TRENDS IN TRAINING & DEVELOPMENT IN SELECTED COMPANIES IN MUMBAI

Project Submitted to

H & G H MANSUKHANI INSTITUTE OF MANAGEMENTin partial fulfillment of the requirements forMaster in Management Studies

UNDER THE GUIDANCE OFNIKITA KHATWANI

BySUPRIYA.D.WABLERoll No. 58Specialization MMS (H.R.)Batch: 2012-2014

Title of the Project

Project submitted to

H & G H Mansukhani Institute of Management

in partial fulfillment of the requirements for

Master in Management Studies

UNDER THE GUIDANCE OFNIKITA KHATWANI

BySUPRIYA.D.WABLERoll No. 58Specialization MMS (H.R.)Batch: 2012-2014

I hereby declare that this report submitted in partial fulfillment of the requirement of MMS Degree of University of Mumbai to H & G H Mansukhani Institute of Management. This is my original work and is not submitted for award of any degree or diploma or for similar titles or prizes.

Name : SUPRIYA D. WABLE

Class : SY MMS

Roll No. : 58

Place : Ulhasnagar

Date :

Students Signature :

Certificate

This is to certify that the dissertation submitted in partial fulfillment for the award of MMS degree of University of Mumbai to H & G H Mansukhani Institute of Management is a result of the bonafide research work carried out by Mr. / Ms. SUPRIYA D WABLE under my supervision and guidance, no part of this report has been submitted for award of any other degree, diploma or other similar titles or prizes. The work has also not been published in any journals/Magazines.

Date Place:Ulhasnagar

Faculty GuideDirector

(NIKITA KHATWANI) (Dr. Swati Sabale)

TABLE OF CONTENTS:

Chapter No.ParticularsPage No.

1Executive Summary1

2Introduction

Introduction to the subject/ topic

Introduction to the industry/sector

Introduction to the company

3Literature Review (Secondary Data)

4Research Methodology

Problem Definition

Objectives

Hypothesis

Sources of data

Coverage of area

Research design

Sampling method

Sampling size

Tools of analysis

Limitations

Scope of the report

5Analysis and Findings

6Hypothesis validity (if any)

7Suggestions/Recommendations

8Conclusions

9Bibliography and References

10Annexures

List of symbols

Questionnaire

EXECUTIVE SUMMARY

Business strategies are dynamic in the present day knowledge-based economy. It is imperative that the workforce is updated in the skill set to meet the challenges and remain afloat in the turbulent business environment. It is critical that new strategies are developed in imparting training to employees.

Training is a continuous process to ensure the development of employee. The function of training is to close the gap between the desired and the actual job performance. The need for quality training programs is on the increase due to the fact that the highly competitive business environment is throwing up new and complex challenges, literally everyday.

This project report is a detailed study of the topic Trends in Training. This project gives a detailed idea of what are the benefits of the training, training process, emergence of new trends in training. The project also includes the feedback sheets of the training programs.

The Manufacturing and Service industry also boasts about the fact that it provides its workforce with competency enhancement training. This ensures that they become competent to take up different roles in the organization and have an insight into various managerial soft skills, which are almost as essential as the technical ones.

The one important resource that can build and transform any organization is its human resources. And this makes it essential to groom ones workforce in order to ensure that maximum productivity is generated. In the fiercely competitive market, one can actually score above others if ones workforce is well equipped and trained appropriately to meet industry requirements.

INTRODUCTION

In the current competitive business environment, the demand of organizations compels Indian Industries to re think their vision and mission about human resource development practices through training and development. Changes are inevitable everywhere i.e. in our personal life, social life, work life, in nature, in society, in universe etc. we cannot avoid changes but we can adjust and adapt to such changes for betterment through training and development.

Todays industries are moving towards globalization, and this process is characterized by intense competition, technological innovations, consumer satisfaction, competitive advantages etc. Here, the human resource provides impetus training & development to deal with such competitive and complex situations in the business world. In this day and age, organizations are forced to thrive on the cutting edge competition using the most appropriate technology. For this, managing HR is more effectively through appropriate training to the organizational workforce.

Training might thus mean showing a machinist how to operate his new machine, a new sales person, how to sell his firms product; or a new supervisor how to interview and appraise employees. Training is widely understood as a communication directed at a defined population for the purpose of developing skills, modifying behavior, and increasing competence. Generally, training focuses exclusively on what needs to be known. It is the learning focused upon the competency needed for employees to perform their current job efficiently and be prepared to meet the dynamic requirement in the future.

A business' most important asset is often its people. Training and developing them can be one of the most important investments a business can make. The right training can ensure that your business has the right skills to tackle the future. It can also help attract and retain good quality staff, as well as increasing the job satisfaction of those presently with you - increasing the chances that they will satisfy your customers.

Training plays an important role in man-power development even at the level of industrial unit. Training comes next to recruitment and selection. It is necessary, useful and productive for all categories of workers and supervisory staff. Training is practical in nature and is useful in order to create sense of confidence in the minds of the newly recruited workers.

It is for developing skills among workers. Training is necessary due to technological changes rapidly taking place in the industrial field. Expenditure on training is a profitable investment to the employer. Training is, now, common in all industrial units.

Every organization needs to have well trained and experienced people to perform the activities that have to be done. If the current or potential job occupant can meet this requirement, training is not important. But when this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. As the jobs become more complex, the importance of employee training also increases. In a rapidly changing environment, employee training is not only an activity that is desirable but also an activity that an organization must commit resources to if; it is to maintain a viable and knowledgeable work force.

Indian Scenario

Continuous learning has become a way of life in the 21st century. With the worldwide expansion of companies and changing technologies, Indian Organizations have realized the importance of corporate training. Training is considered as more of retention tool than a cost.

Today, human resource is now a source of competitive advantage for all organizations. Therefore, the training system in Indian Industry has been changed to create a smarter workforce and yield the best results. With increase in competition, every company wants to optimize the utilization of its resources to yield the maximum possible results.

Training is required in every field be it Sales, Marketing, Human Resource, Relationship building, Logistics, Production, Engineering, etc. It is now a business effective tool and is linked with the business outcome.

With increase in awareness of corporate training in Indian Industry, a gradual shift from general to specific approach has been realized.In Indian market, 50% of the training companys revenue comes from the retail training and rest from other segments.

On the other hand, in many organizations training is regarded as non-essential or a need based activity. Some organizations start a training department in order to look modern. In fact, some organizations are headed by unwanted employees rather than employees of outstanding merit. While some organizations do not have a separate budget to hire highly qualified trainers for training and development.

"Unless we learn from the past, we are condemned to repeat it" - Albert Einstein.

A wise person is capable of reflecting on what is currently happening and thus likely to happen in the near future. Seeing things coming puts us in a position in which we can work out how we can best be useful and satisfied in that future. Strategic, innovative and talented people will be the ones who will best leverage off trends.

Trends always have the seeds of counter trends within. We want effective detergents, but we also enjoy homemade soaps from craft shops. Thus while being aware of any trend, we do not slavishly have to follow it. Once we know what is happening, we still need to think through what is best for us.

Training and learning requirements are constantly changing; the courses and content to meet those requirements must be quick and easy to maintain, or they become obsolete before achieving a significant ROI. It must be cost-effective, delivering real, measurable performance improvement to the organization. In addition, it must be instrumental in maintaining employees skills and loyalty to the company through continuous learning. Obviously, instructor-led classrooms alone will be insufficient to provide the competitive edge in the 21st century business environment. Corporationsunderstand that a cost effective learning solution is mandatory.

DEFINITION OF TRAINING

Training is a systematic development of attitude and behavior pattern required from an individual in order to perform adequately a given task or job. Training and development refer to the imparting to specific skills ability and knowledge to an employee. A formal definition of training and development is: It is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitudes or increasing his or her skills and knowledge.

