Embed Size (px)
Citation preview
A
PROJECT REPORT
ON
Study on perception of employees regarding the training and development programmes
AT
JUBILANT ORGANOSYS LIMITED
Submitted For the Partial fulfillment of the Degree Of
Master of Business Administration (2009-11)
Submitted To : Submitted By :
Ms. Bharti Mam ANSHU SHARMA
Asst. Prof., MBA MBA II Sem
MITS, LAXMANGARH
MODY INSTITUTE OF TECHNOLOGY & SCIENCE
LAXMANGARH, RAJASTHAN
Table of Content
CHAPTER
NO. CONTENTS
1 Introduction to the Company
Company profile
Company leadership
Promise & vision of the company
Corporate overview
Jubilant worldwide
Product profile
Jubilant Organosys at Gajraula
Organization Chart
2 Objectives
3 Review of literature
4 Training & Development Introduction
5 Research Methodology
6 Analysis & Discussion
7 Conclusion
8 Suggestions
List of Tables
TABLE
NO. CONTENTS
4.1 Awareness regarding training & development programmes
4.2 Source of information regarding details of trainig & development programmes
4.3 Frequency of conducting training and development programmes
4.4 Frequency of attending training and development programmes
4.5 Interaction of trainees with trainer during training sessions
4.6 Reasons for not attending the training & development programmes
4.7 Reasons which create a negative impact during training sessions
4.8 Satisfaction level of employees.
4.9.1 Importance of location
4.9.2 Importance of training techniques
4.9.3 Importance of practical exposure.
4.9.4 Importance of Areas covered.
4.9.5 Importance of Trainers skills.
List of figures
TABLE
NO. CONTENTS
4.1 Graph showing awareness regarding training & development programmes
4.2 Graph showing source of information regarding details of training & development programmes
4.3 Graph showing frequency of conducting training and development programmes
4.4 Graph showing frequency of attending training and development programmes
4.5 Graph showing interaction of trainees with trainer during training sessions
4.6 Graph showing reasons for not attending the training & development programmes
4.7 Graph showing reasons which create a negative impact during training sessions
4.8 Graph showing satisfaction level of employees.
4.9.1 Graph showing Importance of location
4.9.2 Graph showing Importance of training techniques
4.9.3 Graph showing Importance of practical exposure.
4.9.4 Graph showing Importance of Areas covered.
4.9.5 Graph showing Importance of Trainers skills.
Acknowledgement
First of all I would like to thank almighty God that he gave me such a wonderful chance
of doing a summer project in such a good organization. Summer training is an important
part of M.B.A schedule and I would like to express my heartiest gratitude towards
Jubilant Organosys ltd., Gajraula for giving me this opportunity.I hereby take the
opportunity to express my profound sense of reverence and gratitude to all of them who
helped me in the successful completion of this project.
I sincerely thank Mr. J.L Gupta (HOD HR) Jubilant Organosys Ltd., under whose
guidance and support this project was successfully completed .With the cooperation of
the entire HR team at the Gajraula plant the work on the given project was made a
remarkable learning experience.
I would also like to extend my words of thank to the entire team comprising, Mr. J L
Gupta(DGM),Mr. Varun Kumar ( Manager), Mr. Manoj Sharma(Manager), Mr. Brajraj
Raj Singh ( Manager), Mr. Satadru Chakraborty & Mr Rakshit Joshi & the Faculty
Members, Mody Institute of Technology & Science, Laxmangarh (Raj.) for their ever
willing and constant encouragement in the preparation of the project.
Now at last I would also like to thank my parents who were constant source of inspiration
and support which lead to successful completion of this report.
ANSHU SHARMA
PREFACE
Management Training has gain rapid and tremendous importance over the past few years management was previously considered as a inborn art or talent, but in today’s fast developing world, this has been modified.
I undertook Ten weeks (starting from 26th April, 2010 to 7th July, 2010) summer training in JUBILANT ORGANOSYS LTD, GAJRAULA as an essential and obligatory part of MBA program of MITS, LAXMANGARH.
The report embodies the result of the project. I deem it as a matter of great fortune to get summer training at such highly reputed company.
DECLARATION
I, Anshu Sharma, student of MBA II Sem, from MITS, LAXMANGARH (Raj.) Deemed
University (MITS) here by declare that all the information, facts, finding furnished are
Based on my indigenous work and are original in nature. This information is used for
Academic purpose only. Any resemblance for the existing work is purely coincidental.
Introduction to the company
Jubilant Organosys is the largest specialty chemical company in India and is one of the
largest custom research and manufacturing services (CRAMS) companies, a leading
active pharmaceuticals ingredients player and the largest drug discovery services provider
out of India. It has presence across the pharmaceuticals value chain right from drug
discovery services which include bioinformatics, chemistry services and clinical research
to custom research and manufacturing for advance intermediates, fine chemicals and
active pharmaceutical ingredients and dosage forms. It operates in four businesses areas –
life science products and specialty chemicals, oil and gas (exploration and production),
food, and services.
Jubilant Organosys has four manufacturing locations in India situated at Gajraula (in
Uttar Pradesh), Nanjangud (in Karnataka), Nira (in Maharashtra) and Samlaya (in
Gujarat) and a US FDA approved manufacturing facility for dosage forms in Maryland,
USA. The Indian CGMP compliant facility for manufacturing finished dosage forms in
Roorkee, Uttarakhand is operational and is ready to undergo inspection by USFDA,
UKMHRA and other regulatory bodies. The company is the largest exporter of specialty
Chemicals from India. Vam Organic Chemicals Ltd changed its name to Jubilant
Organosys along with its logo and company colors in a massive re-branding exercise
undertaken in the last quarter of 2001. The change of name projects strong move to value
chain while earlier emphasis was on commodity chemicals. The new name, Jubilant
Organosys, reflects the company’s current and future direction with the added consumer
promise of “Making science work for you”, since many chemicals manufactured and
marketed by Jubilant Organosys are now used in a host of consumer products “Jubilant”
symbolizes positivity, dynamism, triumph, and joy, all of which guide and shape the
company’s collative experience and efforts. ”Organosys” suggests life and nature. “Sys”
embodies the company’s emphasis on systems, synthesis and science. The combination
powerfully positions the new name to reflect the company’s “Science Active” approach
that seeks to continuously apply scientific knowledge to enrich the quality of life. The
change of name to Jubilant Organosys is a real shift in strategy lead by R& D.Jubilant
Organosys has world class ISO9001 certified plant at Gajraula, near Delhi, Nira near
Pune and Samlaya near Vadodara. The Gajraula plant has already implemented
ISO14001.The jubilant logo is a bird in fight designed to communicate the joy and
freedom of life. In addition, the general perception was that Vam Organic was only in
alcohol-based Industry and relatively few people knew that it was the flagship of a large
and diversified group which has interest in chemicals and biotechnology, food and
ventures. It was, therefore, decided to create a new group identity called Jubilant
Corporation to focus and establish common corporate values across different businesses
with the promise of, namely, caring, sharing, and growing together. Apart from jubilant
Organosys, the other companies that companies under the umbrella of Jubilant
Corporation are Jubilant Biosys, Network Programs, Digital Talkies, Domino’s Pizza,
Hot Breads, Food Express Stores, Jubilant Enpro, Geo Enpro Petroleum, Dyno-Enpro
oilfield Chemicals and AIA capital. The jubilant bird will also be used as the group logo
for all the sectors of the newly named Jubilant Corporation.
