SUMMER TRAINING REPORT

ON
“EFFECTIVENESS OF TRAINING AND DEVELOPMENT”
AT
“BHARTI AIRTEL LTD”

Submitted to M.D. UIVERSITY, ROHTAK

IN PARTIAL FULFILLMENT FOR THE AWARD OF THE DEGREE

Of

BACHELOR OF BUSINESS ADMINISTRATION

2015-2018

SUBMITTED TO : SUBMITTED BY :

MS. NISHI SANGWAN MITALI BDI

H.O.D IN MGT DEPT. ROLL NO. – 16BBA20
REG NO. -
 SCHOOL OF ENGINEERING AND TECHNOLOGY
A UNIT OF GANGA TECHNICAL CAMPUS, SOLDHA, BAHADURGARH (HARYANA)

MAHARSHI DAYANAND UNIVERSITY, ROHTAK

 ACKNOWLEDGEMENT

It is my pleasant duty to offer my service acknowledgement to those honorable

personalities of the department who have been a constant sources of help and
encouragement in carrying out this project.

There is always a sense of gratitude which one express to other for the helpful and
service they render during all work at life. I grate fully acknowledgement the
inspiration, encouragement guidance help and valuable suggestions received from all my
well-wishers

I am highly grateful to MS. NISHI SANGWAN, Head of the department, School of

Engineering And Technology, Bahadurgarh for their constant support during my report.

I would also like thank Ms NEETU, A.P., and deptt. Of mgt. studies for her kind attitude
towards me and for their co-operation remained as a constant source of inspirations
during my report also for having spared her precious time in the spite of her busy and
tight schedule.
I would also like to thank Mr. AMIT KUMAR manager of BHARTI AIRTEL and all persons
respondent and my friends for their learned advice and guidance always kindled inspiration in
the face of difficulties encountered in the course of this work and create this report.

(MITALI BEDI)

DECLARATION

I, MITALI BEDI Roll No. 16BBA20 class B.B.A 5 thsemester of the Ganga College of
Engineering and Technology hereby declare that the project entitled EFFECTIVNESS OF
TRAINING AND DEVELOPMENT an original work & the same has not been submitted to
other institute for the award of any other degree. The interim report was presented
to the supervisor on …………… and pre-submission presentation was made on ……………

The feasible suggestions have been duly incorporated in consultation with supervisor.
.
(MITALI BEDI)
 TABLE OF CONTENTS

S.NO PARTICULARS PAGES

1 INTRODUCTION TO TOPIC 4-9

2 INTRODUCTION TO COMPANY 10 - 40

3 OBJECTIVES OF STUDY 41 - 43

4 RESEARCH METHODOLOGY 44 - 46

5 ANALYSIS AND INTERPRETATION

47 - 67
● DATA ANALYSIS
● INTERPRETATION
6 FINDINGS 68 - 69
7 LIMITATIONS 70 - 71

8 SUGGESTION 72 - 73

9 CONCLUSION 72 - 73

10 BIBLIOGRAPHY 74 - 75

11 ANNEXURES 76 - 81

CHAPTER-1
 INTRODUCTION

INTRODUCTION

There has been increased emphasis on aligning HR strategies to business goals. The primary
demand on the HR manager is to improve the cost benefit ratio pertaining to human resources
while simultaneously ensuring the adequate skills exists to meet business pressures. How do
you select the retain talented people? How can you create an environment, which helps people
thrive at work? Many such questions form an integral part of a company's HR policy. Increased
global competitiveness has given way to uncertainty, which is affecting the environment within
an organization. This is where the role of an HR manager is becoming even more crucial.
Interesting changes are taking place in HR circles. The increased focus on payroll, HR
outsourcing and the need to have a productive and lean workforce make the job of an HR
manager more difficult. The focus on people development empowerment and organization
binding is figuring high on the priority list of HR managers as it ultimately leads to high
retention. Thus looking for Design, development and implementation of People Development
initiatives (e.g. Talent Development, Performance Management, Employee Development,
Training, Leadership /Management Development, etc) has become a critical responsibility of
HR.

TRAINING NEED ANALYSIS

In a business Human Resource is one of the disciplines which drive business for
competitiveness. To achieve this training is very important.

Competent employees will not remain competent forever. Their skills can deteriorate;
technology may make their skills obsolete; the organization may move into new areas,
changing the type of jobs that exist and the skills necessary to do them. This reality has not
been overlooked by management.
In order to train the employees the training need analysisis a must for enabling them to
provide quality services to the customers both inside and outside.
In order to assess the training needs, it is also necessary to derive the job contents and job
descriptions for each category and cadre in respect of Employees working in all the Depan
incuts.

Calendar of Events for Assessment of Training Need

Phases Activities Duration Remarks:

1. Organizational support

Establishing liaison teams and work groups that help facilitate the process becomes a
necessary part of the needs assessment by consultant.
2.Organizationanalysis
Following the establishment of organizational analysis, which begins with an examination of
the short and long term goals of the organization, as well as of the trends that are likely to
affect these goals. 3 days at each department.

3.Requirements analysis

While organizational support and organizational analysis issues are being examined,
information for a requirements analysis should also be collected. It is in this phase that the
analyst focuses on questions such as what jobs are being examined? Who has information
about the jobs? What types of systems, such as job observations, interviews, and surveys are
going to be used to collect information?

The analyst even has to ask very basic questions such as what is the target job? Actually, it
would not be unusual for important job components to change even if the job is performed in
different geographical regions of the same state.
The job could differ if it is performed during the winter, summer or day or night Sl. No. 3 to 6,
20 working days.

4. Task and knowledge, skill and ability analysis.

The next part of the need assessment programme is a careful analysis of the job to be
performed by the trainees upon completion of the training programme. Often this process
begins with specifying the tasks required on the job. Then the tasks are used to ask what
skills, knowledge and attitudes (KSAs) are required to perform those tasks on the job.

5. Person analysis

Here the emphasis is not on determining which tasks or KSAs are necessary but on assessing
how well the employee actually performs the KSAs required by the job. To perform person
analysis, deriving measures of job performance known as criteria becomes necessary. A very
important aspect of person analysis is to determine which necessary KSAs have already been
learned by the prospective trainees so that precious training time is not wasted repeating
what has already been acquired.

6. Deriving instructional Objectives

Another way of looking at instructional objectives is to ask what, given a particular task are
the effective behaviors that will tell you that the task is being performed correctly ? Well-
written instructional objectives, which are based on tasks and KSAs specify what the trainee
can accomplish when successfully completing the instructional programme.

7. Summary

With detailed need assessment, Review, discussion, re-orientation and submission. 10-
daysafter doing training need analysis, we can divert skills into three categories: technical,
interpersonal and problem solving. Most training activities seek to modify one or more of
these skills.

