1

SUMMER TRAINING REPORT

On

A Comprehensive study on various training

Programs organized by
National HRD Network

Submitted in partial fulfillment of the requirements of

Post Graduate Programme

by

Neha Anand

2013-2015

PGDM20150072

IILM Graduate School of Management

Gr.Noida

DECLARATION FORM
I hereby declare that the Project work entitled A COMPREHENSIVE STUDY ON
VARIOUS TRAINING PROGRAM ORGANIZED BY NATIONAL HRD NETWORK
submitted by me for the Summer Internship during the Post Graduate Program to IILM
Graduate School Of Management is my own original work and has not been submitted
earlier either to IILM or to any other Institution for the fulfillment of the requirement for any
course of study. I also declare that no chapter of this manuscript in whole or in part is lifted
and incorporated in this report from any earlier / other work done by me or others.

Name of Student:

Name of Company Mentor:

Neha Anand

Nandan singh
Designation: Manager

Date:

Date:

Place:

Place:

CERTIFICATE
This is to certify that Ms Neha Anand, IILM-GSM worked as an intern with National HRD
Network, an apex body of HR professionals in India from 28th April 2014 to 20th June 2014.
She is found to be sincere, honest and highly committed to her work and willing to put extra
hours, as when required.
We wish her best in all her future endeavours.

Date:
Seal/Stamp of the Organization

ACKNOWLEGEMENT

Signature & Name of the

Corporate Mentor
Nandan Singh

It is my profound privilege to acknowledge with deep sense of gratitude and indebtness

towards my project guide Mr Sanjay Srivastava Professor at IILM-GSM for his valuable
guidance.
My sincere thanks to Mr. Nandan Singh (Manager) for giving me a chance to do project at
National HRD Network and Mr. Harendra Negi (Manager Human Resource) for his extensive
co-operation and support and Mr. Vinod Kakran (Executive) and Mrs. Ishita Bhargawa (HR
Executive) for her extensive support and co- operation.
My special thanks to staff members of National HRD Network who helped me during this
project work. I am also thankful to the management of National HRD Network who has given
their full cooperation in this study.

INDEX

Serial no.

Chapters

Page no.

01.

Executive Summary

02.

Training and Development at NHRDN

03.

profile of the organisation

13

04.

Job Description and Functional Profile

25

05.

Learning Experience and Insight Gained

28

06.

Data Analysis & Findings

49

07.

Summary of the Findings

53

08.

Recommendation and Conclusion

54

09.

Bibliography

57

10.

Annexure.

58

EXCUTIVE SUMMARY

The objective of my project is to do a comprehensive study on various training programs

organized by National HRD Network, National Secretariat -Learning Centre. The primary
motive is to study these programs in detail, identify gaps in the same and there by suggesting
possible ways to NHRDN regarding how they can improve these Training Sessions. The
project also throws a light on evolution of Training Programs of NHRDN and how they have
changed over the time. NHRDN National secretariat, formed Five years back is a
knowledge creator and aims at imparting skills to people. It takes care of HR profession on
whole and enables people to learn by listening to the experts on contemporary topics, which
ultimately results in professional development in the country and brings in balanced
economic growth. NHRDN mainly conducts four types of programs which are Power HR
Breakfast Meetings, Workshops, Seminars/Conclaves and Webinars. A questionnaire was
prepared to take suggestions from HR professionals of various companies across Delhi
regarding what all should be done in order to improve NHRDNs Future Programs. During
my internship I was given an opportunity to conduct a Seminar/Conclave on the topic 2 nd
Industrial Relation Summit on 16-17 May, 2014 at India Habitat Centre, New Delhi, 1 st
Indian Management Simulation Challenge on 23rd May, 2014 at IMI, New Delhi and I also
got the opportunity to work on National HRD Network E-Newsletter. The participants at the
2nd Industrial Relation Summit on 16-17 May, 2014 at India Habitat Centre, New Delhi
were asked to fill a feedback form at the end so as to analyse how satisfied they were at the
end of Session. After analyzing the questionnaires it has been concluded that in order to
organize efficient and successful programs it is vital to continuously work towards
introducing new methodologies and by studying the expectations and requirements of HR
professionals all over the country from the programs.
During my tenure at NHRDN, I got opportunity to work on the following Projects:

2nd Industrial Relation Summit on 16-17 May, 2014 at India Habitat Centre, New
Delhi
1st Indian Management Simulation Challenge on 23rd May,2014 at IMI,New Delhi
E-Newsletter

2nd Industrial Relation Summit was held on May 16-17 2014, New Delhi. 2nd Industrial
Relations Summit on the theme Towards Building Sustainable Industrial Relations. The
Summit was attended by over 200 eminent HR / IR leaders from across the country. The
agenda of this two day conference focused on key questions, including if Industrial Relations
gets adequate focus at all levels of an enterprise strategic, functional and operational and

if IR issues are closely aligned with business strategies. This was in the context of the
resurgence of industrial unrest in the country over the past few years.
1st Indian Management Simulation Challenge was held on 23rd May, 2014 at IMI, New
Delhi. The objective of the Business Simulation was to expose the participants to the
challenges of managing a Business Enterprise. The participants experienced business
intricacies and learned how to react to them.
E-Newsletter To get advertisement for the NHRDN News Letter from various corporate &
Business Schools including SMEs and B Schools.

CHAPTER 1
TRININING AND DEVELOPMENT AT NHRDN

LEARNING AND DEVELOPEMENT INITIATIVE: How to conceptualize and execute

Training and Development programme.

1.PLANNIGS MONTH AHEAD : Deciding date, Theme, Venue, Flyer, Duration of the
Summit (One Day or two Day) .Then after deciding who will be the programme Director or
summit Director. Find the Speaker related to the HR field.
2. PURPOSE OF EVENT: Participants/Employees acquire new competencies continuously
and make them more self-reliant. It also helps develop self-esteem and a sense of pride in
their country. The qualities of self-reliance, self-esteem and sense of pride are developed
through a variety of interventions at national regional and organisational levels.
3. PREPARE BUDGET: All possible expenses, incomes, sponsors, and contingent
expenses should be included. If we dont budget, we'll end up with a wad of receipts, an
empty pocketbook even after a successful session. Be realistic from day one so no surprises
are seen the day of!
4. FOLLOW UP THE SPEAKER: Sending the invitation and get their confirmation and
follow up with the Speaker for their brief profile with their photographs.
5. CHOOSE THE TARGET AUDIENCE: choosing the target audience based on the
research and contemporary issues in the organisation.
6. LOGISTICS PLANNING: Logistics for everything. Coordinate with Vendors, Taxi
Operators, Photographer. What will parking be like? What about handicap accessibility?
What can we do with the size of our space? What equipment will we need? What extra items
(drinking water for speakers, badges, brochures) will we need that will be extra expenses?
How many people are needed?
7. MARKETING AND ADVERTISINGS: While we're on the roll that we are, prepare a
draft poster. It should include the tentative date, time, venue, and chief guest, name of the
event, and a theme or tag-line for the event. Since it's so early, we can take our time on this -but it's best to whip up a preliminary version now to see how it's all coming together.
Think about other ways to get the word out, too. E-mail, Face book, Twitter, Television,
Telecalling and Newspaper, the other two dozen event websites out there (more on that in a
bit)?
8. ORGANIZE OUR SELF: Prepare a draft schedule of the activities in the event. Make a
few spreadsheets to organize thoughts. It may seem like needless paperwork now, but in two
months we'll be profusely thanking our past self for looking out for us.
We prepare a time line (with deadlines) for each activity. We write down everyone's names
and where they're needed when. That way we can organize our self and field any future
questions from others.
9. GATHER VOLUNTEERS: Good team members with different skills are a necessity.
They can help with everything from preparing schedules and budgets, to making invites and
posters, to welcoming in guests. Provide all the administrative support during the Summit (kit
filling, hall management, Q&A) and making feedback summary.
We make sure to keep team members and supervisors "up to speed" with our plans.
Collaboration can make our job easier. When we ask them to help, be as complete as possible
from the get-go about the expectations for them and their level of involvement.

