Table of Contents

Declaration
Acknowledgement
Executive Synopsis
INDUSTRY PROFILE
Overview of IT Sector 1
Major Trends in IT Sector 2
The Indian IT History 3
Scope of IT Industry in India 6
Top Players in IT Sector 8
SWOT Analysis of IT Sector 12
Growth in employment 13
Government initiative& policies 16
Impact of IT sector 16
Scope of IT industry in India 19
COMPNAY PROFILE
About Company 21
Services of the company 22
Services provided to industries 26
Quality Assurance & Testing 32
Conceptual framework and Review of Literature
Introduction to Training 35
Framework of training 36
Relevant areas of training 37
Training and development process 38
Training and learning 41
Principles of learning 42
Objectives of the training 42
Training Methods 46
Training Need Identification 51
 Basic approaches to determining training needs 53
Training Need Assessment 56
Review of Literature 60
Kirkpatrick Model 60
Comr. S. Peter model 62
G. Balucha model 62
Research Methodology 66
Data Analysis 70
Findings 89
Recommendations 90
Conclusions 91
Appendix
QUESTIONNAIRE
References

2
IT SECTOR - AN OVERVIEW
The computer systems design and related services industry is among the economy’s
largest and fastest sources of employment growth. Employment increased by 616,000 over
the 1994-2004 periods, posting a staggering 8.0-percent annual growth rate. The projected
2004-14 employment increase of 453,000 translates into 1.6million jobs, and represents a
relatively slower annual growth rate of 3.4 percent as productivity increases and offshore
outsourcing take their toll ("Industry output and employment projections to 2014" by Jay
M. Berman, Bureau of Labour Statistics).
However, the main growth catalyst for this industry is expected to be the persistent
evolution of technology and business' constant effort to absorb and integrate these
resources to enhance their productivity and expand their market opportunities.
Employment of computer and information systems managers is expected to grow
between 18 to 26 percent for all occupations through the year 2014. (Career Guide to
Industries 2006-07).
The Indian IT sector is growing rapidly and it has already made its presence felt in
all parts of the world. IT has a major role in strengthening the economic and technical
foundations of India. Indian professionals are setting up examples of their proficiency in
IT, in India as well as abroad.
The sector can be classified into 4 broad categories - IT Services, Engineering
Services, ITES-BPO Services and E Business.
IT Services can further be categorized into Information Services (IS) outsourcing,
packaged software support and installation, systems integration, processing services,
hardware support and installation and IT training and education.
Engineering Services include Industrial Design, Mechanical Design, Electronic
System Design (including Chip/Board and Embedded Software Design), Design Validation
Testing, Industrialization and Prototyping.
IT Enabled Services are services that use telecom networks or the Internet. For
example, Remote Maintenance, Back Office Operations, Data Processing, Call Centers,
Business Process Outsourcing, etc.
E Business (electronic business) is carrying out business on the Internet; it includes
buying and selling, serving customers and collaborating with business partners.

3
4
Major Trends
Trends in Salary Hikes
Along with abundant growth opportunities, IT sector is one of the highest paying
sectors. The average increase in salary in IT sector across the levels was around 16%and
the average increase in the IT BPO sector across the levels was in between16%-18%.
IT: Success Factors
 Increasing number of skilled professionals in IT: Approximately 60% of the
population of India lies in the age group of 15-65. More than half of the population
of India is below the age of 25. So, in the future, the number of working people is
going to be more than the number of dependents.
 The vast academic infrastructure of India: In the year 2009, Total Enrolment in
colleges was approximately around14.17 million and India produced more than
661,000 technical graduates. India has the second largest English-speaking
workforce in the world.

The Indian IT Industry

The Information Technology (IT) sector in India holds the distinction of advancing
the country into the new-age economy. The growth momentum attained by the
overall economy since the late 1990s to a great extent can be owed to the IT sector,
well supported by a liberalized policy regime with reduction in telecommunication
cost and import duties on hardware and software. Perceptible is the transformation
since liberalization - India today is the world leader in information technology and
business outsourcing. Correspondingly, the industry’s contribution to India’s GDP has
grown significantly from 1.2% in 1999-2000 to around 4.8% in FY06, and has been
estimated to cross 5% in FY07. The sector has been growing at an annual rate of 28% per
annum since FY01.
Indian IT companies have globally established their superiority in terms of cost
advantage, availability of skilled manpower and the quality of services. They have been
enhancing their global service delivery capabilities through a combination of organic and
inorganic growth initiatives. Global giants like Microsoft, SAP, Oracle, and Lenovo have
already established their captive centers in India. These companies recognize the

5
advantage India offers and the fact that it is among the fastest growing IT markets in the
Asia-Pacific region.

Sector structure/Market size

The Indian information technology industry has played a key role in putting India on
the global map. Thanks to the success of the IT industry, India is now a power to reckon
with. According to the National Association of Software and Service Companies
(NASSCOM), the apex body for software services in India, the revenue of the information
technology sector has risen from 1.2 per cent of the gross domestic product (GDP) in FY
1997-98 to an estimated 5.8 per cent in FY 2008-09.
India's IT growth in the world is primarily dominated by IT software and services
such as Custom Application Development and Maintenance (CADM), System Integration, IT
Consulting, Application Management, Infrastructure Management Services, Software
testing, Service-oriented architecture and Web services.
The government expects the exports turnover to touch US$ 80 billion by
2011,growing at an annual rate of 30 per cent per annum, from the earlier few million
dollars’ worth exports in early 1990s.
As per NASSCOM's latest findings:
 Indian IT-BPO sector grew by 12 per cent in FY 2009 to reach US$ 71.7billion in
aggregate revenue (including hardware). Of this, the software and services segment
accounted for US$ 59.6 billion.
 IT-BPO exports (including hardware exports) grew by 16 per cent from US$40.9
billion in FY 2007-08 to US$ 47.3 billion in FY 2008-09.

Moreover, according to a study by Springboard Research, the Indian IT services market is

estimated to remain the fastest growing in the Asia-Pacific region with a CAGR of 18.6 per
cent. Despite the uncertainty in the global economy, the top three IT majors— Infosys, TCS
and Wipro—have seen revenue growth from all important sources of income: from the
North American and European regions, in the financial services vertical and from
application maintenance and development (ADM) offerings between fiscal years 2008 and
2009.

6
 India’s IT Industry revenue break-up (US$ bn)
Particulars FY16 FY17 FY18
Digital 11 16 25
Exports 108 116 126
Domestic 22 24 26
Hardware 13 14 15
Total IT industry revenue 143 154 167
E-Com 28 33 38.5
Table 1.1

India IT Industry Revenues

160 136
126
120
Revenues in $bn

80
FY18
40 26 29 FY19

0
Export revenues*($bn) Domestic revenues*
(excluding hardware)($bn)

Fig 1.1
Outsourcing
A research by Gartner forecasts India as the undisputed leader in the outsourcing
space in the year 2008. India's most prized resource is its readily available technical work
force. India has the second largest English-speaking scientific professionals in the world,
second only to the US. It is estimated that India has over 4 million technical workers, over
1,832 educational institutions and polytechnics, which train more than 67,785 computer
software professionals every year. The enormous base of skilled manpower is a major
draw for global customers.
According to NASSCOM software and services exports (including exports of IT
services, BPO, engineering services and R&D and software products) reached US$47 billion
in FY 2008-09, contributing nearly 78 per cent to the total software and services revenue of
US$ 59.6 billion.
Domestic Markets

7
 India's domestic market has also become a force to reckon with, as the existing IT
infrastructure evolves both in terms of technology and depth of penetration.
According to NASSCOM, domestic IT market (including hardware) reached US$24.3
billion in FY 2008-09 as against US$ 23.1 billion in FY 2007-08, a growth of5.3 per cent.
India Inc.’s demand for IT services and products has bolstered growth in the domestic
sector with deal sizes going up remarkably and contracts worth US$ 50 million-US$100
million up for grabs.
Such growth in the software and services sector has been achieved because of
spectacular growths in some segments. According to research firm Gartner, India's
personal computer (PC) market is likely to grow by 13.7 per cent to 11.1 million units in
2009, aided by a surge in demand for laptops. The laptop market is expected to grow by 37
per cent in 2009 to 3.69 million units and constitute a third of the total PC market.

Road Ahead
The Indian information technology sector continues to be one of the sunshine
sectors of the Indian economy showing rapid growth and promise.
According to a report prepared by McKinsey for NASSCOM, the exports component
of the Indian industry is expected to reach US$ 175 billion in revenue by2020. The
domestic component will contribute US$ 50 billion in revenue by 2020.
Together, the export and domestic markets are likely to bring in US$ 225 billion in
revenue, as new opportunities emerge in areas such as public sector and healthcare, and
as
geographies including BRIC and Japan opt for greater outsourcing.

Scope of IT Industry in India

The IT industry has great scope for people as it provides employment to technical
and non-technical graduates and has the capability to generate huge foreign exchange
inflow for India. India exports software and services to approximately 95 countries in the
world. By outsourcing to India, many countries get benefits in terms of labor costs and
business processes. Also, the Indian companies are broadening the range of services being
provided to the customers, which is resulting in more off shoring. Talent acquisition,
development and retention initiatives taken by the companies have brought down the

8
employee attrition rates, thereby providing more stability to the employees and increasing
their job commitment.
Many financial institutions are providing funds for the expansion of IT and ITeS
businesses. In order to support IT and ITES, the Indian Government is also taking many
steps. For example:
1. The Govt. has provided incentives including tax holiday up to 2010 and competitive
duty structures.
2. The Govt. is trying to reduce the international communication cost.
3. It is providing infrastructure support through organizations such as software
technology parks.
All these factors collectively create a number of opportunities in the IT sector.

Future of Information Technology

IT will continue to gain momentum; telecom and wireless will follow the trend. The
immense expansion in networking technologies is expected to continue into the next
decade also. IT will bring about a drastic improvement in the quality of life as it
impacts application domains and global competitiveness. Technologies that are
emerging are Data Warehousing and Data Mining. They involve collecting data to
find patterns and testing hypothesis in normal research. Software services that are
being used in outsourcing will go a long way.

Key Positives & Negatives for the Indian IT Industry

Positives Negatives
Growth in IT spending Rupee Appreciation
Opening up of new geographies like Anticipated slowdown in the US economy
Europe
Strong volume growth Wage inflation
Increase in offshore spending Higher Attrition rate
M&A to increase reach, clients and Lack of proper infrastructure
offering
Setting training and development centres Completion from low cost countries,
to train fresh entrants China, Philippines & Vietnam
Table 1.2

9
IT SECTOR - Top Players
Sr. Numbers Companies
1. TCS
2. INFOSYS
3. WIPRO
4. HP
5. IBM
6. SATYAM
7. HCL
8. PATNI
9. POLARIS
10. CISCO
11. KPIT Cummins
12. KANBAY
13. MICROSOFT
14. DELL
15. LARSEN and TOURBO
16. COMPARE InfoBase
17. ASSENTURE
18. I.FLEX SOLUTION
19. COGNIZANT
20. SAPIENT
21. MPHASIS
Table No

10
Type Public
Traded as BSE: 532540 BSE SENSEX Constituent
NSE: TCS CNX Nifty Constituent
Industry IT services, IT consulting
Founded 1968; 51 years ago
Founder Tata Sons F. C. Kohli
Headquarters Mumbai, Maharashtra, India
Area served Worldwide
Key people Natarajan Chandrasekaran  (Chairman) 
Rajesh Gopinathan  (MD & CEO)
Services IT, business consulting and outsourcing services
Revenue US$19.08 billion (2018)
Operating income US$4.73 billion (2018)
Net income US$4.00 billion (2018)
Total assets US$16.66 billion (2018)
Total equity US$13.41 billion (2018)
Number of employees 417,929 (December 2018)
Parent Tata Group
Subsidiaries TCS China , TRDDC
Website www.tcs.com
Table

11
Type Public
Traded as BSE: 500209 BSE SENSEX Constituent
NSE: INFY CNX Nifty Constituent
Industry IT services, IT consulting
Founded 7 July 1981; 37 years ago
Founders N. R. Narayana Murthy ,Nandan Nilekani
S. Gopalakrishnan ,S. D. Shibulal
K. Dinesh ,N. S. Raghavan ,Ashok Arora
Headquarters Bangalore, Karnataka, India
Area served Worldwide
Key people Nandan Nilekani (Chairman)
Salil S. Parekh  (MD & CEO)
Services IT, business consulting and outsourcing services
Revenue  US$11.31 billion (2018)
Operating income  US$2.66 billion (2018)
Net income  US$2.48 billion (2018)
Total assets  US$12.25 billion (2018)
Total equity  US$9.96 billion (2018)
Number of employees 225,501 (2018)
Divisions Infosys BPM , Edge Verve Systems ,Infosys Consulting
Website www.infosys.com
Table No

12
Type Public
Traded as BSE: 507685 BSE SENSEX Constituent
NSE: WIPRO CNX Nifty Constituent
Industry Conglomerate
Founded 29 December 1945; 73 years ago
Founder Mohammed Hashim Premji
Headquarters Bangalore, India
Key people Azim Premji (Chairman)
Abidali Neemuchwala (CEO)
Products Personal care, Health care, Lighting, Furniture,
Pharmaceuticals
Semiconductors, Natural resources
Services Digital strategy, Business consulting, IT services, IT
consulting, Banking, Retail
Revenue  US$8.4 billion (2018)
Operating income  US$1.57 billion (2018)
Net income  US$1.23 billion (2018)
Total assets  US$11.68 billion (2018)
Owner Azim Premji (73.25%)
Number of employees 164,659 (2018)
Website www.wipro.com

13
SWOT Analysis

Strengths Weaknesses
 Highly skilled human resource  Absence of practical knowledge.