Technical: Most training is directed upgrading and improving an employee's technical skills.
Interpersonal: Almost all employees belong to a work unit. To some degree, their work
performance depends on their ability to effectively interact with their co-workers and their
boss. Some employees have excellent interpersonal skills. But others require training to
improve theirs.
Problem Solving: Managers, as well as many employees who perform non routine tasks, have
to solve problems on their job. When people require these skills, but are deficient, they can
participate in problem solving training.
Training methods: Most training takes place on the job. This can be attributed to the
simplicity of such methods and their usually lower cost. However, on-the-job training can
disrupt the workplace and result in an increase In errors as learning proceeds. Also, some
skill training is too complex to learn on the job. In such cases, it should take place outside the
work setting.

On-the-Job Training:
Popular on-the-job training methods include job rotation and understudy assignments.
Job rotation involves lateral transfers that enable employees to work at different jobs.
Both job rotation and understudy assignments apply to the learning of technical skills.
Interpersonal and problem-solving skills are acquired more effectively by training that takes
place off the job.
Off-the-Job Training: There are a number of off-the-Job training methods that managers may
want to make available to employees. The more popular are classroom lectures, films, and
simulation exercises. Classroom lectures are well suited for conveying specific information.
They can be used effectively for developing technical and problem-solving skills. Films can
also be used to explicitly demonstrate technical skills.
Interpersonal and problem-solving skills may be best learned through simulation exercises.
However, complex computer models, such as those used by airlines in the training of pilots, are
another kind of simulation exercise.
Training and development can sustain or increase its employees' current productivity, while,
at the same time, prepare employees for a changing world.In conclusion, if employees are to
remain productive, career development and training programs need to be available.
 CHAPTER- 2
COMPANY PROFILE

COMPANY PROFILE
The Telemedia Bharti Airtel Limited ) formerly known as Bharti Tele-Ventures LTD (BTVL) is
an Indian company offering telcomunnication services in 18 countries.

It the largest cellular service provider in India, with more than 137 million subscriptions as of
June 2010.[2] Bharti Airtel is the world's third largest, single-country mobile operator and fifth
largest telecom operator in the world in terms of subscriber base. It also offers fixed line
services and broadband services
It offers its telecom services under theAirtel brand and is headed by Sunil Bharti Mittal.

The company also provides telephone services and broadband Internet access (DSL) in over
96 cities in India. It also acts as a carrier for national and international long distance
communication services.
The company has a submarine cable landing station at Chennai, which connects the
submarine cable connecting Chennai and Singapore.
It is known for being the first mobile phone company in the world to outsource everything
except marketing and sales. Its network (base stations, microwave links, etc.) is maintained
by Ericsson and Nokia Siemens Network, business support by IBM and transmission towers by
another company
Ericsson agreed for the first time, to be paid by the minute for installation and maintenance
of their equipment rather than being paid up front. This enables the company to provide pan-
India phone call rates of Rs. 1/minute (U$0.02/minute)
The company is structured into four strategic business units - Mobile, Telemedia, Enterprise
and Digital TV.
The mobile business offers service.Globally, Bharti Airtel is the 3rd largest in-country mobile
operator by subscriber base, behind China Mobile and China Unicom. In India, the company
has a 30.7% share of the wireless services market. Stock Exchange of India Limited (NSE).

Partners
The company has a strategic alliance with SingTel. The investment made by SingTel is one
of the largest investments made in the world outside Singapore, in the company.

The company's mobile network partners include

❖ Ericson
❖ Nokia
❖ Siemens and
IT partners include:
❖ IBM

 In January 2010, company anonced that Manoj Kohli, Joint Managing Director and current
Chief Executive Officer of Indian and South Asian operations, will become the Chief Executive
Officer of the International Business Group from 1 April 2010. He will be overseeing Bharti's
overseas business. Current Dy. CEO, Sanjay Kapoor, will replace Manoj Kohli and will be the
CEO, effective from 1 April 2010.

ABOUT THE BRAND

Airtel comes to you from Bharti Cellular Limited - a part of the biggest private integrated
telecom conglomerate, Bharti Enterprises has been at the forefront of technology and has
revolutionized telecommunications with its world class products and services. Bharti provides
a range of telecom services, which include Cellular, Basic, Internet and recently introduced
National Long Distance.
 The first and Only Telecom Operator to have an all India Presence:

Bharti created history by becoming first and only telecom operator to have an all India mobile
footprint across 22 circles. Airtel today connects India from the Indus to the Indian Ocean and
from Sabarmati to the Brahmaputra on a network of more than 10,000 base stations with
cumulative investments of more than Rs. 16,000 crores.

Airtel today provides seamless roaming spanning 228 networks in 128 countries and more
than 3000 towns across all the 22 telecom circles in India. The company today has an
aggregate of 105195762 customers as of end of June'09. Airtel provides fix line services in
approximately 95 cities.

Airtel the fastest growing mobile service provider in the Uttar Pradesh & Uttranchal circle:

Airtel Uttar Pradesh & Uttranchal achieved, a significant landmark of achieving the highest
share of net subscriber additions with 23.8% (Source COAI & AUSPI), in the wireless markets
in the FY 05-06.

Airtel Front Runners in offering Innovative and Segmented Products & Services:

Airtel has been the front runners in offering host of cutting edge and value for money
products and services to its customers Uttar Pradesh & Uttranchal. This includes feature rich
services like GPRS, EDGE, Blackberry,Friendz, Confidence Plan, Assal Marathi, Hello Tunes,
Airtel Mandi Live, Airtel Portfolio Manager, Bi-lingual Bill, M-Bill, E-Bill etc. all aimed to
provide unmatched benefits to the end customers.

Airtel Getting Deeper & Wider:

Currently Airtel offers, 'Superior' and 'Congestion Free' network in 30 Districts covering 230
towns supported by a robust network of 750 mobile base stations Uttar Pradesh & Uttranchal
Circle. Moreover it offers quality coverage in over 1200 kms of national and state highways in
the circle. The company plans to expand its network in 330 towns by the end of FY 05-06.
The Road Ahead:

Airtel Uttar Pradesh & Uttranchal is committed to offer its customers Innovative and Value for
money products and services. The company is embarking on the next phase of nogrowth that
will be driven by offering the customers.

-Unmatched network coverage and quality

-Customer Delight at all touch points
-A Brand Experience that stands for trust & Invasion.