The need for training and development is determined by the employees performance deficiency, computed as follows:

Training and Development need = Standard performance Actual performance.

Training has been a part of personnel management, but it has received a step-motherly treatment as personnel managers are engaged mainly in industrial relations and welfare problems. Training is the area where organization and industrial and individual development can match and where human resource and organization and growth get blended together. Training is a process of learning a sequence of programmed behavior. It is an application of knowledge. It gives people an awareness of the rules and procedures to guide their behavior. It attempts to improve their performance on the current job or prepare them for an intended job.

SOME STATISTICS ON TRAINING

The Indian IT training market can be termed as one of the most matured markets in the global scenario. Currently, it is estimated to be worth Rs 2,100 crore of which around 10 percent pertains to corporate training i.e. around Rs 210 crore. The IT corporate training market however is growing at a faster pace and this year it is expected to grow at 40 percent. Over the next 3 years it is estimated to be an Rs 600 crore market. Hence, there is buoyancy and cheer among all IT training companies.

Economic outlook and training

Compared with the private sector, a relatively larger proportion of respondents in the public sector had experienced negative economic conditions and decreases in training funding in the past year. The majority of respondents however reported that funding for training had not altered in the last 12 months. 31% of respondents in the private sector and 22% of respondents in the public sector reported that they expected funding for training to increase in the next 12 months

IMPORTANCE OF TRAINING

Optimum utilization of human resources Helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.

Development of Human Resources - Helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.

Development of skills of employees It helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees.

Productivity - Helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal.

Team spirit It helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.

Organization Culture It helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization.

Organization Climate Helps in building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers

Quality It helps in improving upon the quality of work and work-life.

Healthy work-environment Helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal.

Health and Safety Helps in improving the health and safety of the organization thus preventing obsolescence.

Morale Helps in improving the morale of the work force.

Image Helps in creating a better corporate image.

Profitability Leads to improved profitability and more positive attitudes towards profit orientation.

Training and Development aids in organizational development -Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies.

Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

Training Process

The steps of Training Process are as under: Evaluation of Results Implementation of Training programme Devising Training Programme Organizational Objectives and Strategies Establishment of Training Goals Assessment of Training Needs

1. Organizational objectives and strategies

The first step in the training process is an organization in the assessment of its objectives and strategies. What business are we in? At what level of quality do we wish to provide this product or service? Where do we what to be in the future? Its only after answering these and other related questions that the organization must assess the strength and weakness of its human resources.

Needs assessment diagnoses present problems and future challenge to be met through training and development. Needs assessment occurs at two levels i.e. group level and individual level, an individual obviously needs training when his or her performance falls short or standards that is when there is performance deficiency. Inadequate in performance may be due to lack of skills or knowledge or any other problem.

The following diagram explains performance deficiency

PerformanceDeficiency Lack of skills or knowledge Other causes Training Non Training measures

3 Training and development objectives

Once training needs are assessed, training and development goals must be established. Without clearly-set goals, it is not possible to design a training and development programme and after it has been implemented, there will be no way of measuring its effectiveness. Goals must be tangible, verifying and measurable. This is easy where skilled training is involved.

4. Designing training and development program

Who are thetrainees?Who are thetrainersWhat methods& techniques?What should be thelevel of training?What principlesof learning?Where to conductthe program?5. Conducting training activities

Where is the training going to be conducted and how?

a) At the job itself.b) On site but not the job for example in a training room in the company.c) Off site such as a university, college classroom hotel, etc.

6. Implementation of the training programme

Program implementation involves actions on the following lines:

1. Deciding the location and organizing training and other facilities.2 Scheduling the training programme.3 Conducting the programme.4 Monitoring the progress of the trainees.

7. Evaluation of the results

The last stage in the training and development process is the evaluation of the results. Since huge sums of money are spent on training and development, how far the programme has been useful must be judge/determined. Evaluation helps determine the results of the training and development programme. In the practice, however organizations either overlook or lack facilities for evaluation.

TYPES OF TRAINING

Orientation training:Induction or orientation training seeks to adjust new appointed employees to the work environment. The first few days are very vital to develop confidence in the candidate & allow him to get adjusted to the new work environment. Therefore, the supervisor or the departmental heads must introduce him to other members of the department.

The supervisor should also give a brief about the company. The main purpose of induction is to make the employee more comfortable so that he can easily adjust to the new environmentInduction is provided in the following respects: - Introduction to existing employees. A brief can be given about special achievement of the new employee to the other employees & also of the other employees to the new employee. Making the new employee aware of company background history, branches, products, market-share etc. Information about the company policies that is applicable to the new employee. Providing on the-job instruction & assisting or advising in any work related matter. Clarifying any doubts & answering any queries that a person may have about the job & the organization.

Proper induction will enable the employee to start on a sound note & work effectively for the organization It refers to the training provided with a view to increase the knowledge & skills of an employee for improving performance on the job. Employees may be taught the correct methods of handling equipment & machines used in a job. Such training helps to reduce accidents, waste & inefficiency in the performance of the job.

Safety training: Training provided to minimize accidents & damage to machinery is known as safety training. It involves instruction in the use of safety devices & in safety consciousness.

Promotional training:Promotions involve vertical transfer of an employee, followed by a change in authority, responsibility, status & pay. Employees with potential are selected & they are given training before their promotion, so that they do not find it difficult to shoulder the higher responsibilities of the new positions to which they are promoted

Refresher training:When existing techniques become obsolete due to the development of bettertechniques, employees have to be trained in the use of new methods & techniques. With the passage of time employees may forget some of the methods of doing work. Refreshers training are designed to revive & refresh the knowledge & to update the skills of the existing employees. Short-term refresher courses have become popular on account of rapid changes in technology & work methods. Refresher or re-training programmes are conducted to avoid obsolescence of knowledge & skills. METHODS & TECHNIQUES OF TRAININGOn-the-Job MethodOff-the-Job Method1 Job-Instruction Training2 Vestibule training3 Demonstrations and examples4 Simulation5 Apprenticeship6 Training by experienced workmen7 Training by supervisors8 Cross Training or Multiskilling1 Lecture2 Conferences, Seminars or team discussions3 Programmed instruction4 T-Group training5 Computer basedtraining6 Retraining7 Audio VisualsTraining is provided to cover several aspects of the employees skill and productivity across technologies, best practices like coding, methodology and product training. Training is also given on soft skills like assertiveness, customer focus etc. Apart from updating skills of the employees, many organizations feel that using innovative on job training helps in attracting and retaining talent.

The methodology used to impart training varies from classroom training to seminars and depends on the requirements and the organizations capability. Instructor led training is given to cover technology, organization orientation and soft skills. For product training, e-learning through learning management systems is used. Some organizations use mentoring for fresh hires that has to be completed in a definite period of time with an assigned senior mentor to guide the traineeIt is difficult to say which of the methods or combination of methods is more useful than the other. In fact, methods are multifaceted in scope and dimensions and each is suitable for a particular situation. The best technique for one situation may not be best for different groups or tasks. Therefore, care must be taken while selecting a training method.

1. On the Job Training2. Off the Job Training

1. On-the-Job Method (OJT) :

Majority of industrial training is on the job training type. OJT method is mainly adopted while orienting new employees, introducing innovations in products & services and in special skills training. OJT is conducted at the work site and in the context of the job. Often, it is informal, as when an experienced worker shows a trainee how to perform the job tasks.

On-the-job training methods:

1 Job instruction trading [JIT]:

This method is very popular in the states for preparing supervisors to train operatives. The JIT method requires skilled trainers, extensive job analysis, training schedules, ad assessment of the trainees job knowledge. This method is also known as training through step by step learning. It involves listing all necessary steps in the job, each in proper sequence.

The actual training follows the four-step process, beginning with:

1.The preparation of the trainee for instructions-this includes putting them at ease, emphasizing the importance of the task and giving a general description of the job duties and responsibilities.

