Professional Documents
Culture Documents
ON
Submitted by:
Gurpreet Kaur Kohar
Enrolment No. 52103245
ACKNOWLEDGEMENT
Through this acknowledgement I express my sincere gratitude towards all
those people who helped me in this project, which has been a learning
experience.
I am thankful to my project guide Mr. Sanjay Seth for guiding me throughout
this study without his help this dissertation would have not be completed.
I appreciate the co-ordination extended by my friends and also express my
sincere thankfulness to the entire faculty members of Indian Institute of
Planning & Management, Delhi, giving me the opportunity to do this
project/study and also assisting me for the same.
ii
TABLE OF CONTENT
Chapter-1: INTRODUCTION
1.1 OBJECTIVE OF THE STUDY
1.2 PURPOSE OF THE STUDY
1.3 SCOPE OF THE STUDY
1.4 RESEARCH METHODOLOGY
1.5 LIMITATION OF THE RESEARCH
Chapter-2: THEORETICAL PERSPECTIVE
2.1 PLANNING AND TRAINING ACTIVITIES
2.2 TRAINING INPUTS
2.3 AREAS OF TRAINING
2.4 LEARNING AND TRAINING
2.5 TRAINING POLICY
2.6 POSITIVE OUTCOMES OF TRAINING
2.7 TRAINING METHODS
2.8 OBJECTIVES OF TRAINING METHODS
2.9 CLASSIFICATION OF METHODS
2.10 TRAINING ORGANIZATION
2.11 EVALUATION OF TRAINING
2.12 IS TRAINING THE BEST MEDICINE?
2.13 NEW TRENDS IN TRAINING
2.14 TRAIN, DON'T TELL
2.15 TRAINING: MANTRA OF THE NEW MILLENNIUM
Chapter-3: COMPANY PROFILE
Chapter-4: SURVEY ANALYSIS
4.1 TRAINING EVALUATION
Chapter-5: CONCLUSION AND RECOMMENDATION
5.1 CONCLUSION
5.2 RECOMMENDATIONS
BIBLIOGRAPHY
ANNEXURE
iii
Chapter-1
INTRODUCTION
William James of Harvard University estimated that employees could retain
their jobs by working a mere 20-30 percent of their potential. His research
led him to believe that if these same employees were properly motivated
they could work at 80-90 percent of their capabilities. Behavioral sciences
concepts like motivation and enhanced productivity could well be used for
such improvements in employee output. Training could be one of the means
to achieve such improvements through the effective and efficient use of
learning resources.
Training is the process of assisting a person in enhancing his efficiency and
effectiveness at work by improving and updating his professional knowledge
developing his personal skills relevant to his work and cultivating in him
appropriate behavior and attitude towards his work and people he is working
with. Development takes place as a result of training and essentially implies
growth plus change. Thus, training and development go hand in hand.
Training is a long-term investment in human resource using the equation
given below:
Performance = ability x motivation
Training can have an impact on both these factors. It can heighten the skills
and abilities of the employees and their motivation by increasing their sense
of commitment and encouraging them to develop and use new skills. It is a
powerful tool that can have a major impact on both employee productivity
and morale, if properly used.
WHY IS THERE A NEED FOR TRAINING AND WHY HAVE WE CHOSEN
TO STUDY THIS TOPIC?
Organization viability and the transformation process
The primary concern of an organization is its viability and hence its
efficiency. There is continuous environmental pressure for efficiency, and if
an organization does not respond to this pressure, it may find itself rapidly
losing whatever share of the market it has. Employee training, therefore,
imparts specific skills and knowledge to employees in order that they
contribute to the organizations efficiency, and be able to cope with the
pressures of the changing environment.
Technological advances
There has been tremendous development in industrial technology.
Mechanization and automation of the plant is necessary for the
organizations survival; hence, it has to train its employees for more skilled
positions. New skills are required to operate new machinery, or familiarity
with new processes and production techniques has to be introduced.
Organizational Complexity
With increasing mechanization, automation and development in technology,
many organizations have emerged as complex organizations that produce a
wide range of products or offer a wide range of services. This had led to
complex problems of coordination and integration of activities. Eventually the
2
need for training and retraining is felt at the all levels in such organizations,
from shop floor to top executives.