Bharti Airtel Limited

Type Public
Industry Telecommunication
Founded 7 july 1995
Founder Sunil Bharti Mittal
Headquarters New Delhi, India
Area serve Asia & African countries
Products Wireless
Telephone
Internet
Satellite television
Revenue   US$ 15 Billion (2017)
Operating income   US$ 5.5 Billion (2017)
Total Assets US$ 36 Billion (2017)
Total Equity US$ 12 Billion (2017)
Net income   US$ 42.4 Billion (2017)
Employee 25600 aprox
Parent Bharti Enterprises (68%)
Singtel (36.27%)
ORGANIZATION CHART

 In January 2010, company announced that Gopal Vittal, Joint Managing Director and current
Chief Executive Officer of Indian and South Asian operations, will become the Chief Executive
Officer of the International Business Group. He will be overseeing Bharti's overseas business.
Current Dy. CEO, Sanjay Kapoor, will replace Manoj Kohli and will be the CEO, effective from1
April 2010.
VISION OF THE COMPANY

To meet the company's vision its main focus is on global standards for telecom services that
delight customers through

• Customer Service Focus

• Empowered Employees

• Innovative Services

• Cost Efficiency

By 2010 Airtel will be the most admired brand in India:

● Loved by more customers

● Targeted by top talent

● Benchmarked by more business

Airtel always think in fresh and innovative ways about the needs of our customers and how we
want them to feel. We deliver what we promise and go out of our way to delight the customer
with a little bit more

SWOT Analysis Bharti Airtel

Strengths

● Bharti Airtel has more than 200 million customers . It is the largest cellular provider in
India, and also supplies broadband and telephone services - as well as many other
telecommunications services to both domestic and corporate customers.
 ● Other stakeholders in Bharti Airtel include Sony-Ericsson, Nokia - and Sing Tel, with
whom they hold a strategic alliance. This means that the business has access to
knowledge and technology from other parts of the telecommunications world.
● The company has covered the entire Indian nation with its network. This has
underpinned its large and rising customer base.

Weakness

An often cited original weakness is that when the business was started by sunil bharti mittal
over 22 years ago, the business has little knowledge and experience of Essar ,Towers are
important if your company wishes to provide wide coverage nationally. How a cellular
cellular telephone system actually worked so the start-up Business had to outsourse to
industry expert in field.

Until recently Airtel did not own its own towers, which was a particular strength of some of its
competitors such as Hutchison

The fact that the Airtel has not pulled off a deal with South Africa's MTN could signal the lack
of any real emerging market investment opportunity for the business once the Indian market
has become mature.

Opportunities

The company possesses a customized version of the Google search engine which will enhance
broadband services to customers. The tie-up with Google can only enhance the Airtel brand,
and also provides advertising opportunities in Indian for Google.
Global telecommunications and new technology brands see Airtel as a key strategic player in
the Indian market. The new iPhone will be launched in India via an Airtel distributorship.
Another strategic partnership is held with BlackBerry Wireless Solutions.

Despite being forced to outsource much of its technical operations in the early days, this
allowed Airtel to work from its own blank sheet of paper, and to question industry
approaches and practices - for example replacing the Revenue-Per-Customer model with a
Revenue-Per-Minute model which is better suited to India, as the company moved into small
and remote villages and towns.
The company is investing in its operation in 120,000 to 160,000 small villages every year. It
sees that less well-off consumers may only be able to afford a few tens of Rupees per call, and
also so that the business benefits are scalable - using its 'Matchbox' strategy.

•Bharti Airtel is embarking on another joint venture with Vodafone Essar and Idea Cellular to
create a new independent tower company called Indus Towers. This new business will
control more than 60% of India's network towers. IPTV is another potential new service that
could underpin the company's long-term strategy.

Threats

•Airtel and Vodafone seem to be having an on/off relationship. Vodafone which owned a
5.6% stake in the Airtel business sold it back to Airtel, and instead invested in its rival
Hutchison Essar. Knowledge and technology previously available to Airtel now moves into the
hands of one of its competitors.

•The quickly changing pace of the global telecommunications industry could tempt Airtel to
go along the acquisition trail which may make it vulnerable if the world goes into recession.
Perhaps this was an impact upon the decision not to proceed with talks about the potential
purchase of South Africa's MTN in May 2008. This opened the door for talks between Reliance
Communication's Anil Ambani and MTN, allowing a competing Inidan industrialist to invest in
the new emerging African telecommunications market.

•Bharti Airtel could also be the target for the takeover vision of other global
telecommunications players that wish to move into the Indian market.
 TRAINING AND DEVELOPMENT

"If you wish to plan for a year, sow seeds; if you wish to plan for ten years, plant trees; if you
wish to plan for a life time, develop men." this is a Chinese saying which highlights the
importance of training man. Employee training is the process whereby people learn the skills,
knowledge, attitudes and behaviors needed in order to perform their job effectively. No big
industrial organization can long ignore the training and development needs of its employees
without seriously inhibiting its performance. Even the most careful selection does not
eliminate the need for training, since people are not molded to specifications and rarely meet
the demands of their jobs adequately.

Training, education and development

The terms 'training', 'education' and 'development' are closely related but their meanings
have important distinctions. Training is the act of increasing the knowledge and skill of an
employee for doing a particular job. It is concerned with imparting specific skills of an
employee for doing a particular purpose. On the other hand, education is concerned with
increasing general knowledge and understanding of the employee's general environment.
When we teach a person how to assemble two objects, we are training him to do a specific
job but when we are giving him course in engineering, it is education. The distinction between
the two is like the distinction between pure and applied sciences. Some more examples are
given how to make this distinction clear.
(a) A course in management or human relations is education because no one specific
technique or procedure is taught but certain fundamentals common to all business
situations are emphasized.
(b) A football coach who knows the theory of game but who is utterly unless a player is
educated but not trained .
 (c) A clerk who can compute quickly and accurately the loan value of any insurance policy
is no doubt trained but not necessarily educated also for he may be aware of the
actuarial principal upon which the values are determined.
(d) A mechanic who repairs an automobile better than the engineer is only trained and
not educated for he does not know engineering education and principles

RESPONSIBILITY FOR TRAINING AND DEVELOPMENT

Normally the personnel department of an organization is entrusted with the training and
development functions. But the existence of this department does not relieve the managers
of training and education responsibilities. Personal development cannot do the whole job or
even the main job. Training is the function of even line executive, manager and supervisor.
The personnel departments can no doubt: -

— Sell idea of training as a vital force in the organization and develop at atmosphere
conductive to sound manpower development,

— Devise, recommend and execute strong policies for training and development.
— Administrator desired programmes,

— Manage the training facilities, and

— Carry out continuous study, analysis and evaluation of the organization's training
needs and current development programme.

But the decision to train and the authority behind the training must come from the line
manager because it is he who continually shapes the behavior of his people all day and every
day whether consciously or unconsciously, by his actions and beliefs.

TRAINING AND DEVELOPMENT POLICY

It is always essential for an organization, whether big or small, to have a comprehensive

training and development policy which should incorporate details on the following points-
1. The place of training in company management
2. The objectives which are to be covered in the company training
3. Determination of training and development needs
4. Selection of trainees
5. Training methods for operative and executives
6. Evaluation of training programme.

