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INTRODUCTION TO TRAINING
AND DEVELOPMENT
Training can be introduced simply as a process of assisting a person for
enhancing his efficiency and effectiveness to a particular work area by
getting more knowledge and practices. Also training is important to
establish specific skills, abilities and knowledge to an employee. For an
organization, training and development are important as well as
organizational growth, because the organizational growth and profit are
also dependent on the training. But the training is not a core of
organizational development. It is a function of the organizational
development.
Training is different form education; particularly formal education. The
education is concerned mainly with enhancement of knowledge, but the
aims of training are increasing knowledge while changing attitudes and
competences in good manner. Basically the education is formulated
within the framework and to syllabus, but the training is not formed in to
the frame and as well as syllabus. It may differ from one employee to
another, one group to another, even the group in the same class. The
reason for that can be mentioned as difference of attitudes and skills from
one person to another. Even the situation is that, after good training
programme, all different type skilled one group of employees can get in
to similar capacity, similar skilled group. That is an advantage of the
trainings.
In the field of Human Resources Management, Training and
Development is the field concern with organizational activities which are
aimed to bettering individual and group performances in organizational
settings. It has been known by many names in the field HRM, such as
employee development, human resources development, learning and
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development etc. Training is
really developing employees
capacities through learning and
practicing.
Training and Development is the
framework for helping
employees to develop their
personal and organizational
skills, knowledge, and abilities.
The focus of all aspects of Human Resource Development is on
developing the most superior workforce so that the organization and
individual employees can accomplish their work goals in service to
customers.
All employees want to be valuable and remain competitive in the labour
market at all times, because they make some demand for employees in
the labour market. This can only be achieved through employee training
and development. Hence employees have a chance to negotiate as well as
employer has a good opportunity to select most suitable person for his
vacancy. Employees will always want to develop career-enhancing skills,
which will always lead to employee motivation. There is no doubt that a
well trained and developed staff will be a valuable asset to the company
and thereby increasing the chances of his efficiency in discharging his
duties.
Trainings in an organization can be mainly of two types; Internal and
External training sessions. Internal training involves when training is
organized in-house by the human resources department or training
department using either a senior staff or any talented staff in the
particular department as a resource person.
On the other hand external training is normally arranged outside the firm
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and is mostly organized by training institutes or consultants. Whichever
training, it is very important for all staff and helps in building career
positioning and preparing staff for greater challenges in developing
world. However the training is costly. Because of that, people who work
at firms do not receive external trainings most of times. Training
programmes in Sri Lanka. But nowadays, a new concept has come with
these trainings which are Trainers through trainees. While training
their employees in large quantities, many countries use that method in
present days to reduce their training costs. The theory of this is, sending a
little group or an individual for a training programme under a bonding
agreement or without a bond. When they come back to work, the
externally trained employees train the employees who have not
participated for above training programme by internal training
programmes.
Employers of labour should enable employees to pursue training and
development in a direction that they choose and are interested in, not just
in company-assigned directions. Companies should support learning, in
general, and not just in support of knowledge needed for the employee's
current or next anticipated job. It should be noted that the key factor is
keeping the employee interested, attending, engaged, motivated and
retained.
For every employee to perform well, especially Supervisors and Managers,
there is a need for constant training and development. The right employee
training, development and education provides big payoffs for the employer
in increased productivity, knowledge, loyalty, and contribution to general
growth of the firm. In most cases external trainings for instance provide
participants with the avenue to meet new set of people in the same field
and network. The meeting will give them the chance to compare issues and
find out what is obtainable in each other's environment.
It is not mentioned in any where that the employers, managers and
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supervisors are not suitable for training programmes. They also must be
highly trained if they are expected to do their best for the organization.
Through that they will have best abilities and competencies to manage the
organization. Training employees not only creates a more positive
corporate culture, but also add a value to its key resources.
Raw human resources can make only limited contribution to the
organization to achieve its goals and objectives. Hence the demands for the
developed employees are continuously increasing. Thus the training is a
kind of investment.
It is a learning process that involves the acquisition of knowledge,
sharpening of skills, concepts, rules, or changing of attitudes and
behaviours to enhance the performance of employees.
Training is activity leading to skilled behaviour
Its not what you want in life, but it knows how to reach it. Its not where you want to go, but it knows how to get there. Its not how high you want to rise, but its knowing how to take off
May not be quite the outcome you were aiming for, but it willbe an outcome.
Its not what you dream of doing, but its having the knowledgeto do it.
It's not a set of goals,but its more like a
vision.
Its not the goal youset, but its what you
need to achieve it.
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Training and Development in IT/Software
Development Industry
The Indian IT sector is growing at a very fast pace and is expected to earn a
revenue of US $87 billion by 2008. In 2006, it has earned revenue of about US
$ 40 billion with a
growth rate of 30%.
IT sector isexpected to
generate 2.3
million jobs by
2010, according to
NASSCOM
(National
Association ofSoftware and
Service
Companies)
With this rapid expansion of IT sector and coming up of major players and
new technologies like SAP, the need of human resource development has
increased.
According to the recent review by Harvard Business Review, there is a direct
link between training investment of the companies and the market
capitalization. Those companies with higher training investment had higher
market capitalization. It clearly indicates that the companies which have
successfully implemented training programs have been able to deliver
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customer goals with effective results. It shows that good training results in
enhancement of individual performance, which in turn, helps the organization
in achieving its business goals. Training is a tool that can help in gaining
competitive advantage in terms of human resource.
With the growing investment by IT companies in the development of their
employees many companies have now started their own learning centres. As
an example, Sun has its own training department. Accenture has Internet based
tool by the name of My Learning that offers access to its vast learning
resources to its employees. Companies are investing in both the technical
training, which has always been an essential part in IT industry, as well as in
managerial skills development. Companies now kept aside 3-5% of revenue
for training programs. As an example, some of the major players like Tata
Alexi and Accenture are allocating 7% and 3% respectively of the companys
overall revenue.
The specific areas where training is given in IT/Software Development
sector are:
Computer Manufacturing
EDP/ E- Commerce
Designing
Maintenance Service
Operating jobs, Computer operators, Data Entry
System Developing /Programming /Software Engineering
Networking
Application programming
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Concern in Information Technology Training
As an example, New Horizons is establishing partnership with its customers
and delivering quality training. The company regularly conducts surveys of
training needs in Indian job market. On the other side, NIIT has invested in
product development to create product segmentation and is customizing them
to address IT/ITES education arena.
Patch is venturing into colleges, research firms, and universities. Another
opportunity that has been identified by Patch is the field of developing content
and the company is offering these services to third-party clients for
customization.
Research and development in peripheral integration
Product quality control and reliability testing
Enterprise resource planning
Database warehouse management
One of the major concerns for training companies is to create professionals
who are better able to go in for a technology in a specific domain area. Other
than that, there are various issues that are affecting the IT training sector such
as, lack of conviction regarding training, unplanned training approach,
uncertain quality focus, and lengthy decision-making process.
With the coming up of various new technologies, it has become a challengefor the training institutes to offer effective, updated, latest, planned training to
candidates in a shortest-possible time. To increase the market share, most of
the training institutes are now strategizing to launch new product and are
marketing aggressively.