10

10. MEET WITH TEAM: Get approval for budget, schedule, etc., from team members as
well as supervisors. Are they comfort. Once again, meet with team members and volunteers
to brainstorm any problems that might arise. This is also the perfect time to create an action
plan.
We make sure the team does not have any internal problems. We Stay in touch with all team
leaders as well as team members and volunteers.
11. DELEGATES WORK TO DIFFERENT PEOPLE AND LET AN EXPERIENCED
PERSON COORDINATES ALL ACTIVITIES: If the event is a mega-event, let different
people coordinate different activities, under the supervision of one person. The team leader
should be trusted by the team members.
It's a good idea to have one or two people dedicating their time to meeting and greeting and
talking up the event as people filter in and the event gets started. Basically they're a reception
committee, boosting morale and letting people know they're in good hands.
12. GATHER ITEMS NEEDED FOR THE EVENT: These items might include medals,
mementos, prizes, or certificates and don't forget tables, chairs, sound equipment, signs,
tablecloths, and all that important, big stuff!
This is another thing we should sit down and think about. Don't stop thinking about it until
we've found 5 things we've forgotten about -- everything down to pens, a first-aid kit,
batteries, ice, and extension cords.
13. MAKE ARRENGMENTS FOR EVERYTHING: We make arrangements for photos
and videos. We make arrangements for guests' transportation. We make arrangements for
food for the clean-up crew. We make arrangements for food and refreshments. We check for
participants who have other specific dietary needs. We make arrangements for chairs, tables,
backdrops, microphones, speakers, computers, LCD projectors, and podiums -- anything that
needs to be set up at the venue.
14. MAKE PARTICIPANTS KITS: This kit might include a bottle of water, a snack bar,
note paper, a pen, a brochure and any information they may need. It is also a good idea to
include small mementos. This is a nice touch that really convinces people that this is a well
thought-out, organized event. And it makes them feel appreciated!
15. PREPARE CONTACT LIST: We'll need all relevant phone numbers, addresses and
emails of team members. Also, we make a similar contact list for VIPs and suppliers of any
goods or services. When someone doesn't show up or is running late, this will be what we
refer to.
16. STAY CALM: We learned how to stay calm. It's incredibly important to keep a level
head and not get caught up in a mental sweat. Weve been preparing for months! Everything
will be fine. The calmer we are, the calmer your team will be, and the more smoothly the
event will go. Besides, it'll all be over shortly! If anything goes wrong, we know how to
handle it. And remember: no one's going to blame us. A rowdy guest, bad food -- people
know that we dont have control over anything.
17. ARRIVE EARLY TO THE EVENT WITH TEAM MEMBERS AND
VOLUNTEERS: Arriving early to the venue is always a big plus. To make it possible share
the Timings, Venue address with map and your active contact no. with your Team Members
and Volunteers.

11

18. TAKE CARE OF ALL THE POST-EVENT DUTIES: Depending on event, this could
range from absolutely nothing to a long-list of thank you and receipts. Here are some ideas to
get started:

Thank all team members, especially sponsors and volunteers. We couldn't have done
it without them!

Finalize and settle the accounts. This should be done as quickly as possible. The fewer
loose strings, the better.

Have a thank party for those who helped.

Deliver the receipts to sponsors and others.

Post the photos in event website.

FACTORS TO BE CONSIDERED WHILE SELECTING A VENUE AND

NEGOTIATING THE PRICE:
1. Capacity of the Hall (No. of Delegates --excluding floating delegates)
2. Provision for Food (if meals are served)
3. Timing (When does the event can start and end at the venue)
4. Lighting arrangement (in case for night events)
5. Air-conditioned or not
6. Required Equipment are provided (Mikes, Speakers, etc)
7. Furniture for dais (Tables, Chairs, Table Clothes)
8. Whether Music, Entertainment is allowed or not (for informal programs)
9. Power Backup
10. Accessibility -- whether the venue is center of city (Whether Delegates can arrive
without any difficulty)
11. Special Rooms for Organizers, Dressing up etc
12. Total Cost

12

Before the event have person/committee -in-charge of

Sponsors

Local Participants

Chief Guest, Speakers,

Designing, Printing, Collection of Articles and evaluation the same

Prizes, Mementos, Gifts, Banners, Certificates

Transportation, Caterers, Venue Arrangement, Decorations, Backdrop, Parking

Media, Public Relation, Marketing

CHAPTER-2
PROFILE OF THE ORGANISATION

13

The National HRD Network is an association of professionals committed to promoting

the HRD movement in the country and enhancing the capability of human resource
professionals in order to enable them to make an impactful contribution to enhancing
competitiveness and creating value for society. Towards this end, National HRD Network is
committed to the development of human resources through education, training, research
and experience sharing. The network is managed by HR professionals in an honorary
capacity, stemming from their interest in contributing to the HR profession.
In the national context, NHRD helps people to acquire new competencies continuously and
make them more self-reliant. It also helps develop self-esteem and a sense of pride in their
country. The qualities of self-reliance, self-esteem and sense of pride are developed through a
variety of interventions at national regional and organisational levels
In the early 1980s, HR professionals from enterprises such as Larsen and Toubro, Bank of
Baroda, TVS Group, Steel Authority of India and academicians from IIM Ahmadabad
and XLRI Jamshedpur came together to lend their collective support to enhancing the
quality of HR professionals in the country. This led to the formation of the National HRD
Network in 1985. Signatories to the MOA included Dr.T V Rao, Fr.E Abraham, Dr.K K
Verma, Dr.Anil Khandelwal, Dr.D M Pestonjee, Mr.G K Ghosh, Dr.Kakoli Saha and Mr. J
K Parikh. The Network was registered as a Society and a Trust on December 6, 1986 at

14

Ahmadabad. NHRDN functions through its chapters all over the country. Currently, there
are about 30 chapters, which together have over 12,500 members. The National Executive
Board coordinates the overall efforts of the Network and the chapters conduct various
events and initiatives at the local level. National HRD Network (NHRDN), set up to
promote the HRD movement in India and enhancing the capability of human resource
professionals, enabling them to make an impactful contribution in enhancing
competitiveness and creating value to society. The National HRD Network which was
started with a purpose to help the organisations and the individuals optimise human
resources, has entered its silver jubilee year. Its mission, vision and values are as
follows:Vision It focuses on the milestones that the organization would like to achieve after the
defined point of time
Mission It explains the reason of organizational existence. It identifies the position in the
community. The reason of developing a mission statement is to motivate, inspire, and inform
Values It is the translation of vision and mission into communicable ideals. It reflects the
deeply held values of the organization and is independent of current industry environment.
The mission, vision, and values precede the objective in the inner loop. Over the past two
and half decades, this institution has been built and mentored by outstanding leaders,
committed office bearers, who have embraced the mission of creating an unparalleled
network of the Human resource (HR) community that endeavoured to further the vital
cause, as trustees for the years gone by and for posterity too Each member in turn
contributed through his/her presence, participation and perpetuation of a unique bond.
The network is non- political professional body and its objectives cover all people
irrespective of their caste, creed and religion. In order to achieve its objectives the HRD
Network has developed a structure, norms, funding strategy, programmes and activities. It
promotes and provide training, research and education in Human Resources
Development, awards diplomas, certificates and other distinctions; engage in research,
consultancy and publication, collaborate with other institutions and organisations in
related fields in India and overseas; raise funds, accept gifts, acquire and sell property for
the objectives of the Network; enter into agreement with the government or other
statutory bodies; appoints employees, temporary or on contract for the functioning of the
Network and pay the remuneration on the terms and conditions developed by the