The place of training conduction

Training is conducted within the premises of the plant. There is well built & structured big
training hall for this purpose. Training hall is well equipped and having a learned environment.
Place is so neat & having good lighting facility. Teaching is done by the means of projector and
presentation of the company details is also admirable which helps the trainee understand the
process more easily.

Training and development objectives -

For providing knowledge and for developing the skill, ability, capacity, of workers to increase
the efficiency of the company.

1. To impart new entrants the basic knowledge and skills they need for an intelligent
performance of definite tasks.

2. To assist employees to function more effectively in their present positions by exposing

them to the latest concepts, information and techniques and developing the skills they
will need in their particular fields.

3. To build a second line of competent officers and prepare them to occupy more
responsible positions.

Determination of Training needs

Need of training for workers or employees are identified by their managers or

supervisors.Generally they provide training at the time of new technology or when the
worker is new. Need assessment diagnoses present problems and future challenges to be met
through training and development. It occurs at two levels—group and individual. It must also
focus on anticipated skills of an employee. Need assessment methods -

Group-
• Organizational goals and objectives
• Personal skills/ interviews
• Efficiency indices
• Work planning system
• Quality circles

Individuals -
• Performance appraisal
• Work sampling
• Interviews
• Questionnaires
• Attitude surveys
• Training progress
• Rating scales

Designing Training and Development Programme

Every training and development must address certain vital issues-

(i)who participates in the programme?

(ii) Who are the trainers?

(iii) What methods and techniques are to be used for training?

(iv) What should be the subjects of training?

(v) What learning principles are needed?

(vi)Where is the programme conducted?

Who are the trainees?

Who are the

trainers?
 What methods &
techniques?

What should be the

subjects?

What principles of
learning?

Where to conduct the

programme?

Objective of training:

For providing knowledge and for developing the skill, ability, capacity of workers to increase
the efficiency of the company.

1- Training need identification: Need of training for workers or employees are

identified by their manager or supervisor or HOD here HOD/supervisor/manager
decide, worker who required training. Generally they provide training at the time of
new technology or when the worker is new.

2- Devising training programme:Making schedule or calendar for training:

Organization make schedule and calendar at advance before the training of workers,
this schedule or calendar contain the future date of training, name of trainer who will
give training to the workers, number of workers who need training, future time of
training.

3- Notification or information about training to the employees: Here officer

 provide information to workers or employees for their training this information
contain :
a- date of training
b- Place of training
c- Topic of training

4- Providing training to worker or employees: Here training is given to worker or

employee by an external or by an internal sources according to the need trainer
provide all information and make them train for a particular machine, method, and
technology. So that the whole process can be understand by the worker or can do
good job.

5- Feedback: When training has completed a form is given to the worker or employee
who was getting training here feedback is taken from them whether they like training
or not.

6- Rating the training effectiveness: For knowing the worker performance rating is
very helpful. Here,

✔ stands for low performance

✔ stands for high performance
✔ stands for highest performance
After the rating of effectiveness this graph is made which shows effectiveness of training, it
indicates percentages of effectiveness of training.
✔ very effective
✔ effective
✔ less effective

7- Training record:

This record contain:

a. time
b. Trainer
c. Number of worker or employees
d. Place of training
Evaluation of training programme

The last stage in the training and development process is the evaluation of results. Since huge
sums of money are spent on training and development, how far the programme has been more
useful must be judged / determined. Evaluation helps determine the results of the training and
development programme.

Criteria for evaluation-

(1) measures of reactions
(2) learning
(3) behavior change

Methods of training

A multitude of methods of training are used to train employees. The most commonly used
methods are shown in the Table lists the various training methods and presents a summary of
the most frequent uses to which these methods are put. As can be seen from table, training
methods are categorized into two groups —

(I) On - the job.

(II) Off - the- job methods.
1) On - the - job – methods refer to methods that are applied in the workplace, while
the employee is actually working. Off - the-job methods refer to methods that are
applied in the workplace, while the employee is actually working. Off - the - job
methods are used away from workplaces.

On the job training methods

On the job means while working on a job. Numerous training methods may be used while the
man is engaged in the process of productive work. These on the job training methods are
suitable for all levels of personnel. Following are the various methods of on-the-job training.

(A) On Specific Job:

Training for a specific job is the most common and formal on the job training programme. It
also included training for supervisors to improve job performance. Following are the methods
of training on specific job.

(1) Coaching:

It involves direct personnel instruction and guidance, usually with extensive demonstration
and continuous critical evaluation and correction. It has the advantage of increased
motivation for the trainee and the minimization of problem of learning transfer from theory
to practice. In this method the danger lies in the possible neglect to coaching by superior.

(2) Understudy:

This method makes the trainee an assistant to the current job holder. The trainee learns by
experience, observation and imitation. If decisions are discussed with him he can become
informed on the polices and theories involved. In this method the training is conducted in
practical realistic situation. However, it tends to perpetuate mistakes and deficiencies of
existing managerial practices. Moreover, the understudies are frequently neglected by those
they assist.

(3) Position rotation:

Position rotation training is the broadening of the background trainee in the organization. If a
trainee is rotated periodically from one job another job, the main advantages of position
rotation are: providing general background to the trainee. The rotating trainees and
stimulating a more co-operative attitude by exposing a man to other fellow's problems and
view points.

(4) Special project: Special project assignments ordinarily out of an individual analysis of
weaknesses the trainee may be asked to perform special assignment, in which he learns the
work procedure sometime the task force is created which consists of a number of trainees
representing different functions in the organization trainees not only acquire knowledge
about the assigned activities, but also how to work with other.

Off the job training methods:

In this off the job training methods, the trainees have to leave there work place and devote
their entire time to the development objectives. Development of trainees is primary in this
methods and work of production during training is secondary. Following are off-the-job
training techniques.

(a) Special lectures:

Lecturing is the most traditional form of formal training method. Special courses and lectures
are presented by business organizations in numerous ways as a part of their development
program.

(b) Conferences:

Holding conference is still a favorite training method. Many organizations have adopted
guided - discussion type of conferences in there training programmes in order to escape the
limitations of lectures. In conference the participants pool their ideas and experience in
attempting to arrive at improved method of dealing with the problems which are common
subject of discussion. Conference may include buzz sessions that divide the conference in to
small groups of 4 o 5 for intensive discussion. These smalls groups then report back their
conclusions or questions to the whole conference. Conference method allows the trainees to
look at the problem from a broader angle. However, unless the discussion is directed to the
felt needs of the participants, they may feel that whole exercise is unless.

(c) Role play :

Generally focus on emotional issues rather than actual ones. The essence of role playing is to
create a realistic situation. This method helps promote interpersonal relations.

