lg electronics

PROJECT REPORT

AN ANALYTICAL STUDY ONTHE TRAINING & DEVELOPMENT PRACTICES

IN

LG ELECTRONICS INDIA PVT. LTD.

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CHAPTER -1CHAPTER -1

INTRODUCTIOINTRODUCTIONN

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AN ANALYTICAL STUDY ONTHE TRAINING & DEVELOPMENT PRACTICES

IN

LG ELECTRONICS INDIA PVT. LTD.

1.1 OVERVIEW OF THE INDUSTRY

LG Electronics India Pvt. Ltd., a wholly owned subsidiary of LG Electronics, South Korea was established in January, 1997 after clearance from the Foreign Investment Promotion Board (FIPB).

LGEIL set up a state-of-the art manufacturing facility at Greater Noida, near Delhi, in 1998, with an investment of Rs 500 Crores. This facility manufactured Colour Televisions, Washing Machines, Air-Conditioners and Microwave Ovens. During the year 2001, LGEIL also commenced the home production for its eco-friendly Refrigerators and established its assembly line for

its PC Monitors at its Greater Noida manufacturing unit.

The Greater Noida manufacturing unit line has been designed with the latest technologies at par with international standards at Korea and is one of the most eco-friendly units amongst all LGEIL manufacturing plants in the world.

Financial Performance:

Turnover for 1997 Rs. 125 Crores

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Turnover for 2000 Rs. 1903 Crores

Turnover for 2005 Rs 7500 Crores

Turnover for 2010 Rs 25000 Crores

Target for 2012 Rs 38000 Crores

1.2 The Profile of LG Electronics in India:

India is the fifth largest economy in the world and has the

second largest gross domestic product among the emerging

economies. Owing to its large population, the potential

consumer demand is ever increasing and consequently under

appropriate conditions, strong growth performance can be

expected. The liberalization of the Indian economy that began

in 1991 has started changing regulatory, financial, and

monetary policies leading to a higher pace of growth. The

software industry in India is already a world leader. The

electronics industry is likely to follow.

In India, the demand of video products, such as color

televisions (CTVs), VCD/DVD players, and set-top boxes

account for 90% of the consumer electronic market. Easy

availability of finance is an important factor driving growth for

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consumer electronics market. Some companies are also taking

advantage of this factor by teaming up with banks to offer

attractive loan schemes to consumers. According to ISUPPLI

projects (India market intelligent service), consumer electronics

industry in India is growing at a compounded annual growth

rate (CAGR) of 11%.

The electronic industry in India constitutes just 0.7 % of the

global electronic industry. Hence it is miniscule by international

comparison. However the demand in the Indian market is

growing rapidly and investments are flowing in to augment

manufacturing capacity.

Major challenges facing the Indian electronic manufacturing

market are an infrastructure that needs to be improved at the

earliest possibility, easing of foreign investment procedures,

which is underway, and a restructured government tariff that

now makes domestically manufactured goods more expensive

than imported goods with zero tariff,” says Bryan Wang, In-Stat

analyst.

In 2006, LGEIL also up its second Greenfield manufacturing unit

in Pune, Maharashtra that commences operations in October

this year. Covering over 50 acres, the facility manufactures

Color Televisions, Air Conditioners, Refrigerators, Washing

Machines Microwave Ovens Color Monitors and GSM phones.

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The Greater Noida manufacturing unit line has been designed

with the latest technologies at par with international standards

at Korea and is one of the most Eco-friendly units amongst all

LG manufacturing plants in the world

LG has been able to craft out in eight years, a premium brand

positioning in the Indian market and is today the most

preferred brand in the segment. Various studies have shown

that the consumer is well informed on the health awareness

front. LG was one of the first companies who recognized the

emerging change in consumer needs and decided to

differentiate their products on the basis of technology which

appealed to the consumer on the basis of health benefits. Its

vision was to become a 'Health Partner' for its consumers

worldwide and therefore formulated its corporate philosophy to

make peoples' lives better, convenient and healthier. The CTV

range offered by LG has 'Golden Eye' technology, which senses

the light levels in the room and adjusts the picture to make it

more comfortable for the eyes. The entire range of LG air-

conditioners have 'Health Air System', which not just cools, but

keeps pollution out. Similarly, microwave ovens have the

'Health Wave System', refrigerators have the 'PN System',

which preserve the nutrition in food and washing machines

have 'Fabricare System', which takes the health factor down to

ones clothes. All the products offered by the company have

unique technologies, developed by its R&D departments that

give customers a healthier environment to live-in.

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The year 2007 witnessed LG becoming the fastest growing

company in the consumer electronics, home appliances and

computer peripherals industry. The company had till the month

of October 2007 achieved a cumulative turnover of Rs 5000

Crores in India since its inception in 1997, making it the fastest

ever Rs 5000 Crores clocked by any company in the Indian

consumer electronics and home appliances industry. Having

achieved this milestone, LG achieved another benchmark with

the first ever sales of One Lakh ACs (Windows and Splits) in a

calendar year.