2. Presentation of the instructions giving essential information in a clear mannerthis includes position the trainee at work site, telling and showing him each step of the job stressing why and how each step is carried out.

3. Having the trainee try out the job to show that he has understood the instructions, if there are any errors they are corrected; and

4. Encouraging the question and allowing the trainee to work along and the trainee follows a regularly.

The JIT method provides the immediate feedback on results, quick correction of errors, and provision and extra practice when required.

2 Vestibule training [or train center training]

This method attempts to duplicate on-the-job situation in a company classroom. It is a classroom training that is often imparted with the help of the equipments and machines, which are identical with those in the place of the work. This technique enables the trainee to concentrate on learning the new skills rather then on performing on actual job. In other words it is geared to other job duties. Theoretical training is given in the classrooms while the practical work is conducted on the production line.It is a very efficient method of training semi-skilled personnel, particularly when many employees have to be trained for the same kind of work at the same time. Training is generally given in the form of lectures, conferences, case studies, role playing and discussions.

3 Training by experienced workmen

By this method training is imparted by experienced senior fellow worker. It is particularly adaptable where experienced need helpers. It is useful for departments in which workmen advanced through successive jobs to perform a series of operations.

4 Training by supervisors:

The workers, immediate supervisors, impart such training on the job. It provides to the trainee opportunities for getting acquainted with their bosses. The bosses, too, have an opportunity the abilities and possibilities of trainee from the point of view of the job performance.

5 Demonstrations and examples:

In the demonstration method, the trainer describes and displays something, as when he teaches an employee how to do something by actually performing theactivity himself and by going through a step by step explanation of why and what he is doing.

6 Stimulation:

Stimulation is the technique, which duplicates as nearly as possible, the actual conditioned encountered in the job. The vestibule training or the business game methods are example of the business stimulation. Stimulation techniques have been most widely used in the aeronautic industry.Trainee interest and employee motivation are both high in stimulation exercise because the actions of the trainee closely duplicate real job conditions. This training is essential in cases in which actual on- the-job practice might result in a seriousinquiry, a costly error, or the destruction of valuable material or resources. It is for this reason that the technique is a very expensive one.

7 Apprenticeship:

For training in crafts, trades and in technical areas apprenticeship training is the oldest and most commonly used method, especially when proficiency in a job is the result offer relatively long training period of 2-3 years for preside of superior ability and from 4-5 years for others. The field in which apprenticeship training is offered is numerous and range from the job of draughtsman, a machineries, a printer, a toolmaker, a mechanic, etc. a major part of training time is spent on the job productive work.

8 Cross Training or "Multiskilling"

As companies looked for ways to respond quickly to changing markets and personnel needs, the concept of cross training began to emerge. In this model, employees are trained in a wide range of skills. If an employee's job becomes obsolete or if there is an overwhelming need somewhere in the corporation, the employee can easily transfer to another position and immediately begin to work productively.

For example, cross training is part of what makes the Japanese automaker Toyota so successful. The company avoided the massive layoffs that U.S. automakers were forced to make in the early twenty-first century. Toyota is the Tiger Woods of flexibility and efficiency; they've got everybody a few strokes behind.

Among other flexible working practices, the company cross-trains workers to build multiple car models on the same assembly lines. These practices help lead to the company's success. Multiskilling will become more important in the competitive market of the twenty-first century.

1. Off-the-Job Training Method

Off-the-job training is mainly adopted for orienting new employees, introducing innovations in products and services, special skills training, safety education, creative, technical & professional education and sales, administrative, supervisory and managerial education. The advantages and disadvantages of some of the important techniques of off-the-job methods are listed below:

1 Lectures:

Lecture is a verbal presentation of information by an instructor to a large audience. This method can be made effective when combined with other means of training.

2 Audio-Visuals:

These include television slides, overheads, video-types, films and LCD Projectors.

3 Programmed Instruction (PI):

Training is offered without the intervention of the trainer. Information is provided to the trainee in blocks, either in a book form or through a teaching machine. PI involves:a) Presenting questions, facts, or problems to the learner.b) Allowing the person to respond.c) Providing feedback on the accuracy of his or her answers.d) If the answers are correct, the learner proceeds to the next block.

4 Conferences

In this method the participating individuals confer to discuss the points of common interest to each other. A conference is basic to most participative group center methods of development. It is a formal meeting, conducted in accordance with an organized plan in which the leader seeks to develop knowledge and understanding by obtaining a considerable amount of oral participation of the trainees. There are three types of conference:

a) Directed discussion-the trainer guides the discussion is such a way that the facts, principals, or concepts are explained.b)Training conference- the instructor gets the group to pool its knowledge and past experience and brings different points of view to bear on the problem.c) Seminar conference- answer is bound to question or a solution to a problem. For thi9s, the instructor defines the problem, encourages and ensures full participation in the discussion.

5 T- Group training:

In T-groups, participants themselves (typically, between 10 and 20 people) learn about themselves (and about small group processes in general) through their interaction with each other. A T-group meeting does not have an explicit agenda, structure or express goal. Under the guidance of a facilitator, or 'group leader', the participants are encouraged to share with the group their emotional reactions (such as, for example, anger, fear, warmth or envy) which arise in response to their fellow participants' actions and statements. The emphasis is on sharing emotions, as opposed to judgments or conclusions. In this way, a T-group participant can learn how their words and actions trigger emotional responses in the people they communicate with.

Retraining programs are generally arranged for the employees who have long been in the service of an organization. The retraining program may be necessitated by the following facts:

1 To keep employees active in all round skills.2 During prolonged layoff periods, employees on certain highly skilled jobs are given retraining when they are called back to work. 3 Technological changes 4 Because of illness, accident or incapacity due to age.5 Economic depression or cyclical variations

6 Seminars or team discussion:

Seminars often combine several group methods: lectures, discussions, conferences, demonstrations. Group members are involved in the training. The trainer can use many group methods as part of the seminar activity. This is an established method for training.

7 Computer based training:

Computer based training represents the delivery of training material by use of computer and can also include the use of interactive audio and video. Computer base training is an effective and flexible method of training and can be used by level of the staff.

FACTORS INFLUENCING TRENDS IN TRAINING

The wave of the future of training is breaking on the shore. It's dissolving old ways of thinking and asking organizations to look at training in a whole new way. This is because much of what organizations did for years in training failed to produce the desired results. The agile, changing organizations that will succeed in the future are thoughtfully developing their most important resource: the people they employ.

What happens in training is influenced by what is happening in business, government and education.

Business is becoming global. An outcome is that individual enterprises have to be internationally competitive. Mergers, acquisitions, and closures abound.

Following are the factors that influence training trends:1. Globalization2. Business Focus3. ELearning4. War for Talent

1. Globalization -- Regionalization, mergers and acquisitions

Globalization is irreversible and will influence training in the following ways.

Regionalization

Training departments tend to mirror the centralization of their internal clients. Larger companies divide the world into 3 regions: The Americas, Europe and Asia Pacific.We see an organization such as Esso with its regional training departments being in Kuala Lumpur.

The internal implication is that staff is encouraged to relocate to the regional centre, with small business unit liaison staff remaining as the bridge between internal clients and the central office.External providers will have to work out how to service their clients regionally, if not globally.

Mergers and Acquisitions

Training departments will have to restructure to accommodate merged organisations. One of the drivers for joining one organization with another is that efficiencies are generated. Thus one does not need two 2 training departments in the new organization. The process leads to a reappraisal of client needs as well as how to meet these. Some services are terminated and some providers become redundant.There is a strong trend for training suppliers to respond to changing client needs by themselves merging and re-engineering. Smaller and one-person training companies are also merging in order to compete on a national and region al basis. Informal alliances are a flexible option

3 elearning

A significant number of organisations deliver a lot of the training in-house. This is particularly so when the training volume is high and the subject matter common to a large number of people.

