EXECUTIVE SUMMARY

Every organization needs to have well trained and experienced people to perform the activities that have to be done. If current or potential job occupants can meet this requirement, training is not important. When this not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. It is being increasing common for individual to change careers several times during their working lives. The probability of any young person learning a job to day and having those skills go basically unchanged during the forty or so years if his career is extremely unlikely, may be even impossible. In a rapid changing society employee training is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force. The entire project talks about the training and development in theoretical as well as new concepts, which are in trend now. Here we have discussed what would be the input of training if we ever go for and how can it be good to any organization in reaping the benefits from the invested in terms like (ROI) i.e. return on investment. What are the ways we can identify the training need of any employee and how to know what kind of training he can go for? Training being covered in different aspect likes integrating it with organizational culture. The best and latest available trends in training method, the benefits which we can derive out of it. How the evaluation should be done and how effective is the training all together.

Some of the companies practicing training in unique manner a lesson for other to follow as to how to train and retain the best resource in the world to reap the best out of it. Development is integral part of training if some body is trained properly and efficiently the developments of that individual and the company for whom he is working. Here we discussed about development of employee, how to identify the needs, and after developing how to develop executive skill to sharpen there knowledge. Learning should be the continuous process and one should not hesitate to learn any stage. Learning and developing is fast and easy at Devpriya .

CHAPTER-1 INTRODUCTION
Employee training tries to improve skills, or add to the existing level of knowledge so that employee is better equipped to do his present job, or to prepare him for a higher position with increased responsibilities. However individual growth is not and ends in itself. Organizational growth need to be measured along with individual growth. Training refers to the teaching /learning activities done for the primary purpose of helping members of an organization to acquire and apply the knowledge skills, abilities, and attitude needed by that organization to acquire and apply the same. Broadly speaking training is the act of increasing the knowledge and skill of an employee for doing a particular job. In todays scenario change is the order of the day and the only way to deal with it is to learn and grow. Employees have become central to success or failure of an organization they are the cornucopia of ideas. So it high time the organization realize that train and retain is the mantra of new millennium.

CHAPTER 2 COMPANY PROFILE Dev Priya Product Limited

Dev Priya Product Limited started manufacturing high BF Kraft Liner with an installed capacity of 40 TPD in the year 1998. The quality of the paper manufactured was widely accepted and to meet the growing demands, the company went in for an expansion to increase the installed capacity to 100 tpd. In 2005, the company decided to venture into the Coated Board products viz. HWC, LWC, Both side Coated Board etc. and a new machine was planned with an installed capacity of 150 tpd. This unit came into production in January 2007 taking the total installed capacity to 250 tpd.

Dev Priya Product Limited is situated at Village Saini, 8th KM, Mawana Road, Meerut which falls on national highway NH-19, Delhi-Kotdwar Road. It is 10 kms away from Meerut's famous Begum Bridge roundabout. The unit is well connected by road thus making it approachable for all the suppliers, dealers and workforce of the mills. Factory has approx. 15 acres of land which is fully developed for its industrial activities and it has a colony having more than 100 dwelling units for its workers.

About Us Dev Priya Product Limited is a closely held company run by Mr. Rajender Prasad Gupta, his three sons and other relatives. Our bankers are Punjab National Bank, Sports Complex, Meerut.

He is looking to entire plant. He is an Engineering Post Graduate having vast experience of running paper plants.

He is looking to marketing and commercial aspects of the company. He is an engineering graduate with post graduate in management studies.

He is looking to marketing and commercial aspects of the company. He is a commerce graduate having vast experience in his field. Our Achievements 5

Our company has been conferred an award i.e. INDIA's 1st SMB Top 500 Awards by Jasubhai Digital Media

Our company is one of the members of Small Scale Paper Mills Association.

Our Strengths and Specialty

Ours is a company driven by the desire to feed the Indian market with quality product. The company has undertaken several challenging projects in the past and had manufactured paper for fruit packaging (which has to withstand long durations of refrigeration), padding paper for the laminate industry and few products relating to stationary application. Apart from the normal product range, this Dev Priya Product boasts of total packaging solutions under one roof. Dev Priya Product Ltd believes in strong mill to dealer relations and most of our dealers have been associated with the mill since beginning. Also on the ecological front, it has been our endeavour to minimize the fresh water consumption used for paper making. The company recycles most of the waste water after storing them in save alls. Only the surplus water is discharged from the mill after being treated in the Effluent Treatment Plant.

Contact Us Registered Office & Works Dev Priya Product Limited, Village Saini, 8th KM, Mawana Road Meerut - 250 005 Uttar Pradesh info@devproduct.com Tel. 0121 2620133, 2620933 Fax. 0121 2621904 Corporate & Marketing Office Dev Priya Product Limited, 4, Shankar Vihar, 2nd Floor Vikas Marg Delhi - 110 092 sales@devproduct.com Telefax. 011 22013156, 22013159, 22460457

For trade enquiries, Mr. Ramasrey and Mr. Pankaj Bhatia, Marketing Executives at Delhi office can be contacted any time during office hours.

