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A FACULTY STUDENT COLLABORATIVE LEARNING (FSCL)

PROJECT – 2015-17

REPORT ON :

“Training and Development Practices in different sector

companies and its impact on the Company’s workforce”.

UNDER THE GUIDANCE OF

Prof. Sanjay Sukhtankar

REPORT COMPILED BY :

PGDM – 2015-17 (HUMAN RESOURCE)

1. Meenal Gupta

2. NehaMohabey

3. SuruchiBaghe

4. TriptiLalwani

5. Vicky Raj

INDIRA INSTITUITE OF MANAGEMENT, PUNE

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CERTIFICATE

This is to certify that the following students of POST GRADUATE DIPLOMA

INMANAGEMENT at INDIRA INSTITUTE OF MANAGEMENT, PUNE (IIMP) have

workedon the Research Project, entitled “Training and Development Practices in

different sector companies and its impact on the Company’s workforce”,from January

2016 to April2016 in partial fulfillment of the requirement for FACULTY STUDENT

COLLABORATIVE LEARNING OF HUMAN RESOURCE SPECIALIZATION.

Name of the Students:

1. Meenal Gupta

2. NehaMohabey

3. SuruchiBaghe

4. TriptiLalwani

5. Vicky Raj

During the Project work, we found all of them to be sincere and committed to the Project

Work. We recommend this project report to be accepted and evaluated.

Wishing them all the best for their future endeavors.

Name & Signature of Faculty Mentor Name & Signature of Head of Department

Prof. Sanjay Sukhtankar Prof. ThirumagalPillai Date: _________________________

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DECLARATION

We hereby declare that the Faculty Student Collaborative Learning (FSCL) Research

Project“Training and Development Practices in different sector companies and its

Impact on the Company’s workforce” is an original piece of work done by us under the

guidance of Prof. Sanjay Sukhtankar. All the Secondary data and other relevant

information drawn from different sources for this report are duly acknowledged by us. We

have put all our sincere efforts in making the report see the light of the day.We hereby also

declare that the information provided in this project report is true to our knowledge.

No part of this report has been submitted by us to any university / institution for the award

of any diploma or degree.

NAME OF THE STUDENT

SIGNATURE OF THE STUDENT

1. Meenal Gupta

2. NehaMohabey

3. SuruchiBaghe

4. TriptiLalwani

5. Vicky Raj

Date: 20th April,2016 Place: Pune

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Acknowledgement

The success of any project is the result of hard work & support of a number of individuals,

motivation & guidance of our mentor and this project is no different. The preparation of

this project report was possible through cooperation of various persons. We would like to

express our profound gratitude to all of them.

Firstly we would like to express our gratitude to Almighty for helping us.

We take immense pleasure in submitting the project on“Training and Development

Practices in different sector companies and its Impact on the Companies’

workforce”. This project has helped us to understand various patterns of investment of

investors.

We are extremely grateful to our mentor Prof. Sanjay Sukhtankarfor his valuable

guidance and support during the progress of this project. Without her crucial inputs, this

project would not have been possible.

Also,We would like to convey our thanks to Prof. ThirumagalPillai who helped us,in all the

ways, for making this research project a potential one.

We take this opportunity to express our sincere gratitude to our Director , Dr.Pandit Mali

and Deputy Director Dr. S.P Singh for their valuable guidance, inspiration, encouragement

and feedback in completing this project.

We are also thankful to those employees who cooperated with us and provided us with

valuable information taking time from their busy schedule.

Finally, we express my heartiest gratitude toward all those who helped us directly or

indirectly in the completion of this project.

Date: 20th April, 2016.

Place: Pune, Maharashtra

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CONTENTS

CHAPTER

NO. CHAPTER TITLE

Page No.

1. Introduction and the rationale of the study 11-12

2. Review of Literature 13-17

3. Objectives and scope 18

4. Research methodology 19-21

5. Data analysis and interpretation 22-74

6. Observations and findings 75-78

7. Conclusions 79

8. Learning 80

9. Bibliography 81

10. Appendices 82-86

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LIST OF TABLES

Sr.No. TABLE NO. TITLE OF TABLE PG.NO.

A. Basic.1 List of Employees Responded

Spreadsheet

B. Basic.2 Gender

Spreadsheet

C. Basic.3 Age Scale

Spreadsheet

D. Basic.4 List of Company, responded employee belong to

Spreadsheet

E. Basic.5 Designation of the employee responded

Spreadsheet

F. Que.1 Sector

22

G. Que.2 Identification of whether Co. impart T & D program

23

H. Que.3 Did employee undergone any T & d Practices

46

I. Que.4 Since Induction?

27

J. Que.5 Compulsion?

28

K. Que.6 Frequency of Scheduling T & D sessions

30

L. Que.7 Training Period

34

M. Que.8 Training Method

36-40

N. Que.9 Training Type/Form

36-40

O. Que.10 Consultation and discussion before finalizing needs

41

P. Que.11 Discloser time of Evaluation

44

Q. Que.12 Feedback on Evaluation after T & D Practices

45

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R. Que.13 Effectivity of Training

46

S. Que.14 Any Appraisal /Rewards

48

T. Que.15 Clause - T & D needs in Appraisal form

48

U. Que.16 Additional Fees For Training

49

V. Que.17 Level Of Satisfaction

51

W. Que.18 Employees’ wants in T & D Program

53

X. Que.19 Is T & D is an important HR Function ?

56

Y. Que.20 Perception on reasons for Que 19

58

Z. Que.21 Evaluation – Bias-ness?

62

AA. Que.22 Thought of leaving/Switching company

-

BB. Que.23 Rating on reason for Que.22

63

CC. Que.24 What if no T & D is given?

67

DD. Que.25 Possible loopholes employees finds

70

EE. Que.26 Will employee commend the company to other?

73

FF. Que.27 Suggestion for T & D practices enhancement

Spreadsheet

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LIST OF GRAPHS

Sr.No. TABLE

NO. TITLE OF TABLE Page No.

A. Basic.1 List of Employees Responded -

B. Basic.2 Gender -

C. Basic.3 Age Scale -

D. Basic.4 List of Company, responded employee belong to -

E. Basic.5 Designation of the employee responded -

F. Que.1 Sector 22

G. Que.2 Identification of whether Co. impart T & D program 23-25

H. Que.3 Did employee undergone any T & d Practices 46 & 47

I. Que.4 Since Induction? 26 & 27

J. Que.5 Compulsion? 28 & 29

K. Que.6 Frequency of Scheduling T & D sessions 30 & 31

L. Que.7 Training Period 33 & 34

M. Que.8 Training Method 36,38 & 40

N. Que.9 Training Type/Form 36,38& 40

O. Que.10 Consultation and discussion before finalizing needs 41

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P. Que.11 Discloser time of Evaluation 43 & 44

Q. Que.12 Feedback on Evaluation after T & D Practices 45

R. Que.13 Effectiveness of Training 46 & 47

S. Que.14 Any Appraisal /Rewards 48

T. Que.15 Clause - T & D needs in Appraisal form 48

U. Que.16 Additional Fees For Training 49 & 50

V. Que.17 Level OfSatisfaction 51 & 52

W. Que.18 Employees’ wants in T & D Program 54

X. Que.19 Is T & D is an important HR Function ? 56 & 57

Y. Que.20 Perception on reasons for Que 19 58, 59 & 61

Z. Que.21 Evaluation - Bias/Unbias ? 62

AA. Que.22 Thought of leaving/Switching company -

BB. Que.23 Rating on reason for Que.22 63, 65 & 66

CC. Que.24 What if no T & D is given? 67 & 68

DD. Que.25 Possible loopholes employees finds 70& 71

EE. Que.26 Will employee commend the company to other? 73 & 74

FF. Que.27 Suggestion for T & D practices enhancement -

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ABSTRACT:

The study has been done through the survey based on descriptive and casual research aims at exploring the knowledge about Training and Development practices in different sector companies and its impact on the employees working currently in certain company. The research have also tried to investigate whether attrition is taking place due to loopholes and inadequacy inT& D provided by the company.The reason the effects of training needs assessment on employee performance, the effects of Training form given to,satisfaction level and the clause in appraisal form have been taken as the potential parameters to carry out the research study. The study targeted a total of 126 employees as our purposive sampling with the pre-determined criterion i.e only working class can contribute their responses. For data collection Questionnaires were used. The research has been done using graphical and tabulation methodology and the findings are based on the data compiled out of the responses.The research study has been processed in Pune region by collecting the required data through Google forms and paper forms. The result shows that companies are keeping pace with attaining their responsibility towards their employees and majority of the employees seems to be satisfied with the T & D Practices. The research also concludes that the training and Development provided to the employee’ doesn’t influence them to leave the company but could have the huge possibility of large attrition, if companies stops continuing this Human Resource function.

