OUTBOUND TRAINING

Its Effectiveness & Limitations in

Essel Group

PRANAV SURYAKANT CHAVAN HPGD/OC14/2347

SPECIALIZATION: HR

PRIN. L. N. WELINGKAR INSTITUTE OF MANAGEMENT & DEVELOPMENT RESEARCH YEAR

OF SUBMISSION: SEPTEMBER - 2016

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ACKNOWLEDGE:

“It is not possible to prepare a project report without the assistance &

encouragement of other people. This one is certainly no exception.”

On the very outset of this report, I would like to extend my sincere & heartfelt obligation towards

all the personages who have helped me in this endeavor. Without their active guidance, help,

cooperation & encouragement, I would not have made headway in the project.

I am ineffably indebted to Mr. Santosh Bagwe – GM- HR for conscientious guidance and

encouragement to accomplish this assignment.

I extend my gratitude to PRIN. L. N. WELINGKAR INSTITUTE OF

MANAGEMENT & DEVELOPMENT RESEARCH for giving me this

opportunity.

At last but not least gratitude goes to all of my friends who directly or indirectly helped me to

complete this project report.

Any omission in this brief acknowledgement does not mean lack of gratitude.

Thanking You

Pranav Chavan

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CERTIFICATE FROM THE GUIDE

This is to certify that the project work titled Outbound training – its effectiveness & Limitations in Essel Group is a bonafied work carried out by Mr. Pranav Chavan ( Roll No – HPGD/OC14/2347) , a candidate for the Post Graduate Diploma examination of the Welingkar Institute of Management under my guidance and direction.

Signature Of Guide :

Name : Shilpa Prakash Khanvilkar

Designation : Asst. Manager – HR

Company : Pan India Paryatan Pvt. Ltd.

Address : Esselworld / Waterkingdom

Gorai, Borivali.

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CONTENT Sr. NO Topic Pages

01 Executive Summary 5

02 Introduction about the Company

History

Core Values

Group Of Companies

Our Business

Corporate Social Responsibilities

6 - 13

03 Pan India Paryatan Private Limited

Introduction

Verticals of the Company

EsselWorld

Water Kingdom

14-17

04 Introduction Of Training

Types Of Training & Explanation

18 - 30

05 Outbound Training with Case Study 31 - 45

06 Its Effectiveness & Limitations 46 - 47

07 Conclusion 48

08 Bibliography 49

09 Annexure I 50 - 60

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EXECUTIVE SUMMARY:-

Essel Group has undertaken the initiative to implement the Outbound Training for enhancing

organizational performance through experiential learning

Such programs are often also referred to as corporate adventure training and outdoor

management development. Outbound Training Programms will revolve around activities

designed to improve leadership, communication skills, planning, change management,

delegation, teamwork, and motivation.

The outbound training encompasses a wide range of skill that are integral and necessary part of

everyday business.

We have conducted following out bound training programme :

Management Training

• Leadership Skills • Communication • Change Management   • Giving Feedback • Delegation Skills • Motivation Skills

Personal Development Training:

• Presentation Skills • Emotional Intelligence • Time Management• Confidence Building

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• Decision Making • Personal Impact

INTRODUCTION OF COMPANY

HISTORY : -

Essel Group has been a leading business conglomerate having diverse business presence across Media, Entertainment, Packaging, Infrastructure, Education, Precious metals and Technology sectors. We have created an impressive track record of value creation in all our businesses that compares well with their respective industry peers. Our companies strive to bring the latest innovations and the best value offerings to all our consumers in our quest to deliver the best in class. "Faith in innovative and organized growth" works as the guiding principle behind every business at Essel and keeps us committed to enhancing operational excellence through greater focus on innovation and efficient resource utilization. With worldwide operations and a workforce of over 10000 employees, Essel Group is growing in strength day by day.

The Group has also made a successful foray into socially relevant business ventures such as infrastructure, education and finance. Essel Infrastructure is engaged into construction of roads, power plants and urban infrastructure development and has built an impressive order book while Essel Utilities is engaged in power distribution and water management. Zee Learn has established a vast network of preschools across the country shaping young minds to drive India’s future and is currently building its network of K-12 schools expanding its reach to millions of students in the country. The Group’s financial arm, Essel Finance is a customer-centric, financial services firm arranged into three business groups - commercial finance, investment banking and private equity

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Another Group venture - Essel Propack, a laminated tube manufacturer, is considered to be one of the largest in the world. Essel through Shirpur Gold Refinery has also ventured into precious metals which has a promising outlook. Essel's entertainment brands include - Playwin, India's first and largest online gaming company, 'EsselWorld' the largest amusement park in the country and 'Water Kingdom', the largest theme water park in Asia.

VALUES :-Our companies are at an exciting juncture of their business journey, as they continue to expand their product offerings and explore new markets. Having attained respectable scales in most of its businesses, Essel is now pursuing the next level of growth. We are committed to adopt and develop new technologies to provide a wider range of offerings and a better experience to its consumers. Given Essel’s growth potential and increasing international outlook, the promoters as well as the entities in the Group continue to pursue fund-raising opportunities both domestically and in the international markets. Essel with its experience and resources will keep tapping new growth opportunities.

We believe in inclusive growth and are ever committed to the various stakeholders – shareholders, customers, employees and vendors. Our companies are well poised to not only grow further in scale but also balance the growth with the interests of its stakeholders and civil society. It is the unflinching goal of Essel to become a greater force to reckon with and the Group is on its journey towards accomplishing it.