Human Relations
The growing complexity of organizations has led to various human problems,
like alienation, inter-personal and inter-group problems. Hence, training in
human relations is becoming extremely important for tackling these
problems.
Due to its great relevance in the current automated, mechanized and
extremely competitive business environment, where skills are becoming
obsolete faster than ever, we have chosen to study in detail the training and
development needs of employees.
My endeavor will be to gain an in-depth insight into the process of
discovering, harnessing and developing of the human capital to the benefit
of both the individual and the organization into days highly dynamic and
competitive business world through a comprehensive study and analysis of
the latest training and development techniques used by HCL Technologies,
Noida.
challenge
of
globalization,
technological
innovation
increasing
Internal Sources
Books
Training / HRD Manuals, Company reports, House Journals records
etc.
5
External Sources
-This mainly refers to Internet.
Data Analysis:
The results of the survey have been tabulated and presented in the final
report in form of bars and pie charts.
Chapter-2
THEORETICAL PERSPECTIVE
The effective functioning of any organization requires that employees learn
to perform their jobs at a satisfactory level of proficiency. An effective
organization wishes to have amongst its ranks individuals who are qualified
to accept increasing responsibilities. So much so that organizations need to
provide opportunities for the continuous development of employees not only
in their present jobs, but also to develop their capabilities for other jobs for
which they might later be considered.
Training refers to the teaching/learning activities carried on for the primary
purpose of helping members of an organization to acquire and apply the
knowledge, skills, abilities and attitudes needed by that organization. Broadly
speaking, training is the act of increasing the knowledge and skill of an
employee for doing a particular job.
Though it is true that unplanned learning through job experience helps
development, the experience of most organizations is that it is advantageous
to plan systematic training programmes of various types as a regular part of
an adequate personnel development programme. Such programmes are
definite assets in helping managers to learn correct job methods, to achieve
a satisfactory level of job performance, and to acquire capabilities that would
be valuable in possible future jobs.
2.
3.
2.
3.
4.
5.
Apprentice training.
11
12
13
Feedback
During the training process, it is useful for the trainee to be told how he is
progressing. The knowledge of results is, several researchers have
confirmed, an effective motivator. Constant and periodic feedback has
positive effects on the trainees learning. Unless the trainee knows how close
his performance comes to the desired standard, he will not have an
opportunity to improve. Feedback, therefore, provides a basis for correcting
oneself. Secondly, feedback helps to sustain the trainees interest in the
task, or in the learning that is taking place, by bringing greater involvement
with the learning process. If feedback is to be meaningful, it should follow a
learning segment as quickly as possible.
Transfer of Training
The maximum use of training can be made if the trainee is able to transfer
his learning to his actual work role. This is possible if elements are
incorporated in the training situation from the job role, either existing or
proposed. The more similar the learning situation is to the job situation, the
higher the degree of transfer the trainee can expect, and hence the greater
the relevance of the training programme.
Repetition
Repetition etches a pattern into our memory, e.g., when one studies for an
examination, it is necessary to repeatedly go over ideas so that they can be
recalled later.
14
Relevance
Relevance relates to the meaningful use of material, which aids learning,
e.g., trainers usually explain in the overall purpose of a job to trainees before
assigning them a particular task.
15
will provide for an output in this direction. The several positive benefits of
training are that:
-
Training helps employees to learn their jobs and attain desired levels of
performance speedily thus cutting costs and contributing to better
utilization of machines and materials, for example in workers' categories.
16
17
Demonstration value
Complete demonstration of job requirements is training of a kind that
enables the trainee to grasp the meaning of ideas, concepts, or procedures
visually. Such a method can be used effectively as an aid to overcome the
"breakdown of communication". People remember things that they see and
hear, much longer than they do information they receive through talks or
reading, alone.
Developing interest
One of the factors to be kept in mind in choosing a method is its ability to
hold and arouse the interest of the trainee in the learning situation. Much
research has been done in the field to test the effectiveness of various
methods. A trainer has to consider alternative methods of presenting training
material to participants in order to stimulate their interest and facilitate
retention of the matter. For instance, if traditionally the matter has been
presented through lectures, perhaps audiovisual methods could be used, or
instead project work be assigned which would mean learning by doing or
researching the subject oneself.
