project hr(training and development)[1]

8/12/2019 Project HR(Training and Development)[1]

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INTRODUCTION TO TRAINING

The economic scenario in India has undergone a termendous change overthe last few years. The process 'has been hastened by the initiatives of thegovernment to liberalize the economy and integrate it with the globalonvironment. Liberalization and Globalization have caused lot of change indifferent organisations, which is their response to the changing conditions. In thisscenario, any organisation is faced with challenges such as: ow to cope withchange! ow to prepare the enterprise, so that it can adapt ade"uately toenvironmental #e$ternal% changes!

The aim of training is to develop new s&ills, &nowledge or e$pertise. Thisview is reflected in the various definitions of Training. or e$ample, the

(epartment of emploment in its Glogsary of Training Term defines training as:

The systematic development of the attitudes / kno led!e / skill "ehaviou#pattems #e$ui#ed "y an individual in o#de# to pe#fo#m ade$uately a !iventask o# %o"&'

)ny organisation without its human resource is incomplete andimpossible. It has been observed* perceived that human resource is a very vitalarea and particularly their training is an aspect which organisations have toattend for future success. owever, poor and inade"uate assessment of trainingneeds leads to immense waste of scarce resource. Thus, the ob+ective of the

e$ercise of training needs assessment is to develop a 'need based system'. )detailed study of needs assessment will be very beneficial for developingcountries li&e ours.

-ffective training starts with the identification of needs as also evaluation. ) training need starts from an e"uation which shows that a factor is missing andthe training event satisfies that missing factor. The e$istence of a training needshows that change is necessary.


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N**D -OR TRAINING

Training is the act of improving one's &nowledge and s&ill to improve his *her +ob performance. Training is +ob1oriented. It brings the gap between what theemployee has and what the +ob demands. or that matter, imparting training toemployees wor&ing in all organized sectors of human activity is no longer amatter of debate. )s a matter of fact, of late, the need for training has beenrecognized as an essential activity not only in the business organisations, butalso in academic institutions, professional bodies and the government

departments. 3everal conditions have contributed to ma&e the organisationsrealize and recognize the need for imparting training to their employees. Theyare as follows:

3ub1optimal performance of organisations in government, public andprivate sectors.

The ever widening gap between planning, implementation and completionof pro+ects.

Technological change necessitating ac"uisition of new &nowledge, abilityand s&ills.

Increasing "ualitative demand for managers and wor&men.

Increasing uncertainties and comple$ities in the total environmentnecessitating fle$ible and adaptive responses from organisations.

4eed for both individuals and organisations to grow at rapid pace.

To meet challenges posed by the global competition.

To harness the human potential and give e$pression to their creativeurges.

To enable employees to move from one +ob to another.

To bridge the gap between what employees has in terms of &nowledge


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and s&ills and what his * her +ob actually demands.

AR*A, IN-0U*NC*D (1 TRAINING

2& O#3!ani4ational Development5

5rganizational development is clearly one of the sterling achievements at thepresent time in training, and indeed, inclusive of far more active and potentintervention than the word training and education implies.

Team building : Team building is an organizational development facilitative

tactical mode that is intended to ma&e a group effective and achieve utility ofpurpose.

6anagement by 5b+ectives #675% : 675 is a way of managing people thatemphasis the integration of personal ob+ectives and organizational ob+ectivesand is built upon self control.

Internal /onsulting : Internal consulting is a facilitating tactical organizationaldevelopment mode is important for carrying out team building, for installing675 and for redefining the role of managers, training specialists,.

8nowledge : Training is aimed at imparting &nowledge to employees providesfor facts, information and principles related to his * her +ob. In general trainingimparted in &nowledge area considers 9 aspects, namely, +ob conte$t, +obcontent and "uality of wor&.

. 6e#sonal Development5

It improves personal performance, promote positive attitudes, facilitateindividual growth and development, ac"uisition of new s&ills, learning andpractice of ethical values, increase awareness of safety measures, updatingtechnical s&ills and general &nowledge, shaping creative potentials, development

and managing self.