COMPANY PROFILE
INTRODUCTION OF JUBILANT
Type Public
Founded Gajraula, (UP), India (1978)
Corporate office Noida. (UP), India
Area served Worldwide
Key people Shyam S Bhartia & Hari S Bhartia
(CMD) (CCMD)
Industry Chemical
Revenue ▲USD 1 Billion (2009)
Employees ▲3000 (2009)
Divisions Jubilant in India
Head office – Noida , (UP). India
Jubilant Organosys Ltd, Gajraula (UP)
Jubilant Biosys Ltd, Bangalore
Jubilant Chemsys Ltd, Noida (UP)
Clinsys Clinical Research Ltd. Noida (UP)
Jubilant First Trust Healthcare Ltd, Kolkata
Jubilant Infrastructure Ltd, Noida (UP)
Specialty Molecules Pvt. Ltd Ambernath, Maharashtra
Jubilant in USA
Hollister- Stier Laboratories –LLC, (Washington)
Clinsys Clinical Research Inc,(Bedminister)
Cadista Pharmaceuticals Inc (Maryland)
Jubilant Organosys Ltd,(USA)
Jubilant in Canada
DRAXIS Specialty pharmaceuticals,Inc(Kirkland)
Jubilant in Belgium
Jubilant Pharmaceuticals N.V. (Merelbeke)
PSI Supply N.V. (Merelbeke)
Jubilant in China
Jubilant Organosys (Shanghai) Ltd
COMPANY LEADERSHIP
Dr. J M Khanna
Executive Director & President - Life Sciences
S N Singh
Executive Director - Chemicals
S Bang
Executive Director - Manufacturing & Supply Chain
H K Khan
Director
Abhay Havaldar
Director
Arabinda Ray
Director
Dr. Naresh Trehan
Director
Surendra Singh
Director
OUR VALUES
We will carefully select, train and develop our people to be creative, empower them to take decisions, so that they respond to all customers with agility, confidence and teamwork
We stretch ourselves to be cost effective and efficient in all aspects of our operations and focus on flawless delivery
to create and provide the best value to our customers
By sharing our knowledge and learning from each other and from the markets we serve, we will continue to surprise our customers with innovative solutions
With utmost care for the environment and
safety, we will always strive to excel in the quality of our processes, our products and our services
DEPARTMENT IN JUBILANT ORGANOSYS LTD
HUMAN RESOURCES
PRODUCTION
SUPPLY CHAIN MANAGEMENT
PURCHASE
ACCOUNTS
QUALITY CONTROL
QUALITY ASSURANCE
SECURITY
INFORMATION TECHNOLGY
PROJECT MANAGEMENT
RESEARCH & DEVELOPMENT
ADMINISTRATION
CORPORATE OVERVIEW
Jubilant Organosys Ltd is the largest specialty Chemicals Company in India and the
leading manufacturer of acetyl products and pyridine derivatives, fine chemicals, animal
feed, additives and other biochemical. The company is amongst the global leaders in the
manufacture and development of Pyridines and Pyridine derivatives. The meaning of
Organosys derives from an amalgamation of organic i.e. life and nature and nature and
sys i.e. system, synthesis and science. This combination makes us a powerful company
that is positioned as science active, as we move up the value chain by focusing on
research based knowledge industries.
Jubilant Organosys limited is a part of Jubilant Corporation. This parent company has an
Interest in the Chemicals, information & technology, foods and ventures business. In
Keeping with the positioning as Science Active, Jubilant Organosys has also invested in
the Bioinformatics and Chemo informatics sectors through an associates company called
Jubilant Biosys based in Bangalore, India.
The revenues of Jubilant Organosys limited are over Rs 900 crore. The corporate
Headquarter is at Noida (near Delhi). An international subsidiary in USA and a marketing
office in China support the company. Its Science Active quality products are relied upon
global customers in more than 50 countries.
This global reach is supported by an Enterprises Resource Package (ERP), which has
been implemented at all our manufacturing plants, headquarter, sales offices and within
business processes including manufacturing, material resources planning and
transportation. This initiative has resulted in speedier decision making thereby enabling
higher responsiveness in servicing custom
JUBILANT WORLDWIDE
Jubilant has a strong international presence, having international subsidiaries in USA,
Belgium, and China. PSI N.V. and PSI supply N.V., in which Jubilant Organosys holds
80% equity, are the Belgium based pharmaceuticals companies providing regulatory
affairs services and supply of dosage forms to European generic companies. Jubilant
pharmaceuticals, Inc., a subsidiary of Jubilant in USA, is a generic pharmaceutical
company having a US FDA approved manufacturing facility in the USA. Clinsys Clinical
Research Inc., a wholly owned subsidiary, is a clinical research organization (CRO)
operating out of the USA. Jubilant products are sold across the globe in more than 50
countries.
Manufacturing facilities
Jubilant's manufacturing capabilities are one of its key differentiators. The Company has
vertically integrated manufacturing facilities for its range of Custom Research and
Manufacturing Services, APIs, Dosage Forms, Industrial and Performance Products.