In Colour Televisions having set the sales target of one million

units of Color Televisions for 2006, LG has already achieved the

one million mark in the month ahead of its target. In 2007, LG

has emerged as the leader in Colour Televisions, Semi

Automatic Washing Machines, Air Conditioners, Frost-Free

Refrigerators and Microwaves Ovens. In the year 2007, LGEIL

achieved unprecedented sales efficiency both in Direct Cool

and Frost Free segment and sold more than 1 million units of

refrigerators outperforming industry expectations.

LG India has also been taking on a slew of initiatives as a part

of Corporate Social Responsibility. LGEIL is proud to have

adopted about 24 villages around our Greater Noida facility. LG

extends Free Medical Care, which comprises of free check ups

and a free distribution of medicines on a daily basis. LGEIL is

also generating self-employment opportunities for the people in

the form of tailoring, knitting etc. in addition to all this, LG also

sends veterinary doctors regularly to these villages. Besides all

this, LG India is one of the very few companies in the country

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that has an internal Energy, Environment, Safety and Health

Department. This function caters to activities like Energy

Conservation, Environmental Issues, Work Place Fire and Safety

as well as Occupational Health for the benefit of the employees.

LG’s vision is to bring the ‘smiling face’ to every home across

the globe. The smiling face logo symbolizes five key concepts

world, future, youth Human and Technology. LG believes that

an effective combination of these elements for the

organization. LGE has been exploring ways to develop,

combine, apply technologies that would customize products

and services to meet customer needs and exceed their

expectations LGE are performing this task by identifying its

focus on R&D centers. LG Electronics vision for the 21st century

is to become a true global digital leader through fast growth

and fast innovation and to be known as a company who can

make its worldwide customers happy through its innovative

digital products and services. LG Electronics has set its mid-

term and long-term goal to rank among the top 3 electronics,

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information, and telecommunication firms in the world by 2010.

We aim to utilize our core capabilities of product leadership,

market leadership and people leadership and enhance our

corporate culture of team work and fun workplace to achieve

our mission of becoming "2 by 10", that is, double our sales

volume and profit by year 2010.

LG India has also been taking on a slew of initiatives as a part

of Corporate Social Responsibility. LGEIL is proud to have

adopted about 24 villages around our Greater Noida facility. LG

extends Free Medical Care, which comprises of free checkups

and a free distribution of medicines on a daily basis. LGEIL is

also generating self-employment opportunities for the people in

the form of tailoring, knitting etc. in addition to all this, LG also

sends veterinary doctors regularly to these villages. Besides all

this, LG India is one of the very few companies in the country

that has an internal Energy, Environment, Safety and Health

Department. This function caters to activities like Energy

Conservation, Environmental Issues, Work Place Fire and Safety

as well as Occupational Health for the benefit of the employees.

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ORGANISATIOORGANISATION STRUCTURE N STRUCTURE

ANDAND LAYOUTLAYOUT

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2.1 LGEIL ORGANISATION STRUCTURE

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2.2 FACTORY LAYOUT

The factory layout of the LGEIL is displayed above of the

Greater Noida unit where AC, Washing Machine, Microwave etc

are manufactured.

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VISION VISION OF OF

LGEILLGEIL

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3.1 VISION OF LGEIL

To reach out globally, to expand domestic market by

providing quality products, to update technology & achieve

phenomenal business growth.

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3.2 BUSINESS OVERVIEW

LG Electronics pursues its 21st century vision of becoming a

true global digital leader who can make its customers

worldwide happy through its innovative digital products and

services. LG Electronics aims to be among the top 3 Electronics,

Information, and Telecommunication firms in the world by 2012

and emerged in the LEDs & LCDs Television and HD (High

Definition) Technology.

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MISSION MISSION AND AND

OBJECTIVESOBJECTIVES

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4.1 MISSION

Achieved zero tolerance in quality, maintain customer

satisfaction through cost effectiveness and value added

service, timely delivery and service orientation.

Our first responsibility and priority is our customers. In

support of this philosophy, we will:

Expand our customer base by addressing their quality

needs in better and faster than the competition while

maintaining the highest industry standards.

To identify the need of the customer and maintain high

level of integrity in interaction with the business partners

and associates.

Recruit the executives with best abilities and integrity to

serve highest quality of product at the customers end.

We take the challenges in terms of targets, complexity

and accuracy.

4.2 OBJECTIVES

The first & foremost step in any research work is to identify the

problems or objectives on which the researcher has to work on.

There are two types of objectives met in this study, as

explained below:

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4.2.1 MAJOR OBJECTIVE

To analyze the existing training practices, its effectiveness

and recommend measures to improve the training

practices in the organization.

4.2.2 MINOR OBJECTIVES

To study the frequency of training, training methods and

their effects on the trainees and recommend certain

measures for improvement.

To study the present practices enforced in respect of

training at the personnel department and recommend any

changes if necessary.

To Examine of present training strategies.

To study Impact of training on productivity.

To study about the requirements of further training

needs.

To study effectiveness of training program.

To study and take feedback and analyze the level of

satisfaction amongst the employees in respect of training

activities and suggest alternatives.

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To study and take feedback and analyze the level of satisfaction

amongst the employees in respect of training activities and suggest

alternatives.

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TRAININGTRAINING

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5.1 TRAINING

Employee training is a specialized function and is one of the

fundamental operative functions of Human Resource

Management.