'Faith in innovative and organized growth'

Essel Group is among India's most prominent business houses with a diverse portfolio of assets in media, packaging, entertainment, technology-enabled services, infrastructure development and education. The Group started business in 1926 and has since then metamorphosed into a conglomerate that is a symbol of the ingenuity and power of Indian entrepreneurship, with worldwide operations and a workforce of over 10,000 dedicated employees. Today Essel Group of Companies is a vast conglomerate of Media, Technology, Entertainment, Packaging, Infrastructure, Education and Precious Metals companies.

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GROUP PROFILE : -

MEDIA

Zee Entertainment Enterprises Ltd - Zee Entertainment Enterprises Limited is one of India's leading television media and entertainment companies. It is amongst the largest producers and aggregators of Hindi programming in the world, with an extensive library housing over 120,000 hours of television content.

Zee Media Corporation Ltd - Zee Media Corporation Limited is India's largest News Network, with 10 channels, reaching out to over 130 million viewers through its national and regional channels across India as well as those of its digital properties like zeenews.com and dnaindia.com.

dna - dna is a daily, English-language broadsheet owned by Diligent Media Corporation Limited, an Essel Group company. In a short span of 9 years, dna has entrenched itself into the lives of the young and dynamic readers through its news, views, analyses and interactivity with a composite unbiased picture of the city, the country and the world around them.

India.com Web Portal Private Limited - India.com Web Portal Private Limited is the fastest growing digital publisher in India with 50 million unique visitors per month

TECHNOLOGY

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Dish TV - Asia's largest Direct to Home Entertainment Company, DishTV is the pioneer when it comes to digital entertainment.

SITI Cable Network Ltd - SITI Cable Network Limited is one of India's leading Multi System Operators (MSO)

Cyquator Technologies Limited - an IT infrastructure outsourcing company that provides end-to-end Internet Data center and high-end managed hosting services.

PACKAGING

Essel Propack - It is the largest specialty packaging company – manufacturing laminated and seamless or extruded plastic tubes. With over 2500 people representing 25 different nationalities, Essel Propack functions through 24 state of the art facilities in twelve countries, selling more than 5 billion tubes and continuing to grow every year.

ENTERTAINMENT

Pan India Network Pvt Ltd - Playwin, India's first and largest online gaming company, provides infrastructure, data communication, marketing support and service to facilitate a secure online lottery network.

Pan India Paryatan Private Limited - PIPPL owns and operates India's most favourite entertainment parks, 'EsselWorld' and 'Water Kingdom' located at Gorai, Mumbai. 'EsselWorld' - launched in 1989 is the largest amusement park in the country & 'Water Kingdom' - commissioned in 1998 adjacent to the EsselWorld, are the largest Theme Water Parks in Asia.

E-City Bioscope Entertainment Pvt Ltd - A chain of multiplex cinema cum- family activity centers across non-metro towns in India.

E-City Digital Cinemas - E-City Digital Cinemas is committed to revolutionising the Indian movie business by implementing state-of-the-art digital technology at the various independent cinema houses in this fragmented industry.

INFRASTRUCTURE

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Essel Infraprojects Limited - One of the fastest growing companies having diversified interests in infrastructure projects, Essel Infraprojects Ltd. is a successful venture with three key Strategic Business Units in areas of Core Infrastructure, Green Solutions & Integrated Utilities Services.

Smart Utilities - Smart Utilities is India's first integrated utilities brand- a consumer-centric integrated utility services brand delivering smart value and efficiency.

E-City Real Estate Pvt. Ltd - The Company behind the successful lifestyle brand Fun Republic - currently operates 4 lifestyle malls in Mumbai, Chandigarh, Lucknow and Coimbatore. The Company aims to operate successful retail formats that align the interests of operators, retailers and consumers providing an ideal size and brand mix.

Siti Energy Limited (SEL) - It is incorporated under Companies Act 1956 to inter-alia, implement the Piped Natural Gas (PNG) and Compressed Natural Gas (CNG) project for various application in the Domestic, Commercial, Industrial & Automotive sectors in Indian cities.

E-City Property Management Systems - EPMS is an E-City Venture that provides the most comprehensive and reliable property management services in India, including overall operations, marketing, consultancy, occupant management, retail leasing services and advisory services.

EDUCATION

Zee Learn - The education arm, through its chain of pre-schools (Kidzee), K-12 schools (Mount Litera) and youth institutes (ZICA and ZIMA) promises to give light to the paths of children and youngsters who wish to realise their potential in order to set foot on the path of development. Zee Learn's purpose is to improve human capital via quality education.

HEALTHY LIFESTYLE & WELLNESS

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Veria Living - Veria Living is a leading media brand devoted to showcasing healthy lifestyle and wellness programming and related content across multiple media platforms in the United States and beyond.

PRECIOUS METALS

Shirpur Gold Refinery Ltd - It is one of the leading players in the precious metals market in India. With state-of-the-art refining & minting   processes and professionally driven management coupled with experienced manpower, SGRL takes pride in producing gold & silver bars and coins which meet the strictest international standards in quality.

FINANCIAL SERVICES

Essel Finance - Essel Finance is a customer-centric, pioneer financial services firm arranged into three business groups - commercial finance, investment banking and private equity.