Jubilant Organosys has geographically diversified manufacturing facilities situated across
India at Gajraula (UP), Nanjangud (Karnataka), Roorkee (Uttarakhand), Nira
(Maharashtra), Udaipur (Rajasthan), Samlaya (Gujarat), Ambarnath (Mumbai) and
internationally at Salisbury, state of Maryland (USA), Spokane, state of Washington
(USA) and Kirkland, state of Quebec (Canada). The Company's manufacturing facility in
Maryland & Spokane, USA, is US FDA, MHRA, ANVISA & PMDA approved. The
facility at Kirkland, Canada is US FDA approved. The Indian cGMP compliant facility
for manufacturing finished dosage forms in Roorkee, Uttarakhand is operational and is
UKMHRA approved
The Jubilant Group embarked on the journey of creating business leadership in its chosen areas about two decades ago. Today, the Group has created a strong presence as an integrated pharmaceuticals industry player. .
Jubilant identified the increased globalization of Indian economy and its first alignment with international economic trends, adapted these changes and spread its wings to the outer world and moved away from being industry oriented to sharing knowledge. The Jubilant Group comprises of four profitable sectors of activity and has a presence in approximately 50 countries – through these business lines. These include:
Pharmaceutical, Life Sciences and specialty chemicals
Jubilant Organosys is an integrated pharmaceuticals industry player offering products and services to global life sciences companies. The Company is the largest Custom Research and Manufacturing Services Company, largest drug discovery service provider and a leading API player in India.
Oil and Gas exploration and production
Jubilant Energy is a leading private sector company in the area of Oil & Gas exploration and development and production (E&P) in India and abroad and has joint ventures with leading Indian and international companies. Presently the company has 12 blocks – 8 in India, 3 in Yemen and 1 in Australia.
Food & Retail
Domino's Pizza is the largest pizza chain in India with a mission to be the best pizza delivery company. Domino's Pizza India is the master franchisee for India, Sri Lanka, Bangladesh and Nepal. Domino's is the market leader with over 65 percent market share and over 100 outlets in 27 cities across India.
Services
Jubilant Enpro, through its alliances with international companies, provides marketing and technical support related to Oil & Gas services, Power & Infrastructure services, Automobile services (distributor of Audi vehicles) and Aviation related services (sales and maintenance of aircrafts & helicopters).
A shared vision and common set of values bind them. Over the years, the Jubilant Group has created a global presence in the pharmaceutical sector, while the new services sector has seen us gather tremendous experience and growth. Our focus on servicing customers
building partnerships to create value and research and development has generated significant stakeholder return and justly signifies our promise of Caring, Sharing and Growing.
Jubilant Group had revenues of more than US$ 1 billion in FY - 2008-09. We have successfully established ourselves as a partner of choice in an ever-changing environment that presents both opportunities and challenges for our businesses.
PRODUCT PROFILE
Jubilant Organosys Ltd. is an integrated pharmaceutical industry player offering products and services to global life sciences companies. We are one of the largest companies in Industrial and Performance Products in the product categories that we operate in.
Our business interests are in two main segments –
Pharmaceuticals and Life Sciences Products and Services Industrial and Performance Products.
Each segment has independent growth units with clear performance and growth objectives. These businesses offer products and services to meet the demands of the Pharmaceuticals, Agrochemicals, Construction, Food & Beverages, Textile, Tyres and Paper & Packaging industries. It is the leading manufacturer - worldwide - in distinct product segments including selective APIs, Pyridine and its derivatives, Solid Polyvinyl Acetate, Vinyl Pyridine Latex and Organic intermediates such as Ethyl Acetate, Acetic Anhydride and Acetaldehyde.
Pharmaceuticals and Life Sciences Products and Services
Under this segment Jubilant offers
Custom Research and Manufacturing Services (CRAMS), Drug Discovery and Development services, Dosage Forms to life sciences companies worldwide and Health Care in the form of Hospital Services for people.
CRAMS
Jubilant Organosys is one of the largest Custom Research and Manufacturing Services (CRAMS) companies in India offering products and services to the global life sciences industry. We have completely integrated R&D, technology and engineering capabilities that enable us to be cost effective partners on a sustainable basis. Jubilant undertakes more than 30 complex chemical reactions with global industry leaders in certain technologies.
Our product line comprises of a wide range of high value added chemicals for the pharmaceutical, agrochemical, confectionery, human and animal nutrition industries.
1. Fine Chemicals
2. Advance Intermediates
3 Nutitional Products
4. Active Pharmaceuticals Ingrediants
GENERIC DOSAGE FORMS
Jubilant’s journey up the value chain from a chemicals company to being a fully integrated Pharma company has now moved to the high-end dosage form business.
The business started itself by targeting the most regulated markets of US and Europe via two acquisitions; one in 2004 in Europe (PSI , Belgium) and another in 2005 in US (Cadista Pharmaceuticals Inc. erstwhile Trigen Labs)
Industrial and Performance Products.
Jubilant offers Acetyls, Solid PVA, Adhesives, Binders, Animal Nutrition and Agriculture Products like fertilizers and agrochemicals. These products are used in pharmaceuticals, agrochemicals, textiles, paint, furniture and food industry. Products such as solid PVA, Acetic Acid, Acetic Anhydride, VP latex etc have attained Global positions. Under these segments Jubilant offers
Industril Products Performance Polymers Industrial Products
The Industrial Products business segment of Jubilant Organosys Ltd is a leading manufacturer of acetyl, animal nutrition and agricultural products like fertilizers and agrochemicals. These products have wide applications in industries such as pharmaceuticals, agrochemicals, textiles and foods.
1. Acetyls
2. Agrovet
3. Specialty Gases
Performance Polymers
The Performance Polymers business is a recognized leader in the manufacture of products such as vinyl pyridine latex, emulsion polymers, adhesives, wood finishes, specialty polymers and their application to industry segments as diverse as tyres, textiles, construction, decorative paints, packaging, paper coating and foods & beverages. The business works closely with customers using research and development to introduce intelligent system solutions and sophisticated products to suit the end consumer's needs. We have an extensive range of emulsion polymer and adhesive using chemistry like VAM homopolymer, VAM–copolymer, acrylic–copolymer & pure acrylic. We have lead the way for over 2 decades and are empowered with sound product knowledge, valuable experience and latest technologies, constantly striving hard to achieve excellence. We provide the required impetus to industries such as paints, construction chemicals, textiles, flexible packaging, lamination, packaging, stickers, labels and tapes and offer product solutions that match international quality standards.
The performance Polymers division comprises of the following business segments:
1. Application Polymers 2. Latex
3. Food Polymers
4. Consumer Products
JUBILANT ORGANOSYS AT GAJRAULA
Area : 1,520,000 sq. mtrs.
