peter kulandai - summer project
TRANSCRIPT
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A STUDY ON TRAINING AND DEVELOPMENT
With Special Reference to HDFC Standard Life Insurance Ltd
Chennai
BY
S.PETER KULANDAIREG NO 21007631085
OF
PANIMALAR ENGINEERING COLLEGE
A PROJECT REPORT
Submitted to the
FACULTY OF MANAGEMENT STUDIES
In partial fulfillment of the requirements
For the award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION
ANNA UNIVERSITY: CHENNAI 600 025
NOVEMBER 2008
DEPARTMENT OF MANAGEMENT STUDIES
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PANIMALAR ENGINEERING COLLEGE
(A CHRISTIAN MINORITY INSTITUTION)
JAISAKTHI EDUCATIONAL TRUST
BANGALORE TRUNK ROAD
VARADARAJAPURAM, NASARATHPETTAI,
POONAMALLEE, CHENNAI - 602 102.
DEPARTMENT OF MANAGEMENT STUDIES
CERTIFICATE
This is to certify that, this project report titled A STUDY ON TRAINING AND
DEVELOPMENT ON HDFC STANDARD LIFE INSURANCE PRODUCTS IN
CHENNAI is the bonafide work ofMr S.PETER KULANDAI, who carried out the
research under my supervision. Certified further, that to the best of my knowledge the
work reported here in does not form part of any other project report or dissertation on the
basis of which a degree or award was conferred on earlier occasion on this or any other
candidate.
Internal Guide Head of the Department
Internal examiner External Examiner
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DECLARATION
S.PETER KULANDAI (Regd. No.21007631085) pursuing MBA Programme in
PANIMALAR ENGINEERING COLLEGE of Chennai hereby declare that the Project
work entitled A Study On Training and Development. With Special Reference To
HDFC Standard Life Insurance Pvt ltd, Chennai. Submitted to Anna University, Chennai
in partial fulfillment of the requirements for the award of the degree of Master of
Business Administration is a bonafide work done by me under the guidance of Mr.
P.RAMAN M.B.A., Lecturer of Panimalar engineering college. To the best of my
knowledge, the work reported there in does not form part of any other thesis or work on
the basis of which a degree or award was conferred on an earlier occasion.
Place:
Date:
______________________
Signature of the Researcher
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ACKNOWLEDGEMENT
It is my pleasure and gratitude to present this copy of my project entitled A Study On
Training and Development
I wish to express my thanks to our founder and chairman Dr.JEPPIARM.A, B.L,
Ph.D., Panimalar engineering college, Chennai for giving me this opportunity to undergo
the course of Master of Business Administration and an opportunity to undertake this
project work.
I wish to express my sincere gratitude to our honorable Correspondent,
Mr.P.CHINNADURAI, M.A., Ph.D.,panimalar engineering college for giving me an
opportunity to undergo the course of Master of Business Administration and an
opportunity to undertake this project work.
I wish to express my thanks to our Principal Mr.S.RAJAPANDIAN, Panimalar
engineering College Chennai.
I wish to express my thanks to our DirectorC.SAKTHIKUMAR, M.E., and
M.Phil Panimalar engineering college, Chennai.
I wish to express my thanks to our head of the department Dr. V.MALAKSHMI
M.L., M.B.A., Ph.D, Panimalar engineering college, Chennai
I wish to express my thanks to my guide Mr. P.RAMAN M.COM., M.B.A.,
M.PHIL Panimalar engineering college.
I take opportunity to thankMr.GANESAN, in HDFC Standard Life Insurance
Pvt ltd., Chennai, for granting me permission to do my project work. I also thank the
Respondents who have helped me to carry out my project successfully.
I would be failing in my duty if I do not thank my parents and my dear friends for
their continuous encouragement and support to complete my project success.
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SL NO
LIST OF CONTENTS PG.NO
1.
CHAPTER 1
1.1 INTRODUCTION
1.2 COMPANY PROFILE
1.3 HDFC STANDARD LIFE INSURANCE
LTD
1.4 ABOUT THE TOPIC
2.
CHAPTER 2
2.1 IMPLICATIONS OF STUDY
2.2 NATURE AND SCOPE OF THE PROJECT
2.3 RESEARCH METHODOLOGY
2.4 DATA COLLECTION
2.5 REVIEW OF LITERATURE
2.6 EFFECTIVENESS OF TRAINING
2.7 TRAINING AND DEVELOPMENT IN
HDFC
2.8 CUSTOMERE SERVICE/IMPACT OF
TRAINING
3.
CHAPTER 3
3.1DATA INTERPRETATION
3.2
QUOATATIONS ON TRAINING
3.3
LIMITATIONS OF THE STUDY
3.4
FINDINGS
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3.5 SUGGESTIONS
3.6 CONCLUSION
3.7 RECOMMENDATIONS
3.8 BIBILIOGRAPHY
3.9 ANNEXURES
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ABSTRACT
Human resource management is the management of an organisations valuable assets- the
people working in it. In this aspect I have concentrated on training and development
which is an important component that enable the employee to adopt and adhere to theorganization and that make them feel comfort and realize their responsibilities. For this
purpose I have done a project in a reputed organization HDFC Standard Life Insurance
Ltd Enterprise Ltd that deals with all the corporate functions including HR, Finance,
ITD, ect.
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This project deals with the Training and Development process that is carried out by
HDFC Standard Life Insurance Ltd, HR Department. I have concentrated on Impact of
Training and Development among Employees. This study focuses on how training helps
the employees to acquire knowledge and mould themselves to the operations of the
organization. By this way they improve themselves and help the company to maintain its
good will and reputation among its customers.
In my study I have evaluated the training program of this organization based on various
aspects that accounts to impact of training among employees and have arrived at a
finding on the same. Also certain suggestions were given to it based on my findings. This
proved helpful to both the organization for it can improve its training program.
INTRODUCTION
Human Resource is the backbone of any organization. Properly trained and highly
skilled human resource is perceived as the greatest asset of an organization. Skilled
personnel contribute to efficiency, growth, increased productivity and market reputation
of an organization. This has been realized by industrial, commercial, research
establishments and even governments. Invariably, a separate Human Resources
Development department exists in all these organizations to attend to the matters relating
to recruitment, training and deployment. Human resource management serves these key
functions:
1. Recruitment Strategy Planning
2. Hiring Processes(recruitment)
3. Selection
4. Training and Development
5. Performance Evaluation and Management
6. Promotions
7. Redundancy
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8. Industrial and Employee Relations
9. Record keeping of all personal data.
10. Compensation, pensions, bonuses etc in liaison with Payroll
11. Confidential advice to internal 'customers' in relation to problems at work.
12. Career development
Technological advancements in various fields world over are very rapid, and the every
other day we see new products or machines or equipments with more and more advanced
features, with which users have to be acquainted. In order to cope with the industry
demand and technological advancements, we need to develop training strategy for our
human capital to attain the required skill levels.