About Our Plant

Production Unit We have two production units which manufacture Kraft & Duplex Board. These products are used in packaging industries across the country. Unit 1 A multi-cylinders mould plant for manufacturing of virgin kraft, white top liner kraft, file board, insulation, kraft board. This product is used in packaging industries for making heavy cartons for fridge, T.V. and other heavy industrial products. LG Brown: 180-300 Korean Shade: 180-230 White Linear: 180-300 File Board in all colours: 245-550 Natural: 150-300 MBI: 180-230 Unit 2 A multi-cylinders mould plant for manufacturing of coated / uncoated of duplex board of good quality. This product is used to make packaging cartons used by packing industries viz. soaps, paste, apparels, tea, pharmaceuticals and various other industries. LWC: 230-500 Pearl Grey Board: Pearl White Board: Pearl Kraft Board:

230-500 230-500 230-500

Cutter 9

The company has recently taken a major decision to invest USD 1 million to by Duplex synchronized cutter from Taiwan with a goad to grow and provide high quality product to printers especially in Northern India. The cutter is expected to start by Feb, 2008. The outstanding features and advantages of this cutter are as following: Consistent Quality: Ability to cut the sheets with +/-0.5 mm accuracy Zero Dust Particles: The finished paper board will be dust free which will ensure no ham to the printing machines. 100% Finishing: When a printer buys duplex board finished on local cutters, he has to re-finish the material before feeding into the printing machine. But duplex board finished with tis cutter can be fed directly to printing machine which will ultimately reduce the paper wastage & will lead to time savings to a great extent Fully Automatic: It involves fully automatic procedure of counting and packing of sheets, thereby resulting in less labor involvement and buyer will get the untouched duplex board. Maximum Width: It is India's largest cutter in size with 3400 mm width Fast Cutting Speed: It can cut the sheets with a remarkable speed of 200 m/min which ensures that it will take care of entire production of duplex board a t Dev Priya Product. Excellent Output: The output is standardized and achievers economies of scale. Dev Priya Product Limited

Product Range
Product of Kraft ranges from 25 BF to 40 BF and 150 GSM to 450 GSM. For Coated Duplex Board, GSM ranges from 230 to 500 which fulfill the requirement of Indian packaging industry. Snapshots of our products and capabilities are as follows.

KRAFT CAPACITY PRODUCT RANGE 21500 MT PER ANNUM MULTILAYER HIGH BURST FACTOR KRAFT REGULAR KRAFT N.S.KRAFT GOLD KRAFT LINER WHITE KRAFT LINER ABBRASIVE KRAFT KRAFT PAPER FOR BAGS & ENVELOPS 10

RAW MATERIAL GSM RANGE BF FINISH FINISH DECKLE

TEXTILE CONE QUALITY KRAFT WET STRENGTH KRAFT FILE BOARD (IN DIFFERENT COLOURS) PHOTO ALBUM PAPER INSULATION PAPER (FOR ELECTRICAL INDUSTRIES) IMPORTED WASTE PAPER 120 TO 400 25 TO 40 MG/MF 110

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DUPLEX BOARD CAPACITY PRODUCT RANGE 21000 MT PER ANNUM PREMIUM RANGE COATED DUPLEX BOARD PEARL GREY BOARD PEARL WHITE BOARD IMPORTED WASTE PAPER 230 TO 550 230 MG REEL/SHEET REEL/SHEET

RAW MATERIAL GSM RANGE FINISH DECKLE FINISH FORM FORM

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Expansion Plan New Ranges that will be added : Company is planning to add almost all the varities of coated duplex board to make its presence felt everywhere in Indian market.

Machine Make / Specs. Etc. Kraft Machine is an Indian make. Manufacturing BF ranges 25 - 40 in 150 to 550 GSMs and its deckle is 108"- 110". Duplex Board Machine is fabricated and supplied by M/s. Peer Paper Machinery Pvt Ltd., Saharanpur. Manufacturing GSM ranges 230 to 550 and machine deckle is 3.50 metre.

Target Capacity At Kraft machine, it is planned that in near future its production capacity will increase from 100 tpd to 150 tpd in order to feed the ever growing market demand. At Duplex machine, it is planned that by the end of 2007 its production capacity will increase to 225 tpd from 150 tpd.

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"Devpriya" in Magazine

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Dealer Network Company sells its all the products through a wide and strong network of paper dealers across the country in order to make its quality product reachable to every nook and corner of the country.

Marketing

MARKETING & SELLING ARRANGEMENTS: There is a large demand for the products of the company i.e. Kraft paper and Coated Duplex Board all over India and particularly in U.P., Delhi, Haryana, Rajasthan, Maharastra, Bihar, Chhatisgarh, Uttaranchal, West Bengal, Punjab, Andhra Pradesh, Karnataka, Gujarat, M.P. etc. The sales are being managed through a large number of distributors / agents. Shri Sanjeev Gupta and Shri Manish Gupta, Directors, of the company are looking after the marketing portfolio assisted by staff of different skills and different levels. As the Directors are already in the line of manufacturing and having a vast experience of marketing the product hence no problem is envisaged in marketing of enhanced production

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Manufecturing

Process Since we are a 100% waste paper based unit we manufacture all our paper with recycled paper. We use imported and indigenous waste papers which reached to us in bales and in loose condition which further is sorted out with the sorting machines and by the labour and then it is either cooked or sometime it is directly sent to pulp mills for making it into fine pulp. Pulp is sent to Chests for dilution and from here to Head Box and to press to make it flat. From Press it passes through many dryers to drench it water and make it dry and then it reaches to MG for glazing and then again to dryers for drying and then to coater for coating. From coating it reaches to Pope Reel and from here it is cut into various sizes at cutter as per the need of customer.

Machine Type Both the machines of Kraft and Duplex are Mould machines enabling us to manufacture multi layered paper in various BFs and GSMs. Duplex machine is fully on automation with latest PLC system and QCS system. Its deckle at 3.5 metres is the biggest one in north Indian paper mills.