15

Network; establish regional chapters; make and enforce rules and bye-laws from time to
time and to repeal , amend or alter the same. The national HRD Network has an
Executive Board consisting of the National President, CEO, Secretary, past President,
Treasurer, three members elected by the General Body, Presidents of the local Networks,
and three members nominated by the National President. In addition, the Executive
Board co-opts a maximum of three members from among those who undertake significant
responsibilities in furtherance of the Network's objectives. The purpose of the project is to
study the impactful contribution of National HRD Network Learning Centre that was
set up in 2009, for conducting Training Programs such as Workshops, Seminars,
Conclaves, and Breakfast Meetings etc. across the country. The Learning Centre has been
conducting its activities in cities like Delhi, Mumbai, Bangalore, Kolkata, Chennai,
Hyderabad, Pune, Chandigarh and Nagpur.
The aim of study is to study the role of NHRDN Learning centre in enhancing
competitiveness and creating value to society, how it addresses growth of self value, the
organization and the society at large by creating an uplifting and compelling framework
of engagement of individuals in the Network. The Network was initiated to focus the
attention of organizations and concerned individuals on how to optimize human
resources, through education, training, research and experience sharing. 'The HRD
process is an organization comprised of analyzing and matching the role and the person
by developing the person in the role, developing the role for the person, developing
equitability, developing self-renewing capability and coping with collective power'. It is a
process by which employees in an organization are enabled to:

Acquire capabilities to perform various tasks associated with their present and future
roles;

Develop their inner potential for self and organizational growth;

Develop an organizational culture where networking relationships, teamwork and

collaboration among different units is strong, contributing to organizational growth
and individual well being.

National HRD Networks Learning centre has been a backbone of NHRDN, in terms of
various activities conducted by it since its inception. it has conducted more than 80 events,

16

including Workshops, Seminars, Breakfast Meetings, Mentoring Sessions throughout the

country. These events attracted eminent speakers and participants from diverse industries
which was a testimony of Learning Centres success. The events were based on Functional
technical Competencies of HR fraternity. These included Workshops on Training and
Development,

Compensation

and

Benefits,

Performance

Management,

Talent

Management, HR Financials to name a few. Learning centre has also taken up a new
initiative in 2010-11 to conduct Seminars and Conclaves keeping in mind the importance of
Networking and Knowledge sharing. These Seminars and Conclaves were based on themes
such as Building an effective Human Resource Strategy, Achieving
Excellence

Operational

through People, Measuring HR effectiveness, Talent Acquisition,

Engagement and retention Conclave & HR Future Ready. The motive of these events was
to equip the HR practitioners achieve excellence in their respective organizations through
experience and knowledge sharing. The study has helped me in understanding various
methods of training programmes such as HR meetings, conclaves, Workshops and seminars
organized by NHRDN. All these training programs are conducted by the organization at the
national level through its thirty chapters across the country for the development of the HR
fraternity. These training programmes enable participants to clearly understand various key
issues and topics of Human Resource Management, thus helping them improve their
competencies

Organizing relevant programs on a regular basis

Getting eminent speakers / facilitators for programs

Getting sponsorships for the programs

Getting a good number of participants for the programs

Marketing the programs intensively and acknowledging the respective Chapters

in all our marketing cell

17

ORGANISATION STRUCTURE AT NHRDN

18

PRODUCT
Following is the list of training programs conducted by NHRDN-Learning Centre

19

HR Breakfast Meetings

Workshops

Seminars/Conclaves

Mentoring Sessions
HR BREAKFAST MEETINGS

NHRDN conducts Breakfast Meetings throughout the Country on various HR topics and
themes, where in Senior HR Practitioners from several Indian and International companies
are invited to participate and share their views and perspectives. The objective of these
meetings is to make the participants throw light on various gaps that are existing on the
topic/theme of discussion and find out the ways to remove or reduce those gaps, so that the
HR practices can be refined and improved. These people sit together in Focus Group
Discussion and give their views on theme of the Meeting. Breakfast Meetings are more of a
Brain Storming Session which aims at collecting ideas from the HR leaders. The suggestions
and ideas of top level Executives help in defining and understanding HR related issues and
problems in detail. NHRDN brings top Executives of various companies together and there
by conducts a Powerful session aimed at reaching possible solutions for several problems.
The main requirement for conducting a successful Meeting is to have healthy networking
with HR Executives, unless there is good relation with these people it is not possible to
convince them to actively participate in the Meetings. These sessions provide the delegates
with an opportunity to meet members of other organizations who can be their Priority
Customers, gives them a chance of promoting their products and organization and there by
maintaining healthy relationships with other HR people.
SEMINARS/CONCLAVES
NHRDN has been frequently organizing Seminars/Conclaves in major cities of the country.
These are one full day program and are aimed at enriching and developing knowledge and
skills of the participants who are generally senior and middle level HR people, academicians
and students. These Seminars comprises of Senior HR Practitioners as speakers who share
their knowledge and experience with the participants through discussions and deliberations.
In every Seminar there are three to four interactive panel discussions with three to four
speakers in each session .The sessions are moderated by an anchor who acts as a facilitator

20

and a healthy challenger to engage all of the participants in debate, discussion & Q&A. The
objective of seminars is to explore in depth the understanding and emerging trends in the
various sub domains of various HR issues by focusing on the futuristic and existing trends
and patterns emerging rapidly worldwide and the shifts in approach needed in Indian
business context. These programs play a vital role in enhancing the knowledge of attendees
also give them an opportunity to improve their skills, learn about the industry and to enhance
the chances of better prospects and professional growth. These programs are also a good
platform for networking. After every Seminar NHRDN collects the feedback from the
Attendees through Questionnaire and they analyse the data for preparing a feedback report
which is further send to the Speakers.
WORKSHOP
National HRD Network has set up an active Learning Center in 2009, which conducts
certified workshops across the country. The Learning Centre has been launched in cities like
Delhi, Mumbai, Bangalore, Kolkata, Chennai, Hyderabad, Pune, Chandigarh and Nagpur
would be covering more cities in India going forward. It has been conducting one day
workshops in each of these cities since its introduction in June09. The workshops are based
on select HR Functional & Behavioral Competencies derived from the HR Compass Model
(A

joint

initiative

of

NHRDN,

CII

and

XLRI)

and

have

attracted

HR

Practitioners/Consultants/Academicians from all over. The faculty for these workshops is

senior representatives from the corporate sector, eminent Consultants & Academicians. These
are highly interactive sessions which include Power Point Presentations, Audio Visuals, Case
studies, Exercises, live examples etc. These Workshops are very intensive and are facilitated
by senior HR practitioners from the industry in honorary capacity who help participants get
an in-depth knowledge of managing or handling key areas of HR. The number of participants
is also kept less in number (25 35). So that the Facilitators can give individual attention to
all the participants. The objectives of these workshops are to help participants clearly define
and understand HR related issues, various principles and best practices followed by different
organizations so that they can implement the same in their respective organizations. A
Certification of participation is provided to all the attendees after the Workshop.
MENTORING SESSIONS

21

NHRDN has recently started a new initiative called Mentoring Session to advice and guide
middle and junior level HR professionals on their career related issues. The first of this
program was held in Mumbai on 14th June 2012.The program witnessed very senior HR
professionals mentoring the delegates on various HR topics. Some of the topics on which the
mentoring was conducted were Culture and Change Management, Learning and
Development,CEO & HR,Managing Gen Y and Gen Z The mentees asked various career
related questions on the topic of the choice to their respective mentors. This initiative is an
excellent platform for the middle and junior level HR professionals to seek advice and
guidance from some of the HR thought leaders in the country.
CENTRE OF EXCELENCE
In 1985, as NHRDN celebrated its Centenary, it took a major step ahead to enhance the
competitiveness of Indian industry to enable it to meet the challenges of a rapidly globalizing
marketplace.
It began offering customised advisory and consultancy services and training programmes
through its Centres of Excellence. Today, NHRDN has 30 Chapter of Excellence across India,
each focusing on different aspects to offer wide-ranging services to industry from diverse
sectors.
NHRDN Institute of Logistics, Chennai - NHRDN Institute of Logistics provides a
platform to create and share intellectual capital for reducing transaction cost and improving
competitiveness, in the process to nurture the skills of Logisticians and ensure adoption of
best practices in logistics and supply chain management through online and offline activities.
NHRDN Institute of Quality, Bangalore - NHRDN Institute of Quality promotes awareness
of Quality for enhancing the competitiveness of Indian industry; provides education, training
and counselling services in 'soft technologies', relevant to the Quality process; recognizes
organizations for excellence in quality; and provides a knowledge sharing platform of best
practices, performance and strategies for enterprise competitiveness. The institute conducts
research in select thrust sectors for the development of implementation models on Quality.
NHRDN - Centre of Excellence for Sustainable Development, Delhi - The Centre provides
direction to the business community towards achieving sustainability with the right tools to
build their business and frame their policies such that they attain the social, environmental
and economic objectives.
NHRDN Centre of Excellence, Mumbai - NHRDN - Centre of Excellence, and Mumbai
organizes short duration management development programmes for the middle and senior
level executives of Indian industries covering manufacturing sector. The centre also offers
MSc in Engineering Business Management of University of Warwick, UK and Programme
for Visionary Corporate Leaders in Manufacturing
FINANCIAL AND PROFIBILITY POSITION OF NHRDN