]COMPANY PROFILE:
HDFC Standard Life Insurance Company Ltd. is one of India's leading private insurance
companies, which offers a range of individual and group insurance solutions. It is a joint
venture between Housing Development Finance Corporation Limited (HDFC Ltd.),
India's leading housing finance institution and a Group Company of the Standard Life,
UK. HDFC as on December 31, 2007 holds 72.38 per cent of equity in the joint venture.
HDFC STANDARD LIFE
Products:
At HDFC Standard Life, we offer a bouquet of insurance solutions to meet every need.
We cater to both, individuals as well as to companies looking to provide benefits to their
employees. This section gives you details of all our products. We have incorporated
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various downloadable forms and product details so that you can make an informed choice
about buying a policy.
For individuals, we have a range of protection, investment, pension and savings plans that
assist and nurture dreams apart from providing protection. You can choose from a range
of products to suit your life-stage and needs.
For organizations we have a host of customised solutions that range from Group Term
Insurance, Gratuity, Leave Encashment and Superannuation Products. These affordable
plans apart from providing long term value to the employees help in enhancing goodwill
of the company.
Customer service
We at HDFC Standard Life are committed to maintaining the highest level of customer
service. Interacting with you via this website is an extension of this commitment.
We have designed the 'Customer Service' section keeping in mind all the information
you may want to seek regarding procedures such as paying your premium, various policy
servicing options, processing a claim and so on. We have also provided relevant forms
that can be downloaded easily for your us
HDFC Standard Life Insurance Company Ltd. is one of India's leading private insurance
companies, which offers a range of individual and group insurance solutions. It is a joint
venture between Housing Development Finance Corporation Limited (HDFC Ltd.),
India's leading housing finance institution and a Group Company of the Standard Life,
UK. HDFC Ltd. as on December 31, 2007 holds 72.38 per cent of equity in the joint
venture.
Key strengths
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Financial Expertise
As a joint venture of leading financial services groups, HDFC Standard Life has the
financial expertise required to manage your long-term investments safely and efficiently.
Range of Solutions
We have a range of individual and group solutions, which can be easily customised to
specific needs. Our group solutions have been designed to offer you complete flexibility
combined with a low charging structure.
Track Record so far
Our gross premium income, for the year ending March 31, 2007 stood at Rs. 2, 856
crores and new business premium income at Rs. 1,624 crores.
ABOUT THE TOPIC
Training and development (T & D) deals with the design and delivery of learning to
improve performance, skills, or knowledge within organizations. It emphasize the
importance of learning for the individual and the organization. In this context, employees
learn to sell insurance by acquiring relevant skills.
Training makes the organization
more effective and efficient in its day-to-day operations
Development is training to acquire new horizons or viewpoints, it is
required throughout the ranks in order for the organization to survive
Designing and rolling out a successful training program involves a variety of people
coordinating their efforts to achieve the desired outcome.
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IMPLICATIONS OF THE STUDY
To the organization
It enables the company to find out the extent of Training and development
provided to its employees
To improve the level of training and to know the impact towards employees in
their self empowerment.
To the researcher
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This project also helps me in the partial fulfillment of Master of Business
Administration Degree and gave an exposure towards the activities of training and
development carried out in the organization.
NATURE AND SCOPE OF THE PROJECT
This project examines the impact of training and development towards the employee
in HDFC Standard Life Insurance Ltd. The impact of training towards internal customers
is determined on the following factors
Attitude
Personality
Performance
Interpersonal skills
Reactivity
Team spirit
Loyalty
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RESEARCH METHODOLOGY
In general RESEARCH can be termed as an inquiry in to the nature of, the reasons for,
and the consequences of any particular set of circumstances. It is the process of finding
solution for a problem after a thorough study and analysis of the situational factors. It
tries to solve a complex and complicated problem through use of various tools and
techniques. These tools and techniques try to bring out a logical, accurate and scientificsolution to given problem.
METHODOLOGY as the name suggests is the method through which the problem or
situation is tackled. Managers in organization constantly engage themselves in studying
and analyzing issues and hence are involved in some form of research activity as they
make decisions at the work place. It involves a lot of factor like the research design,
sample size, segment, techniques of sampling, tools used etc all these steps and factors
put together to bring out a clear and accurate result.
The research methodology adopted for the present study has been systematic and was
done in accordance to the objectives set, which has been discussed in the earlier pages.
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RESEARCH DESIGN
A research is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in
procedure. In fact the research design is the conceptual structure within which research is
conducted; it constitutes the blue print for the collection, measurement and analysis of
data. The research design adapted in the study was descriptive study.
DESCRIPTIVE RESEARCH
Descriptive research includes surveys and fact finding enquiries of different kinds. The
major purpose of descriptive research is description of the state of affairs, as it exists at
present. The main characteristic of this method is that the researcher has no control over
the variables; research can only report what has happened or what is happening. A
descriptive study is undertaken in order to ascertain and be able to describe the
characteristics of the variable of interest in a situation. Descriptive studies are also
undertaken to understand the characteristics of organizations that follow certain common
practices.
SOURCE OF DATA
Data refers to information or facts. The two main sources of data for the present study
have been primary data and the secondary data.
PRIMARY DATA:
Primary data consist of original information collected for specific purpose. This project
relied on the response of the employees. Structured undisguised questionnaire was used
to collect the primary data. Telephone survey was used for this purpose.
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SECONDARY DATA:
Secondary data consists of information that already exists somewhere having been
collected for some other purpose. The secondary data is obtained from the company data
base, Textbooks, Internet and Journals.
SAMPLING PLAN
POPULATION:
Population or universe can be defined as the complete set of items, which are of interest
in any particular situation in case of population data is collected from each and every
unit.
SAMPLING UNIT:
This answers who is to be surveyed. The researcher must define target population that
will be sampled; once this is determined a sampling frame is developed so that everyone
in the target population has an equal chance of being selected.
SAMPLE:
Sample denotes the entire part of the universe, which studied and conclusion are
drawn on this basis for the entire universe.
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DATA COLLECTION PROCEDURE
Primary data was collected using the questionnaire. A telephonic interview was done by
the researcher for data collection. The respondents reference to each question was
carefully noted in the questionnaire. Their responses and suggestions were carefully
recorded and registered.