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SWOT ANALYSIS
This project has thrown a light on the strengths, weaknesses, opportunities & the threats Devpriya is facing in the Indian market. These can be summarized as: STRENGTHS: Some of the Strong Point of Devpriya is . 1. It has strong infrastructure for making Packing paper 2. Devpriya is one of the best selling packing industry in western up WEAKNESS 1. Trained staff availability at mawana Road meerut is very difficult 2. So it hamper the production OPPORTUNITIES

As More and more industrial sector are opening in Western UP region so their requirement for packing is also increasing THREATS The cost of paper making is increasing day by day. More and more companies are entering in this sector which is creating compet ion

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CHAPTER 3 OBJECTIVE OF THE STUDY

The broad objective of the study of training policies in Devpriya is to study the impact of training on the overall skill development of workers. The specific objectives of the study are:

1. To examine the effectiveness of training in overall development of skills of workforce. 2. To examine the impact of training on the workers. 3. To study the changes in behavioral pattern due to training. 4. To measure the differential change in output due to training 5. To compare the cost effectiveness in implanting training programmes.

SCOPE OF THE STUDY

The scope of the study covers in depth, the various training practices, modules, formats being followed and is limited to the company Devpriya and its employees. The different training programmes incorporated/facilitated in Devpriya through its faculties, outside

agencies or professional groups. It also judges the enhancement of the knowledge & skills of employees and feedback on its effectiveness.

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CHAPTER 4 LITERATURE REVIEW

TRAINING AND DEVELOPMENT
It is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT

Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results.

TRAINING DEFINED
It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees. Training is activity leading to skilled behavior

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 Its not what you want in life, but its knowing how to reach it Its not where you want to go, but its knowing how to get there Its not how high you want to rise, but its knowing how to take off It may not be quite the outcome you were aiming for, but it will be an outcome Its not what you dream of doing, but its having the knowledge to do it It's not a set of goals, but its more like a vision Its not the goal you set, but its what you need to achieve it Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time. Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development.

Importance of Training and Development

Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve

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the organizational goals as well as their individual goals. Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth. Development of skills of employees Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees Productivity Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality Training and Development helps in improving upon the quality of work and work-life. Healthy work-environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety Training and Development helps in improving the health and safety 21

of the organization thus preventing obsolescence. Morale Training and Development helps in improving the morale of the work force. Image Training and Development helps in creating a better corporate image. Profitability Training and Development leads to improved profitability and more positive attitudes towards profit orientation. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies. Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level suitable to the organizations needs. Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

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Importance of Training Objectives

Training objective is one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. It helps in adhering to a plan. Training objectives tell the trainee that what is expected out of him at the end of the training program. Training objectives are of great significance from a number of stakeholder perspectives. 1. Trainer 2. Trainee 3. Designer 4. Evaluator Trainer The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training.

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Trainee The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise. Secondly, it helps in increase in concentration, which is the crucial factor to make the training successful. The objectives create an image of the training program in trainees mind that actually helps in gaining attention. Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is Set. Therefore, training objectives helps in increasing the probability that the participants

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will be successful in training. Designer The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then hell buy the training package according to that only. The training designer would then look for the training methods, training equipments, and training content accordingly to achieve those objectives. Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider an example; the objective of one training program is to deal effectively with customers to increase the sales. Since the objective is known, the designer will design a training program that will include ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is a defect in a product or when a customer is angry. Therefore, without any guidance, the training may not be designed appropriately. Evaluator It becomes easy for the training evaluator to measure the progress of the trainees because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants.

Training and Human Resource Management

The HR functioning is changing with time and with this change, the relationship between the training function and other management activity is also changing. The training and development activities are now equally important with that of other HR functions. Gone are the days, when training was considered to be futile, waste of time, resources, and . Now-a-days, training is an investment because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. If training is not considered as a priority or not seen as a vital part in the organization, then 25

it is difficult to accept that such a company has effectively carried out HRM. Training actually provides the opportunity to raise the profile development activities in the organization To increase the commitment level of employees and growth in quality movement (concepts of HRM), senior management team is now increasing the role of training. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education.

Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of skill development and covers a multitude of courses.

Role of HRD Professionals in Training

This is the era of cut-throat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HR role now is: 1. Active involvement in employee education 2. Rewards for improvement in performance 3. Rewards to be associated with self esteem and self worth 4. Providing pre-employment market oriented skill development education and post employment support for advanced education and training 6. Flexible access i.e. anytime, anywhere training.

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Models of Training
Training is a sub-system of the organization because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs).

THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization. The System Approach views training as a sub system of an organization. System Approach can be used to examine broad issues like objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA), formulating, delivering, and evaluating. There are 4 necessary inputs i.e. technology, man, material, time required in every system to produce products or services. And every system must have some output from these inputs in order to survive. The output can be tangible or intangible depending upon the organizations requirement. A system approach to training is planned creation of training program. This approach uses step-by-step procedures to solve the problems. Under systematic approach, training is undertaken on planned basis. Out of this planned effort, one such basic model of five steps is system model that is explained below. Organization are working in open environment i.e. there are some internal and external forces, that poses threats and opportunities, therefore, trainers need to be aware of these forces which may impact on the content, form, and conduct of the training efforts.

The internal forces are the various demands of the organization for a better learning 27

environment; need to be up to date with the latest technologies. The three model of training are: 1. System Model 2. Instructional System Development Model 3. Transitional model

System Model Training

The system model consists of five phases and should be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. The steps involved in System Model of training are as follows:
1. Analyze and identify the training needs i.e. to analyze the department, job, 2. employees requirement, who needs training, what do they need to learn,

estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated.
3. Design and provide training to meet identified needs. This step requires

developing objectives of training, identifying the learning steps, sequencing and structuring the contents.
4. Develop- This phase requires listing the activities in the training program that will

assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives.