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Essentials in IT Industry
to survive in long term there are some definite essential things such as,
Good infrastructure
Trained trainers
Quality of content
Certification of training course
Effective Training evaluation
Post training support, etc
This must be met by the Indian players.
With the rapid expansion in IT/ITES sector, now there is enough scope of IT
training courses and institutes. IT sector is soon going to face a huge shortfall
of skilled employees, if the growth in the software industry goes by as
expected. According to recent report of NASSCOM (The National Association
of Software and Services Companies) on software industry,
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Emerging Scenario in IT Industry
According to a recent IDC report, India alone spends $216 million, i.e. 21% of
the total spending of IT training in the region, and is expected to be one of the
largest contributors in the coming years. This is largely because India alone
accounts for 60 % of the total Asia-Pacific demand for IT professionals.
Currently, the IT training market is valued at Rs 100 core, and is expected to
reach Rs 500 corer over the next 3 years.
The major factor that is responsible for growth in IT sector is the e-governance
initiatives introduced by central government and various other state
governments.
Now there is a notable shift from long-term course to short-term training
certifications. Due to this, the focus is now on hiring professionals with
expertise in particular domains. The demand has largely for JAVA and .NET
professionals. And on the NETWORKING end, network storage and Linux
demand is taking a toll.
the IT services sector will see a shortfall of 2,35,000 people by 2008. IT
spending in the global business world is expected to grow by 6 to 7 % in the
next 3 years, which will be enough to give boost to the IT training sector.
This huge IT spending is largely because of uptake in IT recruitment.
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SAMSUNG COMPANY PROFILE
CORPORATE PROFILE
A digital leader...a responsible global citizen...Multi-
faceted family of companies...an ethical
business...SAMSUNG is all of these and more.
At Samsung group and Samsung electronics, our products and approach to
business are held to only the highest standards so that we can more effectively
contribute to a better world.
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The Samsung Philosophy
At Samsung, we follow a simple business philosophy: to devote our talent and
technology to creating superior products and services that contribute to a
better global society.
Every day, our people bring this philosophy to
life. Our leaders search for the brightest talent
from around the world, and give them the resources they need to be the best at
what they do. The result is that all of our productsfrom memory chips thathelp businesses store vital knowledge to mobile phones that connect people
across continentshave the power to enrich lives. And thats what making a
better global society all is about.
Our Values
We believe that living by strong values is the key to good business. At
Samsung, a rigorous code of conduct and these core values are at the heart of
every decision we make.
People
Quite simply, a company is its people. At Samsung, were dedicated to giving
our people a wealth of opportunities to reach their full potential.
Excellence
Everything we do at Samsung is driven by an unyielding passion for
excellenceand an unfaltering commitment to develop the best products and
services on the market.
http://www.samsung.com/in/aboutsamsung/corporateprofile/download/sec_global_codeofconduct.pdfhttp://www.samsung.com/in/aboutsamsung/corporateprofile/download/sec_global_codeofconduct.pdf7/28/2019 Project on Training and Development
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Change
In todays fast-paced global economy, change is constant and innovation iscritical to a companys survival. As we have done for 70 years, we set our
sights on the future, anticipating market needs and demands so we can steer
our company toward long-term success.
Integrity
Operating in an ethical way is the foundation of our business. Everything we
do is guided by a moral compass that ensures fairness, respect for all
stakeholders and complete transparency.
Co-prosperity
A business cannot be successful unless it creates prosperity and opportunity
for others. Samsung is dedicated to being a socially and environmentally
responsible corporate citizen in every community where we operate around the
globe.
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Vision 2020
As stated in its new motto, Samsung Electronics' vision for the new decade is,
"Inspire the World, Create the Future."
This new vision reflects Samsung Electronics commitment to inspiring its
communities by leveraging Samsung's three key strengths: New
Technology, Innovative Products, and Creative Solutions. -- and to
promoting new value for Samsung's core networks -- Industry, Partners, and
Employees. Through these efforts, Samsung hopes to contribute to a better
world and a richer experience for all. As part of this vision, Samsung has
mapped out a specific plan of reaching $400 billion in revenue and becoming
one of the worlds top five brands by 2020. To this end, Samsung has also
established three strategic approaches in its management: Creativity,
Partnership, and Talent. Samsung is excited about the future. As we build
on our previous accomplishments, we look forward to exploring new
territories, including health, medicine, and biotechnology. Samsung is
committed to being a creative leader in new markets and becoming a truly No.
1 business going forward.
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Samsung profile 2011
At Samsung our gaze is cast forward, beyond the next quarter or the next year,
ahead into areas unknown. By charting a course toward new businesses and
new challenges, we are sowing seeds for future success.
Samsung's History
From its inception as a small export business in Taegu, Korea, Samsung has
grown to become one of the world's leading electronics companies,
specialising in digital appliances and media semi conductors, memory and
system integration. Today Samsung's innovative and top quality product and
processes are world recognised. This timeline capture the major milestone in
Samsung's history, showing how the company expanded its product line and
reach, grew its revenue and market share, and has followed its mission of
making life better for consumer around the world.
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2000-Present Pioneering the Digital Age
The digital age has brought revolutionary changeand opportunityto global
business, and Samsung has responded with advanced techno-logiest,
competitive products, and constant innovation.
At Samsung, we see every challenge as an opportunity and believe we are
perfectly positioned as one of the world's recognized leaders in the digital
technology industry.
Our commitment to being the world's best has won us the No.1 global marketshare for 13 of our products, including semiconductors, TFT-LCDs, monitors
and CDMA mobile phones. Looking forward, we're making historic advances
in research and development of our overall semiconductor line, including flash
memory and non-memory, custom semiconductors, DRAM and SRAM, as
well as producing best-in-class LCDs, mobile phones, digital appliances, and
more.
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Affiliated companies
Samsung is comprised of companies that are setting new standards in a wide
range of businesses, from consumer electronics to petrochemicals, from
advertising to life insurance. They share a commitment to creating innovative,
high quality products that are relied on every day by millions of people and
businesses around the world.