Essel Middle East

Essel Middle East is Essel Group's overseas extension, based in Dubai UAE. Essel Middle East is involved in the business of mineral mining, oil explorations and acquisition of natural resource assets globally. The company also provides food security and relief support to various UN and related organization. It has also explored and advanced to other dimensions with interest in education, logistics and international trading.

Pan Asia Infrastructure FZ LLC has been incorporated under Dubai Technology and Media Free Zone. It is located in the midst of DMC , Dubai, United Arab Emirates. Pan Asia Infrastructure provides Real Estate Research, Management and Development services across United Arab Emirates. Pan Asia

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Infrastructure is the new hub of commercial real estate activities. it has well-known brands under its retail

ESSEL CARES :- Ekal Vidyalaya :

Ekal Movement working with support organizations is the biggest voluntary effort of its kind spread over 50,000 villages. And the target is to reach more than a lac of villages as power centers and surrounding villages in its ambit. This will ensure that the message of development and empowerment reaches every village of the country.

Ekal Movement has a five-pronged education programme to empower the marginalized and particularly the tribals in remote Bharat. The education programme includes - basic education, health care education, development education, empowerment education and value education.

The spread of Ekal work is throughout the country - from Kashmir to Kerala and from North East to Gujarat. Started in 1989, Ekal very recently celebrated its Silver Jubilee in service to the needy.

Global Vipassana Foundation : Dr. Subhash Chandra is the Senior Trustee of the Global Vipassana Foundation in his capacity as a Vipassana meditator. Having completed the Vipassana course in the 1990s (around 1994), he was impelled to spread the philosophy of mental purification through self-observation.

Developments in the fields of science, technology, communication, transport, agriculture and medicine have revolutionized human life at the material level. But this progress is only superficial. Beneath this progress, people are living lives of high mental and emotional stress, even in the most developed and affluent societies. The problems and conflicts arising out of racial, ethnic, sectarian and caste prejudices, poverty, warfare, disease, terrorism, environmental

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devastation and the general decline of moral values have cast a dark shadow on the future of civilization.

The Vipassana Foundation propagates the Vipassana technique of meditation that was rediscovered 2500 years ago by Gautama the Buddha. Over centuries, the technique spread to the neighboring countries of Burma, Sri Lanka, Thailand and others. However, the noble heritage disappeared from India. Vipassana was reintroduced to India by Shri S N Goenka, who has been conducting Vipassana courses since 1969.

The Vipassana movement now operates in over 90 countries through more than 150 Vipassana centres. The centres conduct ten-day courses as well as train people to be assistant teachers to spread the Vipassana legacy across the globe.

Transnational Alternate Learning for Emancipation and Empowerment through MultimediaTALEEM Research Foundation was founded by Shri Subhash Chandra as a literary, scientific and charitable society and trust in May 1996.

TALEEM Research Foundation is an initiative of the Essel Group to channelize part of its creative and financial resources to address issues of national concern.

The mission of TALEEM is to provide access and opportunities for world class research and education both in residential and distance and open mode learning leading to employment and income generation, to promote and conduct research and training.

Under its auspices, the TALEEM Research Foundation has three main activities:

Research, Training and Capacity Building

Education

Himgiri ZEE University

The Mount Litera School International

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Pan India Paryatan Pvt. LtdINTRODUCTION:Pan India Paryatan Pvt. Ltd. (PIPPL) is the company holding EsselWorld – India’s Largest Amusement Park and Water Kingdom – Asia’s Largest Theme Water Park. At this Island-of-fun, which spreads across 64 acres of land and is filled with over 100 combined attractions, sumptuous food options and a range of fun activities, we transport you to a magical world of thrill, adventure and excitement.

Pan India Paryatan Pvt. Ltd. is the holding company of EsselWorld and Water Kingdom - the largest amusement parks in India and a subsidiary of USD 3.2 billion Essel Group. Over the past two decades these parks have been the pioneers in leisure and entertainment, thereby successfully entertaining more than 22 million visitors. These twin parks offer an area of over 64 acres with more than 90 attractions across rides and slides. The Group's mission is to redefine the traditional means of entertainment and above all meet the fast changing consumer needs for active entertainment.

Under the young & dynamic leadership of CEO Mr. Shirish Deshpande, PIPPL has grown from Amusement into Retail and Hospitality sector.

2012 - Work began for building a world class 5 star deluxe Resort with 220 fully furnished rooms.

It is being built on a land adjacent to the amusement parks, so as make it a complete leisure destination. Expected to be launched by end-2015.

2012 – launch of 1st brand extension project EsselWorld FREEZE at Inorbit mall, Pune.

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Launching Downtown EsselWorld in March 2015. Bigger FEC with multiple activities. Freeze will be a part of it.

EsselWorld:

Started in 1989, is India’s largest amusement park.

Asia’s first eco-friendly & certified pollution free amusement park, meeting international standards. 

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Entertained more than 20 million people over the last 2 decades.

Over 68 attractions spread over 42 acres of thrill and excitement.

Features Hi Thrill Rides, Bowling Alley, Indoor Ice-Skating Rink (India’s first), Restaurants', Arcade games, & lots more

Water Kingdom:

Started in 1998, Water Kingdom is Asia’s largest theme water park

Designed by Jean Michel Rouls, designer of Parc Asterix in France

Entertained more than 8 million people over the last 14 years

Over 34 attractions spread across 22 acres

Featuring state-of-art world class filtration plant recycling 9 million liters of water daily

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Supplementary services include swimwear and related accessories & International single-use and multi-use lockers

Hosts the World’s largest wave pool, World’s largest water coaster & lots more

Corporate Responsibility: -

Self initiated Envioronment friendly practices to lead Green initiative.