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5. Implementing is the hardest part of the system because one wrong step can lead to

the failure of whole training program.

6. Evaluating each phase so as to make sure it has achieved its aim in terms of

subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices

Instructional System Development Model(ISD)Model

Instructional System Development model was made to answer the training problems. This model is widely used now-a-days in the organization because it is concerned with the training need on the job performance. Training objectives are defined on the basis of job responsibilities and job description and 29

on the basis of the defined objectives individual progress is measured. This model also helps in determining and developing the favorable strategies, sequencing the content, and delivering media for the types of training objectives to be achieved.

The Instructional System Development model comprises of five stages: 1. ANALYSIS This phase consist of training need assessment, job analysis, and target audience analysis. 2. PLANNING This phase consist of setting goal of the learning outcome, instructional objectives that measures behavior of a participant after the training, types of training material, media selection, methods of evaluating the trainee, trainer and the training program, strategies to impart knowledge i.e. selection of content, sequencing of content, etc. 3. DEVELOPMENT This phase translates design decisions into training material. It consists of developing course material for the trainer including handouts, workbooks, visual aids, demonstration props, etc, course material for the trainee including handouts of summary. 4. EXECUTION This phase focuses on logistical arrangements, such as arranging speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and other training accessories. 5. EVALUATION The purpose of this phase is to make sure that the training

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program has achieved its aim in terms of subsequent work performance. This phase consists of identifying strengths and weaknesses and making necessary amendments to any of the previous stage in order to remedy or improve failure practices.

The ISD model is a continuous process that lasts throughout the training program. It also highlights that feedback is an important phase throughout the entire training program. In this model, the output of one phase is an input to the next phase.

Transitional model focuses on the organization as a whole. The outer loop describes the vision, mission and values of the organization on the basis of which training model i.e. inner loop is executed. 31

Vision focuses on the milestones that the organization would like to achieve after the defined point of time. A vision statement tells that where the organization sees itself few years down the line. A vision may include setting a role mode, or bringing some internal transformation, or may be promising to meet some other deadlines Mission explain the reason of organizational existence. It identifies the position in the community. The reason of developing a mission statement is to motivate, inspire, and inform

the employees regarding the organization. The mission statement tells about the identity that how the organization would like to be viewed by the customers, employees, and all other stakeholders. Values is the translation of vision and mission into communicable ideals. It reflects the deeply held values of the organization and is independent of current industry environment. For example, values may include social responsibility, excellent customer service, etc. The mission, vision, and values precede the objective in the inner loop. This model considers the organization as a whole. The objective is formulated keeping these three things in mind and then the training model is further implemented.

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Training Implementation
To put training program into effect according to definite plan or procedure is called training implementation. Training implementation is the hardest part of the system because one wrong step can lead to the failure of whole training program. Even the best training program will fail due to one wrong action. Training implementation can be segregated into: Practical administrative arrangements Carrying out of the training

Implementing Training
Once the staff, course, content, equipments, topics are ready, the training is implemented. Completing training design does not mean that the work is done because implementation phase requires continual adjusting, redesigning, and refining. Preparation is the most important factor to taste the success. Therefore, following are the factors that are kept in mind while implementing training program:

The trainer The trainer need to be prepared mentally before the delivery of content.
Trainer prepares materials and activities well in advance. The trainer also set grounds before meeting with participants by making sure that he is comfortable with course content and is flexible in his approach.

Physical set-up Good physical set up is pre-requisite for effective and successful
training program because it makes the first impression on participants. Classrooms should 34

not be very small or big but as nearly square as possible. This will bring people together both physically and psychologically. Also, right amount of space should be allocated to every participant. Establishing rapport with participants There are various ways by which a trainer can establish good rapport with trainees by: Greeting participants simple way to ease those initial tense moments Encouraging informal conversation Remembering their first name Pairing up the learners and have them familiarized with one another Listening carefully to trainees comments and opinions Telling the learners by what name the trainer wants to be addressed Getting to class before the arrival of learners Starting the class promptly at the scheduled time Using familiar examples Varying his instructional techniques Using the alternate approach if one seems to bog down

Reviewing the agenda At the beginning of the training program it is very

important to review the program objective. The trainer must tell the participants the goal of the program, what is expected out of trainers to do at the end of the program, and how the program will run. The following information needs to be included: Kinds of training activities Schedule 35

 Setting group norms Housekeeping arrangements Flow of the program Handling problematic situations

Training Evaluation
The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines. Purposes of Training Evaluation The five main purposes of training evaluation are: Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training.

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Control: It helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee) uses the
evaluative data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are aligned with
the expected outcomes.

Process of Training Evaluation Before Training: The learners skills and knowledge are assessed before the training
program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on

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the methods used and whether those methods confirm to the candidates preferences and Learning style.

During Training: It is the phase at which instruction is started. This phase usually
consist of short tests at regular intervals

After Training: It is the phase when learners skills and knowledge are assessed again
to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase.

Techniques of Evaluation
The various methods of training evaluation are: Observation Questionnaire Interview 38

 Self diaries Self recording of specific incidents

Quality
Particularly in those industries, which have to compete in international markets, the management made clear links between training policies and the quality of work.

Change in Corporate culture

Continuous training was used to transmit new business strategies and new organisation culture.

Organisational Development
In some organisation where financial responsibilities were being decentralized, the training function was also getting decentralized. In other training dept was abolished altogether and all managers were made responsible for instruction and training.