9. 7ana!ement . ,upe#viso#y Development5

0rogrammes that provide orientation or basic training for new supervisorsor managers and teach them the mechanics or basic &nowledge ands&ills.


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Training programmes for managers that provide the further training andadditional s&ills for people and administration s&ills for +ob.


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;. +ocational and technical education5

such program are designee to enable "uality productions for entry level positionsin specific occupational categories and to meet the special s&ill trainingneeds of designated groups of adults.

. ,ocial skill5

the training in this area is broader in scope embracing many aspects. Thiscategory of training aims at the development of individuals and team wor&

7.Experience:It is not nad cannot be taught or imparted in the training room. it is gained by puttingknowledge ,skills,techniques,and attitude into use over a period of time in different worksituations. education makes one perfect


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,T*6, IN TRAINING 6ROGRA77*,

) systematic ? integrated approach to training should consist of variousinterrelated components as shown below:

5=G)4I3)TI54)L )4)L@3I3

Identification of organizational ob+ectives* needs* growth potential ? resources.

T)38* =5L- )4)L@3I3

Identification of &nowledge, s&ills and attitudes re"uired

6)4052-= )4)L@3I3

Identification* definition of target population and performance analysis

3T)T-6-4T 5 T=)I4I4G 4--(

Identification of gap between e$isting and re"uired level of &nowledge, s&ills ?attitudes.

Isolate problem areas amenable to resolution through training.

3-TTI4G T=)I4I4G 57A-/TIB-

In terms of behavioral changesIn terms of output* results

(-B-L50 6-)3C=-3 5 A57 0=5 I/I-4/@

(-B-L50 T=)I4I4G 05LI/@, 0L)4, 0=5/-(C=-3, =-/5=(3

0L)4 )4( (-3IG4 T=)I4I4G 0=5G=)66-3

5LL52 C0 ? -B)LC)TI54

B)LI()T-

-43C=- --(7)/8 5 =-3CLT3


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=-BI/- I 4-/-33)=@

7*T OD, O- TRAINING

57A-/TIB- 65(-L# training methods%

Large group methods small group methods individual methods

Lectures group discussion programmed learning3ome television syndicates distance learningBideo films T1groups in bas&et e$ercises

)ctive learning thesis/omputer based learninginteractive videos

0a#!e 8 ,mall !#oups ,mall !#oups 8 Individuals

1 =ole plays, practicals 1 0ro+ect assignment1 7rain storming 1 0roblem solving, tutorials1 3imulation, games 1/ase studies, wor&shops

3ome of the 6ethods * techni"ues of training are as follows1

D& On3the 3io" o#iented t#ainin! methods : This method includes the cluster

whose ob+ectives are centered on the +ob, i.e., learning on the +ob itself by avariety of methods.

On the %o" T#ainin! 9:)T;

It is the most common approach to training which can range from relativelyunsophisticated observe ? copy method to highly structured courses. In this anew employee is placed on the +ob and his supervisor teaches him the necessarys&ills to perform. It is also termed as 'observing, and copying' or'learning bydoing'.

)o" Inst#uction T#ainin! 9)IT; 11

In this method, a trainer or supervisor gives instructions to an employee toperform his +ob. This method of training is appropriate for routine and repetitiveoperations.


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Coachin! 1

It is similar to AIT. In this the supervisor guides the new employee about the

&nowledge and s&ills of a specifically defined +ob. ere the superior points out themista&es and gives suggestions to improve upon.

)o" #otation 3

In this method the trainee moves from one +ob to another or from one dept. toanother. This type is appropriate for multis&illing, operational fle$ibility, providingsatisfaction from .routine +obs ? broadening the overall perspective of the trainee.


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will be using, but the training is conducted away from the actual wor& floor. Thistype of training commonly used for training personnel of clerical and semi1s&illedgrades. This relates theory with practice.