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Special care for physically challenged

Initiative towards education and health care

Employment opportunity - local surroundings

Initiated the drinking water supply to near by villages

Offers Ferry services to the local villages whenever required

Free Entertainment offered to socially deprived children

Providing ferries for Lord Ganesha at the time of immersions

TRAINING.

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Need for training: • To train the employees in the company culture pattern.

• To train the employee to increase his quantity and quality of output.

T his may involve improvement in work methods or skills.

• To train employee for promotion to higher jobs.

• To train the bright but dronish employee in the formation of his goals. This may involve instructions in initiative and drive.

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• To train employee towards better job adjustment and high morale.

• To reduce supervision, wastage and accidents. Development of effective work habits and methods of work should contribute towards a reduction in the accident rate, less supervision and wastage of material.

Principles of training:

The most important objective is to create learning environment in organization so thatthe member of organization continuously learns and acquires competencies. In order to makethe learning environment effective certain principles need to be followed.Knowledge of results:Every employee in a learning situation wants to know what is expected of him and howwell he is doing. He seeks information, appraisal and guidance about his progress and ismade uneasy by the possibility that he may be making some serious error in his behaviour and not knowing that he is doing so. Knowledge of results affects learning in 2 ways:

•It provides the trainees basis for correcting his error 

•It produces motivational effect on the trainee

Motivation: A motivated worker learns better than an unmotivated one. Until the worker

has become convinced of the need of training and of the worthwhile ness of the returns the level of motivation will be low and learning will be slow.Reinforcement:In order for behavior to be acquired, modified and sustained it must be rewarded. But reward should be distributed cautiously or discretely. Praising an inefficient and poor learner may disappoint good trainees. Principle of reinforcement also states that punishment is less effective than reward.

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Punishment tends to fix the undesirable behavior rather than to eliminate it. It may also develop in the trainee a dislike for the punishment giver. However mild punishment is quite effective if administered immediately following the incorrect response. Similarly fairy immediate reinforcement should be provided for desirable behaviour.Supporting climate and practice: Practice makes a man perfect. In order that the trainee may not revert back to the old behaviour, it is essential that he practice the new learning daily. The internal environments of many organizations are hostile to this. Too often the trainee is not able to implement in his work place what he has learned during the training session. Part vs. Whole learning: This controversial issue is concerned with whether it is more efficient to practice awhile task all at once or whether sub tasks or component tasks should be mastered first before integrating them into the whole task performance. In a comprehensive literature review Naylor found that the answer to this question seemed to depend on the characteristics of the tasks which the trainees were attempting to master. Tasks were seen to differ incomplexity (the difficulty of each of the separate task component viewed individually) and organization (the extent to which such tasks are interrelated). Naylor then suggested the following training principles: Given a task of relatively high organization, as task complexity increases whole learning becomes more efficient than part learning. Given a task if relatively low organization, as task complexity increases part learning becoming more efficient than whole.

Transfer of learning:

Transfer of learning from the training to the job would depend upon the extent towhich there are identical elements in two. Thus if the devices used in training were similar tothose on the job and there would be positive transfer of learning. This means that the trainedemployee would be superior in performance on the job to an untrained individual. But if the physical and psychological fidelities are wanting there would be negative transfer of learning.This means that the trained would display inferior performance on the job. If incorrect work methods are learned once, there may be considerable difficulty encountered in rejecting thesemethods.

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Criteria for setting training objective

Nature and size of the group to be trained

Roles and tasks to be coined out by the target group

Relevance, applicability and compatibility of training to the work situation

Existing and desired behaviour defined in terms of ratio, frequency, quality of interaction, repetitiveness, innovations, supervision etc.,

Operational results to be achieved through training e.g., productivity cost, down time,creativity, turnover etc.,

Identification of the behaviour where change is required

Indicators to be used in determining changes from existing to the desired level interms of ratio and frequency.

Training is expensive. Without training it is more expensive

- Nehru

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Training :

Training is formal & systematic modification of behavior through learning which occurs as a result of education, Instruction, development and planned experience.

1. It is a short term process

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2. Refers to instruction in technical & Mechanical Problem

3. Specific Job related purpose.

4. Helps employees to do their current jobs.

Development:

It is an learning activity which is directed towards future needs rather than present needs, and which is concerned more with career growth than immediate performance.

It is long term educational process

Refer to philosophical and theoretical educational concept

Managerial Personal

General knowledge propose

Helps the individual handle future responsibilities

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INPUTS OF TRAINING & DEVELOPMENT

REASONS & BENEFITS

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TYPES OF TRAINING

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1. ON JOB TRAINING : - On-the-job training, also known as OJT, is teaching the skills, knowledge, and

competencies that are needed for employees to perform a specific job within the workplace and work environmentOn-the-job training uses the regular or existing workplace tools, machines, documents, equipment, knowledge and skills necessary for an employee to learn to effectively perform his or her job.

-

Advantages of On-the-Job Training Does not require the development of potentially, expensive training material Training tends to focus on performing real job task well suited for small group.