Flexible working practices

Company made a major training program after making two third work forces redundant. This involved both vocational training and encouraging employee to take educational courses in their free time.

Training and employment package

In certain companies training formed part of the pay packet offered to employees. It also had a bearing on the Lab our turnover percentage of employee. In other way we can say its like cost to company.

Corporate structure
In some instances I became difficult for managers to meet business objectives because they had in sufficient control over recruitment and training decision. In some other cases

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rivalries between different divisions of same company, prevented the integration of coherent training and personal policies at central level.

The role of professinal trainers

The findings suggest that the role of the professional trainer had undergone significant changes. He is today not only a mere provider or organiser of training but also is being seen as an agent or facilitator of change. This because today the management is integrating training into the very culture of their organisation. In some organisation the trainers now have access to key decision-makers and have established greater legitimacy for training and development activities.

Corporate and individual training needs

Evidence suggests that numbers of organisation are effectively integrating their training and business strategies and progress has been made in training for organisational development. Although the need for continuing training of manager and professional is being assessed on a more systematic basis this has not been extended more widely.

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TYPES OF TRAINING METHODS ADOPTED BY DEVPRIYA

The training methods which are generally used in an organization are classified into two i.e.

1) On the job: On-the-job training places the employees in an actual work situation
and makes them appear to be immediately productive. It is learning by doing. For jobs, that either are difficult to simulate or can be learn quickly by watching and doing on-thejob training makes sense. One of the drawbacks to on-the-job training can be low productivity while the employees develop their skills. Another drawback can be the errors made by the trainees while they learn. However, when the damage the trainees can do is minimal, where training facilities and personnel are limited or costly, and where it is desirable for the workers to learn the job under normal working conditions, the benefits of on-the-job training frequently offset its drawbacks.

(ii) Job Instruction Training: JIT consists of four basic steps:

(a) Preparing the trainees by telling them about the job and over coming their uncertainties (b) Presenting the instruction, giving essential information in a clear manner; (c) Having the trainees try out the job to demonstrate their understanding; and (d) Placing the workers into the job, on their own, with a designated resource person to call upon should they need assistance.

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2) Off the job: Off-the-job training covers a number of techniques classroom

lectures, films, demonstrations, case studies and other simulation exercises, and programmed instruction. The facilities needed for each of these techniques vary from a small make shift classroom to an elaborate development center with large lecture halls, supplemented by small conference rooms with sophisticated audiovisual equipment, twoway mirrors, and all the frills.

(i) Classroom lectures/conferences: The lecture or conference approach is well

adapted to conveying specific information rules, procedures, or methods. The use of audiovisuals or demonstrations can often make a formal classroom presentation more interesting while increasing retention and offering a vehicle for more interesting while increasing retention and offering a vehicle for clarifying more difficult points. The lectures liabilities include possible lack of feedback and the lack of active involvement by the trainees.

(ii) Simulation exercises: Any training activity that explicitly places the trainee in an
artificial environment that closely mirrors actual working conditions can be considered a simulation. Simulation activities include case exercises, experimental exercises, complex computer modeling, and vestibule training.

(iii)Vestibule training: In vestibule training, employees learn their jobs on the

equipment they will be using, but the learning is conducted away from the actual work floor. In the 1980s many large retail chains train cashiers on their new computer cash registers which are much more complex because they control inventory and perform

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other functions in addition to ringing up orders in specially created vestibule labs that simulated the actual checkout-counter environment. Training, as a process of long tem learning is essentially a developmental tool.. By effectively utilizing this tool, the organization expects to achieve career objectives. Contribute towards the career progressions of the employees by importing knowledge of an additional or reinforcing nature, developing skills and bringing about desired attitudinal changes among them. This would not merely prove effective in assisting them to achieve organizational goals but also enable enhancement of their self esteem and self confidences to face external challenges. Ours is a changing and dynamic organization which has to pay considerable emphasis on training and retraining its employees to enable them to be competent, committed and has the capacity to change according to the external and internal demands and pressures. Training of employees is not merely the responsibility of the management or the training cell alone, but the responsibility of department managers as well. The human resource department must enable the involvement of the department managers in the process of employee training and development.

ASSESSMENT OF TRAINING NEEDS

There are five steps towards the assessment and analysis of training and development of the organization. Collection of information through interviewing and discussing with key personnel both inside and outside the organization or specific departments;

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observing the work place, working conditions, processes and outcomes; examining records, other written information and annual employee appraisal. Compare performances of each department and each employee against objectives, targets and standards set for them and keeping in mind future work requirements in the organization. Identify cause of problems faced by the organization to enable the management to train the employees in handling the problems as well as solving the problem in a satisfactory manner. Segregate identified problems into problems requiring staff development action such as training and into problems requiring other management actions, so that these problems are accurately addressed. Prioritize training actions in accordance to where the training need is more urgent.

TYPES OF TRAINING ADRESSING VARIOUS TRAINING NEEDS;

Entry training involving new recruits and employees required to take a new job. Problem resolution training to meet a shortfall or deficiency in job performance. Training for change to prepare employees for job identified in near future. Development to equip employees to meet organizational changes in future.

Training in Global Business World

With the expansion of the organization, Human Resource job in no longer limited to their 44

native country but has extended worldwide. Localization is a key to successful expansion that helps in improving upon workforce connections, doing the work effectively and efficiently, and reducing global turnover. As the organizations are expanding globally, training has become quite an essential ingredient to improve performance. However, unavailability of budget necessary to achieve goals results the training function to be at the bottom of priority list. Besides that, managers do not fully adapt according to the local environment for the transfer of training. Very often, managers use minimum of locally suitable resources or the most critical material like employee handbooks. Training success in various countries requires cross cultural literacy i.e. understanding of how cultural differences across nations can affect the way training is given. At the same time, different cultures may or may not be supportive in the transfer of training, in the sense that cultural factor may lower or raise the cost of training.