SAMPLING
a. Size
The sample consists of 30 employees of different designation from different
branches of insurance companies.
b.Area
The study is focused on HDFC Standard life Ltd in Chennai region.
c. Method
The sampling technique used is convenience sampling
DATA COLLECTION
Primary
The primary data is collected from the employees of the HDFC Standard Life Insurance
Ltd through the issue of questionnaire and personal interview.
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Secondary
The secondary data is collected from various human resource websites
TOOLS OF ANALYSIS
Simple statistical tools such as Questionnaire, tabulation, percentages are used in the
current research.
TOOLS USED FOR DATA ANALYSIS
Analysis techniques are used to obtain finding and arrange information in
a logical sequence from the raw data collected. After the tabulation of data the tools
provide a scientific and mathematical solution to a complex problem.
Charts
Percentage analysis
Weighted Average Method
1) CHARTBar charts and pie charts are used for analysis to get a clear idea about the
tabulated data.
2) PERCENTAGE ANALYSIS
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Percentage analysis shows the entire population in terms of percentages. It
reveals the number of belonging is a particular category or the number of people
preferring a particular thing, etc., in terms of percentage. In this study, the number of
people who responded in a particulars manner is interpreted in the form of percentages.
Each table has been calculated on the basis of percentage.
No of respondents
Percentage = ------------------------------ X 100
Total respondents
3) WEIGHTED AVERAGE METHOD
In the case of data involving rating scale & ranking, the weighted average
ranking method used. In this method, the net scores for each attributes are calculated and
analysis can be done as the basic of the net score in percentage obtained the formula is
given.
Weighted for column X no of respondents
Net Score = ---------------------------------------------------------
Total weight
Chi-square test.
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The chi-square test a fairly, simple and definitely the most popular of all
the other tools, the chi-square test is most widely used non-parametric tests in statistical
work. It makes no assumption about being sampled. The quantity chi-square describes the
magnitude of discrepancy between theory and observation.
n
2 = (Oi Ei )2
i=1 Ei
REVIEW OF LITERATURE
1.International Journal of Training and 1Development, Vol-77
.Schnelle.L.P.
Revenue cycle staff education; 3 views. (Nov 2001)
In this article, the author has proposed that the company program should provide training
for both new and existing employees thus support skill development, address adult
learning principle and use cost effective method. Training helps to reduce employee
turnover, improves compliance, decreases denial write-offs, and improves customersatisfaction and point of service collections
2.Asia Pacific Journal of Human Resources, Vol-32
.Morris.R.J., D.Yaross
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Customer service for security staff the CARES way: (Dec 2000)
In this article the author spells out the philosophy, elements and employee interactions of
their departments through the customer service strategy and developing a department
specific program.
3.International Journal of Training and Development, Vol-34
In this article which involves recruitment and retention, the researchers found that
training gives greater exposure to general practice at undergraduate level and could help
to promote general practice careers and better inform career decisions. Also that general
practice based postgraduate training that has been widely praised for good formal
teaching that met educational needs.
4.International Journal of Training and Development, Vol-20
This article reveals that the insurance organizations have suffered a steady decrease in
operating margins in recent years while facing increased competition and pressure to
provide ever- higher levels of customer service, quality of care and innovation in delivery
methodologies. Therefore in order to cope up with these, training has proved an essential
component and enables an effective tool to overcome the difficulties.
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5.Asia Pacific Journal of Human Resources, Vol-47
This article deals with training which provides them guidance by setting learning
objectives. The researchers found that the progressive change in society, in the work
environment and in organization are leading to change ., thus they felt this process
requires continual renewal of training curriculum. For this, quality system for training is
used as a management tool, aimed at identifying the training products required by the
complex customer system. This quality system anticipates customer need, satisfaction,
quality of service required and based on this training program was designed.
The training challenges were evaluated by asking participant to fill out the forms with
Likert scale based questions and students indicated that the training challenges
experience had contributed to their understanding and appreciation of multi-diciplinary
team work.
6.Medina-Walpole.A., J.Fonzi, P.R.Katz.
Academic career development of training. (Jun 2000)
This article has proposed that the training of new generation of academic leaders is
challenging in the one year of fellowship training.
7.Djibuti.M., G.Gotsadze, G.Mataradze, G.Menabde
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(Aug 2005)
The researchers found that HR is one of the important components in determining
performance of public system. The aim of this study was to access adequacy of HR of
insurance agencies to meet the needs and also the effectiveness.
8.Trends in Human Resource development and training. (May 1990)
According to these researchers training and development refers to a planned effort by an
organization to facilitate the learning of job-related behaviour on the part of its
employees. Training and development is also a means to provide employees with relevant
skills so as to improve the efficiency of their organization. This proposed that Training
is now considered to be learning related to present job while, development is learning
for growth of the individual which may not be related to a specific present or future.
9.Kane.R.L
A strategic look at Training and Development. (Aug 1986)
This paper describes the strategic approaches that the organization can take for training
and development and suggests that the choice of approach should be based on an analysis
of the organisations needs, management and staff attitudes, beliefs and the level of
resources that can be committed. This more strategic view point should be of use in
assessing efforts as well as when planning for the future.
10.Edwards Salas., Janis.A.Cannon-Bowers.
The science of training: a decade of progress. (May 2007)
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This article describes the progress in 5 areas of research including training theory,
training need analysis, antecedent training conditions, training methods and strategies and
post training conditions. This review suggest that advancement have been made that help
to understand the design and delivery of training in organization, with respect to theory
development as well as the quality and quantity of empirical research.
11.International Journal of Training and development, vol-23
This review provides a variety of recommendations as to how workers customer
orientation might be improved. Crucial factors in the process of transferring the contents
of service, the quality training program to practice, however, have not yet been
sufficiently analyzed. This study proposes and tests the models of transfer motivation and
training transfer via structural equation modeling.
12.International Journal of Training and development, vol-12
This study examined the impart of two post-training on- the- job supplements to a
training program focused on interpersonal skills development for newly hired managers-
self coaching and upward feedback. For this, samples were taken and the impact of
supplement was assessed by examining post-training performance.
13International Journal of Training and development, vol-7.
Error management training explicitly allows participant to make errors. The researchers
has examined their effects of error management instructions, goal orientation, and
attribute- treatment interactions on performance. A randomized experiment was
conducted. Results showed that short and medium term performance was superior for
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participants of the error training with error management instructions. This was crucial for
high performance effects of error training.
14Mun.Y.Yi., Fred.D.Davis.