Disadvantages of On-the-Job Training: - Theoretical knowledge will be less- while propering the task you will come to know the process

- Long Process and time consuming

On Job Training Methods : -

- Coaching - Mentoring

- Job Rotation

- Job Instruction Technique

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ON JOB TRAINING METHODS:

Coaching:

- The term coaching typically refers to methods of helping others to improve, develop, learn new skills, find personal success, achieve aims and to manage life change and personal challenges. Coaching commonly addresses attitudes, behaviours, and knowledge, as well as skills, and can also focus on physical and spiritual development too.

Mentoring:

- It involves providing an employee with an experienced coach to oversee his or her learning experience. The mentor or coach provides advice and instruction, but is not performing the job with the employee as in on-the-job training. The trainee employee learns the job firsthand and may consult the mentor or coach at any time for assistance.

Job Rotation:

- Job rotation teaches current employees how to do various jobs over time. The employee will rotate around to different jobs within the organization, performing various different tasks unrelated to his original job.

- Cookie uses job rotation for tasks that require a specific skill set, like chocolate mixing. By learning different facets of the candy making process, the employees develop more skills. This method is useful when employees call out sick or take vacations.

Job Instruction Technique

- Step by step (structured) on the job training method in which a trainer (1) prepares a trainee with an overview of the job, its purpose, and the results desired, (2) demonstrates the task or the skill to the trainee, (3) allows the trainee to mimic the demonstration on his or her own, and (4) follows up to provide feedback and help

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OFF JOB TRAINING :

- Off-the-job training is conducted in a location specifically designated for training. It may be near the workplace or away from work, at a special training center or a resort conducting the training away from the workplace minimize distractions and allows trainees to devote their full attention to the material being taught- However, off-the-job training programs may not provide as much transfer of training to the actual job as do on-the-job programs.

Advantages of Off-the-Job Training - Trainers are usually experienced enough to train- It is systematically organized

- Efficiently created programs may add lot of value

Disadvantages of Off-the-Job Training: - It is not directly in the context of job- It is often formal

- It may not be based on experience.

- It is expensive.

- Trainees may not be much motivated

Methods Of Off the Job Training- Classroom Lectures- Audio-Visual

- Vestibule Training

- Role Playing

- Outbound Training

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Classroom Lectures:

Gives the instructor the chance to expose students to unpublished or not readily available

material.Allows the instructor to precisely determine the aims, content, organization,

pace and direction of a presentation. In contrast, more student-centered methods, e.g.,

discussions or laboratories, require the instructor to deal with unanticipated student ideas,

questions and comments.

Can be used to arouse interest in a subject.

Can complement and clarify text material.

Complements certain individual learning preferences. Some students depend upon the

structure provided by highly teacher-centered methods.

Facilitates large-class communication.

Audio-Visual

Online audiovisual classes and training programs provide students with the skills and knowledge needed to stay current in the constantly changing multimedia industry. Courses can be applied towards certificates or associate's degrees.

Vestibule Training

A method of job education where educational facilities approximate real working conditions and are equipped with actual production machinery.

In a typical vestibule training situation used by a manufacturing business, less than ten trainees would be supervised by one skilled trainer, and the training provided simulates on the job training without compromising production speed or quality.

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Role Playing

Role-playing takes place between two or more people, who act out roles to explore a particular scenario. Role-playing happens when two or more people act out roles in a particular scenario. It's most useful for helping you prepare for unfamiliar or difficult situations

Role playing can (that is it has the capability) to develop greater involvement with the issues and knowledge that is the focus of training (but it may not create greater involvement).

Role playing can be used as a behavioral pre-training assessment or diagnostic to assess where a learner is in terms of skills, since the trainer can observe real behavior.

Role playing also allows assessment of how well learner understands and can apply what is learned, as indicated in their behavior.

Provides opportunity to practice in what is presumably a safer environment where mistakes have no real world consequences as would be the case in on the job practice. (note that some learners will not find a role play environment safe).

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Experiential Learning……where learning is combined with Leisure and Adventure

Training activities beyond one’s physical and mental boundaries allowing individuals to understand themselves and the people around. Activities focused towards transforming individual ’I’ of everyone towards the common ‘I’ of the team and strengthening interpersonal relationships among the team members. Outbound platforms for every individual to open up and to explore, because what lies beyond can’t be explored within the boundaries.

The Concept Of using Out door as a tool in Management Training

Outdoor has many lessons for people which will enhance their personal threshold as well as group thresholds.

An established corporate training tool in western countries , Out Bound training is gaining increasing popularity in India.

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After spending a few days in an outdoor situation , team members tend to bond together in a way that is impossible in an office atmosphere.

Outbound Learning or OBL is a term often used interchangeably with outdoor team building. The intention is to take your team out of the office and enable it to experience business simulations that can drive learning

The Outbound Training is a technique used to enhance the efficiency of employees through Experiential Learning. In other words, taking the group of employees away from the actual work environment into the outdoors and are assigned some challenging task or activity that needs to be completed by them within a given time frame.

As the name suggests, the outbound training is conducted at a place away from the actual work environment and aims at improving the interpersonal, communication and leadership skills of the employees

Outbound Training Programmmes generally revolve around activities designed to improve leadership, communication skills, planning, change management, delegation, teamwork, and motivation. Participants are divided into teams and assigned tasks or activities for completion in a specified time. Achievement and performance during these activities is reviewed in group discussions to identify behaviors that enhance performance or lead to failure or decreased performance. Strategies are formulated to deal with factors that hinder, and these strategies are then put to use in the activities that follow, to test their effectiveness.

