Get Homework/Assignment Done Homeworkping.comHomework Help https://www.homeworkping.com/

Research Paper helphttps://www.homeworkping.com/

Online Tutoringhttps://www.homeworkping.com/

click here for freelancing tutoring sites

1

CHAPTER-1

INTRODUCTION

HDFC Standard Life is one of India’s leading private life insurance companies, which offers a

range of individual and group insurance solutions. It is a joint venture between Housing

Development Finance(HDFC), India’s leading housing finance institution and Standard Life plc,

a leading provider of financial services in the United Kingdom. HDFC Standard Life’s product

portfolio comprises solutions, which meet various customer needs such as Protection, Pension,

Savings, Investment, and Health. Customers have the added advantage of customizing their

2

Plans, by adding optional benefits called riders, at a nominal price. The company currently has

25 retail and 4 group products in its portfolio, along with five optional rider benefits catering to

the savings, investment, protection and retirement needs of customers. HDFC Standard Life

continues to have one of the widest reaches among new insurance companies through a network

of 595 offices serving over 720 cities and towns across the country. The company has also

increased its depth in existing markets with a strong base of more than 207,000 Financial

Consultants.

1.1 HDFC Limited

HDFC Limited has set benchmarks for the Indian housing finance industry. Recognition for

the service to the sector has come from several national and international entities including the

World Bank that has lauded HDFC as a model housing finance company for the developing

countries. HDFC has undertaken a lot of consultancies abroad assisting different countries

including Egypt, Maldives, and Bangladesh in the setting up of housing finance companies.

Customer Service and satisfaction has been the main stay of the organization. HDFC Limited has

assisted more than 3.3 million families own a home, since its inception in 1977 across 2400 cities

and towns through its network of over 250 offices. It has international offices in Dubai, London

and Singapore with service associates in Saudi Arabia, Qatar, Kuwait and Oman to assist NRIs

and PIOs to own a home back in India.

1.2 Business Objectives The primary objective of HDFC is to enhance residential housing stock in the country through

the provision of housing finance in a systematic and professional manner, and to promote home

ownership. Another objective is to increase the flow of resources to the housing sector by

3

integrating the housing finance sector with the overall domestic financial markets.

1.3 Organizational Goals

HDFC's main goals are to

a) Develop close relationships with individual households,b) Maintain its position as the premier housing finance institution in the country,c) Transform ideas into viable and creative solutions,d) Provide consistently high returns to shareholders, and e) To grow through diversification by leveraging off the existing client base.

1.4 Standard Life Group

The Standard Life Group has been looking after the financial needs of customers for over 180

years. It currently has a customer base of around 7 million people who rely on the company for

their insurance, pension, investment, banking and health-care needs. Its investment manager

currently administers £125 billion in assets. It is a leading pensions provider in the UK, and rated

by Standard & Poor as ‘strong’ with a rating of A+ and as ‘good’ with a rating of A1 by

Standard Life was awarded the ‘Best Pension Provider’ in 2004, 2005 and 2006 at the Money

Marketing Awards, and it was voted a 5 star life and pension provider at the Financial Adviser

Service Awards for the last 10 years running. The ‘5 Star’ accolade has also been awarded to

Standard Life Investments for the last 10 years, and to Standard Life Bank since its inception in

1998. Standard Life Bank was awarded the ‘Best Flexible Mortgage Lender’ at the Mortgage

Magazine Awards in 2006.

1.5 HDFC Standard Life

4

HDFC Standard Life is one of India’s leading private life insurance companies, which offers a

range of individual and group insurance solutions. It is a joint venture between Housing

Development Finance Corporation Limited(HDFC), India’s leading housing finance institution

and Standard Life plc, a leading provider of financial services in the United Kingdom HDFC

Standard Life’s product portfolio comprises solutions, which meet various customer needs such

as Protection, Pension, Savings, Investment, and Health. Customers have the added advantage of

customizing their Plans, by adding optional benefits called riders, at a nominal price. The

company currently has 25 retail and 4 group products in its portfolio, along with five optional

rider benefits catering to the savings, investment, protection and retirement needs of customers.

HDFC Standard Life continues to have one of the widest reaches among new insurance

companies through a network of 595 offices serving over 720 cities and towns across the

country. The company has also increased its depth in existing markets with a strong base of more

than 207,000 Financial Consultants.

1.6 Vision & Values

(A) Vision

‘The most successful and admired life insurance company, which means that we are the most

trusted company, the easiest to deal with, offer the best value for money, and set the standards in

the industry’.

‘The most obvious choice for all’.

5

(B) Values

• Integrity

• Innovation

• Customer centric

• People Care “One for all and all for one”

• Team work

• Joy and Simplicity

1.7 Board of Director

Mr. Deepak S Parekh is the Chairman of the Company. He is also the

Executive Chairman of Housing Development Finance Corporation Limited

(HDFC Limited). He joined HDFC Limited in a senior management position in

1978. He was inducted as a whole-time director of HDFC Limited in 1985 and

was appointed as its Executive Chairman in 1993. He is the Chief Executive

6

Officer of HDFC Limited. Mr. Parekh is a Fellow of the Institute of Chartered

Accountants

Mr. Keki M Mistry joined the Board of Directors of the Company in

December, 2000. He is currently the Managing Director of HDFC Limited. He

joined HDFC Limited in 1981 and became an Executive Director in 1993. He

was appointed as its Managing Director in November, 2000. Mr. Mistry is a

Fellow of the Institute of Chartered Accountants of India and a member of

the Michigan Association of Certified Public Accountant.

Mr. Alexander M Crombie joined the Board of Directors of the

Company in April, 2002. He has been with the Standard Life Group for 34

years holding various senior management positions. He was appointed as

the Group Chief Executive of the Standard Life Group in March 2004. Mr.

Crombie is a fellow of the Faculty of Actuaries in Scotland.

Ms. Marcia D Campbell is currently the Group Operations Director in the

Standard Life group and is responsible for Group Operations, Asia Pacific

Development, Strategy & Planning, Corporate Responsibility and Shared

Services Centre. Ms. Campbell joined the Board of Directors in November,

2005.

Mr. Keith N Sketch is currently the Chief Executive in Standard Life

Investments Limited and is responsible for overseeing Investment Process &

Chief Executive Officer Function. Prior to this, Mr. Sketch was working with

M/s. James Chapel & Co. holding the positions of UK Economist, Chief

Economist, Executive Director, Director of Controls and Strategy HSBS

7

Securities and Managing Director International Equities. He was also

responsible for Economic and Investment research produced on a worldwide

basis. Mr. Sketch joined the Board of Directors in November, 2005.

Mr. Gautam R Divan is a practising Chartered Accountant and is a

Fellow of the Institute of Chartered Accountants of India. Mr. Divan was the

Former Chairman and Managing Committee Member of Misdeal Group

International, an International Association of Independent Accounting Firms

and has authored several papers of professional interest. Mr. Divan has wide

experience in auditing accounts of large public limited companies and

nationalised banks, financial and taxation planning of individuals and limited

companies and also has substantial experience in structuring overseas

investments to and from India.