Improving computer training effectiveness for decision technologies:
Behaviour modeling and retention enhancement. (June 2004)
This article proposes that effective training can prevent the lack of skill from impeding
potential effectiveness gains from decision technologies. The recent research indicates
that techniques based on behaviour modeling, which consists of computer skill
demonstration and hands on practice, are among the most effective for achieving positive
training outcomes. This research examines whether the estimated behaviour modeling
approach to software training can be improved by adding a retention enhancement
intervention as a substitute for, or complement to, hands-on-practice.
15.Training effectiveness measures and scoring schemes: A comparison
personnel psychology. (June 1991)
This paper examines a new criteria measure, comprised of scripted situations, for training
effectiveness and compares two scoring schemes-one based on judgments and one based
on empirical weights. It was believed that a measure based on job-related scenarios
would be more sensitive to detecting change due to training than would more traditional
training criteria, such as behaviour and performance rating scales. Results of the study
support this notion. The comparison of expert versus empirical scoring indicated that
empirical scoring produced significant results, while scoring based on expert judgment
did not. Implications of these findings are discussed in this article.
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MEASURING THE EFFECTIVENESS OF TRAINING
Organisations are under pressure to justify various expenses. The training budget is,
often, not exempted from this purview. There are a number of questions raised on the
value derived from training programmesboth directly and indirectly. Business heads
and training managers are under pressure to prove the effectiveness of training.
One of the most popular methodologies for measuring training effectiveness was
developed by Donald Kirkpatrick.
* Level 1: Reactions.
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At this level, we measure the participants reaction to the programme. This is measured
through the use of feedback forms (also termed as happy-sheets). It throws light on the
level of learner satisfaction. The analysis at this level serves as inputs to the facilitator
and training administrator. It enables them to make decisions on continuing the
programme, making changes to the content, methodology, etc.
*Level 2: Participant learning .
We measure changes pertaining to knowledge, skill and attitude. These are changes that
can be attributed to the training. Facilitators utilise pre-test and post-test measures to
check on the learning that has occurred. However, it is important to note that learning at
this level does not necessarily translate into application on the job.
Measuring the effectiveness of training at this level is important as it gives an indication
about the quantum of change vis--vis the learning objectives that were set. It provides
critical inputs to fine-tuning the design of the programme. It also serves the important
aspect of being a lead indicator for transfer of learning on to the job context.
*Level 3 : Transfer of learning.
At this level, we measure the application of the learning in the work context, which is
not an easy task. It is not easy to define standards that can be utilised to measure
application of learning and there is always this question that preys on the minds of
various people: Can all changes be attributed to the training?
Inputs at this level can come from participants and their supervisors. It makes sense to
obtain feedback from the participants on the application of learning on the job. This can
be done a few weeks after the programme so that it gives the participants sufficient time
to implement what they have learnt. Their inputs can indicate the cause of success or
failure; sometimes it is possible that learning was good at level-2, but implementation did
not happen due to system-related reasons. It can help the organisation deal with the
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constraints posed by systems and processes so that they do not come in the way of
applying learning.
* Level 4 : Results.
This measures effectiveness of the Programme in terms of business objectives. At this
level we look at aspects such as increase in productivity, decrease in defects, cycle time
reduction, etc.
Many organizations would like to measure effectiveness of training at this level; the fact
remains that it is not very easy to do this, as it is improbable that we can show direct
linkage. However, it is worthwhile making the attempt even if the linkage at this level is
indirect.
It is possible for organisations to measure effectiveness for all programmes at level-1 and
level-2. This can be built into the design of the training programme.
NEED OF TRAINING:
Basic Issues
Organisation of training for voting operations staff is a massive exercise that requiresclear lines of communication, accountability and control. There are two basic elements to
organising training:
defining a clear strategy for the training program, appropriate training delivery
methodologies, and materials development;
developing the detailed operational plans that define locations, identify and assign
trainers, assign voting station staff to training locations, produce and distribute training
and reference materials, and procure logistics needs.
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Consistency of Training
No matter whether centralised or decentralised structures (see Training Methodology) areused for training delivery, there will be a need for training accountability and some
organisation at a more centralised level. Voting operations staff need to deliver equitable,
impartial service and follow procedures in a consistent fashion, Allowing unsupervised
localised control of training will be counterproductive.
Centralised quality control, even where training is not directly administered centrally, will
assist in ensuring that training standards deliver this consistency. Areas where this is
essential will include:
content of trainers and voting operations officials reference materials;
content and presentation of training sessions;
provision of training to all voting operations staff by scheduled dates using an
appropriate training method;
training programs for voting operations staff trainers;
monitoring and evaluation of training performance.
It would be preferable if a standard set of training materials is produced, by the electoralmanagement body, for use in all voting operations training. If this is not feasible,
materials produced by other bodies should be approved by the electoral management body
before use.
The situation becomes more complex where local electoral management bodies areempowered to make their own arrangements for the conduct of elections for higher levels
of government.
Different equipment use and detail of procedures will make consistency across an election
for higher levels of government and standardisation of training impossible. This is not aninsurmountable problem and can be dealt with effectively by ensuring that there is some
central oversight, if only advisory, to ensure that:
an adequate level of training is provided to all officials in all jurisdictions, perhaps
through a system of formal accreditation of local training programs;
reference materials provided are accurate and emphasise the application of principles of
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equity, impartiality, and service, even if they may vary in procedural details.
Management of Training Implementation
Organisation of the operational details of training will generally be more effectivelyundertaken at a more local level. The large number of training sessions that will need to
be undertaken, especially for national elections, may create decision bottlenecks if all
operational decisions are made at a central level. How much can be organised locally will
depend on the structure and methodology used (see Training Methodology).
Simultaneous or mobile team training methods will require greater organisation from a
central level in planning training schedules, materials distribution, and often trainer
transportation arrangements. However, decentralised management will generally be more
responsive to local needs in the following areas:
distribution of training materials;
assigning staff to training sessions or if not trained face-to-face, overseeing self-directed
training;
determining appropriate training timing within scheduling limits;
reserving training facilities and arranging for equipment;
organisation of transportation for trainers and trainees
BENEFIS OF TRAINING
Typical Reasons for Employee Training and Development
Training and development can be initiated for a variety of reasons for an employee or
group of employees, e.g.,:
When a performance appraisal indicates performance improvement is needed
To "benchmark" the status of improvement so far in a performance improvement
effort
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As part of an overall professional development program
As part of succession planning to help an employee be eligible for a planned
change in role in the organization
To "pilot", or test, the operation of a new performance management system
To train about a specific topic
Typical Topics of Employee Training
1. Communications: The increasing diversity of today's workforce brings a wide
variety of languages and customs.
2. Computer skills: Computer skills are becoming a necessity for conducting
administrative and office tasks.
3. Customer service: Increased competition in today's global marketplace makes it
critical that employees understand and meet the needs of customers.