E.g. Induction, call centre training, supervision, time management, communication etc.The more sophisticated training departments have broadened their expertise to include process consulting. Thus they facilitate change, planning, decision making etc. Functions they realize need not necessarily be performed by external consultants.

The Extent of the eLearning Trend

In Australia it is estimated that the 40% of training is electronically based. As workplaces become more electronically enabled, the demand for PC based learning has exploded. Training departments that do not take this into consideration will be ravaged by it.

Internationally Sourced

On-line programs are internationally sourced. It does not matter to the learner where the source is. The quality and cost of the program will determine its eventual success - not its location.

Some Benefits of eLearning

It is accessible to a geographically dispersed audience. It is available at any time. The learner can control the pace. It can be very effective, especially for knowledge based subjects. It can be most cost effective because of the large number of learners who can access it.

Design is more often than not poor. Trainers who are presenters avoid it. Learners can be threatened by the technology. It is impersonal. People like human interaction. The establishment costs can be high, especially if there low numbers of people actually use it. There is so much available that it is hard to know where to start. It takes a long time to assess the value of any particular program.

Motivating the eLearner

The doctorate research by Dr Stephanie Burns on why most people do not achieve their learning goals in self-directed learning serves as a caution in believing that technology will solve learning problems. Just because the information is there, it does not mean that it will be used. A number of organisations that set up self paced learning centers find that their employees do not use the facilities. Many eLearning programs are simply electronic page turning processes, boring. ELearning has to be either like a Nintendo game, or it has to have processes to guide your learning in an interesting and effective way.

Managing eLearning

1 Do not dismiss it simply because you are not used to it and do not like it.2 Never believe that technology can solve all learning challenges.3 If you do use it, consider combining it with other processes.4 Ensure the basic instructional design is sound.5 Good instructional design skills are in short supply; learn these skills find someone who has them - not an easy task.6 It is not necessary to have the technological expertise when there are people who can be hired for their competence.7 Plan the introduction of any new technology carefully. Just because it is good it does not mean that people will automatically use it.

4. War for Talent

It is paradoxical that while we have high unemployment we also have an increasing skill shortage. We do for example not have sufficient teachers, nurses and trades people. In the human resource development field we have a shortage of instructional designers, cutting edge presenters, eLearning specialists, and consultants who can train, sell and count. There is an increasing demand for innovative as well as conceptual thinking excellence. These shortages have led to a "war for talent" in which leading practitioners are continuously being approached and sometimes

NEW METHODS OF TRAINING

Today, organizations are looking for newer ways of enhancing skills of their employees as the workforce is dispersed all over the world. E-learning is extensively used as a pull mechanism. All information serving as tutorials are available online for employees to access not only objects pertaining to his/her field of operation but alsothose applicable to the company at large.

1 Web Based Training (WBT)

This move to online learning has created several sub-conversations. One is Electronic Performance Support Systems (EPSS) that deals with the interface between people and software. Another is creating and offering courses that trainees will actually finish; the drop out rate in self-monitored training is high.

2 Performance Consulting

Human Performance Technology or performance consulting is changing the face of the traditional training department forever. Few training organizations offer trainerled, generic classes as the only, or even major, solution to organizational challenges and opportunities any more.Emphasis is now placed on providing a range of potential solutions and assists that include in-depth needs assessment via interviews, surveys and focus groups. Alternatives to training offered by progressive human resource departments include coaching, organizational development or planned change consultation and interventions, facilitated planning sessions and large group processes.

3 Performance Management

Another trend that is sweeping the field of human resources is the integration of training and development into an entire performance management system. Organizations are moving away from the long-established, one-on-one appraisal or performance review with a boss held once per year.

They are designing performance management systems, instead, that provide an individual with personal and professional developmental goals and training opportunities. In a performance management system, people receive more frequent feedback from many points of view including peers, direct reporting staff members and the boss. The feedback, known as 360-degree feedback, provides a more balanced set of observations for the employee.

The performance management system also integrates a performance development plan for the individual. This plan assists the employee to continue to develop his skills and abilities. For these plans, preference is accorded to integrated corporate university courses and internally custom designed and presented training.

Performance development plans may include coursework, but also provide learning activities on the job such as special projects, serving on cross-functional teams, and skill stretching job assignments

4 Intelligent Tutorial System (ITS)

This Intelligent Tutorial system uses artificial intelligence to assist in training or tutoring the participants. This system learns through trainee responses.

Features of Intelligent Tutorial Systems (ITS)1 It selects the appropriate level of instructions for the participants2 It guides the trainees3 It also evaluates the training program4 It also improves the methodology for teaching the trainee based on the information5 It is an interactive system6 It determines the trainees level of understanding

Intelligent Tutorial System (ITS) comprises of 5 components:1 A domain expert also called the expert knowledge base2 A trainee model stores the information on how the trainee is performing during the training program3 A scenario generator4 A training session manager interprets trainees responses and responds either with tutoring, more content or information5 A user interface allows the trainee to communicate with the intelligent tutorial System.

5 Programmed Instruction (PI)

Programmed instruction is a Computer-based training that comprises of graphics, multimedia, text that is connected to one another and is stored in memory.

Programmed instruction is the procedure of guiding the participants strategically through the information in a way that facilitates the most effective and efficient learning. It provides the participant with content, information, asks questions, and based on the answer goes to the next level of information i.e. if the trainee gives the correct answer; one branch moves the trainee forward to the new information. And if the trainee gives the wrong answer then different branch is activated, taking the trainee back to the review relevant information in more elaborate manner.

This method allows the trainees to go through the content according to the individual speed, and capability. Those trainees, who respond better, move through the content rapidly.Programmed Instruction also comes in Printed form i.e. books Tape Interactive Video Other formats

In programmed instruction, trainees receive information in substantial amount and then tested on their retention of information. If the trainees are not able to retain the information, they are referred back to the original information. If the trainees retain the information, they are referred to the next log of information that is to be learned.

Features of Programmed Instruction: It provides immediate feedback to trainee response It frequently reviews the content It programs small learning steps that results in fewer response errors It allows trainees to move through the content at their own speed, or capability It requires frequent active responses by the trainees

6 Virtual Reality (VR)

Virtual Reality is a training method that puts the participant in 3-D environment. The three dimensional environment stimulates situations and events that are experienced in the job. The participant interacts with 3-D images to accomplish the training objectives. This type of environment is created to give trainee the impression of physical involvement in an environment. To experience virtual reality, the trainee wears devices, like headset, gloves, treadmills, etc.

Virtual Reality provides trainees with an understanding of the consequences of their actions in the work environment by interpreting and responding to the trainees

actions through its accessories: Headset provides audio and visual information Gloves provides tactile information Treadmills is used for creating the sense of movement Sensory devices transmits how the trainees are responding in the virtual workplace to the computer. This allows the virtual reality (VR) system to respond by changing the environment appropriately.

Features of Virtual Reality (VR) System It is poorly understood requires technical understanding It is expensive and time consuming It is flexible in nature It does not incur traveling, lodging, or food cost It requires excellent infrastructure

7 Individualized Learning

The traditional classroom setting is more expensive and less effective than self-paced training videos, CDs or intranet courses. To meet the growing demand, developers of software training packages such as Keystone Learning Systems provide convenient, cost-effective courses on video and CD-ROM which trainees can use at home or inthe office

Self-paced training allows the student to go as quickly or slowly through a course as the need arises. Hands-on see it, hear it and do it training solutions are the wave of the future.

8 E-Learning

Technology-Based Learning

As e-learning technology continues to grow and develop, more corporations are finding that it is a cost-effective and efficient way to provide training to their employees. Studies show that individuals who participate in e-learning learn faster and retain more information than those who learned in a traditional classroom setting.Although this type of training may be cost-effective, it is not without its challenges.