Case Study A very brilliant marketing professional went to Arab for the sale of his
Companys soft drink. But he came back with no results. When asked about the failure of the mission, he answered that he prepared three cartoons. Cartoon-1- Displaying a man looking exhausted and tired, is walking in desert in scorching heat. Cartoon-2- Displaying the same man opening bottle and drinking the soft drink. Cartoon-3- Displaying the man feeling alive and refresh again. Though, his strategy was good, unfortunately fails because he was unaware that Arab people read from right to left. Moral here is localization is a key to success. There are some major barriers in the transfer of training when it comes to giving training

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in other countries.

Culture
1. Values and Norms 2. Attitude 3. Age, Gender, and Professional Status

Language
1. Spoken 2. Unspoken

Social Structure
1. Individual 2. Assumptions 3. Group

Culture - Factor in Global Training Program

Communicating the information to different people from different cultures and different nationalities can give rise to many problems. Many simple things that seem simple and straightforward to communicate become difficult when it comes to communicating in different environment. Giving training in ones own culture is quite different from giving training in different culture. Being a good trainer is not the only requirement but understanding socio-economic and cultural backgrounds has now become an important part.

Values, norms, attitude are the building blocks of culture. Values means what a group of people believes to be good, bad, right, or wrong. Norms means the social rules and 46

guidelines that prescribe appropriate behavior. Attitude disposes a person to act in a certain way toward something in certain situation. A trainer giving training in different culture has to keep these things in mind before delivering content.

Instances: A good case that concerns attitude towards time in different cities: People are very punctual in United States.

People from US tend to come little early for any meeting, or when invited for dinner, party to someones home because in their culture it is considered to be polite to arrive on time. In Great Britain, people tend to come late for any appointment. If called at 5 P.M., that means come at 5.30 or 6 P.M. Even for Argentineans, coming on exact time is far too early. For instance, In US, if the trainer gets late for a scheduled training session it is treated as a breach of etiquette. And it may result in loss of trainers respect and failure in transfer of training. Age, Gender, and Professional Status Different cultures give different regard to age, gender, and professional qualification. For example, in Japan, people give high regard to older people. Older people are regarded as having greater knowledge, skills, wisdom, and abilities. Respect in the sense that people are more willing to listen to and seriously consider the information. In such a culture, a young trainer might have to work harder to gain attention and face problems in executing the program and transfer of training. Similarly, some countries are also biased about the gender. Like in Gulf countries, womens role is limited to households only. In such a culture, it is not possible for women trainers to undergo training programs because people will not be as receptive as in other culture.

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Same is with high professional status- the higher the qualification of the trainer, the more will be the importance attached to the information.

Language Problem in International Training and Development Programs

Language comprises of both spoken and unspoken means of communication. Bestest of the best training program will fail if trainer is not well versed in communicating trainees language. Language is one of the most important ingredients of culture.

Spoken Language Trainees receiving training prefer to speak in their own language
and trainer being able to speak the local language can help establishing rapport among trainees, which may be very important for the transfer of training. Language is one of the major barriers when it comes to giving training in cross-cultural environment. Chinese is the mother tongue of the largest number of people (shown below), followed buy English and Hindi.

Percentage of the people speaking their first language

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Unspoken Language means non-verbal communication, a very important part of

communication. It is a communication that uses body movements and gestures such as, raising eyebrows, smiling, hand movements, facial expressions, etc. A failure to understand unspoken language can lead to a failure of communication because body language is not the same in every culture.

For instance, raising eyebrows is a sign of recognition in most cultures, but in some cultures, its not. Similarly, making a circle with the thumb and forefinger is a friendly gesture in the US, but it is obscene invitation in Turkey and Greece. Also, thumbs-up gesture is used to indicate that its fine in the US and Europe, but it is vulgar gesture in Greece. Another case of unspoken language is the amount of distance between the persons talking to each other. In Latin America, the distance adopted by parties in a business discussion is 3 to 5 feet while in the US, it is 5 to 8 feet. In the training context, if the trainer gives training in Latin America and maintains a much larger distance than desired in their

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culture, then in turn, it may result in a regrettable lack of rapport between the trainer and the trainee. Therefore, using the right body language is very important in cross-cultural training.

Global Training Class Social Structure

Social Structure refers to basic social organization. It consists of many aspects such as, the degree to which the social organization laid emphasis on the individual, as opposed to the group.

Individualism
Some countries emphasizes on individual achievement. Western countries emphasize on individual performance, this in turn, leads to high level of creativity, high degree of managerial mobility, entrepreneurial activity, etc. On the other hand, encouraging individualism also make it difficult to work in teams. It may be difficult for them to cooperate which may serve as an obstruction in smooth flow of training. Group In most of the countries, group is the primary unit of organizations. Like in Japan, the social status of an individual is determined as much as in by standing of the group. This may lead to better cooperation; on the other hand it suppresses entrepreneurial activity, individual creativity, etc. This in turn, may result, in loss of recognition of individual achievement at work after training.