Mr. Ranjan Pant is a global Management Consultant advising CEO/Boards

on Strategy and Change Management. Mr. Pant, until 2002 was a Partner &

Vice- President at Bain & Company, Inc., Boston, where he led the worldwide

Utility Practice. He was also Director, Corporate Business Development at

General lectric headquarters in Fairfield, USA. Mr. Pant has an MBA from The

Wharton School and BE (Honours) from Birla Institute of Technology and

Sciences.

Mr. Ravi Narain is the Managing Director & CEO of National Stock

Exchange of India Limited. Mr. Ravi Narain was a member of the core team

to set-up the Securities & Exchange Board of India (SEBI) and is also

8

associated with various committees of SEBI and the Reserve Bank of India

(RBI).

Mr. Deepak M Satwalekar is the Managing Director and CEO of the

Company since November, 2000. Prior to this, he was the Managing Director

of HDFC Limited since 1993. Mr. Satwalekar obtained a Bachelors Degree in

Technology from the Indian Institute of Technology, Bombay and a Masters

Degree in Business Administration from The American University,

Washington DC.

Ms. Renu S. Karnad is the Executive director of HDFC Limited, is a

graduate in law and holds a Master's degree in economics from Delhi

University. She has been employed with HDFC Limited since 1978 and was

appointed as the Executive Director in 2000. She is responsible for

overseeing all aspects of lending operations of HDFC Limited.

1.8 What is Life Insurance?

Life insurance is a contract for payment of a sum of money to the person assured (or

failing him/her, to the person entitled to receive the same) on the happening of the event insured

against. Usually the contract provides for the payment of an amount on the date of maturity or at

specified intervals or at unfortunate death. The contract also provides for payment of premium

periodically to the corporation by the assured. A family is generally dependent for its food,

clothing and shelter on the income brought in at regular intervals by the breadwinner of the

family. So long as he lives and the income is received steadily, that family is secure, but death

may occur suddenly at any time and the family may be left in a very difficult situation and

9

sometimes, in stark poverty. Uncertainty of death is inherent in human life. It is this uncertainty

that is risk, which gives rise to the necessity for some form of protection against the financial

loss arising from death. Insurance substitutes this uncertainty by certainty.

Object Of Insurance

The corporation would normally entertain the proposals for assurance where the object of

assurance is:

1. Family protection;

2. Provision for old age, or

3. In exceptional cases, the object of insurance may be:

(a.) to serve as security to educational funds in respect of loans advanced for educational

purposes, or

(b.) to provide donations to charitable institutions like hospitals and schools.

Advantages of Life Insurance

1. It is superior to an ordinary saving plan: Unlike other saving plans, it affords full

protection against risk of death. In case of death, the full sum assured is made available under a

life assurance policy; whereas under saving scheme the total accumulated saving alone will be

available

2. Easy settlement & protection against creditors: The life assured can name a person or

persons nominated to whom the policy money would be payable in the event of his death. The

10

proceeds of a Life Insurance Policy can be protected against the claim of the creditors of the life

assured by effecting a valid assignment of the policy.

3. Ready marketability & suitability for quick borrowing: After an initial period, if the

policy holder finds him unable to continue payment of premiums, he can surrender the policy for

a cash sum. Alternatively, ha can tide over a temporary difficulty by taking loan on the sole

security of the policy without delay. Further, a life insurance policy is sometimes acceptable as

security for a commercial loan.

4. Tax Relief: The Indian Income-Tax Act allows deduction of certain portion of the taxable

income which is diverted to payment of life insurance premiums from the total income tax

liability. When this tax relief is taken into account, it will be found that the assured is in effect

paying a lower premium for his insurance.

1.9 Insurance Regulatory and Development Authority

Reforms in the Insurance sector were initiated with the passes of the IRDA Bill in Parliament in

December 1999. The IRDA since its incorporation as a statutory body in April 2000 has

fastidiously such to its schedule of framing regulations and registering the private sector

insurance companies. The other decision taken simultaneously to provide the supporting systems

to the insurance sector and in particular the life insurance companies was the launch of the IRDA

online service for issue and renewal of licenses to agents.

1.10 What is IRDA?

11

IRDA is Insurance Regulatory Development Authority, that has been set up to protect the

interests of the policy holders, to regulate, promote and ensure orderly growth of the

insurance industry and for matters connected therewith or incidental thereto.

1.11Composition of Authority

The Authority is a ten member team consisting of 

    (a)    a Chairman; 

    (b)    five whole-time members; 

    (c)    four part-time members, 

(all appointed by the Government of India)

1.12 Duties, powers and functions of IRDA

Issue to the applicant a certificate of registration, renew, modify, withdraw, suspend or

cancel such registration; 

Protection of the interests of the policy holders in matters concerning assigning of

policy, nomination by policy holders, insurable interest, settlement of insurance claim,

surrender value of policy and other terms and conditions of contracts of insurance; 

Specifying requisite qualifications, code of conduct and practical training for

intermediary or insurance intermediaries and agents;

Specifying the code of conduct for surveyors and loss assessors; 

Promoting efficiency in the conduct of insurance business; 

Promoting and regulating professional organizations connected with the insurance and

re-insurance business; 

12

Levying fees and other charges for carrying out the purposes of this Act; 

Calling for information from, undertaking inspection of, conducting enquiries and

investigations including audit of the insurers, intermediaries, insurance intermediaries

and other organisations connected with the insurance business;

Control and regulation of the rates, advantages, terms and conditions that may be

offered by insurers in respect of general insurance business not so controlled and

regulated by the Tariff Advisory Committee; 

Regulating investment of funds by insurance companies; 

Adjudication of disputes between insurers and intermediaries or insurance

intermediaries; 

Supervising the functioning of the Tariff Advisory Committee; 

Specifying the percentage of premium income of the insurer to finance schemes for

promoting and regulating professional organizations; 

Specifying the percentage of life insurance business and general insurance business to

be undertaken by the insurer in the rural or social sector; and exercising such other

powers as may be prescribed.

13

14

CHAPTER-2

ORGANIZATIONAL STRUCTURE AND HIERARCHY

2.1- Meaning of Organizational structure

A hierarchical organization is an organizational structure where every entity in the organization,

except one, is subordinates to a single other entity. This arrangement is a form of a hierarchy. In

an organization, the hierarchy usually consists of a singular/group of power at the top with

subsequent levels of power beneath them. This is the dominant mode of organization among

large organizations; most corporations, governments, and organized religions are hierarchical

organizations with different levels of management, power or authority. For example, the broad,

top-level overview of the general organization of the Catholic Church consists of the Pope, then

the Cardinals, then the Archbishops, and so on.

Members of hierarchical organizational structures chiefly communicate with their immediate

superior and with their immediate subordinates. Structuring organizations in this way is useful

partly because it can reduce the communication overhead by limiting information flow; this is

also its major limitation

2.2- Importance of Organizational StructureSometimes this question arises as that as to why an organization needs to have a structure? It is

necessary because it offers following advantages to have an structure in organization rather than

leaving it as a haphazardly managed organization with no clear structure.