 Low wage structure  Dearth of suitable candidates

 Quality of work  Less Research and Development

 Initiatives taken by the  Contribution of IT sector to India’s

Government (setting up Hi-Tech GDP is still rather small
Parks and implementation of e-
governance projects)

 Many global players have set-up  Employee salaries in IT sector are

operations in India like Microsoft, increasing tremendously. Low
Oracle, Adobe, etc. wages
benefit will soon come to an end.

 Following Quality Standards such

as ISO 9000, SEI CMM etc.

 Cost competitiveness

 Indian time zone (24 x 7 services

to the global customers).Time
difference between India and
America is approximately 12
hours, which is beneficial for
outsourcing of work.

Opportunities Threats
 High quality IT education market  Lack of data security systems
 Increasing number of working age Countries like China.
 Lack of data security systems

 India's well-developed soft  Countries like China and

infrastructure Philippines with qualified
workforce making efforts to
overcome the English language
barrier

 Upcoming International Players in  IT development concentrated in a

the market few cities only

Table 1.3

14
 Growth in Employment

New IT jobs created in India

FY17 149500
FY16 198000
FY15 220000
FY14 230000
Years

FY13 180000
FY12 230000
FY11 240000
FY10 90000

0 50000 100000 150000 200000 250000 300000

No of jobs created in India

IT jobs created in India

Fig 1.2
The bar chart shows that the new IT jobs created in India every year. In the FY11 the
employment in the IT-ITES industry in India was 24000, in which highest jobs are provided
for IT professionals.

15
Fig 1.3

16
Fig 1.4

17
Fig 1.5

18
Government Initiatives & Policies
Software Technology Parks of India (STPI) was setup by the government in 1991 to
provide:
 Fiscal benefits like tax holidays to attract investment into the industry
 Basic infrastructure
 Single–window clearances for setting up Export Oriented Units (EOUs)
 Virtual model allows firms to avail benefits without restrictions on location.

Progressive policy reform (fiscal/trade/other):

 No FDI restrictions.
 Fiscal reforms (international taxation, overseas investment, etc.) to facilitate ease
of international transactions introduced.
Recent initiatives:
• Area limits exemptions for the IT-BPO sector in the SEZ policy.
• Special emphasis on talent and infrastructure development.
• Infrastructure development; provisions designed to complement the STPI scheme.
 The government set up the National Taskforce on Information Technology and
Software Development with the objective of framing a long term National IT Policy
for the country.
 Enactment of the Information Technology Act, which provides a legal framework to
facilitate electronic commerce and electronic transactions.
 The government-led National e-Governance Program, has played an important role
in increasing internet penetration in rural India.

Impact of IT sector
Impact on Society
A society can also refer specifically to any group of people, other animals and/or plants and
the interactions within that group. This can be anything from a small neighbourhood to the
entire global community. Religion, ethnicity, interests, political opinions or other relating
factors may help form a group of people.

19
 Common Traditions: In the context of this report it is helpful to highlight a
difference between "traditions" and "activities/interests". Tradition can be defined
as the following:" An inherited, established, or customary pattern of thought,
action, or behavior (as a religious practice or a social custom). Cultural continuity in
social attitudes, customs, and institutions."
 Cultural Continuity: Social attitudes have changed in that citizens of a society now
expect the various elements of that society to be better informed than previously.
They also expect to be able to access more information about a specific product,
service or organization so that they can make informed decisions with regard to
their interactions with that entity.
 Institutions: The word institutions can incorporate a wide variety of organizations.
For the purposes of this report the institutions we will examine will be:
 Governments,
 Commercial businesses,
 News & media organizations,
 Educational organizations.
The focus is on how information technology development has improved the
processes by which these institutions accomplish their tasks or goals.
 Governments: The government of a nation is comprised of many varied
institutions. However developments in information technology have helped
governments to improve their "service" to their citizens. Information technology
has also had a major impact on the defense capabilities of governments. Advances
in weapons technology and weapons design have increased the effectiveness of
various governments' armed forces. The B2 bomber relies on a "continuous
curvature" design to minimize radar signature. It would have been impossible to
design or build this machine without the development of computer modeling
techniques.
 Commercial Businesses: The advances in information technology have heavily
influenced commercial businesses in several areas. The most important role of
information technology in a commercial business, however, is to provide a
commercial advantage. Advances such as computer-aided design, relational
database technologies, spread sheets and word processing software provide a

20
 commercial benefit to the business, as does automation of manufacturing
processes (which Sara-Lee did in 1964). Advances in information technology over
the last thirty years have led to the television.
 News & Media Organizations: Due to the nature of news and media organizations,
information technologies have particular relevance to them. As noted earlier,
"Information technology is the technology used to store, manipulate, distribute or
create information". News and media organizations are intimately acquainted with
each of these elements of information technology. This report focuses on the
distribution and creation of information.
 Educational Organizations: The developments that have occurred in information
technology have had many influences on educational establishments. The
distribution of information is not the only concern of educational establishments.

Impact of Information Technology and Electronic Governance

E-governance is the effective way of governance utilizing IT to enhance efficiency of

government offices. The Government of India is devising new policies to envisage a SMART
– simple, moral, accountable, responsible, and transparent governance to bring
nationwide reforms. The customs department plans to use electronic data interface (EDI)
to handle all transactions relating to custom duties more efficiently, for which initiatives
have been taken by National Informatics Center (NIC).

IT Policy and Emphasis on E-governance

E-governance attempts in the country started with a bang. The initial impetus came
from the Ministry of IT, which produced a concept paper, emphasizing the method by
which the state has to deliver its services in the information age. The paper envisages a
SMART government and promises to establish the required institutional mechanisms to
facilitate initiatives towards synergic utilization of IT to enhance effectiveness of
governance. NASSCOM conducted a survey of ten leading states (Andhra Pradesh, Tamil
Nadu, Karnataka, Maharashtra, Madhya Pradesh, Kerala, Uttar Pradesh, Rajas than,
Gujarat and West Bengal) and pointed out that all these states have an IT policy, expert
group, e-governance cell, and some even have a separate IT department. Some of them

21
have also included specific policy measures that not only aim to facilitate IT investments in
the state but also focus on using IT for governance-related issues.

FUTURE OF IT SECTOR IN INDIA

IT will continue to gain momentum; telecom and wireless will follow the trend. The
immense expansion in networking technologies is expected to continue into the next
decade also. IT will bring about a drastic improvement in the quality of life as it impacts
application domains and global competitiveness. Technologies that are emerging are Data
Warehousing and Data Mining. They involve collecting data to find patterns and testing
hypothesis in normal research. Software services that are being used in outsourcing will go
a long way.
FUTURE OPPORTUNITIES:
Domestic market
 Overall size of the domestic market in 2008-09 was estimated to grow by 20 per
cent and reach be US$ 24.3 billion
 Domestic IT BPO spending grew by 40 per cent during 2008-09
 The domestic market is picking-up, showing definite signs of breaking-out of the
trend of hardware linked growth with the contribution of software and services
exceeding that of hardware
 Government is taking up e-governance initiatives and increasing its IT spends/
outlays; allocation has increased from US$ 96 million in 2006-07 to US$ 175 million
in 2007-08, indicating increasing IT spends.

Knowledge Process Outsourcing (KPO)

 The genesis of KPO followed BPO services in India; however KPO is now growing at
a rapid pace with MNCs setting up third party captive units for data analytics, data
modeling, etc.
 CRISIL estimates that the Indian KPO export market constitutes about eight percent
of Indian ITeS revenues and employs nearly three percent of the work force
 Growth drivers for this business include high productivity of Indian resources and
growing adoption of KPO by Small and Medium Enterprises (SMEs).

22
 Opportunities span across several service offerings: legal process outsourcing (LPO),
financial and market research and engineering services outsourcing, which are
considered fast moving service offerings.

23
 COMPANY PROFILE:

ABOUT COMPANY
Toddware InfoTech Pvt. Ltd. is one of the fastest growing Software Services Provider
and IT consulting company on T&M and Fixed cost model based out at Bangalore. Toddware
InfoTech Pvt. Ltd. was incorporated at Bangalore (Karnataka), under Registrar of Companies
Act. Toddware InfoTech Pvt. Ltd. operates from Bangalore , fully equipped with state of the
art facility and IT enabled Infrastructure.
Toddware InfoTech Pvt. Ltd. always keep its focus on convergence with clients'
vision.
We facilitate our clients to be the best in their respective fields by utilizing state of
the art technology, services and solutions. While suggesting or implementing anything new,
we foresee all the aspects of that technology on specific business.
With the help of cost-effective solutions, Toddware InfoTech Pvt. Ltd. help customers
to maximize their returns on information technology. Our versatile business models and
unique delivery methodology support in doing so. Toddware InfoTech Pvt. Ltd. has strong
pool of resources spread across locations in India and overseas in nich skills and expertise
which help its customers enabling business growth and timely delivery.
Always keeping itself in latest technology trends, Toddware InfoTech Pvt. Ltd.
ensures that customer gets quality products/ solutions within given timeframes. Toddware
InfoTech Pvt. Ltd. takes up assignments on T&M and Fixed cost model and has robust
framework to commit any size of project in less time and cost effective model.
Our years of experience with continuous learning and delivery to help customers
remain one step ahead on their competition.

VISION & MISSION

Toddware InfoTech Pvt. Ltd. Vision

"To be a globally respected and accepted organization that provides best-of-breed

business solutions, leveraging technology, delivered by best-in-class people resulting
maximum customer satisfaction"

24
Toddware InfoTech Pvt. Ltd. Mission

"To achieve our objectives through our committed effort towards our clients,
employees, vendors, society and shareholders"

The values that drive Toddware InfoTech Pvt. Ltd. :

 Customer Happiness: A commitment to meet our customer expectations.
 Leadership in actions: A commitment to set standards in our business, process,
communications, and transactions and set an example for the industry and our own
team member.
 Integrity and Transparency: A commitment to be professional, sincere and open in
our transactions and dealings.
 Driving on perfection: commitment to strive relentlessly, to constantly improve
ourselves, our processes, our people, our services so as to become the best.

SERVICES OF THE COPAMY

ERP SERVICES
To attain a competitive edge in today's Hi-Tech era, organizations need a completely
and seamlessly integrated Enterprise Resource Planning (ERP) system, which is also
connected to the supply chain, CRM and E-commerce applications. Toddware InfoTech Pvt.
Ltd. working experience on ERP; especially on SAP and a vast pool of seasoned professionals
deliver the best in the industry. We bring to table significant systems and subject matter
expertise that will enable our clients to become and to remain industry leaders.
On ERP we offer the following services:
 Application Management
 Application Development and Upgrades and
 Help Desk
The breadth of knowledge and industry experience of our consultants allows us to
service organizations with customized solutions that cater to their precise needs. Our
project management expertise and emphasis on quality assure the best solutions with a low

25
implementation time. We have developed a mix of onsite and offshore models resulting in
lower costs and maximum value for investments.

APPLICATION DEVELOPMENT
If you are with Industry life cycle, you would find that e-business concept has come
from dotcom era to present where it has become a necessity for any business, process and
communications success. More and more organizations are developing new net-centric
applications to help them maintain a competitive edge in the new-age economy.
Companies who are visionary, already using multiple e-business models to address
the complementary needs of an enterprise. These business models range from Private
Exchange, Industry Exchange, e-Store, and e-Service to Company Portals. These models
involve much more than simply having an 'Internet presence' but require companies to
reorganize their business processes and IT systems to meet the new age application
demands.
Toddware InfoTech Pvt. Ltd. understands needs for translating and transforming
customer's business ideas and needs into technology reality. We have worked closely with
our customers in setting up e-Procurement systems, e-Market solutions, e-store, Intranet
and extranet solutions and various customer interactive applications.
With the right technology investments, it's a much easier to face business challenge.
Toddware InfoTech Pvt. Ltd. work with their clients in setting up new e-business
strategies that are important to their new projects and initiatives - from integrating with
legacy ERP order-entry systems to implementing newer technologies such as Internet-based
supplier collaboration systems and long term maintenance and support of their applications.
“With the right technology investments, it's a much easier to face business challenge”

CUSTOM SOFTWARE DEVELOPMENT

Toddware InfoTech Pvt. Ltd. Vision
To deliver high quality solutions engineered to suit every customer's requirements,
Toddware InfoTech Pvt. Ltd. follows mature processes of development and deployment,
with proven tools, efficient methodologies, and comprehensive verification and validation.