22

The funds of the Network are by way of membership fees, research grants, gifts donations
and such other forms. The Network is not organised for profits, and all its income and
property is therefore, applied solely towards furtherance of the network's aims and objectives.
The money belonging to the Network is deposited in an ICIC Bank or invested in securities
or long term deposits, etc, as decided upon by the board. NHRDN annual turnover is 5.5
crore.
FUNCTIONAL AREA OF INTERNSHIP
The project is entitled as, Study of Training and Development in NHRDN So, the basic
functional area of internship is as follows:During my tenure at NHRDN, I got opportunity to work on the following Projects:
2nd Industrial Relation Summit on 16-17 May, 2014 at India Habitat Centre, New Delhi
1st Indian Management Simulation Challenge on 23rd May, 2014 at IMI, New Delhi
E-Newsletter.
2nd Industrial Relation Summit was held on May 16-17 2014, New Delhi. 2nd Industrial
Relations Summit on the theme Towards Building Sustainable Industrial Relations. The
Summit was attended by over 200 eminent HR / IR leaders from across the country. The
agenda of this two day conference focused on key questions, including if Industrial Relations
gets adequate focus at all levels of an enterprise strategic, functional and operational and
if IR issues are closely aligned with business strategies. This was in the context of the
resurgence of industrial unrest in the country over the past few years.
1st Indian Management Simulation Challenge was held on 23rd May, 2014 at IMI, New
Delhi. The objective of the Business Simulation was to expose the participants to the
challenges of managing a Business Enterprise. The participants experienced business
intricacies and learned how to react to them.
E-Newsletter To get advertisement for the NHRDN News Letter from various corporate &
Business Schools including SMEs and B Schools.

23

CHAPTER-3
JOB DESCRIPTION AND FUNCTIONAL
PROFILE

JOB DESCRIPTION

24

Name

Neha Anand

Job Title

HR Intern

Division

: Training and Development

1 BUSINESS DEVELOPMENT
Responsible for following functions related to Seminar/conclave

Planning & organizing

Making PPT and then through calling and references fixing up of meeting with

potential clients.
Making a new project according to requirement of the client.(if client demands

something new)
Creating new business with existing clients and maintaining CRM

Marketing

Raising Sponsorship

Providing strategic edge to Seminar/Conclave by new thoughts and partnership

Ensuring quality and smooth conduct of Seminar/Conclave

2. EXECUTION OF THE PROJECT:

Collecting material and data/content from the client and other sources.
Manage a team & find out the right target and then execute the project through

marking budgets.
Taking necessary follow up till the completion of the project.
Briefing & following with marketing team on various stages of project development .

(data analysis, logistics, vendor)

Preparing the timeline schedule (as per the project requirement).
Preparing overall data right from the beginning till the end of the project.
Maintaining Database of all the participants & Clients
Follow up for due payments.

25

26

CHAPTER-4
LEARNING EXPRIENCE AND THE INSIGHTS
GAINED

Training means equipping the individuals with the skills needed to perform the job. It
focuses on personal growth and successful employees development .The candidates are sent
for training so that they can perform the job in the expected manner. It helps in brushing up
knowledge and skills of employees and thereby results in organizational growth and
development. The purpose of training is to bridge the gap between job requirements and
present competence of employees; it aims at enhancing general knowledge and understanding

27

of employees. Employee training is distinct from management development, its a short term
process utilizing a systematic and organized procedure by which managerial and non
managerial personnel learn technological knowledge and skills for different purpose. Training
programs are typically designed for short term, stated set purpose but involve education for
long term purposes. They involve preparing the individual for a future job and growth of
individual in all respects. Training leads to learning and there is direct linkage between
learning and organizational performance it also reduces the resistance to change in any
organization and trained employees are more advanced and engaged as compared to
untrained ones. Any training program consists of four steps

NEED ANALYSIS

INSTRUCTIONAL
DESIGN

IMPLEMENT

EVALUATE

In first step we need to identify the specific knowledge and skills required and compare them
with the training existing knowledge,The purpose of a training needs assessment is to identify
performance requirements or needs within an organization in order to help direct resources to
the areas of greatest need, those that closely relate to fulfilling the organizational goals and
objectives, improving productivity and providing quality products and services. The needs
assessment is the first step in the establishment of a training and development Program. It is
used as the foundation for determining instructional objectives, the selection and design of
instructional programs, the implementation of the programs and the evaluation of the training
provided. These processes form a continuous cycle which always begins with a needs

28

assessment and ends with the after effects of the training programs, Every Training Programs
results in learning and the results of it can be analyzed after a particular period of time and
not immediately Identification of training needs (ITN), if done properly, provides the basis on
which all other training activities can be considered. Also requiring careful thought and
analysis, it is a process that needs to be carried out with sensitivity as people's learning is
important to them, and the reputation of the organization is also at stake.
Thus before providing training a manager should ensure that it matches needs of both
organization as well as employees. Trained employees show less resistance to change as
compared to untrained ones and thereby bring better results for organization. In the next step
we need to formulate specific measurable knowledge and performance training objective,
review possible training content and estimate a budget for the training program, third step is
to implement the training program, by actually training the targeted employee group using
methods such as on the job or online training. Finally programs success (or failure) is
assessed.
Training programs make learning meaningful and enables easy transferability of knowledge.
Organizations such as LIC, India believe that training is an organized procedure by which
people learn knowledge and development is a long term educational process utilizing a
systematic and organized procedure by which managerial personnel learn conceptual and
theoretical knowledge. They aim to understand attitude of employees towards training
programmes, To know the effect of training on the employees performance, To understand the
attitude of top level management towards implementation of training programme. To know
about the effectiveness of training policy towards the achievement of organizations
objectives and vision. Training prepares an individual to understand his job content so that he
can perform with confidence and suggest improvements in processes involved, It helps to
acquire required supervisory and management skills in keeping with the position and improve
decision making and problem solving skills.Trained employees are certainly more productive
than others and the need for improved productivity has become universally accepted and that
it depends on efficient and effective training is not less apparent. It has further become
necessary in view of advancement in modern world to invest in training. Thus the role played
by staff training and development can no longer be over-emphasized. Staff training and
development are based on the premise that staff skills need to be improved for organizations
to grow. Training is a systematic development of knowledge, skills and attitudes required by
employees to perform adequately on a given task or job. New entrants into organizations have
various skills, though not all are relevant to organizational needs. Training and development
are required for staff to enable them work towards taking the organization to its expected
destination. It is against the backdrop of the relative importance of staff training and
development in relation to organization effectiveness that this paper is addressed to an
organization and its effectiveness. In the light of the above, organizations are therefore
encouraged to train and develop their staff to the fullest advantage in order to enhance their
effectiveness. As training reduces the work of the manager in terms of close supervision it
also improves the drive, initiative and quality of work of the employees thus assist them to be
more committed to achieving the goals and objectives of the organization and this has the

29

tendency of enhancing effectiveness among workers within the organization. However, for
any organization to succeed, training and re-training of all staff in form of workshops,
conferences and seminars should be vigorously pursued and made compulsory.