Advantages of organization structure are:

1) More easy control over the resources because with it resources can be rationed and allocated to different units to use them to their most productive uses at micro level.

15

2) Clearly defined reporting lines make it easy for employees to know to whom to report.

ORGANIZATIONAL STRUCTURE OF BAREILLY BRANCH

16

17

CHAPTER-3

PRODUCTS & SERVICES

Products of HDFC standard life insurance

Individual

Group

Social

(A) Individual Products

We at HDFC Standard Life realize that not everyone has the same kind of needs. Keeping this in

mind, we have a varied range of Products that you can choose from to suit all your needs. These

will help secure your future as well as the future of your family.

1. Protection Plans

You can protect your family against the loss of your income or the burden of a loan in the event

of your unfortunate demise, disability or sickness. These plans offer valuable peace of mind at a

small price. Our Protection range includes our Term Assurance Plan & Loan Cover Term

Assurance Plan.

2. Pension Plans

Our Pension Plans help you secure your financial independence even after retirement.Our

Pension range includes our Personal Pension Plan, Unit Linked Pension, Unit Linked Pension

Plus.

18

3. Savings Plans

Our Savings Plans offer you flexible options to build savings for your future needs such as

buying a dream home or fulfilling your children immediate and future needs.Our Savings range

includes Endowment Assurance Plan, Unit Linked Endowment, Unit Linked Endowment Plus,

Unit Linked Endowment Plus II, Money Back Unit Linked Enhanced Life Protection II,

Children's Plan, Unit Linked Young Star, Unit Linked Young Star Plus, Unit Linked Young Star

Plus II.

(B) Group Products

HDFC Standard Life has the most comprehensive list of products for progressive employers who

wish to provide the best and most innovative employee benefit solutions to their employees. We

offer different products for different needs of employers ranging from term insurance plans for

pure protection to voluntary plans such as superannuation and leave encashment.

We now offer the following group products to our esteemed corporate clients

Group Term Insurance

Group Variable Term Insurance

Group Unit-Linked Plan

An investment solution that provides funding vehicle to manage corpuses with Gratuity, Defined

Benefit or Defined Contribution Superannuation or Leave Encashment schemes of your

company. Also suitable for other employee benefit schemes such as salary saving schemes and

wealth management schemes.

19

Development insurance plan

Development Insurance plan is an insurance plan which provides life cover to members of a

Development Agency for a term of one year. On the death of any member of the group insured

during the year of cover, a lump sum is paid to those member beneficiaries to help meet some of

the immediate financial needs following their loss.

Eligibility

Members of the development agency and their spouses with:

Minimum age at the start of the policy 18 years last birthday

Maximum age at the start of policy 50 years last birthday

Employees of the Development Agency are not eligible to join the group. The group to be

covered is only eligible if it contains more than 500 members.

20

Channels of Distribution:

To distribute the various insurance products HDFC Standard Life broadly uses the following

channel of distribution:-

Financial consultant: -

Financial Consultants are those sources of a company who have their own relations and

personal contacts among common public that they use to generate business through. Company

has certain criteria to recruit these Financial Consultants.

The steps are as follows.

· He should be at least 12th passed.

· He should complete IRDA training.

· He should clear the IRDA exam.

· He should through successfully the exam and training.

21

Banc assurance : -

Banc assurance is an innovative distribution channel involving banks to sell

insurance products of Insurance Companies. Banc assurance simply means selling of insurance

products by banks. Banc assurance partner of HDFC SL are:-

22

Associate Companies:

23

24

Other Companies:

· HDFC Trustee Company Ltd.

· HDFC Developers Ltd.

· HDFC Property Ventures Ltd.

·

COMPETITORS

Following is the list of competitors of HDFC SLIC:

Life Insurance Corporation

ICICI Prudential Life Insurance

Max New York Life Insurance

Birla Sun Life Insurance

OM Kotak Mahindra Life Insurance

Reliance Life Insurance

Bajaj Allianz Life Insurance

ING Vyasa Life Insurance

SBI Life Insurance

Metlife Insurance

Future Generali

25

26

BUSINESS PROCESS

27

1 PROSPECTING

2

MEETING THE PROSPECT

4

PRESENTING AND

CLOSING

3

ANALYSING AND

PREPARING

1. Prospecting

Objectives

Explain the role of segmenting and targeting

Understand the importance of existing customers

Prospecting methods

Calling

References

Seminar selling

Existing customers

Mail shots

Two approaches

Follow up call

No follow up call

Advertisement

Business call

2. Meeting The Prospect

To introduce a structured format for preparing and reviewing phone calls to suspects

Making An Appointment

Benefits of using a phone to make appointments

Save time

28

Can be done anywhere

At anytime

But Beware

Can’t see the clients reactions

Control the interview

Skill Model

Thanks client for giving time to meet

3. Analyzing And Preparing

Tell me

Explain

Describe

“RAISING CUSTOMERS WANTS TO BUYING POINT”

The Bigger The Problem

The Bigger the Premium

4. Presenting And Closing

Financial analysis tools

What do they want

What is the shortfall?

Benefits

It is easy to use

29

Easy to explain

Easy for analyze the fact

Proper Preparation And Planning Prevents Particularly Poor Performance.

Objectives

APPRECIATE THE IMPORTANCE OF SELLING

30

31

CHAPTER 5

SWOT ANALYSIS

SWOT Analysis is a strategic planning method used to evaluate the strengths ,weaknesses ,

opportunities ,and threats involve in a project or in a business venture . it involve specifying the

objective of the business venture or project and identifying the internal and external factor that

are favorable and un favorable to achieving that objective . the technique is credited by Albert

Humphrey who led a research project at Stanford university in 1960 and 1970 using dated from

fortune 500 companies.

The aim of SWOT analysis is the identify the key internal and external factor that are important

to achieving the objective . SWOT analysis group key pieces of information into two main

categories:

i) Internal Factor : The strengths and weaknesses internal to the organization

ii)External Factor : The opportunities and threats presented by external environment

strength and weakness are relative term . Resources available in plenty may appear to be

strength but if not utilized my cease to be a strength. Corporate strength is a competencies, a

company may exert change mechanisms in an industry. A corporate weakness refer to

constraints or hindrances that tend to stop movement of a company in certain direction decided

as strategic direction for a company and also inhibit a company to achieve core competencies’

HDFC and Standard Life first came together for a possible joint venture, to enter the life

Insurance market, in January 1995. It was clear from the outset that both companies shared

similar values and beliefs and a strong relationship quickly formed. In October 1995, the

companies signed a 3-year joint venture agreement.

32

STRENGTH:-

1. Strong and well spread network of qualified intermediaries and sales person.

2. Customer focused .

3. Provide better facilities than other private insurance companies.

4. Huge basket of product range which are suitable to all age and income groups.

5.It is the first company, which firstly started with license for IRDA 2000, 14 AUGUST.

6.1Million policies sold within 3 and half years.

7.According to the change in surrounding environment like change in customer requirement.