26
 By partnering with Toddware InfoTech Pvt. Ltd., clients get the added advantage of
reusing our existing libraries of frameworks and components - greatly reducing the time-to-
deploy new solutions.
Toddware InfoTech Pvt. Ltd. provides full documentation & training support for all
the solutions it delivers.
Toddware InfoTech Pvt. Ltd. offers Custom Software Solutions for:

Toddware InfoTech Pvt. Ltd. Mission

 Internet applications, B2B, B2C and C2C
 Client - Server applications
 Migration and Porting of existing applications
 Business, Enterprise and Application Integration
Key Industry Segments
Toddware InfoTech Pvt. Ltd. has the experience and expertise in providing solutions across
the following industry segments:
 Insurance, Banking and Financial Services
 Retail
 Telecom
 Manufacturing and Automotive
 Government and Public Enterprises
Technology Expertise
 Developer Tools
VB, VC++, ASP, C#, VB.Net, ASP.Net, Java, JSP, C, C++, XML, Developer2000, Delphi,
PowerBuilder
 Modeling Tools
Designer2000, Rational Rose, PowerDesigner, ERWin
 Databases
Oracle, MS SQL, DB2, Sybase
 Architecture & Frameworks
J2EE, Microsoft.Net, Win DNA, COM/DCOM, Web Services, CORBA
 Application Servers

27
 BEA WebLogic, IBM WebSphere, Microsoft Commerce Server, MTS, SUN iPlanet,
Oracle Application, Server, Lotus Domino, Windows 2000 with .NET framework
 Integration and Messaging
MQSeries family, BEA Integration Suite, BizTalk Server, MS SNA Server, MS Host
Integration Server, MSMQ
 Operating Systems
Sun Solaris, HP-UX, Linux, Unix, Windows NT, Windows 2000

HR SERVICES
Toddware InfoTech Pvt. Ltd. has a strong HR and Recruitement function and
capabilty which helps us to offer a unique service delivery framework to our clients at global
IT space. Our global technical talent pool, allows us to place the right individual to meet
client needs locally, nationally and internationally in less time. We understand the need to
find the perfect resource in less time. Our third party BG check vendors provide us value
addition to our services and help us to offer most workable end to end recruitement and HR
services to our clients globally.
Toddware InfoTech Pvt. Ltd. Value adds :
1. Quality assurance through proven multi-step pre-screeningmethodology
2. Reasonable good Hit Rate due to our Quality RecruitmentProcess
3. Placement of any IT skills of any Level happens within aweek
4. Interview outsourcing as well as pre-interview of candidates before sending
candidate’s profile to client. 
5. Internal Background check mechanism to avoid any fake profile to come into
system
6. Focused and vendor location interview to cater to niche and immediate
requirement
7. Dedicated sourcing effort for niche skills like Microsoft Skills (C#.NET/SQL
Server/MS BI/MS CRM/Biztalk/Sharepoint/SQL DBA/Technical and
solutions Architect), SAP, Peoplesoft, Siebel, EAI, Oracle, Telecom, Mainframes,
Portal, Datawarehouse, Middleware, DBMS, DWBI, Testing and Technical and
infrastructure services domain

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 8. Work on commitment and fulfillment model and take bigger target across delivery
with the help of internal bigger and quality bandwidth
9. Specialized hunting practice on a target company, target niche skills or based on
any specific demand from client.
10. Specialize head hunters who has solid expertise on desk calling, hunting lines,
referrals and other innovative lead generations mechanism to work on any kind of
skills hiring plan
11. Strong in-house database on all skills and excellent grip on referral pool available
in India on paid basis.
12. Vendor Location Interview, Dedicated and turnkey assignments handling
13. Low cost proposal for some exclusive assignment
14. Market research based on skills and projects in a specific company on client’s need
and request.
15. Marketing and selling client’s practice and competency
Our Skills Expertise:

Technology Domain Skills

Microsoft C#.NET, SQL Server, MS BI, MS CRM, Biztalk, SharePoint, SQL
DBA, .NET -Technical and solutionsArchitect
JAVA Core Java, J2EE with websphere or weblogic, UML, OOD, Struts
EAI MQSI, TIBCO, Webmethod, See beyond, Web Services, Vitria, WLI,
WBI
Data warehouse Informatica, Cognos, AbInito,SAS, ETL Extracts, Datastage,
Microstrategy, Data Modeling, Oracle and Microsoft
Database Teradata, Oracle, SQL, TSQL, DB2 and Sybase, IMS
Mainframe Cobol, CICS, VMS, AS400, IMS,JCP, IMS DB
CRM Siebel, Clarify, SAP CRM, Oracle CRM, Pega, Chordiant
SAP Functional SD, MM, PM, PP, QM, HRM, FI, CO, FICO, PS
SAP Technical (ABAP) ABAP, ABAP with ALE, IDOCs, EDI, ALV,User Exist, SAP Scripts,
Dialogue Programming, Module Pool Programming, BDC etc
SAP Technical (BASIS) BASIS with Unix/Solaris Platform or BASIS with Oracle or BASIS with
NT/SQL platform with overall experience in Installation, User

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 Creation, Authorization, Security, Back up, Recovery, Database
Cleaning etc…
SAP Three SAP SRM, SAP APO, SAP BIW
Dimensional Modules
Tester/QA Manual, Mercury Testing Tools, Win runner, Load Runner, QTP,
Test Director, SQA, QA
DBA Oracle,Sybase,Informix, SQL, DB2
Oracle Oracle Apps Technical/Functional/ Retek/Oracle Retail
Telecom Domain Symbian, Kenan Arbor, Geneva, SingleView
Technical Services Networking/LAN/WAN/Windows Server/IT
and Infrastructure Security/VOIP/Quality/Project Management/Infrastructure
services domain Management/Customer Support etc.

INDUSTRIES:
OVERVIEW
Enabling Enterprises' Growth
In today's volatile market you can not continue for a long with one system. Your
process, system and communication needs innovation time to time to retain your valuable
customers and sustain tough competition in marketplace.
Toddware InfoTech Pvt. Ltd. helps enterprises from various verticals - telecom,
finance, healthcare, utilities, retail, government and manufacturing - meet the needs of this
new marketplace.
Toddware InfoTech Pvt. Ltd. design technology solutions and services that are
closely aligned with the needs of the industry. This is possible because of the in-depth
domain knowledge that the company has acquired in various industry segments and experts
and consultants working with us for our customers.
Toddware InfoTech Pvt. Ltd. delivers reliable and usable business and software
solutions packages - innovative, customized and cost-effective - deployable across the value
chain, leading the way to exponential growth of the organization.

TELECOM

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 Toddware InfoTech Pvt. Ltd. provides solutions to customers in the conventional
wireline domain and in the emerging field of mobile and IP. We work in the areas of mobile
network management, mobile protocols, mobile applications and emerging technologies
like voice over IP and wireless data communication. Our internal development projects have
also resulted in the creation of several protocol stacks and products. Our present focus is on
the NextGen telecommunication technologies and solutions. We look forward to alliances
and partnerships with companies in order to give our customers an end-to-end single
window solution.
Leveraging strategic ongoing associations with world-class telecom service providers
- wireline (basic or fixed) and wireless (mobile or wireless) – Toddware InfoTech Pvt. Ltd.
offers IT services suited to every stage of the business life cycle of its customers.

FINANCE
Toddware InfoTech Pvt. Ltd. offerings for the finance vertical is towards delivering
fast and easy access to bottom-line information to run businesses and for efficient financial
management system. They effectively meet the unique needs of clients from the vertical,
enhancing and expanding existing systems and workflows, maintaining systems or designing
and developing new systems with proven best practices to deliver cost-effective solutions.
Toddware InfoTech Pvt. Ltd. business consultants and engineers have extensive
expertise in the areas of insurance, corporate banking, investment banking, wholesale
banking, retail banking, treasury management, credit cards, wealth management, leasing
and mortgage, trade finance, foreign exchange and risk management. 

Toddware InfoTech Pvt. Ltd. finance service includes followings:

 Application design and development
 Application and Production support and helpdesk
 Application re-engineering
 Application maintenance
 Product customization and implementation
 Migration services
 Business Intelligence and Data Warehousing
 CRM implementation.

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HEALTH CARE
Toddware InfoTech Pvt. Ltd. has strong capabilities in Healthcare vertical. Toddware
InfoTech Pvt. Ltd. deliverables for the healthcare vertical are aimed at enhancing
competitiveness through improved patient care and customer service, cost reduction and
government policy compliance. The company provides a range of services including HIPAA
compliance, clinic automation, interfacing with medical devices & equipment and
outsourcing services. The repertoire also includes healthcare technology consulting, custom
software development as well as maintenance and support services for physicians,
hospitals, and managed care organizations. 
Toddware InfoTech Pvt. Ltd. presents extensive product support and
implementation for many proven packages in arenas like Enterprise Resource Planning
(ERP), e-commerce, content and document management etc. 
The DNA of our practice lies in internal knowledge on life science and Health care to
provide focused IT services and solutions to our customers.
In today's volatile market you can not continue for a long with one system. Your
process, system and communication needs innovation time to time to retain your valuable
customers and sustain tough competition in marketplace.

RETAIL SOLUTIONS
Retailers are fast adopting technology for expanding delivery channels, achieving
better operational efficiencies and using customer data from various points of contact to
optimize their supply chains. Competitive pressures, globalization and the need for rapid
deployment of technology have been the driving force for retailers seeking business
partnerships in the areas of information technology outsourcing and joint product
development.
Toddware InfoTech Pvt. Ltd. has an established retail practice, having empowered
large retailers and distribution companies to drive revenue upwards, reduce costs, improve
margins, and maximize capital efficiency, throughout the world.
The company provides a range of innovative business and technology consulting
services to strategize, define, and deliver solutions to meet specific business challenges.

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 Addressing the retailer's challenges - increased customer expectations, competitive
marketplace, supply chain complexities, globalization and the evolving technology landscape
– Toddware InfoTech Pvt. Ltd. offers solutions in:
 Global data synchronization
 Supply chain management
 Merchandising
 Marketing and customer support
 Inventory management
 Enterprise management.

MANUFACTURING
Toddware InfoTech Pvt. Ltd. plays a key role in helping manufacturing companies
get a better perspective of their processes, take informed decisions and grow
business.Toddware InfoTech Pvt. Ltd. offers solutions to reduce time-to-market, contain
costs, maintain quality, retain customers and provide seamless integration with partners
across the globe.
The thrust is on developing solutions and services that help companies improve
operations in today's 'e-manufacturing' era, leveraging the power of technology and process
to drive improved efficiencies across the value stream of the enterprise.
In Manufacturing vertical Toddware InfoTech Pvt. Ltd. offers following :
 Supply chain management solutions
 Warehouse management solutions
 Process optimization solutions
 Enterprise Resource Planning (ERP) solutions
 Application development
 Legacy migration and e-enablement
 CRM Solutions

CONSULTING
Outsource to experts : Redefining Consulting

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 Today's competitive environment demands Result not knowledge. Toddware
InfoTech Pvt. Ltd. consultants are real hard core professionals from respective domain
background and fully up to date to provide end to end solutions to their customers.
We work with customer's to determine business objectives, understand "how work gets
done" in their organization and work to improve people, process, and technology through
our redefined consulting expertise.
Organizational Effectiveness
Our Organizational Effectiveness services help you take advantage of changes
ranging from consolidations to large-scale business transformations.
We specialize in structuring and managing transitions. Our processes increase
employee productivity and morale. Our systems disseminate knowledge that helps
individuals—and entire companies—adjust, realign, and be more effective.
Once we've worked together to identify your needs, Toddware InfoTech Pvt. Ltd.
can provide every step in the process. Communication and training plans. Succession
planning services.Mentoring, training and much more.
Your plan will be crafted to ensure buy-in at every level. We also include quantitative
end-of-initiative analysis, so your ultimate objective of increasing organizational
performance is always met.
Project Assessment and Recovery
Your business-critical initiative is behind schedule and over budget. Deliverables are
vague or nonexistent. Your project is in trouble … but count on Toddware InfoTech Pvt. Ltd.
proven project assessment and recovery process to help you regain complete control.
Through key stakeholder interviews and review of the project documentation,
Toddware InfoTech Pvt. Ltd. carefully analyzes each project component to identify the
highest risks to successful delivery. We clearly align scope, schedule, budget and resource
plans to position business-critical projects for successful delivery.
Working directly with your project team and key stakeholders, we ensure that the
new project plan accurately addresses business objectives. We assess the project team to
ensure that the right skills are deployed the right way on the project. And we put the right
tools in place to enable effective monitoring and reporting of project performance.

Application Refresh

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 Our experts can engineer a redesign of your application that's up-to-date, easily
accessed for updates, and perfectly integrated with your current systems.
Our fixed-bid option ensures value and timeliness. You'll get a definite timeline with
quality assurance, checkpoints, stringent unit testing, and seamless integration
management. Knowledgeable resources include specialists for on-site development. We
also use dedicated offshore teams that provide extremely high-value software
redevelopment.
Toddware InfoTech Pvt. Ltd. provides experts fluent in archaic and obscure
languages. No matter how old or obsolete your program is, we offer a seamless
reintroduction to your current systems.

System Planning
You need …
Projects that succeed, plain and simple.
We deliver …
Comprehensive consideration of your company's culture, processes, and available
technologies, crossed with industry experience and formulated into a plan that succeeds.

