PROJECT ON T & D

A

WINTER PROJECT REPORTON

“TRAINING & DEVELOPMENT IN TATA TELECOM SERVICE LTD. (TTSL)”, BAREILLY

A REPORT SUBMITTED IN PARTIAL FULLFILMENT OF THE

MASTER OF BUSINESS ADMINISTRATION (MBA)

Faculty Guide: Submitted by:-

Mr. H.K. PANT TANUJ JOSHI D.M.S., BHIMTAL MBA 4th SEMESTER

DEPARTMENT OF MANAGEMENT STUDIES, BHIMTAL (KUMAUN UNIVERSITY, NAINITAL)

1

STUDENT DECLARATION -

THIS PROJECT HAS BEEN UNDERTAKEN AS A PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE DEGREE OF MASTER’S OF BUSINESS ADMINISTRATION OF KUMAUN UNIVERSITY (NAINITAL).I HEREBY DECLARE THAT THIS PROJECT IS MY ORIGINAL WORK & ANALYSIS AND FINDINGS ARE FOR ACADEMIC PURPOSE ONLY.THE SUGGESTIONS GIVEN ARE SOLELY THE RESULT OF MY INTERPRETATION AND NOT TO HARM ORGANIZATINAL INTREST. THIS PROJECT HAS NOT BEEN PRESENTED IN ANY SEMINAR OR SUBMITTED ELSEWHERE FOR THE AWARD OF ANY DEGREE AND DIPLOMA.

COUNTERSIGNED BY- NAME &FULL SIGNATURE OF STUDENT-

2

TABLE OF CONTENTS

Chapter 1 2-8

Introduction 2

Objective of the study 3

Sample size 4

Period of study 5

Research Methodology 6

Limitations of the study 7

Scope of the study

8

Chapter 2

9-20

Theoretical Background

9-20

Chapter 3 21-22

Company Profile 21

Data Analysis

23-41

3

Chapter 4 42-44

Findings 42

Conclusion 43

Suggestions

44

ANNEXURE

BIBLIOGRAPHY

4

INTRODUCTION

As a part of the curriculum of my M.B.A IV semester, I undergo my

WINTER TRAINING project on “Effectiveness of Training and

Development Programme” in TATA Teleservices Ltd (TTSL), Bareilly.

My topic is concerned with employee’s development through training at

TATA TELECOM SERVICE LTD. This project work provides me

an opportunity to understand the company’s training and development

strategies & the various training program conducted by the company

through and enriched environment & expert faculty to help them which

he maximum growth and Development of the worker’s.

I analyze various methodology training procedures adopted by the

company to identify the training needs of its employees and thus based

on these requirements, the training imparted to the employees in order

to correct deficiencies and to further strengthen their strong points, This

study provides me an opportunity to analyze the impact of various

training on the productivity, quality improvement, rejection rates and

profits earn by the company.

Therefore, I have chosen this topic to evaluate whether training is

actually necessary for the organization and if so then to what extent.

5

OBJECTIVES OF THE STUDY

Without an effective and coherent training policy no business, indeed no

organizations of any kind, can hope to make the best use of its most important

resource the people who work in it.

Thus realizing that an effective employee development, responsive to

changing business demands is crucial for organizational success, my research

objectives emphasizes on:

To study the organizational structure of TTSL

To get familiarize with the training and Development procedure in

TTSL.

To make study on Training and Development in TTSL.

To know whether the training is effective for development of

employees.

To know whether the training is designed according to the needs of

the employees.

To determine how effectively and efficiently training programs can

contribute to the development of industry.

To study what kind of Training is given to the employees in TTSL.

6

RESEARCH METHODOLOGY

The secondary data was collected from companies training policy

documents, official records which the managerial staff provided.

1- AREA:

The area of my project was basically confined to the workers at the

middle & lower level.

2- METHOD OF ANALYSIS:

The tool of Analysis adopted by me is the “Column Charts” and “Pie

Charts” which I have prepared on the basis of information provided by

the managerial staff.

7

LIMITAIONS OF STUDY

1- The project was based on secondary data.

2- I didn’t have the chance to meet the employees face-to-face.