Electronics companies
Samsung Electro-Mechanics Samsung SDI Samsung Corning Precision Materials Samsung SDS Samsung Mobile Display Samsung LED
Machinery and heavy industries
Samsung Heavy Industries Samsung Teach-in
Chemical industries
Samsung Total Petrochemicals Samsung Petrochemicals Samsung Fine Chemicals Samsung BP Chemicals
Finincial services
Samsung Life Insurance Samsung Fire & Marine Insurance Samsung Card
http://www.sem.samsung.com/http://www.samsungsdi.com/contents/en/main.jsphttp://www.scp.samsung.com/http://www.sds.samsung.com/http://www.samsungsmd.com/eng/main.htmlhttp://www.samsungled.com/eng/main/index.asphttp://www.shi.samsung.co.kr/eng/http://www.samsungtechwin.com/http://www.samsungtotal.com/EN/main04.aspxhttp://www.myspc.co.kr/http://www.sfc.samsung.co.kr/en/main/main.asphttp://www.samsungbp.co.kr/eng/main.htmlhttp://www.samsunglife.com/company_en/submain.htmlhttp://ir.samsungfire.com/ir_index.jsphttp://www.samsungcard.co.kr/html/companyinfo/index_vi5.htmhttp://www.samsungcard.co.kr/html/companyinfo/index_vi5.htmhttp://ir.samsungfire.com/ir_index.jsphttp://www.samsunglife.com/company_en/submain.htmlhttp://www.samsungbp.co.kr/eng/main.htmlhttp://www.sfc.samsung.co.kr/en/main/main.asphttp://www.myspc.co.kr/http://www.samsungtotal.com/EN/main04.aspxhttp://www.samsungtechwin.com/http://www.shi.samsung.co.kr/eng/http://www.samsungled.com/eng/main/index.asphttp://www.samsungsmd.com/eng/main.htmlhttp://www.sds.samsung.com/http://www.scp.samsung.com/http://www.samsungsdi.com/contents/en/main.jsphttp://www.sem.samsung.com/7/28/2019 Project on Training and Development
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Samsung Securities Samsung Investment Trust Management Samsung Venture Investment
Other afflicted companies
Samsung C&T Corporation Samsung Engineering Cheil Industries Samsung Everland The Shilla Hotels & Resorts
Cheil Worldwide S1 Corporation Samsung Medical Centre Samsung Economics Research Institute
Afflicted organisation
Samsung Human Resources Development Centre Samsung Lions The Ho-Am Foundation Samsung Foundation of Culture Samsung Welfare Foundation
Comparing for better life
As one of the worlds leading companies, Samsung has a strong corporate
responsibility to the communities we operate in our home country of Korea
and around the world. Our work with animal companionship, assistance and
welfare programmes is one meaningful way we give back to those
communities and one of the only programmes of its kind led by a
multinational corporation.
http://english.samsungfn.com/http://www.eng.samsungfund.com/http://www.samsungventure.co.kr/http://www.samsungcnt.com/http://www.samsungengineering.co.kr/eng/main.jsphttp://www.cheil.com/http://www.samsungeverland.com/eng/index.htmhttp://www.shilla.net/en/main.jsphttp://www.cheil.com/https://www.s1.co.kr/eng/main/main.jsphttp://english.samsunghospital.com/http://www.seriworld.org/http://hrd.samsung.co.kr/eindex.htmlhttps://www.samsunglions.com/english/index/index.asphttp://www.samsungfoundation.org/html/eng/foundation/hoam_foundation.asphttp://www.samsungfoundation.org/html/eng/foundation/culture_foundation.asphttp://www.samsungfoundation.org/html/eng/foundation/welfare_foundation.asphttp://www.samsungfoundation.org/html/eng/foundation/welfare_foundation.asphttp://www.samsungfoundation.org/html/eng/foundation/culture_foundation.asphttp://www.samsungfoundation.org/html/eng/foundation/hoam_foundation.asphttps://www.samsunglions.com/english/index/index.asphttp://hrd.samsung.co.kr/eindex.htmlhttp://www.seriworld.org/http://english.samsunghospital.com/https://www.s1.co.kr/eng/main/main.jsphttp://www.cheil.com/http://www.shilla.net/en/main.jsphttp://www.samsungeverland.com/eng/index.htmhttp://www.cheil.com/http://www.samsungengineering.co.kr/eng/main.jsphttp://www.samsungcnt.com/http://www.samsungventure.co.kr/http://www.eng.samsungfund.com/http://english.samsungfn.com/7/28/2019 Project on Training and Development
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Eco-Management Framework
Our sustainable development at Samsung electronics
Integrating corporate management and sustainability development is an issue
of increasing importance in the business world, aimed increasing expectations
for social and environmental responsibility. in response, we have been
improving the process of collecting stakeholders ideas and setting up corporate
wide vision and strategies for sustainable development.
We have designated economic, environmental, and social responsibilities as
the key elements of our sustainable management. We are committed to
continuing to identify our various stakeholders, build positive relationships
with them, and ultimately enhance our value for both the company and the
stakeholders.
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These are our main approaches
Our Businesses
For stylish phones to semiconductors from DRAM to digital TV's, Samsung
encompasses a variety of businesses that harness speed, creativity and
efficiency to invent, develop and market the products that are defining how we
live today. with more than a quarter of Samsung employees engaged in
research and development, each of our businesses is focused on discovering
new technologies, products and services that will open a new world of
possibilities for the people who use them.
Set Business
Through innovative technology, distinctive designs, and a dual focus on
convenience and value, Samsung has remained at the forefront of the digital
revolution we helped launch. We lead the global digital marketplace by
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continually launching new products that not only meet- but also anticipate-
customers' demands.
Our mobile phones, admired by customers around the world, enhance mobile
lifestyles while meeting the diverse needs of the mobile marketplace. We've
led the standardization of next- generation mobile phone technologies such as
Mobile WiMAX and High-Speed Downlink Packet Access (HSDPA) to
solidify our alliances with phone carriers around the world.
The business also comprises personal computers and MP3 players, creating
synergies across platforms. We merge the latest mobile technology with core
computing technology for the PC business, while mobile technologies - alsocombine with our world-leading power efficiency and design to enhance MP3
player capabilities. Our goal is to use our leadership in technological
convergence to guide the industry as it takes mobility to the next level. The
TV business is a key driver in the Samsung Set Business portfolio, along with
the Mobile phone business. The TV business enjoys the top position in the
current market. LED TVs, which have shown explosive growth in the latest
market, is a flagship product within the TV business. LCD TV and Monitors
have also maintained top positions in their respective categories. We seek to
sustain our leadership through constant innovation and development in new
technology such as 3D. A premium brand image has powered Samsung's
growth in the telecommunications category. We lead the global
telecommunication industry with the widest range of mobile phones on the
market today - including 3G and multimedia phones - in addition to
telecommunication systems. Our printer and camera businesses are also
receiving positive responses in the market and we continue to innovate in
technology to increase our competitiveness in these segments. Finally,
Samsungs Set Business also encompasses world-leading, premium home
appliances that are stylishly designed, equipped with convenient digital
features, and environmentally friendly. Our line-up includes refrigerators, air
conditioners, washers, ovens, vacuum cleaners and other appliances that are
indispensable in today's households.
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Key Products
LED TV premium design monitors note pc
SPH M 800instinct
SGH-A867 Eternity SGHA877IMPRESSION HZ15W
HD camcorder Camera Refrigerator
MP3 Player colour laser printer microwave
Component Business
Samsung's Component Business leads the world's memory and LCD markets
in product and technology development. Our component business is divided
into semiconductors and LCD. The Semiconductor business consists of the
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Memory Division which enjoys a global number 1 position, the System LSI
Division, which has experienced huge growth in the market and the Storage
Systems Division. In a fast-paced electronic components industry, marked by
intense competition and market volatility, clearly differentiated products from
each of these divisions have helped spur continued growth.
Samsung's Memory Division designs and manufactures integrated circuits
for storing digital information. It is the market leader in dynamic random
access memory (DRAM), static random access memory (SRAM), NAND
flash memory and Solid State Drives (SSDs). In addition, the Division has
been setting an aggressive pace for developing new memory devices and
multichip packages, as well as pioneering fusion memories and
commercialising nanotechnology.
The System LSI Division designs and manufactures logic and analogy
integrated circuit devices. It is comprised of 3 major areas of business
concentration - mobile solutions, home & media solutions, and ASIC &
foundry services. The Division focuses its efforts in five strategic products
areas - display Driver IC (DDI), CMOS image sensor (CIS), and mobile
Application processor (AP), smart card IC and media player SOC. System LSI
holds the number one market share in DDI, Navigational AP and MP3 SOC.