Discussion !#oups 3

It provides an informal way of learning about an issue in a small group.0reparation ior discussion can involve outside reading or some other e$perience

7ode#ated panel discussion 3

ere, a small group of e$perts e$plore a topic while trainees listen. Themoderator &eeps the discussion on trac&. The panel may discuss a topic indepth provide information by covering different aspects of an issue or presentalternatives for problem solution.

Demonst#ations 3

They are used when trainer want to present either a method or a result of +obperformance. Typically, the presentation is accompanied by discussion of whatthe trainer is doing or what has happened.

>& ?no led!e 3 "ased 7ethod :

In this method, an attempt is made to impart employees' &nowledge in anysub+ect area covering the aspects li&e its concepts and theories, basic principlesand pure and applied &nowing of the sub+ect.

0ectu#e 3

If is an oral presentation of a topic. ) good one is carefully prepared andeffective for presenting the information or points of view. Lecture can stimulate,inspire, and entertain an audience.

@uestion3ans e# sessions 3

These are most effective when u


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AD+ANTAG*, O- TRAINING

The contributions of imparting training to a company should be readilyapparent. The ma+or values are:

D.Inc#eased 6#od tivity 3B )n increase in s&ill usually results in an increment inboth "uality and "uantity of output.

. ei!htened 7o#ale 1 0ossession of needed s&ills help to meet such basichuman needs as security and ego satisfaction.

9. Reduced ,upmIslon 3 The trained employee is one who can perform withlimited supervision.

;. Reduced Accidents 1 0roper training in both +ob s&ins and safety attitudesshould contribute towards in reduction in accidents.


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TRAINING 6ROGRA77*, O- ICICI

INTRODUCTION

Training is an important and a very mrial part of I/I/L Training is given toall the cadre of employees. Irrespective of their status and designation. 5utboundtraining is provided by the ban& when there is a need.

ACTI+ITI*, UND*RTA?*N

Needs Analysisere they assess the trainee's real needs in preparatory meetings, level

testing for language courses, trainee interviews, or written "uestionnaires.

,ettin! Ta#!ets ere they use the best methods available to establish where improvement is

most needed. This stage results in the setting of /ourse 5b+ectives and the/ourse 0rogram, which is agreed upon.

Cou#se Desi!n The best trainer*s is now selected to handle the running of the pro+ect. The

/ourse 0rogram is now designed to meet the ob+ectives and needs and the/5C=3- 3T)=T3.....

T#ainin! Repo#ts Trainers fill out wee&ly or monthly reports for each pro+ect, which are reviewed

by irst /lass' management. The company loo&s for content, time managementand s&ill development.

6#o%ect *valuationThe 0rogram /oordinators are fre"uently in touch with the trainee to as& for

their comments. eedbac& e$ercises are carried out twice on our longer courses.

*nd of Cou#se -eed"ack

They are very interested in the opinion of both client management and thecourse participants. This covers all aspects of the course, including

5rganization, methodology, trainer suitability and whether course ob+ectiveshave been met.


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The employees are trained through ways i.e. the ban& provide trainingprogrammes to ftemployees in methods,

* 3 0ea#nin! p#ou#ammeThe employees are provided with the - Learning programme where thematter of leaming is present on the computer. ere all the unctional1 aspectsare covered. The employee +ust has to open that site of - 1 Leaming and teamthe topics by reading it out as they are designed as per the leaming convenienceof the employees.

The topics covered under this programme are

D. The =egulatory -nvironment of 7an&ing

. General 7an&ing 5perations9. =etail (eposits 0rograms;. /orporate 0roducts 0rogram. Treasury 0roducts 0rogramE. =etail )ssets 0roducts 0rogramF. 7asis of Life Insurance. )udit and /omplianceDH. uality and 3i$ 3igma for 7eginnersDD. =etail Internet 7an&ingD . 0erformance eedbac&

D9. =etail (emat 0rogramD;. 7an&er's 3elling 3&ill 0rogram

C30ea#nin! p#o!#amme 5 The employees are provided with the / 1 Learning ramme which is conducted

in the class room. / 1 learning means /lass room rning where all the behavioralaspects are covered which re"uires the attention of the trainer and this trainingprogram is impossible to learn of its own by the employee.various s&ills arestressed in this learning program which the employee needs in every stage ofunctional aspects.