Training is a sub-system of the organization because the departments such as, marketing &
sales, HR, production, finance, etc depends on training for its survival. Training is a
transforming process that requires some input and in turn it produces output in the form of
knowledge, skills, and attitudes
THE TRAINING SYSTEM
A System is a combination of things or parts that must work together to perform a particular
function. An organization is a system and training is a sub system of the organization. The
System Approach views training as a sub system of an organization.
System Approach can be used to examine broad issues like objectives, functions, and aim. It
establishes a logical relationship between the sequential stages in the process of training need
analysis (TNA), formulating, delivering, and evaluating There are 4 necessary inputs i.e.
technology, man, material, time required in every system to produce products or services.
And every system must have some output from these inputs in order to survive. The output
can be tangible or intangible depending upon the organizations requirement. A system
approach to training is planned creation of training program. This approach uses step-by-step
procedures to solve the problems. Under systematic approach, training is undertaken on
planned basis. Out of this planned effort, one such basic model of five steps is system model
that is explained below. Organizations are working in open environment i.e. there are some
internal and external forces, that poses threats and opportunities, therefore, trainers need to be
aware of these forces which may impact on the content, form, and conduct of the training
efforts. The internal forces are the various demands of the organization for a better learning
environment; need to be up to date with the latest technologies.
METHODS OF TRAINING
There are mainly two methods of training
On-The-Job Training
Off-The-Job Training
Types of on the job training
The most famous under this is the coaching or understudy method where an experienced
worker trains the employee. They may simply involve acquiring skills by observing the

30

supervisor or having the supervisor or job expert show the new employee the ropes, step by
step.
APPRENTICESHIP TRAINING
It is a process by which people become skilled workers, usually through the process of formal
learning and long term on-the-job training.
JOB INSTRUCTION TRAINING
Many jobs consist of a logical sequence of steps that one learns best step by step, this step by
step training is called Job instruction training. A job instruction training sheet listing steps to
be taken with a key point beside each step is Prepared to show trainees what to do, and how it
is to be done and why.
LECTURES
Lecturing is a quick and simple way to present knowledge to large group of trainees. These
are aimed at learning by listening. Trainees are given an opportunity to listen to the
experiences of senior management practitioners.
Audio Visual Based Training Techniques like DVDs, Films, Power point and audio tapes are
widely used. Many companies use videos in its training sessions to simulate reactions and
problems of employees.
VESTIBULE TRAINING
It is a method in which trainees learn on actual or simulated equipment the will use on the
job, but trained off the job. It is generally used when it is highly expensive and dangerous to
train the employees off the job.
TELECALLING -TRAINING AND VIDEO CONFRENCING
With Tele training a trainer in a central location teaches group of employees at remote
locations via televised hook-ups. Videoconferencing allows people in one location to
communicate live with people in other cities.
VIRTUAL CLASS ROOM
It uses special collaboration software to enable multiple remote learners, using their PCs and
laptops, to participate in live audio visual discussions, communicate via written test and learn
via content such as Power Point slides.

31

MANAGERIAL ON THE-JOB TRAINING

It mainly comprises of:
Job rotation It means moving managers from department to department to broaden their
understanding of the business and to test their abilities.
Coaching In this trainee works directly with the senior manager or the person he or she is
to replace; the latter is responsible for trainees coaching.
Action learning - Action learning programs give the managers and other released time to
work analyzing and solve problems in departments other than their own.
Off-THE-JOB MNAGEMENT TRAINING METHODS
Following are some of Off-The-Job training methods
The Case Study Method It presents the trainee with the written description of organizational
problem, the person then diagnoses the case and tries to find out possible solutions to the
problem and discusses the case with the trainees.
MANAGEMENT GAMES
Trainees are divided in two group of five to six people each, and then are given certain issues
to solve, these games are more of brain storming session where in a lot of new ideas are
generated.
OUTSIDE SEMINARS
Many companies and universities offer web based and traditional classroom management
development seminars and conferences for their employees.
Professional associations like All India Management Association(AIMA),India institution of
engineers(AIE),National HRD Network, Indian Society of training and development(ISTD)
offer various training programs for overall growth and development of individuals, some
associations also offer programs leading to professional certification after passing
examination. Different chapters of National HRD Network conduct specialized programs in
different areas of HR and organizational management.

PROMINENT MODELS OF TRAININGS

System Model

32

System model comprises of five phases which should be repeated on regular basis in order to
check the performance of organization on whole and thereby make improvements in the
same. The training should achieve the purpose of helping employee to perform their work to
required standards. The first step is to analyze the department, job, employees requirement,
who needs training, what do they need to learn, estimating training cost, etc The next step is
to develop a performance measure on the basis of which actual performance would be
evaluated, there after a relevant training method should be developed and designed according
to the requirements so as to enable employees to learn and understand where they are going
wrong and how they can improve. Lastly the post performance of trainees is evaluated ago as
to measure the effectiveness of training provided to them.
INSTRUTIONAL SYSTEM DEVELOPEMENT MODEL
ISD training model has been made to answer the training problems. This model is widely
used now-a-days in the organization because it is concerned with the training need on the job
performance. Training objectives are defined on the basis of job responsibilities, job
description and on the basis of the defined objectives individual progress is measured. This
model also helps in determining and developing the favourable strategies, sequencing the
content, and delivering media for the types of training objectives to be achieved.
This model has five stages

33

The analysis stage consists of training need assessment, job analysis, and target audience
analysis then comes planning phase which comprises of setting goal of the learning outcome,
instructional objectives that measures behaviour of a participant after the training, types of
training material, media selection, methods of evaluating the trainee, trainer and the training
program, strategies to impart knowledge i.e. selection of content, sequencing of content, etc
then the third step of development translates design decisions into training material. It
consists of developing course material for the trainer including handouts, workbooks, visual
aids, demonstration props, etc, course material for the trainee including handouts of summary.
In the evaluation stage it is ensured that the training program has achieved its aim in terms of
subsequent work performance. This phase consists of identifying strengths and weaknesses
and making necessary amendments to any of the previous stage in order to remedy or
improve failure practices there after logistical arrangements, such as arranging speakers,
equipments, benches, podium, food facilities, cooling, lighting, parking, and other training
accessories are done and Finally at the execution stage the aim of training program is
achieved in terms of subsequent work performance. This phase consists of identifying
strengths and weaknesses and making necessary amendments to any of the previous stage in
order to remedy or improve failure practices.
The ISD model is a continuous process that lasts throughout the training program. It
also highlights that feedback is an important phase throughout the entire training
program. In this model, the output of one phase is an input to the next phase.

Transitional Model

34

This model focuses on the organization as a whole. The outer loop describes the vision,
mission and values of the organization on the basis of which training model i.e. inner loop is
executed.
Vision It focuses on the milestones that the organization would like to achieve after the
defined point of time
Mission It explains the reason of organizational existence. It identifies the position in the
community. The reason of developing a mission statement is to motivate, inspire, and inform
Values It is the translation of vision and mission into communicable ideals. It reflects the
deeply held values of the organization and is independent of current industry environment.
The mission, vision, and values precede the objective in the inner loop. This model considers
the organization as a whole. The objective is formulated keeping these three things in mind
and then the training model is further implemented.The study of various research papers
have thrown a light on the fact that human resource development can contribute to the
economic growth of a country and the important role played by external training programs in
development of HR fraternity of the whole country .If the human resource of a country is
skilled then chances of its overall growth are much higher and these programs are aimed at
attaining balanced economic growth.
Some of the eminent Association Organizations in the Country are as follows:

35

CII is a non-government, not-for-profit, industry led and

industry managed organisation, playing a proactive role in India's development process. It
works to create and sustain an environment conducive to the growth of industry in India,
partnering industry and government alike through advisory and consultative processes. It
works to create and sustain an environment conducive to the growth of industry in India,
partnering industry and government alike through advisory and consultative processes.