The Storage Systems Division is a leading producer of high-capacity, high-
performance hard disk drives for notebook and desktop PCs, as well as digital
camcorders, MP4 players and a wide range of other consumer electronics and
mobile devices. Just recently, it introduced a new line-up of ultra-compact,
high-capacity external hard drives. It has made significant advances in hard
disk drive technologies leading to lighter, quieter and more energy-efficient
drives.
Samsung's LCD business produces panels for TVs; digital information
displays (DIDs), notebook PCs and desktop monitors. It is the market leader in
developing next-generation, premium products such as ultra-slim, edge-lit
LED-backlit LCD panels, and is at the forefront of creating new markets with
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advancements in LED-backlit panel design and 240Hz LCD technology. The
Division also is leading the LCD industry in its transition to the 16:9
widescreen aspect ratio, as well as in the introduction of high-value-added
products such as 20-inch and larger slim-panel monitors and super-bright DID
panels.
Key Products
8M-pixel CIS
(CMOS Image Sensor) 800MHz mobile AP Mobile DDI
2 GB DDR3 SDRAM 1 GB one DRAM 256 GBSSD
32 GB NAND SIM CARD
Samsung in India
Samsung India is the hub for Samsung's South West Asia Regional operations.
The South West Asia Headquarters, under the leadership of Mr. J S Shin,
President and CEO, looks after the Samsung business in Nepal, Sri Lanka,
Bangladesh, Maldives and Bhutan besides India. Samsung India which
commenced its operations in India in December 1995 enjoys a sales turnover
of over US$ 1Bn in just a decade of operations in the country.
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Headquartered in New Delhi, Samsung India has widespread network of sales
offices all over the country. The Samsung manufacturing complex housing
manufacturing facilities for Colour Televisions, Mobile phones, Refrigerators
and Washing Machines is located at Noida, near Delhi. Samsung 'Made in
India' products like Colour Televisions, Mobile phones and Refrigerators are
being exported to Middle East, CIS and SAARC countries from its Noida
manufacturing complex. In November 2007, Samsung commenced the
manufacture of Colour televisions and LCD televisions at its stateof-the-art
manufacturing facility at Sriperumbudur, Tamil Nadu. The Company is also
manufacturing fully automatic front loading washing machines at its
Sriperumbudur facility.
Vision
MR.J.S SHIN
PRESIDENT AND CEO.
SAMSUNG SOUTH WEST ASIA HEAD QUARTER
Growing to be the best
Samsung India aims to be the 'Best Company' in India. 'Best Company' in
terms of the internal workplace environment, our manpower, our products as
well as our efforts to make our customers happy through our products and
services. Samsung aims to grow in India by contributing to the Indian
economy and making the lives of our consumers simpler, easier and richer
through our superior quality products.
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"Our aim is to gain technological leadership in the Indian marketplace even as
our goal is to earn the love and respect of more and more of our Indian
consumers."
Upon announcing Vision 2020 last year we strengthened our global
competitiveness which allowed us to post the highest sales and profits and
become an undisputed leader in electronics. Our steady ascent in brand value
has placed us shoulder to shoulder with the most trusted global companies.
This remarkable accomplishment could not have been possible without your
strong interest and support, and for this, I would like to thank you deeply on
behalf of everyone at Samsung. We look forward to many more years of doingour best to serve you as our customers, shareholders, and stakeholders.
2009 was also special for Samsung as it marked the 40th anniversary of the
company's founding, as well as for the announcement of a new vision: "Inspire
the World, Create the Future." Through this vision, Samsung is charging
towards $400 billion in revenue in 2020. Everyone at Samsung is working
hard to realize this goal.
Samsung is dedicated to being a globally respected company and a trusted
corporate citizen-- one that delivers new value through continuous innovation,
and that fulfils its responsibility to the communities and stakeholders that have
enabled it to succeed.
Brand power
From being a virtually unknown entity in the Year 1995, brand Samsung today
enjoys an awareness level of over 65% and a positive opinion of over 80% in
the country today (source: BAS 2007). The introduction of World First, Wow,
leading technology products in the Indian market coupled with the Companys
efforts to customise products for the Indian consumers, have contributed to the
success of the brand in the Indian market.
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Technology Leadership, Product design and innovative marketing have all
contributed to making Samsung a household name in the Indian market. The
Company has carried out over 170 Dream Home Road Shows - a four day
exhibition of its new products and technologies - in the metros and smaller
markets to create consumer awareness.
To display Samsung products in a more lifestyle ambience and to
communicate the product benefits in a more interactive manner, Samsung
India has set up a widespread network of Samsung Digital Plazas all over the
country.
The Samsung Brand shop network complements the over 8500 retail points for
Samsung products located across the length and breadth of the country.
Samsung plans to continue enhancing its penetration levels in the country to
reach out to more and more Indian consumers.
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R & D
The companys thrust on Product Innovation and R&D has given the companya competitive edge in the marketplace. Samsung has two Software
development centres - Samsung India Software Centre (SISC) and Samsung
India Software operations unit (SISO) at Noida and Bangalore respectively.
While the Samsung India Software Centre in developing software solutions in
Samsungs global software requirements for hi-end televisions like Plasma
and LCD TVs and Digital Media Products, SISO is working on major projects
for Samsung Electronics in the area of telecom: wireless terminals and
infrastructure, Networking, SOC (System on Chip) Digital Printing and other
multimedia/digital media as well as application software. In addition to
working on global R&D projects, SISO is also helping Samsung Indias
Mobile business by focusing on product customisation for the Indian market.
Samsung India currently employs around 2000 employees across its R&D
Centres at Noida and Bangalore.
Samsung India is also carrying out Hardware R&D at its Noida R&D Centre.
The focus of the R&D Centre is to customise both Consumer Electronics and
Home Appliance products to better meet the needs of Indian consumers. From
Flat televisions with 'Easy View' technology, Frost free refrigerators with
Stabiliser free operations to Semi automatic washing machines with Silver
Nano technology, the Samsung R&D Centres in India are helping the
company to continuously innovate and introduce products customised for theIndian market.
Every day, more than a quarter of all Samsung employees40,000 people
engage in research and development to discover the next generation of
powerhouse products that will take everyday life beyond the ordinary
beyond imagination.
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R&D at Samsung
Innovation is crucial to Samsung's business. As new technologies are being
constantly introduced to the market, speed is essential for remain-in
competitive in today's digital era, and new markets have to be pioneered
continuously. Through the interplay of creative, imaginative people; a global
R&D network; an organisation that encourages collaboration and cooperation
among business partners all along the supply chain; and a strong commitment
to ongoing investment, Samsung has put R&D at the heart of everything we
do.
People
One of Samsung's strongest assets is our team of talented researchers and
engineers. More than a quarter of all Samsung employees42,000 people
work everyday in research and development, and we expect that number to
surpass 50,000 by 2010. Atand amongour 42 research facilities around
the world, they collaborate on strategic technologies for the future and original
technologies designed to forge new market trends and set new standards for
excellence.
Organisation
Samsung's R&D organization has three layers. The Samsung Advanced
Institute of Technology (SAIT), Samsung's technology competitiveness in
core business areas, identifies growth engines for the future, and oversees the
securing and management of technology. The R&D centres of each business
focus on technology that is expected to deliver the most promising long-term
results. Division product development teams are responsible for
commercialising products scheduled to hit the market within one or two years.