Appeal to many senses
The statement that "to see a thing once is better than to hear it a hundred
times emphasizes the inadequacy of words as a means of communication.
Experience indicates that almost 75 per cent of what we imbibe is through
the sense of sight and the rest is through the sense of hearing, touch, smell
and taste. From the trainer's point of view it would be beneficial to utilize as
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19
20
21
In-basket exercise
This is a simulation training technique designed around the "incoming mail"
of a manager. A variety of situations are presented which would usually be
dealt with by an executive in his working day. His reactions and responses
are taken down in writing and then analyzed. Feedback on his decisions
forces him to re-consider not only his administrative actions but also his
behavioral style.
Knowledge-based methods
In this method of training, an effort is made to expose participants to
concepts and theories, basic principles, and pure and applied knowledge in
any subject area. Basically, it is aimed at creating an awareness of the
knowledge of fundamentals. The focus is essentially transmission of
knowledge which has to be imbibed by the participants. The methods in this
category are:
1. Lectures.
2. Seminars, workshops.
3. Educational training programmes at academic institutes.
4. Programmed instruction in which knowledge is disseminated in book
form to be learnt at the individual's pace, and where feedback on the
learning is a given aspect of the method.
5. Films and TV.
6. Group discussion, especially in combination with some of the above, for
assimilation and integration.
22
23
participants who would be temporarily pulled out of their regular jobs and
sent for training. Yet, organizational requirements would necessitate their
jobs being done by someone else. The reason for costing the trainee
employee's salary would be that they would not be making any contribution
to the company during the training period, and that this is an additional
burden on the company's finances.
24
Reactions from trainees about the training programme can help identify its
strengths and weaknesses. These reactions can be used as a base for the
improvement of programmes, but those evaluating must first be definite
about the aspects they are interested in investigating.
An evaluation of a training method or system must also take into account the
suitability of objectives. "If the objectives were inadequately formulated in the
first place, even a 'good' training programme has really no chance to be
effective."
Objectives have to be clear-cut, must relate to needs, and make way for
changes. Objectives cannot be static and need to be re-appraised frequently
so that training may result in improved overall organizational efficiency.
Evaluation of objectives helps to bridge the gap between needs and
objectives.
THE EVALUATION PROCESS
The most useful means of evaluating training are observations, ratings,
trainee surveys and trainee interviews. Observation is concerned with
observing the behavior of people in a certain situation. To be useful, it must
be specific, systematic, quantitative, recorded and expert. Needless to say,
observers, must be trained and have specific ideas about what they are
looking for. This is the most direct method of "assessing the quality of formal
training and of identifying deficiencies".
The second method of evaluation is that of ratings. "Various elements of the
training system should be rated independently by several qualified raters.
25
26
into the pain and expense of interrupting production to send them off to a
seminar it is necessary to make sure that training is the proper solution.
Just as a doctor must understand the cause of a patients symptoms before
he can attempt a cure, one needs to know why employees are not meeting
the companys expectations before taking action. Thats where a trainingneeds analysis will help. It tells how well employees are doing their jobs,
where they could use some improvement and how that improvement can
best he achieved. Done correctly, it can save the company from wasting a lot
of time and money on inappropriate training programs.
Gathering the information
To do a valid training-needs analysis, one needs to gather as much objective
data about employee performance as possible. There are many ways to
collect this information, including:
Casual conversations
Formal interviews
Direct observation
Work samples
Written records
Surveys
Tests
Focus groups
27
A professional trainer can be hired to perform an analysis but its not just a
technique for trainers. Everybody should be trained in this simple process.
Its a supervisors or a managers job to make sure people can do their jobs.
To do training needs analysis the following steps should be followed:
Study current performance: Before tying to change anything, its essential
to know what is already happening. What skills and knowledge do
employees already have? What tasks are they performing on their daily
jobs?
Define ideal performance: what standard of performance is necessary for
the business and the employees to be a success? What tasks must they do?
What level of accuracy or productivity should they achieve? What skills and
knowledge must they have?