Toddware InfoTech Pvt. Ltd. Knowledge includes best practices in scope, timeline,
budget management and risk mitigation to ensure that your system, however complex and
far-reaching, is crafted to accommodate every variable. Our approach is completely
methodology-neutral. Our partnerships with key vendors give us the know-how to select
and recommend your best options.
Expectations are set at realistic levels, and unpleasant surprises are kept to a
minimum. We even take into consideration your company's hardware and infrastructure.
Our experts can recommend build vs. buy options to give you the best use of your money.

Staff Augmentation
Even the best team can use more bandwidth. Toddware InfoTech Pvt. Ltd. is ready to help
make your project a success through our staff augmentation services. Our consultants:
 Are experts in industry best practices
 Have a variety of technology specific certifications

35
  Average 10 years of industry experience
 Regularly speak at industry events, write articles for trade publications
Planning.Development.Implementation.Maintenance.Measurement. No matter where your
organization is in the development life cycle, our consultants are ready to assure your
project success.

Quality:
Toddware InfoTech Pvt. Ltd. has conceptualized Quality Delivery in its vision statement
and is committed to delivering quality software products and services which live upto our
customers' expectations. Toddware InfoTech Pvt. Ltd. is an offshore development
organization who works for:
 Excellency in all areas of its business
 Quality of its software products and services at all stages of development and
delivery
Toddware InfoTech Pvt. Ltd. understands the competitive edge of customers' on quality
and has adopted a well-defined set of criteria applied to the entire software development
cycle. At Toddware InfoTech Pvt. Ltd., we guarantee the utmost level of quality in our
operations by our rigid methodologies as below:
 Toddware InfoTech Pvt. Ltd. imparts periodic Quality Training programs to enhance
the performance of all their employees
 Full process and methodology watch/guard by our quality consultants throughout
the complete software development cycle
 Extensive Testing methodologies by our in-house Testing professionals
 Developing effective internal testing mechanisms and processes
Our high caliber project managers utilize high-quality techniques and procedures to assure
quality at all stages of software development such as:
 Planning on complete delivery roadmap
 Tracking every phase of development
 Control
 Transition Management and handling
 Issues Management and handling
 System Implementation

36
  System Documentation
 Communication
 Periodical Review

QUALITY ASSURANCE &TESTING Approach& Methodology:

At Toddware InfoTech Pvt. Ltd. Project Management, Maintenance of Time
Schedules, Quality Assurance, and Software Engineering are some of the key areas we focus
on in the complete Software Development Life Cycle process. Our full proven Methodology
ensures effective QA Testing of the software products and applications we develop for our
customers.
1. Data Integrity Testing 
Data integrity testing is a key component of QA testing, it verify the reliability of data
procurement from system and its storage methods in order to ensure that the data
extracted is in the desired format, and that it is reliable and consistent with the data
expected to be present in the database. Data Integrity Testing also ensures that all
relevant information is stored in a timely manner, thus avoiding data loss, which has
the potential to prove catastrophic to a business. Parameters can also be customized
as per client requirements for the data integrity testing during the setup phase.
2. Functionality Testing / Defect Analysis
A thorough review on functionality aspects of a client's application needs to be done
thus their existing systems helps our QA team to develop the Functionality tests.
These tests are performed by Toddware InfoTech Pvt. Ltd. QA team on the basis of
our full proven methodology for Internal Documentation, Reporting, and Resolution
of defects, exception and bugs detected during the various testing processes. The
analysis of these defects, exception and bugs are carefully documented to provide
our clients with:
o A Complete description of the bug/defect and the process of reproducing it
o A clear assessment of the usability of the product and its relation to the
business objectives set by client
o Critical data and information needed by the developers involved in debugging
3. Performance Testing

37
 Performance testing involves testing the product on the basis of the following
criteria and other Custom criteria as required by the Client.
4. Stress Testing
In Stress Testing, the parameters typically tested are: Storage, Computing Time,
Communication Capacity, and Database Recovery Time. This process drives the
system to the very limits of its endurance in order to determine what features in the
application design can fail during implementation. The features that do fail can turn
out to be defects capable of causing disastrous failure.
5. Availability Testing
Availability testing involves testing the reliability of the network, database processor,
memory, etc. This involves testing the capability to have the support for critical data
required by the applications to be up and running in minimum standard conditions.
All the architectural components that need to be available are also made sure to be
present and functional.
6. Response / Throughput Testing
Response / Throughput testing is used to test the load-bearing capacity of the
system and to measure the response time and throughput of the various
components of the system.
7. Compatibility Testing
Compatibility testing addresses concerns regarding a product's capability to interface
with other software, system and hardware. Toddware InfoTech Pvt. Ltd. is equipped
to test Client products across a varied range of software and hardware platforms and
environment to evaluate the related issues involved in Compatibility Testing.

8. Usability Testing
Usability testing is concerned with evaluating a system's ease of use and the level of
convenience it provides to non-technical people to enable them to utilize the various
tools and functionalities offered by the system. This helps users derive the maximum
benefit from the system. Usability Testing further entails detailed analysis of the
navigation system, the user interfaces, etc. General Usability testing also involves the
following:

38
Authentication 
GUI forms and selections such as:
 Text Boxes
 Radio Buttons
 Check Boxes
 Drop Down List Boxes
 Combo Boxes
 Screen Validations / Validation Conditions
 Navigation Conditions
 Usability Conditions
 Other Generic requirements

Preferred QA Testing Model: 

Onshore / Offshore QA and Testing 
Toddware InfoTech Pvt. Ltd. Global Delivery Model combines the advantage of
offshore software development with direct control over the project at onshore. In this
model our onshore business staff liaison with our clients, while the development staff are
based offshore. Clients benefit by this model in the following ways:
 Onshore test/ plan/ design team is in direct communication with our client
development team at offshore.
 Effective communication channel is established between client and offshore team.
 Time efficiency.
 Due to Time gap, offshore team can work for more than one shift if required to
accomplish the task on time.

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 INTRODUCTION
TRAINING
Training is the act of increasing the knowledge and skills of an employee for doing
a particular job. Training involves the development of skills that are usually necessary to
perform a specific job. Its purpose is to achieve a change in the behavior of those trained
and to enable them to do their jobs better. Training makes newly appointed workers fully
productive in the minimum of time.

It is equally necessary for the old employees whenever new machines & equipment’s
are introduced and there is a change in the techniques of doing the things. In fact, training is
a continuous process. The managers are continuously engaged in training their
subordinates. They should ensure that any training program should attempt to bring about
positive changes in the:

1. Knowledge,
2. Skills, and
3. Attitudes
of the workers.

Improving business performance is a journey, not a destination. Business

performance rises and falls with the ebb and flow of human performances. HR professionals
lead the search for ways to enhance the effectiveness of employees in their jobs today and
prepare them for tomorrow. Over the years, training programs have grown into corporate
with these goals in mind. Training programs should enhance performance and enrich the
contributions of the workforce. The ultimate goal of training is to develop appropriate talent
in the workforce internally.
In India, training as an activity has been going on as a distinct field with its own roles,
structures and budgets, but it is still young. This field is however; expanding fast but
controversy seems to envelop any attempts to find benefits commensurate with the
escalating costs of training.
Training has made significant contributions to development of all kinds. Training is
essential; doubts arise over its contribution in practice. Complaints are growing over its
ineffectiveness and waste. The training apparatus and costs have multiplied but not its
benefits. Dissatisfaction persists and is growing at the working level where the benefits of

40
training should show up most clearly. This disillusionment shows in many ways – reluctance
to send the most promising people for training, inadequate use of personnel after training
etc. With disillusionment mounting in the midst of expansion, training has entered a
dangerous phase in its development.
Training is neither a panacea for all ills nor is it a waste of time. What is required is
an insight into what training can or cannot do and skill in designing and carrying out training
effectively and economically.
Training is a learning experience in that it seeks a relatively permanent change in an
individual that will improve his or her ability to perform on the job.
The primary objective of training is to improve individual and organization
performance. Training is used–or misused–to do a variety of things from informing,
motivating, rewarding to changing behaviour and improving performance. However the goal
of the training professional (as shown below) is to have the training input impact the
performance output of the trainee.

Training “In” Performance “Output”

Trainee / Performer

“Learning to work efficiently and accurately.”

Every trainee is always a performer, operating in some performance context of
expectations, consequences, varying level of resources, and varying degrees of feedback.
Given this, training is but one factor in producing job performance. The training analyst
must know what performance can be impacted by training and what performance can’t, and
what performance factors must also be altered if the recommended training input is to
result in meaningful performance output.
Every trainee performer does impact organization performance in a fairly direct way.
A training analyst needs to learn how the performer impacts the organization for the
training to have any impact. They must uncover that linkage between performer and
organization, as obscure as it may be.

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A System Look at Training

As you might expect, the training function of any organization can be viewed as a
keysubsystem of that organization, as shown in the figure above. This system view suggests
that:
1. The training function is a processing system, converting training needs data, training
technology, training expertise, budget, and untrained personnel into trained personnel
for the various operating functions or units (receiving systems). Training organization
may perform other functions such as brokering outside training resources, which are not
shown in this model for reasons of simplicity.
2. The primary inputs of training needs and untrained personnel are converted into the
output of trained personnel through subsystems such as analysis, design, dev, delivery,
and evaluation.
3. The training processing system is subject to the same “system laws” regarding
responding to receiving systems that apply to organization and the general systems
model. Two primary sources of feedback: Self-evaluation against internal criteria and
evaluation by receiving systems against their criteria.
As with other processing systems, the training subsystem must be responsive to its receiving
systems or it will perish and/or be replaced. This means that:
1. The internal criteria must be in “synch” with the criteria used by the receiving
systems and/or clients. If the client expecting increased performer and organization
performance (sales increase, reduction in manufacturing costs of new products) and the
training function is evaluating the quality of the training output by a “smiles test” or

42
 “happiness index,” the training subsystem may be producing an unacceptable output as
far as the client is concerned.
2. The training output is going to be only as good as the training needs data input that
the training subsystem is processing.
This system view of training has implications for the design and management of the
training function, as well as for determining needs. The quality of the training output is only
as good as the training needs data input. If the training needs have not been properly
identified, then both the training course and the training functions are in jeopardy.
Training is quite relevant in the following four areas:
a) New Employees
 To provide the participants with a broad understanding of the company and
its diversity.
 To provide specific conceptual understanding of organization, marketing,
production, financial, commercial and general management with special
references to the company.
 To provide opportunity for group dynamics, problem solving and decision
making through case study.
 To create a sense of camaraderie and pride to belong to the company.
b) Performance Improvement
 To sharpen skills in key functions of their job.
 Introduce training on a continuous and ongoing process basis.
c) Operational Problems
Not all problem can be corrected through training, but many can. And to determine
whether or not training can be of help, the problem has to be defined. Once the
problem has been defined and it is clear that it is because of lack of knowledge or skills,
it can be concluded that it is a training problem. The following are some of the
indicators:

 Continuing mistakes and errors on the job.

 Excessive overtime needed to do the work.
 Employees requesting transfers to new jobs.
 Performance is low, or decreasing.

43
  Employees seem reluctant to assume further responsibility.
d) Employee Development
 Developing employees for future responsibilities is a LONG TERM process. It
is not something, which can be accomplished overnight. It requires a well
thought out plan of action that usually is broken down into a series of specific
training steps and learning experience.
 All of high performers should receive at least some developmental training.
Their performance in such activities will help the evaluation as to which
employees have the most potential. This throws up data as to who should
receive further development.
Training And Development Process:
“You can change the behavior in an entire organization, provided you treat training
as a process rather than an event.” - Warren G. Bennis
In an organization Training process moves from these three phases:

Three phases of training process are:

Phase 1: Pre-training. This may also be called the preparation phase. The process starts with
an understanding of the situation requiring more effective behavior. An organization’s
concerns before training lie mainly in four areas: Clarifying the precise objectives of training
and the use the organization expects to make of the participants after training; selection of
suitable participants; building favorable expectations and motivation in the participants
prior to the training; and planning for any changes that improved task performance will
require in addition to training.
Phase 2: Training. During the course of the training, participants focus their attention on the
new impressions that seem useful, stimulating and engaging. There is no guarantee that the
participants will in fact learn what they have chosen. But the main purpose remains:
participants explore in a training situation what interests them, and a training institution’s
basic task is to provide the necessary opportunities.
Having explored, participants try out some new behavior. If they find the new behavior
useful, they try it again, check it for effectiveness and satisfaction, try it repeatedly and
improve it. Finally, they incorporate this new facet into their habitual behavior in the
training situation. If they do not find it useful, they discard it, try some variant, or

44
discontinue learning in this direction. The intricate process of selection and testing is
continuous and more or less conscious. It is important that work organizations meanwhile
prepare the conditions for improved performance by their participants upon their return.
Phase 3: Post-training. This may be called the "follow up" phase. When training per se
concludes, the situation changes. When the participants return back to work from the
training, a process of adjustment begins for everyone involved. The newly learned skills
undergo modification to fit the work situation. Participants may find their organizations
offering encouragement to use the training and also support for continuing contact with the
training institution. On the other hand, they may step into a quagmire of negativity.
More effective behavior of people on the job in the organization is the primary objective of
the training process as a whole. In the simplest training process, improvement is a
dependent variable, and participants and organizations independent variables. A model of
training in its simplest form is presented in figure below:

 
But training is actually a more complex process than the above figure suggests. In
the first place, the training system itself needs to be included. It may be a temporary system
but the trainers in the system also learn through the various opportunities available for
checking their effectiveness, i.e. through feedback. Thus the independent and intervening
variables also become dependent variables. The elaboration is shown in next figure (2):

45
 Employers in all fields are challenged to find, develop, and retain top talent. Their
people are their most valuable strategic resource, though many executives don’t realize the
importance of having highly competent people on their team. Too often employers allow
themselves to be satisfied with less than adequate capacity. A major strategic advantage in
this highly competitive environment will be the opportunity for training and education.
Workers, dedicated to managing their own careers, will be increasingly hungry for training
to build their skills so they can stay marketable. Sharp employers will invest huge amounts
of resources to enhance the capacity of current employees to avoid the need to spend
heavily to recruit qualified people from the outside.
Deadwood – those with low potential and low performance level. These could be outcome
of faulty selection policy of the organization.
1) Work horses – those employees with high performance level but with low potential.
These good performers for the existing and routine jobs but lack confidence for
higher-level responsibilities hence need training.
2) Problem children – employees with high potential but not willing to perform.
Organization face difficulty in handling them and they need attitudinal training to
develop positive attitude towards work.
3) Stars – the employees upon which the organization may feel pride.