Therefore, trainer has to keep in mind the factor of the individual and the group while giving training because encouraging a particular individual in Japan might be considered as impolite or vice-versa

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Assumptions We all make assumptions every day. It may be positive or negative, good or bad. Assumptions influence our attitudes, perceptions. Most people see what they want to see and believe what they want to believe. It some times leads to coinciding and some time clashes. This tendency to make assumptions and forming attitudes regarding certain things can be a big problem in a cross-cultural training. Differences in assumptions can some times be very problematic. As an example, trainer may believe that if the trainees do not question, they understand the content. On the other hand, trainees may believe that if they will ask question, the trainer might think they are dull. Presumptions can some times result in disrespect, distrust or resistance to change behavior after training. For instance, trainees might misinterpret trainer because of his different accent, appearance, style, or anything. Lack of interest of trainees de motivates trainer to transfer expertise and skills. This can lead to discomfort and misjudging the others motives and goals It is important to analyze the audience on the factors of customs, values, and language in case of cross-cultural training.

Stakeholders in Training
There are three major stakeholders in training program 1. The Organization 2. The Trainee 3. The Trainer Stakeholders in the training take a training plan forward, perhaps over a period of one year, and sets parameters and priorities for the implementation stage. General Questions, which are asked in relationships to the training systems, are: 51

 What type of training is required? Why the training is required? What is the budget of the training? What are the most sensitive and critical areas? How the training will be carried out? By whom the training program will be carried out? Where and when will the training program be carried out?

Role of Organization in Training and Development

Questionnaire on Study on Effectiveness of Training & Development

An organization has a very close relationship with the trainee and the trainer because it is 52

the first contact for both. The demand for the training in the organization increases when the organization wants: To hire new people training as a means of training new recruits To Expand When the company wants to increase its headcount To increase certain number of staff (in position) by a certain date To enhance the performance of employees Organizations name to be a part of training unit. Demand for training also increases when there is change in the nature of job, change in taste of consumer, change in methods of product development, etc. The organization goes through the following steps for the transfer of training to the field.

Trainee Role of Trainee in Transfer of Training

But the problem arises when the organization outsource the training process. In this situation the organization assumes that the trainer must be aware of the type of training 53

need s of the participants and their organization and their content will meet those needs. This leads to failure of the program, which results in collusion. Therefore, its a foremost duty of the organization to make the trainer and their organization aware of their culture, climate, responsibilities of organization, etc. The trainee is a major stakeholder in a training program. The whole training program is developed for the trainees only. Each candidate plays an important role in the transfer of training because one participants attitude regarding the training influence the other participants and also each participant can assist by advancing the learning process to realize the training objectives. Participants willingness to invest in the program is directly proportional to the benefits of the learning that the trainee could expect. Each participant forms their own perception towards training. Some perceptions remain the same during the program, while some faded depending upon the assessment of a program by the participant

Some personal factors that affect the trainees learning are:

Family Situation Personal Problems Relation between the training program and personal objective Level of self esteem Benefits expected from training Comfort level with the trainer Learning style of trainee KSA of trainee

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 Previous training experiences Desire for professional growth and development Some environmental factors that affect the trainees learning are: Relationship with colleagues and subordinates Training team Trainer team Training objective Content of training Training design i.e. methods, techniques, and strategies Environment in the program Composition of training group Infrastructure i.e. eating facilities, tea/coffee breaks No matter how good the training program is, in the end it is the participant only who decides whether to change his behavior or not. Trainees do not change their behavior merely because someone tells them to do. They change when they feel there is a need of it. They do it with their own learning style. The trainer and the organization can only try to remove the mental blocks of the trainee, rest depends on trainee itself.

Importance of Trainer, Role of Trainer

The effective transfer of training depends a lot on the trainer because it is the trainer only who can remove the mental block of trainee, motivate the trainee to learn, delete the negative perception of the trainee regarding the training. Besides all that, a lot depends on personality of trainer also.

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(3) a computer (4) a disc drive, the computer controls the video or video disc. Disc drive loads a programme into the computer.

5) Tele-conferencing:
A two way audio and one way video system. It is used nowadays by many institutions for education and training purpose.

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CHAPTER 4 RESEARCH METHODOLGY

Interview Preparation of the summary expressed Recommendation of fall back site Questionnaire design

RESEARCH DESIGN
Descriptive Design.

Sample Size:
To understand the training and development scenario at Devpriya Mobile and what the trainee really feels about the training they have undergone and further what kind of training they look for. Do they really look for any kind of training or not? To study the above aspect we covered almost about 40 people from almost all the department at of the company Devpriya Mobile

TOOLS USED FOR DATA COLLECTION

Primary data collected through questionnaires and informal interviews. Secondary data collected through magazines, journals, websites, and other corporate publications

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PROCEDURE FOR DATA COLLECTION.

Communication, asking questions and receiving a response in person Visiting the various organizations, libraries, internet and also preparation of the questionnaire with the help of the project guide.

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LIMITATIONS
Every scientific study has certain limitations and the present study is no more exception. These are: 1. The terminology used in the subject is highly technical in nature and creates a lot of ambugity. 2. All the secondary data are required were not available. 3. Respondents were found hesitant in revealing opinion about supervisors and management.

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CHAPTER 6 DATA ANALYSIS AND INTERPRETATIONS

Q1.Your Organization considers training as a part of organizational strategy. Do you agree with this statement? Response Agree Disagree Partly Agree Cant Say Total
60 50 40 30 20 10 0 AGREE DISAGREE PARTLY AGREE CANT SAY

No. Of Respondants 13 1 4 7 25 52 4 16 28 100

Percentage

Series1

Interpretation:The above graph indicates that Organization considers training as a part of organizational strategy.
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Q 2. How many training programmes will you attend in a year? Response Less than 10 10 - 20 20 40 More than 40 Total
60 50 40 30 20 10 0 LESS THAN 10 10 20 20 - 40 MORE THAN 40

No. of respondants 14 2 6 3 25

Percentage 56 8 24 12 100

Series1

INTERPRETATION:The above chart indicates that less training programmes are held in the organization.