Find the gap: What is the difference between the definition of ideal
performance and what the employees are currently doing? Are there any
areas that arent functioning as well as they should? Where are there
opportunities for improvement? This is the performance gap that the
company is trying to fill. One must look for problems or opportunities that
may occur in future as well as ones that already exist.
Identify the cause: Why are workers not working up to standard? Have they
ever performed the job correctly? Where and when do the problems occur?
Has anything changed recently that might have instigated the problem?
Compare best and worst performers to find the differences in what they do.
28
When these steps have been completed one should be ready to make
diagnosis, but it must be remembered that training is not the only medicine
for ailing performance. Although it is often mistakenly applied as a cure- all,
the only problem that training can solve is a lack of skills and knowledge. Do
employees know how to do the job? Could they do it if their lives depended
on it? If so, probably there is no training problem. There are many reasons
why a worker might not be doing his job correctly, including unclear
expectations, insufficient feedback, lack of incentive and adverse working
conditions. These are all management problems that can only be improved
by management changes.
Too often, people see the gap and they want to just leap right in and fix it.
The key is not to jump to the solution, which is assumed to be training.
Understanding the situation is the first step. Then, once one understands the
situation one can think about why (The problem exists). Only if its because
(employees) lack skills and knowledge should training be considered as a
solution.
29
reduced training time and expenses. If we look at the life cycle of classroom
type training, 90% of that life cycle cost is in the delivery, not in the
development. Plus, as people get up there and start to talk, it takes longer
than it does to deliver the training in some other ways. Well-designed selfdirected learning will probably take half the time of classroom instruction. But
even well -designed programs won't achieve optimum results without proper
support. "People [switch to self-directed learning programs] for cost issues,
and a lot of them don't recognize that there are organizational issues that
they have to deal with, "If they don't deal with them, the theyre not going to
get as big a return on their training investment as they could. The following
are tips for supporting set directed learning in a company.
1. Learning is work. Many organizations don't recognize training as real
work. Unlike classroom training, which must have a scheduled time and
place, self-directed learning is often just squeezed in here and there, or
the employee may be forced to take it home.
2. Keep sessions short. All days are much more fragmented than they
used to be "So when self directed modules are developed, there is no
space for two hour or three hour modules. The training needs to be made
into shorter chunks, so that it can fit into the shorter periods of time.
"Training should be long enough to get a concept across, but not so long
that it involves too many once.
3. People need people. Many managers forget about the learners need for
contact with others. Seeing and being seen are very important in the
political environments of today's companies and the classroom is where
30
that often went on. If we take that away from the classroom, we have to
provide some other way for it to happen, because they learn form each
other as well as learning from the class. Meetings, e-mail, and electronic
forums are some ways to compensate for the isolation that self-directed
learners may feel.
4. Combine
delivery
methods.
Self
directed
learning
has
many
advantages-but it is not the best choice for every situation. Self directed
learning is much better for knowledge based learning. It can work for
some skill based learning, but there are times when one wants to have
hands on. A lot of your best programs are a combination. For example, a
well-rounded program might start with an introductory session delivered
by satellite. Self directed, computer based training could then get
everybody up to speed on the basic information. Classroom sessions
could then build on that knowledge by teaching hands on skills. The most
important thing is to plan ahead in the initial training needs analysis for
ways to support the unique needs of your self directed learners. That is a
very important part of the needs analysis that is often neglected. We look
at what are the learning objectives, but we don't look at what has to be
taken care of in the organization and culture in order to achieve to those
learning objectives.
31
knowledge is relevant and has a clear idea of how to apply it. Transforming
telling into training isn't hard, if one includes these six key elements:
32
Feedback: Let them know how they're doing. This allows them to correct
mistakes before they become habits. It also helps them gain confidence,
which will encourage them to feel comfortable applying new skills.
Rewards: If they're right, tell them they did well. If they're wrong, praise
them for trying.
Even if there techniques are applied in small, informal ways, employees will
understand what the company wants a lot better, once one stops telling and
starts training.