46
 Keeping in view the category of employees the major areas of organizational training are
human relation, value system attitude, motivation and morale, stress management, and
communication and mutual trust etc.

TRAINING AND LEARNING

Training and Learning:  To understand what training techniques can do to improve
an employee’s job performance, it need to be explained how people learn.  
Theories of Learning:
Learning is concerned with bringing about permanent change as a result of
experience.  This can be done through direct experience or observation.
Regardless which technique is applied to learn, it is not possible to measure. 
However, it is possible to measure changes in attitudes and behaviour that occur as a result
of learning. 
There are two major theories have demonstrated learning research over the years.
Cognitive view: This view argues that an individual’s purposes or intentions direct his or her
actions.
Environmental perspective: this proponent believes that the individual is acted upon
and his or her behavior is a function of its external consequences.
More recently an approach has been offered that blends both of these theories-learning is a
continuous interaction between the individual and the social environment in which he or
she functions.  That is called social-learning theory.  This theory acknowledges that
individual learns by observing what happens to other people and just by being told about
something, as well as by direct experiences.
 Four processes have been found to determine the influence a model will have on an
individual:
1. Attentional processes:  People only learn from a model when they recognize and pay
attention to its critical features.  Individuals tend to be most influenced by models
that are attractive, repeatedly available, and similar to them.
2. Retention processes:  A model’s influence depends on how the individual remember
the model’s action, even after the model is no longer readily available. 

47
 3. Motor reproduction processes:  After a person has seen a new behavior by
observing the model, the watching must be converted to doing.  This process then
demonstrates that the individual can perform the modeled activities. 
4. Reinforcement processes:  Individuals will be motivated to exhibit the model
behavior if positive incentive or rewards are provided.
  
PRINCIPLES OF LEARNING 
 Principles of Learning: The above processes derived from social-learning theory are
frequently presented in more specific terms as principle of learning.  
 Learning and motivation: Learning is enhanced when the learner is motivated.  The
experience, therefore, should be designed so learners can see how it will help them
achieve goals they have set for themselves.  For example, with enhanced knowledge
– you get promotion.
 Feedback and learning:  Feedback is best when it is immediate rather than delayed. 
The sooner the individual have some knowledge of how well they are performing,
the easier for them to correct their erroneous activities. 
 Reinforcement and learning:  Learning will be facilitated by positive reinforcement. 
For example, if the workers are positively praised when they are properly performing
the task, workers would be more motivated to perform better.  When behavior is
punished, it is temporarily suppressed but is unlikely to be extinguished.
 Practice and learning:  Practice increases a learner’s performance.  When learners
actually practice what they have read, heard, or seen, they gain confidence and are
less likely to make errors or to forget what they have learned.  There are three way a
worker can practice a job - one, practice the whole job at once; two, break it into
two parts; three, break it into two, three, or what ever way is convenient for you. 
 Learning curve:  Learning begins rapidly, then plateaus.  Learning rates can be
expressed as a curve that usually begins with a sharp rise, then increases at a
decreasing rate until a plateau is reached.
 Transferring learning:  Learning must be transferred to the job.  It does not make any
sense, if you learn skills in the class-room but you cannot transfer the skills to your
job.
 

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Objectives of Training

No matter what the industry, or the size of your business, training can have a positive effect
on business performance and a measurable impact on the bottom line.
Research shows that productivity increases even while training takes place. Staff who have
received formal training have been found to be up to 230 per cent more productive than
untrained colleagues working in the same role. High labor productivity will increase your
business output and can open a greater share of the market, or expand the market through
an increase in quality and reputation.

1. Business Objectives.
 Staff Retention
Training increases staff retention as it gives employees an incentive to stay on. Staff
retention is a significant cost saving. The loss of one competent person can cost the
equivalent of at least a year's pay and benefits.
In some companies, training programs have reduced staff turnover by 70 per cent and
have led to a return on investment of 7,000 per cent.
 Improved quality and productivity
Training appropriate to worker and employer needs increases the quality and flexibility
of your services by fostering:
 Accuracy and Efficiency
 Good work safety practices
 Better customer service.
Most enterprises provide on-the-job training, particularly at induction.However,
ongoing training almost always shows a positive return on investment.
 The flow-on effect
The benefits of training in one area can flow to all levels of your organization. For some
retail businesses, training store managers has increased profits with sales rising up to 10
per cent and staff turnover rates declining by 37 per cent.
Over time, training will not only boost the bottom line, but reduce costs by decreasing:
 Wasted time and materials
 Maintenance costs of machinery and equipment

49
  Workplace accidents which may result in lower future insurance premiums
 Recruitment costs such as advertising and induction, through the internal promotion
of skilled staff
 Absenteeism.
 Staying competitive
Staying competitive in a global market place requires businesses to continually change their
work practices and infrastructures. Training is used to manage and facilitate the
implementation of new technology, work practices and strategies by delivering the
necessary skills to your workforce.
The training your staff receives will also act as benchmarks for future recruitment and
quality assurance practices.
There are a variety of benefits from training other than those that directly affect profit.
Businesses, which have implemented training, have reported improvements in:
 Staff morale and satisfaction
 'Soft-skills' such as inter-staff communication and leadership
 Time management
 Customer satisfaction.
2. Employee benefits

Regular training and learning opportunities are an investment that will allow employees to
prosper and develop their careers while giving your business a highly skilled workforce and a
competitive advantage in the market.
 Staff turnover and recruitment
Studies of training across developed nations reveal that organizations with lower staff
turnover spend the most on training and education.
Minimizing staff turnover will benefit the organization. Replacing staff is a costly process -
skills are lost, resources are disrupted and recruiting new personnel takes time and money.
Staff who receive ongoing training are more likely to commit to their employers because:
 Completion of the training develops their careers
 The training enables them to take on greater responsibility and higher paid work.
Measuring potential candidates against competencies delivered in your training programs
also streamlines the recruitment process and reduces the induction period.
 Increase workforce flexibility

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Training increases the skill-set of your workforce enabling it to engage in a wider range of
tasks and responsibilities.
Greater confidence and motivation leads staff to become less reliant on management and
supervision.
Training in skills specific to your industry does not necessarily limit the benefits of flexibility.
Staff who receive such targeted training often achieve improvements in:
 Communication skills
 Professionalism
 Conscientiousness
 Creativity and innovation.
The benefits of a trained workforce have been shown to flow through to customers who
become more satisfied with the improved level of products and services.
 Improved staff attitude and morale
People enjoy learning when the material is relevant to their interests and many will be eager
to apply their new skills and knowledge in practical situations.
Staff who possess diverse skills are generally more satisfied and positive in their jobs. This
decreases the occurrence of work-related stress and improves the overall work
environment.
By investing in their training, staff often feels:
 Company have confidence in them to do the job
 The business values them and is giving something back over and above wages.
As a result, they will become self-starters, develop further competencies such as leadership
and teambuilding, and be more willing to undertake further training.
Training is also a perfect opportunity for business to get to know its staff, and for them to
get to know each other.
3. Staying competitive
To retain an edge over their competitors, organizations have to keep abreast of industry
changes, technological advances and new industry legislation.
Nationally recognized training, which is continually reviewed and updated by industry and
training experts, keeps your business up-to-date with the latest industry and global
marketplace developments.
4. New business opportunities

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Trained and motivated staff who understand the specifics of your business operations, are a
sustainable competitive advantage. They will give your business the competitive edge by:
 Increasing productivity and standards in production, therefore boosting your
business reputation
 Being able to undertake a greater variety of work and therefore allow you to expand
or open up new markets
 Allowing you to bid for more specialized, high value contracts
 Assisting you to meet business objectives faster.

Take advantage of new technologies

Training is vital to stay ahead and take advantage of new information technologies, which
play a crucial role in many organizations.
Trained staff will prevent your business from suffering skill shortages in IT and all other
areas relevant to your industry.
Training is flexible and can occur with little disruption to your business. Vocational education
and training can be delivered when and where it suits your business - after hours, on or off-
the-job, and even online.
Training Methods

Training method is a systematic procedure or technique by which a particular skill is

developed in a person/employee of an organization. The quality of any training program
depends upon the combination of training methods adopted.

The method by which job training is delivered often varies based on the needs of the
company, the trainee, and on the task being performed.

There are many different ways to train.

On the basis of their characteristics, the important training methods are classified as:
A. ON THE JOB TRAINING METHODS
 On the job training
 Job Rotation
 Guidance and Counseling
 Syndicate Groups
B. SIMULATION METHODS

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  Role Plays
 Case Method
 Management Games
 In Basket Exercise
C. KNOWLEDGE BASED METHODS
 Lecture
 Extension Talk
 Group Discussion
 Seminar
 Brain Storming

D. SKILL BASED METHODS

 Assignments
 Practice after Demonstration
 Task Performance
 Skill Teaching

E. EXPERIENTIAL METHOD
 Sensitivity Trainings- T Groups, Transactional Analysis.
A detailed description of methods is given below:
Lecture
A lecture is the method learners often most commonly associate with college and secondary
education. Yet, it is also considered one of the least effective methods to use for adult
learners. In this method, one person (the trainer) does all of the talking. He or she may use
handouts, visual aids, question/answer, or posters to support the lecture. Communication is
primarily one-way: from the instructor to the learner.
Pros: Less time is needed for the trainer to prepare than other methods. It provides a lot of
information quickly when it is less important that the trainees retain a lot of details.
Cons: Does not actively involve trainees in training process. The trainees forget much
information if it is presented only orally.
Seminar

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Seminars often combine several group methods: lectures, discussions, conferences,
demonstrations.
Pros: Group members are involved in the training. The trainer can use many group methods
as part of the seminar activity.
Cons: Planning is time-consuming. The trainer must have skill in conducting a seminar. More
time is needed to conduct a seminar than is needed for many other methods.
Conference
The conference training method is a good problem-solving approach. A group considers a
specific problem or issue and they work to reach agreement on statements or solutions.
Pros: There is a lot of trainee participation. The trainees build consensus and the trainer can
use several methods (lecture, panel, seminar) to keep sessions interesting.
Cons: It can be difficult to control a group. Opinions generated at the conference may differ
from the manager’s ideas, causing conflict.
Role Playing
During a role-play, the trainees assume roles and act out situations connected to the
learning concepts. It is good for customer service and sales training.
Pros: Trainees can learn possible results of certain behaviors in a classroom situation. They
get an opportunity to practice people skills. It is possible to experiment with many different
approaches to a situation without alienating any actual customers.
Cons: A lot of time is spent making a single point. Trainers must be skilled and creative in
helping the class learn from the situation. In some role play situations, only a few people get
to practice while others watch.

Case Studies
A case study is a description of a real or imagined situation which contains information that
trainees can use to analyze what has occurred and why. The trainees recommend solutions
based on the content provided.
Pros: A case study can present a real-life situation which lets trainees consider what they
would do. It can present a wide variety of skills in which applying knowledge is important.
Cons: Cases can be difficult to write and time-consuming to discuss. The trainer must be
creative and very skilled at leading discussions, making points, and keeping trainees on
track.

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Self-discovery
Trainees discover the competencies on their own using such techniques as guided exercises,
books, and research.
Pros: Trainees are able to choose the learning style that works the best for them. They are
able to move at their own pace and have a great deal of ownership over their learning.
Cons: Trainees can easily get side-tracked and may move slower than the trainer desires. It
is also more difficult to measure the employees progress.

Movies/videos/computer-based training
Content for the training experience comes primarily from a videotape or computer-based
program.
Pros: It is easy to provide this training and the trainer can follow-up with questions and
discussion. It is also easy to assure that the same information is presented to each trainee.
Cons: It is expensive to develop. Most trainers choosing this option must purchase the
training from an outside vendor, making the content less specific to their needs.
Discussion Groups
These can be set up inside or outside your job setting, with friends or co-workers. You could
set up a regular brown-bag lunch group, or an after-hours discussion with peers, with or
without a group leader or facilitator. Books, videos, current events, or simply topics of
interest to participants could stimulate discussions. The possibilities are endless, limited
only by your interest, imagination, and initiative.