The Benefits of Employee training in company

Benefit to organization

● Improves the job knowledge & skills at all levels of the organization.
● Improves the morale of the workforce.
● Helps people identify with organizational goals.
● Helps create better coordination among work & peers.
 ● Aids in organizational development.
● Learns from the trainee.
● Helps in preparing guideline for work.
● Organization gets more effective decision - making and problem solving skills.
● Aids in development for promotion from within.
● Aids in developing leadership skills, motivation, loyalty, better attitudes and other
aspects that successful workers and managers usually display.
● Aids in improving productivity and / or quality of work.
● Helps keep cost down in many areas, e.g. Production, Personnel,
Administration, etc.
● Improves labour management relations.
● Helps employees adjust to change.
● Aids in handling conflict, thereby helping to prevent stress & tension.

Benefits to the individual which in turn ultimately benefit the organization -

● Helps the individual in making better decisions and effective problem solving.
● Aids in encouraging and achieving self- development and self confidence.
● Provides information for improving leadership, knowledge, communication skills and
attitudes.
● Increase job satisfaction and recognition.
● Helps eliminate fear in attempting new tasks.
● Helps managers to handle stress & conflict.
● Develop a sense of growth in learning.

Benefits in human relations & policy implementation -

● Aids in orientation for new employee and those taking new jobs through transfer,
promotion.
● Improves interpersonal skills.
● Provides information on other government laws and administrative policies.
● Makes organizational policies, rules and regulations viable.
● Improves morale.
● Builds cohesiveness in groups.
 ● Provide a good climate for teaming, growth, and coordination.
● Makes the organization a better place to work and live.

Outsourcing HR: Evolving Business Environment Creates a Need for Creative

Training Solutions

Downsizing, restructuring, redeployment - call it what you want, companies are facing
challenging economic trends with direct effects on employment levels. The majority of job
cuts in the financial sector, along with cuts in pharmaceuticals, health care and media firms.
Each change brings new challenges for the human resources department.

Companies today see the need for proper training but are sometimes faced with budget
restraints that hinder that process. Along with staffing changes, many HR teams must also
contend with other organizational change, including less focus on company infrastructure,
resulting in scaled back in-house services. Yet, the need to train, educate and prepare
employees for the demands of their positions, new job descriptions and increasing leadership
roles exists more than ever.

Whenever organizations are pushed to make across the board budget cuts, those
departments that are less directly tied to profits are often first on the chopping block.
Although it is arguable that the human resources team is charged with a company's most
important task: keeping it staffed with knowledgeable and productive employees, in the end
every department may find parts expendable.

While its numbers may have dwindled, the HR team may now have a greater number of
employees to train. With the loss of employees, organizations must ensure that .existing and
new employees are equipped with the required skills to complete their changingroles.

For example, a marketing manager who previously dealt with a detailed staff of eight may
now be delegating to a combined marketing and communication team with half the staff
doing twice the work. She may also perform tasks outside the realm of marketing as other
positions within her company are eliminated. The HR team must ensure that she is prepared
to perform all the items under her job description. It is no easy task.

DIVERSITY TRAINING: DIFFERENT STROKES FOR DIFFERENT FOLKS

How to create diversity training programmes : Gone are the days when diversity training was
just about challenging stereotypical prejudices. Now, it must encompass a wider range of
issues.

More and more organizations in the public and private sectors face the challenge of how best
to deliver diversity training to their employees.

This goes beyond ensuring relevant staff members know their duties under race relations and
discrimination legislation. Diversity training must deal with many aspects of a complex issue.
From making staff aware of the issues that may arise because of the ethnic and social
backgrounds of their colleagues, to ones pertinent to the customers they serve.

Phil Clements, co-author of The Diversity Training Handbook, says to be fully effective,
diversity training should be part of an organization-wide approach. This should include
forming a diversity strategy and reviewing policies governing areas such as recruitment.

Clements recently worked with conservation charity English Nature, which wants to attract
more members from ethnic communities. Only by understanding the membership make-up
and what is already being done to consult ethnic groups could a suitable training programme
be devised.

Diversity training can also be incorporated into other training programmes. For example, a
leadership development course should include modules looking at working with diverse,
multicultural teams.

Different approaches to diversity training have matured in recent years, says Clements. In the
past, the tactic was to convince people they had to change their racial views, whereas today,
the onus is on delivering training that opens people's views to different perspectives.

Clements uses work-based simulations to show the wide range of issues that may impact
working lives. How will a project team on a tight deadline cope when a Hindu colleague takes
time off for Diwali, for example? What measures should be put in place to accommodate
someone with caring responsibilities who may require leave at shortnotice?

Creating a forum where people from different ethnic backgrounds can discuss work-based
issues is another approach to increasing diversity awareness.
An alternative method is to show how organizations that have embraced diversity have
benefited. Both HSBC, which promotes the importance of regional perspectives, and B&Q,
which encourages the recruitment of older workers, are well-documented case studies.

When diversity training is set in such contexts, it helps people see there are sound
commercial reasons for addressing diversity, and that it is an issue which can affect many
people in an organization.

Measuring diversity training outcomes can be achieved in several ways, according to Diane
Worman, a diversity adviser at the Chartered Institute of Personnel and Development (CIPD).

In the case of English Nature, the acid test is whether more people from ethnic groups join as
members.

Other measures could be a questionnaire on discrimination law, or a general knowledge test

on different cultures and religions. Just seeing that people behave differently may suffice, she
says.

Worman also suggests the following when planning diversity training:

● Understand the purpose of the exercise: is diversity training required because an

organisation wants to ensure its policies are understood, or is it in response to
harassment cases?

● Get the content right: research the information that must be imparted; find out what
others are doing; interview relevant colleagues about requirements.

● Get the delivery tone right: the style must suit the delegates.

● Consider a blended approach: mediums such as e-learning can raise general

awareness or reinforce learning points.

● Measure outcomes: devise questionnaires to test whether delegates understand the

issue better.

As for who should receive diversity training, certain groups, such as HR and middle managers,
may need more in-depth learning than others.
Putting the whole workforce through intensive diversity training is expensive and probably
unnecessary but, because diversity is an issue that affects everyone, some organizations may
decide to include a general diversity module at induction to raise awareness.

Learning and communications company Easyi's managing director Iain McLeod says diversity
training is increasingly seen as a subset of an organization’s code of conduct.

Easyi specializes in regulatory and compliance training and has developed some e-learning
modules that deal with areas such as discrimination, stereotyping and prejudice -suitable for
"getting the base message across at the cost of a few pounds per head".

Top 10 Training Mistakes

A higher proportion of money is wasted on training which is inappropriate or just downright
poor than almost any other corporate expense. I have seen organisations make the same
mistakes with training all over the world. Here are my top ten.

#1 There is never any follow up! Training which imparts a skill or knowledge which is not
reviewed or used within seven days is remembered by only thirty three percent of
people. After sixty three days it is only 14%. Training which is reviewed or used directly
in a job is remembered by 83% of people after seven days and 70% of people after 63
days. It is the old story, use it or lose it!