For example, some employees may resist e-learning because they are unfamiliar or uncomfortable with technology. Some employees are not motivated enough to progress through on-line training programs if there is no one around to keep them motivated.

9 Self Managed Learning

Many people under 25 are taking responsibility for their own development. They seek out organisations that give them opportunities to experiment and learn on the job. Legal and consulting firms use this method of learning.

The technology of teleconferencing is also used to meet educational training needs. It's cheaper than flying the team half way across the world for the pitch. One way video link is established between the transmitting station and the various receiving ends through an OB van and satellite. A two way audio link through fax and telephone is established to provide feedback. But conference calling is fraught with problems. People communicate best when they can see one another, when they can read your face, your eye contact and your body language across a table. Don't forget that with teleconferencing, you have to replace eye contact with verbal contact. Without all the visual signals, there is a possibility of miscommunication. People justhave to answer to them, just like most people will automatically respond to an outstretched hand looking for a shake. Keeping people focused and on-board is key to success.

l LEARNING & DEVELOPMENT

SHIFT FROM TRAINING TO LEARNING

There has been new trend in the industry, a shift from training to learning. Learning is a long-term process related to development, while training is a timely, technical skills-based process that might or might not involve a lower level of skill acquisition.

But as time rolls on and the value stakes surrounding learning, development and training in the enterprise continue to escalate, training might get pushed into the learning and development arena whether it likes it or not. Previous the two words used were training and education, but youre definitely seeing a shift from training to learning and development. Learning, on the other hand, has been viewed as something thats much more broad-based. It isnt necessarily related to a job. For example, in a management series program the organization teach people emotional intelligence. The series focuses on the various soft skills necessary to be emotionally intelligent at your job. None of it is specific task-based training processes. That would be how to fill out a performance review form, whereas learning would be how you give feedback to someone in an emotionally intelligent way when you need to give corrective feedback.

Learning tends to involve longer-range, future-based planning to develop people from a career standpoint in different areas that might not be directly work-related. Learning can be conducted formally or informally via learning networks within organizations where people exchange information. Learning is not as rigidly directed as training within the context of an enterprise. For example, Mr. X learns every day on the job, yet he is not taking formal training courses. He learns professionally every day based on what he have done well or have not done well. There are no specific objectives or programs associated with that. The person may go onto the Web, read newsletters that he subscribes to. This is what learning is about. Its a non-directed, non-formalized way of making yourself better either around implicitly stated objectives or very explicitly stated objectives.

The shift from training to learning

Few years back the basic models were trainer centred rather than learner centred. More focused was on what the organization could be deliver rather than what the learner might need

TraningAn Instructor-led, contentbased interventions,leading to desired changesin behaviorLearningA self directed, workbasedprocess, leadingto increased adaptivecapacity

Many factors are influential in making this shift, ranging from broad features like the vision and values of the organization to specific features like the degree of support for learning provided by managers. Critically, learning can be cultivated by management practices that raise commitment among employees, creating what might be described as an organizational growth medium. The logic of the growth medium is simple: in the right climate, employees will commit to learning. Following a review of the literature, the CPI researchers identified three conditions that organisations need to meet in order to build a growth medium. First, create a sense of purpose in the workplace; second, give employees the opportunity to act on their commitment; third, provide employees with a supportive learning environment

Because so much learning occurs directly through work, managers should aim to include these responsibilities within their normal repertoire of behaviors, rather than view them as separate learning activities. For that reason, they may be viewed as leadership practices that promote learning rather than learning practices that enhance specific knowledge and skills.

Any strategy based on a shift in emphasis from training to learning will require engagement and commitment at all levels in the organization. There has been an increasing role of line managers in learning & development. Effective learning is not something that will just happen; its certainly not something that can be left to training courses or to a training department. It is a diverse, less structured, and more challenging process. But theres a range of actions and interventions that can and should be taken to promote learning. The need for professional input and expertise has become greater, not less.

Mobile Training

Soon it may be possible to learn wherever you are, whenever you are there. In the same way the cellular phone help us from the work desk, there may soon be no need to burden your back carrying scores of hefty training manuals if mobile training kicks off.

Mobile devices have been successfully used in the field to deliver just-in-time training. Personal digital assistants (PDAs) in the form of Pocket PCs were used for conventional e-learning - consisting of pictures, text, audio and video - adapted to suit the learner's location as indicated by markers on the ground.

RESEARCH METHODOLOGY

There has been a shift from training to learning & development and the organization are adopting new methods of training and also the attitude of the organization towards training has been changing. So in the project an attempt has been made to study all

the above trends and the successful application in the various organizations.The information has been collected through carrying out a detailed study on the topic and by visiting training centers.

Primary research: Primary research has been collected by visiting various training centers , organization and asking them the questions related to the topic. For this purpose a questionnaire was also prepared and filled in. I met Manager of the different company. there answers where framed properly and used in the project

Secondary research:

Secondary research was collected by searching the web pages of various sites. The names of the sites have been given in the references. References have been also taken from the Human Resources Management Book also.

OBJECTIVE OF THE STUDY

To know about the importance of training and development in HR To study various practices of training and development in organisation to get information about new trend in various organization Shift from training to learning & development

COMPANY PROFILES

INTRODUCTION OF SHAHRA INDIA

Sahara India- a corporate, which believe that quality, is never an accident it is a result ofplanning, team work and a commitment of excellence. Sahara India Pariwar is a multi-business conglomerate with diversified business interest that includes finance, real estate, media & entertainment, tourism &hospitality, andservice & trading.Sahara India Pariwar

Year 1978 in Gorakhpur, India2005, headquarter in lucknow India

Workers 039.10 lack

Dependents 1545.50 lack

Asset 2000Over 50,000 crore

Establishment 011707

No trade union

No owner

Important points

The employees at Sahara India Pariwar greet each other by saying Sahara Pranam

Every year, republic day and independence day is celebrated as Bharat Parv (national festival) and Sahara India Pariwar celebrates it as the biggest event of the Pariwar(family).

Sahara India Pariwar has been the official sponsors of the Indian cricket team and Indian hockey team.

Sahara India Pariwar in often referred as theworlds largest family

910,000 workers/ employees and no trade union

Its five star hostel Sahara Star near Mumbai airport has the worlds largest pillarless clear-to-sky dome of its kind

Holds the Guinness world record for planning 125,256 trees by 1400 volunteers in 6hours and 35 minutes 0n 5thJune 1988 at amby vally city

Hold the record in India for 25%-50% hike in the gross salary of all of its employeesat one go.

Conducts mass marriage ceremony of 101 underprivilegedgirls every year

Subrato Roy Sahara is also referred as Saharasri

OVERVIEW

SaharaIndiaPariwar it is a major entity on corporate scene having diversified business interest that include Finance, Infrastructure & Housing, Media&Entertainment, Consumer Products, Manufacturing, andServices & Trading

Quality is our essence and we, at Sahara India Pariwar , have always stressed on the Qualitative aspect. Consequently in this run for quality, quantity has always pursued us. We look forward to reaching the zenith and reaffirm our commitment to the process ofsound nation-building.

CORE COMMITMENTS - OUR STRENGTH

1 Emotion 2 Discipline 3 Duty 4 No discrimination 5 Quality 6 Give respect 7 Self-respect 8 Truth 9 Collective Materialism 10 Religion 11 Absolute Honesty

Need

India needs effective consumer protection and protection of workers' genuine rights. There are various agencies, promising protection & action. But no external body canprovidejusticeunlessthecompanybecomes'QUALITYCONSCIOUS'WITHSTRICTLY NO DISCRIMINATION POLICY AND JUSTICE CONSCIOUSNESS as its very dominating nature.

Motto

WenotonlybelievebutpracticeNODISCRIMINATION,JUSTICE&HIGHQUALITY -means enthusiastic,productiveperformance ofduty "KARTAVYA' towards the consumer', workers' genuine satisfaction.