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CHAPTER – 1

INTRODUCTION

Definitions of Training and Development: According to the Michel Armstrong,“Training is systematic development of

the knowledge, skills and attitudes required by an individual to perform adequately a given task or job”.

According to the Edwin B Flippo, “Training is the act of increasing knowledge and skills of an employee for doing a particular job.”

Training: The aim of any training programme is to provide instruction and

experience to new employees to help them reach the required level of performance in their jobs quickly and economically. For the existing staff, training will help develop capabilities to improve their performance in their present jobs, to learn new technologies or procedures, and to prepare them to take on increased and higher responsibilities in the future.

Development: Employee Development Programs are designed to meet specific objectives, which contribute to both employee and organizational effectiveness. There are several steps in the process of management development. These includes reviewing organizational objectives, evaluating the organization’s current management resources, determining individual needs, designing and implementing development programs and evaluating the effectiveness of these programs and measuring the impact.

Differences between Training and Development:

Area Training Development Content Technical skills and

knowledge Managerial Behavioral skills and knowledge

Purpose Specific and Job related

Conceptual and General Knowledge

Duration Short term Long term

For Whom Technical and non-managerial personnel

Managerial personnel

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Types of Training Methods:

1. On the Job. 2. Off the job.

On the Job- When an employee learns the job in actual working site in real life

situation, and not simulated environment. Employee learns while working. This type of training, also known as job instruction training, is the most commonly used method. Under this method, the individual is placed on a regular job and taught the skills necessary to perform that job. The trainee learns under the supervision and guidance of a qualified worker or instructor.

Off-the-job training- These are Employee training at a site away from the actual work environment. It often utilizes lectures, case studies, role playing, simulation… It 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.

Training forms for Training methods : On-the-job Methods:

Job Rotation& job Enrichment Coaching Job Instruction Committee Assignments Apprenticeship Internship

Off-the-job Methods:

Classroom Lectures Audio-Visual Simulation Vestibule Training Case Studies Role Playing Programmed Instructions

http://www.whatishumanresource.com/on-the-job-methods

http://www.whatishumanresource.com/off-the-job-methods

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CHAPTER – 2

REVIEW OF LITERATURE

The desire for ‘TRAINING AND DEVELOPMENT’ (T & D),is supported by human resource

management (HRM) theory, which is one of the processes in achieving organizational goals

by attracting and maintaining employees, and also to manage them effectively. HRM theory

indicated that ‘T & D’ is the field concerned with organizational activity aimed at bettering

the employee’s performance in organizational settings .

It can be defined as development of skills, specifies measurable objectives, and should

result in observable change in behavior (Wagonhurst, 2003). Training is a systematic

process, which helps people to learn how to be more effective at work by modifying

knowledge, skills or attitudes through learning experience to achieve effective performance

(Buckley and Caple, 2000).

The training results are considered less important than the activity itself because the

organizations are satisfied as long as the employees attend. Hence, whether the employees

retain anything or can apply what they have learned from the training to the job, it is

immaterial because it is the activity that count and not the results benefited from the

training (Hamid, 1987).

Recent studies mentioned that training is an essential element for sustainable competitive

advantage and survival in the 21st century as it is the process of providing employees with

specific skills or helping them to correct deficiencies in their performance (Poh, 2001).

TRAINING NEEDS ASSESSMENT (TNA) : It tells where and what kind of training programs

are needed, who needs to be included,conditions under which training will occur and

criterion to guide program evaluation and feedback after training sessions.

Failure to conduct a TNA can lead to costly mistakes.(McArdle,1998)

The expectation of the training objectives to be achieve at the end of the program; the

conditions under which the trainees able to demonstrate their learning and the standards

that must be reached to confirm level of competence and understanding are another

dimensions of TNA, which have been discussed by previous researchers (Bersin, 2006 and

Buckley and Caple, 2000)

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According to Buckley and Caple (2000), there are five major benefits by having and

stating TNA in the training, which are:

(1) Prevention in teaching too much or too little, which too little training indicates

inadequate training may not provide a stimulus for improvement, while overload training

can lead to overtraining syndrome .

(2) Guidelines for the training course design and are the basis for producing enabling

objectives and learning points;

(3) Clarification of what are the goals in the training for the reference to the trainers and

for the trainees;

(4) Efectiveness of the training in terms of knowledge, skills and attitudes expected of the

trainees, the minimum acceptable performance standards and the conditions under which

the performance is measured.

(5) Validation of the training which providing the link between training needs and the

training.

In multinational companies, training can provide an important impetus to achieve shared values and facilitates network building between headquarters and subsidiaries.

Helliriegel et al,(2001) states that training of employees in organization increases higher productivity through better job performance, more efficient use of human resources, goals and objectives more effectively met, reduced cost due to less labour turnover, reduced errors, reduced accidents and absenteeism, more capable, and mobile workforce and retention of the existing staff.

(Asgarkhani, 2003) argues that the success of training is contingent upon the effectiveness of performance planning and measuring. The fact of the matter is that the three fundamental aspects surrounding this approach are process classification, selection of proposed methods, and delivery.

(John et al, 2002) -Training does bear fruitful results not only to the organization but also to the employees. Training is an opportunity for promotion and self- improvement, improved job satisfaction through better job performance, a chance to learn new things and there is greater ability to adapt and cope with changes.

It also prepares employees for their next career move. This move may be in the organizations or in life in general.

Lynton and Pareek (2000) argue that to enhance individual motivation for

training, the employees should be part and parcel of what it communicates to applicants through all its contacts with them. This would makeapplicants feel

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confident that the training foci are clear and shows perceptive concern for people taking part in the program.

Sims (2002) emphasizes that training focuses on present jobs while development

prepares employees for possible future jobs.

Regardless of individual differences and whether a trainee is learning a new skill of

acquiring knowledge of a given topic, the person should be given opportunity to

practice what is being taught.

The most important of all which will give life to other four is application because

training is useless unless learning can be applied.

Owens’ study centered on the overall impact of training. The study found that employees had a higher level of commitment also had a higher level of ‘turnover cognition’ A higher score in turnover cognitions indicated that the employees had a more favorable attitude and was less likely to consider turnover. By applying the results of his survey to independent t-tests,Owens was able to determine that trained employees had a mean turnover cognition of 31.15 and organizational commitment of 83.54.In comparison the untrained employees had a mean of 28.94 for turnover and 75.87 for commitment.

On the job training boosts employee morale (Economic Times Survey) Times Jobs.com bureau over 40% employers voted on the job training for increase productivity and 35% for enhanced employee morale in the organization in a survey concerning training and development, conducted by T Jinsite, research and

knowledge arm of Times Job.com.