Investment
A critical way that Samsung responds to the highly uncertain business
environment and the increasingly competitive marketplace is through our
commitment to R&D. Each year we invest at least 9% of our sales revenue in
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R&D activities. Samsung is committed to leading technology standardisation
and securing intellectual property rights.
Global R&D Network
Innovation is a global enterprise at Samsung. Our research and development
network spans six Samsung centres in Korea and 18 more in nine other
countries, including the United States, the United Kingdom, Russia, Israel,
India, Japan and China, as well as other research centres and universities.
Closely linked, these centres are tasked with hiring top-notch local talent,
investigating the latest local technology trends, and bringing to life those
technologies that offer the greatest benefits.
GLOBAL PROCUREMENT
As a world leader in digital technology Samsung Electronics is progressing
into a new era in product development,
corporate culture and contributions to the global society.
In order for us to achieve our goals, we understand how important it is to build
relationships and have full support from first class suppliers. Samsung
Electronics is looking for potential world-class partners with innovative and
distinctive technologies
for collaboration & creating new business opportunities.
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Objectives of project
Primary Objectives
To study on the effectiveness of training and development at
SAMSUNG PRIVATE LIMITED COMPANY
Secondary Objectives
To study about employees perception on training program. To study on training and development needs and satisfaction of
employees.
To find best method of training and development. To understand the attitude of top level management towards
implementation of training program.
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TRAINING AND DEVELOPMENT IN
TRAINING AND DEVELOPMENT IN SAMSUNG
COMPNAY
Importance of training and development
TRAINING AND DEVELOPMENT is a subsystem of an organization. It
ensures that randomness is reduced and learning or behavioural change takes
place in structured format.
Traditional Approach -Most of the organizations before never used to
believe in training. They were holding the traditional view that managers are
born and not made. There were also some views that training is a very costly
affair and not worth. Organizations used to believe more in executive
pinching. But now the scenario seems to be changing.
Modern approach- modern approach of training and development is that
Indian Organizations have realized the importance of corporate training.
Training is now considered as more of retention tool than a cost. The training
system in Indian Industry has been changed to create a smarter workforce and
yield the best results
Optimum Utilization of Human Resources Training andDevelopment helps in optimizing the utilization of human resource that
further helps the employee to achieve the organizational goals as well
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as their individual goals.
Development of Human Resources Training and Developmenthelps to provide an opportunity and broad structure for the
development of human resources technical and behavioural skills in
an organization. It also helps the employees in attaining personal
growth.
Development of skills of employees Training and Developmenthelps in increasing the job knowledge and skills of employees at each
level. It helps to expand the horizons of human intellect and an overall
personality of the employees.
Productivity Training and Development helps in increasing theproductivity of the employees that helps the organization further to
achieve its long-term goal.
Team spirit Training and Development helps in inculcating thesense of team work, team spirit, and inter-team collaborations. It helps
in inculcating the zeal to learn within the employees.
Organization Culture Training and Development helps to developand improve the organizational health culture and effectiveness. It
helps in creating the learning culture within the organization.
Organization Climate Training and Development helps building thepositive perception and feeling about the organization. The employees
get these feelings from leaders, subordinates, and peers.
Quality Training and Development helps in improving upon thequality of work and work-life.
Healthy work environment Training and Development helps increating the healthy working environment. It helps to build good
employee, relationship so that individual goals aligns with
organizational goal.
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Health and Safety Training and Development helps in improvingthe health and safety of the organization thus preventing obsolescence.
Morale Training and Development helps in improving the morale ofthe work force.
Image Training and Development helps in creating a better corporateimage.
Profitability Training and Development leads to improvedprofitability and more positive attitudes towards profit orientation.
Training and Development aids in organizational development i.e.Organization gets more effective decision making and problem
solving. It helps in understanding and carrying out organisational
policies
Training and Developmenthelps in developing
leadership skills, motivation,
loyalty, better attitudes, and
other aspects that successful
workers and managers
usually display.
Objectives of training and
development
Training objectives are one of the most important parts of training program.While some people think of training objective as a waste of valuable time. The
counterargument here is that resources are always limited and the training
objectives actually lead the design of training. It provides the clear guidelines
and develops the trainingprogram in less time because objectives focus
specifically on needs. It helps in adhering to a plan.
Training objective tell the trainee that what is expected out of him at the end
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of the training program. Training objectives are of great significance from a
number of stakeholder perspectives,
1 Trainer
2. Trainee
3. Designer
4. Evaluator
Trainee The training objective is beneficial to the trainee because it
helps in reducing the anxiety of the trainee up to some extent. Not knowing
anything or going to a place which is unknown creates anxiety that can
negatively affect learning. Therefore, it is important to keep the
participants aware of the happenings, rather than keeping it surprise.
Secondly, it helps in increase in concentration, which is the crucial factor
to make the training successful. The objectives create an image of the
training programin trainees mind that actually helps in gaining attention.
Thirdly, if the goal is set to be challenging and motivating, then the
likelihood of achieving those goals is much higher than the situation in
which no goal is set. Therefore, training objectives helps in increasing the
probability that the participants will be successful in training.
Designer The training objective is beneficial to the training designer
because if the designer is aware what is to be achieved in the end then hell
buy the training package according to that only. The training designer
would then look for the training methods, training equipments, and training
content accordingly to achieve those objectives. Furthermore, planning
always helps in dealing effectively in an unexpected situation. Consider an
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Trainer The training objective is also beneficial to trainer because it helps
the trainer to measure the progress of trainees and make the required
adjustment. Also, trainer comes in a position to establish a relationship
between objectives and particular segments of training.
.Therefore, without any guidance, the training may not be designed
appropriately.
EvaluatorIt becomes easy for the training evaluatorto measure the progress
of the trainees because the objectives define the expected performance of
trainees. Training objective is an important to tool to judge the performance of
participants.
The principal objective of training and development division is to make sure
the availability of a skilled and willing workforce to an organization. In
addition to that, there are four other objectives: Individual, Organizational,
Functional, and Societal.
Individual Objectiveshelp employees in achieving their personal goals,
which in turn, enhances the individual contribution to an organization.
Organizational Objectivesassist the organization with its primary
objective by bringing individual effectiveness.
Functional Objectivesmaintain the departments contribution at a level
suitable to the organizations needs.
Societal Objectivesensure that an organization is ethically and socially
responsible to the needs and challenges of the society.
example; the objective of one training program is to deal effectively with
customers to increase the sales. Since the objective is known, the designer
will design a training program that will include ways to improve the
interpersonal skills, such as verbal and non verbal language, dealing in
unexpected situation i.e. when there is a defect in a product or when a
customer is angry.
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Benefits of training and development
Benefits of training are intangible and investing in training benefits both,
organization and employees for a long period. Training enhances a worker
level of skills. It provides sense of satisfaction, which is an intrinsic motivator.
Training also provides organization multi skill employees. Training increases
an employer commitment to their job and their organization. Better
understanding of jobs reduces accidents. One of the most important benefits of
training for an organization is that, it provides skills inside the organization
which reduces overall cost of an organization's operations. The major benefits
of training and development programs are that the employees who are trained
need lesser supervision than those who are not.