Aim

Toprovidejustice-beitamatterofthetiniestimperfectionorinjusticeinourCOMMITMENT - products or services. Direct or indirect, short term or long term. Where Kindly rush your grievances/suggestions or any queries related to Sahara India Pariwar to the nearest Sahara establishment and/or to:

The major activities performed by the Training and Developing function in Sahara India Prewar are as follows:

1. Training needsidentification/ assessment

From employees through interviews, questionnaires, etc. and secondly through HOD recommendation

2. Training(Internal/External):

Training depends upon its scope, whether needs of the training can be met within the organization orwhether hastobetakento an environment outside the organization.

3. Certified corporate trainer

Certified corporate trainers are the employees of the company itself. It is their voluntary involvement. If they feel like in their service tenure that they can, for some time, train the employees of the company on the base of their experience, thensend intheir CVs andon approval bythe respectiveauthority,become certified corporate trainers.

4. Types of training givenin Sahara IndiaPariwar

a) Induction/Orientation training

b) Soft skill development training

a) INDUCTION/ORIENTATION TRAINING

These terms are interchangeably used to give a friendly welcome to the new employees as members of the organization so also to introduce the new employee with the available installations (plant and machineries, systems), work norms, organizational objectives and the job position of the employee.

Content:

1 The company size,structure of the organization, history, market share 2 Achievements, objective and mission. 3 Product training 4 Shop floor-rules and regulations 5 Personnel policies 6 Union contract 7 Company services 8 Service department

b) SOFT SKILL DEVELOPMENT TRAINING

Modules of soft skill development training in sahara india pariwar :1 Personality and positive attitude2 Business communication3 Team building and leadership5 Stress management and work-life balance6 Business etiquettes and corporate grooming

1) PERSONALITY & POSITIVE ATTITUDE

Background

Personality as awhole cannot bedefined withoutthe positive attitude. Itis thepositive attitude of a person that plays an important role in various decision making process and reactiontoresponsibilities andchallengesinworkandlife.Themodulehas been developedtohelptheindividual todeveloptheunderstandingthathowindividualpersonalities can influence the organizational development & theorganizational success.

Objective of the Module

To understand the concept of Personality & positive attitude in relation to organizational success.

Coverage of the Module

What is personality Attributes of personality Three levels of Personality Personality is uniqueness Internal & External Qualities What are the determinants of personality What is a Organizational Personality Linking personality and organizations effectiveness How Positive Attitude can influenced Personality

2) BUSINESS COMMUNICATION

Background

Effective communication is very crucial in the business success. It is the life blood of a businesss organization It includes conveying messages to other peopleclearlyand unambiguously. It's also about receiving information that others are sending to you, with as little distortion as possible. Doing this involves effort from both the senderof the message and thereceiver. And it's a process that can be fraught with error, with message muddled by the sender , or misinterpreted by the recipient. Whenthisisn'tdetected,itcancausetremendousconfusion, wasted effort and missed opportunity.

Objective of the Module

TounderstandtheimportanceofBusinessCommunicationinordertoenhancethecapabilities of understanding and implementing the correct communication channel tobring the effectiveness of the organization in order to succeed in business, and maintain good relationships with clients, customers and employees.

Coverage of the Module What is communication? Need of communication Communication flow Types ofCommunication Barriers of Communication Overcoming tips of barrier Essentials of effective communication3 ) TEAM BUILDING & LEADERSHIP

Background

In the context of globalization only high performing managers can survive, grow and excel. This calls for continuous enhancement of the dynamics of leadership capabilities of managers. Todays managers will have to demonstrate positive leadership capabilitiesbycreatingandsustainingtrust,sharedvisionaswellassynergytoachieveorganizational goals.

Objective of the Module Understanding the role of leadership, teamwork and team-building. Improving business results by managing team dynamics; flexibility and resilience, self management and emotional maturity

Coverage of the Module Team Vs. Group Team & -Team Work The essentials ofwinning Team A good team player Stages of Team Building Leadership, teamwork & team-building Leader vs Manager Improving performance

4 STRESS MANAGEMENT & WORK LIFE BALANCE

Background

During the last 20 years, the nature of jobs across globe has changed substantially resulting in jobs becoming less and less physically demanding. Coupled with this, the change in life style, has led to stress level increasing day by day, both at work place and at home . Itisthereforeofutmostimportancetounderstandthevarioustransientsaffecting health and fitness levels of individuals. In view of this, the module will help to take a proactive approach to stress management in order to establish a work environment that is healthy, stress-free and fit.

Objective of the Module

To understand the stress level, its symptoms and various impacts andto develop a better work life balance strategies for leading a better life.

Coverage of the Module

What is stress? Reasons of stress Symptoms of stress Impact of stress Managing Stress ABC Strategy Tips of de-stressing

6 BUSINESS ETIQUETTE & CORPORATE GROOMING

Background

Self improvement and self development has become imperative for survival in the changingandcompetitive environment. Business Etiquetteis avery important factor in determining the success or failure of a business or a person. This module will guide to enhance the focus for Business Etiquette & Corporate Grooming.

Objective of the Module

To understand the importance of Corporate grooming, Power Dressing and how to make ourbody languageeffectiveinordertoenhancepersonaleffectivenesswithgoodmanners and etiquettes in order to succeed in your business, be liked by people and maintain good relationships with clients, customers and employees.

Coverage of the Module

Business etiquette Corporate grooming Corporate ground rules Social niceties Work norm Meeting protocol Dining etiquette

Visit report

The project report gives the details about Training and Methods of training use in Sahara India pariwar. The report gives the importance and needs of training to the employee in the Organization. It states that different kind of training methodology is required for different kinds of work to be performed. The Training needs of different individuals / Employees are different. Training is required to be given in a systematic manner and it is continuous process through the career of the employee. It is necessary that the training program is designed according to the needs of the individual and requirements of the Organization. Evaluation is necessary to measure the effectiveness of the Training Program. Training Objective and its methodology should change according to the changing environment. The trainer should be appropriately trained before giving the training to make the training more effective. Well designed training program results in effective learning and transformation of the employee. The Effective training program results in gaining a competitive edge and customer satisfaction.

UNION BANK OF INDIA

INTRODUCTION TO UBI

Union Bank of India was inaugurated by Mahatma Gandhi and the Bank commenced its operations in 1920. The Bank is firmly committed to consolidating and maintaining its identity as a leading, innovative commercial Bank, with a proactive approach to the changing needs of the society. This has resulted in a wide gamut of products and services, made available to its valuable clientele in catering to the smallest of their needs. Today, with its efficient, value added services, sustained, growth, consistent profitability and development of new technologies, Union Bank has ensured complete customer delight, living up to its image of, GOOD PEOPLE TO BANK WITH. Anticipative banking- the ability to gauge the customer's needs well ahead of real-time - forms the vital ingredient in value-based services to effectively reduce the gap between expectations and deliverables.

The key to the success of any organization lie with its people. No wonder, Union Bank's unique family of about 26,000 qualified / skilled employees is and ever will be dedicated and delighted to serve the discerning customer with professionalism and whole heartedness

Union Bank is a Public Sector Unit with 55.43% Share Capital held by the Government of India. The Bank came out with its Initial Public Offer (IPO) in August 20, 2002 and Follow on Public Offer in February 2006. Presently 44.57 % of Share Capital is presently held by Institutions, Individuals and Others.

Over the years, the Bank has earned the reputation of being a techno-savvy and is a front runner among public sector banks in modern-day banking trends. It is one of the pioneer public sector banks, which launched Core Banking Solution in 2002. Underthis solution umbrella,2388 branches 121 extension counters of the Bank have been 1105 networked ATMs, with online Telebanking facility made available to all its Core Banking Customers - individual as well as corporate. In addition to this, the versatile Internet Banking provides extensive information pertaining to accounts and facets of banking. Regular banking services apart, the customer can also avail of a variety of other value-added services like Cash Management Service, Insurance,

VISION

To become the Bank of first choice in our chosen areas by building beneficial and lasting relationship with customers through the process of Continuous improvement.