Waleed Hassan et.al.(2013)- The researchers of this study discovered that for the better encouragement and loyalty of employees,organizations should induce reward giving phenomenon.

Wipro bags ASTD (American Society for Training and Development) training award for sixth time.(Times of India).

YogitaMandhanya, research study (2015)concluded in the finding that organization should have strategy having weightage in its HR practices in order to foster job satisfaction and retaining the employees by career development opportunities.

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A.IT –INFOSYS Co. ltd

Employee T & D initiatives AT Infosys:

Technical training by education & research department.

Quality process training. Personal effectiveness and managerial programs ILI(The Infosys leadership

system). Development assignment. 360 degree feedback. Infosys culture workshop.

Action learning.

Benefits gained from initiatives:

Systematic process learning

Improves satisfaction and moral Helps on knowledge upgradation

Helps to meet future personnel needs Removes performance deficiencies.

B. Manufacturing – GODREJ Indus. ltd

Employee T & D at GODREJ:

Extensive training programs were undertaken for various managerial and officer levels.

GALLOP(global accelerated learning leadership and orientation program) introduced in 2002,structured to induction –training program at Godrej.it aimed at nurturing the new recruits into leaders& dynamic performers through this one year program .

Besides on the job assignments aligned to their function,GALLOPers had the opportunity to be a part of –

a. The YOUNG EXECUTIVE BOARD (YEB): to strengthen the communication between lower and senior level managements where YEB TO PROVIDE INFORMATION DOCUMENTED,accessed by directors of the management committee

b. Mentoring by business leaders.

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c. Reverse mentoring : in this approach the CEOs and senior management of Godrej learned from the junior staff (to understand what young people who are hands on,finds in the market their suggestions and what coulsd be changed).

d. Red and blue teams(aims to come up with recommendations and strategies

for future growth of their divisions by judgind the plans of each team made in 3-4 months for next 3 yrs).

SPARK PROGRMSwereorganised to train the trainers. E-GYANfor giving E – LEARNING attempt to move from traditional training methods

of workshops.

BPO TRAINING AND INTERPERSONAL TRAINING.

C.BANKING SECTOR

In Banks, there is a need for the continuous training and development of the staff in the

areas of customer care services on operational aspects and behavioral aspects of the

business.

How are the needs identified?

The training needs are assessed through task analysis and performance analysis, which can

be conducted through surveys, or from the information furnished by the heads of the

departments, customer complaints, even from the reports on 360 degree feedback systems.

In case of a large banks, there are two ways of conducting training programmes – through

an established department having a full time HRD functionary who oversees all the training

and development functions of the Banks or through an external trainers coordinated by the

HRD department of these days Banks.

Sthapit (2012) pointed out that the strategic human resource development factors affecting the evaluation of induction training effectiveness in Nepali banks on low and middle level managers of Nepali development banks. The study revealed that induction training as most effective in terms of learning and least effective on the behavior change criterion.

Purohit (2012) studied the existing policies practiced in co-operative banks to

appraise the level of HRD practices.The study revealed that training helps

employees to gain better understanding in the area of Job and this will enhance their

stock of knowledge. Extensive training providing the continuous development, such

as on-the-job training, training programs and workshops can be a driving factor for

the activities in the firm.

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CHAPTER – 3

OBJECTIVES:

1. To understand the Training and Development activities in the different sector

companies focusing on IT, Manufacturing and Banking sectors.

2. To study the impact of Training and Development practices on the

employees/workforce of the company, currently working in.

3. To study the influence of Training and Development, one of the HR practices, upon

attrition.

SCOPE:

1. Thepresent research has focused the corporate companies belonging to different

sectors keeping IT, Manufacturing and Service sectors in preference for analysis of

the objectives.

2. The study has focused the variables like training and development programs,

induction time, compulsion factor, types of training, Training needs,Performance

evaluation and feedback, Clause in forms,Hygiene factors,terms like Job enrichment

and Job rotation, Loyalty factor, Level of satisfaction and Attrition as well.

3. The study is limited on the elements of human resource management, particularly in the

area of training and development practices.Most of the questions asked consist of some

relation among one another.

4. This study has been carried out taking the response of various employees into

consideration.These employees belong to different designations in different sector

companies running in INDIA.

5. Also, the project inhibits some collected suggestions and findings which can be the gateways

of improvement and query elimination, in HR functioning of the respective companies.

The scope gives us information regarding.

Attrition and employees’ thought process towards it.

Satisfaction level of employees towards company inputs.

Loopholes and needs for making practices potential ones.

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CHAPTER – 4

RESEARCH METHODOLOGY

Definition of Population:

The study is mainly related in understanding the impact of Training and development sessions on

the workforce of companies. The population selected for the research study consists of

employees of different sector companies working currently, at specified designations.These

employees belong to different levels and posts and can be working to any company in Indian

region.The population has the age scale from 20yr to more than 35yr. And population is

classified under categories namely - Male,Female and Others.

Research Process:

Research design: Descriptive Research – Cross sectional study.

Casual Research – Non experimental (Ex Post Facto).

Fundamental Research.

Data collection methodology

Primary data

Secondary data.

Primary data was collected through a questionnaire prepared by us and was collected

through survey method, that is, by distribution of Questionnaire. The distribution is done

via brick(paper forms) and by click(Google forms).

Define Research Problem

Review of Literature

Research Methodology

Data collection

Data Analysis

Interpretation and report

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Secondary datais collected from:

Case Studies and Research papers using websites. Library Books and Journal. Customer database i.e. excel

Sample design

Sampling was mainly done in two forms:

Random Sampling

Purposive Sampling

Random Sampling: Working individuals were selected at random for our survey so that it

is an unbiased surveying technique.

PurposiveSampling, a non-probability sampling has been selected due to presence

ofdeliberate selection of sample units is there that conform to some pre-determined

criteria i.e only working class can contribute their response towards the questionnaire.

The link of the google form has been scattered in a hit and miss fashion.Also people

were asked to fill the paper forms easy to reach, i.e. getting participants wherever

you can find them and typically wherever is convenient.

Sample size

As per the collected data analysis, we have collected samples of 126employees out of which

101 are the google form respondents and rest 25 samples are in the paper form. We

consider it an adequate number to generalise the inference for our Casual research.

Techniques for data analysis

The data collected was systematically compiled and represented with the use of MS-Excel,MS-Word and Google form. The data analysis and interpretation has been done using

following certain tools:

Bar graphs and column graphs. Pie charts and Pivot tables.

Behavioral analysis.

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Limitations:

Due to certain limitations the research study could be restricted in giving the cent

percent accuracy and may save from proper generalisation of findings.

Some limitations are as follow:

The study has not focused the aim of analysing the impact of training sessions by

categorising employees in strata of level of management and designation of their

working in the company.

Moreover extra care should be given when extending the results of this study to all

Indian companies (i.e for generalisation).

The employeesmay lack extensive knowledge about Human resource terms so it

was hard for them to fill up some fragments of the questionnaire provided to them.

The number of questionnaires returned may have reduced the validity as the number was limited to 120 responses.

This study is conducted to analyze their pattern not all those factors that really

matter while investing.

Due to limited size of the sample size, conclusions reached by this study may not be

entirely applicable to all the companies of different sectors

An interpretation of this study is based on the assumption that the respondents

have given correct information

Reluctances of the people to provide complete information about them can affect

the validity of the responses.

The range of employees designated at top level management,in the data collected

was limited due lack of potential approach.

The research has the limitation of behavioral inference.

Besides the study has the limitation of time, place and resources.

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CHAPTER – 5

DATA ANALYSIS AND INTERPRETATION

Sector Frequency Percentage

IT 73

57.9%

Manufacturing 19 14.3%

Banking 10 7.9%

Others 25 19.8%

Interpretation:-

57.9% of workforce is involved in IT sector, 14.3% in manufacturing, 7.9% in Banking

services and 19.8% in other sectors.