WEAKNESS: - 1. Heavy management expenses and administrative costs.

2. Low customer confidence on the private players.

3. Minimum advertisement.

4.Company does not penetrate on the rural market at a time

5.Fees for the advisor is high than the other company.

OPPORTUNITIES:-

1. Insurance market is very big. Where company can expand its horizon in insurance industry.

2.Through good investment and insurance it is easy to top Indian customers.

3.The huge insurance market is left so company has opportunity to expand our products

THREATS:-

1. Its still difficult task to win the confidence of public towards private company.

2. The company is facing major threats from LIC which is an only government companies

3. Plans for all income groups are not available which can create adverse effect later on the

market share of the company.

33

CHAPTER-6

THEORITICAL BACKGROUND

A STUDY OF TRAINING AND DEVELOPMENT IN HDFC( SLIC)

Training

“Training is defined as learning that is provided in order to improve performance on the present job.”

34

Education is training people to do a different job. It is often given to people who have been identified as being promotable, being considered for a new job either lateral or upwards, or to increase their potential.

Development is training people to acquire new horizons, technologies, or viewpoints. It enables leaders to guide their organizations on to new expectations by being proactive rather than reactive.

PURPOSE OF TRAINING

1. Focusing energy on issues.

2. Making work and issues visible.

3. Supporting other intervention.

4. Legitimizing issues.

5. Promoting change.

6. Reducing risk.

7. Creating a community based on some shared experience.

8. Building teams.

9. Indoctrinating new staff.

10. Communicating and disseminating knowledge and information.

11. Certifying and licensing.

12. Rewarding past performance.

13. Flagging "Fast Tracker."

Importance of Training

Every company should be fully committed to the continuous development of its staff, in the same

ways as we continuously develop our services. This will be achieved by helping all staff identify

35

and meet their own job and business related development needs. This policy will ensure that we

have the adaptability and flexibility to thrive and succeed as a business. To do this, all line

managers, through the Performance Review process, will

Ensure that staff have a level of knowledge and skill to fully perform their role

Encourage staff to develop within their current role

Look for potential, and find ways for staff to demonstrate potential

Recognize and reward staff development (utilizing it wherever possible)

Create a learning culture by providing opportunities for learning

Should be trained Thus training requires

Practice

Feedback

Motivation to learn

Training has to be done on the basis of identified resources in three phases :

1. PRE TRAINING

-Clear understanding of the situation that calls for more effective behavior

2. TRAINING-

- Implementing the effectiveness in behavior

3. POST TRAINING-

-The management has to handle a person who is more confident, post training A lot of

adjustment is needed on both sides.

Once someone has experienced a training and development activity or learning, we will measure

its impact and effectiveness on individual performance and the organization. Again, line

managers are expected to be part of this process by defining the performance standards (or

36

measures) when setting objectives and deciding on the methods that they will use to evaluate the

learning. (Personnel Services will of course be available throughout the process to provide

guidance and support).

There are three key stages that will be used to evaluate training and development:

Reaction: At this level, evaluation provides information on the attitudes of a participant to

learning, but it does not measure how much they have actually learned. That being said, if a

participant has a positive reaction to the learning experience they are more likely to implement

what they have learned. Evaluation at this level will be measured by a post-learning

questionnaire, which will be completed immediately after the learning activity has taken place.

Normally, Personnel Services will be responsible for issuing this type of questionnaire.

Performance: Evaluation at this level looks at the impact of a learning experience on individual

performance at work. Key to this area of evaluation will be the need to have established smart

learning objectives prior to the learning experience so that when evaluation takes place there are

measures to use. For example, an important learning objective for a junior secretary attending a

Word training course may be “to produce typed correspondence with no spelling or

typographical errors.” In this example, a manager would be able to evaluate the secretary’s

performance using a measure of “no spelling or typographical errors”. Ideally, evaluation on

performance should take place approximately 3 – 4 months after the learning activity. Line

managers should undertake this evaluation and send a copy of the results to Personnel Services.

37

Organizational impact: At this level evaluation assesses the impact of learning on organizational

effectiveness, and whether or not it is cost-effective in organizational terms. Personnel Services

will undertake this evaluation as part of a wider training and development evaluation process.

In summary then, Personnel Services will evaluate training and development at the reaction and

organizational levels, and line managers will be responsible for evaluating the effectiveness of

training and development at the performance level. However, there will be some types of

learning activities, for example attending conferences or seminars, where it may not be

appropriate to undertake any evaluation. If any doubt, please contact Personnel Services.

To assist line managers, there are a variety of methods that can be used to measure the

effectiveness of the learning. Some of these include:

Participant self-assessment

Written or practical tests

Structured interviews

Questionnaires

Feedback – for example, internally from colleagues, peers, and managers and/or externally

from partners, customers or clients

Qualifications obtained

Line managers should contact Personnel Services, who will be pleased to help set-up an

evaluation method to use to measure the effectiveness of a training activity.

38

Funding

Funding for training and development will be paid from a central training budget, therefore the

Head of Personnel Services must approve any training and development that involves a financial

cost before any financial commitment is made. Details of how to apply for a training and

development are explained under the section headed “Selecting a training provider and applying

for training”.

In addition to job-related training and development, company also recognises the need to help

individuals to improve within their chosen career path by encouraging individuals to gain

professional/vocational/academic qualifications. With this in mind, company has established a

company sponsorship scheme whereby full or partial sponsorship will provided. Information

about the scheme can be found under the section headed “Company sponsorship”.

Where an individual needs to attend a training course funded by company, time off during

working hours will be given to attend the course. Individuals are expected to travel to and from

a training venue within the normal course of the day. Where company is providing sponsorship

towards a professional qualification, time off to attend lectures/workshops/summer school will

be agreed on an individual basis, taking account of the business needs. The Head of Personnel

Services will approve any such requests, in full consultation with line managers.

Non-training course learning activities

Typically, a training course is designed to transfer new skills or knowledge to an individual.

Invariably new skills and knowledge will be developed over time to improve performance.

However, not all learning has to be addressed through a training course. There is a wide range of

development methods available that can be used without leaving the office. For example, being

39

coached by a fellow colleague or manager; using a computer aided training package; on-the job

training; reading books; undertaking research or practicing a particular skill.

Finding out about training courses or alternative learning methods

Personnel Services is building up a range of literature from training suppliers and a selection of

books/videos/computer discs available for individual use. To find out more, please contact

Personnel Services

Selecting a training provider and applying for training before booking a training event,

individuals should research the costs and course availability with possible training providers.

Personnel Services will be happy to help as they keep details of various training providers, so

please contact them for information/advice. Company organized training programmers, for

example Customer Service Training, Team Building training, will be co-ordinate through

Personnel Services (so individuals do not have to complete any forms). All other training and

development activities must be authorized by Personnel Services before any training is booked.

Company sponsorship

Company recognizes the need for continuous professional development and is pleased to be able

to offer a sponsorship scheme to all permanent and fixed-term employees (whose contracts are

for at least one year). The scheme covers professional, academic or NVQ (or equivalent)

qualifications. The following guidelines are designed to give individuals an idea of the sort of

funding that may be available and how individuals may apply.