33
millennium and the only way an organization can strive to excel is to realize
that success today is not a function of financial muscle or physical assets but
of competent workforce. It is the workforce with high caliber, knowledge and
skills that is hard to duplicate. Employees have become central to the
success or failure of an organization; they are the cornucopia of ideas.
Katz and Kahn (1978) have posited that organizations must have three
behavioral features.
PEOPLE
MUST
BE
ATTRACTED
NOT
ONLY
TO
JOIN
THE
34
35
achieve their goals, maintain them internally and at the same time adapt to
the ever changing environment.
Hay Groups annual survey of the world's most admired companies
identified training as one of the best ways to attract, motivate and retain
talent. Innovation in training methods seems to be a result of that. Traditional
methods of "chalk and talk" are giving way to virtual learning. Global giant
Motorola is reaping benefits of virtual learning. Motorola University is the
most widely benchmarked corporate university in the world. IBM also has a
university for its employees and they are encouraged to learn under the
guidance of "dispersed mentors". Usually companies are turned to the WIN
FM-whats in it for me. Companies like GE, General Motors have their
training department independent of HR. It operates as a separate business
center contributing to the company's profit.
COMPANY PRACTICE IN TRAINING
HCL Comnet
36
Software
Service
IBM
Infosys
Motorola
37
Sat yam
Tata
Consultancy
Services
and grooming.
It has a 72 days long training program.
One way to minimize the danger of a company losing its financial investment
in training is to share the cost with the employee. By asking an employee to
invest partially, one does increase the intrinsic value of the training to the
employee since it is instrumental in career planning and succession
planning.
BENEFITS OF TRAINING ARE EXPANSIVE
Employees and organizations need to realize the importance of contribution
and learning for mutual growth and development. An organization with a
myopic view cannot realize the importance of training. Organizations that
38
lack vision undergo stagnation, decline and crisis after success. Training is
the answer to deal with the stagnation stage by constantly updating it in
every field. Other benefits of training include.
Increasing productivity.
39
In certain cases training can also act as a tool for reward and recognition.
Candidates showing high potential can be trained for advanced training
in their field. Thus one can trace the link of training with performance
appraisal and potential evaluation.
We have moved a long way from the Machine Age. Today what is required is
strategic acumen and cross-functional expertise. Today the workflow is
milestone led. Command and control have given way to facilitation. The
employer- employee relationship in the networked age is a skill contract and
the work is largely cerebral. The benefits resulting due to training prove that
it is time for organizations to discard their parochial view and work towards
developing their human assets. The people factor is the pivot for
organizational growth. Aligning organizational vision to the development of
employee is only possible way to become a success story in an environment
which seems to be reverberating with two words: 'perform or perish'.
40
Chapter-3
COMPANY PROFILE
HCL Technologies is Indias 5th largest and a leading global IT Services
companies, providing software-led IT solutions, remote infrastructure
management services and BPO. Having made a foray into the global IT
landscape
in
1999
after
its
IPO,
HCL Technologies
focuses
on
41
42
of
new
disruptive
technologies,
business
models, and
43
44
45
Value Culture:- There is no doubt that the most dependable way for a
service provider to create customer value is to have engaged, empowered
and result-oriented employees. We make sure that the working culture not
just encourages individuals for value centricity but gives them enough
support, tools and training for creating value.
Value Creation:- HCL has had a history of leading the industry in creating
and dominating uncontested market spaces. This dominance has been
formalized into a model creating new value for customers through service
innovation. A large portion of our revenue comes from emerging services
services that we have pioneered in the industry like remote infrastructure
management and engineering and R&D. To ensure the conversion of
excellence and engagement to customer value we have attempted to
institutionalize the process through a specific intervention. We have unique
framework to create that extra value (beyond base delivery) and at HCL we
call it 'Value Add Framework'. We have successfully rolled this out or select
customers and the success was measured with quantified cost savings
signed off by customer itself.
Value Engagement:- HCL has the flexibility to treat each customer
differently by imbibing the patterns and characteristics of the customer
organization, industry and the geographic spread. The unique flexibility
demonstrated by HCL has resulted in a history of innovative commercial
models (like output based pricing) and global account management
programs to make each relationship yield more business value, than is
normally expected, for both partners.
