very live project for me because carrying out the entire process at my own gave me a
great insight to learn various aspects of Training and Development process inthe company.
 BIBILOGRAPHY

1.Textbooks

S.NO NAME OF THE BOOK AUTHOR PUBLICATRION

NAME

1 MANAGING HUMAN ARUN TATA MC GRAW

RESOURCES MONNAPA HILL

2 HUMAN RESOURCES & K.ASWATAPPA TATA MC GRAW

PERSONAL HILL
MANAGEMENT

3 ESSENTIAL OF HUMAN P.SUBBA RAO HIMALAYA

RESOURCES
MANAGEMENT AND
INDUSTRIAL RELATIONS

2.Journals

ANNUALREPORTSANDMANUALSOFB.H.P.VLtd.

3.Websites
www.bhpvl.comwww.bhel.co
m
https://www.academia.edu/16715445/Bibliography_for_Performance_Appraisals
 ANNEXURE

QUESTIONNAIRE

1) Your organization considers training as a part of organizational strategy.Do you

agree with this statement?
A. Strongly agree
B. Agree
C. Somewhat agree
D. Disagree
2) How many training pr es will you attend in a year?
A. Less than 10
B. 10-20
C. 20-40
D. More than 40
3) To whomthe training is given more in your organization?
A. Senior staff
B. Junior staff
C. New staff
D. Based on requirement
4) What mode of “training method is normally used in you organization ?
A. Job rotation
B. External training
C. Conference/discussion
D. Programmed instruction
5) What are all the important to Training and Development in your organization ?
A. Time
B. Money
C. Lack of internet by the staff
D. Non – availability of skilled trainer
6) Enough practice is given for us during training session? Do you agree with this
statement?
A. Strongly agree
 B. Agree
C. Somewhat agree
D. Disagree
7) The training sessions conducted in your organization is useful. Do you agree withhis
statement?
A. Strongly agree
B. Agree
C. Somewhat agree
D. Disagree
8) Employees are given appraisal in order to motivate themto attend the straining. Dou agree
with this statement?
A. Strongly agree
B. Agree
C. Somewhat agree
D. Disagree

9) Howlong will take to implement the trained process?

A. Less than 1 month
B. 1-2 months
C. 24 months
D. More than 4 months
10) What type of training is being imparted for new recruitments in your organization?
A. Technical training
B. Management training
C. Presentation skill
11) How well the workplace of the training is physically organized ?
A. Excellent
B. Good
C. Average
D. Bad
12) What Training and Development do you need to make your career aspirations tocome
true?
A. Leadership training
B. External Degree Study
 C. Formal meeting procedures
D. Other (Please Specify)
13) What are the conditions that have to be improved during the training sessions?
A. Re-design the job
B. Remove interface
Re-organize the work place
C. Upgrade the information of the material given during training

14) What are the skills that the trainer should possess to make the training effective?
A. Should possess only Technical skills
B. People skills or Soft skills are more important than Technical skills
C. Generalist makes better Personnel managers that Specialist
D. Fond of talking to people

15) Reason for shortage of skilled man power at workplace are: Lack of planning ?
A. Lack of planning
B. Lack of support fromsenior staff
C. Lack of proper guidance and training at workplace
D. Lack of quality education at primary and secondary level

16) Do you agree training is the ongoing activity at Unipart’s?

A. Strongly Agree
B. Agree
C. Partially agree
D. Disagree
E. Strongly Disagree
17) Do you agree training is periodically evaluated and improved?
A. Safety awareness
B. Negotiation skills
C. Machine operations
D. Occupational health

18) The training programs are well planned and executed?

A. Safety awareness
B. Negotiation skills
C. Machine operations
D. Occupational health

19) The duration of the training programs are sufficient ?

A. Safety awareness
B. Negotiation skills
C. Machine operations
D. Occupational health

20) To performother jobs in your organization, what training or experience ?would

you required ?
A. Safety awareness
B. Negotiation skills
C. Machine operations
D. Occupational heal