IT sector is dominant sector and is handling major number of employees.

Key findings:-

IT absorbs majority of workforce to provide employment to them.

Note :For further research, “BANKING” has been counted under “SERVICE SECTOR” .

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Que.2. Do your company imparts training and development practices for their employees?

Identification of whether Co. impart T & D program

Sector

IT Manufacturing Services Grand Total

No 9 1 3 13

Sometimes 5 3 2 10

YES 59 18 26 103

Grand Total 73 22 31 126

Interpretation:-

Majority of employees (81%) says, their respective IT-companies impart training and

development programs.

Very less (12%) of the IT company’s employees doesn’t facilitated by T & D Program from

their IT-Companies.

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Interpretation:-

Majority of employees (82%) says, their respective Manufacturing-companies impart training

and development programs. Besides this, 14% employees working population in this sector

gets such sessions but not as regular criterion of the companies.

Negligible percentage (4%) of the Manufacturing companies employees aren’t getting T & D

programs.

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Interpretation:-

Majority of employees (84%) says, their respective Service sector -companies impart training

and development programs.

Very few percentage (10%) of the service sector company’s employees aren’t getting T & D

programs.

Key Findings:-

IT- SECTOR does HR Functioning-‘T & D practices’ and impart programs to their

workforce.Almost all the companies coming under Manufacturing sector do imparts

‘T & D SESSSIONS’ to their employees.Significant Service Sector companies impart

T&D practices to their workforce but significant no of such companies aren’t running

Hr functioning-T&D Practices.

Looking at company’s response towards their employee enhancement, it

seems they aimed at bettering the employee’s performance in organizational

settings.

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Que.4. Does your company provide training and development services right since induction

period?

Since Induction?

Sector


No 15 5 5 25

Yes 58 17 26 101


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Interpretation:-

Majority of IT, Manufacturing and Service sector workforce are getting T&D programs from the

very beginning of their joining (i.e since induction) by companies,they are currently working in.

IT Sector -79%

Manufacturing Sector-77% Service Sector -84%

Key Findings:-

Currntly,most of the companies from all the three sectors are actively performing

their HR function in T & D matters.They start working on their employees from

the induction days itself.

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Que.5. Whether T & D programs provided by your company were compulsory for the

employees?

Compulsion?

Sector


No 15 7 5 27

Sometimes 11 5 16

Yes 47 15 21 83


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Interpretation:-

Most of the companies feel T & D must be a compulsory practice and to make sure each and

every employees work in their forum with some better trained expertise.

IT SECTOR companies have made compulsory to attend T&D Programs to majority

of 64% of employees working there. Besides this,15% of the employees have to

attend T&D Sessions which are mandatory for sometimes.

Manufacturing SECTOR companies have made mandatory to attend T&D Programs

to majority of 68%of employees working there and made compulsory to 32% of

employees for certain such practices.

Service SECTOR companies have made compulsory to attend T&D Programs to

majority of 68%of employees working there. Besides this, significant 16% of the

employees need to attend T&D Sessions mandatorily for certain specific T&D

Programs.

Key findings:

From the above data, it seems companies from all this three sectors,mostly tries

to make this activity mandatory.

It reveals that these companies want their employees to be competent enough in

this business world. This says company itself having great concern for their

employees’ betterment and growth.

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Que.6. What is the frequency of scheduling T & D sessions provided by your company?

Frequency of Scheduling T & D sessions

Sector


Depends on factors 33 3 10 46

More than 5 11 3 14

Only 1 10 8 12 30

05-02-2016 19 8 9 36


Note : (kindly read ‘05-02-2016’as ‘2-5 times’)

Interpretation:-

Majorityof employees45% working in this sector, said that they getstraining programs

depending upon factors,in a year and other 15% gets more than 5 such programs to

attend.

26% said that they have 2-5 training programs in a year.

14% said training programs are provided by companies are only for once in a year.

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Interpretation:-

Only14% of employees working in this sector, said that they getstraining programs

depending upon factors,in a year and other 14% gets more than 5 such programs to attend.

36%said that they have 2-5 training programs in a year.

36% said training programs are provided by companies are only for once in a year.


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Interpretation

32% of employees working in this sector, saidthat they getstraining programs depending

upon factors,in a year.

29% said that they have 2-5 training programs in a year.

39%(majority) said training programs are provided by companies are only for once in a

year.

Key findings:-

IT SECTOR: Majority of players in this industry provide training to their employees with

their timely factors requirements in a year.

Manufacturing SECTOR: Major players in this industry providetraining to their employees

frequently for either once or 2-5 (differ company to company).

Service SECTOR: Majority of players in this industry providetraining to their employees

frequently for either once or else for 2-5 sessions (differ company to company).

33

Que.7. How many days you were been under training provided by your company?

Training Period

Sector


1-3 months 29 4 10 43

15 days 18 6 10 34

Less than a week 19 11 10 40

More than 3 months 7 1 1 9


34

Interpretation:-

Mostly the employees in the organization are given training for 1- 3 Months and secondly,

large no of training is given for period of less than a week

IT SECTOR majorly provides 1-3 months of training programs to their workforce.

Manufacturing sector majorly provides training programs of less than a week.

Service sector majorly provides trainings of a period 1-3 months or less than a week.

Key findings:-

Mostly a time span of 1-3 months or 7 days is preferred in company for training employees.

It changes with respect to the preferences of sectors.

35

Que.8.Under which Training Method you have been trained? (AND)

Que.9. Type of Training form company provided to you?

A. IT-SECTOR

TYPE OF TRAININGS TRAINING METHODS

Both Off the JOB On the JOB IT Grand total

Case studies & guest lecture plus Mentoring & participation in projects & assignments.

- - - -

Books,Videos& 6 step demo ( designed by Toyota for sales department)

- - - -

Case studies & guest lectures. 5 6 8 19

Case studies,games plus learning techniques - - 1 1 Distance Learning 3 8 1 12

finance sector - - - - Games plus learning technique. 5 - 1 6

Guest lectures,Shadowtraining,knowlege transfer and Domain related trainings

- - 1 1

IF Any Combination, Mention in option 'Others' - - - -

Job training 1 - - 1

Mentoring & providing participation in complex projects and assignments.

21 (60%)

4 8 33 (45.20%)

None - - - -

Skills enhancement and practical knowledge - - - - Toyota way - - - -

Grand Total 35 18 20 73 Percentage Share 47.95% 24.65% 27.39% 100%

36

(Majority hike can be seen from graph and table):

Interpretation:-

47.94% of the employees are getting both type of training in this sector.

60% of both the method employee segment getting ‘Mentoring & providing participation in

complex projects and assignments” type of training.

45.20% of employees irrespective of the training method pursued by them have got training in

‘Mentoring & providing participation in complex projects and assignments”.

37

Key findings:-

IT SECTOR companies are mostly imparting their T&D Practices by relying on both the training

methods (OTJ & OFTJ) and prefers to gives training in the form of ‘Mentoring & providing

participation in complex projects and assignments’.

B.MANUFACTURING-SECTOR

TRAINING TYPE TRAINING METHOD

Both Off the JOB On the JOB Grand Total

Case studies & guest lectures. 2 1 4 (57.14%)

7

Distance Learning 1 1 1 3

Games plus learning technique.

1 - 3 4

IF Any Combination, Mention in option 'Others'

1 - - 1


2 2 2 6 (27.27%)

None 1 - - 1


Percentage Share 36.36% 18.18% 45.46% 100%

38


Interpretation:-

57.14% of the employees have got “On the job” type of training in this sector with the training

type of “Case Studies & Guest Lectures”.