PHASE ONE: Needs Identification

The first phase is the identification and analysis of an organization's training needs. As a

minimum, the organization should be able to accomplish the following four things:

40

1. Systematic review of each trade, occupation or process by a team of knowledgeable

individuals

2. Conduct verbal and/or written surveys of managers, supervisors, leaders, technicians and

workers

3. Conduct a complete review of legislated training requirements

4. Review the results of Hazard Analyses, Occupational Health surveys and other survey or

process analyses.

METHODOLOGY OF TRAINING

There is various methodology of training. No single technique is always best.

The best method depends on

Cost effectiveness

Desired program content

Learning principles

Appropriateness of the facilities

Trainee preferences and capabilities

Trainer preferences and capabilities

There is a range of ‘teaching methods’ available to trainer. The choice of a method is a matter

of experience and competence of the instructor and his judgment of how much and what a

particular group of trainees would learn from using one method or another.

Factors which affect the choice of training method:

The choice of methods depends on the knowledge and experience of the teacher or trainer.

41

The choice of the methods should take into consideration the intellectual level and

educational background of the participants and the participants’ age practical experience.

Some methods are more effective than others in achieving certain objective.

Choice methods depend on the social and cultural factors in the environment. Now many

participative methods are accepted and used in management training.

It also depends on the time and the availability of resources and infrastructural facilities.

Types of training

Induction or Orientation training:

Induction or orientation may be defined as a process of guiding and counseling the

employee to familiarize him with job situations. The induction process accomplishes several

objectives including formation of a favorable impression and attitude, development of the feeling

of belongingness and facilitation of learning and teamwork on the part of the employees. The

content of the induction program should be predetermined in the form of a checklist specifying

the topics to be covered.

Rank-and-File job training:

This is based on similarities in training on several specific jobs. This type of training can be

imparted in a classroom or on the job. It is performed by a foreman or a group leader. Its

advantages arise in so far as it is realistic and economical.

Limitations of rank-and-file job training:

The trainer may be an incompetent teacher

The shop floor may be busy

There may arise heavy production losses.

42

Supervisory training:

Supervisory training needs reveal utmost divergence in view of divergent duties of supervisors.

Employee attitude surveys help in identifying area of supervisory training. Likewise, supervisors

themselves may be requested to indicate the areas where they need training. Frequently, these

surveys indicate that supervisors need training in human relations, production control, company

policies and how to instruct. Supervisory courses consist of job methods training (JMT) and job

relations training (JRT).

ON THE JOB TRAINING:

On the fob techniques are conducted in the real job settings. On the job methods usually involve

training in the total job. These methods are typically conducted by individuals, workers,

supervisors. The main advantage is that the trainees learn while actually performing their work,

which may minimize the training cost. They also learn in the same physical and social

environment in which they will be working once the formal training period is completed.

Types of on the job techniques:

Job instruction training

Job rotation

Apprenticeship

Coaching

Vestibule training

Job instruction training:

43

Job instruction training (JIT) is received directly on the job and so it is called “on the job

training” it is used primarily to teach workers how to do their current jobs. The worker learns to

master the operation involved on the actual job situation under the supervision of his immediate

boss who has to carry the primary burden of conducting the training. Usually no special

equipment or space is needed, since now employees are trained at the actual job location.

Steps of job instruction training:

1.The trainee receives an overview of the job, its purpose and its desired outcomes with an

emphasis on the relevance of the training. Since the employee is shown the action that the job

requires, the training is transferable to the job.

2. The employee is allowed to mimic the trainer’s example. Demonstration by the trainer and

practice by the trainee are repeated until the job is mastered. Repeated demonstrations and

practice provide repetition and feedback. Finally the employee performs the job without

supervision, although the trainer may visit the employee to see if there are any lingering

questions.

Advantages:

Easy organized

Realistic

Stimulates high motivation

Speeds up worker’s adjustment

Less costly

Disadvantages:

The disadvantage of this method is that the assigned instructor may be a poor teacher. The

worker may haste for immediate production, so the actual cost may increase.

44

JOB ROTATION:

Some trainers move a trainee from job to job. Each worker move normally is preceded by job

instruction training. This is a method of training wherein workers rotate through a variety of

jobs. Thereby providing them a wide exposure. Trainees are placed in different jobs in different

parts of the organization for a specified period of time. They may spend several days or even

years in different company locations. In this way they get an overall perspective of the

organization. It is used with both blue-collar production workers and white collar managers and

it has many organizational benefits. Job rotation creates flexibility, during manpower shortages,

workers have the skills to step in and fill open slots. The method also provides new and different

work on a systematic basis, giving employees a variety of experiences and challenges.

Employees also increase their flexibility and marketability because they can perform a wide

array of tasks.

Limitation of job rotation:

The major drawback of this, it is time consuming and expensive too.

Apprenticeship:

An apprentice is a worker who is learning a trade but who has not reached the state where he is

competent to work without supervision. It is particularly common in the skilled trades. In

organization a new worker is “tutored” by an established worker for a long period of time. An

apprenticeship lasts from two to five years. Each apprentice is usually given a workbook

consisting of reading materials, tests to be taken and practice problem to be solved. This training

is used in such trades, crafts and technical fields in which proficiency can be acquired after a

45

relatively long period of time in direct association with the work and under the direct supervision

of experts. Training is intense, lengthy and usually on a one to one basis.

Increasing national attention is being paid to workforce preparation in the United States. This

stems from the growing realization that America's ability to occupy a leading competitive

position in the emerging global economy hinges, to a large degree, on assuring that the nation's

workforce is second to none. Today, unfortunately, this is not the case. Employers frequently

report that significant numbers of young people and adults alike exhibit serious educational

deficiencies and are ill-equipped to perform effectively in the workplace. As a consequence,

leaders from industry, labor, education, and government are all grappling with how to design

educational reforms and education/training strategies that will improve the skills of America's

current and future workforce.

In the spirit of this reform, one particular training strategy -- apprenticeship -- has captured the

interest of many policy makers, educators, and others who are involved in the national reform

movement. Its growing appeal comes as no surprise and, perhaps, is long overdue. Experience

both in the U.S. and growing abroad has repeatedly demonstrated that apprenticeship is a highly

effective strategy for preparing people for work. The bulk of apprenticeship programs offered in

the U.S. and its territories are in the building trades and manufacturing industries, but there is

significant potential to develop apprenticeship programs in a variety of other industries.

The rush to embrace apprenticeship, however, is leading to efforts that could undermine the very

pillars of its value. For example, in some instances, apprenticeship is being viewed as a generic

concept -- one that can be loosely applied to a variety of learning situations. Likewise, others

46

have coined such terms as "youth apprenticeship" to characterize various school-to-work

transition programs. Such thinking, while understandable in an environment that begs for

creativity and innovation, may be more harmful than helpful to the cause.

What Apprenticeship Is: The Essential Components

1. Apprenticeship is a training strategy that a) combines supervised, structured on-the-job

training with related theoretical instruction and b) is sponsored by employers or labor.