Training and development are often initiated for an employee or a group of
employees in order to:
Relevantly remain in business. Create a pool of readily available and adequate replacements for
personnel who may leave or move up in the organisation.
Enhance the companys ability to adopt and use advances intechnology because of a sufficiently knowledgeable staff.
Build a more efficient, effective and highly motivated team, whichenhances the companys competitive position and improves employee
morale.
Ensure adequate human resources for expansion into new programs. Pilot or test the operation of a new performance management system
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Training is also initiated:
As part of an overall professional development program When a performance appraisal indicates performance improvement is
needed.
The benefits of training and development to employees and organisations alike
are numerous and include (but are not limited to) the following:
Workers are helped to focus, and priority is placed on empoweringemployees.
Productivity is increased, positively affecting the bottom line. Employee confidence is built, keeping and developing key performers,
enabling team development and contributing to better
team/organisation morale.
Employees are kept current on new job-related information, therebycontributing significantly to better customer service.
Employees are updated on new and enhanced skills, with a view toaligning them to business goals and objectives.
After a downsizing, remaining workers are given the technical andmanagement skills to handle increased workloads.
Companies with business problems are given a fresh or unbiasedprofessional opinion or exploration, evaluation, or critique.
Job satisfaction, employee motivation and morale are increased,reducing employee turnover.
Processes increase in efficiency, resulting in financial gain. Innovation is increased, bringing new strength to strategies, products
and the companys capacity to adopt new technologies and methods.
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Benefits of training are intangible and investing in training benefits both,
organization and employees for a long period. Training enhances a worker
level of skills. It provides sense of satisfaction, which is an intrinsic motivator.
Training also provides organization multi skill employees. Training increases
an employer commitment to their job and their organization. Better
understanding of jobs reduces accidents.
One of the most important benefits of training for an organization is that, it
provides skills inside the organization which reduces overall cost of an
organization's operations. Quality is one of the key features required for
survival of an organization in long term. Total Quality Management (TQM)
and other quality management techniques require staff training as an important
requisite for its successful implementation.
Customer satisfaction increases repeat business, which is a key to success. By
training employees for promoting good customer relations will increase
customer satisfaction and quality of service. Just-in time philosophy is one of
the leading ideas in Japan.JIT emphasize on reduction in waste and waiting
time in production process. Better training will reduce waste and machine
down time. A major portion of quality costs consists of supervision; by
providing proper training this is reduced. Training increases productivity of
employees and processes.
High employee turnover may be a serious threat to an organization existence,
major benefit of training is that it reduces staff turnover and help an
organization to retain its staff. Better training can provide an organization
competitive advantage over others in industry
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TRAINING AND DEVELOPMENT IN SAMSUNG
COMPANY
Samsungs invests heavily on employee training and development which is
core to the companys success. The objective is to secure bright and
innovative team members to lead the digital era.
Samsung Electronics Australia has systematic training programs to cultivate
experts in the areas of sales and marketing. We develop our people to become
leaders at the forefront of technology and innovative business.
Training Operations:
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Leader course is to nurture people ready for global challenge. The training
further provides various programs including SLP course to identify nex
generation business leader; SLP high-level manager course to strategicall
develop globally competitive next generation business leader; Samsung
MBA course to nurture strategic member who can lead the ever-changing
business environment of the new millennium; and Evening graduate course
to horn business skills of Samsung Engineering staffs.
The quality of employees and their development through training and
education are major factors in determining long-term profitability of a small
business. If you hire and keep good employees, it is good policy to invest in
the development of their skills, so they can increase their productivity.
Training often is considered for new employees only. This is a mistake
because ongoing training for current employees helps them adjust to rapidly
changing job requirements.
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Position training
From new recruit to management training specific to each position is delivered
to our trained staffs with the skill set required to given position.
Engineering training
Included in engineering training are engineering basic course, advance course,
specialist seminar. Engineering basic course is design to teach engineering
skills by giving comprehensive and systematic understanding on engineering
including design procurement and construction project management. Advance
course offers in depth on the job education for the required discipline. During
specialist seminars findings from study activities technology information and
application technology by discipline are introduce to communicate and share
new technology.
Job training
Job training newly launch program to systematically develop job capabilities
is structured to nurture knowledge competencies and mid set required for job.
The training aimed at fostering job related skills and expertise is composed of
job basic course, job intensive course, job expert course.
Globalization training
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With an aim to develop foreign language skills and promote smooth
communication at our overseas project the regular in hose program is
comprised of Samsung group language test prep course and practical English
conversation course with curriculum broke down based on the score of
speaking test. Furthermore courses to help you improve business writing,
meeting, presentation, communication, negotiation skills are provided to help
your career. Those who want to take advantage of 5 day workweek and wish
to study during weekend can continuously benefit from the program. You can
continuously take Samsung group collective course to enhance business skills.
IT training
MS excel and PowerPoint course for professional office automation, e-test
preparation course for IT professional certification are upgraded for your
service. Including financial management education and legal matter course,
business general training allows you to acquire basic understanding of
engineering and general business while raising efficiency in operation.
Core talent training
The training is to nurture core talent in the organization. Among the program
regional specialist course is designed to develop global competitiveness while
global biz. Leadership course to nurture people ready from global challenge.
The training further provides various programs including SLP course to
identify next generation business leaders. Samsung MBA course to nurture
strategic members who can lead ever changing business environment of the
new millennium, and evening graduate course to horn business skills of
Samsung engineering staff.
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Purpose of Training and Development
Reasons for emphasizing the growth and development of personnel include
Creating a pool of readily available and adequate replacements forpersonnel who may leave or move up in the organization.
Enhancing the company's ability to adopt and use advances intechnology because of a sufficiently knowledgeable staff.
Building a more efficient, effective and highly motivated team, whichenhances the company's competitive position and improves employee
morale.
Ensuring adequate human resources for expansion into new programs.
Research has shown specific benefits that a small business receives from
training and developing its workers, including:
Increased productivity. Reduced employee turnover. Increased efficiency resulting in financial gains. Decreased need for supervision.
Employees frequently develop a greater sense of self-worth, dignity and well-
being as they become more valuable to the firm and to society. Generally they
will receive a greater share of the material gains that result from their
increased productivity. These factors give them a sense of satisfaction through
the achievement of personal and company goals.
The Training Process
The model below traces the steps necessary in the training process:
Organizational Objectives
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Needs Assessment Is There a Gap? Training Objectives Select the Trainees Select the Training Methods and Mode Choose a Means of Evaluating Administer Training Evaluate the Training
Your business should have a clearly defined strategy and set of objectives that
direct and drive all the decisions made especially for training decisions. Firms
that plan their training process are more successful than those that do not.
Most business owners want to succeed, but do not engage in training design
that promise to improve their chances of success. Why? The five reasons most
often identified are:
Time- Small businesses managers find that time demands do not allow them
to train employees.
Getting started- Most small business managers have not practiced training
employees. The training process is unfamiliar.
Broad expertise - Managers tend to have broad expertise rather than the
specialized skills needed for training and development activities.
Lack of trust and openness- Many managers prefer to keep information
to themselves. By doing so they keep information from subordinates and
others who could be useful in the training and development process.