On-the-job training
This is the most common method of training. The trainee is placed on the job and the
manager or mentor shows the trainee how to do the job. To be successful, the training
should be done according to a structured program that uses task lists, job breakdowns, and
performance standards as a lesson plan.
Pros: The training can be made extremely specific to the employee's needs. It is highly
practical and reality-based. It also helps the employee establish important relationships with
his or her supervisor or mentor.

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Cons: Training is not standardized for employees. There is often a tendency to have a person
learn by doing the job, providing no real training.

Mentoring
A mentor can tutor others in their learning. Mentors help employees solve problems both
through training them in skills and through modeling effective attitudes and behaviors. This
system is sometimes known as a buddy system.
Pros: It can take place before, during, or after a shift. It gives the trainee individual attention
and immediate feedback. It also helps the trainee get information regarding the business
culture and organizational structure.
Cons: Training can be interrupted if the mentor moves on. If a properly trained mentor is
not chosen, the trainee can pick up bad habits.
When choosing from among these methods, the trainer must decide which one best suits
the trainees, the environment, and the investments available. Many trainers will choose to
combine methods or vary them. Others will select a single method that works best for them
and never vary. With so many options, a trainer is limited only by his or her creativity.

One-to-one and Small Group Training.

Many aspects of work are best explained in the workplace and some aspects can only be
trained in the workplace. Many managers, supervisors, team leaders and specialists are
thrown into the task of helping others to learn a job with little guidance on how to do it
effectively.

Brainstorming
A problem or open questions are stated to focus upon. Few moments are given to groups to
jot down their own thoughts before starting the round. All ideas are recorded on flip chart
paper. When brainstorm completes group is asked to merge items and narrow to a
manageable few.
Establish Rules of Brainstorming: one idea per person, be wild and creative, no
interruptions, no evaluation of others' comments, individuals may pass.

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When to Use:
 To generate many alternative solutions to a problem
 To come up with new uses for things or design new products
 When participants represent many different backgrounds
 When you want to create equity within a group (break through traditional,
established roles)
 To encourage all group members to speak
 To obtain the best and fullest intelligence and creativity from a combined group

In Basket Exercise
The in basket is simulation of manager’s workload on a typical day. The participant is
required to assume the role of a manager in a hypothetical organization. He is then
presented with an assortment of problems. These problems are presented to the manager
in the form of letters, memos and memoranda, all put in the IN- Tray of the participant. The
participant is asked to read the IN-Tray and take appropriate action within a limited time.
Pros: Rooted in the real life situation of the corporate world. Hence, effectively enhance
skills in decision-making and problem solving.
Cons: Are expensive to construct as also to administer. It is essentially individual and non-
interactive.

SENSITIVITY TRAINING
Sensitivity training is an experiential approach to training. It provides participants an
opportunity to actually experience some concepts of management just as a manager would
experience them. It attempts to develop the diagnostic ability of participants –the ability to
perceive reality. The individual is made aware of himself and his impact on others. It
increases sensitivity and awareness towards others and their styles. It helps in
understanding how conflicts arise and are resolved.

T- Groups:

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A T-Group consist of eight to fifteen persons. The trainer after setting forth the objectives of
the T –Group recedes into the background creating vacuum which impels participants to
develop structure and meaning themselves. Data developed by the group behaviour is used
to understand the ‘here and now’. Analysis is direct and immediate to see through and
decipher reality from appearance and perceptions. T- Group processes concentrate on the
present to the total exclusion of the past, and participants are in the act of observing while
participating.

Transactional analysis: 
This method is a communication between people and theory of personality.  Learning these
theories, managers can better understand others behaviours and also can assist them
altering their responses so as to produce more effective results

TRAINING NEED IDENTIFICATION

“Training is useless unless you have a purpose, it's knowing for what purpose to train for
that can break men's fulfilment.”
Training needs assessment begins with identifying organizational needs in terms of
capabilities, task needs assessment in terms of skill sets that are needed within the firm,
and individual needs analysis to determine how employee skills fit with company needs
.
A training needs assessment provides vital informationrmation about the real needs of the

organizationanization. This pre-training tool helps a company to strategically identify

specific areas needing attention (training and non-training). The assessment results help

target training more cost-effectively.

Training activities, which are ill directed and inadequately focused do not serve the purpose
of the trainers, the trainees, or the organization, hence identification of training needs
become the top priority of every progressive organization. In fact, training needs analysis
helps in defining the gap between what is happening and what should happen.

58
Identification of training needs, if done properly, provides the basis on which all other
training activities can be considered.
“Determining training needs” is not just a training process issue. It is also a rg management
issue reflecting the mission, philosophy, and strategy of the training function.
A training need exists when an employee lacks the knowledge, skills or values to perform an
assigned task satisfactorily. A needs analysis is the process of identifying whether training is
required, and what type of training would be appropriate for the situation. It involves
considering the existing skills and performance of the workforce, and the required/desired
skills of the workforce now and for the future. A training needs analysis can be completed
broadly across the organizationanisation, or can be completed for an individual. An analysis
of the training needs of an individual is sometimes called a "skills audit".

Broadly, a needs analysis involves the following steps:

1. An assessment of the future needs of the organization. Is training addressing the
future skills required for the organization to achieve its strategic goals' This can be
done through workforce planning, and reviewing the strategic direction. For further
informationrefer to the Workforce Planning Guide.
2. An assessment of the current situation - what is currently happening and what
should be happening across broad areas of the organization. This can be done
through general observation, through conducting surveys, interviews or focus
groups.
3. Investigating if training is the appropriate response to the issues. Is the issue
training-related or is there another solution' This can be done through reviewing the
skills, knowledge and attitudes of staff, through reviewing performance data,
gathering feedback from staff and people accessing the service, observing the
workflow, or through interviews and focus groups.
4. Determining what type and method of training and development will provide the
appropriate solution. Prioritise delivery.

59
5. Reporting the information, and gaining commitment for development of a training
plan and implementation of appropriate training.

60
BASIC APPROACHES TO DETERMINING TRAINING NEEDS

Following Figure shows the linkage between training input and performance output and
four approaches to determining training needs:

(1) (2) (3) (4) (5)

Knowledge/Skill Performer/ Task Job Process/
Input Repertoire or Output Output Function Competencies
Output

APPROACHES
TO
DETERMING
TRAINING
NEEDS

A. B. C. D.
Training Compet Task Perfor-
Need -ency Analysis -mance
Survey Study Analysis

1. Performance Analysis, starts with links 5 and 4. One can begin the needs analysis by
determining the desired process and job output and ultimately what knowledge and skill
was required to perform the various tasks. This approach will also identify the other
performance factors such as consequences and feedback-in addition to training-that are
required if the job and process outputs are to occur.
2. Task Analysis, enters the linkage at point 3. if applying a task analysts approach to
determining the training needs begin by determining the tasks performed by the
supervisors and then ascertaining what knowledge and skill was required to successfully

61
 perform those tasks. This approach to needs analysis is output focused but does not tie
directly into job performance or address the other performance factors.
3. Competency Study, enters the linkage at point 2, the performer repertoire. Begin by
determining what experts in the claims function thought the competences or capabilities
of a claim supervisor were and then ascertaining what knowledge and skill was required
to have the capabilities to display the competencies. This approach does not directly link
the rg input to performance output or address the performance context of the
performer.
4. Training Need Survey, enters at point 1. this is a very straight forward survey. Survey
a range of informed sources within the claim function and ask what rg they thought was
required by or would be beneficial for claim supervisors. This is basically an informed
opinion survey and begins and ends at point 1 in the linkage. This approach to needs
analysis is relatively quick but makes no direct links to performance output at any levels.
Of the four approaches mentioned above where the training analyst starts the needs
analysis depends on the circumstances.

SOURCES OF INFORMATION FOR NEEDS ANALYSIS

 Management
 Customers or End Users
 Government
 Workers
 Technology
MANAGEMENT
A reactive training approach is totally and exclusively responsive to management
as its source of information. Ask your management contacts the following questions:
 Who will receive the training?
 What is the nature of the population to be trained?
 What problems have created the need for training?
 What specific results would management like the training to achieve?
 What is the time frame for training?
 What is the budget for training?

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CUSTOMERS OR END USERS
No one can argue with a need for training that has been defined by an effective
customer survey. This is especially true in light of the old saying, “The customer is always
right.”
Usually a company has some form of customer feedback. It may be a customer service or
complaint department, market research, receptionists, shipping and expediting and so on.
In fact, any area or department that regularly interfaces with the company’s customers or
end users is a way to gauge customer response to your company. Here’s what one should
look for:
 Number and pattern of complaints- Document both the weekly or monthly number
of complaints and what articles, services or employees are involved.
 Service records- too frequent service calls imply both inferior quality and
inadequate service. If your company services hardware of any kind, look for
patterns in the frequency of service, both in the items serviced and among the
departments or service people themselves. Retraining might be an effective
solution.
 Customer service- there are few better sources of information for needs analysis
than simply walking around observing how things are done. Look at how
customers react to company personnel.
 Customers Survey- All of us who travel are familiar with the ubiquitous customers
surveys in hotels and restaurants. These are an effective source of data on how
well employees are performing and whether or not they may need training.

GOVERNMENT
Most managers are aware of the impact a change in government regulations has
on company operations. Yet such a change seldom comes as a surprise. The government
debates it, the media report it, the issues are discussed.
WORKERS
Frequently the workplace can tell you when some form of training or retraining
may be in order. Here are some areas that can be monitored:
 Absenteeism and Turnover rates
 Union Bargaining Positions

63
  Outside Seminars
 Exit interviews
 Employee Surveys

TECHNOLOGY
If your department does not currently offer new managers training in word
processing or computer applications, you will have to provide it sooner or later. Monitor
technological changes that affect the workplace. For example, electronic mail and
interactive video telephones are becoming current.

TRAINING NEED ASSESSMENT INVOLVES:

Assess your needs
Making a decision about the right training for your organization depends on a
number of factors – identifying business needs, the needs of your employees and a
recognition of existing skill levels.

 Identify your business needs

An assessment of your training needs will help you identify the gaps in skills and
knowledge that are vital for your business. Your analysis can be in the form of
questionnaires, interviews, observation or any type of available research.
To assess your business needs consider the following questions:
 Where do you want your business to go?
 What potential business areas can benefit from training?
 What does the business want to achieve from investing in training?
 How much time, equipment, money and other resources do you want or need to
allocate to training?
 What do you expect will be the level of staff involvement in training?
Ask key leaders or managers in your organization what goals and objectives they must
accomplish this year and how training could assist to accomplish them. For example, if you
need to reduce production costs, targeted training can improve your production processes
by decreasing re-work or rejection of defective products.
Get feedback from your employees. Ask them:

64
  What areas of the business could be improved, for example, processes, customer
relations or technology?
 To identify areas where individual supervisors could improve performance.
 Where and with whom are the specific skills vital to the output of your business
located?

Research your industry:

If you can, find out what other organizations are doing with training and then
benchmark your training plan against their experiences.
Also, find out benchmark statistics, such as the cost of production for a similar
product. These statistics can form targets for your business to meet or exceed as a result of
training.
Formal records of previous training your business has conducted, including induction
programs, are also useful. They can make it easier to review your training needs and ensure
that future training is relevant.

 Identify employee needs

When evaluating the training that's required to achieve your business goals, one
should also identify the training needs of your employees.
There are training options for all staff - from entry level workers to board level
executives - and training needs vary based upon how your business is structured, and how
responsibilities are shared and distributed.
First you should assess the nature of the employees' work and the competencies
that the business requires to run efficiently.
Consider the following questions:
 What skills and knowledge are required to perform the work of your staff?
 What are the measures of successful performance of their work?
 Are your employees reaching these levels?
Employees will be the best resource for this information. They will be able to tell you
what is and isn't working.

65
 One should ensure that employees have a job description, where the skills and
knowledge required to do the job are clearly outlined. This will also facilitate the assessment
of your training needs.

Use Training Packages:

If you need help determining which competencies your staff need to achieve, you
can find ideas in one of the many training packages that are offered across all industries.
Training Packages outline the skills and knowledge a person must demonstrate at work and
provide guidelines for assessing these competencies.

Consider your employees' response

In order for the training to return maximum benefits the training should also meet the
needs of your employees individually. For example, answer these questions:
 How will your employees accept the training?
 How do your employees prefer to learn?
 What expectations do they have about the training?
 How will training impact on your employees' regular job functions?
 How will the age, gender, skills and experiences of your employees affect the nature
of the training?
This information will come from the employees themselves or your personal
knowledge of them. You might also conduct a questionnaire or informal interview,
which you could include in your training records.

 Skills recognition
Employees may already have the skills or knowledge that will enable them to gain a
qualification without taking part in the whole training programram.
Skills recognition is the acknowledgment by a training provider that an employee has gained
an appropriate level of skill and knowledge that would have otherwise been developed
through undertaking a course.

66
These skills and knowledge may have been gained through some form of study, through a
training provider or by self-tuition, work or life experience.
Why conduct Training Need Analysis?