45.46% of employees have got “On the job” training in this sector.

27.27% of overall employees belonging to this sector have been trained through “Case Studies &

Guest Lectures” training type.

0

2

4

6

8

10

Cas

e st

ud

ies

& g

ue

st…

Dis

tan

ce L

ear

nin

g

Ga

me

s p

lus

lea

rnin

g…

IF A

ny

Co

mb

ina

tio

n,…

Me

nto

rin

g &

pro

vid

ing

…

No

ne

Gra

nd

To

tal

Manufacturing

TRAINING METHOD Both

TRAINING METHOD Off the JOB

TRAINING METHOD On the JOB

39

Key findings:-

Manufacturing Sector companies are mostly imparting their T&D Practices by relying on the

training type –“On The Job” and prefers to gives training in the form of ‘Case Studies and Guest

Lectures”.

C.SERVICE SECTOR

TRAINING TYPE

TRAINING METHOD

Both Off the JOB On the JOB Grand Total

1 n 3 1 1

Books,Videos& 6 step demo ( designed by Toyota for sales department)

1 1

Case studies & guest lectures. 3 4 7

Distance Learning 1 1

finance sector 1 1

Games plus learning technique. 1 4 5

IF Any Combination, Mention in option 'Others'

1 1 2


3 8 (72.72%)

11 (35.48%)

Skills enhancement and practical knowledge

1 1

Toyota way 1 1


Percentage Share 22.58% 22.58% 54.84% 100%

40


Interpretation:-

54.84%% of the employees are getting “On the job” type of training in this sector.

72.72% of “On The Job” employee segment getting ‘Mentoring & providing participation in

complex projects and assignments” type of training.

35.48% of employees irrespective of the training method pursued by them have got training in

‘Mentoring & providing participation in complex projects and assignments”.

Key findings:-Service Sector companies are mostly imparting their T&D Practices by relying on

“On The Job” training method and prefers to gives training in the form of ‘Mentoring &

providing participation in complex projects and assignments’.

41

QUE.10. Are your views taken and objectives gets discussed before finalizing your training

needs?

Consultation and discussion before finalizing needs

SECTOR(Frequency) Sector (Percentage )


IT Manufacturing Services

No 26 4 4 34 35.61% 18.18% 12.90%

Yes 10 7 4 21 13.39% 31.81% 12.90%

Sometimes 37 11 23 71 51% 50% 74.20%

Grand Total 73 22 31 126 100% 100% 100%

Interpretation:-

IT sector companies:

35.61% employees said no consultation or discussion takes place before finalizing their

training needs.

51% said they get consulted and the discussion regarding the training and the training

needs been done by their companies but for sometimes only.

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

120.00%

Pe

rce

nta

ge

sect

orw

ise

Consultation/Discussion

Consultation and discussion before finalizing needs

Sector (Percentage ) IT

Sector (Percentage )Manufacturing

Sector (Percentage ) Services

42

Manufacturing sector companies :

31.81% employees said consultation or discussion takes place before finalizing their

training needs.

50% said they get consulted and the discussion regarding the training and the training

need been done by their companies but for sometimes only.

Service sector companies :

12.90% employees said consultation or discussion takes place before finalizing their

training needs and same percentage of employees denied saying no such effort has been

taken by their companies.

74.20% said they get consulted and the discussion regarding the training and the training

needs been done by their companies but for sometimes only.

Key Findings:-

In IT sector companies doesn’t practices consultation and discussion regarding training and its

needs or rarely do such practices.

In Manufacturing sector companies,discussion and consultation about training needs are mostly

get practiced before finalizing the training needs.

In Services Sector companies,occasionally does such practices before finalizing their training

needs.

43

Que.11.When does the company disclose the employee’s performance evaluation based on

training program given?

Discloser time of Evaluation

Sector


1-3 months 14 5 (38.70%) 12 31

Never 12 5 6 23

Others 7 3 1 11

Within 1 month (54.79%) 40 (40.90%) 9 (38.70%) 12 61


44

Interpretation:-

IT-Sector: 54.79% employees got their performance evaluation disclosed by their companies

within a month of the program.

Manufacturing Sector: 40.90% employees got their performance evaluation disclosed by their

companies within a month of the programs.

Service Sector: 38.70% employees got their performance evaluation disclosed by their

companies either within a month or in 1-3 months of the programs.

Key Findings:-

IT- Sector and Manufacturing Sector disclose the employees performance evaluation within 1

months of the T&D Programs while the Service Sector disclose their workforce performance

evaluations either within 1 month or in 1-3 months of the T&D Programs.

45

Que.12.Do the company provide you the feedback on your performance evaluation after

training program?

Feedback on Evaluation after T & D Practices Row Labels

SECTOR(Frequency)

Sector (Percentage )

IT Manufacturing Services Grand Total IT Manufacturing Services

No 22 9 2 33 30.13% 40.90% 6.45%

Yes 51 13 29 93 69.87% 59.10% 93.55%

Grand Total 73 22 31 126 100% 100% 100%

Interpretation:-

Majority of 69.87% employees from IT sector gets the feedback from the respective companies

after the T&D Practices.

Majority of 59.10% employees from Manufacturing sector gets the feedback from the respective

companies after the T&D Practices and noticeable 40.90% employees doesn’t get such feedbacks

from some companies of this sector.

Majority of 93.55% employees from Service sector gets the feedback from the respective

companies after the T&D Practices and very few companies of this sector doesn’t provide such

feedbacks.

Key Findings:-All the three selected sectors provides and execute feedback practices on the

performance evaluation of the workforce after the T&D Programs.

46

Que.3. Have you ever undergone any training and development program organized by your

company? (AND)

Que.13. Has training given to you so far,been effective in your job performance?

Effectivity of Training

Have undergone any Training?

No Yes Grand Total

Everytime 5 40 45

Mostly 9 51 60

Never 2 2 4

Very less times 6 11 17

Grand Total 22 104 126

Interpretation:-

Majority of employees 49% from all the sectors have undergone certain Training &

Development Practices provided by the company and they find those practices to be effective

for most of the time.

Majority of employees 38%from all the sectors have undergone certain Training & Development

Practices provided by the company and they find those practices to be effective for all the

time,company provides such programs to them.

47

Interpretation:-

41% of the employees who haven’t undergone T&D Practices yet, but still find T&D Practices to

be much effective for most of such programs.

27% of employees who haven’t undergone T&D Practices yet, finds such practices to be

effective for very less times.

Key Findings:-

Irrespective of the sector employee working in, majority of the employees find T&D Practices –

HR FUNCTION to be very effective for most of the sessions and even for every such session

given to them by their company. Significant number of working people who doesn’t undergone

T&D Practices finds them to be not much effective.The cause for not finding such practices

much effective could be - not experiencing such practices, human perception or the T&D

Practice provided were having certain loopholes.

48

Que. 14. Have you ever got appraisal or rewards? (AND)

Que.15. Is training needs,a clause in your appraisal form?

Clause - T & D needs in Appraisal form

Any Appraisal/Rewards

No Rewards Yes,Rewarded Grand Total

No (29.09%)16 39 55

Yes 9 (87.32%)62 71


Interpretation:-

Majority of 87.32% employees got the appraisals after attending T&D Practices and during the

performance evaluation their performance on the basis of training needs employees gained and

utilized or also tells the weakness(es) of them.

Majority of 29.09% employees didn’t got the appraisals and no clause of training needs

mentioned in their appraisals form.

Key Findings:-

The employees irrespective of the sector,gets the rewards and appraisals on the basis of the T&D

Practices performed by them during the performance evaluation of workforce after the training

programs provided to them. Companies keep a clause of training needs in their appraisal forms to

know the training needs required to give to employees. Due to absence of such clauseand by

being hidden from needs,employees will unable to perform better to gain the appraisals.