MISSION

A logical extension of the Vision Statement is the Mission of the Bank, which is to gain market recognition in the chosen areas. To build a sizeable market shares in each of the chosen areas of business through effective strategies in terms of pricing, product packaging and promoting the product in the market. To facilitate a process of restructuring of branches to support a greater efficiency in the retail banking field. To sustain the mission objective through harnessing technology driven banking and delivery channels. To promote confidence and commitment among the staff members, to address the expectations of the customers efficiently and handle technology banking with ease.

Training system

Training and Employee Development

They believe that they have one of the leading systems in India for customized banking sector training and staff development. There commitment to staff development and training has been rewarded by the Institute of Directors in New Delhi, which has awarded there staff college at Bangalore the prestigious Golden Peacock TrainingAward for the best training system in India three times over..

They have eight training facilities spread across the country including there Staff College in Bangalore. All of the training that they impart in these facilities has been designed, implemented and assessed by there training consultants Vinstar Limited (AGL Group) of New Zealand. These training programs are designed to be interactive and directly relevant to the work of each employee that undertakes the program. They monitor the effectiveness of there training through post-course evaluation.

In addition, they have established ten computer-learning centers that are equipped to train there staff in Core Banking Solution programs.

Staff College

There Staff College is located on the outskirts of Bangalore. It is a dedicated live-in learning center equipped with lecture theatres, hostel-style rooms, recreational areas, a jogging track, swimming pool and landscaping.

The training programs available at Staff College are also offered to staff of other Indian banks and financial institutions, including the Oriental Bank of Commerce and Vijaya Bank, and international banks, such as the Vietnam Bank for Agriculture and Rural Development.

The following programs are regularly conducted at the College:

Credit Appraisal Program (Industrial and Commercial Advances); Credit Monitoring and Recovery Program (Industrial and Commercial Advances); Management Skills Program; Marketing Skills and Customer Service Program; Imports for Officers Program; Exports for Officers Program; Asset Liability Management Program; and Preventive Vigilance Program.

They conducted following programs in association with Institute of Chartered FinancialAnalysts of India Business School, Bangalore:

Finance for Non-Financial Executives; Leadership Skills and Styles; Treasury and Forex Management; IT for Banking; Customer Relations Management; Effective Services Marketing; Software Project Management; and Practical Team Building

They also conduct the following customized programs:

Advanced Credit Program for Audit Officers of the Oriental Bank ofCommerce; Program on HRD for Key Members of Staff; Branch Manager Training for Vijaya Bank; General Faculty Development Program - Train the Trainers; Base Level Program on Forex for Vijaya Bank; and Advance Program on Forex for Vijaya Bank.

In February 2001, our staff college was awarded ISO 9001 certification for the design and development of customized training programs by Det Norske Veritas of the Netherlands

Management Education Programme (MEP)

They have introduced a 15-month management education program along the lines of MBA programs offered by prestigious management institutes, to identify and develop in-house talents to groom up leadership skills among the employees. Successful candidates are awarded a certificate and entrusted with higher responsibilities.

Leadership Programs at Indian School of Business (ISB), Hyderabad

We have arranged training programs on leadership qualities amongst the executives of the Bank at the Indian School of Business, Hyderabad. All branch managers have been put through a one-week training program at internal training colleges on leadership and the challenges faced by the Bank. Training up to the lowest level (parttime sweepers) in the Bank has been undertaken to improve operational efficiency and customer centricity.

We have trained all our front line officers on customer relationship management and have equipped them with a mobile phone for excellent CRM.

Visit Report

1) Various Products Deposits (Liability products), Advances (Asset Products) and Third Party Products.2) Computer Based Training is also given.3) Training is basically given to bring in an attitudinal change in the employees which would result in employees going out and reaching customers and customers reaching them.4) Training is given to Peons, Clerks, officers as well as Managers. They also conduct some orientation programmes5 )Training is also imparted on Alternate Delivery channels like ATM,Telephone banking , Internet banking6) Training is given not only to employees but also to the Customers by the particular branch people i.e. the staff of the Bank as to how to avail various facilities7)Training need is determined either by directly asking the staff or as per the decision taken by the authorized person.8) The training methods that are adopted by the UBI are as follows: - On the job training (practical training for e.g. by showing how to open saving account for the customer and so on) 2) lectures 3) Group Discussion 4) case study 5) presentation 6) Field visit 7) Films 8) CDs based on attitudinal change, motivation, team building etc. 9) Library 10) Defreezing games10 The no. of training days per employee per year is not fixed. For fresher the training period is usually longer while the senior managers are given training for a shorter period of time as they are interested only in the training programmes that give direct benefit.11 They are having feedback system where the employees after undergoing training programmes rate infrastructure and the effectiveness of the overall program including faculties.12 The trainers are either internal or outsourced. They are having tie up with Training agencies and college for training faculties such as Narsee Monji College, Bottom Line agency, Dale Carnegie Training Institute.13 Pre-selection test as well as interviews is conducted for the selection of the trainers.14 They also have the provision for Train The Trainer. Providing training to the trainer on various scales like attitudinal change, presentation skills etc.15 They considered training as an incentive by giving opportunity to the outperforming employee to go abroad and they also show photograph of those who perform better.16 To them training is an investment as the attrition percentage is less.17 The effectiveness of the Training programme is evaluated by issuing questionnaire to the employee, on the basis of objectives and asking them objective type questions.18 They outsource Training basically for Scale One Officers and branch managers. Here they conduct a two day Workshop inclusive of Training on Communication Skills and Personality Development, which not included in their training schedule19 Union Bank of India has Staff Training Centre at various places like Bombay, Ahmedabad, Bangalore, Bhopal, Lucknow, Bhubaneshwar, Gudgoan, and South Alvai.20 They also follow the concept of Back to School Concept.21 They a tie-up with IIM Bangalore, where a 3 year Management Education programme is conducted

GlaxoSmithKline

INTODUCTION TO GSK:

There mission is to improve the quality of human life by enabling people to do more, feel better and live longer They are a research-based pharmaceutical company They are committed to tackling the three "priority" diseases identified by the World Health Organization: HIV/AIDS, tuberculosis and malaria There business employs around 100,000 people in over 100 countries They make almost four billion packs of medicines and health care products every year Over 15,000 people in there research teams to discover new medicines They screen about 65 million compounds every year in there search for new medicines They supply one quarter of the world's vaccines and by the end of February 2008 they had 24 vaccines in clinical development January 2008 marked the tenth anniversary of there programme to help eliminate lymphatic filariasis (elephantiasis). During those ten years they donated 750 million albendazole tablets, reaching over 130 million people In 2007 they marked 15 years of there Positive Action programme that helps communities living with HIV/AIDS In the developing world, they provide certain medicines at preferential prices ensuring that the porrest can still benefit from there treatments and vaccines In 2007, our total community investment was valued at 282 million, equivalent to 3.8 per cent of Group total profit before tax Many of there consumer brands are household names: Ribena, Horlicks, Lucozade, Aquafresh, Sensodyne, Panadol, Tums, Zovirax

GSK company has a rich history that goes back to the early eighteenth century. Headquartered in the UK and with operations based in the US, they are one of the industry leaders, with an estimated seven per cent of the world's pharmaceutical market.But being a leader brings responsibility. This means that they care about the impact that they have on the people and places touched by there mission to improve health around the world.It also means that they must help developing countries where debilitating disease affects millions of people and access to life-changing medicines and vaccines is a problem. To meet this challenge, they are committed to providing discounted medicines where they are needed the most.As a company with a firm foundation in science, they have a flair for research and a track record of turning that research into powerful, marketable drugs. Every hour they spend more than 300,000 (US$562,000) to find new medicines.they produce medicines that treat six major disease areas asthma, virus control, infections, mental health, diabetes and digestive conditions. In addition, we are a leader in the important area of vaccines and are developing new treatments for cancer