The Federation of Indian Chambers of Commerce and

Industry (FICCI) Established in 1927, FICCI is the largest and oldest apex business
organisation in India. It is an association of business organizations in India, headquartered in
the national capital New Delhi. It is one of the main organizations to fund and support many
governmental and non-governmental educational institutes. It is non-government, not-forprofit organisation which is the voice of Indias business and industry.

The National Association of Software and Services

Companies (NASSCOM) is a trade association of Indian Information Technology (IT) and
Business Process Outsourcing (BPO) industry.[1] Established in 1988, NASSCOM is a nonprofit organization focused on promoting sustainable growth for the industry and to harness
IT and Communications technologies for inclusive and balanced growth. NASSCOM
facilitates business and trade in software and services to encourage advancement of research
in software technology. It is a not-for-profit organization, registered under the Indian
Societies Act, 1860.

36

ASSOCHAM: The Knowledge Architect Of

Corporate India Evolution of Value Creator. ASSOCHAM initiated its endeavour of value
creation for Indian industry in 1920. Having in its fold more than 300 Chambers and Trade
Associations, and serving more than 2 lakh members from all over India. It has witnessed
upswings as well as upheavals of Indian Economy, and contributed significantly by playing a
catalytic role in shaping up the Trade, Commerce and Industrial environment of the country.

The Society for Human Resource Management

(SHRM) is the worlds largest association devoted to human resource management.
Representing more than 250,000 members in over 140 countries, the Society serves the needs
of HR professionals and advances the interests of the HR profession. Founded in 1948,
SHRM has more than 575 affiliated chapters within the United States and subsidiary offices
in China and India.
TRAINING AND DEVELOPMENT AT NHRDN
The project is entitled as, Study of Training and Development in NHRDN So, the basic
functional areas of internship are as follows:During my tenure at NHRDN, I got opportunity to work on the following Projects:

2nd Industrial Relation Summit on 16-17 May, 2014 at India Habitat Centre, New
Delhi
1st Indian Management Simulation Challenge on 23rd May,2014 at IMI, New Delhi
E-Newsletter

NHRDNs 2nd National IR Summit on Building Sustainable Industrial Relations calls for
fair & inclusive labour ecosystem

37

May 16-17 2014, New Delhi: The National HRD Network (NHRDN), Indias leading HR
Professional body, recognizing these imperatives organized its 2nd Industrial Relations
Summit on the theme Towards Building Sustainable Industrial Relations. The Summit
was attended by over 200 eminent HR / IR leaders from across the country.
The agenda of this two day conference focused on key questions, including if Industrial
Relations gets adequate focus at all levels of an enterprise strategic, functional and
operational and if IR issues are closely aligned with business strategies. This was in the
context of the resurgence of industrial unrest in the country over the past few years.
Competitive, fair and inclusive: These three words need to be our North Star, said Rajeev
Dubey, National President NHRDN & President (Group HR, Corporate Services and
After-Market) & Member of the Group Executive Board, Mahindra & Mahindra Ltd.,
in his special address to the audience at Summit.
Mr. S K Roongta, Managing Director, Vedanta Aluminium Ltd., was the Chief Guest. In
his Inaugural Address during the inaugural session, he emphasised on respect for the
individual employee, overcoming hierarchical barriers to create a sense of inclusion and the
importance of feedback and innovation to help build a better institution.
Earlier, while delivering the Welcome Address, Mr. Kamal Singh, Director General,
NHRDN, said that in view of spur in industrial unrest in recent times, building strong
employee relations has become the key differentiator for sustainable growth and no
organization can afford to ignore it.
The Conference was led by Mr. Pramod Mahatme, Summit Director & Vice President
Employee Relations, Wipro and the Keynote address was delivered by Mr. S Y Siddiqui,
Chief Mentor, Maruti Suzuki India Ltd. Among other who spoke were Dr. Aquil Busrai,
CEO, Aquil Busrai Consulting, Mr. DR Nagaraj, President & CEO, NMS HR Solutions, Mr.
Harish Devarajan, Leadership Coach, People Unlimited, Mr. Prince Augustin, EVP
Group HR, Mahindra & Mahindra, Mr. Vivek Patwardhan, Executive Coach & HR/IR
Consultant, Srujan Consulting, Mr. PN Prasad, Chief HRM Group IR, Tata Steel, Mr.
Vinod Chaturvedi, SVP & Head HR, Ultra Tech Cement, Mr. Arun Leslie George, SVP &
Head HR, Coromandel International Ltd, Mr. Abhay Kapoor, AVP (Corporate HR & ER)
and Head - Group ER, Escorts Ltd., Mr. P Dwarakanath, Advisor Group Human Capital,
Max India, Mr. Rajiv Kapoor, Chief People Officer & EVP, Fortis Healthcare Ltd., Dr.
Samar Srivastava, Vice President Human Resources, Jet Airways, Mr. KS Bhullar, Group
President-HR, Anand Group Ltd., Mr. Amandeep Gupta, CEO, OCL Cements, Mr.
Yatinder Suri, Country Head, Outokumpu, Mr. JS Kaushal, Director Personnel, CWC,
Mr. Jitender Chaudhary, Sr Vice President Corporate HR, Orient Electric., Dr Pankaj
Gupta, Director General, Jaipuria Institute of Management, Prof. JS Sodhi, Director, Shri
Ram Centre for Industrial Relations & Human Resources, Prof. J Phillip, President, XIME,
Bangalore.

1st INDIAN MANAGEMENT SIMULATION CHALLENGE 2014

38

NHRDN First ever Indian Management Simulation Challenge 2014 received an

overwhelming response of more than 40 teams (3-4 participants per team) across the country.
The objective of the Business Simulation is to expose the participants to the challenges of
managing a Business Enterprise. The participants experience business intricacies and learn
how to react to them. Time is compressed so that years of simulated time can be condensed
into days or even hours. The Competition along with several other "companies" trying to outperform each other builds a great amount of tension. Under these conditions the training
message comes across forcefully and well. Even experienced participants can learn how to
cope with the stress of making decisions in complex situations with ever challenging
deadlines. However, as decisions are presented in a Virtual business environment, there is
no real adverse effect if they get it wrong!

National winners of 1st Indian Management Simulation Challenge 2014:

Champions:
IOCL
1st Runners-Up:
HPCL
2nd Runners-UP:
Mahindra & Mahindra Ltd.
The Simulation challenge was extremely interesting and evoked a lot of response and
interaction from the participants. The Competition by all counts was a grand success.
Following companies participated in the NHRDN First ever Indian Management Simulation
Challenge 2014.
Fiat India Automobiles Limited
Bharat Petroleum CL
Essar Oil Limited
Wipro
ICICI Bank Ltd
Indira Group of Institutes
Mahindra & Mahindra Ltd
S.H.Kelkar & Co. Pvt. Ltd
ITM
Jindal Steel & Power Limited
AVIVA
ACC Limited
HPCL
HCL
GAIL
IOCL
IFFCO
MMTC
POWERGRID

39

E-NEWSLETTER
NHRD newsletter is a prestigious bi-monthly publication from the NHRDN. The newsletter has
completed 26 years and it now come out in its new avatar.
The newsletter consists of feature articles addressing the issue of industry. A dedicated focus on the
trends and latest happenings in the HR, domain featured writer from international universities.
List of task to be done :
To get advertisement for the NHRDN News Letter from various corporate & Business Schools
including SMEs
To draft effective communication for promotion and awareness about the NHRDN E-News letter
among corporate, MSMEs & B Schools.
Creating selective target Data
Promoting through various channels like e promotion, e mailers, tele calling etc.
Getting the advertisement and sending them the confirmation mail and raising the invoice accordingly
Identifying the space for the advertisement in the News letter
Prospect data base:
Global Hunt
Head Honchos
U.T.M
MGB Hotel
Surya Datta Group Of Institution
SDM institute of management development
Asian institute of quality management
CRISP
Jombay
IFIM business school
Value consulting
K.J.somaiya institute of management
Goa institute of management
Jaipuria institute of management
Grass Root
Centre For Creative
Towers Watson
Dale Carnegie Training India
Business pointer inc
My Psrichay
Greentech foundation
Pearson TalentLens
Mancer
Adrenalin
Himachal tourism
Hindalco Everlast