3- The time for the training period was very short.

8

SCOPE OF STUDY

The strength of any organization is its people. It is people who are attended to

properly by recognizing their talents, developing their capabilities & utilizing

them appropriately, organization likely to be dynamic & grow fast. Ultimately

the variety of tasks in any organization has to be accomplished by the people.

Some of them may have capabilities to do certain tasks assigned to them. In

any case one of the important process goals of any dynamic organization is to

assure that its people are capable of doing the variety of tasks associated their

role/position.

People may be treated as the resource available for the organization, by nature

unlike any other resources these resources are dynamic unlike the physical

resources, HR has the capabilities of expanding to unlimited extents. This is

because with proper investments the human capabilities can be multiplied.

When the capability of the people in any organization are multiplied the

organization has wider choices to make for performing different functions,

such as availability of resources also helps the various training program

launched by the computer through an enriched environment & expert faculty

& development.

9

TRAINING & DEVELOPMENT AT TTSL

TRAINING AND DEVELOPMENT

Training means investing the people to enable them to perform better & to

empower them to make the best use of their natural abilities.

Development means the growth of employees at every level of management

by planned & organized process.

The need for training & development is determined by the employee’s

performance deficiency, computed as follows: -

Training and development = standard performance - actual performance

10

OBJECTIVES OF TRAINING AND DEVELOPMENT

The fundamental aim of training is to help the organization to achieve

its purpose by adding value to its key resources the people; its employees.

Training means investing in people to enable them to perform better &

to empower them to make the best use of their natural abilities. The

particulars objectives of training are to: -

Develop the skills & competences of employees & to improve their

performance.

To help people grow with in the organization.

To reduce the learning time for employees starting in new jobs on

appointment, transfer or promotion & ensure that they become fully

competent as quickly & economically as possible.

To establish the feelings of loyalty among the workers & employees

towards the enterprise & its management.

To increase the morale of employees.

To enables the workers & employees to do their work in the changed

circumstances.

To fulfill the desires of development and promotion of the

employees.

11

APPROACHES TO PROVIDE LEARNING AND

DEVELOPMENT OPPORTUNITIES ORGANISATION

Then following approaches to training come into picture & play their part: -

Training philosophy

Process of training

Identifying training needs

Planning training program

Conduction training

Responsibility of training

Evaluating training

TRAINING PHILOSOPHY

The training philosophy of an organization expresses the degree of the

importance it attaches to training. Some firms believe that employees will find

out what to do for themselves & suffer in the form of skill shortage. Other

companies pay lip service to training & while India’s criminate allocate

money to it in the good times, cut their training budgets in bad times. Good

firms persuade themselves that training is an investment that will pay off.

It is not enough to believe in training as an act of faith. The belief must

be supported by a positive & realistic philosophy of how training contributes

to the bottom line. Training should be problem based in the sense that it

should be planned to fill the gaps between what people can do & what they

need to do, now & in the future.

12

PROCESS OF TRAINING

There are ten main conditions required for training to be effective:

Individual must be motivated to learn

Standards of performance should be set for learners

Learners should have guidance

Learners must gain satisfaction from learning

Learning is an active, not a passive process

Appropriate techniques should be used

Learning methods should be varied

Time must be allowed to absorb the learning

The learner must receive reinforcement of correct behavior.

It must be recognized that there are different levels of needs different

methods & take different times.

PLANNED TRAINING

It is a deliberate intervention aimed at achieving the learning necessary for

improved job performance.

It consists of the following steps: -

Identify &define training needs.

Define the learning required.

Define the objectives of training.

Plan training programmes.

Decide who provides the training implement the training.

Evaluate training.

Amend & extend training as necessary.

13

Training must have a purpose & that purpose can be defined only if the

learning needs of the organization & the groups & individuals within it have

been systematically identified & analysed.Training needs analysis in partly

concerned with defining the gap between what should happen & filling the

difference between what people know & can do, while it is more concerned

with identifying & satisfying learning & develop needs multi skilling,

increasing all round competence & preparing people to take on higher levels

of responsibility in the future.