Management groups that have the ability to hire and train in a work environment.

2. Apprenticeship is a training strategy that prepares people for skilled employment by

conducting training in a bona fide and documented employment setting. The content of training,

both on-the-job and related instruction, is defined and dictated by the needs of the industry,

which refers to all types of business/workplace settings. The length of training is determined by

the needs of the specific occupation within an industry. In the building trades, for example, some

apprenticeship programs are as long as five years with up to 240 hours of related instruction per

year.

3. Apprenticeship is a training strategy with requirements that are clearly delineated in Federal

and State laws and regulations. The National Apprenticeship Act of 1937 (also known as the

Fitzgerald Act) and numerous State laws provide the basis for the operation of formal

apprenticeship training programs in the U.S.; regulations that implement these laws are in force

today. These laws and regulations establish minimum requirements for protecting the welfare of

the apprentice such as the length of training, the type and amount of related instruction,

supervision of the apprentice, appropriate ratios of apprentices to journeypersons, apprentice

selection and recruitment procedures, wage progression, safety, etc.

47

a. Apprenticeship is a training strategy that by virtue of a legal contract (indenture) leads to a

Certificate of Completion and official journeyperson status. These credentials have explicit

meaning, recognition and respect in the eyes of Federal and State governments and relevant

industries.

b. Apprenticeship is a training strategy that involves tangible and generally sizable investment

on the part of the employer or labor/management program sponsor.

c. Apprenticeship is a training strategy that pays wages to its participants at least during the on-

the-job training phase of their apprenticeship and that increases these wages throughout the

training program in accordance with a predefined wage progression scale.

d. Apprenticeship is a training strategy that involves a written agreement and an implicit social

obligation between the program sponsor and the apprentice. The written agreement, which is

signed by both the apprentice and the program sponsor and is ratified by government, details

the roles and responsibilities of each party. The implicit social obligation gives employers or

program sponsors the right to expect to employ the apprentice upon completion of training

given the investment in training and gives the apprentice a reasonable right to expect such

employment. Labor market conditions should guide the size of training programs to enable

each party to maintain his or her side of the obligation.

What Apprenticeship Is Not

Unless they conform to the essential components described previously, apprenticeship is no

cooperative education, vocational education, tech prep, two plus two (three or four), summer or

part-time work experiences or any other myriad training strategies that many are promoting as

ways to assure adequate workforce preparation. Such strategies undoubtedly have value in their

own right, but they are not apprenticeship. What distinguishes apprenticeship from most of these

48

other approaches are such fundamental qualities as training program sponsorship and location,

the skills required, the value attached to the credential earned, curricula content that is defined

exclusively by the workplace, wage requirements, the written agreement, and the implicit social

contract that exists between program sponsors and their participants. No other training strategy

provides for this unique combination of characteristics. When a person completes a registered

apprenticeship program, he or she is prepared to go to work as a fully trained, competent

journeyperson whose skills enable him or her to perform effectively in the workplace. Few, if

any, other types of educational programs can make this claim.

COACHING

At management levels Coaching of immediate subordinates by their managers is common. A

coach attempts to provide a model for the trainee to copy it tends to be less formal than an

apprenticeship program. Coaching is almost always handled by the supervisor or manager. It is

likely not to be as directive approaches such as nondirective counseling or sensitivity training. If

the trainee’s shortcomings are emotional or personal. Coaching will be ineffective if relations

between trainee and coach are ambiguous in that the trainee cannot trust the coach.

Coaching thrives in a “climate of confidence”, a climate in which subordinates respect the

integrity and capability of their superiors.

Vestibule training:

Vestibule training is a type of instruction often found in production work. A vestibule consists of

training equipment that is set up a short distance from the actual production line. Trainees can

49

practice in the vestibule without getting in the way or slowing down the production line. These

special training areas are usually used for skilled and semiskilled jobs, particularly those

involving technical equipment.

Vestibule is small, so relatively few people can be trained at the same time. The method is good

for promoting practice a learning principle involving the repetition of behavior

OFF-THE JOB TRAINING:

Off the job method are those training and development programs that take place away from the

daily pressures of the job and conducted by highly competent outside resource people who often

serve as trainers, which is one of the main advantages of this method. The major drawback of

this is the transfer problem.

Types of off the job training:

Lectures consist of meeting in which one small number of those present actually plays an active

part. The lecture method is a popular form of instruction in educational institution. The lecturer

may be a member of the company or a guest speaker.

Before preparing the lecture some points should be considered.

Who is your audience?

What is your audience?

What is the time available?

What is the subject matter?

The lecture should be brief and to the point, presenting the theme of the subject in a manner that

arouses the interest of the audience from the start. The speaker should be poised, courteous and

50

sincere. The action should be spontaneous. The role of a lecturer is make difficult things simple,

not the reverse.

Limitation of the lecture method:

It gives very little opportunity for active practice, development, over learning, knowledge or

results or transfer of learning. In this method trainee himself or herself have to understand and

personalize the content of the lecture. It is not suitable for courses where people with work

experience are participating. This method involves one-way communication, which is not

interaction of the audience. This method can’t readily adopt itself to individual differences,

which may arise farthest from reality.

Audio-visual techniques:

Audio-visual techniques cover an array of tainting techniques, such as films, slides and

videotapes. It allows seeing while listening and is usually quite good at capturing their interests.

These methods allow a trainer’s message to be uniformly given to numerous organizational

locations at one time and to be reused as often a required.

Available devices used in lecture techniques:

Blackboard

Flip chart

Magnetic board

Flannel board

Overhead projector

Conference or discussion method:

51

This method encourages the participation of all members of the group in an exchange of

opinions, ideas and criticisms. It is a small group discussion in which the leader plays a neutral

role providing guidance and feedback. Inspire of the intention to encourage general participation

the conferences are frequently dominated by a few, with the majority no more active than they

would be at a lecture. It is more effective than the lecture in changing adult behavior and also

modifying attitudes. The conference method can draw on the learning principles of motivation

and feedback. It is used to enhance knowledge or attitudinal development.

Main objectives of conference method:

Developing the decision making and problem solving skills of personnel

Changing or modifying attitudes

Presenting new and sometimes complicated material

Role playing

Active participation rather than passive reception facilitate learning. Role-playing believes in

active participation. This is a training method often aimed at enhancing either human relations

skills or sales techniques. Role-playing can be defined as an educational or therapeutic technique

in which some problems involving human interaction, real or imaginary is presented and then

spontaneously acted out. Participants suggest how the problem should be handled more

effectively in the future. This “acting out” is followed by discussion and analysis to determine

what happened and why and, if necessary, how the problem could be better handled in future.

52

Role-playing is less tightly structured than acting; where performers have to say set lines on sue.

Participants are assigned roles in the scenario to be enacted, so, in this way, it is a device that

forces trainees to assume different identities.

Case Study Method

By studying a case situation, trainees learn about real of hypothetical circumstances and the

actions others take under those circumstances. Besides learning from the content of the case, a

person can develop decision making skills. Case method is an excellent medium for developing

analytical skills.