40

HM Diwan
Hpl electric & power pvt ltd
Iffco Tokio
Indian Oil
International city
Ion exchange
J.K.Fenner India ltd
Jacsons furniture
Jet airways
Jonson & Jonson
Kajaria ceramics ltd
Kent Shoppe
Khazana jewellery
Kutchina
Lalco residency
Land traders
Linen club
Maxha Sir
Naiknavare profile
NEC India pvt ltd
Omkar alta monte
ONN
ORRA
Panchshil
Phenix construction techonolies
Piramal healthcare
Porsche
Prestige group
Provident housing
Rajguru creations pvt ltd
Safe express
Schnider electric
Sikka
Simpolo vitrified pvt ltd
Sleek international pvt ltd
Sunnexjeans
Taj holidays
Talwalkars
Tanisho
Thane one
The carpet celler
The grand bhagwati
The leela
The pure concept

41

Tradeindia.com
Turtle ltd
Vatika business centre
Widex India pvt ltd
MY CONTRIBUTIONS

Overall coordination with the projects

Specially on the following areas
Planning for the Project (Deciding theme, sub-theme, session theme etc) through brainstorming
sessions keeping in mind the current market trends & scenario
Identifying the Programme Director and speakers for the conference in consultation with senior
management
Finalizing the Venue (For Seminar and for the Conference depends on the location)
Identifying Key Sponsors
Raising funds through maximum participation from the corporate sector,
Dealing with clients like sponsor, participants, members and solving their queries
Post event activities like feedback, thank you letters to all participants, settling accounts etc.
LEARNINGS

Working efficiently in high pressure work environment with deadlines

Promotion, Marketing of the Product (Event)
Dealing with clients
Generation of Revenue via various sources
Planning , Organizing and Managing the entire event
Team work is very important for HR manager.
Networking and Communication skills need to be very good.
RESEARCH METHODS & PROCEDURE

PURPOSE OF THE STUDY

To analyse the total number of Training Programs conducted by NHRDN-Learning Centre in

last five years.
To find out the various gaps in the Training Programs and suggesting suitable methods to
overcome these gaps in order to make future Programs more efficient.

To give possible suggestions to NHRDN regarding how can they improve their future
Workshops.

To practically design, manage and conduct a training workshop and to find out the satisfaction
level of participants.
RESEARCH DESIGN

42

Descriptive research design has been used, where in data was collected from employees of different
companies such as Sapient, SMC industries, Emmar MGF,HCL etc to find out that what all changes
should be made in order to improve Future Workshops of NHRDN
DATA COLLECTION
Primary Data has been collected from Human Resource Departments of various companies in Delhi
and Data for satisfaction level of the attendees was collected from them then in the end of the
workshop on 17th May 2014
Secondary data has been collected from books, HR articles and Journals.
PROCEDURE
Two Questionnaires were prepared for collecting information from HR people working in different
companies, one was prepared to take suggestions of HR professionals regarding how training programs
add value to Human Resource and how they can be improved other than that A Workshop on 2nd
national IR Summit Towards Sustainable Industrial Relations 16 - 17 May, 2014, India Habitat
Centre, New Delhi and participants were asked to fill a feedback form to check how satisfied they
were from the same.
LIMITATION

The study was limited to Learning Centre only.

Only one Training program could be studied due to lack of time.
The analysis was done on the assumption that the respondents gave genuine responses.

43

EVOLUTION OF TRAINING PROGRAMS

National HRD Network-National Secretariat was formed five years back, It started with conducting
only two training programs which were Seminars/Conclaves and Workshops.
The concept of Power Breakfast Meetings started from the year 2011 and till now only four Mentoring
Session has been conducted by NHRDN-National Secretariat which was held in Mumbai.

Training Programs

Total Number

HR Power Breakfast Meetings

10

Average No. of
Participants
12

Workshops

140

30

Seminars/Conclaves

40

250

Mentoring Sessions

65

Virtual Learning
Sessions(Webinars)

52

450

How can NHRDN increase the average number of participations?

Following steps can help NHRDN in increasing the number of participations:

Promote the program on various Social Networking Sites and Blogging Sites.
Partnering with various online job portals like timesjob.com, naukri.com etc. so that they can
promote the programs to their huge database of HR professionals.
Partnering with various B schools so that they can encourage their students and faculty
members to participate in the training programs.
Making attractive packages for the corporate, like providing membership at a discounted rate of
NHRDN which costs Rs. 2100 in case of more than ten nominations from same company.

Providing complementary passes for any one upcoming program.

Publishing advertisements in leading newspapers and HR business magazines. Preferably on a
barter basis.

How the structure of Training Programs has changed over past five years.

Over the period of time, NHRDN has taken several steps to improve their Training Programs.
In order to make their Workshops more attractive and to ensure that the participants are fully
engaged NHRDN now makes sure that Case studies and Role Plays are included in the
sessions, the facilitators are also encouraged to let the participants ask more questions during

44

the programs.

NHRDN has also made their Seminars more interesting and interactive by allowing more time
to the audience to ask questions, To implement this, NHRDN now ensures that the time allotted
to the speakers for their individual presentation during the seminar is reduced, thereby
increasing the Q&A time for the audience.
DATA ANALYSIS & FINDINGS

How can Future Programs be improved?

1. The HR Training Programs should focus on which of the below mentioned competencies.

No. of participants

220
200
180
160
140
120
100
80
60
40
20
0
Functional

Behavioral

Both

Functional competencies are related to mechanical knowledge whereas behavioural competencies are
related to human skills, Majority of people focused on learning both the aspects of HR. As overall
development of an individual is the key to attaining success.

45

2. What should be the duration of Training Programs.

220
200
180
160
140
120
No. of participants

100
80
60
40
20
0
Half- Day

One-Full Day

Two-Days

According to majority of HR professionals one full day is enough time to understand a topic in detail,
Sessions of more than a day generally fail to grab attention of participants and less then one day
sessions are considered to be short for getting detail knowledge about any management related topic.
3. What should be the ideal number of participation in Training Seminar to make them more
effective.
220
200
180
160
140
120
No. of Participants 100
80
60
40
20
0
52

150

155

155-200

The ideal number of participants according to majority of respondents is 150 as more number leads to

46

chaos and less than 150 participations results in lack of new ideas.
In case of Seminars the participation should be near 200 and not more.
4. Which method is more suitable in making the Training Programs more effective.

220
200
180
160
140
120

No. of Participants

100
80
60
40
20
0
More focus on Practical case studies,excercises,roleplays etc.

According to majority the facilitators should use a combination of case studies, practical examples and
presentations in order to make the Seminar more interesting and engaging the participants.
5. Which of the following seating arrangement is more suitable for Seminar.

No. of Participants

220
200
180
160
140
120
100
80
60
40
20
0
Cluster-Style

Theatre Style

Any other

In Workshops Cluster style seating arrangement is most preferred as people get to sit in groups which
lead to effective networking among them and also results in interesting brain storming session. In

47

seminars a combination of theatre and cluster style is preferred.

6. The companies should put more emphasis on which of the Training Programs for their
employees.

No. of Participants

220
200
180
160
140
120
100
80
60
40
20
0

In-House training programs are effective but the programs conducted by external organizations such as
NHRDN, FICCI etc are more effective as they are conducted by top HR practitioners who have
immense experience in the field of management, This is the reason why majority of respondents prefer
External Training Programs.