Scepticisms as to the value of the training - Some small business
owners believe the future cannot be predicted or controlled and their efforts,
therefore, are best centred on current activities i.e., making money today.
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A well-conceived training program can help your firm succeed. A program
structured with the company's strategy and objectives in mind has a high
probability of improving productivity and other goals that are set in the
training mission.
For any business, formulating a training strategy requires addressing a series
of questions.
Who are your customers? Why do they buy from you? Who are your competitors? How do they serve the market? What
competitive advantages do they enjoy? What parts of the market have
they ignored? What strengths does the company have? What weaknesses? What social trends are emerging that will affect the firm?
The purpose of formulating a training strategy is to answer two relatively
simple but vitally important questions:
(1) What is our business? And
(2) What should our business be? Armed with the answers to these questions
and a clear vision of its mission, strategy and objectives, a company can
identify its training needs.
Identifying Training Needs
Training needs can be assessed by analyzing three major human resource
areas: the organization as a whole, the job characteristics and the needs of theindividuals. This analysis will provide answers to the following questions:
Where is training needed? What specifically must an employee learn in order to be more
productive?
Who needs to be trained?
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Begin by assessing the current status of the company how it does what it does
best and the abilities of your employees to do these tasks. This analysis will
provide some benchmarks against which the effectiveness of a training
program can be evaluated. Your firm should know where it wants to be in five
years from its long-range strategic plan. What you need is a training program
to take your firm from here to there.
Second, consider whether the organization is financially committed to
supporting the training efforts. If not, any attempt to develop a solid training
program will fail.
Next, determine exactly where training is needed. It is foolish to implement acompanywide training effort without concentrating resources where they are
needed most. An internal audit will help point out areas that may benefit from
training. Also, a skills inventory can help determine the skills possessed by the
employees in general. This inventory will help the organization determine
what skills are available now and what skills are needed for future
development.
Also, in today's market-driven economy, you would be remiss not to ask your
customers what they like about your business and what areas they think should
be improved. In summary, the analysis should focus on the total organization
and should tell you
(1) Where training is needed and
(2) Where it will work within the organization.
Once you have determined where training is needed, concentrate on the
content of the program. Analyze the characteristics of the job based on its
description, the written narrative of what the employee actually does. Training
based on job descriptions should go into detail about how the job is performed
on a task-by-task basis. Actually doing the job will enable you to get a better
feel for what is done.
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Individual employees can be evaluated by comparing their current skill levels
or performance to the organization's performance standards or anticipated
needs. Any discrepancies between actual and anticipated skill levels identify a
training need.
Selection of Trainees
Once you have decided what training is necessary and where it is needed, the
next decision is who should be trained? For a small business, this question is
crucial. Training an employee is expensive, especially when he or she leaves
your firm for a better job. Therefore, it is important to carefully select who
will be trained.
Training programs should be designed to consider the ability of the employee
to learn the material and to use it effectively, and to make the most efficient
use of resources possible. It is also important that employees be motivated by
the training experience. Employee failure in the program is not only damaging
to the employee but a waste of money as well. Selecting the right trainees is
important to the success of the program.
Training Goals
The goals of the training program should relate directly to the needs
determined by the assessment process outlined above. Course objectives
should clearly state what behaviour or skill will be changed as a result of the
training and should relate to the mission and strategic plan of the company.
Goals should include milestones to help take the employee from where he or
she is today to where the firm wants him or her in the future. Setting goals
helps to evaluate the training program and also to motivate employees.
Allowing employees to participate in setting goals increases the probability of
success.
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Training Methods
There are two broad types of training available to small businesses: on-the-job
and off-the-job techniques. Individual circumstances and the "who," "what"and "why" of your training program determine which method to use.
On-the-job training is delivered to employees while they perform their
regular jobs. In this way, they do not lose time while they are learning. After a
plan is developed for what should be taught, employees should be informed of
the details. A timetable should be established with periodic evaluations to
inform employees about their progress. On-the-job techniques include
orientations, job instruction training, apprenticeships, internships andassistantships, job rotation and coaching.
Off-the-job techniques include lectures, special study, films, television
conferences or discussions, case studies, role playing, simulation, programmed
instruction and laboratory training. Most of these techniques can be used by
small businesses although, some may be too costly.
Orientations are for new employees. The first several days on the job are
crucial in the success of new employees. This point is illustrated by the fact
that 60 percent of all employees who quit do so in the first ten days.
Orientation training should emphasize the following topics:
The company's history and mission. The key members in the organization.
The key members in the department, and how the department helpsfulfil the mission of the company.
Personnel rules and regulations.
Some companies use verbal presentations while others have written
presentations. Many small businesses convey these topics in one-on-one
orientations. No matter what method is used, it is important that the newcomer
understand his or her new place of employment.
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Lecturespresent training material verbally and are used when the goal is to
present a great deal of material to many people. It is more cost effective to
lecture to a group than to train people individually. Lecturing is one-way
communication and as such may not be the most effective way to train. Also,it is hard to ensure that the entire audience understands a topic on the same
level; by targeting the average attendee you may undertrained some and lose
others. Despite these drawbacks, lecturing is the most cost-effective way of
reaching large audiences.
Role playing and simulation are training techniques that attempt to
bring realistic decision making situations to the trainee. Likely problems and
alternative solutions are presented for discussion. The adage there is no better
trainer than experience is exemplified with this type of training. Experienced
employees can describe real world experiences, and can help in and learn from
developing the solutions to these simulations. This method is cost effective
and is used in marketing and management training.
Audiovisual methods such as television, videotapes and films are the
most effective means of providing real world conditions and situations in a
short time. One advantage is that the presentation is the same no matter how
many times it's played. This is not true with lectures, which can change as the
speaker is changed or can be influenced by outside constraints. The major flaw
with the audiovisual method is that it does not allow for questions and
interactions with the speaker, nor does it allow for changes in the presentation
for different audiences.
Job rotationinvolves moving an employee through a series of jobs so he or
she can get a good feel for the tasks that are associated with different jobs. It is
usually used in training for supervisory positions. The employee learns a little
about everything. This is a good strategy for small businesses because of the
many jobs an employee may be asked to do.
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Apprenticeships develop employees who can do many different tasks.
They usually involve several related groups of skills that allow the apprentice
to practice a particular trade, and they take place over a long period of time in
which the apprentice works for, and with, the senior skilled worker.Apprenticeships are especially appropriate for jobs requiring production skills.
Internships and assistantshipsare usually a combination of classroom
and on-the-job training. They are often used to train prospective managers or
marketing personnel.
Programmed learning, computer-aided instruction and interactive video
all have one thing in common: they allow the trainee to learn at his or her own
pace. Also, they allow material already learned to be bypassed in favour of
material with which a trainee is having difficulty. After the introductory
period, the instructor need not be present, and the trainee can learn as his or
her time allows. These methods sound good, but may be beyond the resources
of some small businesses.
Laboratory trainingis conducted for groups by skilled trainers. It usuallyis conducted at a neutral site and is used by upper- and middle management
trainees to develop a spirit of teamwork and an increased ability to deal with
management and peers. It can be costly and usually is offered by larger small
businesses.
Trainers
Who actually conducts the training depends on the type of training needed and
who will be receiving it. On-the-job training is conducted mostly by
supervisors; off-the-job training, by either in-house personnel or outside
instructors.