Training needs should be analysed for corporate needs, group needs, &

individual needs

Training or a learning specification is a product of job analysis. It

breaks down the board duties contained in job description into the detailed

tasks that must be carried out, it then sets out the characteristics or attributes

that the individual should have in order to perform these tasks successfully.

These characteristics are: -

Knowledge

Skill

Attitudes

Competences

Training & attitude survey helps us to obtain opinions of employees

about the present & level of training provision & the extent to which existing

training arrangement are meeting training needs.

Plan Training Program

Every training program needs to be designed individually it is essential

to consider carefully the objectives of the training program; i.e., the training

outcome it is to be seen what the trainee will be able to do when he or she

14

goes back to work on completing the course. Transfer of learning is what

counts; behavior on the job is what matters.

Conducting Training Program

The general rules for conducting training programme that first, The

course should continually be monitored to ensure that they are proceeding

according to plan & second, all training should be evaluated after the event to

check on the extent to which it is delivering the required results. For

management & team leader training; the emphasis should always be towards

on the job training to extend knowledge, fill in gaps, develop skills or modify

attitudes.

Project training is one way of avoiding the problems of external

courses. It provides participants with new experiences & the opportunity to

extend their knowledge over a wider range of problems.

He skill training consists of the following their phases.

A- Basis training

B- General training

C- Final training

In basis training period, trainees receive training in basic skills while in

general training period, trainees are given experiences in no. of different

departments, processes or operation to consolidate training. In the final

training period, trainees settle down in the department of their choice, or the

department for which they are best fitted.

15

Responsibility of training

Some of the important reason of training Function is as given as under:-

1. Developing training strategies

2. Analyzing & identifying training needs

3. Preparing plans & budgets for training activities.

4. Identifying external training resources

5. Organizing internal courses & training programs.

6. Monitoring &evaluation effectives of training.

Evaluating training

It is important to evaluate the training in order to assess its effectiveness

in producing the learning intervention was planned & to indicate where

improvements or changes are required to make the training ever more

effective. It is measuring to determine the basis upon when each category of

training is to be evaluated. Besides it is also equally necessary to consider

how the information required to evaluated learning events will be evaluated &

analyzed. Evaluation leads to control, which means deciding whether or not

the training was worth while (perfectly in cost-benefit terms) & what

improvement are required to make at even more cost effective in its crudest

form, it is the comparison of objectives with outcomes.

16

Levels of evaluation

There are four levels of learning evaluation as suggested by Kirkpatrick in

1994

Level 1- Reaction of the participants towards the training.

Level 2- Evaluating training through the information on the extent to

which learning objectives have been attained.

Level 3- Evaluating behavior to see to which extent behaviors of the

participants has changed when people attending the program

have returned to their jobs.

Level 4- Evaluating results is the ultimate level of evaluation & provides

the basis for assessing the benefits of the training against its cost.

The evaluation has to be based on before and after measures and

has to determine the extent to which the fundamental objectives

of the training have been achieve in areas such as raising

productivity, reducing accidents or increasing customer

satisfaction.

TRAINING AND DEVELOPMENT AT TTSL

All training & develop activities are quite exhaustive in nature &

carefully woven exercises. At TTSL utmost care is taken to make this process

effective. Following are the steps that are taken with respect to training &

development.

STEP 1: -

IDENTIFICATION OF TRAINING NEEDS

17

At the beginning of the calendar year i.e (1 April to 31 march), the HR

department sends a list of employees to the various concerns departments at

TTSL, to identify the various training needs of their employees usually

training is given in the following categories;

a) Technical

b) Behavioral

c) Fire & safety

d) Others (5’s, Kaizen, etc)

STEP 2: -

RECEIVING AND ANALYZING IT

Once the forms from various departments get collected, they are

analyzed through computers to determine that how many and whom have

opted for which type of training program i.e. how many opted for fire &

safety, how many for technical & so on & so forth.