The topics covered under this programme are

D. 0resentation ? /ommunication 3&ills. 6odels for 6anagement9. 6anaging for 0erformance;. Team -ffectiveness


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. Train the Trainer E. 6anagerial -ffectivenessF. 0ersonal -ffectiveness. Interpersonal -ffectiveness ? Influencing 3&ills

DH.0rofessional /ommunication 3&illsDD.Hn 7ecoming a 6anager D . oundations of 0eople 6anagement.

TRAINING TO *760O1**,

Traning is provided to all the cadre of employees as per their needs of the +ob.

D. ) or D s'class employees 11 6(, /G6's, G6's, 1)G6's, etc.

. 7 or nd class employees 1 6anagers9. / or 9 d class employees 1 5fficers ? /ler&s. 0eons, cleaning boys etc.

are ployed on contract basis and therefore no training is provided to them.

7*T OD, O- TRAINING 6RO+ID*D

The training provided to all cadres of employees is depending upon theirneeds and importance of various tas&s and +obs re"uired to them. The leaders ofeach group or section or department find out the need for training to a particularemployee discussing = head. The functional ? 7ehavioral training is providedto all the employees.

TRANING 6ROGRA77*, CONDUCT*D IN A 1*AR

4ormaIly there are >H training programs of 7ehavioral s&ills are conductedand H 1 9H nal s&ills are conducted. i.e. E H 7ehavioral s&ill program ? 9HHunctional s&ill ms are provided annually.

O GI+*, TRAINING

Training is given by different persons to different levels of employees.

Cpper class 111 These employees are generally given training by the internaltrainers as mpany does not rely on the outsider trainers for top level employees.

6iddle class 111 They are usually trained by outside and inside trainers, they arealso given training through top level managers.


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Lower class 111 This category consists cers ? cler&s. These employees are giventraining through the supervisors and ive heads of the departments.

*R* T * TRAINING 6ROGRA7, AR* CONDUCT*D

The I/I/I has special training rooms for conducting training sessions atthe te office of I/I/I. It has also a special training centers constructed at8handala in maharashtra, (elhi, 7angalore and at /hennai for all official andmanagerial level training

O A,,*, TRAINING N**D AND +*NU*

The training need is assessed by the collective discussion between theteam or p head and the = manager. The venue is decided by the =department. Generally employees who are under training are sent to 8handalaso that they can concentrate e Training activity only.

DURATION O- TRAINING 6ROGRA7 CONDUCT*D

The duration*period of training programme differs as per the different class

Cpper class 111 the duration of training is of D wee&6iddle class 111 the duration of training is ; to < daysLower class 111 the duration of training is D to 9 days

C ANGING O- TRAINING 60AN,

The training plans are changed annually. There is fle$ibility in changingtraining plans but they are changed on annual basis.

*760O1**, ,UGG*,TION, -OR D*,IGNING T * TRAINING 60AN,

The employees' suggestions are considered while designing the trainingplans.sugaestions are welcomed ; days before the training program starts. Theemployees can give suggestions about changing the training program timing,e$tra topics added stress to be given on particular topic etc.


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6R*6ARING TRAINING 0*TT*R . ,C *DU0*

The employees are informed about the training program through e1mail.The es, timings, venue, and topics of training are displayed on the intranet. Thegroups are also informed about the training through their heads.

*+A0UATION - TRAINING 6ROGRA77*

The employees are evaluated through the observation way. Theemployees are given feedbac& forms during and after the training session.

project hr(training and development)[1]

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