TNA plays a critical role in planning the use of available training and development
resources. Critically it ensures that money is spent on essential training and development
that will help drive the business forward to meet its objectives. In the same way it can help
highlight occasions where training might not be appropriate but requires alternative action
such as recruitment or contracting out work.

BENEFITS:
Employee Benefits

 Employees have the opportunity to learn from performing training assessment.

 “Employees begin to realize that they can make choices concerning their careers
through the needs assessment programram, express concerns about the present
status of their job knowledge (without having the informationrmation show up on
their performance appraisal), facilitate the company in achieving its objectives and
goals, and evaluate their own knowledge and learning

Organizational Benefits
 Know what their training needs are.
 Why provide a kind of training.
 Develop and new knowledge.
 Knowing what training is being planned and why.
 Justifying costs in relation to training benefits.

“A needs assessment provides a systematic, repeatable approach for customizing
training program. As a result, organizations can know what their training needs are and
develop a base for sequencing and phasing in new knowledge. Firms also develop an
understanding as to why they are providing particular training.”

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OTHER BENEFITS:
 Eliminate chaos from your training efforts
 Set the direction and tone of your training effort
 Align training with your business goals and objectives
 Bring reason, cohesiveness and clarity to your training effort
 Monitor the progress of your organization in achieving its training goals

SIGNIFICANCE OF THE STUDY

 The effectiveness of the training programmes can be established through this study.
 This study helps to understand, analyze & apply the core concepts of training in an
organization.
 Managers would be able to identify the need of training for its employees.
 Managers would know what employees think of the training and development
programmes and make changes if necessary.

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REVIEW OF LITERATURE
Kirkpatrick (1994) has developed a model for evaluating the effectiveness of training within
organization. It has four levels:
Level 1: reaction- a measure of how participants feel about various aspects of the program.
Level 2: learning- a measure of the knowledge acquired, skills improved or attitudes
changed during training.
Level 3: behavior - a measure of the extent to which participants change their behavior
because of training and
Level 4: results- a measure of the final results for the organization that occur due to training,
including increased sales, higher productivity, and reduced employee turnover.
The difficulty of standardizing measurement increases from the level on the Kirkpatrick
scale.
The American society of Training and Development (ASTD) benchmarking survey also
includes questions around “initial skill change” as result of training, and “follow-up
evaluation of performance on course objectives” (with assessments being obtained from
participants and supervisors).These measures are similar but not identical to levels one and
three on Kirkpatrick’s scale for measuring training effectiveness. Various correlations
between learning effectiveness and institutional factor and learning effectiveness and
organization outcomes may then be examined (Bassi & Ahlstrand, 2000. p12-13)
The scales described above for looking at effectiveness of training focus on effects at
the individual and organizational level. However, participation in training and development
may also have effect for the economy as a whole. The OCED (1997) summarizes the nature
of these effects as follows:
For individuals: qualification, employment, job satisfaction, earnings, career
progression:
For organization: employee morale, absenteeism, labor turnover, productivity,
quality of output, production costs, sales and profit; and
For economies: level of structural unemployment, inflation, international
competitiveness and economic growth (OCED, 1997, p20)
Most of these effects are measurable, either directly according to some (relatively)
standard classification system (e.g. qualifications) or through a specially designed rating
scale or other instrument (e.g. for job satisfaction).While some research focuses on the

69
effects of training on these variables, other research looks at my increase skill levels, and
higher skill levels are associated with higher participation in training.
Training is widely understood as communication directed at a defined population for
the purpose of developing skills, modifying behavior, and increasing competence. Generally,
training focuses exclusively on what needs to be known. Education is a longer-term process
that incorporates the goals of training and explains why certain information must be known.
Education emphasizes the scientific foundation of the material presented. Both training and
education induce learning, a process that modifies knowledge and behavior through
teaching and experience. The research model described here pertains to both training and
education. Therefore, in this document, "training" refers to both processes.
In contrast to informal training (which is embedded in most instances of human
exchange), formal training interventions have stated goals, content, and strategies for
instruction. Our intent is to offer a general approach to intervention effectiveness research
that addresses formal training across settings and topics. The model integrates primary and
secondary data collection with qualitative and quantitative analyses so that the benefits of
each research technique can be applied to the evaluation of training effectiveness.
Training intervention effectiveness research is needed to (1) identify major variables
that influence the learning process and (2) optimize resources available for training
interventions. Logical and progressive study models are best suited to identify the critical
elements and causal relationships that affect training effectiveness and efficiency.
In training research, it is often difficult to arrive at definitive answers. Typically, many
variables minimize effects and make results difficult to interpret. Furthermore, the amount
of variance attributed to any one variable is usually small. Therefore, if training is to be an
essential component of planned interventions, a uniform system of research is needed to
explain how training is made effective and to indicate how resources for training should be
organized.
The model described here recognizes that formal training interventions are affected
by several real-world factors such as uneven resource availability across training settings
and differing levels of experience and expertise among instructors. Accordingly, training
evaluation research should be conducted in the field where possible in order to incorporate
these variables into the study of effectiveness.

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 Established techniques (such as qualitative study methods and quasi-experimental
research designs) are available to deal with the difficulties of field research [Miles and
Huberman 1984; Tuckman 1972]. These techniques enable researchers to develop
evaluation designs appropriate for investigating many of the critical elements of effective
training. As presented, the model provides a framework in which to practice these
methodologies. Consequently, routine implementation of the model will lead to increased
consistency and logic across training evaluation studies—and to generalization of research
findings to multiple training circumstances.

Comr. S. Peter, 2008

The Statute of Artificers of 1563 is the first example of state intervention and
provided the legal basis for vocational training until 1814 when the 'laissez faire' attitudes of
the time opposing any state regulation brought about its abolition. Nevertheless, the
attitudes contained in it, notably restriction of entry and the insistence on time-serving to
qualify as a craftsman, lingered on until the latter part of the 20th century. The craft trade
unions that emerged from the mid-19th century insisted on apprenticeship qualifications for
membership, and used craft status as a means of gaining and maintaining influence and
power. And the attitudes that had brought about the abolition of the Statute of Artificers,
which might be characterized as voluntarism versus state regulation or intervention, are still
present in debates in the 21st century.

When Labour came to power in 1997, it inherited a situation in which there was
growing evidence that the UK had more poorly qualified employees and fewer young people
in training than most of its European competitors. Two 1998 Green Papers, The Learning
Age and Lifelong Learning, announced the government's commitment to lifelong learning.
Also in 1998, Labour announced its 'welfare-to-work' scheme - New Deal, to get the
long-term unemployed into employment. How successful this was is arguable: many of
those who found jobs might have done so anyway because of the growth in the economy.
There were complaints about the relevance of the training and the associated bureaucracy.
This was followed by the Leitch Review of Skills. Published in 2006, it proposed tackling the
continuing problem of low skills by (among other recommendations) proposals for the UK
ultimately getting to a position where 95% of adults would achieve a Level 2 qualification,

71
and supporting a new ‘pledge’ for employers to voluntarily commit to train all eligible
employees up to Level 2.

G. Balucha, 2005
Writing about recent and current events, historical perspective is lacking. The clash
between voluntarism and interventionism still exists, although the influence of the
European Union, with a broadly more interventionist philosophy, is increasing. Modern
Apprenticeships, despite re-branding, struggle to succeed. There is still no 'training culture'
among many employers, as exists more widely in certain other EU nations, and the training
performance of SMEs in particular remains a real problem. The initial responses to Leitch’s
call for a skills ‘pledge’ are not encouraging, particularly amongst small firms 2, and there is
opposition to the idea of intervention in the form of a statutory right to workplace training.
There are concerns that the new work-related diplomas will be regarded as inferior to
GCSEs and A-levels, although vocational qualifications sit alongside ‘academic’ qualifications
easily in most of continental Europe.
As part of a larger research project on evaluation, I reviewed the relevant Australian,
British and American journals for the period 1970-1986. My intention was to identify
themes or trends in the evaluation of T&D programs, and ultimately to extract from the
literature some practical guidelines, techniques or models useful to T&D/HRD professionals,
particularly in the area of management development and Human Resource programs.
I was initially surprised by the relatively small number of articles on the subject of
evaluation. A total of six articles in Australian journals was found (five by Australian
practitioners), and the Australian National Library has no record of any publication dealing
with HRD evaluation for the period 1980-86. In British and American journals, some eighty
articles were located, the most prolific period being 1982-84.
The other impression one gains is of the uneven quality of this material. Much of it is
rather superficial and general; some on the other hand is so academic in style it would be
difficult for many practitioners to understand or apply.
The lack of extensive bibliographies and literature reviews was also a surprise
finding. As a result, one of the products of this research project was the development of an
annotated bibliography of more than eighty articles. This is included at the end of this
article.

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In reviewing the literature I undertook a content analysis of the articles. In this article I will
relate my findings in relation to the definition of evaluation, the purpose of evaluation as
expressed by the author, and the models or techniques proposed.

Current evaluation practice

There is ample evidence that evaluation continues to be one of the most vexing
problems facing the training fraternity. Catanello and Kirkpatrick's 1968 survey of 110
industrial organisations evaluating training (Burgoyne and Cooper, 1975, 60) revealed that
very few were assessing anything other than trainee reactions.
Looking at similar data and the emphasis in much of the literature, one wonders if
there has been much change in 20 years (see, for example, Brown, 1980, 11). Galagan
(1983,48) and Del Gaizo (1984, 30) both refer to a survey of Training and Development
Journal readers in which 30% of the respondents identified evaluation of training as the
most difficult part of their job. Easterby-Smith and Tanton (1985, 25) report on their British
survey involving HRD practitioners in fifteen organisations. In virtually every case the only
form of evaluation being done was end-of-course trainee reactions, and the data so
obtained seldom used.
Such findings are similar to my own 1985 survey of a sample of Public Service and
private company trainers in Sydney to determine both their attitude to evaluation and what
was being carried out by them in practice. All expressed a firm belief in the principle of
evaluation, and all administered end of-course forms of varying degrees of complexity to
gauge trainee reactions to the instructors, content, and facilities. But 75% admitted that was
as far as their evaluation went, mainly because they did not know what else to do. As
Easterby-Smith and Tanton (1985) observe, much current practice is only a ritual, and in
many cases the evaluation that counts is done before the course is ever given; post-course
data merely confirm prior judgements that the training is satisfactory.
In the minds of many practitioners evaluation is viewed as a problem rather than a
solution, and an end rather than a means.
Where evaluation of programs is being undertaken it is often a 'seat of the pants'
approach and very limited in its scope. Overawed by quantitative measurement techniques,
and lacking both the budget and the time as well as the required expertise for

73
comprehensive evaluations, trainers often revert to checking in the only way they know -
post-course reactions - to reassure themselves the training is satisfactory.
If the literature is a reflection of general practice, it can be assumed that many
practitioners do not understand what the term evaluation encompasses, what its essential
features are, and what purpose it should serve. Consequently the use of training courses far
outstrips what is known of their usefulness. When such programs are evaluated, the
common sources of data (other than trainee reactions) are numbers of participants,
decreased absenteeism at work, high rating of instructors, etc. Many trainers are therefore
making judgements on the basis of activities ("employee days of training") and not on
relevant results. Many practitioners regard the development and delivery of training courses
as their primary concern, and evaluation something of an afterthought.
On the other hand, adopting the premise that no news is good news, many
practitioners still avoid the evaluation issue. Preferring to "remain in the dark", and worried
that evaluation will only confirm their worst fears (since they have no other alternative to
offer management if the current program is shown to be educationally ineffective), they
choose to settle for a non-threatening survey of trainee reactions.

Towards a definition
Providing a sound definition is more than a lexicographic exercise; it can clarify and
refine concepts, generating a framework within which to develop a pragmatic approach to
the subject. Evaluation is no exception, and the apparent confusion in the minds of many as
to the purposes and functions of evaluation corresponds to the ignorance or
misunderstanding of what is meant by this and related terms such as research, validation,
and assessment. A variety of definitions can be found in the literature, many of them
stipulative, and the inconsistencies in the use of the terminology has "muddied the waters''
of training evaluation a great deal, affecting the success of evaluation efforts (Wittingslow,
1986, 8).
Bramley & Newby (1984a) summarise the diversity of terminology used over the past
decade, and offer a most helpful comprehensive table showing the interrelationships
between various concepts of evaluation.

74
 Rackham (1974, 454) offers perhaps the most amusing and least academic definition
of evaluation, referring to it as a form of training archaeology where one is obsessively
digging up the past in a manner unrelated to the future!
In the literature reviewed, where a definition of evaluation is given, the majority of
writers tend to view it as the gathering of information in order to make a value judgement
about the program, such as necessary changes or the possible cessation of the program.
Williams (1976, 12) defines evaluation as the assessment of value or worth. Harper & Bell
(1982, 24) refer to the planned collection, collation and analysis of information to enable
judgements about value and worth. However, as Williams (1976, 12) observes, value is a
rather vague concept, and this has contributed to the different interpretations of the term
evaluation.