#2 Training is boring. Training which includes no interaction between the trainer and the
participants or does not engage the participants is likely to fail. The first process in
memory is ATTENTION! If the participant is not paying attention, the probability of
remembering anything is very low. Training is not solely about subject knowledge; the
trainer must have a personality and be able to talk with people at their level.

#3 Training, presentation style, was never appropriate in the first place! Often the
resources used for training about theory, including the opportunity cost of participants,
could be used for developing a series of small workshops and mentoring to actually
resolve a problem rather than learn theory. The learning is held for much longer
because people are doing and getting feedback rather than sitting in a classroom and
the organization gets a better result.Alternatively, the learning outcomes if they are all
knowledge based may be chunked down to a small enough size to use e-learning
technologies.

#4 The training has no goal and no clear benefit for the recipient. Often born of poor
training needs analysis where employees, supervisors and managers are asked, "What
training do you/your subordinates need?" Training built on a needs analysis that is this
shallow is bound to have little impact back at work for the participants, although it
might help build their CV.

#5 Completing training is seen by the organisation as doing enough. Individuals

throughout a organisation who see the mere fact that they completed a course or a
degree as proof of ability are only fooling themselves. Executive teams who treat
training the same way are costing their organisation money.

#6 Lets cram it all in. Training overload is as bad as no training at all. Often courses are
crammed too full of information as managers and human resource personnel try to
 make up for a lack of previous training. In the case of training, less is surely more.
People are capable of retaining 7 ± 2 things at a time. If we want them to remember
some things they already have in their head, we had better leave it at three things to
remember in a training day.

#7 The training equipment does not work! If in doubt blame the technology, I say. It is
better than admitting that I did not prepare well enough by testing the venue, the
provided equipment and my equipment for compatibility.

#8 Only measure the "smile sheet". Training evaluation is much more than the reaction
people have to the material and the presenter. The American Society for Training and
Development reports that only 3% of training was evaluated at Kirkpatrick's "level 4" of
training evaluation "results" where there is an impact on the organisation. In contrast,
95% of training was evaluated at "level 1" where the participants liked the training.

Only 37% of training was evaluated at "level 2" where participants learnt the material
and 13% of training was evaluated at "level 3" where participants applied the learning
in the workplace. Training measures have to be developed for the workplace to see if
the organisation is getting its money's worth.

#9 Don't do training at all. Organisations think that they can't afford to give people time to
get trained. They need to think again! Well-trained employees are more capable and
willing to assume more control over their jobs and they need less supervision, which
frees management for other tasks. Productivity and job satisfaction increases and
organisations become more effective in reaching their goals.

#10 Training is not reinforced. For training to be effective, it must be reinforced by policies
and processes which complement the training. For example, training people on giving
"excellent" customer service and having a policy for resolving customer complaints
which requires escalation to general manager level is a waste of time and money.

Leaders must also echo the training in their behaviour towards employees and the building of
formal and informal rewards systems.

India's growing employment market presents an opportunity for the budding training industry
in the country Participants at a game show: Corporate executives participate in a programme
organised by NIS Sparta, a company that provides solutions to enhance the performance level
of employees through interactive game shows.
If India's demographic advantage is an opportunity for organisations to ramp up their
workforce numbers quickly, the same resource is also presenting another window for the
growth of the budding training industry in the country. Though no exact estimates
areavailable, the country's training industry, imparting both technical and non-technical
knowledge, is now worth around Rs 5,000-Rs 6,000 crore, says Muralidhar Rao, President and
CEO, NIS Sparta. "This is further complicated by the fact that the industry is largely dominated
by individuals and consultants, and companies do a lot of in-house training through their line
managers," he adds. But it's also true that companies generally outsource about half of their
training needs.

On an upswing
Pallavi Jha, Managing Director of Dale Carnegie Training, says that training budgets in India
Inc are definitely on an upswing. Dale Carnegie, which has a presence in 80 countries, has
worked with most of the top companies in India. "We have conducted managerial training
programmes for 350 companies in the areas of leadership, sales, customer service,
communication and negotiation skills, she says.

In a country where the knowledge economy is booming, training budgets are estimated to be
low and restricted to certain 'progressive' companies. Traditionally, Indian companies spend
anywhere between 0.5 and 2 per cent of their turnover on training their employees. IT and
ITES companies, which are essentially people-oriented businesses, spend about 3-5 per cent
of their revenues on upgrading employee skills, says Jha.

The American Society for Training has estimated the spend to be in the range of 2-2.5 per
cent of company turnover on employee skill development programmes though progressive
companies are known to spend up to five per cent of their turnover on training, says Rao of
NIS Sparta.

Another reason why the industry size cannot be pinned down is that most companies include
F&B and lodging costs under training budget heads which, again, may not present the true
picture, he explains.

Focus area

Speaking for the IT sector, D. Selvan, Vice-President, Talent Transformation, Wipro

Technologies says that training is definitely a focus area nowadays. The company currently
invests five per cent of employee time, which works out to about 12.5 days a year, in training.

This, of course, excludes time spent on e-learning and constitutes only instructor-led training.
The company's spend on training over the last three years has doubled in absolute terms, he
adds.

Apart from IT and ITES, sectors that are booming and therefore looking for training
programmes for their employees are retail, automobile, sales, service, financial services and
banking, telecom and manufacturing.

"The Government has also realised the need for training its employees in the areas of soft
skills like customer service and responsiveness," says Rao.
Both NIS Sparta and Dale Carnegie have worked with several Government departments in this
area. "We have also worked individually with several political leaders in leadership skills
development," explains Jha.

NIS Sparta has trained employees of the Ministry of Tourism during the Athithi Devo Bhava
campaign, has worked with Indian Railway employees, the police department in some States
and several IAS officers in areas like customer service, leadership skills development and
teamwork.

Nascent industry

All sectors across the economy are reeling under pressure to recruit. And the training industry
is no different.

Being a nascent industry, sourcing talent would be its biggest challenge today. Agrees Rao,
"There are two sets of people that we look at. One group consists of trainers from across the
industry and this pool really does not offer a huge talent base.

Domain knowledge

Therefore, we try to get people with domain knowledge to get into this industry." The second
group would comprise people with 8-10 years' experience in their respective industries and
with a passion for training. "About 30-40 per cent of the people come from this pool." he
says.

Agrees Selvan of Wipro, "We have a lot of line people coming into the training fold as they
see it giving them a huge opportunity for self development and fulfil their aspiration of sen-
ing society." In fact, this surge has helped Wipro address its training requirements
successfully.

We sec that if we can attract the best of talent in this area, it would only plough back for
better benefits to the organisation," he says.
 NTS Sparta currently has a pool of 6,500 trainers which includes both full-time and part-time
trainers and plans to take this number to 7,500 people, says Rao. Dale Carnegie currently
employs 35 trainers and expects to increase that to 75 people in about a month's time. "More
and more young people now are seeing this as an industry offering a corporatised
professional work environment," says Jha of Carnegie.