In-house training is the daily responsibility of supervisors and employees.
Supervisors are ultimately responsible for the productivity and, therefore, the
training of their subordinates. These supervisors should be taught the
techniques of good training. They must be aware of the knowledge and skills
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necessary to make a productive employee. Trainers should be taught to
establish goals and objectives for their training and to determine how these
objectives can be used to influence the productivity of their departments. They
also must be aware of how adults learn and how best to communicate with
adults. Small businesses need to develop their supervisors' training capabilities
by sending them to courses on training methods. The investment will pay off
in increased productivity.
There are several ways to select training personnel for off-the-job training
programs. Many small businesses use in-house personnel to develop formal
training programs to be delivered to employees off line from their normal
work activities, during company meetings or individually at prearranged
training sessions.
There are many outside training sources, including consultants, technical and
vocational schools, continuing education programs, chambers of commerce
and economic development groups. Selecting an outside source for training
has advantages and disadvantages. The biggest advantage is that these
organizations are well versed in training techniques, which is often not the
case with in-house personnel.
The disadvantage of using outside training specialists is their limited
knowledge of the company's product or service and customer needs. These
trainers have a more general knowledge of customer satisfaction and needs. In
many cases, the outside trainer can develop this knowledge quickly by
immersing himself or herself in the company prior to training the employees.
Another disadvantage of using outside trainers is the relatively high cost
compared to in-house training, although the higher cost may be offset by the
increased effectiveness of the training. Whoever is selected to conduct the
training, either outside or in-house trainers, it is important that the company's
goals and values be carefully explained.
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Training Administration
Having planned the training program properly; you must now administer the
Training to the selected employees. It is important to follow through to make
sure the goals are being met. Questions to consider before training begins
include:
Location. Facilities. Accessibility. Comfort. Equipment. Timing.
Careful attention to these operational details will contribute to the success of
the training program. An effective training program administrator should
follow these steps:
Define the organizational objectives. Determine the needs of the training program. Define training goals. Develop training methods. Decide whom to train. Decide who should do the training. Administer the training. Evaluate the training program.
Following these steps will help an administrator develop an effectivetraining program to ensure that the firm keeps qualified employees who
are productive, happy workers. This will contribute positively to the
bottom line.
Evaluation of Training
Training should be evaluated several times during the process. Determine
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these milestones when you develop the training. Employees should be
evaluated by comparing their newly acquired skills with the skills defined by
the goals of the training program. Any discrepancies should be noted and
adjustments made to the training program to enable it to meet specified goals.
Many training programs fall short of their expectations simply because the
administrator failed to evaluate its progress until it was too late. Timely
evaluation will prevent the training from straying from its goals.
Training Cycle
Stage 1 - Identification of training needs
This initial stage of the training cycle addresses finding out if there is, or
identifying, training need. If a need is identified, it is at this stage that who
needs trained (target audience), in what and how you will know the training
has had the intended impact success criteria of the training should be
identified. This stage will help those who identify training needs to consider
why the training is required and its expected outcome and impact.
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How you will measure if the training has met the original need i.e. brought
about intended change in behaviour, performance.
Stage 2 - Design of training solutions
This stage covers planning, design and development of magistrate training. It
aims to ensure that a systematic and consistent approach is adopted for all
training solutions. Training solutions cover face to face training and open andflexible learning including e-learning.
Stage 3 - Delivery of training solutions
This stage of the training cycle ensures that the delivery of the training is
effective and provides opportunities for the learners to learn. This will involve
choosing the most appropriate format for meeting training needs, and taking
advantage of different training methods.
Stage 4 - Application of training in the court environment
This stage of the training cycle is concerned with ensuring that all learning
outcomes are applied and reinforced in practice within the court environment.
This stage will help those who monitor the development of individual learners
and review their progress.
Stage 5 - Evaluation of training solutions
This stage of the training cycle deals with the collection, analysis and
presentation of information to establish the improvement in performance that
results from this.This stage will help those who evaluate learning programmes,
or who respond to developments in learning, or plan and introduce
improvements in learning interventions.
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Research Methodology
Research is common parlance refer to the search for knowledge. It can be alsodefined as a systematic and scientific search for pertinent information on
specific topic; In fact search is a part of scientific investigation. In simple
terms research means "a careful investigation or enquiry through search for
new facts in any branch ofknowledge
LOGICAL FLOW OF RESARCH IS AS FOLLOW
Identification of problem
Research objective
Source of data
Data collection
Sample
Sample size
Data interpretation
Data analysis
Finding and observation
Conclusion
Recommendation
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Research design
Research design can be thought of the structure of research. It is a glue that
holds all the elements in a research project together. Research design is a vital
part of the research study. It is a logical and systematic planning and directing
of piece of research. It is a master plan and blue print of entire study.
Sources of data
Primary data
Internal data about working of HR department from gathered fromorganisation.
Interview Observation Sufficient data collected through feedback forms from employees
[Questionnaires]
Secondary data
Magazines, journal, brochures, books Website of company [www.samsung.com] Earlier research on similar topic
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Samples
We always have to work with a sample of subject rather than the full
population. But people are interested in population, not the sample. To
generalise from the sample to the population, the sample has to be
representative of the population. The safety way to ensure that the
representative is to use a random selectionprocedure.
Method of sampling used
"Random selection process"
In the random selection method, all items have some chance of selection that
can be calculated. Random sampling technique ensures that bias is not
introduced regarding who is not included in survey.
Sampling size
The sampling size is taken in 20 employees from the Human resource
department in Samsung company private limited, Nagpur.
Data collection
Survey questionnaires: Behaviour, belief and observation of specific groups
are identified, reported and interpreted.
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Development of Hypothesis
Hypothesis is usually considered as the principle instrument. Its main functionis to suggest new experiment and observation. In fact many experiments are
carried out with the deliberate object of testing HYPOTHESIS. In general it is
taken as a proposal to accept something as true. It may prove to be correct or
incorrect. So after defining the objective and having good literature survey.
I set the hypothesis for my research project as
The training and development program adopted by Samsung Company helps
to improve employee's performance and simultaneously fulfil organisation
objectives.
Training and development activities conducted by Samsung Company are
effective and the employees are better performers after the training is
imparted.
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Data interpretation and data analysis
1. Your organisations consider training as a part of organisational strategy. do
you agree with this statement?
No. of
employees
Strongly
agree
Agree Disagree Somewhat
agree
20 08 10 01 01
According to above data, from 100% employees
49% employees considers training as a part of firm's strategy
40% employees strongly agree with the statement
5% employees disagree with the statement
6% employees somewhat agree with the statement
2. To whom the training is given more?
40%
49%
5%6%
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
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No. of
employees
New staff Junior staff Senior staff Based on
requirement
20 08 02 08 02
According to above data out of 100% employees
42% employees are new staffs is given training
42% employees are senior staff are given training
10% employees are junior staff are given training
6% employees are given training based on requirement.
3. What are the barriers of training and development in your firm?
42%
10%
42%
6%
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
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No. of
employees
time Lack of
interest
money Non
availability of
skilled trainer
20 07 08 03 02
According to above data 100% of employees
36% employees consider time as a barrier in the training
42% employees consider lack of interest as barrier
16% employees consider money as barrier
6% employees consider non availability of skilled trainer as barrier
4. What mod