STEP 3: -

PREPARATION OF ANNUAL CALENDER

Specimen of annual calendar

Topic Participants Duration NO. of

program

Trainer Month

PREPARATION

OF AOP(annual

operating plan)

Joint

ZM,Channel

managers

1 day One Internal January

MONTHALY

OPERATING

Joint 2 hrs. One Internal Every

18

PLAN month

TYPES OF TRAINING AT TTSL

In house training:

Types of in house training at TTSL

BASICS OF TELECOM

Fire & safety

OTHERS

TIME MANAGEMENT

3G TECHNOLOGY

BASIC REPORTING

NEW SALES SYSTEM

CHANNEL HEALTH &ROI

Outside training:

Here trainees are sent to outside location to attend specialized

program designed by the professional trainer to learn new skills &

knowledge.

IN HOUSE TRAINING

A) Preparation of monthly calendar:

19

Once the annual calendar is prepared it is further broken down into

Monthly training calendar & according to which training activities are

followed.

SPECIMEN OF MONTHLY CALENDER

Date Trainer Topic Time Participant

s

26/05/06 Mr.SNEHIL NEW SALES

SYSTEM

3pm-5pm Joint

28/05/06 Mr.VEERENDRA

SHARMA

Safety & related rules

& acts

3pm-5pm Staff

B) Procedure followed at the training session.

Following steps are taken during the training program

Attendance list of the participants

This form is given to all the trainees who come for the training

program. In this form various categories are given in which the trainee is

to fill his name, designation & name of the concerned department. The

aim of attendance list is to register the presence of the trainee, which in

turn helps in any further repetition. For e.g if Mr. xyz once attended a

training program on 5’s &Kaizen, he would not be called again.

Faculty feedback form

This is used to take the comments of the trainer, on participants

training environment upon the prior learning & knowledge of his

trainees & their classroom behavior. This form is directly submitted to

the HR department who in turn evaluates the form & informs the

concern departments about their employees who undertook the training

sessions.

20

Trainees feedback form

At the end of the training session, trainees are given a feedback

form. The text of the form is in the Hindi language. The aim of the form

is to get candid views of the trainees about the program & to reflect

upon their learning. This form is then send to the HOD concerned who

compares the actual performance of his employees, with what they have

stated in their feedback forms. HOD actually rates the performance of

his employees who have just under gone training session. The rating is

done in following manner.

RATING HOD OBSERVATION

4. Understood concept and can apply the knowledge gained both

theoretically & practically.

3. Understood concept but cannot explain to others, can show

practically.

2. Understood concept & can explain to others only theoretically.

1. Understood concept but neither explains theoretically nor practically.

0. Did not understand at all.

On the basis of which, if need occur then repetition of specific training

program for lower skill people is done. Similarly, if faculty member feel,

through his comments for repetition of training program or conducting it

with redesigned program, then repetition is arranged.

DETAILS OF TYPES OF TRAINING PROGRAME CONDUCTED IN

TTSL

21

According to list that HRD provides training and development program are

divided in four heads:-

1. Technical:

This training program is aimed at increasing the technical skills of employees. The employee is taught a specific skill e.g operating computer etc, so that he can acquire that skills and contribute meaningfully.

2. Behavioral :

This type of training provides self-development program in which

employee are made to realized their own potential.

Here employees can learn about behavioral by role-playing to act their

part. This focus on this type of training is on achieving (through group

processes), a better understanding of self and other so that the skills are

developed to perform creativity communication and to face stress.

3. Fire and safety :

Under this training programme the employee are trained for safety to

ensure their safety as well as safety of the plant. They are made aware about

the benefits of using personal protective equipments, about hazardous

chemicals and required preventions about unsafe conditions and acts & about

on-site emergency plan.

4. Others :

Number of miscellaneous topic are clubbed together under this head.e.g

TIME MANAGEMENT

3G TECHNOLOGY

BASIC REPORTING

NEW SALES SYSTEM

CHANNEL HEALTH &ROI

22

New organizational structure

The Organization Structure for TTSL has been reviewed with a view to

further strengthen the operations and facilitate the achievement of the business

imperatives such as creating an empowered customer facing organization

closer to the market, repositioning product portfolio, cleaning-up of the cost

structure, powerfully leveraging market opportunities and ensuring business

profitability.