46
Value Distribution:- HCL has created the ability to distribute value across
the customer's IT landscape through its well-distributed services portfolio,
significant domain strengths, and locally relevant geographic distribution.
Value Delivery:- In the physical world, customers attribute value to delivery
on the basis of reliability, quality, and speed. In the services world, especially
in the IT services world, security is an added expectation. Value delivered is
calculated based on the business benefit delivered by the service provider.
Such value delivery calls for high levels of maturity and customer
satisfaction, and would be difficult to achieve if the outsourcing strategy is
predicated solely on the short term benefits of labour arbitrage. HCL has
geared its Service Delivery Framework, quality systems and information
security capability to meet the maturity levels required in a value centric
world.
In an industry driven by effort based pricing, HCL has taken giant leap with
its commercial models and deal structuring approach. HCL has experience
in working with a wide range of customers in various stages of offshore
maturity to design customized models for them T&M based models for
projects where accountability and collaboration extent is low (to start with),
output based models and fixed pricing models, and risk/reward based
approach where we collaborate to commit to outcomes through a gain share
or join venture model. At HCL, we believe that if we share the vision, we
must share the risk.
47
Chapter-4
SURVEY ANALYSIS
4.1 TRAINING EVALUATION
How satisfied are you:
Relevance of courses with
respect to your needs?
Excellent
Very
Good
Good
Fair
Needs to
Improve
37
18
28
10
Needs to
Improve
10%
Excellent
7%
Fair
28%
Very Good
37%
Good
18%
48
Excellent
Very
Good
Good
Fair
Needs to
Improve
83
Needs to
Improve Excellent
1%
6%
Fair
3%
Good
83%
49
Very Good
7%
Excellent
How do you rate the
measurable
change
in
knowledge or skills at the
end
of
the
training
programme?
Excellent
0%
Needs to
Improve
0%
Fair
32%
Very
Good
Good
Fair
68
32
Very Good
0%
Good
68%
50
Needs to
Improve
Fair
19%
Excellent
Very
Good
Good
Fair
11
69
19
Excellent
1%
Needs to
Improve
0%
Needs to
Improve
Very Good
11%
Good
69%
To what extent has the training programme helped you to achieve growth in
return on investment (ROI) for the organization?
All the respondents agreed that the training programmes have been effective
in achieving overall growth of the organization.
i. Yearly budget allocation is decided by the head office
ii. Training program is made on the basis of
A: Training calendar as decided by the department heads
B: Projection of any training aids procurement id done on regular
basis
51
C:
Normal
administrative
expenditure
are
planned
through
departments.
iii. Past experience and bench marking with the current scenario
iv. Cost per participant x no. of participants to be trained is pre-planned
Where there any behavior changes experienced after the training
programme .If Yes, please comment?
Sometimes, participants are sent not on the basis of their needs, but
to satisfy the statistics
Mindset
52
No
89
11
No
11%
Yes
89%
53
What is the rate of Retention, of knowledge after the end of the training?
Excellent
Very Good
Good
Fair
Needs to
Improve
17
Fair
21%
58
Needs to
Improve
2%
21
Excellent
2%
Very Good
17%
Good
58%
54
Was there any change in motivational and leadership level after training?
How?
Yes
No
69
31
No
31%
Yes
69%
55
Yes
No
100
No
0%
Yes
100%
56
Chapter-5
CONCLUSION AND RECOMMENDATION
CONCLUSION
At HCL Technologies, Shiv Nadar, the chief executive officer, gives his
managers autonomy and challenges in order to develop the best talent.
Some executives believe challenging employees is the best way to develop
talent. Shiv Nadar, 60, has prepared executives at his company, HCL
Technologies,
by
gradually
increasing
their
responsibilities
through
57
(HR)
staff
of
100-200
leaders
prescribes
development
provides ideas regarding development activities. Mr Nadar spends about 3040% of his time on talent management. He writes evaluations about his
direct reports, including the chief financial officer and president, and a few
executives one level below. He can pinpoint his best chief executives and
chief operating officer candidates and identify immediate replacements for
other key positions.