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In Outbound Training the facilitator challenges a group to achieve a goal, but does not explain how to successfully complete the challenge. Participants must work to find a solution individually and together as a team, and must communicate and learn from each other in order to be successful. The Learning begins with the experience followed by reflection, discussion, analysis and evaluation of the experience.

At Outlife we strongly believe that outbound training  can be the key element of developing a tight knit, effective and high performance teams.

The main focus with the Training is to impart learning on organizational needs such as  Leadership, Strategic Thinking, Conflict Management, Team Building, Effective Communication, Quality Improvement, Mentoring and Skill Development.  

Outbound Training (OBT) program is a new management training concept where it is neither a picnic nor a team exercise held within the four walls of the companies. It is a combination of both training program and is a new venture. It focuses more on team achievement and team centered goals, Individual achievements do not matter if the team does not do well. This is good for both the team and the individual too as their focus is more on the team spirit than individual glory.

Outbound Training (OBT) program is usually held in camps in a secluded jungle or hill regions and consists of a wide variety of management activities, both physically and mentally challenging. Involving physical activities training program like trekking, Rappelling, treasure hunts and sometimes even more adventurous activities like rafting and rock climbing. Team dynamics like communication, problem solving, decision-making and managing change come into focus during these outbound management training periods.

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AREAS WHERE OUTBOUND TRAINING IS EFFECTIVE :

Team Building

Communication Skill

Leadership Development

Change Management

Motivation

Personal & professional Effectiveness

Interpersonal Skill

Induction / Orientation

Partnership / Alliances

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STEPS INVOLVE IN OUTBOUND TRAINING

1. What are your business objectives?

Identify all the business objectives that you have. Team issues, conflict, coordination, working in silos, new management, team effectiveness etc. Meet with the team to identify and articulate these better. Once you have made your list, prepare to share these with your partners. If your training partner does not understand the requirement, then chances are that they cannot meet your needs

2. Selecting your location

Don’t weigh a “fancy resort” against the option of a quality outbound learning expert. Too often we see companies make the mistake of utilizing the biggest portion of budgets on an upscale resort. Be clear – do you want the team to learn or just soak in the ambience? Nothing wrong with the decision if your intention is to have a team recreation outing rather than associated learning. If you are looking to have your team energized and back at the office with renewed vigor and better team work, then spend your money on the team building/learning expert not on the location. In this case, you should go for this step only after you have identified the right partner

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3. Selecting the learning partner

Start with providing only a few of your key business objectives. When you receive the activity

schedule and program, increase your list of objectives. A partner who maintains a similar

schedule and plan irrespective of your business objectives is unlikely to have your best interests

at heart. A good learning partner is one who has multiple options to suit your audience in both

learning outcomes and (if required) budgetary constraints.

Your partner:

a. should have excellent credentials – having worked with companies in similar industries as

yours

b. should be able to provide referrals

c. scalability – the activities and sessions provided should be scalable for your group size and not

just for fixed numbers

d. experiential – its a proven fact that experiential activities when facilitated well are far more

effective than classroom / theoretical sessions. Your partner should have expertise and not just

experience in this.

e. should be able to service you as a company (multiple facilitators) and not as an individual.

This helps you to choose by company profile and not trainer profile.

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4. Budgets

Its a straight forward decision – your team will remember the experience and not the menu or the

lights in your room. If your intention is to benefit from the learning, then allocate your budget for

the training partner. If you are planning a pure team recreation and cocktails / BBQ, then allocate

your share for the resort / location.

Its a very common phenomenon for organizations to take their teams to the most fanciest

location that they can afford and then squeeze out a small amount for the outbound learning or

team building training. But what is not taken into account is the survey you run for the

participants a few months down the line and they recall every activity (and its effectiveness) than

the details of the location. Its therefore important to prioritize as it is highly unlikely that you can

find a quality training partner at less than adequate budgets.

5. Measurement and Metrics

Measuring the success of the outbound learning or team building sessions is one of the toughest

tasks. If you have selected a quality partner, then chances are that they would be able to help

quantify these for you.

This involves detailed feedback so gaps are identified and specific training needs planned

mapping of objectives to learning

a follow up sessionA calculation of the efficiency / effectiveness of the team post the OBL with

respect to your business objectives

Do note that unless these calculations have been made both prior to and post the outbound

learning sessions, you will not have benchmarks

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6. Next steps

Understand that outbound learning and team building are not quick fixes. These are behavioral

changes that need to be reinforced over a period of time. Your team is important and their

efficiency and productivity are paramount to your success. Don’t plan the Outbound Learning

unless you are prepared to keep at it.

EXPERIMENTIAL LEARLING CYCLE :

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ADVANTAGES OF OUTBOUND TRAINING : -

Trainer can immediately see the consequences of wrong actions Materialistic enhance their thinking and behavior

DISADVANTAGES OF OUTBOUND TRAINING : -

Work time has to be allocated for it Interest of participants is required

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OUT BOUND TRAINING PROGRAMME

@ SASWAD PUNE

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PAN INDIA PARYATAN PVT LTD

Training activities beyond one’s physical and mental boundaries allowing individuals to understand themselves and the people around. Activities focused towards transforming individual ’I’ of everyone towards the common ‘I’ of the team and strengthening interpersonal relationships among the team members.