4. Diversity: Diversity training usually includes explanation about how people have
different perspectives and views, and includes techniques to value diversity
5. Ethics: Today's society has increasing expectations about corporate social
responsibility. Also, today's diverse workforce brings a wide variety of values and
morals to the workplace.6. Human relations: The increased stresses of today's workplace can include
misunderstandings and conflict. Training can people to get along in the
workplace.
7. Quality initiatives: Initiatives such as Total Quality Management, Quality
Circles, benchmarking, etc., require basic training about quality concepts,
guidelines and standards for quality, etc.
8. Safety: Safety training is critical where working with heavy equipment ,
hazardous chemicals, repetitive activities, etc., but can also be useful with
practical advice for avoiding assaults, etc.
9. Sexual harassment: Sexual harassment training usually includes careful
description of the organization's policies about sexual harassment, especially
about what are inappropriate behaviors.
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General Benefits from Employee Training and Development
There are numerous sources of online information about training and development.Several of these sites (they're listed later on in this library) suggest reasons for
supervisors to conduct training among employees. These reasons include:
Increased job satisfaction and morale among employees
Increased employee motivation
Increased efficiencies in processes, resulting in financial gain
Increased capacity to adopt new technologies and methods
Increased innovation in strategies and products
Reduced employee turnover
Enhanced company image, e.g., conducting ethics training (not a good reason for
ethics training!)
Risk management, e.g., training about sexual harassment, diversity training
facilities.
Specialized computer equipment
Administration (such as registration procedures or confirmation notices)
All the relevant costs, divided by the anticipated number of participants, gives the
cost per participant.
Determine the potential savings generated.
These savings might include:
Fewer errors
Reduced customer turnover
Less equipment downtime
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Increased revenue collection
Faster equipment startup time
Reduced employee turnover, when turnover is attributable to poor supervision
Proper implementation of new customer strategies
Higher workplace morale through more effective management practices
Less time lost to grievance hearings and work stoppages because of ineffective
supervision
Reduced recruitment costs (because training can create more job-ready candidates
for promotions)
Maximized productivity of new employees through efficient orientation training
Compare the costs to savings.
Multiply the cost per participant by the total number of participants.
Multiply the savings per participant by the total number of participants.
Compare your figures to establish your business case for training.
TRAINING AND DEVELOPMENT IN HDFC
Training and development (T & D) deals with the design and delivery of learning to
improve performance, skills, or knowledge within organizations. It emphasise the
importance of learning for the individual and the organization.In this context, employees
learn to sell insurance by acquiring relevant skills.
Training makes the organization more effective and efficient in its day-to-
day operations
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Development is training to acquire new horizons or viewpoints, it is
required throughout the ranks in order for the organization to survive
Designing and rolling out a successful training program involves a variety of people
coordinating their efforts to achieve the desired outcome.
Focus Areas
Training Management Plan
Systems Approach to Training (SAT)
Training Process Flows
Training Management Plan
Staff Training
This training can be given to two categories of employees which includes
Existing (training is provided for 100 hrs.)
New (training is provided for 50 hrs.)
Training can be provided in 3 types, such as Induction(monthly twice)
New Hire training(monthly once /twice)
On Job Training(8 hr training per day)
Activities that are carried out includes
Need assessment
Deliver
Feedback
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Analyze
Systems Approach to Training
It is a planned creation of a training program.
It is an approach which implies what kind of training has to be given ,to whom ithas to be given, when it is to be given etc..
It includes three basic functions
A. Input: People who need to acquire skills
B. Process Learning takes place within the system
C. Output: Trained people
Concept OF ADDIE
1. Analyze system, TNA, instructional setting
2. Design structure, learning objectives
3. Develop instructional module, methodology
4. Implement management plan, conduct training
5. Evaluate - to ensure it is accomplishing what it is supposed to
Training Process
This is the process around which our entire training program is revolving. To make you
aware of the background we started with a TNA, based on which modules were created,
classroom training was planned. But while implementation we realized that the
instructional setting was not delivering results. So the focus shifted to OJT, initially there
were apprehensions but soon as the trainer became part of the operations and startedspending the whole day at SAP, training started showing up. This had lead to the OJT to
be the success key.
Sometimes certain steps may be bypassed. For example, if a training problem comes to
you, the task identification steps will be skipped since you know which task needs
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trained. Similarly, the course material being provided to you is ready for use so you need
not review existing material and you need to is to select the instructional setting best
suited to your location. The more technical the module is, closer you need to follow the
model.
NEW HIRE TRAINING PROCESS
Recruitment team coordination
FC : staff ratio (60% technical and 40% soft-skills)
Venue
Pre-assessment
Deliver modules and role-plays
Post-assessment, feedback
Work Readiness
Monthly assessment
Counseling
A. Pre-assessment forms
Assess both Technical and soft-skills
Baseline assessment to identify level of Trainees
Low raters, special attention
B. Monthly new-hire training planner
8 day intensive training program
Schedule technical, soft-skills, operations, ATM and IT modules
E-mail to all trainers, operations by 12th of the month
C. Post-assessment forms
Assess both Technical and Soft-skills
Reflect on trainees understanding and knowledge of modules
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SDP PROCESS
ON THE JOB PROCESS
Fist SAP visit or next visit
Observe working, demonstrate counter handling
Judge individual gaps
Deliver modules
Quote live customer handling instances and suggestions
Technical knowledge
SAP datasheet and training records
Customer feedback, trainees feedback
Training impact
Reporting
Follow-up
MONTHLY TRAINING PLANNER
Training planner by every 5th of the month.
E-mail to Training coordinator and operations
Schedule SAP OJT 40-60% of working days
Induction and new hire training days
Monitor training days p.m. (proposed vs. actual)
TRAINING FORMAT
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1. Training Need Identification
2. Training Need Analysis
3. Monthly Induction planner
4. New Hire training
Pre-assessment form
New hire training planner
Post-assessment form
5. Monthly Training Planner
6. SAP OJT
SAP Data Sheet
SAP Trainees Record
Supervisor Competency Identification
TRAINING ANALYSIS
1. Training Feedback
2. Training impact
3. Monthly assessment forms
4. Supervisor data monitoring and evaluation indicators
5. Staff data monitoring and evaluation indicators
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TRAINING FEEDBACK
After OJT / new hire training
Evaluate the Trainees reaction.
Rate the content, session, delivery by trainer, practicality, etc.