Keeping the above business imperatives in mind, it has been decided to

organize our activities around a Centralized Business/Functional Unit

Structure; and the following organizational changes shall come into effect:

1. The business in TTSL shall be driven through 3 Business Units catering to

the following markets and products:

a) Enterprise and HNI (High Net worth Individuals) Market (Post-

Paid Products);

b) Mass Market (Pre-Paid Products); and

c) Rural Market (including Pay Telephony).

The Business Units shall be headed by the following:

Enterprise and HNI Market BU: Vinayak Deshpande

Consumer Market BU: Naresh Malhan

23

Rural Market BU: Vikas Shah

The Corporate level organization structure for the BU’s is attached at

Annexures – A, B and C respectively.

The roles & responsibilities for the BU Heads is detailed in Annexure –

D.

2. In the Corporate Organization, a Business Improvement Group has been

created. This group will be headed by Jehangir Ardeshir. This group shall be

responsible for ensuring efficient administration, uniform governance and

utilization of resources, while supporting the organization in the drive towards

business excellence through the following:

a) Strategic Planning

b) Business Excellence & Processes

c) Hub Administration

d) Risk Management

e) Internal Audit

f) Branded Retail Channel Management.

PROFILE OF THE COMPANY

Tata Teleservices is part of the INR 76,929 Crore (US$17.8 billion) Tata

Group, that has over 90 companies, over 220,000 employees and more than

2.8 million shareholders. With a committed investment of INR 36,000 Crore

(US$ 7.5 billion) in Telecom (FY 2006), the Group has a formidable presence

across the telecom value chain.Tata Teleservices spearheads the Group’s

presence in the telecom sector. Incorporated in 1996, Tata Teleservices was

the first to launch CDMA mobile services in India with the Andhra Pradesh

24

circle.Starting with the major acquisition of Hughes Tele.com (India) Limited

[now renamed Tata Teleservices (Maharashtra) Limited] in December 2002,

the company has swung into expansion mode. Tata Teleservices operates in

20 circles i.e. Andhra Pradesh, Chennai, Gujarat, Karnataka, Delhi,

Maharashtra, Mumbai, Tamil Nadu, Orissa, Bihar, Rajasthan, Punjab,

Haryana, Himachal Pradesh, Uttar Pradesh (E), Uttar Pradesh (W),

Kerala, Kolkata, Madhya Pradesh and West Bengal.

Having pioneered the CDMA 3G1x technology platform in India, Tata

Teleservices has established a robust and reliable telecom infrastructure that

ensures quality in its services. It has partnered with Motorola, Ericsson,

Lucent and ECI Telecom for the deployment of a reliable, technologically

advanced network..The company, which heralded convergence technologies

in the Indian telecom sector, is today the market leader in the fixed wireless

telephony market with a total customer base of over 3.7 million.Tata

Teleservices’ bouquet of telephony services includes Mobile services,

Wireless Desktop Phones, Public Booth Telephony, and Wireline services.

Other services include value added services like voice portal, roaming, post-

paid Internet services, 3-way conferencing, group calling, Wi-Fi Internet

services and data services.Tata Teleservices has marked its entry into the

Prepaid segment by launching True Paid, across all its existing 20 circles.

Tata Indicom has also launched a collection of 1000 mobile games – one of

the largest collections of mobile games in the world. Some of the other

products launched by the company include prepaid wireless desktop phones,

public phone booths, new mobile handsets and new voice & data services

such as BREW games, Voice Portal, picture messaging, polyphonic ring

tones, interactive applications like news, cricket, astrology, etc.Recently, Tata

Indicom redefined the existing prepaid mobile market in India, by unveiling

their new offering – Tata Indicom ‘Non Stop Mobile’ and ‘Don’t Stop

Mobile’ which allows customers to receive and make free incoming and

25

outgoing calls. Introduced in India for the first time, the new ‘Non Stop

Mobile’ and Don’t Stop Mobile is targeted towards the vast masses of

India.

Tata Teleservices has a strong workforce of 6000. In addition, TTSL has

created more than 20,000 jobs, which will include 10,000 indirect jobs

through outsourcing of its manpower needs.