Employee Training: Tips For Making It Really Effective

Organisations waste a lot of scarce resources in conducting ineffective training programs.

Follow these few tips to get the maximum impact from your training.

Whether you are a supervisor, a manager or a trainer, you have an interest in ensuring that
training delivered to employees is effective. So often, employees return from the latest
mandated training session and it's back to "business as usual". In many cases, the training is
either irrelevant to the organization's real needs or there is too little connection made
beuveen the training and the workplace.

In these instances, it matters not whether the training is superbly and professionally
presented. The disconnect between the training and the workplace just spells wasted
resources, mounting frustration and a growing cynicism about the benefits of training. You
can turn around the wastage and worsening morale through following these few pointers on
getting the maximum impact from your training.

● Make sure that the initial training needs analysis focuses first on what the learners will be
required to do differently back in the workplace, and base the training content and
exercises on this end objective. Many training programs concentrate solely on telling
learners what they need to know, trying vainly to fill their heads with unimportant and
irrelevant "infojunk".

● Ensure that the start of each training session alerts learners of the behavioral objectives of
the program - what the learners are expected to be able to do at the completion of the
training. Many session objectives that trainers write simply state what the session will
cover or what the learner is expected to know. Knowing or being able to describe how
someone should fish is not the same as being able to fish.
● Make the training very practical. Remember, the objective is for learners to behave differently
in the workplace. With possibly years spent working the old way, the new way will not
come easily. Learners will need generous amounts of time to discuss and practice the
new skills and will need lots of encouragement. Many actual training programs
concentrate solely on cramming the maximum amount of information into the shortest
possible class time, creating programs that are "nine miles long and one inch deep". The
Uaining environment is also a great place to inculcate the attitudes needed in the new
workplace. However, this requires time for the learners to raise and thrash out their
concerns before the new paradigm takes hold. Give your learners the time to make the
journey from the old way of thinking to the new.

● With the pressure to have employees spend less time away from their workplace in
training, it is just not possible to turn out fully equipped learners at the end of one hour or
one day or one week, except for the most basic of skills. In some cases, work quality and
efficiency will drop following training as learners stumble in their first applications of the
newly learned skills. Ensure that you build back-in-the-workplace coaching into the
training program and give employees the workplace support they need to practice the new
skills. A cost-effective means of doing this is to resource and train internal employees as
coaches. You can also encourage peer networking through, for example, setting up user
groups and organizing "brown paper bag" talks.
 CHAPTER- 3
OBJECTIVES OF STUDY
 OBJECTIVES OF STUDY

● To find the effectiveness of training and development

● To find the difficulties faced by an employee during training and development program.

● To find the job competence level of employees who undergoes training and development
program.
 SCOPE OF THE STUDY

● Main emphasis on how training and development programmes often be competitive

advantage to an organization.

● The utility of the project lies in analyzing the job satisfaction employee

● Through this research an organization can find out the factors that will help in making
training and d

● evelopment programmes more effective

 CHAPTER- 4

RESEARCH METHODOLOGY
 RESEARCH METHODOLOGY

RESEARCH DESIGN: Descriptive research design.

DATA SOURCE:

Employee of an organization, who have undergone training and development program.

Data Collection MethodsSAMPLE TYPE: Lower management and supervisory staff.

SAMPLE SIZE: 100(approx.)

SAMPLE UNIT An employee who undergone training and development program in an

organization

SAMPLE DESIGN: Simple random sampling

METHOD OF DATA COLLECTION: Primary data : Questionnaire and Secondary data:

Website and magazines and articles.

UNIVERSE: All employee of an organization who have undergone training and development
programmes.

:
STATISTICAL TOOLS: Percentages

CHAPTER- 5

DATA ANALYSIS AND INTERPRETATION

 DATA ANALYSIS AND INTERPRETATION

Response No. of respondent Opinion (in percentage)

60 60
Always
Sometimes 30 30
Usually 10 10
Total 100
1. In dealing with new tasks does training helps in eliminating fear factor?

usually; 10; 10%

Sometimes; 30;
30% Always; 60; 60%

Always Sometimes usually

INTERPRETATION:
60% employees say that training always help in eliminating fear but 30% of them not agreed
they say that it does sometimes not always and 10% say it usually helps.

Response No. of respondent Opinion (in percentage)

70 70
Yes
No 30 30
Total 100 100
2 Does Training & development programmes give job satisfaction and recognition to you?

Yes; 70
No. of Employees

No; 30
INTERPRETATIONS:
Training & development programmes give job satisfaction & recognition to you 70% of
employees say Yes, while 30% of them says no.

3 In dealing with problems did people here mostly use the ideas of training subjects?
a) Always
b) Usually
c) Rarely

Rarely 10 10%

Usually 20 20%

alwa
always 70 70% ys
Usua
lly

Interpretation:

70% of people always dealing with problems using the idea of training subject, 20% of people
usually use the idea of training subject and 10% of people rarely use the idea of training
subject.
4 Does training and development programmes helps you in taking better decisions?

a) Always

b) Sometimes

c) c)Rarely

Rarely 10 10%

Usually 20 20%

always
Usuall
y
always 70 70% Rarely
Interpretation:

70% of sales are always helps in taxing better decisions after doing training and development
programs, 20% are usually in texting better decisions and 10% rarely taxing better decisions?

Response No. of respondent Opinion (in percentage)

50 50
Strongly
Agree 20 20
Disagree 20 20
Strongly disagree 10 10
Total 100 100
5 “Training prepares guidelines for work”. To what extent do you agree with this statement?

Strongly disagree; 10; 10%

Disagree; 20; 20%
Strongly agree; 50; 50%

Agree; 20; 20%

Strongly agree Agree Disagree Strongly disagree

INTERPRETATIONS:

50% employees strongly agree that Training prepares guidelines for work, 20% agreed on this
statement, while 20% and 10% of them disagree and strongly disagree with it respectively.

6 After these programmes how comfortably you adapt changes in working method?

a) Easy

b) Feel unusual

c) Difficult

Interpretation:

70% employees adapt changes the easy work method, and 20% employee feel unusual
changes in work method, and 10% employee wants difficult work methods that is all after
these programmes.

7. Do you think that these programmes help you in handling stress, tension & conflict?

Attributes No. of respondent Opinion (in percentage)

50 50
Always
Usually 30 30
Rarely 10 10
Total 100 100
 Always; 50

No. of Employees

Usually; 30

Rarely; 10

Always Usually Rarely

INTERPRETATIONS:
50% employees say that these programes always help them in handling stress, tension &
conflict 30% says it usually helps while 20% are not agreed according to them it rarely help in
handling stressful conditions.