75
 RESEARCH METHODOLOGY

SIGNIFICANCE OF THE STUDY

 The effectiveness of the training programmes can be established through this study.
 This study helps to understand, analyze & apply the core concepts of training in an
organization.
 Managers would be able to identify the need of training for its employees.
Managers would know what employees think of the training and development programmes
and make changes if necessary.

OBJECTIVES OF THE STUDY

This project is an attempt to study how the development of competency among employees
through training need identification and evaluation of training programme at Toddware Info
tech Pvt. Ltd
 To understand the prevailing trends of training and development with regard to the
service industry.
 Frame a training module incorporating the prominent training practices for effective
encouragement training.
 To focus on training and development as an implementation of strategic planning in
Toddware Info tech Pvt. Ltd
 To find out the extent to which the training has fulfilled the objectives.
 To offer policy suggestions for better implementation of the scheme.

Methodology and Data Base

Research Methodology is a way to systematically solve the research problem, which
is a science of study how research is done scientifically. Thus research methodology
encompasses the research methods or techniques; the research is capable of being
evaluated either by the researcher himself or by others.
While developing a research designs following items are taken into consideration:-

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1. Type of universe: - First and the foremost step are to be clearly defined the universe
to be studied. As I have taken the area of Bengaluru (Karnataka), so for me here the
universe is Bengaluru. No doubt it is a finite universe.
2. Sampling unit: - A decision has to be taken concerning a sampling unit before
selecting sample. Here my sample unit includes employees of Toddware Infotech
Pvt. Ltd.
3. Size of sample: - This refers to the number of items to be selected from the universe
to constitute a sample. Here I have taken the sample of 100 employees
ToddwareInfotech Pvt. Ltd.
4. Data Collection:The task of data collection begins after the research program has
been defined and research design plan has been checked out. The data collected is
important part of research.

DATA COLLECTION METHOD

In the data collection method different methods are adopted for primary data collection
and secondary data collection.

PRIMARY DATA COLLECTION

Primary data is the data which is collected through observation or direct communication
with the respondent in one form or another. These are several methods for primary data
collection like Observation method, Interview method, through schedule, through
questionnaires and so on.

SECONDARY DATA COLLECTION

The company’s past database is taken into reference along With company brochures.

DATA COLLECTION INSTRUMENTS

The data collection instruments used in the study is mentioned below:-

QUESTIONNAIRE

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 The method of data collection is quite popular. I prepared a questionnaire after knowing
the different objectives of the study and considering all the things that are required for
studying the dissertation topic.

LIMITATIONS OF THE STUDY

However I started collecting the relevant information for my project report, yet there
are always some problems faced by the researcher. The prime difficulties which I face in
collection of information are discussed below:-
1. Short time period: The time period for carrying out the research was short as a
result of which many facts have been left unexplored.
2. Lack of resources: Lack of time and other resources as it was not possible to conduct
survey at large level.
Unwillingness of respondents: While collection of the data many consumers were
unwilling to fill the questionnaire. Respondents were having a feeling of wastage of time
for them.

78
 DATA ANALYSIS & INTERPRETATION
1. Does your company provide Training?
Response %age
Yes 80
No 20

Response regarding wheather the company provide training to the employees

20%

Yes
No

80%

Interpretation:
 80% employees are agree that their company is providing training to them
 20% employees are not agree with the statement.

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2. If yes, then from when your company is providing training?
Response %age
Since 1 year 28
2-5 years 40
Above 5 years 32

Response regarding number of times the company organized the training

28%
32%

Since 1 year
2-5 years
Above 5 years

40%

Interpretation:
 40% employees are given training from 2-5 years.
 32 % employees are given training from more than 5 years.
 28% employees are given training since 1 year.

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3. At which level, Training is provided to you?
Response %age
High level 40
Middle Level 30
Low level 30

Response regarding at which level in the organization provided training

30%

40%

High level
Middle Level
Low level

30%

Interpretation:
 40% Employees are given training at high level.
 30% Employees are given training at middle level.
 30% Employees are given training at low level.

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4. Does they provide to all employees?

Response %age
Yes 86
No 14

Response regarding does the organization provide training to all the levels of
employees in the organization
14%

Yes
No

86%

Interpretation:
 86% Employees are given training.
 14% Employees are not given training.

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5. Are they adopting proper training process?

Response %age
Yes 70
No 30

Response regarding whether the organization is adopting a proper training process

30%

Yes
No

70%

Interpretation:
 70% Employees are given proper training.
 30% Employees are not given proper training.

83
6. Which training method is adopted by your company?

Response %age
On the job 38
Off the job 20
Both 42

Response regarding types of training methods adopted by the organization

45
40
35
30
25 42
38
20
15 20
10
5
0
On the job Off the job Both

Interpretation:
 42% Employees are given training through on and off the job.
 38% Employees are given training through on the job.
 20% Employees are given training through off the job.

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7. If on the job training is adopted then, which technique is used by company?

Response %age
Apprenticeship Program 20
Job relation 34
Internship 26
Coaching 20

Response regarding various kinds of on-the job method adopted by the organization

34

26
20 20

Apprenticeship Program Job relation Internship Coaching

Interpretation:
 34% Employees are given internship training.
 26% Employees are given job relation.
 20% Employees are given apprentice program.
 20% Employees are given coaching.

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8. If off the job training is adopted then, which technique is used by company?
Response %age
Conferences room/Lecturers 22
Vestibule Training/Schools 18
Films 10
Case Study 8
Computer Modeling 24
Others 18

Response regarding various kinds off-the job training methods adopted by the
organization

22 24
18 18
10 8

rs s s y g rs
re ol m ud n
tu ch
o Fil St deli the
ec se o O
/L /S Ca
in
g erM
om ia n t
ro r pu
m
ce
s eT Co
en ul
er stib
onf Ve
C

Interpretation:
 24% Employees are given computer modeling through off the job training.
 22% employees are given conference room training trough conference room
lecturers.
 18% employees are given training vestibule training/school.
 18% employees are given training through other methods.
 18% employees are given training through films.
 18% employees are given training through case study.

H0: There is no Significant difference between Training method and employee satisfaction
Level

SUMMARY Count Sum Average Variance

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conference room / Lecture 5 22 4.4 26.3
Vestibule training / School 5 18 3.6 15.3
Films 5 10 2 12
Case Study 5 8 1.6 4.3
Computer Modeling 5 24 4.8 48.7
Others 5 21 4.2 11.7

HS 6 55 9.166667 22.96667
S 6 33 5.5 7.1
N 6 10 1.666667 1.466667
D 6 5 0.833333 1.366667
HDS 6 0 0 0

ANOVA
Source of Variation SS df MS F P-value F crit
Treatment Factors 44.16667 5 8.833333 1.468144 0.244173 2.71089
SSE 120.3333 20 6.016667
TSS 517.3667 29        

F Calculated value is 1.468 which is Less than F table Value is 2.711 and P-value is 0.244
which is greater than 0.05. Hence, we can conclude that there is significant difference
between the training methods and the employee satisfaction level by attending training
programs.

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9. Do they provide training at regular interval of times?

Response %age
Yes 48
No 32
Can’t say 20

Response regarding training is given to employees at regular intervals

Can’t say
20%

Yes
48%

No
32%

Interpretation:
 48% employees are given training at regular period.
 32% employees are not given training at regular period.
 20 48% employees say nothing about this statement.

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10. Do training is beneficial to both employers as well as employees?

Response %age
Yes 50
No 30
Can’t say 20

Response regarding training provided by the organization is beneficial for both

Can’t say
20%

Yes
50%

No
30%

Interpretation:
 50% employees said that training is beneficial to employers as well as employees.
 30% employees are satisfied with statement.
 20% employees are not satisfied with statement.

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11. Why company is being provided training to you?

Response %age
Increase production 40
Low Cost 20
Low Absenteeism 30
Others 10

Response regarding necessity for providing traing for the employees by the
organization

40

30

20

10

Increase production Low Cost Low Absenteeism Others

Interpretation:
 40% employees are provided training for increase in production.
 30% employees are provided training for low absenteeism.
 20% employees are provided training for low cost.
 10% employees are provided training for of other reasons.

H0: There is no significant difference between training objectives and employee

performance.

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 SUMMARY Count Sum Average Variance
Increase production 5 40 8 102.5
Low Cost 5 20 4 26
Low Absenteeism 5 30 6 44.5
Others 5 10 2 5.5

HS 4 59 14.75 58.25
S 4 27 6.75 16.91667
N 4 10 2.5 1.666667
D 4 4 1 0.666667
HDS 4 0 0 0

ANOVA
Source of Variation SS df MS F P-value F crit
Treatment Factors 100 3 33.33333 3.018868 0.071694 3.490295
SSE 132.5 12 11.04167
TSS 814 19        

F Calculated value is 3.019 which is Less than F table Value is 3.490 and P-value is 0.07 which
is greater than 0.05. Hence, we can conclude that There is significant difference between
training objectives and employee performance.

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 12. Approximately how many times in a year you receive training program?

Response %age
Quarterly 36
Half Yearly 44
Yearly 20

Response regarding frequency of attending the training programs

44
36

20

Quarterly Half Yearly Yearly

Interpretation:
 44% employees are given training half yearly.
 36% employees are given training quarterly.
 20% employees are given training yearly.

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13. What are the main objectives of training?

Response %age
Improving skills 22
High Production 30
Development 38
Others 12

Response regarding the essential of providing training for the emploees

38
30
22

12

Improving skills High Production Development Others

Interpretation:
 38% employees said that development is main objective for training.
 30% employees said about high production.
 20% employees said about improving skills.
 12% employees said about other methods.

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14. Are you satisfied with current training level?
Response %age
Yes 60
No 40

Response regarding saisfaction towards training programs by the employees

No
40%

Yes
60%

Interpretation:
 60% employees are satisfied with current training level.
 40% employees are not satisfied with current training level.

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15. If yes, at which level you are satisfied?

Response %age
Highly satisfied 40
Moderate Satisfied 32
Low satisfied 28

Response regarding saisfaction levels towards training programs by the employees

40
32
28

Highly satisfied Moderate Satisfied Low satisfied

Interpretation:
 40% employees are highly satisfied.
 32% employees are moderate satisfied.
 28% employees are low satisfied.

95
16. If no, what suggestions do you want?
Response %age
Changes in methods 50
Changes in time period 30
Others 20

Response regarding change towards training programs by the employees

50

30
20

Changes in methods Changes in time period Others

Interpretation:
 50% employees suggest for change in methods.
 30% employees suggest for change in time period.
 20% employees suggest for other methods.

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17. By whom training is provided

Response %age
Supervisor 36
Senior colleges 20
Peers 30
Others 14

Response regarding trainer for training programs

36
30

20
14

Supervisor Senior colleges Peers Others

Interpretation:
 36% employees said that training is provided by supervisor.
 30% employees said about senior colleges.
 20% employees said about peers.
 14% employees said about other methods.

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 FINDINGS

The major findings of the project are enumerated as follows:

 Training is considered as a positive step towards augmentation of the knowledge base
by the respondents.
 The objectives of the training programmes were broadly known to the respondents prior
to attending them.
 The training programmes were adequately designed to cater to the developmental
needs of the respondents.
 Some of the respondents suggested that the time period of the training programmes
were less and thus need to be increased.
 Some of the respondents also suggested that use of latest training methods will enhance
the effectiveness of the training programmes.
 Some respondents believe that the training sessions could be made more exciting if the
sessions had been more interactive and in line with the current practices in the market.
 The training aids used were helpful in improving the overall effectiveness of the training
programmes.
 The training programmes were able to improve on-the-job efficiency.
 Some respondents also recommended that the number of training programmes be
increased.

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 RECOMMENDATIONS

Based on the data collected through the questionnaire and interactions with the officials
and employees of Toddware Infotech Pvt. Ltd., the following recommendations are made
for consideration:

 The organization may utilize both subjective and objective approach for the training
programmes.
 The organization may consider deputing each employee to attend at least one training
programmes each year.
 The In-house training programmes will be beneficial to the organization as well as
employees since it will help employees to attend their official work while undergoing the
training.
 The organization can also arrange part time training programmes in the office premises
for short durations, spanning over a few days, in order to avoid any interruption in the
routine work.
 The organization can arrange the training programmes department wise in order to give
focused attention towards the departmental requirements.

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 CONCLUSION

The foregoing discussion has brought out one thing very clearly that organization has very
pragmatic HRD policy to develop its employees. In spite of it outcome has not been very
encouraging. The reasons could be numerous. The results of section A and B reveals that all
workers and staff members are willing to go on for further training program. So what should
be training areas for individuals, groups and the organization has been discussed in the
ensuing section.

TRAINING NEED FOR INDIVIDUALS:

To combat the competitive environment, every organization need to have ‘Stars’ i.e. the
employees with high performance and high potential level. As per the results of the study
though the nature of training needs of employees is almost similar yet the contents required
and the way of disseminating may vary as per the cadres of employees. Moreover the
training needs of staff and workers are more of technical nature and behavioural ones. The
specific training needs of individuals are as under:

Training needs for workers

 Workers should be trained in interpersonal relations to maintain sound industrial

relations, which is the prime need for any organization’s success.
 Work planning should be taught to the worker to enable them for maximum
contribution.
 Worker should be trained on communicating and listening.
 Besides the above behavioural training the staff also need to be trained in the
technical aspects of their jobs.

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