CUSTOMER SERVICE AND IMPACT OF TRAINING
Measured after OJT
End users Branch supervisor
Rate employees on technical and soft skills
Concept understood, not understood, implemented
2nd generation Supervisor identification
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MONTHLY ASSESSMENT FORM
Complete orientation to pharmacy duties and tasks
Close monitoring to ensure continuous improvements take place
Counselling
TRAINING EVALUATION AND MIS
Purpose
1. Feedback - effectiveness of the training activities
2. Control- provision of training
3. Intervention- Organizational process that affect training.
Evaluation is a state of mind rather than set of Techniques
BENEFITS OF EVALUATION
Improved Quality of Training Activities.
Improved ability of the Trainers to relate inputs to outputs.
Better co operation between trainers and line-managers in the development of
staff.
Evidence of the contribution that training and development are making difference
to the organization.
MONITORING AND EVALUATION
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Supervisors M&E plan
1. Monitoring
No. of SDP conducted, no. Of FC trainees, training impact
2. Evaluation
SDP efficiency, % trainees confirmed in 3 months, staff performance
4. Utilization of training formats
SUPERVISOR TRAINING MIS
Monthly record qualitative and quantitative inputs
Track the SDP progress quarterly
Track supervisors growth plan
STAFF TRAINING MIS
Track employee training and retraining activities
Improves efficiency of Training program
Kirkpatricks 4 level Evaluation Model
Training programs should be evaluated on four levels:
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1. Reaction: What are the participants' feedback on the training? This is typically
measured through a survey and usually covers such items as program
methodology, group and individual exercises, quality of materials and media,
facilitator capabilities, facilities, etc.
2. Learning evaluation: This is the process of collecting, analyzing and reporting
information to assess how much the participants learned and applied in the
learning environment.
3. Application to the job: This step assesses the degree to which the knowledge,
skills and abilities taught in the classroom are being used on the job.
4. Evaluating the impact and ROI: This is the process of determining the impact of
training on organizational productivity, improved customer satisfaction and the
organization's strategic business plan. What is the change in business metrics
attributable to training? What is the return on the training investment (typically
calculated by dividing the net dollar value of the benefit by the costs of training)?
Level Measurement focus Questions addressed
1-Reaction Trainees' How well the trainees liked the
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perceptions training?
2-LearningKnowledge/skills/
Did the participants learn anything?
3-Performance Perform at work Do they use new knowledge/skill at work?
(Behaviour)
e.g. Monthly Assessment,
Training impact
- OJT
4-Results Impact on
organization
What impact training has achieved for the
organization?
e.g. Customer Satisfaction, Servicedelivery
ATTRITION IN HDFC STANDARD LIFE DUE TO LACK OF
TRAINING
Attrition an overview
Attrition: A gradual, natural reduction in membership or personnel, as through
retirement, resignation, or death.
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One of the greatest strategies of War had been the strategy of attrition warfare, defined in
military terms as a strategy of warfare that pursues victory through the cumulative
destruction of the enemys material assets by superior firepower.
Metrics like body counts and terrain captured measure the progress of battle. On the
opposite end of the spectrum is maneuver warfare. All warfare involves both maneuver
and attrition in some mix. The predominant style depends on a variety of factors such as
the overall situation, the nature of the enemy and most importantly, on attackers
capabilities. The silent firepower of attrition which causes no less harm to Human capital
assets, as compared to the enemys material assets as in the definition above.
APQC (American Productivity and Quality Centre) has made several recommendations
to raise awareness of the problem of knowledge attrition, which include
1. Identifying a burning platform or issue related to knowledge loss
2. Looking for windows of opportunity through champions who are willing to try out
knowledge retention approaches.
AQPC has categorized three knowledge types that are under attack through attrition.
This includes
1. Cultural knowledge This includes management practices, values, and respect for
hierarchy, and decision flows.
2. Historical knowledge this includes the organizations journey from the day it was
founded till the present
3. Functional knowledge this includes technical, operational, process and client
information
Thus from the attackers point of view, depending on which type of knowledge it needs
form the competitor, the recruitment strategies are also sorted out accordingly. It is
evident therefore, that attrition rate among junior employees (2-4 yrs) would be higher for
the functional knowledge part associated with technical and operational processes.
At higher levels, the attrition warfare would be more for gaining historical knowledge
(Business portfolio changes down the years, etc) and cultural knowledge from the
competitors.
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From the organizations point of view, the counter strategy is to predict attrition zones
which depend on the criticality or type of knowledge that is at important to the
organization, and thereby evolve plans to counter loss of human assets from those
positions. Once we realize this, the next step is to come out with concrete plans to prevent
attrition, which can only be forecast using data and trends available. Some of the worlds
best practice organizations have tried capturing data to predict attrition on the long run,
and done that in different ways.
Attrition and Knowledge Management Loss of Historical and Cultural knowledge
From the attackers perspective, one of the parameters to measure effectiveness of
corporate attrition warfare might be acceptance to offer ratios. But from the perspective
of the organization that has to cope up with this ever-growing problem, the problems
associated are larger.
Attrition is a pain area in any organization that intends to have a knowledge management
system in place. In a famous article1, attrition (through normal retirement or through
resignations) has been discussed as one of the pain areas in the field of KM, because
vacancy of a position might be easier to fill in through the proper people-sourcing
approaches, but filling in the knowledge gap is not. This is particularly in context of a
tough economy where the concept of all-size-fits-all is no longer working, and vacancy of
a position by attrition is basically vacancy of a knowledge-base, and this vacancy in
knowledge base cannot be filled in by any person.
This is precisely what is referred to as tacit knowledge, which most organizations today
are grappling to capture and retain. This closely pertains to what AQPC referred to as the
Cultural and Historical knowledge, in addition to the Individual or Proprietary knowledge
that goes off without being codified and migratory, and therefore is never assimilated in
the organization as invisible knowledge. This can be exemplified better through the
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typical knowledge-cycle of an organization as shown below, originally by Takeuchi and
Nonaka.
TRAINING IMPACT FORM
S.NO PARAMETERS Very
helpful
Average
Not
helpful
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1 To what extent thetraining program is
helpful to you?
2
Is the training duration
sufficient to get therequired knowledge?
Yes No
3How do you rate the
course content of the
training program?
Excellent
Good
Average
Poor
4 How far your interpersonal skills have
been improved after
training?
5 How far the traininghelped you to acquire
knowledge?
6 How do you feel thepractical applicability of
the training?
7
Is the training program
handled by the competent
faculty?
Yes No
8 Is it very important to
maintain team spirit within your fellow employees?
9 Whether training builds
your confidence while
facing customers?
10 Whether training makes
you to understand theimportance of honesty,
grooming, discipline,
punctuality.
11 Which of the following isimportant to thecustomer?
a)Quality
b)Product
c)Service
d)All the above
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12 What do you feel the bestaspect of the training
offered here?
a)Technical skills
b)Interpersonal skills
c)Behavioral skills
d)All the above
13
Whether training program
is supportive to you?