Certifications
ISO 9000
ISO 14001
OHSAS 18000
No. of employees: 1037 employees which includes 632 executive and 405 workers and about 2048 contract Workers.
The Gajraula plant is Jubilant’s largest manufacturing location. This Plant is the leading manufacturer - worldwide - in distinct product segments including selective APIs, Pyridine and its derivatives, Solid Polyvinyl Acetate, Vinyl Pyridine Latex and Organic intermediates such as Ethyl Acetate, Acetic Anhydride and Acetaldehyde. It ranks second in , the production of Pyridine and its derivatives in the world.
OBJECTIVES
To study the awareness and satisfaction level of employees regarding different training programmes.
To study the participation level of employees in the training & development programmes.
To identify the different problems faced by employees regarding the training & development programmes.
Introduction to the Project:-
In the present industrial era, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. Inadequate job performance, a decline in productivity or changes resulting out of job redesigning or a technological break through require some type of training and development efforts.
As the jobs become more complex, the importance of employee development also increases in a rapidly changing society.
“Employee training and development 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.”
Thus it shows that training and development has become an important part of any industrial undertaking. Moreover management ability does not come automatically, it comes slowly and gradually from training experience and growth. Since the days of the early Management pioneers, training has been recognized as vital and legitimate area of corporate concern.
Definition of Training:-
Following are some of the major definitions given by various scholars:
According to Flippo, “Training is the act of increasing the knowledge and skill of an employee for doing a particular job.
According to Jucius, “The term training is used to indicate only a process, by which the aptitudes, skills and abilities of the employees to perform specific jobs are increased.”
Characteristics or Nature of Training:-
On the basis of different definitions given by various scholars the following facts can be presented about the nature or training and its characteristics:
Expense on Training is investment and not wastage:
The most important characteristic of training is that expenditure incurred on it is investment and not wastage. In other words the expenses on training of employees will be a recurring advantage for the enterprises for a long run, which will be in the form of an increased efficiency of the employees.
It relates to special jobs:
The purpose of training is not just to increase the general knowledge of the employees but to make them proficient or skillful in a special area or field.
It is beneficial both to the organization and the employees :
Training is a process which benefits both the organization and the employees .On one hand, the dream of the enterprise to have more production is fulfilled, and on the other hand, because of increased proficiency the employee get better remuneration by increasing production in less time. Because of a decrease in the numbers of accidents their life is also safe and secure.
Training is a continuous process
Training is not a process which can give knowledge to an employee for all times to come. Whenever a new procedure or technology is adopted in an enterprise, training becomes imperative
Difference between Training and Development:-
Basis Training Development
Meant for Operatives Executives
Focus Current job Current and future jobs
Scope Individual employee Work group or organization
Goal Fix current skill deficit Prepare for future work demands
Initiated by Management The Individual
Content Specific job related information
General Knowledge
Time- frame Immediate Long term
IMPORTANCE:-
BENEFITS TO THE BUSINESS BENEFITS TO THE EMPLOYEES
Trained worker works more efficiently Training makes an employee more useful to a firm. Hence he will find employment more easily.
They use machines tools, materials in a properly is thus eliminated to a large extent.
Makes employees more efficient and effective.
Fewer accidents. Trained worker need not be put under close supervision, as they know how to handle operations properly.
Training enables employees to secure promotions easily.
Training makes employees more loyal to an organization. They will less in client to leave the unit where there is growth opportunity.
It can enable employees to cope up with organizational social & technological changes.
Need for Training:-
Training is needed to serve the following purposes:.
Newly recruited employees require training so as to perform their tasks effectively.
Training is necessary to prepare existing employees for high level jobs.
Existing employees require refresher training so as to keep abreast of the latest developments in job operations. In the face of rapid technological changes, this is an absolute necessity.
Training is necessary to make employees mobile and versatile.
Training is needed to bridge the gap between what the employees have and what the job demands. Training is needed to make employees more productive and useful in long run.
TYPES OF TRAINING:-
Training is required for several purposes. Accordingly, training programmes
may be of following types:
Orientation Training :- Induction or orientation training seeks to adjust
newly appointed employees to the work environment. Induction training
creates self – confidence in the employees. It is also known as pre – job
training. It is brief and informative.
Job Training :- It refers to the training provided with a view to increase
the knowledge and skills of an employee for improving performance on–
the–job. Such training helps to reduce accidents, waste and inefficiency in
the performance of the job.
Safety Training :- Training provided to minimize accidents and damage
to machinery is known as safety training. It involves instruction in the use
of safety devices and in safety consciousness.
Promotional Training :- It involves training of existing employees to
enable them to perform higher-level jobs. Employees with potential are
selected and they are given training before their promotion, so that they do
not find it difficult to shoulder the higher responsibilities of the new
positions to which they are promoted.
Refresher Training :-When existing techniques become obsolete due to
the development of better techniques, employees have to be trained in the
use of new methods and techniques. Refresher training is designed to
revive and refresh the knowledge and to update the skills of the existing
employees.
Remedial Training :- Such training is arranged to overcome the
shortcomings in the behavior and performance of old employees.
Training Methods:-
Training method can be classified on the basis of location of instruction. It may be divided into two types :-
I. On the Job TrainingII. Off the Job Training
ON THE JOB TRAINING :-
It is provided when the workers are taught relevant knowledge, skills and abilities at the actual workplace. The widely used training methods are listed below.
1. Job Instruction Training:-
The JIT methods is a four step instructional process involving preparation, presentation, performance try out and follow up. It is used generally to teach workers how to do their current jobs. The four steps followed in the JIT methods are:
The trainee receives an overview of the job , its purposes and its desired Outcomes, with a clear focus on the relevance of training.
The trainer demonstrates the job in order to give the employees a model to copy The trainer shows aright way to handle the job.
Next, the employee is permitted to copy the trainer way. Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the job.
Finally, the employee does the job independently without supervision.
2. Coaching:-
Coaching is a kind of daily training and feedback given to employees by immediate supervisors. It involves a continuous process of learning by doing. It may be as an informal, unplanned training and development activity provided by supervisors and peers.
In coaching, the supervisor explain things and answers questions, he throws light on why things are done the way they are, he offers a model for trainee to copy; conducts lot of decision making meetings with trainees; procedures are agreed upon and the trainee is given enough authority to make divisions and even commit mistakes.
3. Mentoring :-
“Mentoring is the process of shaping competencies or behaviors by providing feedback, usually to subordinates or even peers, about how to achieve the best in life.”