Cases are usually organized around one or more problems or issues that are confronted by an

organization. Cases can range from one page to over fifty pages Feedback and repetition, are

usually lacking. One inherent difficulty is personal bias. This method calls for skills with

language. But many people are sent to case study courses primarily because they lack

communication skill When cases are meaningful an similar to work related situations, there is

some transference. There also is the advantage of participation through discussion of the case

Simulation

Simulation is an approach that replicates certain essential characteristics of the real world

organization so that the trainees can react to it as if it were the real thing and then consequently

transfer what has been learned to their job. Simulation training is based on a reproduction of

some aspect of job reality. Simulation usually enhances cognitive skills, particularly decision

making. A very popular training technique for higher level hobs in which the employee must

process large amounts of information.

53

Simulations have many forms- some use expensive, technical equipment, while others are far

less costly. Some simulations need only one participant, others may involve as many as 15-20

people working together as a team. Simulations are broad based training techniques that can be

adapted to suit a company’s need. By using the equipment simulators, workers can practice new

behaviors and operate certain complex equipment’s free of danger to them. Equipment

simulators can range from simple mock-ups to computer based simulations of complete

environments. Some of them are utilized to train a single individual and the others are used for

team training.

Programmed instruction is a training approach which makes the advantages of private tutoring

available to large groups of students beings trained in new skills. Programmed instruction is one

of the innovations in teaching technology developed in recent years. The methods involves an

actual piece of equipment, usually called

The major advantage of programmed instruction is that is reduces the training time. The learning

takes place at the students own pace. Participants get immediate feedback. The participants are

active learners; there is constant exchange of information between themselves and the program.

Fast learners do not have to wait for slow ones to catch up. Administrative simplicity and

increased productivity in training result in lower training cost per student.

The biggest disadvantage of this method is the absence of a teacher. The book becomes the

teacher. Hence it is absolutely essential that the trainee is highly motivated to continue learning.

The material has to be broken down into a logical sequence, since there may be several correct

ways to perform the task. This method does not appear to improve training performance in terms

of immediate learning of retention over a time compares with conventional methods.

54

Syndicate Method

Working in small group to achieve a particular purpose is described as a syndicate method. The

essence of this method is that participants learn from each other and contribute their own

experience to the fullest. The syndicate method is designed to provide the participant an

environment that would help him to reflect critically on his own work and experience; to update

his knowledge of new concepts and techniques with the help of other co-participants; to develop

sound judgment through greater insight into human behavior. This method is suitable for training

and development students, without any experience.

The participants are divided into groups consisting of about eight to ten participants. These

groups are called “syndicates”. Each syndicate functions as a team that can represent various

functional as well as interest areas. The syndicates are given assignments which have to be

finished and a report submitted by a specified date and time. By rotation each member of the

syndicate becomes the leader for completing a specific task. Each assignment to a syndicate is

given in the form of a “Brief”. This is a carefully prepared document by the faculty. Generally,

each syndicate is required to submit a report which is circulated to other syndicates for critical

evaluation

The advantages of these methods are that it secures a very high level of involvement from the

participants. Their own experience is the starting point in this method. It is a process of self

business and development for participants. This method also gives the participant a practice in

communicating with his colleagues and understanding them.

If the syndicate is not structured properly, it should lead to a lot of wastage of time and cause

frustration. In the absence of proper pressure on the participants by trainers or participants

55

themselves, some participants might start dragging their feet. Differences of opinion or

viewpoint may be ignored to avoid action.

Counseling:

It helps the trainees to observe their weaknesses and involves measures to overcome them. It is

related to periodic appraisals of ratings. Specifically counseling purports to help the subordinates

to do a better job, provides a clear picture of how they are doing, build strong personal

relationships and eliminate, of at least minimize anxiety.

Understudies In this the trainees work directly with individuals whom they are likely to replace.

However, it is disappointing as training because of a likelihood of an imitation of weak as well as

strong points of the seniors

56

CHAPTER-7

RESEARCH PROBLEM

In Hdfc Limited, across training is customized product wise. If any defect comes in a product or

process, a training session is initiated to eradicate root cause.

There are normally two work stations in production,

1. Critical station

2. Normal station

At critical work station an efficient worker should produce 5000 to 6000 units in one shift. At

this work station minor job is done.

At normal work station an efficient worker should be produce 8000 to 10000 units in one shift in

normal circumstances.

In this company there are two types of worker are working.

1. Permanent worker

2. Temporary worker

A worker get the permanent job after the good and consistent performance in the company, these

people are well experienced in their relative jobs. Temporary worker is a layman. They don’t

know any thing about the work, so these types of people require training. When a new person

joins the company, he got the training about the safety and maintenance. For getting these

training he is send in technical training cell (TTC). In TTC he has to go some basic knowledge

and instruction, which is given by the just senior boss. That person is called line in charge.

During the training a person gets the job. He is watched by the line in charge. At any point the

line in charged found any fault in the work, the line in charge instructed at that time, so that the

worker does the job in a proper way and come out with zero-defect product.

57

After some experience the worker is transferred from one operation to another operation area.

Where same procedure is performed. He works and if get any confusion regarding the job, he

may ask the line in charge or if line in charge see any fault during the operation, he educates the

worker to do the job better. This process is repeated on each and every operation. This is how

each and every employee is familiarized to the job. The main advantage of this job rotation is, if

any worker does not come on the particular day, that place can be filled by any other worker and

the works progress without any interruption.

58

59

CHAPTER-8

RESEARCH METHODOLOGY

. Research methodology is a way to systematically solve the research problem. It includes two type of research design.

Exploratory Research Design:-

It is a preliminary research, whose objective is to provide insights and

understandings. It is used when the problem is not clearly defined and the

information needed is only loosely defined because of which a detailed study

cannot be undertaken or when the no. of outcomes or possibilities is

very large and it is difficult to study each of them in detail.

The research process that is adopted is flexible and unstructured, data

collected is qualitative in nature , the findings of exploratory research are

regarded as tentative or used as input to further research. It seeks to discover

new relationships and is used for developing a hypothesis

Conclusive Research Design :-

The objective of conclusive research is to test hypotheses and examine

relationships. Such research is typically more formal and structured. It is

used when the information needed is clearly specified.

It is based on large and representative samples and the data obtained are

subjected to quantitative analysis. The findings from conclusive research are

60

considered to be conclusive in nature and used as input into managerial

decision making.

The study is carried on in a proper planned & systematic manner, This methodology includes

Familiarization with the organization. Observation & collection of data Analysis of data

In this project I have used “EXPLORATORY RESEARCH DESING”.

61

Objectives of Study

1) To find out employees awareness for training process in the organization.

2) To find out employees have undergone any training session in the organization.

3) To find out how employees are feel after training.

4) To find out how types training employees are wanted within organization.

5) To find out on which skills organization concentrated.

6) To find out employees are which types of Trainer wants.

7) To find out What sort of method is adopted by the organization?