Today, Tata Teleservices Limited along with its subsidiary Tata Teleservices

(Maharashtra) Limited serves 10 million customers in over 2700 towns. With

an ambitious rollout plan both within existing circles and across new circles,

Tata Teleservices is offering world-class technology and user-friendly

services in 20 circles.

Human Resource Management

Nearly 200 people are working as a team to achive the objective of the

organization. There is an excellent harmony between the employees union and

the management.

HRD Department of the company is progressing actively in the

direction of continuous development of competencies in people. HRD

believes that regular skill assessment (knowledge attitude, valves and skills of

the employees) and its enhancement is essential for development of the people

and for them to perform better. Regular training programs on technical,

Behavioral, Fire & safety aspects are conducted besides programs on

Employee development etc. A strong term of 50 internal trainers developed by

HRD Department conducts these programmes. This team also acts as a

motivator for the employees.

26

Data Analysis &Interpretation

Q .1 Have you been done any training program during 5 years.

Particulars Frequency %age

Yes 50 100

No 0 0

Table No: - 1

27

Figure No: - 1

Findings: - All the employees get trainined during Five years.

Q. 2 Whether objectives of the training program were explained at the

commencement of the program.


Always 34 68Often 8 16Sometimes 8 16

Never 0 0

28

Table No: - 2

Figure No: - 2

Findings: - Out of 50 respondents highest 68% of the employees were

explained the objectives of the training programme at the commencement.

29

Q. 3 Do you feel that the objective of program is fulfilled.


Always 14 28

Often 24 48

Sometimes 12 24

Never 0 0

Table No: -3

Figure No: - 3

30

Findings: - 48% employees are often feeling that the objective of program is fulfilled.

31

Q. 4 Whether the program was designed on the basis of participants needs.

Particulars Frequency %ageAlways 30 60%Often 12 24%

Sometimes 8 16%Never 0 0%

Table No: -4

Figure No: - 4

Findings: - 60% programs are design on the basis of participants needs.

32

Q. 5 Are you satisfied with the duration of the training program.

Particulars Frequency %ageAlways 18 36Often 4 8Depends on program

28 56

Never 0 0Table No: -5

Figure No: - 5

33

Findings: - 36% of the employees are satisfied with duration of program and

a large number of employees (56%) say duration of program, should be varied

to the nature of program.

Q. 6 In your point of view training programme should be short term?

Particulars FrequencyYes 30No 12Don’t Know 8

Table No: -6

30

128

0

5

10

15

20

25

30

Frequency

Yes

No

Don’t Know

Figure No: - 6

34

Findings: - Most of the 30 employees said that the program should be short

term and 12 employees are not in favor of short term Training programme.

35

Q. 7. How well and effectively the program was organized

Particulars Frequency %ageVery well 18 36Well 24 48Satisfactory 8 16

Dissatisfactory 0 0

Table No: -7

Figure No: - 7

Findings: - Most of the employees said that program was well organized. No

one was fully dissatisfied with the organization part.

36

37

Q. 8 . Usefulness of the program for off the work situation.


Extreme relevant 10 20

Relevant 32 64

Just right 8 16

Little 0 0

Table No: -8

Figure No: - 8

Findings: - Highest 64% employees consider the program was relevant and

useful for of the work situation too.

38

Q. 9 Usefulness of the program for developing others


Extreme relevent 16 32

Relevent 20 40

Just right 14 28

Little 0 0

Table No: -9

Figure No: - 9

39

Findings: - 32% respondents consider that the programme was extremely

useful for developing others.

40

Q. 10 Which type of training do you prefer.


On the job 20 40

Through meeting 4 8

Class rooms 2 4

Through discussion

24 48

Table No: -10

Figure No: - 10

41

Findings: - 40 % employees prefer on the job program whereas 48%

employee prefer training through group discussion.

Q. 11 Do you get any motivation through these training programs.


Yes 48 96

No 2 4

Table No: -11

Figure No: - 11

42

Findings: - Majority no. of the employees are motivated through these training program.

43

Q. 12 Whether all the aspects (Knowledge, Skill, Attitude) were covered in

the training program.