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Q 3. To whom the training is given more in your organization? Response Senior staff Junior staff New staff Based on requirement Total No. of respondants 3 5 6 13 25 Percentage 12 20 24 52 100

60 50 40 30 Series1 20 10 0 SENIOR JUNIOR NEW STAFF BASED ON REQMT.

INTERPRETATION:Training is provided on the basis of requirement.

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Q 4. What are all the important barriers to Training and Development in your organization? Response Time No. of respondants 5 4 Lack of interest by staff Non-availability of skilled trainer Total 6 10 25 Percentage 20 16 24 40 100

45 40 35 30 25 20 15 10 5 0

Series1

INTERPRETATION:The above graph indicates that the important barriers to Training and Development in the organization is Non-availability of skilled trainers.

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Q 5. Enough practice is given for us during training session? Do you agree with this statement? Respondants Strongly Agree Agree Somewhat agree Disagree Total
60 50 40 30 Series1 20 10 0 STRONGLY AGREE AGREE SOMEWHAT AGREE DISAGREE

No. of respondants 14 2 6 3 25

Percentage 56 8 24 12 100

INTERPRETATION:This graph indicates that enough practice is given for employees during training sessions.

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Q6. The training sessions conducted in your organization is useful. Do you agree with this statement? Respondants Strongly agree Agree Somewhat Disagree Total No. of respondants 15 5 5 0 25 Percentage 60 20 20 0 100

70 60 50 40 30 20 10 0 STRONGLY AGREE AGREE SOMEWHAT AGREE DISAGREE Series1

INTERPRETATION:The above graph indicates that the training sessions conducted in the organization is useful.

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Q7. Employees are given appraisal in order to motivate them to attend the training. Do u agree with this statement?

Respondants Strongly Agree Agree Somewhat Disagree Total

No. of respondants 14 6 3 2 25

Percentage 56 24 12 8 100

60 50 40 30 Series1 20 10 0 STRONGLY AGREE AGREE SOMEWHAT AGREE DISAGREE

INTERPRETATION:The above graph shows that Employees are given appraisal in order to motivate them to attend the training.

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Q8. What are the skills that the trainer should possess to make the training effective? Respondants Technical skills People skills or Soft skills Generalist makes better Personnel managers than Specialist Fond of talking to people Total
35 30 25 20 15 10 5 0 TECH. SKILLS SOFT SKILL GENERALIST TALKATIVE Series1

No. of respondants 8 6 6

Percentage 32 24 24

5 25

20 100

INTERPRETATION:The above graph indicates that the trainer should possess technical skills to make the training effective

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Q9. What are the general complaints about the training session? Respondents Take away precious time of employees Too many gaps between the sessions Training sessions are unplanned Boring and not useful Total
45 40 35 30 25 20 15 10 5 0 Take away Too many gaps precious time of between the employees sessions Training sessions are unplanned Boring and not useful Series1

No. of respondents 4 10 6 5 25

Percentage 25 40 15 20 100

INTERPRETATION:The above graph indicates that there are two many gaps between the training sessions.

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Q10. Reason for shortage of skilled man power at workplace are : Respondats Lack of planning Lack of support from senior staff Lack of proper guidance and training at workplace Lack of quality education at primary and secondary level Total No. of respondants 5 10 8 Percentage 20 40 32

25

100

45 40 35 30 25 20 15 10 5 0 Lack of planning Lack of support Lack of proper Lack of quality from senior staff guidance and education at training at primary and workplace secondary level Series1

INTERPRETATION:The above graph indicates that reason for shortage of skilled man power at workplace are lack of support from senior staff.

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CHAPTER 7

FINDINGS

1. The firms follow an effective training process.

2. The training is given to those employees who need it.

3. But the barrier for the training process in the organization is the non-availability of skilled trainers.

4. There are gaps between the training sessions organized by the company thats why trainees lost touch with that.

5. As the work load is much on employees therefore less attention is given to training sessions by the employees.

6. The Organization also appoints trainers from outside or from different firms to ensure better training to its employees.

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CONCLUSIONS/ SUGGESTIONS
Under noted few suggestions cum conclusion can be taken as for implementation to reap furtherest benefits. Making training and development process and entirely in house activity to reduce cost. It is found that the average age group of trainees are in their twenties or early thirties which signifies that the consumer durable industry need more of young blood as enthusiasm is an integral part of the industry. The maximum emphasis is given to job instruction methods where the trainee are made to understand their job thoroughly and the role they are going to play in performing their job. Lecture as well as the presentation is the major part of imparting the education and training them. The training objective are in keeping with needs and abilities of the trainee and it is this that proves to be the major reason for success of the training as whole...

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BIBLIOGRAPHY
BOOKS:
David A. Decenzo/Stephen P. Robins (2004) Personal and Human Resource Management A. Monappa (2004), Personal Management Allan Pepper (1999) A Handbook on Training and Development

WEBSITES:
www.devpriya.com www.wikipedia.org

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ANNEXURE
Q1.Your Organization considers training as a part of organizational strategy. Do you agree with this statement? Q 2. How many training programmes will you attend in a year?

Q 3. To whom the training is given more in your organization? Q 4. What are all the important barriers to Training and Development in your organization?

Q7. Employees are given appraisal in order to motivate them to attend the training. Do u agree with this statement? Q8. What are the skills that the trainer should possess to make the training effective? Q9. What are the general complaints about the training session? Q10. Reason for shortage of skilled man power at workplace are :

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