8.Do you really think that the skills that are provided to you through training really increase
your productivity?

a) Yes
b) No
c) Don't know
 don't know; 5; 5%

no; 20; 21%

yes
no
don't know
yes; 70; 74%

Interpretations:

70% people are thought the skills provided or increase our productivity through training,
but the 20% people no agree with that and the 5% people don’t know and don’t think
about that

9..What type of training is provided by your company?

Type of training No. of employees (percent)

Technological training 40
Skill training 50
Educational training 20
Behavioral training 30
 Skill training; 50
Technological
training; 40

Behavioral training;
30
Educatinonal
training; 20

Technological Skill training Educatinonal Behavioral

training training training

INTERPRETATIONS:

Technological, skill educational as well as behavioral training is provided by an organization to

their employees according to the needs of them employees as out of 100 employees most of
them employees undergone technological (40) and skill (50) training and 20 and 30 employees
were undergone educational and behavioral training.

10.Are you satisfied with the training provided to you by your company?

Options No. of respondent Responses

75 75
Yes
No 25 25
Total 100 ● 100
 YES; 75

25

INTERPRESTATION:

75% of employees were satisfied with the training provided to them by organization while
25% are not satisfied.
CHAPTER-6

FINDINGS
 FINDINGS

⮚ 60% employees say that training always help in eliminating fear but 30% of them not
agreed they say that it does sometimes not always and 10% say it usually helps.

⮚ Training & development programmes give job satisfaction & recognition to you 70% of
employees say Yes, while 3 0%/of them says No

⮚ 55% respondents say that these/programmes help you in taking better decisions.25%
opinioned that it usually help when important decisions are to be taken, 20% says that
it help sometimes.

⮚ In dealing with problems 70% employee always use the ideas of training subjects, 20%
use ideas sometimes and 10% of them rarely use ideas, they are notable to use not
understand how to apply them.

⮚ 60% employees strongly agree that Training prepares guidelines for work, 20% agreed
on this statement ,while 15% and 5% of them disagree and strongly disagree with it
respectively.

⮚ After these programmes 70% employees easily adapt changes In working method, 20
fell unusual because they are in habit of doing things in old method, while 10% find it
difficult.

⮚ 50% employees says that these programmes always help them in handling stress,
tension & conflict 30% says it usually helps while 20% do not agree according to them
it rarely help in handling stressful conditions.

⮚ Skills that are provided to employees really increase their productivity only 75%
employees are ready to accept this fact, but 20% of them says no. they thought that it
not much help in increasing productivity.

⮚ Technological, skill, educational as well as behavioral training is provided by an

organization to their employees according to the/needs of the employees as out of
100 employees most of the employees undergone technological (40) and skill(50)
training and 20 and 30 employees were undergone educational and behavioral
training respectively.
 CHAPTER-7

LIMITATIONS
 LIMITATIONS

● Questionnaire distributed to the respondents could not be completed by them

due to lack of time and interest.

● Incomplete responses, if considered those could have askeyed the actual

findings and results of the survey.

● Lack of interest in filling the questionnaires.

● Some employees gave negative response

 CHAPTER-8
SUGGESTIONS
 SUGGESTIONS

After analyzing the various facts I have made following recommendations to the
organization:

● The management should commit itself to allocate major resources and adequate
time to training and development programmes.

● The human resource department should ensure that training contributes to the
competitive strategies and goals of the organization.

● Proper evaluation of the training and development programmes should be there.

● The HR department should ensure that there is a proper linkage among

organization , operational and individual training needs of the employees.

● More training modules should be brought under the e-learning.

● The HR department must ensure that comprehensive and systematic approach to

the training must existsThis study could be enhanced in compliance to latest
technologies in process and managerial skills.

● The future of training and development programme is going to depend more on

Information technologies (IT), communications etc. It will bring more and more
revolutionary techniques for training, which needs many researches.

● Training on classroom is not going to be enough in future, more practical and

simulation process will be needed and so many researches would be required in
this area as will.
.
 CHAPTER-9

CONCLUSIONS
 CONCLUSIONS

After making study of the various training & development programmes conducted at
Bharti Airtel Ltd.,Newdelhi I have reached the following conclusions:

● Most of the employees were satisfied by the training being provided to them.

● Majority of employees agreed that training helps in improving their productivity.

● Most of the employees agreed that training & development programmes helps
in their individual as well as Organizational growth.

● The aggregate spending on training and development programmes were

inadequate.

● The management commitment is lacking and uneven towards the training and
development programmes.

● Majority of employees agreed that training and development programmes helps

in adjusting to change.

● Most of the employees agreed that training prepares guidelines for work.

● Training and development programmes increases the job competence level of

employees.

● The effectiveness of employees increases who under go training and

development program.
 CHAPTER-10

BIBLIOGRAPHY

67
BOOKS:

● Gary Dessler – “Human Resource management” 1979

● K. Ashwathapa– “Human resource management”1984
● Robbins–“Organizational behavior”1987
● C.R. Kothari–“Research methodology”1994
● Monappa Saiadan –“Training and development” 2001

MAGAZINES:

● Magazine business today

● Business week
● H.R Journal
● Business Observe

WEBSITE:

● www.varrocgroup.com
● www.google.search

68
 CHAPTER-11

ANNEXURES

69
 QUESTIONNAIRE

Questions used in questionnaires are both open ended and close ended question. The
questionnaires method was adopted because it allow quick and easy access and
recording of information from people in a non-threatening way. Also, it can be
administered to many people and the data gained thus is east to compare and analyses

Stress Management Survey Questionnaire

I am doing BBA and I want to frame a questionnaire for my summer training report
named as (STRESS MANAGEMENT) regarding your company bharti airtel and I assure
you that every information will be kept confidential promise you. So, please tell me now
about the kinds of issues and problems that you are facing the company.

Appendices

1. In dealing with new tasks does training helps eliminating fear?

a) Always

b) Sometimes

c) Usually

2. Does Training &development programmes give job satisfaction &recognition to

you?

a) Yes

b) No

3. Does training and development programmes helps you in taxing better

70
 decisions?

a) Always

b) Sometimes

c) Usually

4. In dealing with problems did people here mostly use the ideas of training
subjects?

a) Always

c) Usually

d) Rarely

5."Training prepares guidelines for work. " To what extent do you agree with this
statement?

a)Strongly agree

d) Agree

e) Disagree

f) Strongly disagree

6.After these programmes how do you adapt changes in working method?

a) Easy

b) Feel unusual

c) Difficult

71
 7 Do training programmes help you in handling stress, tension & conflict?

a) Always

b) Usually

c) Rarely

8.Do you think that the skills that are provided to you through training really
increase your productivity?

a)Yes

b) No

c) Don't know

9.What type of training provided to you by your company?

a) Technological training

b) Skill training

c) Educational training

d) Behavior training
10.Are you satisfied with the training provided to you by Bharti Airtel ltd?

a) YES

b) NO

72
 Thanking You

73
[Type text]