Acc to FLIPPO,

“Training is the act of increasing the knowledge and skill of an

employee for doing a particular job.”

It is a short-term educational process and utilizing a systematic

and organized procedure by which employees learn technical

knowledge and skills for a definite purpose.

Training refers to the organization’s efforts to improve an

individual’s ability to perform a job or organizational role. It can

be defined as a learning experience in which it seeks a

relatively permanent change in an individual that would

improve his ability to perform the job.

5.2 Difference between Training and Development

Training and development go hand in hand and are often used

synonymously but there is a difference between them.

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Training is the process of learning a sequence of programmed

behavior. It is an application of knowledge. It gives people an

awareness of the rules and procedures to guide their behavior.

It intends to improve their performance on the current job and

prepares them for an intended job.

Development is a related process. It covers not only those

activities, which improve job performance, but also those,

which bring about growth of the personality. It helps individual

in the progress towards maturity and actualization of potential

capabilities so that they can become not only good employees

but better human beings.

5.3 PRINCIPLES OF TRAINING

Motivation

Learning is enhanced when the learner is motivated. Learning

experience must be designed so learners can see how it will

help in achieving the goals of the organization. Effectiveness of

training depends on motivation.

Feedback

Training requires feedback. It is required so the trainee can

correct his mistakes. Only getting information about how he is

doing to achieve goals, he can correct the deviations.

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Reinforcement

The principle of reinforcement tells the behaviors that are

positively reinforced are encouraged and sustained. It increases

the likelihood that a learned behavior well be repeated.

Practice

Practice increases a trainee’s performance. When the trainees

practice actually, they gain confidence and are less likely to

make errors or to forget what they have learned.

Individual Differences

Individual training is costly. Group training is advantageous to

the organization. Individuals vary in intelligence and aptitude

from person to person. Training must be geared to the

intelligence and aptitude of individual trainee.

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5.4 OBJECTIVES OF TRAINING

To increase productivity

An instructor can help employees increase their level of

performance on their assignment. Increase in human

performance leads to increase in the operational productivity

and also the increase in the profit of the company.

To improve quality

Better-trained executives are less likely to make operational

mistakes. It can be in relationship to the company or in

reference to the intangible organizational employment

atmosphere.

To help a company fulfill its future personnel needs

The organizations having good internal training and

development programmes will have to make less changes and

adjustments. When the need arises, vacancies can be easily

staffed.

To improve organizational climate

An endless chain of positive reactions result from a well

planned training programme.

To improve health and safety

Proper training can prevent industrial accidents. A safer

atmosphere leads to more stable attitudes on part of the

employees.

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Obsolescence prevention

Training and development programmes foster the initiative and

creativity of employees and can help prevent manpower

obsolescence.

Personal growth

Employees on a personal basis gain individually from their

exposure to educational expressions. Training programmes

give them wider awareness and skills.

5.5 REQUIREMENT OF TRAINING

After employees have been selected for various positions in an

organization, training them for the specific tasks to which they

have been assigned assumes great importance. It is true in

many organizations that before an employee is fitted into a

harmonious working relationship with other employees, he/she

is given an adequate training. Training is the act of increasing

the knowledge and skills of an employee for performing a

particular job. The major outcome of training is learning. A

trainee learns new habits, refined skills and useful knowledge

during the training that helps him improve performance.

Training enables an employee to do his present job more

efficiently and prepare himself for a higher-level job.

To impart to the new entrants the basic knowledge and

skills they need for definite tasks.

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To assist employees to function more effectively in their

present positions by exposing them to new concepts.

To build a line of competent people and prepare them to

occupy more responsible positions.

To reduce the supervision time, wastage and spoilage of

new material.

To reduce the defects and minimize the industrial

accidents.

To ensure the economical output of the required quality.

To prevent obsolescence.

To promote individual and collective morale, responsibility

and cooperative attitudes etc.

5.6 TYPES OF TRAINING

Training is required for several purposes. Accordingly training

programmes may be of the following types:

Orientation training : Induction or orientation training

seeks to adjust newly appointed employees to the work

environment. Every new employee needs to be made fully

familiar with his job, his superiors and subordinates and with

the rules and regulations of the organization. Induction

training creates self-confidence in the employees. It is also

knows as pre-job training. It is brief and informative.

Job training : It refers to the training provided with a view to

increase the knowledge and skills of an employee for

performance on the job. Employees may be taught the

correct methods of handling equipment and machines used

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in a job. Such training helps to reduce accidents, waste and

inefficiency in the performance of the job.

Safety training : Training provided to minimize accidents

and damage to machinery is known as safety training. It

involves instruction in the use of safety devices and in safety

consciousness.

Promotional training : It involves training of existing

employees to enable them to perform higher-level jobs.

Employees with potential are selected and they are given

training before their promotion, so that they do not find it

difficult to shoulder the higher responsibilities of the new

positions to which they are promoted.

Refresher training : When existing techniques become

obsolete due to the development of better techniques,

employees have to be trained in the use of new methods and

techniques. With the passage of time employee may forget

some of the methods of doing work. Refresher training is

designed to revive and refresh the knowledge and to update

the skills of the existing employees. Short-term refresher

courses have become popular on account of rapid changes in

technology and work methods. Refresher or re-training

programmes are conducted to avoid obsolescence of

knowledge and skills.