Outbound platforms for every individual to open up and to explore, because what lies beyond can’t be explored within the boundaries. As a part of Essel Group endeavor to provide in depth knowledge about various aspects of management, the Company conducted one day outbound activity for all the employee The idea was to help employee understand various aspects of group dynamics.

The employees were taken to ‘HIDDEN OASIS’ near Saswad. From the word go it was a fun filled learning experience. Employees were divided in different groups and were assigned different tasks. With every event the enthusiasm kept souring. The shyness and hesitation was replaced by confidence and initiative.

Every member of each team tried to do the task assigned to him to perfection in order to achieve team objective. The employee learned that by performing the task assigned to them in a manner desired led to the achievement of their team’s objective.

As the day progressed the leadership emerged in various groups. It just required an event like this for most of the students to showcase their managerial traits. Every event produced an unlikely winner. Few employees were made and opponents were greeted with cheer for every activity well done.

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The coordinator did a fantastic job of identifying employee who showed right traits required in group dynamics. Leadership, motivation, enthusiasm, friendship, empathy, energy, coordination, innovation, observation, listening skills, confidence, sporting spirit and so on were identified in different members and they all were given 5 star chocolates for showing these traits.

Rain dance and moving around in the farm land proved to be the icing on the cake. When the day came to an end none of the participants experienced fatigue or tiredness. Everybody was energetic and willing to do more.

In all it was a day well spent and the one to remember for a very long time not only for all the fun it offered but also the learning it imparted.

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Schedule of the Day : -

Day 01:

► Arrive at Parkwoods Shoghi in the morning.► Breakfast. ► Adventure team activities on the obstacle course.► Lunch.► Rappelling or Rock Climbing.► Evening tea and cookies.► Night trek.► Bonfire and barbecue with music and dance.► Dinner.► Overnight at Parkwoods.

Day 02:

► Morning tea and cookies.► Breakfast.► Team Building Games - Any two out of Minefield,      Bull  Ring, Australian Walk, Blindfold Tent Pitching.► Lunch.

► End of stay at Parkwoods.

GAMES : - 45 | P a g e

Materials

o 10 – 5 rupee coinso 20 – 2 rupee coins

o 20 – 1 rupee coins

Duration30 mins

ObjectiveLearn how individual skills and qualities complement others to form an integrated, unified team

Steps:

Divide the participants into three teams

Each group has to think of a Team Name

Now, either of the group has to make a logo/emblem with the coins that will be provided to them.

Each team has to represent the significance of the logo/emblem in both collective and an individual level, for instance – the logo/emblem should denote what their team as a whole and each component of the logo/emblem should denote the individual significance.

Call time

Once done, each team represents its Totem to the rest of the group while explaining the logo/emblem and their meaning.

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Effectiveness of Outbound Training

Helps in improving the teamwork abilities.

Leadership qualities get enhanced

Help in resolving intragroup or personal conflicts

Nourishes the interpersonal skills

Nurtures the personal and intragroup relations

Improves the Communication Skills

Better partnerships and alliances

Generally, the outbound training comprises of a series of exercises and games such as treasure hunt, trekking, camping, raft racing, etc. built around the training theme and are carried out by employees in teams

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Limitations

1. Schedule •

Scheduling training can be one of the most difficult challenges a human resource department can face. Many managers are reluctant to let employees take much time away from their duties for training. – Rapid changes • Rapid changes in technology, corporate initiatives and programs can make it difficult to adequately prepare training materials and deliver training before employees need information and new skills.

2. Age, gender, and professional status •

Different cultures give different regard to age, gender, and professional qualification. Similarly, some countries are also biased about the gender. Like in Gulf countries, women’s role is limited to households only. Same is with high professional status - the higher the qualification of the trainer, the more will be the importance attached to the information.

3. Language problem in training and development

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

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CONCLUSION

I am highly privileged that I got an opportunity to work with Pan India Paryatan Pvt Ltd.

I got to learn many new thing from my project which is on Outbound training Its Effectiveness & Limitations. I am very Happy that t got an opportunity to interact with various department to have deep knowledge about my subjects , while interaction our thought come together which help me to polish my project.

During this project I meet with senior people from different department who help me to guide me about different locations for outbound training, they share their prior experience on outbound training which helps me lots to complete the project.

I hope that I should work will full diligence so that I can share useful information to Training & development Department .

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BIBLIOGRAPHY

http://www.hr-guide.com

http://www.cipd.co.uk/hr-topics/training-needs.aspx

https://www.opm.gov/policy-data-oversight/training-and-development/planning-evaluating/

http://www.businessperform.com/workplace-training/training_needs_analysis.html

http://www.hr-survey.com/TrainingNeeds.htm

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ANNEXTURE:

PAN INDIA PARYATAN PRIVATE LIMITEDTRAINING ATTENDANCE SHEET

Training Programme:  Date:  Training Venue:  Name of Trainer:  Timing: From:   To:  

S. No Emp CodeName of

Employee Department Signature

1        

2        

3        

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20        

     Trainer's Signature

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Organization: Year:

Department: Submitted by:

1Q Budget: $0 3Q Budget: $0 Total Budget:

2Q Budget: $0 4Q Budget: $0

Line Qty. Unit Cost/Rate Total1 $02 03 04 05 06 07 08 09 010 011 012 013 014 015 0