Yes No
14 Did the training program
meet your expectations?
15 As a whole how would
you rate the training
program?Excellent Good Average Poor
INTERPRETATION
1. To what extent the training program is helpful to you?
Table 7.1
Very helpful 30
Interpretation:
All the employees who attended the training program had said that it is veryhelpful in their job.
2. Is the training duration sufficient to get the required knowledge?
Table 7.2
Yes 30
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Interpretation:
Almost all the employees felt that the training duration was sufficient to get the required
knowledge that is necessary for providing service
3. How do you rate the course content of the training program?
Table 7.3
Excellent 10
Good 20
Interpretation:
About 30% of the employees rated that the content of the training program isexcellent and the remaining 70% felt that it was good.
4. How far your interpersonal skills have improved after training?
Table 7.4
Excellent 14
Good 16
Interpretation:
68% of the employees said that their interpersonal skills have improved after
training.
5. How far the training helped you to acquire knowledge?
Table7.5
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Excellent 20
Good 10
Interpretation:
42% of the employees felt that the training program had helped them to acquire
knowledge and made them improve excellently and 58% of them felt it was good.
6. How do you feel the practical applicability of the training?
Table 7.6
Excellent 20
Good 10
Interpretation:
About 46% of the employees felt that the practical applicability of the training isexcellent and 54% felt that it was good.
7. Is the training program handled by the competent faculty?
Almost all the employees who had attended the training program felt that the training
program was handled by the competent faculty.
8. Is it very important to maintain team spirit with in your fellow employees?
All the employees suggested that it is important to maintain team spirit with in theirfellow employees.
9. Whether training builds your confidence while facing customers?
Almost all the employees felt that their confidence while facing customers has been
improved after training which help them to improve their morale.
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10. Whether training makes you to understand the importance of honesty, grooming,
discipline, punctuality?
All the employees felt that training had greatly influenced on their improvement inpersonality and discipline.
11. Which of the following is important to the customer?
Table 7.7
Quality 4
Service 10
Product 10
All the above 6
Interpretation:
It was estimated that 46% gave the answer as service,12% said that it was product,
8% as quality and 34% said that it was the combination of all these.
12. What do you feel the best aspect of the training offered here?
Table 7.8
Technical skills 2
Inter-personal skills 5
Behavioural skills 18
All the above 5
Interpretation:
About 36% of the employees felt the aspect was the behavioural skills, 10% of themfelt it was inter personal skills, 4 % as technical skills and the remaining 50% of them
said it was the combination of all.
13. Whether training program is supportive to you?
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Almost all the employees felt that the training program was helpful to them and is was
supportive to them for their better performance.
14. Did the training program meet your expectations?
All the employees felt the training program had met their expectations in various aspects
which helped them to improve their service.
15. As a whole how would you rate the training program?
Table 7.9
Excellent 20
Good 10
Interpretation:
About 46% of the employees felt that the training program gave an excellent experience
to them and 54% of them rated it very good.
ANALYSIS AND INTERPRETATION
Table indicating the employees gender
Response No. of Respondents
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Male 20
Female 10
Total 30
FINDINGS:From the above table it was found that 63.64% of the respondents are male
and 36.36 % of the respondents are female.
INFERENCE:
It can be inferred that majority of the respondents are male.
CHART INDICATING THE EMPLOYEES GENDER
Percentage of Respondents
63.64
36.36
Male
Female
CHART INDICATING EMPLOYEES EXPERIENCE
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Percentage of Respondents
30.9
17.45 18.18
24
9.47
0
5
10
15
20
25
30
35
Less than 6 months 6 months 1 year 1 year 3 years 3 years 5 years Above 5 years
FINDINGS:
From the above chart it was found that 30.9% of employees are
having the experience of less than 6months.
INFERENCE:
It is inferred that most of the employees are having less experience.
CHART INDIACATING THE RESPONDENTS SALARY AT HDFC
STANDARD LIFE
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27.27
21.81
34.54
13.45
2.93
0
5
10
15
20
25
30
35
Percentage of Respondents
< than 100,000
100,000 200,000
200,000 300,000
300,000 400,000
> than 400,000
FINDINGS:
From the above chart it was found that 35.54% of employees are getting
high salary.
INFERENCE:
It is inferred that most of the employees are paid with high salary.
CHART INDICATING THE REASONS FOR ATTRITION
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Percentage
13.09%
5.81%
25.81%
8%
4%
5.45%
2.54%
1.09%
11.27%
2.54%
15.63%
4.72%
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00%
Higher
salary
Better
prospects
Domain
shift
Higher
studies
Work
pressure
Shift timings
Need better
TL
Lack of
recognition
Family
reasons
Own
business
Personal
health
Relocation
52.7
2%
13.09
%
34.1
9%
CareerProspects
Organizationalreasons
Personalreasons
FINDINGS:
The chart shows major of the employees in an insurance company leave the
organization because of the work pressure and stress.
INFERENCE: It is inferred that the work pressure makes the employee for leaving the
organization.
CHART INDICATING RESPONDENTS OPINION ON THE
UNFAVORABLE FEATURES AT HDFC STANDARD LIFE
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Percentage of Respondents
19.27
4.72
19.27
7.66
26.18
10.18
12.72
0 5 10 15 20 25 30
Extended shift timings
Food facility
No career growth
Problems in team
Salary
Shift timings
Transport
FINGINGS:From the above chart it was found that 26.18% of employees think salary
was the unfavorable aspect.
INFERENCE:It is inferred that salary is the unfavorable aspect in the employees
perception.
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CHART INDICATING RESONDENTS OPINION ON HDFC
STANDARD LIFE WORK CULTURE
Percentage of Respondents
25.1
57.45
15.27 2.18
Excellent
Good
Average
Fair
FINDINGS:
From the above chart it was found that 25.1% of employees prefer the work
culture.
INFERENCE:
It is inferred that most of the employees like the work culture of HDFC
Standard Life.
CHART INDICATING THE OPINION OF THE EMPLOYEES ON THE
ASSISTANCE PROVIDED BY HDFC STANDARD LIFE IN FULFILLIN
THEIR CAREER GOALS
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Percentage of Respondents
40%
43%
17%
Agree
Moderate
Disagree
FINDINGS: From the above chart it was found that 40% of employees agree thatcareer progression is available.
INFERENCE: It is inferred that most of the employees are aware of careerprogression held in HDFC Standard Life.
OVERALL INTERPRETATION
The overall training and development program had a good impact
on the employees to improve themselves, to get moulded up on their duties and
responsibilities and to implement the best way of service to the organization and
thus, enable the to organization in the competitive environment.