Mentoring is relationship in which senior manager in organization assumes
responsibility for grooming a junior person. Generally, technical, interpersonal &
political skills are conveyed in such a relationship from a more experienced person.
Objective:
To help identify Mentors who can train the
next generation Trainees, to align and move into the organization, thus building a talent pool in the years to come.
To help in institutionalizing a Mentoring system which would help to nurture high potential individuals, and put them on a faster learning curve.
Start an initiative that would bring a different culture and space for the future managers.
4. Apprenticeship Program:-
Apprenticeship training dates back to the Middle Ages, when skilled craftsmen passed on their knowledge to others as a way of preserving the guilds.
Today, apprenticeship programs are partnerships between labor unions, employers, schools, and the government. They are most often found in the skill trades and professional unions such as boiler engineers, electrical workers, pipe fitters, and carpenters.
The typical apprenticeship program requires two years of on-the-job experience and about 180 hours of classroom instruction, though requirements vary. An apprentice must be able to demonstrate mastery of all required skills and knowledge before being allowed to graduate to journeyman status.
This is documented through testing and certification processes. Journeymen provide the on-the-job training, while adult education centers and community colleges typically provide the classroom training. Formal apprenticeship programs are regulated by governmental agencies that also set standards and provide services
Off the job Training
1. Simulation:-
Simulations are designed to mimic the processes, events, and circumstances of the trainee's job. Equipment simulators, business games, in-basket exercises, case studies, role playing, and behavior modeling, are types of simulations.
1.1 Equipment Simulators:-
Equipment simulators are mechanical devices that incorporate the same procedures, movements or decision processes that trainees must use with equipment back on the job. Among those trained with this method are airline pilots, air traffic controllers, military, personnel, drivers, maintenance workers, telephone operators, navigators, and engineers. To be effective the simulator and how it is used must replicate, as closely as possible, the physical and psychological (time pressures, conflicting demands, etc.) aspects of the job site.
1.2 Business Games:-
Business games attempt to reflect the way an industry, company, or functional area operates. They also reflect a set of relationships, rules, and principles derived from appropriate theory (e.g., economics, organizational behavior, etc.).
They allow trainees to see how their decisions and actions influence not only their immediate target but also areas that are related to that target. Prior to starting the game trainees are given information describing a situation and the rules for playing the game.
The trainees are then provided with feedback about the results of their decisions, and asked to make another decision. This process continues until some predefined state of the organization exists or a specified number of trials have been completed
1.3 In Basket Technique:-
The in-basket technique simulates the type of decisions that would typically one may be handled in a particular position such as a sales manager or operation manager.
It affords an opportunity to assess and/or develop decision-making skills and attitudes. To begin the exercise, trainees are given a description of their role (a current or future job) and general information about the situation. Trainees are then given a packet of materials (such as requests, complaints, memos, messages, and reports) which make up the in-basket. They are asked to respond to the materials within a particular time period (usually 2 to 4 hours).
The trainer provides feedback, reinforcing appropriate decisions and processes or asking the trainee to develop alternatives. Here the trainer should attempt to get the trainees to discover what worked well, what didn't and why.
1.4 Case Study:-
Case studies are most often used to simulate strategic decision-making situations, rather than the day-to-day decisions that occur in the in-basket
The value of the case approach is the trainees' application of known concepts and principles and the discovery of new ones. The solutions are not as important as the appropriateness with which principles are applied and the logic with which solutions are developed.
1.5 Role Play:-
The role play is a simulation of a single event or situation. Trainees who are actors in the role play are provided with a general description of the situation, a description of their roles (e.g., their objectives, emotions, and concerns) and the problem they face.
The objective of role play is to develop insight into one's own behavior and its impact on others. The role-rotation method begins as either a single or multiple role play. However, when the trainees have interacted for a period of time, the role play is stopped.
Role rotation demonstrates the variety of ways the issues in the role play may be handled
1.6 Behavior Modeling:-
Behavior modeling is used primarily for skill building and almost always in combination with some other technique. Interpersonal skills, sales techniques, interviewee and interviewer behavior, and safety procedures are among the many types of skills that have been successfully learned using this method. While live models can be used, it is more typical to video tape the desired behavior for use in training. The steps in behavior modeling can be summarized as follows:
Define the key skill deficiencies Provide a brief overview of relevant theory
Specify key learning points and critical behaviors to watch for
Have an expert model the appropriate behaviors
Have trainees practice the appropriate behaviors in a structured role play
Have the trainer and other trainees provide reinforcement for appropriate imitation of the model's behavior
Training Process:-
STEP: 1 Need Analysis:- For Executives: Key duties & responsibilities are mentioned position wise. For workers: It is recommended by concerned H.O.D.
Organizational Need Basis: It is recommended by H.O.D HR.
STEPS: 2 Training Design:-
Preparation of Training Calendar:
a) Yearly calendar
b) Monthly training calendar
Identification of Training Faculty:
According to the training program, training faculty is identified.
STEP : 3 Training Implementation:
Imparting Training
As per training need attached nomination are received from concerned HOD for seminar/ external specialized training program. Approvals are to be obtained for the training programs (outhouse training) from H.O.D HR
Attendance sheet is filled during the training program Training feedback is obtained at the end of the training program.
STEP: 4 Training Evaluations
Training Evaluation is to be made on the basis of the feedback given by the HOD. This is to be done within three month after the training. Then the training records are maintained.
Need of the Study:-
According to the training schedule being followed at Jubilant Organosys Ltd., Gajraula there is a target of 4000 “Mandays” per year.
1 Manday = 8 hrs of training
4000 Mandays = 32000 hrs of training per year
= 333 mandays per month
To achieve the target mandays, 20 employees must attend the T&D Program at a time for 17 days a month.
Training timings are 9:00am – 5:00pm.
1Day = 8 hrs.
20 employees X 8 hrs. = 160 hrs.
333 Mandays X 8 hrs. = 2664 hrs.
So, to achieve the target of 2664 hrs. in a month by employing 20 employees per day for 8 hours the training duration will be as follows:
2664/160 = 16.65
16.65 days= approximately 17 days
So, to complete the target 333 Mandays per month at least training should be imparted to 20 employees for 17 days a month.
Below given is the data for % of mandays achieved in past three months.