$0

Line Qty. Unit Cost/Rate Total16 017 018 019 020 021 022 023 024 025 026 027 028 029 030 0

$0

Line Qty. Unit Cost/Rate Total31 032 033 034 035 036 037 038 039 040 041 042 043 044 045 0

$0

Line Qty. Unit Cost/Rate Total46 047 048 049 050 051 052 053 054 055 056 057 058 059 060 0

$0

Training Budget

Annual training allotment:

$0

1st Quarter Training Budget

Item Description/JustificationCourseware developmentCourseware purchaseCertificationTrain-the-trainerHardware purchaseFacility rentalInstructional materialsTechnical equipmentConsulting feesInstructor feesContent acquisitionTravelPer diem

Grand Total

2nd Quarter Training Budget

Item Description/JustificationCourseware developmentCourseware purchaseCertificationTrain-the-trainerHardware purchaseFacility rentalInstructional materialsTechnical equipmentConsulting feesInstructor feesContent acquisitionTravelPer diem

Grand Total

3rd Quarter Training Budget

Item Description/JustificationCourseware developmentCourseware purchaseCertificationTrain-the-trainerHardware purchaseFacility rentalInstructional materialsTechnical equipmentConsulting feesInstructor feesContent acquisitionTravelPer diem

Grand Total

4th Quarter Training Budget

Item Description/JustificationCourseware developmentCourseware purchaseCertificationTrain-the-trainerHardware purchaseFacility rentalInstructional materialsTechnical equipmentConsulting feesInstructor fees

Grand Total

Per diem

Content acquisitionTravel

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July AugSeptOct Nov Dec JanFeb Mar April

PIPPL TRAINING CALANDER

Duration (Hrs)

Total Manhrs

Name Of Faculty

Particpant Profile S. No.Training

Faculty Training ProgrammeBatch Size

No of Sessio

ns

Duration (mandays)

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PAN INDIA PARYATAN PRIVATE LIMITEDTRAINING FEEDBACK FORM

(To be filled in by the participant immediately after the Training Programme)

Name of the Employee  Department  Training Programme  Name of Training Faculty  Duration of Training Programme  Venue  Date  Time          Over All Impression - Please Tick the appropriate option

Q1. How did the trainer cover the training material?Too Quickly  Adequately  Too Slowly  

Q2. The training exercises given were:Fair  Difficult  Easy  

Q3. The amount of training exercises wereSufficient  Inadequate  Too many  

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Q4. Which training activity marked the highlight of the training program for you?                                                            

Q5. Did you feel that some of the content taught to you during the training were not necessary? If yes, please explain                                                            

Q8. Your opinion about the trainer: Excellent Good FairPresentation Skill      Communication Skill      Teaching Skill      

Q9. Do you feel that the course has benefited you? YES NO   

Q10. Please rate the following exercise as Excellent Good FairTraining Examples      Training Practical Exercise      Training Handouts      

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TRAINING NEED ANALYSIS FORM Name of staff member:

Section:

General1. Are you a new employee or a long-

standing employee of the company?

2. How long have you been in your present job?

Confirmation of Current Duties

3. Do you have a duty statement for your job? Yes No (Go to Q 6)

4. Is your job accurately described in the duty statement? Yes (Go to Q 14) No

5.A If no, what extra duties do you do that need to be added to your duty statement?

5.B What duties are no longer part of your job and can be deleted from your duty statement?

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Job Analysis6. Describe the tasks you regularly perform that are critical to carrying out your job

effectively.

7. Describe the type of equipment you are required to use (for example, keyboard, machinery, tools of trade, etc).

8. Do you require a high degree of technical knowledge for your job? Yes No

9. How do you work? Please circle

Alone Part of a team Other (specify below)

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10. If you work as part of a team, do you perform the same of different work to members of your team?

11. To what extent does your job require you to work closely with other people, such as customers, clients or people in your own organisation? Please circle.

Very little Moderately A lot

12. How much autonomy is there in your job, ie, to what extent do you decide how to proceed with your work? Please circle.

Very little Moderately A lot

13. How much variety is there in your job, ie, to what extent do you do different things at work, using several skills and talents? Please circle.

Very little Moderately A lot

Training Needs14. To perform your current job: What training do you still need (either on-the-

job or a formal course) to perform your current job competently (eg, Excel, bookkeeping, English as a second language, etc)?

15. To perform other jobs in the organisation: What other roles in the organisation would you be interested in doing if a vacancy became available (eg, transfer to another section, supervisor position, etc)?

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16. To perform other jobs in the organisation: What training or experience would be required (eg, machine operation, negotiation skills, Occupational Health and Safety Awareness, etc)?

Future Development Needs

17. What are your career aspirations?

18. What training or development do you need to help make this happen (eg, external degree study, formal meeting procedures, leadership training, etc)?

Recognition of Prior Learning

19. What training have you attended within the last three years? (This will help identify if any training sessions have been missed or if any refresher training is required.)

20. What training or skills have you acquired outside your current job that may be relevant to the wider organisation?

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Action Plan

Agreed training and development to be provided over the next 12 months:(Record the details of training courses, on-the-job experiences, buddy systems or mentor arrangements, and include the recommended dates the staff member can expect these to occur.)Training Date

Signature of Staff Member : Date :

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THANK YOU

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