Remedial training : Such training is arranged to overcome

the shortcoming in the behaviour and performance of old

employees. Some of the experienced employees might have

picked up appropriate methods and styles of working. Such

employees are identified and correct work methods and

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procedures are taught to them. Psychological experts should

conduct remedial training.

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5.7 PROCESS OF TRAINING

Fig5.7.1- Sequential Model of an effective Training Process

This model reveals some of the biases, beliefs and philosophies

concerning how training should be conducted in an

organization.

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5.8 METHODS OF TRAINING

Fig 5.8.1- Methods of Training

5.8.1 On-the-job techniques

On the job techniques enables managers to practice

management skills, make mistakes and learn from their

mistakes under the guidance of an experienced, competent

manager. Some of the methods are as:

5.8.1.1 Job Rotation: It is also referred to as cross straining. It

involves placing an employee on different jobs for periods of

time ranging from a few hours to several weeks. At lower job

levels, it normally consumes a short period, such as few hours

or one or two days. At higher job levels, it may consume much

larger periods because staff trainees may be learning complex

functions and responsibilities.

METHODS OF TRAINING

ON- THE- JOB METHODS

OFF- THE- JOB METHODS

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Job rotation for managers usually involves temporary

assignments that may range from several months to one or

more years in various departments, plants and offices.

Job rotation for trainees involves several short-term

assignments, that touch a variety of skills and gives the

trainees a greater understanding of how various work areas

function.

For middle and upper level management, it serves a slightly

different function. At this stage, it involves lateral promotions,

which last for one or more years. It involves a move to different

work environment so that manager may develop competence

in general management decision-making skills.

5.8.1.1.1 Enlarged and enriched job responsibilities:

By giving an employee added job duties, and increasing the

autonomy and responsibilities associated with the job, the firm

allows an employee to learn a lot about the job, department

and organization.

5.8.1.1.2 Job instruction training:

It is also known as step-by-step training. Here, the trainer

explains the trainee the way of doing the jobs, job knowledge

and skills and allows him to do the job. The trainer appraises

the performance of the trainee, provides feedback information

and corrects the trainee. In simple words, it involves

preparation, presentation, performance, and tryout and follows

up.

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5.8.1.1.3 Coaching:

The trainee is placed under a particular supervisor who

functions as a coach in training the individual. The supervisor

provides the feedback to the trainee on his performance and

offers him some suggestions for improvement. Often the

trainee shares some duties and responsibilities of the coach

and relives him of his burden.

5.8.1.1.4 Committee assignments:

Here in, a group of trainees are given and asked to solve an

actual organizational problem. The trainees solve the problem

jointly. This develops team work and group cohesiveness

feelings amongst the trainees.

A drawback is that the trainee may not have the freedom or

opportunity to express his own ideas.

5.8.1.2 Off-the-job training

It includes anything performed away from the employee’s job

area or immediate work area. Two broad categories of it are:

[

5.8.1.2.1 In house programmes

These are conducted within the organizations own training

facility; either by training specialists from HR department or by

external consultant or a combination of both.

5.8.1.2.2 Off-site programmes

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It is held elsewhere and sponsored by an educational

institution, a professional association, a government agency or

an independent training and development firm.

5.8.1.3 The various off- the- job-training programmes

are as follows:

Vestibule training: Herein, actual work conditions are

simulated in a classroom. Material, files and equipment those

are used in actual job performance are also used in training.

This type of training is commonly used for training personnel

for clerical and semiskilled jobs. The duration of this training

ranges from few days to a few weeks. Theory can be related

to practice in this method.

Role-playing: It is defined as a method of human

interaction that involves realistic behaviour in imaginary

situations. This method involves action doing and practice.

The participants play the role of certain characters, such as

production manager, HR manager, foreman, executives etc.

This method is mostly used for developing interpersonal

interactions and relations.

Lecture method: The lecture is a traditional and direct

method of instruction. The instruction organizes the material

and gives it to the group of trainees in the form of a talk. To

be effective, the lecture must motivate and create interest

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among the trainees. An advantage of this method is that it is

direct and can be used for a large group of trainees.

Conference or discussion: It is a method in training the

clerical, professional and supervisory personnel. It involves a

group of people who pose ideas, examine and share facts

and data, test assumptions and draw conclusions, all of

which contribute to the improvement of job performance. It

has an advantage that it involves two-way communication

and hence feedback is provided. The participants feel free to

speak in small groups. Success depends upon the leadership

qualities of the person who leads the group.

Programmed instruction: This method has become

popular in recent years. The subject matter to be learned is

presented in a series of carefully planned sequential units.

These units are arranged from simple to mere complex levels

of instructions. The trainee goes through these units by

answering questions or filling the blanks. This method is

expensive and time consuming.

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EXISTINGEXISTING TRAININGTRAINING

ACTIVITIESACTIVITIES ININ

LGEILLGEIL

6.1 TRAINING PROGRAMMES IN LGEIL

LGEIL follows the philosophy to establish and build a strong

performance driven culture with greater accountability and

responsibility at all levels. To that extent the Company views

capability as a combination of the right people in the right jobs,

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supported by the right processes, systems, structure and

metrics.