Particulars Frequency %ageAlways 24 48

Often 16 32Sometimes 10 20Never 0 0

Table No: -12

Figure No: - 12

44

Findings: -Highest 48% of the employees are agreed that all aspects

(knowledge, skill, and attitude) were covered in training program.

45

Q. 13 Do you feel training program are beneficial in improving participants performance.

Particulars Frequency %ageAlways 32 64

Often 14 28Sometimes 4 8Never 0 0

Table No: -13

Figure No: - 13

Findings: -Majority no. of the of the employees admitted the importance of

training program in improving participants performance.

46

47

Q. 14 Do you feel that effective evaluation of participants play important role

in the effectiveness of training program.


Strongly agreed 12 24

Agreed 38 76

Partially agreed 0 0

Disagreed 0 0

Table No: -14

Figure No: - 14

48

Findings: -76% of the employees were agreed that the effective evaluation of

articipants play important role in effectiveness of training programmes.

49

Q. 15 Do you think that improvement in the work pattern of the employee is

important factor of evaluation of training program.


Strongly agreed 10 20

Agreed 40 80

Partially agreed 0 0

Disagreed 0 0

Table No: -15

Figure No: - 14

50

Findings: -Yes 86% of employees are agreed the change in the work pattern

of the employees and it is rightly said it is important factor of evolution of

training program.

TATA TELESERVICES LIMITED ATTENDANCE IN TRAINING PROG.IN

APRIL2005-MARCH2006=5860 (one person attended 2-4 training

programmes)

0

100

200

300

400

500

600

700

800

Apr-0

4

Jun-

04

Aug-0

4

Oct-04

Dec-0

4

Feb-0

5

No

. O

f P

arti

cip

an

ts

STAFF

WORKERS

TOTAL

51

TATA TELESERVICES LIMITED BAREILLY ATTENDANCE OF EMPLOYEES IN

TRAINING PROG.:TOPIC WISE IN APRIL2005 TO MARCH 2006=5860 (One person attended 2-4 Trg.

Programmes)

0

50

100

150

200

250

300

350

400

450

500

Apr-0

4

Jun-

04

Aug-0

4

Oct-04

Dec-0

4

Feb-0

5

No

. O

f P

arti

cip

an

ts

TECHINICAL

BEHAVIOURAL

FIRE &SAFETY

OTHERS

TRAINING PROGRAMME CONDUCTED IN APRIL 2006

(One person attended 2-4 Trg.Prog.)

61%

7%

18%

14%

TECHINICAL

BEHAVIOURAL

FIRE &SAFETY

OTHERS

52

TATA TELESERVICES LIMITED BAREILLY


TRAINING PROG.:TOPIC WISE IN APRIL 2005 TO MARCH 2006=5860 (One person attended 2-4 Trg.

Programmes)

0

50

100

150

200

250

300

350

400

450

500

Apr-0

4

Jun-

04

Aug-0

4

Oct-04

Dec-0

4

Feb-0

5

No

. O

f P

arti

cip

an

ts

TECHINICAL

BEHAVIOURAL

FIRE &SAFETY

OTHERS

53

TATA TELESERVICES LIMITED BAREILLY ATTENDANCE OF PARTICIPANTS IN APRIL 2005 TO MARCH 2006=4233 (One person attended 2-4 Trg. Prog.)

30%

6%

29%

35% TECHINICAL

BEHAVIOURAL

FIRE &SAFETY

OTHERS

s


TRAINING PROG.:TOPIC WISE IN APRIL 2005 TO MARCH 2006=5860 (One person attended 2-4 Trg.

Programmes)

0

50

100

150

200

250

300

350

400

450

500

Apr-0

4

Jun-

04

Aug-0

4

Oct-04

Dec-0

4

Feb-0

5

No

. O

f P

arti

cip

an

ts

TECHINICAL

BEHAVIOURAL

FIRE &SAFETY

OTHERS

54

FINDINGS

During the project it was found out that all the employees are fully aware of

the objectives of the training program and they are motivated and fully

satisfied through these training program . All the workers of the organization

were felt that training program are beneficial in improving participants

performance and most of the employees of the TTSL increases their skill,

attitude and knowledge effectively & efficiently through training program.