49

Que.16. Did you paid extra fees for the training and development program to your company

for the program?

Additional Fees For Training

Sector


No, Free of cost 50 11 24 85

Yes, Fully paid 3 5 2 10

Yes, Partly paid 20 4 5 29

Can't Say - 2 - 2


50

Interpretation:-

69% and 27% of employees revealed that their IT company provides T&D Practices for free of

cost or with part payment of fees respectively.

50% and 23% of employees from Manufacturing sector are getting T&D Practices for free of

cost and fully paid respectively.

77% and 16% of employees from Service sector gets the training for free of cost or by partly

payment respectively.

Key Findings:-

All the Three Sectors IT,Manufacturing and Service provide training and development practices to

their workforce for free of cost. Only few of the respective company ask for certain part of fees

towards imparting T&D Practices.

51

Que.17 Are you satisfied with the overall training and development guidance provided to you

by your company?

Level Of Satisfaction

Sector


No 12 5 2 19

Yes 61 17 29 107


52

Interpretation:-

IT Sector : 84% of employeesare satisfied with the guidance training & Development Practices

provided by their IT company.

Manufacturing Sector: 77% of employees are satisfied with the guidance training &

Development Practices provided by their manufacturing company.

Service Sector: 94% of employees are satisfied with the guidance training & Development

Practices provided by their Service sector company.

Key Findings:-

As per the employees responses, most of the employees are satisfied with the T&D Practices

guided to them by their respective sector-companies but significant manufacturing company

employees are still not much satisfied with such inputs and the area of improvement is still

present in making their T&D Programs successful and satisfactory.

53

Que.18What you look for in the Training and Development Programs provided to you?

Sr.No. What Employees look in T&D IT Manufacturing Services

Grand Total

1. Analytical training and deep drive sessions. 13 (31.81%)7 5

25

2. Inputs which fulfills our job requirements.

(36.98%) 27 6 (41.93%)13

46

3. None of the above 1 - -

1

4. Nothing specific. 3 3 3

9

5. 1,2&6 1 - -

1

6. Skills and Domain implementation

techniques. (38.35%)28 (27.27%)6 (32.25%)10 44


126

54

55

Interpretation:-

IT sector:

Majority of 38.35% employees look for “Skills and Domain implementation techniques”

36.98% employees looks for “Inputs which fulfills our job requirements”.

Manufacturing sector:

Majority of 31.81% employees look for “Analytical training and deep drive sessions.”

27.27% employees looks for “Skills and Domain implementation techniques.”.

Service sector:

Majority of41.93% employees look for “Inputs which fulfills our job requirements”.

32.25% employees looks for “Skills and Domain implementation techniques.”.

Key Findings:-

IT Sector employees have a training needs of Skills and Domain implementation techniques and

Inputs which fulfills our job requirements.Manufacturing sector employees seek for Analytical training

and deep drive sessions with Skills and Domain implementation techniques.Service sector employees

look for Inputs which fulfills our job requirements and Skills and Domain implementation techniques.

56

Que.19. Do you think training and development is an important human resource function and

is an important requirement for employee’s employability?

Is T & D is an important HR Function ?

Sector


No 15 3 4 22 Sometimes 8 3 11

Yes 50 16 27 93 Grand Total 73 22 31 126

57

Interpretation:-

68% of IT company employees finds T&D Practices important to enhance the employability of

themselves while very few find it worthless.

73% of Manufacturing company employees finds T&D Practices important to enhance the

employability of themselves while 13% of this sector workforce find it of no importance.

87% of Service sector company employees find T&D Practices important to enhance the

employability of themselves while remaining 13% find it unimportant.

Key Findings:-

Workforce of selected different sector companies feels T&D Practices to be an important HR-

Function which enhances their employability,hence respective companies must continue

impating such program as it have positive impact on employees.

58

Que.20

important Human Resource function as it allows for” – ( Tick mark your perception).

0

5

10

15

20

25

30

35

40

StronglyAgree

Agree Nertral Disagree stronglydisagree

PERCEPTION RANGE

IT SECTOR

a. For Salery Hike

b. For Job Satisfaction.

c. To match up with JobEnrichment.

d. Beneficial in switching tonext company.

e. To enhance corecompetency for competitions.

IT SECTOR

Sr. No. FACTORS (T&D IS IMPORTANT FOR?)

PERCEPTION RANGE

Strongly Agree Agree Neutral Disagree

strongly disagree

a. For Salary Hike 9 34 26 3 1

b. For Job Satisfaction. 8 (24.82%)

36 21 7 1

c. To match up with Job Enrichment. 24 19 19 10 1

d. Beneficial in switching to next company. (14.51%)

9 24 28 (27.09%)

12 0

e. To enhance core competency for competitions. 12 32 16 11 2

59

Interpretation:-

Majority rating points (24.82%) have been agreed to the factor “For Job Satisfaction” as a reason of

being T&D Practices an important HR function.

Very few rating scored for Strongly Agreement to thefactor “Beneficial in switching to next company” as

a reason of being T&D Practices an important HR function.

27.09% rating points(majority), disagree to say that company inputs of T&D Practices is important

because it’s beneficial in switching to next company”.

0

1

2

3

4

5

6

7

8

9

10

StronglyAgree


PERCEPTION RANGE

Manufacturing Sector

a. For Salery Hike



d. Beneficial in switching tonext company.

e. To enhance corecompetency for

competitions.

Manufacturing SECTOR


PERCEPTION RANGE Strongly Agree Agree Neutral Disagree

strongly disagree


b. For Job Satisfaction. 3 6 6 5 2

c. To match up with Job Enrichment. 5 5 6 4 2

d. Beneficial in switching to next company. 3 (9.09%) 2

(30.30%) 10

(20.68) 6 1

e. To enhance core competency for competitions. 3 6 5 6 2

60

Interpretation:-

Significant majority rating points 30.30% rated for neutral to the factor “Beneficial in switching to

next company.” as a reason of being T&D Practices an important HR function.

Very few rating scored for Agreeing to thefactor “Beneficial in switching to next company” as a reason

of being T&D Practices an important HR function.

20.68% rating points (majority), disagrees to say that company inputs of T&D Practices is important

because its beneficial in switching to next company”.

Service SECTOR



strongly disagree


b. For Job Satisfaction. 7 (29.54%)

13 8 2 1

c. To match up with Job Enrichment. 9 5 12 5 -

d. Beneficial in switching to next company. 7 9 (26%)

13 2 -

e. To enhance core competency for competitions. (23.80%)

10 7 8 6 -

61

Interpretation:-

Significant majority rating points 26% rated for neutral to the factor “Beneficial in switching to next

company.” as a reason of being T&D Practices an important HR function.

29.54% rating scored for Agreeing to thefactor “For Job Satisfaction.” as a reason of being T&D Practices

an important HR function.

23.80% rating points (majority), Strongly agrees to say that company inputs of T&D Practices is

important to enhance core competency for competitions of the employees.

Key Findings:-

In all the three sectors, very few employees are agreeing but very significant are at neutral

perception on thinking T&D Practices is important as it beneficial in switching to next company,

it doesn’t seem T & D Practices being a reason for attrition but it could be in near future because

being neutral perception of employees. Otherwise majority of employees takes job

satisfaction,need of core competencies and need for job enrichment as a reason for the same.

0

2

4

6

8

10

12

14

StronglyAgree


PERCEPTION RANGE

Service Sector

a. For Salery Hike



d. Beneficial in switching to nextcompany.

e. To enhance core competencyfor competitions.

62

Que.21. Do you feel evaluation done is free from biasness?

Do you feel evaluation done is free from biasness?