QUOATATION ABOUT TRAINING AND DEVELOPMENT
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"Organizations are crying out for professionalism and business etiquette training! If
you're a trainer or consultant looking for a turnkey program that will give you
instant business and a competitive edge...check this out!"
Sarah Michel
"This workshop was a huge success in our organization. It was like a light went on
inside of our employees, they really got it. I've noticed a big difference in their
attitude but more importantly, our customers have noticed it too. Priceless."
Mark Purdy
President and CEO
TRL Systems, Inc.
"Awesome!!! I love it all! The facilitator guide gives all the detail needed to lead the
workshop. It's great to have so much information on how to run all of the activities.
Great job!"
Peter Kay
President, Innovations86
"As a business owner, I really appreciate a training program that motivates and
inspires as well as provides practical, actionable information. This workshop
does both very well, and at a great price too!"
Janet Lofty
Vice PresidentFalcon Electric
LIMITATIONS OF THE STUDY
a. Temporal :
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The period of study is limited , hence only a sample of 30 employees of the total
population were considered
b. Area/Geographical :
The study is limited to Do in Chennai alone.
c. Conceptual :
The data given by the employees are the basis for the analysis of their Training
impact level, which may be influential.
d. Analytical :
Since the study was related to the perceptions of the employees, although the
statistical analysis plays a major role.
e. Procedural:
In the study the method of data collection being questionnaire and personal
interview, data is limited to the extent of data generation available through this
method.
FINDINGS
All the employees who attended the training program had said that it is very
helpful in their job.
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About 30% of the employees rated that the content of the training program is
excellent and the remaining 70% felt that it was good.
68% of the employees said that their interpersonal skills have improved after
training.
42% of the employees felt that the training program had helped them to acquire
knowledge and made them improve excellently and 58% of them felt it was good.
About 46% of the employees felt that the practical applicability of the training is
excellent and 54% felt that it was good.
Almost all the employees who had attended the training program felt that the
training program was handled by the competent faculty.
All the employees suggested that it is important to maintain team spirit with in
their fellow employees.
Almost all the employees felt that their confidence while facing customers has
improved after training which help them to improve their morale.
All the employees felt that training had greatly influenced on their improvement
in personality and discipline.
It was estimated that 46% gave the answer as service,12% said that it was product
and 34% said that it was the combination of all these.
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About 36% of the employees felt the aspect was the behavioural skills, and 50%
of them said it was the combination of all.
Almost all the employees felt that the training program was helpful to them and is
was supportive to them for their better performance.
All the employees felt the training program had met their expectations in various
aspects which helped them to improve their service.
About 46% of the employees felt that the training program gave an excellent
experience to them and 54% of them rated it very good.
SUGGESTIONS
Training and development plays a vital role in the organization for its development and
to uplift its reputation. This enables to withstand in the competitive environment. This is
because the training makes the employees know their responsibility and role in the
organization and shape themselves according to the work environment. By this way the
employee will learn the unknowns and implement his knowledge according to the needs.
The training had greater impact on employees as it had helped them to improve their
skills and knowledge and their ability to cope up with unfavourable situations. Training
had equipped them with personality development and behavioural aspects. In this way,
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they perform their job well and take the organization to its peek, maintaining the
goodwill of the organization.
Thus training and development had a good impact in delighting the customers as they
train their newly hired employees in the way of serving customers effectively. This made
the customers to move to HDFC Standard Life Insurance Ltd during each purchase.
CONCLUSION
Thus training is an investigation which is undertaken to determine the nature of
performance, problems in order to establish the underlying causes and how these can be
addressed by training.
Training helps the organization, the individual and the human relations of the work
group. According to Defenzo and Robbins both training and development are similar in
learning methods but only their time frames differ.
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Training is more present day oriented. It focuses on individuals current jobs, enhancing
these specific skills and abilities to immediately perform their jobs.
On the other hand employee development generally focuses on future jobs in the
organization and on the employee personal growth.
RECOMMENDATIONS
I would suggest the following recommendations to HDFC Standard Life Insurance Ltd:
Almost all the employees have the sense of pride in working with HDFC standard
life Ltd still they feel that they need training based on practical implementation.
Since operative level people are attending the training program, jargons can be
avoided and what ever they need can be given in more understandable manner.
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A fair and transparent training program will increase the morale of the employees.
The management can concentrate on the inadequate manpower supply in the
existing branches to ensure that the customer service time is reduced.
There need to be a separate team working on home delivery, so that the time and
distance traveled can be optimized.
Training the employees to have knowledge about the availability of insurance
policies.
The operations management team should build seamless communication with
each branch to ensure that the policies are delivered on time to reduce the number
of customers turned off.
.
BIBILIOGRAPHY
Article on Integrating errors in to the training process by Doerte Heimbeck Vol-
56 (June 2003)
Review of literature from the Journal of Applied Psychology on training by.
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Article on Revenue cycle staff education from the journal from Asia Pacific
Journal of Human Resources by Schnelle.L.P. Vol-24
Review on Training and its impact on original commitment among lodging
employees from Journal of Hospitality and Tourism Research by
Wesley.S.Roel., Skip Swerdlow . (May 1999)
Pg no. 463, Human resource management, Fifth edition, Raymond A Noe, John R
Hollenbeck, Barry Gerhart, Patrick M Wright
Pg no.232, Personnel and Human Resource Management by P.Subbarao,
Himalaya publishing house
ANNEXURE
S.NO PARAMETERS Very
helpful
Average
Not
helpful
1 To what extent the
training program ishelpful to you?
2
Is the training duration
sufficient to get the
required knowledge?
Yes No
Poor
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3 How do you rate thecourse content of the
training program?
Excellent Good Average
4 How far your
interpersonal skills have
been improved aftertraining?
5 How far the traininghelped you to acquire
knowledge?
6 How do you feel the
practical applicability ofthe training?
7
Is the training programhandled by the competent
faculty?
Yes No
8 Is it very important to
maintain team spirit with
in your fellow employees?
9 Whether training builds
your confidence whilefacing customers?
10 Whether training makes
you to understand the
importance of honesty,
grooming, discipline,punctuality.
11 Which of the following is
important to the
customer?
a)Quality
b)Product
c)Service
d)All the above
12 What do you feel the best
aspect of the trainingoffered here?
a)Technical skills
b)Interpersonal skills
c)Behavioral skills
d)All the above
Yes No
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13 Whether training programis supportive to you?
14 Did the training program
meet your expectations?
15 As a whole how wouldyou rate the training
program?Excellent Good Average Poor