MonthTarget mandays Mandays achieved
% of mandays achieved
April 333 176 53
May 333 132 39
June 333 247 74
333
53
333
39
333
74
0
100
200
300
400
% Of Man Days Achived
Target man days 333 333 333
% of man days achieved 53 39 74
April May June
Having a look at the above data, we conclude that training & development department is not able to achieve the target of 333 mandays per month.
A number of possible reasons for this may be
Lack of trained faculty Inappropriate time schedules
Lack of motivation
Lack of Infrastructure facilities
Trainees poor response
But out of all the above given reasons the most important reason is “Trainees poor response”. The attendance in most of the training programmes conducted at JOL is between 25-40% which is a source of worry for the T&D department.
Mainly five types of training are conducted at Jubilant Organosys Ltd., Gajraula. They are namely:-
Quality Behavior
Safety
Induction
Core Function
Type of Training Programme % of Programmes conducted
Quality 52
Behavior 19
Safety 14
Induction 8
Core Function 7
% Breakup of Training Programmes
Quality52%
Behavior19%
Safety14%
Induction8%
Core Function7%
Quality
Behavior
Safety
Induction
Core Function
REVIEW OF LITERATURE
Review of literature is the review of past researches which have been conducted in same
field. This review is done in order to have a glance about the result of the previous
researches. This helps in selecting the objective for further studies. Literature review can
gives an overview or acts as s stepping stone in a limited time. The selection of available
documents ( both published or unpublished ) on the topic, which contains information,
ideas, data and evidences written from a particular standpoint to fulfill certain aims or
express certain views on the nature of the topic and how it is to be investigated, and
effective evaluation of these documents in relation to the research being proposed. The
major purpose of review of literature is:
1. Search out existing knowledge on the topic.
2. Analyze arguments and ideas.
3. Product a literature review.
4. Construct a case for investigating a topic.
Harshwardhan (2008) in his studies remarked that whatever technology is adopted by
an organization, will yield positive results only when we use human resources effectively.
An organization must continuously train its people to handle new forms of technology. It
must also motivate the employees to learn new things and offer incentives for the same.
Khehre & Mittal (2008) in their studies remarked that training, staffing, hiring and
selection, systems of workplace governance are those practices which contribute
maximum to employee productivity. HRM practices including compensation and job
design and work organization shape the development of an employee skills and
competence, and they reinforce role behaviors.
Mehta (2004) in his studies concluded that strategy for success for any organization in
today’s environment demands coping with change. HRD must contribute to creation of a
culture that characterize the values of humanism-openess, trust, expert based power,
autonomy, fairness and any other value close to an organization
Noe (2008) in his studies concluded that employee training and development is the key
for the corporate to succeed in a globalised era. Customers are demanding high quality
products and services. Training and development plays a key role in helping companies
meet new challenges.
Research methodology
Research methodology is very important part while carrying on a research project. It
includes:
Research design
Data collection
Sampling plan
Data analysis and interpretation
Research Design
A research design is a frame work or blue print for conducting the marketing research
project. It details the procedures necessary for obtaining the information needed to
structure & solve marketing research problems. A research design lays the foundation
for conducting the project. Good research design will ensure that marketing research
project is conducted effectively & efficiently.
The research design used in our project is Descriptive research design. The major objective of descriptive research is to describe market characteristics or functions.
We followed descriptive research design for our study because we had to study the perception of employees regarding the training and development programmes conducted at Jubilant Organosys Ltd. Gajraula.
Our research was characterized by prior formulation of specific hypothesis
Data collection
The type of data used for our research is both primary & secondary data. Primary data
was collected with the help of questionnaire, to be filled by employees of Jubilant
Organosys Ltd. Gajraula.
An appropriate questionnaire was designed taking into consideration the objectives
which are to be accomplished in our research. Primary data is originated by a
researcher for the specific purpose at hand.
Sampling plan
As the population size for our research is too large so we did a sample study.
Population: Target population consist of the element those posses the information
sought by the researcher. All the employees of Jubilant Organosys Ltd. Gajraula were
our target population. The population size was 1000 employees of the unit.
Sampling unit: sampling unit comprises of the representative members of the
population, hereby in this study it includes 50 employees of different management
level of Jubilant Organosys Ltd. Gajraula.
Sampling technique: It is the method used by researcher for selecting sample from
population. While selecting sample from a population three important points have to
be kept in mind.
Larger the sample better the results.
Can use any sampling technique (probability or non probability) for selecting
the sample.
Sample must be true representation of the population.
In this study non probability method (convenience sampling) for selecting
sample for was used. Fifty respondents depending upon the convenience and
availability and willingness of the employees were selected.
ANALYSIS TOOLS
For data analysis, frequency and percentile methods were used. Data has been analysed
on MS-Excel, the summary of results has been discussed in the further sections. Tables
and charts have been prepared for better presentation of results.
LIMITATIONS
No study is complete in itself therefore this study also has some limitations.
The data collection could not be done as planned due to various restrictive
policies of the company.
The research is only a mean but not an end.
Research is based on only internal information available.
The respondents’ attitude for filling questionnaire was not positive.
The limited sample size due to time and policy constraints.
Data Analysis & Discussions
Analyzing survey data is an important and exciting step in the survey process. It is the
time that you may reveal important facts about your respondents, uncover trends that you
might not otherwise have known existed, or provide facts to support your plans. By doing
in-depth data comparisons, you can begin to identify relationships between various data
that will help you understand more about your respondents, and guide you towards better
decisions.
Table 4.1: Awareness regarding training & development programmes.
Awareness regarding Traning Programs
YES100%
NO0%
YES
NO
Figure 4.1 Graph showing awareness level of employees regarding training & development programmes
Table 4.1 reflects that all employees of Jubilant Organosys Ltd. are well informed about
the training and development programmes conducted in their organization. It concludes
that the HR department is spreading information about T&D programmes effefctively.
Table 4.2 Source of information regarding details of training & development programmes
Response Percentage No. of responsesE-mail 37.31 25Notices 34.30 23Personal calls 1.49 1All of the above 26.80 18Total 67
Response No. of Responses PercentageYES 50 100NO 0 0
37.31%34.30%
1.49%
26.80%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
Sources Of information
Percentage
Percentage 37.31% 34.30% 1.49% 26.80%
E-mail NoticesPersonal
callsAll of the
above
Figure 4.2: Figure showing source of information regarding details of training & development programmes
Table 4.2 depicts that most of the employees receive information regarding T&D
programmes through E-mails & notices but very less of them receive personal calls. The
employees get email as well as notice regarding the training programmes to be held in the
company premises and other units.