Sector


Can't Say 12 4 4 20

No 25 6 4 35

Yes (49.31%) 36

(54.54%) 12

(74.19%) 23

(56.35%) 71


Interpretation:-

IT sector: Majority 49.31% of the employees feels that their performance evaluation and the

results are free from any biasness.

Manufacturing sector: Majority 54.54% of the employees feels that their performance evaluation

and the results are free from any biasness

Service Sector: Majority 56.35 % of the employees feels that their performance evaluation and

the results are free from any biasness

Key Findings:-

All the selected sectors implementing their T&D Practices and other HR Functions like

performance evaluation are free from any blame regarding biasness issues.Hence workforce can

rely on the reports issued to them and work on their area(s) of improvement accordingly.

63

Que. 23. What made you think of switching/leaving the current company?

0 10 20 30 40

Strongly agree

Agree

Neutral

disagree

Strongly disagree

RATING

PER

CEP

TIO

N R

AN

GE

IT SECTOR

Biasness evalution

Inadequate inputs like trainningand developmentprograms

other hygiene satisfaction andmotivation

lack of satisfaction andmotivation

Low salary

IT SECTOR

Sr.No.

FACTORS (REASON FOR SWITCHING)


strongly Disagree

a. Low salary

10 11 21 21 4

b. Lack of satisfaction and motivation

(36.6%)11 11 17 31 3

c. Other hygiene factors are improper

3 7 20 35 8

d. Inadequate inputs like training and development programs

(10%)3 12 18 (22.66%)34 (21.43%)6

e. Biasness in Evaluation

3 14 20 29 7

64

Interpretation:-

36.6% majority Strongly Agreeing on taking “Lack of satisfaction and motivation” as a reason for

their thought of switching or leaving the current company.

Just 10% Strongly Agrees on taking “Inadequate inputs like training and development programs” as

a reason for their thought of switching or leaving the current company.

Significant 22.66% Disagrees on taking “Inadequate inputs like training and development programs”

as a reason for their thought of switching or leaving the current company.

Majority of 21.43% Strongly Disagrees on taking “Inadequate inputs like training and development

programs” as a reason for their thought of switching or leaving the current company.

Manufacturing SECTOR

Sr. No. FACTORS (REASON FOR SWITCHING)

PERCEPTION RANGE

Strongly Agree Agree Neutral Disagree

strongly disagree

a. Low salary 2 4 13 3 0

b. Lack of satisfaction and motivation 2 7 9 4 0

c. Other hygiene factors are improper 1 3 8 8 2

d. Inadequate inputs like training and development programs (0%) 0 1 6 (20%) 6 (66.66%)4

e. Biasness in Evaluation 1 3 9 9 0

65

Interpretation:-

None of theemployees areStrongly Agreeing on taking “Inadequate inputs like training and

development programs” as a reason for their thought of switching or leaving the current company.

Significant 20% Disagrees on taking “Inadequate inputs like training and development programs” as

a reason for their thought of switching or leaving the current company.



0 2 4 6 8 10 12

Strongly Agree

Agree

Nertral

Disagree

strongly disagree

PER

CEP

TIO

N R

AN

GE

Manufacturing

Biasness in Evaluation

Inadequate inputs liketrainning and development

programs

Other hygiene factors areimproper

Lack of satisfaction andmotivation

Low salary

SERVICE SECTOR

Sr. No.

FACTORS (REASON FOR SWITCHING)


strongly disagree

a. Low salary 6 7 10 4 4

b. Lack of satisfaction and motivation (30.43%)7 6 11 6 1

c. Other hygiene factors are improper 1 9 10 8 3

d. Inadequate inputs like training and development programs 4 6 (20%)10 (21.42%)6 (27.77%)5

e. Biasness in Evaluation 5 9 8 4 5

66

Interpretation:-

30.43% majority Strongly Agreeing on taking “Lack of satisfaction and motivation” as a reason for

their thought of switching or leaving the current company.

20% have given neutral rating on taking “Inadequate inputs like training and development


Significant 21.42% Disagrees on taking “Inadequate inputs like training and development programs”

as a reason for their thought of switching or leaving the current company.



Key Findings:-

From the respective Data Interpretation, a very large number of employees from any of the three

selected sector, strongly disagrees to leave their current company because of Inadequate inputs –

T&D given by their companies.But the change in employee perception might lead to attrition in

their companies which seems to be inactive in current time.

0 10 20 30 40 50

Strongly Agree

Agree

Nertral

Disagree

strongly disagree

PER

CEP

TIO

N R

AN

GE

SERVICE SECTOR

e. Grand Total

e. Biasness in Evaluation

d. Inadequate inputs liketrainning and development

programs

c. Other hygiene factors areimproper

b. Lack of satisfaction andmotivation

a. Low salary

67

QUE. 24.What if the company you are working in, won’t avail you any training and

development program?

Sr.No. What if no T&D will be given in current company


1. Can't Say 13 4 2 19

2. Will Stick to the same company.

11 2 10 23

3. Will Switch to other company once better opportunity arrives.

49 16 19 84


68

69

Interpretation:-

IT-Sector :

Majority of 67% says NO T&D Practices- Switch to next company once better

opportunity arrives.

Significant 18% are currently in dilemma hence switching could be their end decision for

the same.

Manufacturing Sector:




the same.

Service Sectors:




the same.

Key Findings:-

If these sector companies stops providing T&D Practices then there are strong chances of facing

attrition by the respective companies.

70

Que.25.What major loopholes you find which restricts training and development program

from being effective?

Sr.No. Expected Loopholes In T&D


1. Can't Say

(41.09%) 30

5 5 40

2. Feedbacks taken before programing training and development sessions.

12 (22.72%)5 (25.80%)8 25

3. Lack in reaching the job enrichment and job

rotation requirements.

9 0 4 13

4. NA 1 0 0 1

5. Stuck with traditional method of training form.

(16.43%) 12

4 5 21

6. Too complex training forms are being used.

9 (36.36%) 8

(29.03%) 9

26


71

72

Interpretation:-

It sector:

Majority 41.09% employees are unable to find the loopholes and area of improvements to

make T&D Practices a successful program.co need to resolve this make an effort

Next majority of 16.43% employees finds “Stuck with traditional method of training form” is

the major loopholes in this sector.

Manufacturing sector:

Majority of 22.72% finds “Feedbacks taken before programing training and development

sessions”.

Significant number of employees (36.36%) finds “Too complex training forms are being used”.

Service sector:

Significant number of employees (29.03%) finds “Too complex training forms are being used”.

Majority of 25.80% finds “Feedbacks taken before programing training and development

sessions”.

Key Findings:-

For IT company,employees are unable to find the loopholes in the training and development program

impart by them hence they themselves need to make significant effort for their making T&D Practices

more effective and positively impactful.

Manufacturing company and Service sector companies ‘ inputs in T & D Practices lacks in Feedbacks

taken before programing training and development besides the drawback of giving too much complex

form of training.

73

Que.26.Would you like to recommend this organization to others?

Will employee commend the company to other?


No 11 5 2 18

Yes (84.93%)62 (77.27%) 17 (93.54)29 108


74

Interpretation:-

Majority IT Company employees (84.93%) agrees to recommend the company they are

currently working in, to others.

Majority Manufacturing company workforce (77.27%) agrees to recommend the company they

are currently working in, to others.

Majority of Service sector company employees (93.54%) agrees to recommend the company

they are currently working in, to others.

Key Findings:-

Dominating – majority of employees with respect to their sector are agreeing to recommend the

company, they are working in, to others. This reveals that the employees are satisfied with the

company’s efforts and inputs provided to them for their betterment.

75

CHAPTER – 6

OBSERVATIONS AND FINDINGS

For objective :1

1.ITsectorabsorbs majority of workforce to provide employment to them.