HCL also has succession plans that look three and five years into the future
and further beyond. Mr Nadar is a strong advocate of mentoring and ad hoc
coaching. Executives throughout the firm regularly stop by his office for a
cup of coffee. Mr Nadar helps them pick through a problem. He believes
that there is a level of bonding at his company that may not exist at firms
outside the region. It is not unusual for Mr Nadar to work at weekends with
his leading executives. He sees some of them socially, although that does
not stop him from making a critical assessment of their work.
But retention is HCLs main challenge, a reflection of the intense competition
for executives in India. As some top managers have progressed, they have
sought positions with greater responsibility outside HCL. A lot of employees
have left and become CEOs of other companies. HCL has combated the
exodus by increasing compensation, including stock options. HCL also has
difficulty convincing executives to take foreign assignments, despite the fact
that it would help their careers. Mr Nadar says that people resist moving
aboard for cultural reasons. Executives in India feel strong ties to their home
base. To fill management gaps overseas, HCL hires executives from the US,
Japan and Europe.
59
HCL technologies is a top tier IT services firm which is placed in the top 5
Indian IT companies is rapidly scaling up its operations globally. The HR
structure and processes are undergoing rapid changes and new HR
opportunities are emerging.
60
commoditised now adding that the focus would shift to adding value - and
sharing risks and rewards with the customers.
While these changes are aimed for future results, the tech major is already
seeing the benefits of these initiatives. They have started measuring value
our employees add in terms of cost savings or contribution to customers
revenues. These would eventually be linked to employees financial rewards.
Customers see benefits in these and are more willing to partner with HCL
Tech.
Another immediate benefit was the reduction in attrition levels. Software
engineers get more satisfaction from taking up challenges, adding value,
and contributing something significant, than from merely giving efforts.
Attrition rates have come down by 25% since the start of the programme.
Going forward, it impact would be even higher. HCL expect their focus on
value to attract and retain talent.
RECOMMENDATIONS
From the analysis done in the previous chapter, we can arrive at the
following conclusions:
Training needs analysis is done taking into consideration the views of not
only the superiors, but also the trainees themselves. This was confirmed
from the responses of both the trainees and the trainers. The trainees felt
good that they were involved in the analysis of their own needs and also
said that the management was very co-operative and tried to incorporate
their views and suggestions to the extent possible. Thus, as far as this
61
62
63
BIBLIOGRAPHY
1. Personnel Management by Arun Monappa and Mirza.S.Saiyadain
2. Learning to Learn, Sylvia Downs (Handbook on Training and
development by Steve Truelove)
3. Quality Magazine, January 1998, Training Trends: Is training the best
medicine?
Source: www.qualitymag.com
4. Quality Magazine, May 1998, Training Trends: Train, dont tell.
Source: www.qualitymag.com
5. Quality Magazine, October 1998, Training Trends: Every Manager is a
mentor.
Source: www.qualitymag.com
6. Quality Magazine, April 1999, Training Trends: Supporting self-directed
learning.
Source: www.qualitymag.com
7. Quality Magazine, November 1999, Training Trends: On the job trainingDo it right!
Source: www.qualitymag.com
8. Never Stop Listening, Never Stop Learning, Never Stop Training,
Pramod Batra and Deepak Mahendru.
9. HRD through training, The Economic Times dated 11-2-94.
10. Training: Mantra of the new millennium, Sangam Garg, Human Capital,
April 2001.
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ANNEXURE
QUESTIONNAIRE
PROJECT: MEASURING TRAINING EFFECTIVENESS
Name of the Respondent: _____________________________________
Department: ________________________________________________
Contact No. _________________________________________________
Address: ___________________________________________________
Training Evaluation
How satisfied are you:
Excellent
65
Very
Good
Good
Fair
Needs to
Improve
To what extent has the training programme helped you to achieve growth in
return on investment (ROI) for the organization?
_____________________________________________________________
_____________________________________________________________
Where there any behavior changes experienced after the training
programme .If Yes, please comment?
_____________________________________________________________
_____________________________________________________________
Does the programme provides opportunity for personal development?
Comment
Yes
No
What is the rate of Retention, of knowledge after the end of the training?
Excellent
Very Good
Good
Fair
Needs to Improve
Was there any change in motivational and leadership level after training?
How?
Yes
No
No
66