Over all we can say that this data analysis gives mostly positive feedback

towards the Training & Development programme of TTSL, Bareilly.

As the aim of company to enhance one’s personal abilities and confidence is

fulfilling in a speedy growth.

55

CONCLUSION

Employees are stepping-stones towards success of any organization, so

their contribution in smooth running of an organization cannot be denied. As

far as TTSL is concerned, it is conducting training and performance appraisal

programme and activities for the continuous growth and development of its

people. Activities are well organized by the HR Department. In fact, they are

quiet effective also. According to survey conducted, by me, I can conclude

that almost all the training and development plus performance appraisal

activities of the company are highly beneficial to employees in giving their

best contribution to their personal growth and development also.

Last but not the least; the company is fulfilling all the obligations

towards their employees, which is helping in the continuous growth of

organization as well as the society. Well-defined procedure of assessment for

various forms makes this system competent to achieve its objective

effectively.

56

SUGGESTIONS

On the basis of survey through questionnaire, I hereby humbly propose

my suggestions to carry out further improvements in existing training and

development activities in TATA TELESERVICES Ltd. , BAREILLY.

1) The company should supply relevant study material in advance to the

trainees to enable them to acquire the designed level of knowledge

during training sessions.

2) Lectures should not be of duration of more than an hour.

3) Time of getting in and out during these sessions should be mentioned

maintain punctuality of time.

4) Trainer of trainee should not be called out during these sessions, except

in emergency.

5) The trainer, keeping the level of participants in mind, should

accordingly design the training programme.

6) Sufficient training material should be distributed to participants during

the training programme.

7) Wherever necessary some practical exercise like brain storming or

some games should be conducted by the trainers for in depth

understanding of the concept among the participants.

57

QUESTIONNAIREName-

Deptt-

Q.1. Have you been done any training program during 5 years?

a) Yes b) No

Q.2. Whether objectives of the training program were explained at the

commencement of the program.

a) Always b) Often

c) Sometimes d) Never

Q.3. Do you feel that the objective of program is fulfilled?

a) Always b) Often


Q.4. Whether a program designed on the basis of participants needs.

a) Always b) Often


Q.5. Are you satisfied with the duration of the training program?

a) Always b) Often

c) Depends on program d) Never

Q.6 In your point of view training programme should be short term?

a) Yes b) No

c) Don’t Know

Q.7. How well and effectively the program was organized

58

a) Very well b) Well

c) Satisfactory d) Dissatisfactory

Q.8. Usefulness of the program for off the work situation.

a) Extremely relevant b) Relevant

c) Just right d) Little

Q.9. Usefulness of the program for developing others (subordinate and

colleague).

a) Extremely relevant b) Relevant

c) Just right d) Little

Q.10. Which type of training do you prefer.

a) On the job b) Through meeting

c) Class room d) Through discussion

Q.11. Do you get any motivation through these training programs?

a) Yes b) No

Q.12. Whether all the aspects (Knowledge, Skill, Attitude) were covered in

the training program.

a) Always b) Often


Q.13. Do you feel training program are beneficial in improving participants

performance.

a) Always b) Often


59

Q.14. Do you feel that effective evaluation of participants play important role

in the effectiveness of training program.

a) Strongly agreed b) Agreed

c) Partially agreed d) Disagreed

Q.15. Do you think that improvement in the work pattern of the employee is

important factor of evaluation of training program.

a) Strongly agreed b) Agreed

c) Partially agreed d) Disagreed

Q.16. Suggestion if any?

BIBLIOGRAPHY

Author Title Year Publisher Place

Dr. Mamoria

C.B.

Personnel

Management

Twelth

Edition &

reprint at last

1998

Mrs. Meena

Panday Himalaya

Publishing House

Bombay

Delhi

Nagpur

Tripathi P.C. Human

Resource

Development

Fourth

revised

Edition 2003

Sultan Chand &

Sons

Educational

Publisher

Delhi

60

Malhotra

Punita

Human

Capital

June 2003,

September

2005

Punita Malhotra Delhi

61

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Documents

PROJECT ON T & D