62

Data Collection

Collecting the Data:-

The information sources were as follows:

1) Secondary Information Sources:-

a) Training Calendar of HDFC.

b) Participants List.

c) Various books at HDFC Library

d) Company’s websites.

2) Primary Information Sources:-

a) Survey of the employees who underwent training programs 3-5 months back by giving them

Questionnaires and collecting their feedback.

b) Survey of the Reporting Officers of the trainees.

Sampling Plan:-

1. Sampling Unit:-

Each respondent was considered as a single unit in the whole research work.

2. Sampling size:-

The sampling size or the universe of the research work was 100 trainees.

3. Sampling procedure:-

To obtain the representation samples, ‘Disproportionate Stratified Random Sampling’

was used. This means that respondents were selected randomly without any well defined

proportions from various departments of the organization.

63

64

CHAPTER-9

DATA ANALYSIS & INTERPRETATION

Q.1. Employees awareness for training process in the organization.

Yes 100%No 00% Table No. :- 01

INTERPRETATION

The whole population was aware of the training process in their organization.

65

Q.2. EMPLOYEES had undergone any training program in the organization?

Yes 80% No 20%

Table No. :- 02

INTERPRETATION

After observation it has been found that majority of employees in the organization have undergone training session.

66

Q.3. Employees feeling after training?

OK 20%

Good 40%

V.Good 40%

Table No. :- 03

INTERPRETATION

With the observation it has been analyzed that the employees normally do not have the common

feeling either in favor of training or in against

67

Q.4. What is the frequency of training?

Annually 27%Half Yearly 33%Any Other 40%

Table No. :- 04

INTERPRETATION

Around one third of the total employees undergo half yearly training.

68

Q.5. The skills on which training is concentrated.

Human 33%Technical 13%Conceptual 41% All 13%

Table No. :- 05

INTERPRETATION

It could be interpreted that the conceptual training is the most occurring training in the

organization.

69

Q.6 The trainer for the employees.

Your company person 33% Trainer 40% Both 27%

Table No.:- 06

INTERPRETATION

Majority of the employees have undergone the Trainer.

70

Q.7. What sort of method is adapted by the organization?

On the job 60%

Off the job 40% Table No. :- 07

INTERPRETATION

Majority of the employees have undergone on the job training program.

71

72

FINDINGS

1) The whole population was aware of the training process in their organization.(Shown in

table no. 01).

2) After observation it has been found that majority of employees in the organization have undergone training session.(Shown in table no. 02)

3) With the observation it has been analyzed that the employees normally do not have the

common feeling either in favor of training or in against.(Shown in table no. 03)

4) Around one third of the total employees undergo half yearly training.(Shown in table no. 04)

5) It could be interpreted that the conceptual training is the most occurring training in the

organization.(Shown in table no. 05).

6) Majority of the employees have undergone trainer.(Shown in table no. 06).

7) Majority of the employees have undergone on the job training program.(Shown in table

no. 07).

73

CHAPTER-10

RECOMMANDATION

There is no gainsay regarding the training programs enhance the quality of the performance. No

one is perfect in his respective field. A full fazed training program makes trainees complete

performer in their respective areas.

Every company looks for a worker, who can work effectively. They are in search of a person who

has the maximum skills required for the job. After selecting the right person, the company’s main

aim is to make that person a perfect workman. For this they provide them training.

First of all the management should look for that areas where workers needs training. For this

purpose management should keep eyes on each and every activity of the workers and staffs

whosoever may need training. This is a long and time taking process. In this way the next step

would be to select the trainees. There should develop a mechanism for selecting the trainees.

There should be a test for this purpose. This will give the idea about the weak and strong points

of trainees. It will be very fruitful in designing the contents of training program.

The printed material is very useful in training. These materials should be given before the

74

training. Written material would provide the overall idea about the training and make the

trainees understand better. Before developing the training contents some points should be taken

care of. There should be some practical values in that. The training should include new ideas and

should be helpful in the development of trainees. It must be relevant to the hob of workers and

staffs. In the training process the efficient use of time should be made as time is the most

important factor in any job. The frequency of training program is according to the requirement

and convenience of the trainees as well as the management. Workers require more training so

they need one in every six month. Staffs required less training in the compression of workers, so

they required at least on training program every year. The duration of any event is the most

important, which maker any program successful or fail. It should be according to the needs of the

trainees of participants. In my opinion the duration of the training would be 16 hours.

75

CONCLUSION

During the study of training and development in HDFC SLIC we conclude that

1.The performance of employee of positively enhanced by the learning program.

2. Employees were satisfied.

76

3. The employees wanted that training should be implied to them regularly.

4. Feedback should be taken in order to improve the T&D program.

To conclude, it is very clear that training should be provided but not at the loss of the company.

It is very costly and time taking affair. But it is most important for the development of the

company. So management can’t avoid it at any company .This presents the summary of the study

and survey done in relation to the TRAINING AND DEVELOPMENT in HDFC life insurance.

The conclusion is drawn from the study and survey of the company regarding the process carried

out there. The TRAINING process at HDFC life insurance to some extent is not done

objectively. Most of the employees were satisfied but changes are required according to the

changing scenario as TRAINING process has a great impact on the working of the company as a

fresh blood, new idea enters in the company.

LIMITATIONS

1. Training is a costly affair for the management.

77

2. It needs a handsome amount and long time. So management has to play safe game for the

benefits of the company as well as the workers.

3. One wrong decision may enforce the company to fall into deep troubles. So selecting the weak

areas of staffs and workers should be done very carefully. For that the management should be

conduct a test.

4. For providing an effective training, company requires a knowledgeable trainer.

5. Selecting a particular trainer is again a difficult job.

6. Trainer demands handsome money.

7. Training needs time and cost both.

78

TRAINING & DEVELOPMENT

(QUESTIONNAIRE)

79

Name …………………………………………………

Department ………………………………………

Designation ………………………………………

1. Employees. Awareness for training process in the organization.

a) Yes b)No

2. Have you undergone any training session in the organization

a) Yes b)No

3. How do you feel after training?

a) Very good b) Good c) Ok

4. How are types of training you wanted?

a) Annually b) Half Yearly c) Any Other

5. On which skills organization concentrated

a) Human

b) Technical

c) Conceptual

d) All

6. Trainer for the employees.

80

a) Company person b) Outside person

c) Both

7. What sort of method is adopted by the organization?

a) On the job

b) Off the job

1. Would you like to suggest something for the training programme?

_____________________________________________________

_____________________________________________________

_____________________________________________________

_____________________________________________________

_____________________________________________________

Date : Signature

81

82

CHAPTER-11

BIBLIOGRAPHY

WEBSITES :

1) www.hdfcslic.com

2) www.insuranceguide.com

3) www.economictimes.com

BOOKS:

1) HUMAN RESOURCE MANAGEMENT: SHASHI K. GUPTA

2) PERSONNEL MANAGEMENT: C. B. MAMORIA

3) MAMORIA&MAMORIA

JOURNALS:-

1) IRDA JOURNAL

2) BROUCHERS & REPORTS OF COMPANY

83

84