How satisfied were the Participants at the Workshop

1. Relevance of topic to the work area.
Out of 200 participants majority of the people agreed that the topic of the Workshop was
relevant to their work area.
2. Effectiveness of the methodology adopted.
Majority of the participants strongly agreed that the methodology adopted was effective
3. Time allotted for the session was sufficient to understand the topic.
All the participants were satisfied with the time allotted for the session.
4.

Relevance of outcomes of the Session.

Majority of the Participants agreed that understanding the topic of IR Summit will prove to be
of great help to them in future.

5. The Facilitator/s was supportive and responded to questions in a satisfactory manner.

48

Majority of the Participants strongly agreed on this aspect.

6. Would attendees recommend this Seminar to their Colleagues.
All the 200 participants said that they would recommend this session to their colleagues.
SUMMARY OF THE FINDINGS
Regarding the improvements in future Seminar Majority of the respondents said that they are keen on
learning both the behavioural and functional competencies as learning them will add more value to
their overall personality, people prefer to have one full day program consisting of case studies, lectures
and practical example. The information collected from the Feedback form shows that majority of the
participants were satisfied with the topic chosen at the Seminar, they found seating arrangement to be
supportive of the session and most of them agreed that the time allotted for the session was sufficient
to understand the topic in detail. Participants were also highly satisfied with the topics taken up at the
Session both the facilitators proved to be effective moderators. The Seminar was successful the only
negative point that I came across was the number of participants, majority of the participants wanted
the presence of only 100 to 150 attendees and not more where as the Seminar had 200 participants.
Regarding the improvements in the future Workshops, Majority of respondents look forward to learn
both behavioural and functional competencies, want the session to be a one day program and should
include Case Studies, Role Plays brainstorming, lectures and interactive exercises .A program
consisting of two way communication is always preferred over others. There was an open ended
question in the end which asked respondents to suggest topics that can be taken up for future training
programs. Also it has been noticed that cluster seating arrangement is preferred over theatre or u- table
style seating arrangement.200 out of 160 people preferred to go for training programs conducted by
association organizations rather than In-house training programs. Further many new and emerging
topics came up as suggestions for future programs.

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CHAPTER- 5
RECOMMENDATION & CONCLUSION

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CONCLUSION
After working with National HRD Network, I have learned the importance of imparting
training to HR professionals all over the country. NHRDN plays a vital role in identifying the
skill gaps in the industry and then organizing Training Programs to bridge these gaps. The
Training programs add immense value to HR fraternity of the nation which eventually results
in improvement of the HR practices / processes. There are few areas in the Training Programs
organized by NHRDN that needs improvement in order to make these Programs more
effective and efficient. My recommendations below highlights the points which can be
implemented by NHRDN to improve their future Programs.
RECOMMENDATION
How Training Programs can become more attractive and interesting.

Seminars are one full day or two days programs so in order to engage the
participants, quiz competitions can be included during the sessions and this will help
in maintaining the interest of attendees.

There are four sessions in each seminar thus getting a feedback for every session also
helps in checking the satisfaction level of participants from the overall session in a
better way.

NHRDN-Learning Centre should keep on taking feedback from participants and must
keep on introducing new and advanced changes in its training programs as per their
expectations. Training programs are directly related to human beings so in order to
make them effective it is vital to satisfy them and this can only be done if the
suggestions and expectations of attendees are given utmost importance.

During my work I also realized that NHRDN-Learning Centre takes in to

consideration only few cities that are Delhi, Pune, Chandigarh, Mumbai, Kolkata,
Bangalore, Chennai and Hyderabad. This shows that their reach is limited only to
these Cities. NHRDN should also focus on development of other parts of the country
by conducting

Training Programs at other parts of the country such as Agra,

Lucknow, Gwalior, Bhopal, Nasik, Patna, Chandigarh and also other parts of the
country where in students and professionals dont get adequate opportunities of
growth and development

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Training Programs are effective for all people living across the globe so NHRDN can
also enhance its scale of working by conducting programs in other Developed and
Developing Countries like United States of America, United Kingdom, Singapore,
China, Japan etc and It can also emphasize on inviting HR practitioners from other
countries to act as facilitators for NHRDNS programs. The scale of working can be
increased by collaborating with B-Schools and other Institutes of these countries, A
memorandum of understanding can be signed where in NHRDN and Institutions can
work in harmony with each other. I believe that these changes would help NHRDN
in adding value to HR fraternity up to a great extend.

NHRDN can also conduct certification courses like AIMA does and help in growth of
professionals by introducing new and improved professional courses this will also
lead to revenue generation.
LIMITATIONS

Time proved to be a big limitation only one training program could be conducted.

The analysis has been done on the assumption that the respondents have given
genuine information.

Some of the respondents were not supportive and did not take interest in filling up the
questionnaire.

Sample size was limited.

BIBLIOGRAPHY
BOOKS REFERRED:

Relationship of Training Effectiveness and Faculty Behaviour ,Case Study on Faculty

Development Program at COMSATS Institute of Information Technology, Attock

Campus.
Training & Development paradigm, and its contribution in economic uplift of the

country, A case of Pakistan.

Training and development techniques for improving organizational performance for

Ghanaian firms by Juliana S.

What impact does training have on Employee Commitment and Employee turnover?

SCOTT BRUM University of Rhode Island.

Training and Development in public organizations with reference to LIC, India

52

Human resource Development, Uday Pareek and TV Rao

Human Resource Management, Gary Dessler and Biju Varkkey

WEBSITES:

www.goggle.com
YOUR FEEDBACK

2nd Industrial Relation Summit was held on May 16-17 2014, New Delhi. 2nd Industrial
Relations Summit on the theme Towards Building Sustainable Industrial Relations.
16-17 May 2014, New Delhi
Name

..

Designation

......

Organization

Contact Number ....

Email id

1. The topic of the session was relevant to your work area.

Strongly disagree
Disagree
Neutral
Agree
Strongly agree

[
[
[
[
[

]
]
]
]
]

The methodology adopted was effective

Strongly disagree
Disagree
Neutral
Agree
Strongly agree

[ ]
[ ]
[ ]
[ ]
[ ]

3 Time allotted for the session was sufficient to understand the topic

Strongly disagree
Disagree
Neutral
Agree

[
[
[
[

]
]
]
]

..... ..

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Strongly agree

The outcomes of the session will prove to be helpful for your organization

Strongly disagree
Disagree
Neutral
Agree
Strongly agree

[ ]

[
[
[
[
[

]
]
]
]
]

5. The facilitator/s were supportive and responded to questions in a satisfactory manner

Strongly disagree
Disagree
Neutral
Agree
Strongly agree

[
[
[
[
[

]
]
]
]
]

6. Would you recommend this Seminar to your colleagues?

Yes
No

[ ]
[ ]

7. Which according to you is the best strategy that emerged as the outcome of the program
________________________________________________________________________
________________________________________________________________________

QUESTIONNAIRE TO HELP US IMPROVE OUR FUTURE SEMINAR

1. The HR Training Programs should focus more on which of the below mentioned
competencies?

Functional
Behavioural
Both

[ ]
[ ]
[ ]

2. What should be the duration for Training Seminar?

Half Day
One Full day
Two days

[ ]
[ ]
[ ]

54

3. What should be the ideal number of participation in Seminar to make them more effective?

50
100
150
150-200

[
[
[
[

]
]
]
]

4. According to you, which method is more suitable in making the Seminar more effective?

More focus on practical case studies, exercises, role plays etc

[]
More focus on facilitator/s presentation
[ ]
More focus on group discussion / brain storming among the
Participants for exchange of ideas.
[ ]
All or a combination of the above depending upon the topic
[]

5. Which of the following seating arrangement is more suitable for the Seminar?
Cluster style (Round table)
[ ]
Theatre style
[ ]
Any other, pls. suggest

6. The companies should put more emphasis on which of the following Training Programs for
their employees?

In house training programs

External training programs (conducted by other Organizations)

[ ]
[ ]

7. Pls. suggest a topic / theme, which according to you need more attention at present, for
Seminar.
.

THANK YOU!