The Company organizes various training and development

programmes, both in-house and at other places in order to

enhance the skills and efficiency of its employees. These

training and development programmes are conducted at

various levels i.e. for executives and for officers etc.

6.2 THE VARIOUS TRAINING PROGRAMMES ATTENDED BY THE

WORKERS/STAFF OF LG: -

S.no Training programmes Duration No. of

participants

Designation

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1 Baking with Soy 2 days 1 Officer

2 Land Mark Seminar 1 day 5 Manager,

Officers

3 Contract Labour 1 day 2 Managers

4 Lean Manufacturing

Implementation

2 days 2 Managers

5 Risk assessment in work place 1 day 1 Officer

6 Productivity Accomplishment 2 days 4 Officers

7 Adv. Technology mgmt for

prevention and control of

pollution

2 days 1 Officer

8 Bearing Maintenance

technology

1 day 1 Officer

9 Good Auditing Practices 1 day 1 Manager

10 HACCP/GMP/GHP 2 day 4 Officers

11 Occupational health and safety 2 day 1 Officer

12 Sales training programme 3 days 3 Sales territory

Incharge

13 Assessment centre 2 days 16 Officers

14 Landmark Forum Programme 3 days 7 Managers,

officers

15 Excellence in Manufacturing by

eliminating stock-outs

2 days 3 Officers

16 XIV training programme in

Biscuit manufacture

4 days 4 Officers

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17 Occupation and health 2 days 1 Officer

18 Training for INKJET printer 4 days 7 Managers,

officers

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6.3 VARIOUS TRAINING PROGRAMMES ORGANISED FOR THE

MANAGER & EXECUTIVES IN LG:-

S. No. Training Programmes Duration Conducted by

1 ISO 9000 and ISO 14000 refresher

programme

1 day Executive teachers

2 Personality development 2 days Executive teachers

3 Executive teacher’s day 1 day Executive teachers

4 ISO 14000 awareness ½ day Executive teachers

5 National safety day 1 day Executive teachers

6 Fire fighting ½ day Security officer

7 Executive’s participation in

management

3 days Central board of

executive’s

association

8 Educational trip to Haridwar,

Rishikesh, Dehradun

7 days Executive teachers

9 Gemba- Kaizen workshop 5 days Kaizen institute

10 Security and fire fighting 1 day Executive teachers

11 Positive approach 1 day Executive teachers

12 Vipassana meditation 2 days Vipassana Sadhna

Sansthan

13 Executive’s children- Workshop for

young people, personality

development

1 day Shakuntala Anand

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6.3 TRAINING IN LG.[

LG provides training to all its employees as per the policy of the

organization.

PURPOSE OF TRAINING: To ensure availability of trained

manpower.

FLOW CHART OF TRAINING PROCEDURE

Fig: 6.3.1 The training procedure

Identification of Needs

Preparation of Training Plan

Imparting Training

Feedback

Induction Training

Training Effectiveness

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6.3.1 THE TRAINING PROCEDURE

6.3.1.1 IDENTIFICATION OF NEEDS

Management Staff

The Performance Appraisal form of the organization has a

section in which the training and development needs are filed

up. The person whom the concerned employee is reporting fills

the Performance Appraisal form annually. Such person may be

a branch head or department head.

Identification of training need is done at the Executive Office

(EO) level for the managers through the Performance Appraisal

forms annually and the records are maintained at the Executive

Office. Managers are nominated for the various training courses

by the Executive’s Office. Managers may also be nominated to

certain training programmes from the branch if the subject’s

covered are found to be of interest or if they offer a learning

opportunity in some emerging areas of knowledge.

Training needs for the department through their Performance

Appraisal forms identifies the officers, which are filled in by the

department head. The Performance Appraisal forms thus give

the emerging training needs. This exercise is carried out

annually.

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Staff

Training needs for managers and executives are identified

based on:

Company’s strategy and policy.

Organizational Thrust Areas.

New Emerging Areas.

This together gives the consolidated system of needs that is

prepared by the Personnel Officer and approved by the

Department Head.

6.3.1.2 PREPARATION OF TRAINING PLAN

On the basis of identified training needs, the annual training

calendar is prepared by the Personnel officer and approved by

the Personnel Head.

Annual Training Budget is prepared by Branch Personnel Head

and is approved by Executive Office. This gives the final list of

training activities in a particular year. It is attempted to carry

out all the programmes to fulfill the identified needs. The Head

of the Personnel Department monitors the actual training

conducted vis-à-vis the identified training needs on a monthly

basis.

6.3.1.3 IMPARTING OF TRAINING

Actual training is imparted with the help of in-house and

outside agencies. The selection of these agencies is done on

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the basis of reputation; programmes offered by them, past

experience and feedback received from the earlier participants.

Training is also imparted by nominating the concerned

employee for an external training programme. All records of

the training are maintained at branch as per Record of Training

in the Personnel folder and the same is intimated to the

Executive Office Personnel through the Monthly Personnel

Report.