2.IT- SECTOR does HR Functioning-‘T & D practices’ and impart programs to their workforce.

Almost all the companies coming under Manufacturing sector do imparts ‘T & D SESSSIONS’ to

their employees. Significant Service Sector companies impart T&D practices to their workforce

but significant no of such companies aren’t running Hr functioning-T&D Practices.

Looking at company’s response towards their employee enhancement, it seems

they aimed at bettering the employee’s performance in organizational settings.

4.Currently, most of the companies from all the three sectors are actively performing

their HR function in T & D matters.They start working on their employees from the

induction days itself.

5. From the above data, it seems companies from all this three sectors,mostly tries to

make this activity mandatory.It reveals that these companies want their employees to be

competent enough in this business world. This says company itself having great concern for

their employees’ betterment and growth.

6.IT SECTOR: Majority of players in this industry provide training to their employees with

their timely factors requirements in a year.Manufacturing SECTOR: Major players in this

industry provide training to their employees frequently for either once or 2-5 (differ company

to company).Service SECTOR: Majority of players in this industry provide training to their

employees frequently for either once or else for 2-5 sessions (differ company to company).

7.Mostly a time span of 1-3 months or 7 days is preferred in company for training employees.

It changes with respect to the preferences of sectors.

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8&9.IT SECTOR companies are mostly imparting their T&D Practices by relying on both the

training methods (OTJ & OFTJ) and prefers to gives training in the form of ‘Mentoring & providing

participation in complex projects and assignments’. Manufacturing Sector companies are mostly

imparting their T&D Practices by relying on the training type –“On The Job” and prefers to gives

training in the form of ‘Case Studies and Guest Lectures”. Service Sector companies are mostly

imparting their T&D Practices by relying on “On The Job” training method and prefers to gives

training in the form of ‘Mentoring & providing participation in complex projects and assignments’.

10.In IT sector companies doesn’t practices consultation and discussion regarding training and its

needs or rarely do such practices. In Manufacturing sector companies, discussion and consultation

about training needs are mostly get practiced before finalizing the training needs.In Services Sector

companies, occasionally does such practices before finalizing their training needs.

11. IT- Sector and Manufacturing Sector disclose the employees performance evaluation within 1

months of the T&D Programs while the Service Sector disclose their workforce performance

evaluations either within 1 month or in 1-3 months of the T&D Programs.

12.All the three selected sectors provides and execute feedback practices on the performance

evaluation of the workforce after the T&D Programs.

16.All the Three Sectors IT, Manufacturing and Service provide training and development practices

to their workforce for free of cost. Only few of the respective company ask for certain part of fees

towards imparting T&D Practices.

For objective :2

3&13.Irrespective of the sector employee working in, majority of the employees find T&D

Practices – HR FUNCTION to be very effective for most of the sessions and even for every such

session given to them by their company. Significant number of working people who doesn’t

undergone T&D Practices finds them to be not much effective.The cause for not finding such

practices much effective could be - not experiencing such practices, human perception or the T&D

Practice provided were having certain loopholes.

14.&15. The employees irrespective of the sector, gets the rewards and appraisals on the basis of

the T&D Practices performed by them during the performance evaluation of workforce after the

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training programs provided to them. Companies keep a clause of training needs in their appraisal

forms to know the training needs required to give to employees. Due to absence of such clause and

by being hidden from needs,employees will unable to perform better to gain the appraisals

17. As per the employees responses, most of the employees are satisfied with the T&D Practices

guided to them by their respective sector-companies but significant manufacturing company

employees are still not much satisfied with such inputs and the area of improvement is still present in

making their T&D Programs successful and satisfactory.

18.IT Sector employees have a training needs of Skills and Domain implementation techniques and

Inputs which fulfills our job requirements. Manufacturing sector employees seek for Analytical training and

deep drive sessions with Skills and Domain implementation techniques. Service sector employees look for

Inputs which fulfills our job requirements and Skills and Domain implementation techniques.

19. Workforce of selected different sector companies feels T&D Practices to be an important HR-

Function which enhances their employability, hence respective companies must continue impating

such program as it have positive impact on employees.

21.All the selected sectors implementing their T&D Practices and other HR Functions like

performance evaluation are free from any blame regarding biasness issues. Hence workforce can rely

on the reports issued to them and work on their area(s) of improvement accordingly.

25. For IT company, employees are unable to find the loopholes in the training and development program

impart by them hence they themselves need to make significant effort for their making T&D Practices more

effective and positively impactful.Manufacturing company and Service sector companies ‘ inputs in T & D

Practices lacks in Feedbacks taken before programing training and development besides the drawback of

giving too much complex form of training.

26. Dominating – majority of employees with respect to their sector are agreeing to recommend

the company, they are working in, to others. This reveals that the employees are satisfied with the

company’s efforts and inputs provided to them for their betterment.

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For objective :3

20.In all the three sectors, very few employees are agreeing but very significant are at neutral

perception on thinking T&D Practices is important as it beneficial in switching to next company, it

doesn’t seem T & D Practices being a reason for attrition but it could be in near future because being

neutral perception of employees. Otherwise majority of employees takes job satisfaction, need of

core competencies and need for job enrichment as a reason for the same.

23.From the respective Data Interpretation, a very large number of employees from any of the three

selected sector, strongly disagrees to leave their current company because of inadequate inputs –

T&D given by their companies. But the change in employee perception might lead to attrition in

their companies which seems to be inactive in current time.

24.If these sector companies stops providing T&D Practices then there are strong chances of facing

attrition by the respective companies.

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CHAPTER – 7

CONCLUSIONS

Through the research study,the brief process of training and development

in different sector companies is studied.

T & D practices have its own impact on the employees,from the pre training

programing via consultation and discussion to the evaluation of training,

every employees and company have their concern and they keenly notice

this. Employees’ needs should be ask to make it worth giving input.

Even T & D Practices is found to be no reason for the attrition in current

time due to satisfaction level on training provided by the company and

through the employees’ perceptions. Also there are huge chances for

company to face attrition if they stop practicing such functions.

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CHAPTER – 8

LEARNINGS

Got the practical approach and current scenario of the business world and

workforce.

Met with Company’s different parameters which they consider while

managing a huge big workforce

Learned the different perception of different employees towards the same

thing.

Companies still need to work on feedbacks before and after training from

the employees.

Company should not stop T & D practices to avoid attrition.

Employees’ feeling of bias-ness need strong focus to avoid its bad impact.

There is always a scope of improvement in almost all the functioning.

During research study, we got the experience of teamwork and team stress

management.

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CHAPTER – 9

BIBLIOGRAPHY

Strategic Human Resource of Management – Gary Dessler.

Survey from Economic Times, Times of India

Research papers and case studies on Training and Development

practices and its impact on workforce from different websites.

ResearchersWorld-Journal of Arts, Science & Commerce

International Journal of Business and Management Invention ISSN

(Online): 2319 – 8028, ISSN (Print): 2319 – 801X www.ijbmi.org

Volume 2 Issue 9ǁ September. 2013ǁ PP.138-149

Case studies in HRM,vol E 1.ICFAI CENTER FOR MANAGEMENT

RESEARCH.

http://articles.economictimes.indiatimes.com/keyword/training-and-

development

Consulted with HR manager of 2 – 3 organizations

Consulted with many employees of the organizations

Consulted with faculty mentor

Training and Development Journal,vol- 6, Jan –June 2016.

http://Indian journals.com

http://articles.economictimes.indiatimes.com/keyword/training-and-development

http://articles.economictimes.indiatimes.com/keyword/training-and-development

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CHAPTER – 10

APPENDIX

Content : Questionnaire attachment (please find the questionnaire enclosed)