Table 4.3: Frequency of conducting training and development programmes
Response Percentage No. Of ResponsesOnce in a week 6 3Once in 15 days 18 9Once in 30 days 36 18Once in 90 days 40.00 20Total 50
6%
18%
36%40.00%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Frequency of conducting T& D Programmes
Percentage
Percentage 6% 18% 36% 40.00%
Once in a week
Once in 15 days
Once in 30 days
Once in 90 days
Figure 4.3: Figure showing the frequency of conducting training and development programmes
Figure 4.3: Reflects that the frequency of conducting T&D programmes is quite variable
but for majority of employees it is once in 90 days.
Table 4.4: Frequency of attending training and development programmes
Response Percentage No. Of ResponsesEverytime 18.2 9Mostly 59.1 29Very Rare 20.4 10Not at all 2.04 1Total 49
Everytime, 18.2
Mostly, 59.1
Very Rare, 20.4
Not at all, 2.04
0
10
20
30
40
50
60
Frequency Of attending T & d Programmes
Percentage
Percentage 18.2 59.1 20.4 2.04
Everytime Mostly Very Rare Not at all
Figure 4.4:Figure showing the frequency of attending training and development programmes
Figure 4.4: Depicts that Most of the employees attend T& D programmes regularly & there is very less percentage of employees who do not attend T&D programmes at all. Because of their working hours.
Table 4.5: Interaction of trainees with trainer during training sessions
Response Percentage No. Of ResponsesStrongly agree 24 12Agree 66 33Neutral 4 2Disagree 6 3Strongly disagree 0 0Total 50
24%
66%
4% 6%0%
0%
10%
20%
30%
40%
50%
60%
70%
Trainees freely interact with trainer
Percentage
Percentage 24% 66% 4% 6% 0%
Strongly agree(+2)
Agree(+1) Neutral(0)Disagree(-
1)Strongly
disagree(-
Interaction Of Trainees
1.08
0
0.2
0.4
0.6
0.8
1
1.2
1
Series1
Graph 4.5:- showing the interaction of trainees with trainer.
Mean value:-1.08
Figure 4.5: Reflects that Most of the employees “agree” that trainees freely interact with
trainer during training sessions. This is a sign of good employee participation in T&D
programmes.
As the mean value is 1.08 which is close to 1, So the overall result is that employees
agree that trainees freely express their views during training sessions.
Table 4.6: Reasons for not attending the training & development programmes
Response Percentage No. of responsesInappropriate timing 44.68 21Outdated training methods 2.12 1Irrelevant topics 12.76 6Recommendations 21.27 10Dissatisfaction from previous sessions 6.38 3Lack of infrastructure 12.76 6Total 47
Reasons for not attending T & D Programmes
44.68%
2.12%
12.76%
21.27%
6.38%
12.76%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
Inap
prop
riate
timin
g
Out
date
d tr
aini
ngm
etho
ds
Irre
leva
nt t
opic
s
Rec
omm
enda
tions
Dis
satis
fact
ion
from
pre
viou
sse
ssio
ns
Lack
of
infr
astr
uctu
re
Percentage
Figure 4.6: Figure showing the reasons for not attending the training and development programmes
Figure 4.6: Depicts the above data it is clear that inappropriate timings and recommendations by colleagues were the two main reasons for not attending T&D programmes.
Table 4.7: Reasons which create a negative impact during training sessions
Response Percentage No. Of ResponsesCommunication Gap 19.60 10No Practical exposure 49 25Languaga Problem 5.88 3Trainers attitude 25.49 13Training Venue 0 0Total 51
Reasons creating a negative impact
19.60%
49%
5.88%
25.49%
0%0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
CommunicationGap
No Practicalexposure
LanguagaProblem
Trainers attitude Training Venue
Percentage
Figure 4.7: Figure showing the reasons which create a negative impact during training
sessions
Figure 4.7: Reflects that the Lack of practical exposure during training sessions has
created a negative impact on employees and this possible reason for decreasing
attendance during training sessions.
Table 4.8: Satisfaction level of employees.
Response Percentage No. Of ResponsesHighly satisfied 8 4Satisfied 78 39Neutral 8 4Dissatisfied 6 3Highly dissatisfied 0 0Total 50
8%
78%
8% 6%0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Satisfaction level of Employees
Percentage
Percentage 8% 78% 8% 6% 0%
Highly satisfied
Satisfied neutral DissatisfiedHighly
dissatisfied
Satisfaction level
0.88
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
1
Series1
Figure 4.8: Figure showing the satisfaction level of employees..
Mean value:0.88
Figure 4.8: Reflects that most of the employees are satisfied with T&D programmes
being conducted. As the mean value is 0.88which is near to 1 so the overall level of
satisfaction of employees is good.
Table 4.9.1: Importance of location
8%
12%
34%
20%
26%
0%
5%
10%
15%
20%
25%
30%
35%
Importance of location
Percentage
Percentage 8% 12% 34% 20% 26%
1(Least Imp) 2(Less Imp) 3(Neutral) 4 (Imp) 5(Most Imp)
Figure 4.9.1: Figure showing the importance of location .
Figure 4.9.1: Depicts that most of the employees are neutral with respect to location
Ie: for them it doesn’t matters whether the training is in-house or outhouse.
Response Percentage No. Of Responses1(Least Imp) 8 42(Less Imp) 12 63(Neutral) 34 174 (Imp) 20 105(Most Imp) 26 13 50
Table 4.9.2: Importance of training techniques.
0%4%
16%
34%
46%
0%
10%
20%
30%
40%
50%
Importance of Training techniques
Percentage
Percentage 0% 4% 16% 34% 46%
1(Least Imp)
2(Less Imp)
3(Neutral) 4 (Imp)5(Most
Imp)
Figure 4.9.2: Figure showing the importance of training techniques.
Figure 4.9.2: Depicts that Most of the employees feel that training techniques are very
important in deciding the effectiveness of training sessions. As training techniques help
in making training sessions more interesting and effective.
Response Percentage No. Of Responses1(Least Imp) 0 02(Less Imp) 4 23(Neutral) 16 84 (Imp) 34 175(Most Imp) 46 23
Table 4.9.3: Importance of practical exposure.