6.3.1.4 FEEDBACK

A feedback is taken from the participants through a

questionnaire on the programme and their impressions in order

to further improve upon the same. There are three such

questionnaires available and one of these is used depending

upon the nature of the training programme and the level of

participants. Also, a person from the personnel department sits

through the final session of the programme and takes the

verbal feedback about the programme.

6.3.1.5 INDUCTION TRAINING

Staff/ Officers/ Managers

This is carried out as the very first step for any new entrant into

the branch at the Staff/ Officer/ Manager Level.

The department prepares a schedule for the employee as per

which he is required to spend specific time in each department.

During such period, he is reporting to the respective

department head.

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The objective of the induction programme is to familiarize the

participant to the function of different department. The copies

of the same are sent to the General Manager and all concerned.

At the end of the induction, the trainee has to submit a report

to the Personnel Department.

Executives

In the case of a new entrant, he is called in General shift for 2

days for training under a senior executive to familiarize him

with the welfare facilities like card punching, canteen, public

conveniences, rules and regulations, standing orders, shift

timings, spell outs, medical facilities, leave procedures etc.

After two days of training, he is deployed in the concerned

department. The Personnel Officer organizes this.

6.3.2 Management Trainee’s Training

Management trainees are given a fortnight of induction

programme. Corporate HR advises it as per Management

Trainee Training programme designed by them.

Thereafter, a detailed training programme is carried out

whereby the incumbent is to understand in depth of working of

each department at various locations as per the programme

given by the Corporate HR. Corporate HR maintains all relevant

records pertaining to Management Trainee’s training at

Bangalore.

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6.4 TRAINING EFFECTIVENESS

For each training programme conducted in-house for LG Delhi

branch personnel, a training brochure is developed.

The brochure developed consists of the following information:

Programme objectives: Need of the training and what are

the objectives that this training aims to achieve, what

likely outcomes are expected to come out of impact of this

training.

Programme content: Topics being covered during the

training.

Methodology adopted.

Programme faculty.

Personnel to be covered.

Training methodology.

Training effectiveness criteria and scale.

The training effectiveness is measured by measurement of the

achievement of the objectives. This lists down the

measurement indicators, achievement of which will ensure that

programme objectives are achieved.

53

A person gets nominated for the training programme in the

following two ways:

Training programme flowing from the training needs.

Training programme for testing out the training/ increased

awareness/ general information/ omnibus training types etc.

6.5 Training programmes flowing from training needs:

The programmes are divided into three broad categories:

Functional

Behavioral

General/ Omnibus programmes

Functional: The outcome of the training is measured by

comparing the data pre-training and post-training. A scale is

developed for measuring the effectiveness of training based

on the % achievement of the objectives.

Behavioral: The effectiveness of the training of this nature

is measured annually. This is seen through the training need

identification for the coming year for the employee. If the

training need is repeated there, then the training provided is

taken as ineffective. If the training need is repeated but with

focus on a part of the need, then the training is partially

effective. If not repeated, then the training is effective.

54

General: These are the training needs flowing directly from

the organizational needs. Examples of these can be ISO 9000

training, ISO 14000 training and any awareness training.

These are omnibus training programmes, which are run for a

large number of employees.

6.6 THE EFFECTIVENESS OF THE TRAINING IS MEASURED

BY:

Achievement of those organizational objectives within the

time lines.

Number of audit issues raised on the areas covered in the

training.

Any other such thing as defined in the training brochure.

The effectiveness of the outside training programme is

measured on the same line as above. However, no detailed

brochure is prepared for the same. The measurement criterion

for the programme is defined in the beginning of the

programme and effectiveness measured against the same.

A consolidated effectiveness report of the training programme

is prepared at the end of the year. The programmes that are

found to be ineffective are reworked.

Training programme for testing out the training

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Also there are training programmes, which are not flowing

directly from the training needs measurement of effectiveness

of the training is not needed to be measured.

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6.7 TRAINING OF AN OFFICER

Fig 6.7.1 Flowchart for Training of an Officer

Identification of Training needs

Consolidation of Training needs

AnnualTrainingCalendar

Approval from the Personnel Department

AnnualTrainingBudget

ImpartingTraining

CollectingFeedback forFurther Improvement

Monitoring of Actual Training vis-a-vis the Identified needs

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6.8 TRAINING OF A EXECUTIVE

Fig6.8.1 Flowchart for Training of a Executive

Organizational Thrust Areas

Company Strategy and Policy

New Emerging Areas

Identification Of Training needs

Consolidation Of Training needs

AnnualTrainingCalendar

Approval from the Personnel Department

AnnualTrainingBudget

ImpartingTraining

Collecting Feedback for Further Training

Monitoring of Actual vs the Identified Training needs.

58

PROBLEMS OF THE ORGANISATION IN RESPECT OF

TRAINING NEEDS

The training department of the Company is confronted with the

following problems:

There is no regular training schedule for the officers and

staff.

The training given to the employees is not standardized.

No work-study has been done on the requirement of training.

No in-house training programmes have been conducted.

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RATIONALE RATIONALE OFOF

THE STUDYTHE STUDY

60

7.1 RATIONALE OF THE STUDY

Coming to the new millennium, the rules of the game for

Human Resource Management are changing. New Millennium

demands “HR heretics” whereby the management has to listen

to what the people really want from the organization. LGEIL

believes that only “HR heretics can create the great workplace

where the best people would love to stay and work”.