Mission

We have a challenging and inspiring mission: to improve the quality of human life by enabling people to do more, feel better and live longer. This mission gives us the purpose to develop innovative medicines and products that help millions of people around the world. In fact, we believe we are the only pharmaceutical company researching both medicines and vaccines for the World Health Organizations three priority diseases HIV/AIDS, tuberculosis and malaria, and are very proud to have developed some of the leading global medicines in these fields.Our company is managed by the Board of Directors and the Corporate Executive Team.The Board is comprised of five executive and 11 non-executive directors who are responsible for our corporate governance and ultimately accountable for our activities, strategy and performance.The Chief Executive Officer (CEO) is responsible for the management of the business and is assisted by the Corporate Executive Team that manages our activities. Each member is responsible for a specific part of the business and reports to the CEO.

strategy

strategy is to strive for excellence in the following five key areas of our business:

1) Optimizing the performance of key products

Both there Pharmaceutical and Consumer Health care businesses focus on ways to improve the return from our intellectual property by maximizing sales of key products. Our activities include: achieving worldwide sales force excellence achieving Pharmaceutical and Consumer Health care marketing excellence maintaining the highest ethical standards improving the cost-effectiveness of operations

2)Delivering the product pipeline for patients

They aim to create the best product pipeline in the industry for the benefit of society.This includes developing a focused strategy to support the pipeline and manage the full life cycle of compounds from launch as prescription medicines through to potentially becoming over-the-counter products.They measure R&D productivity by the number and level of innovation of the products it creates, and by the ability to address unmet patient needs.

3) Being the best place for the best people to do their best work

GSK are committed to creating the best place for the best people to do their best work by:

recruiting and developing the best people in the industry supporting a culture of high reward for high performance ensuring good communication and employee involvement maintaining a diverse and healthy workforce

4) Commitment to diversity

What is diversity?

Understanding the role of diversity within company means that they need to be aware of the contribution that can be made by everyone with whom they do business. This includes our employees, customers and other stakeholders.For employees, they must create an environment that allows them to do their best work by being themselves.For customers, it means understanding and responding to their often changing needs.For other stakeholders, we must provide the right information in a timely and effective way.

How does diversity effect what we do?

By encouraging diversity, GSK can: recruit and retain the best people respond to our customers' needs in a way that builds their confidence in our company and our products work effectively with other organizations

5) Training and awarenessGSK have training and awareness programmes to make sure employees understand there policies, comply with the law and know what standards of behavior are required.Training starts with an induction course for new employees This covers the GSK's Code of Conduct and other relevant policies. Induction training for new sales and marketing employees covers there marketing codes of practice. These induction courses ensure that new employees understand the importance of ethical conduct from day one, know how to deal with dilemmas and where to seek help.GSK provide additional training for employees who will be working in areas where there are additional regulatory requirements such as R&D, manufacturing and sales and marketing.

Sales representatives receive detailed training on the medicines they promote and the diseases they are designed to treat. Sales employees are given training on appropriate marketing practices and are required to pass a test on our marketing code before starting their sales role.

Regular refresher courses are held for all sales and marketing employees at least annually. For example, in some markets, employees look at examples of ethical dilemmas and issues that they could face in their work and guidance is provided to help them understand appropriate responses. Employees are encouraged to ask themselves the following questions before making a decision: Would I be embarrassed if my friends or family knew what decision I have made? How would my decision look to a cynic? What could the newspaper headline look like? Am I still confident that this is the right decision for GSK?

They monitor the success of training and awareness programmes.

Training objective

Review the Performance with Integrity face-to-face induction training session and make appropriate changes for new staff Launch an additional ethics e Learning and face-to-face training package, building on the Ethical Decision Making workshop for managers.GSK goal is to be the best place for the best people to do their best work is central to our business strategy and key to business success. They aim to create a positive working environment, offer competitive reward packages that emphasis performance, provide opportunities for training and advancement, and listen and respond to employee feedback. They expect employees to meet high standards in the way they carry out their work for GSK. The GSK Spirit defines culture and the principles they expect employees to work by. These are: Performance with integrity Entrepreneurial spirit Focus on innovation A sense of urgency Passion for achievementRegular performance appraisals assess whether employees have upheld these principles and the requirements of our Code of Conduct in their work. The results affect bonuses and career progression.

GSK invests in training and development to enable employees to perform to the best of their ability and to develop their careers. Our talent management processes help us identify and develop leadership candidates.

Training process

GSK provide job-related training courses for all employees and leadership training for managers. Employees can enroll in training programmes through there my Learning intranet site . employees attended 368 development programmes i. Similar opportunities exist for employees worldwide the people attended Leadership Edge, there global programme for senior managers, and 108 attended Leadership at GSK, the programme for middle managers.

GSK ran five Inspirational Leadership Workshops attended by 72 executives and senior leaders, with significant influence over large numbers of staff. These focus on the senior leadership role of inspiring and motivating people to high performance to meet business challenges. A further 79 employees attended foundation programme for new managers, Management at GSK. This programme is designed to help managers improve the performance of their staff and to increase their insight into differing work styles, strengths and motivation.

Development

Regular performance appraisals reward strong performance and help employees set objectives and identify the training they need. More than two-thirds of GSK employees receive an annual performance appraisal through our Performance and Development Planning (PDP) programme. PDP includes an assessment of how well employees have implemented the GSK

Spirit - the principles we use to define culture. It can have a significant impact on bonus payments, potentially reducing them to zero if an employee is found not to have followed the Spirit, and can also affect future career development.

Talent management

They identify the highest performing employees in each business and function through there annual talent management cycle. Talented individuals take part in leadership programmes and are exposed to top management through programmes such as the Chief Executive Forum.

A pool of potential successors is identified for all Vice-President and senior management positions. These are reviewed annually by the appointments subcommittee of the Board.

VISIT REPORT

At GSK they special rooms allotted for training purpose. They have around 3 rooms, 1 Auditorium and some small classrooms occasionally used for imparting training. They have a separate training department. They have a Training Staff consisting of 22 members (Under each trainer there are around 100 trainees) Under each Head Office trainer there are six area trainers The Participants in training programme range from 2-140 depending upon the type of training They give following trainings :1 Induction training2 Medical training3 Training on Selling Skills4 Competency Based Training5 Personality Development6 Communication Skills and so on

They provide as per the individual requirements as well as based on group requirement and also when it is required for the company as a whole Training is imparted also on the basis of Training Policy, internal requirement and need based. Trainers are Selected on the basis of following Criteria:1. Having minimum 1-2 years experience as a Business Manager 2. 5-7 years experience in Sales and Marketing with minimum 1-2 years3. experience in Sales Training.4. Minimum qualification in Bachelor of Science or Bachelor of Pharmacy.5. Superior Disease Product Knowledge.6. Excellent Communication, Facilitation and Coaching skills.7. I.T. Savvy8. First line Managers9. Area Managers Based on Industry track recordsFast TrackersUndergone Mastery Coursework Responsibilities: Assess Training Needs Prepare quarterly and annual Regional Training Plans in consultation with Field Managers Field Coaching Product launch Training and Refreshers Develop Medical Representatives competencies Interviews of Medical Representatives Support Event Management programs Feedback to Field Managers and Marketing on competition and customers. They also hire sometimes trainers from outside. GSK follows the concept of Train the Trainer.(e-meetings, Video conferencing). They have some General Management Programme, for which they have a tie-up with S.P Jain Institute. It is basically for the sales force only. Top Management at times attends Management Development Programmes at IIM's as well internationally GSK has a