Response Percentage No. Of Responses1(Least Imp) 2 12(Less Imp) 2 13(Neutral) 14 74 (Imp) 32 165(Most Imp) 50 25Total 50
2% 2%
14%
32%
50%
0%
10%
20%
30%
40%
50%
Importance of Practical exposure
Percentage
Percentage 2% 2% 14% 32% 50%
1(Least Imp)
2(Less Imp)
3(Neutral) 4 (Imp)5(Most
Imp)
Figure 4.9.3: Figure showing the importance of practical exposure.
Figure 4.9.3: Reflects that Most of the employees feel that Practical exposure is very
important in deciding the effectiveness of training sessions. As practical exposure helps
in making training sessions more interesting, effective & job oriented.
Table 4.9.4: Importance of Areas covered.
2%0%
24%
42%
32%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Importance of areas covered
Percentage
Percentage 2% 0% 24% 42% 32%
1(Least Imp)
2(Less Imp)
3(Neutral) 4 (Imp)5(Most
Imp)
Figure 4.9.4: Figure showing the importance of areas covered.
Figure 4.9.4: Reflects that the Employees feel that areas covered during training are
important but not most important for deciding effectiveness of a training session.
Response Percentage No. Of Responses1(Least Imp) 2 12(Less Imp) 0 03(Neutral) 24 124 (Imp) 42 215(Most Imp) 32 16Total 50
Table 4.9.5: Importance of Trainers skills.
0%
10%
20%
30%
40%
50%
60%
70%
80%
Importance of Trainers Skills
Percentage
Percentage 0% 0% 2% 24% 74%
1(Least Imp)
2(Less Imp)
3(Neutral) 4 (Imp)5(Most
Imp)
Figure 4.9.5: Figure showing the importance of trainer’s skills.
Figure 4.9.5: Reflects that Employees feel that Trainers skills are most important to make
a training sessions effective. As a trainer has the skills to attract the attention of the
trainees and built their interest all through the session, to avoid boredom.
Response Percentage No. Of Responses1(Least Imp) 0 02(Less Imp) 0 03(Neutral) 2 14 (Imp) 24 125(Most Imp) 74 37Total 50
Result & Findings
All (100%) employees of Jubilant Organosys Ltd. are well informed about the
training and development programmes conducted in their organization.
Most of the employees receive information regarding T& D programmes through
E-mails & notices but very less of them receive personal calls.
The frequency of conducting T&D programmes is quite variable but for majority
of employees it is once in 90 days.
Most of the employees attend T& D programmes regularly whenever they are
permitted by their HOD’s
Most of the employees “agree” that trainees freely interact with trainer during
training sessions.
Inappropriate timings and recommendations by colleagues were the two main
reasons for not attending T&D programmes.
Many times the HOD’s didn’t allowed the employees to attend training
programmes as there was no staff present in reserve to continue with the
operations in the plant.
Lack of practical exposure during training sessions has created a negative impact
on employees.
Most of the employees are satisfied with T&D programmes being conducted at
JOL.
Recommendations & Suggestions
To cover all the employees in training programmes as some of the employees complained that , they are very rarely called for training sessions.
The HOD’s told that sometimes they are not able to send their employees for training as there no spare manpower available for doing work in the plant. So there should be manpower available in reserve to handle the plant if any employees goes for a training programme
The training programmes must be more practical oriented.
More training programmes must be conducted annually.
Planned training schedule must be made, and the same must be forwarded to all the employees.
Training programmes must include more of practical exposure so that employees find them interesting and related to their daily wok schedule.
A separate budget must be allotted to each department for overtime of workers, when some workers have gone for training sessions, so that there is no hindrance in working of plant as well as training programmes smoothly.
Bibliography
www.jubl.com
www.workforce.com
www.askrorhrd.com
Meier P. Brian, “Attention training of the appetitive motivation system: Effects on
sensation seeking preferences and reward-based behavior”, motivation and emotion, vol-
32(2), June-2008, pg(120-126)
Harshwardhan, “Challenges & Opportunities in HRM”, journal of Marketing &
communication, vol-4(2), September-December 2008, pg(89-93)
Khehra N. Shikha & Mittal K. R, “Human Resource Practices and their Impact on
Employees productivity”, BVIMR Management Edge, vol-1(2), pg(48-53)
Mehta Manuj, “HRD for Organizational Effectiveness”, M-World”, vol-4(2) April-June
2004, pg (24-26)
Noe A. Raymond, “Employee Training And Development”, MAIMT-Journal Of IT &
Management, vol-2(1), October-2008, pg(122-124)
QUESTIONNAIRE
Q1. Are you aware of the training & development programmes being conducted in your organization Y/N?
Q2. How do you receive information regarding details of training & development programmes?
a) E-mail b) Notices
c) Personal calls d) all of the above
If any other please mention ---------------------------------------------------------
Q3. How frequently training & development progammes are conducted in the organization?
a) Once in a week b) Once in 15 days
c) Once in a month d) Once in 3 months
Q4.How often do you attend the training & development programmes conducted in your organization?
a) Every time b) Mostly
c) Very rare d) Not at all
Q5.Please ticks the appropriate option:
The trainees freely interact and express their views during their training programmes.
Strongly Agree Neutral Disagree Strongly
agree disagree
(+2) (+1) (0) (-1) (-2)
Q6. What are the reasons for not attending the training & development programmes conducted in the organization?
a) Inappropriate timing b) Outdated training methods c) Irrelevant topicsd) Recommendations of colleaguese) Dissatisfaction from previous sessions
f) Lack of Infrastructure If any other reason please mention
Q7. While attending the programme, what are the reasons which create a negative impact?
a) Communication gap b) No practical exposure
c) Language problems d) Trainers attitude
e) Training venue
Q8. Rate your satisfaction level regarding the last training programme attended by you in this organization.
Highly Satisfied Neutral Dissatisfied Highly
satisfied dissatisfied
(+2) (+1) (0) (-1) (-2)
Q9.Please tick the appropriate option depending upon the relative importance of different factors in deciding the effectiveness of training programme
a) Location(In-house/Outhouse) (1) (2) (3) (4) (5) LEAST IMP. MOST IMP.
b) Training techniques (1) (2) (3) (4) (5)
c) Practical exposure (1) (2) (3) (4) (5)
d) Areas covered (1) (2) (3) (4) (5)
e) Trainers skills (1) (2) (3) (4) (5)
Q10.Please gives suggestions for improvement /adding value to the existing training & development programmes
a) ------------------------------------------------------------------
b) ------------------------------------------------------------------