The service function of Human Resource Management would be

discussed in regard to the Training & Development facilities

which LGEIL as an employer provides to its employees. This

study will evaluate the training practices being followed at

LGEIL and would look forward to suggest some improvement

measures in this regard.

This study will help in ascertaining following aspects

and remedial actions where required:

Effectiveness of training.

Impact of training on productivity in the

organization, employee development and career

enhancement.

Identification of factors, responsible for increase/

decrease in productivity.

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Future training needs identification.

Effectiveness and suitability of methods of training.

Implementation and testing of skills imparted

during the trainings &their success.

Enhancing the knowledge of employees.

62


RESEARCHRESEARCH METHODOLOGMETHODOLOG

YY

63

8.1 RESEARCH METHODOLOGY

Every project work is based on certain methodology, which is a

way to systematically solve the problem or attain its objectives.

It is a very important guideline and lead to completion of any

project work through observation, data collection and data

analysis.

According to Clifford Woody,

“Research Methodology comprises of defining & redefining

problems, collecting, organizing &evaluating data, making

deductions & researching to conclusions.”

Accordingly, the methodology used in the project is as follows: - Defining the objectives of the study.

Framing of questionnaire keeping objectives in mind.

Obtaining responses from employers/Management.

Feedback from the employees.

Analysis of feedback responses.

Conclusion, findings and suggestions.

8.2 SELECTION OF SAMPLE SIZE

About 300 employees of LGEIL (10%) will be selected at

random from all the departments of the organization and

64

responses to questionnaire will be obtained. The data will be

analyzed in order to arrive at present training practices in the

organization.

8.3 SAMPLING TECHNIQUE USEDThe technique of Random Sampling will be used in the

analysis of the data. Random sampling from a finite population

refers to that method of sample selection, which gives each

possible sample combination an equal probability of being

picked up and each item in the entire population to have an

equal chance of being included in the sample. This sampling is

without replacement, i.e. once an item is selected for the

sample, it cannot appear in the sample again.

8.4 DATA COLLECTION

To determine the appropriate data for research mainly two

kinds of data will be collected namely primary & secondary

data as explained below:

8.4.1 PRIMARY DATA

Primary data are those, which were collected afresh & for the

first time and thus happen to be original in character. However,

there are many methods of collecting the primary data; all will

not be used for the purpose of this project. The ones that will

be used are:

65

Questionnaire

Informal Interviews

Observation

8.4.2 SECONDARY DATA

Secondary data is collected from previous researches and

literature to fill in the respective project. The secondary data

will be collected through:

Text Books

Articles

LG Company Brochures

LG Company Website

8.5 STATISTICAL TOOLS USED

The main statistical tools that will be used for the collection and

analyses of data in this project are:

Questionnaire

Pie Charts

Tables

Graphics

66


DATA DATA ANALYSIS –ANALYSIS –INTERVIEWINTERVIEW

SCHEDULE OFSCHEDULE OF MANAGERS MANAGERS (SENIOR MANAGERS (SENIOR MANAGERS

68

& & JUNIOR MANAGERS)JUNIOR MANAGERS)

1) How many training programmes have you attended in last 5 years?

No. of Programmes % of Responses No .of persons

0-5 40% 120

6-10 25% 75

10-15 20% 60

More than 15 15% 45

Total 100% 300

Table9.1

Figure 9.1

69

2) The programme objectives were known to you before

attending it.

Options % of Responses No .of persons

Strongly agree 25% 75

Moderately agree 35% 105

Can’t Say 15% 45

Moderately Disagree 5% 15

Strongly Disagree 20% 60

Total 100% 300

Table 9.2

Figure 9.2

70

3) The training programme was relevant to your

developmental needs.




Can’t Say 15% 45



Total 100% 300

Table 9.3

Figure 9.3

71

4)The period of training session was sufficient for the

learning.




Can’t Say 21% 63



Total 100% 300

Table 9.4

Figure 9.4

72

5) The training methods used during the training were

effective for understanding the subject.




Can’t Say 15% 45



Total 100% 300

Table 9.5

Figure 9.5

73

6) The training sessions were exciting and a good

learning experience.




Can’t Say 10% 30



Total 100% 300

Table 9.6

Figure 9.6

74

7) The training aids used were helpful in improving the

overall effectiveness of the programme.




Can’t Say 35% 105



Total 100% 300

Table 9.7

Figure 9.7

75

8) The training was effective in improving on- the- job

efficiency.




Can’t Say 20% 60



Total 100% 300

Table 9.8

Figure 9.8

76

9) In your opinion, the numbers of training programmes organized during the year were

sufficient for officers of LG.




Can’t Say 25% 75



Total 100% 300

Table 9.9

Figure 9.9

77

DATA ANALYSIS-INTERVIEW SCHEDULE OF STAFF

(EXECUTIVE LEVEL)

Question no. 10 to 17 relates to the executive level. Analysis of

question no 10 to 17 are given below:

10) How many training programmes have you attended

during the last year?

No. of Programmes % of Responses No .of persons

Up to 2 62% 186

3-5 25% 75

6-8 10% 30

More than 8 3% 9

Total 100% 300

Table 9.10

Figure 9.10

78

11) The training given is useful to you.




Can’t Say 13% 39



Total 100% 300

Table 9.11

Figure 9.11

79

12) The time limit of the training programme was

sufficient.




Can’t Say 13% 39



Total 100% 300

Table 9.12

Figure 9.12

80

13) The time limit of the training programme, if

increased would make it more effective.

Options % of Responses No. of persons



Can’t Say 10% 30



Total 100% 300

Table 9.13

Figure 9.13

81

14) The training was effective in improving your on-the-

job efficiency.

Options % of Responses No. of Persons



Can’t Say 13% 39



Total 100% 300

Table 9.14

Figure 9.14

82

15) The training aids used were effective in improving

the overall effectiveness of the programme.




Can’t Say 30% 90



Total 100% 300

Table 9.15

Figure 9.15

83

16) The number of training programmes organized for

executives in a year is sufficient.




Can’t Say 10% 30

Moderately Disagree 37% 111Strongly Disagree 20% 60

Total 100% 300

Table 9.16

Figure 9.16

84

17) The participation of executives in training

programme would help increase its effectiveness.




Can’t Say 13% 39



Total 100% 300

Table 9.17

Figure 9.17

85

DATA ANALYSIS-INTERVIEW SCHEDULE OF

NON- EXECUTIVE LEVEL

Question no. 18 to 31 relates to the non executive level (general

information). Analysis of question no 18 to 31 are given below:

18) The training programmes were related to your need.

Figure 9.18

86

10%

19) The training programmes enhanced your knowledge

& skills in relevant areas.

Figure 9.19

87

20) LGEIL provides adequate training facilities for its

employees.

Figure 9.20

21) Any kind of language problem in training program is

taken care of by the management.

88

Figure 9.21

22) Employees are encouraged and rewarded for

training to acquire higher knowledge.

Figure 9.22

23) Internal training programmes are handled by the

best possible faculty the company can access.

89

Figure 9.23

24) External training programs satisfy the training need.

Figure 9.24

25) External trainers are competent enough to provide

training.

Figure 9.25

90

26) Training programs are organized keeping in view the

current needs and requirements of the employees.

Figure 9.26

27) The criteria adopted for assessment of training

needs is quite reliable and efficient.

91

Figure 9.27

28) The practical in the training were sufficient for understating the different topics.

Figure 9.28

29) Internal training programmes are handled by the best possible faculty the company can access.

92

Figure 9.29

30) Management takes feedback after every training program.

Figure 9.30

31) Was the audio-visual effects sufficient in training ?

93

Figure 9.31


94

INTERPRETATIOINTERPRETATIO

NN

9) Please suggest any changes you would like to have in the existing training

programmes.

The major suggestions for changes in the existing training

programmes as suggested by executives are as follows:-

The executives were of the opinion that external faculty

should be appointed for the training programmes.

The period of the training sessions should be augmented.

95

The rate of the training programmes organized in a year

should be increased.

Every one should get a chance to attend the training

programmes.

Documentaries and other films relating to issues of

motivation, team building should be screened.

Practical examples should be used to make things easy to

understand during the training sessions.

Better technological aids and methods should be used to

make the training sessions exciting.

96

ANNEXURE

QUESTIONNAIRE

Questionnaire for the Managerial staff in LG

1) How many training programmes have you attended in last 5 years?

Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree

2) The programme objectives were known to you before attending it.


3) The training programme was relevant to your developmental needs.


4) The period of training session was sufficient for the learning.


5) The training methods used during the training were effective for understanding the subject.


97

6) The training sessions were exciting and a good learning experience.


7) The training aids used were helpful in improving the overall effectiveness of the

programme.


8) The training was effective in improving on- the- job efficiency.


9) In your opinion, the numbers of training programmes organized during the year were

sufficient for officers of LG.


98

Questionnaire for the executive level staff of LG

1) How many training programmes have you attended during the last year?


2) The training given is useful to you.


3) The time limit of the training programme was sufficient Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree

4) The time limit of the training programme, if increased would make it more effective.


5) The training was effective in improving your on-the-job efficiency.


99

6) The training aids used were effective in improving the overall effectiveness of the

programme.


7) The number of training programmes organized for officers in a year are sufficient.


8) The participation of officers in training programme would help increase its effectiveness.


100

CONTRIBUTION OF THE PROJECT

The present study help the organization in following ways:

Provide input to management about adequacy or otherwise of existing Training & Development measures.

Provide the knowledge about the attitude of employees towards the management and its current Training & Development policies.

Enable the management to fill the gap, if, any, existing in the Training & Development measures and employees expectation.

Help the management to know about the Training & Development requirements of the employees.

If needed, the management can make adjustment or adopt a new and better Training & Development practices for satisfaction and motivation of employees to enhance the productivity.

101

LIMITATION OF STUDY

Since LG Electronics India Pvt. Ltd. is a multidimensional organization and has been successfully functioning. It would not be feasible and will be very difficult to cover all the functional division of the organization in various countries henceforth, this study is limited only to LGEIL one of the subsidiary at Greater Noida U.P(India).

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