Professional Documents
Culture Documents
DEVELOPMENT:
According to FLIPPO,
“Training is the act of increasing the knowledge and
skill of an employee for doing a particular job.”
• Developing the employee’s capabilities so that they may be able to discover their
potential and exploit them to full their own and organizational development
purpose.
PRINCIPLES OF TRAINING:
MOTIVATION:
Learning is enhanced when the learner is motivated.
Learning experience must be designed so learners can see how it will help in
achieving the goals of the organization. Effectiveness of training depends on
motivation.
FEEDBACK:
Training requires feedback. It is required so the trainee can
correct his mistakes. Only getting information about how he is doing to achieve
goals, he can correct the deviations.
REINFORCEMENT:
The principle of reinforcement tells the behaviors
that are positively reinforced are encouraged and sustained. It increases the
likelihood that a learned behavior well be repeated.
PRACTICE:
Practice increases a trainee’s performance. When the trainees
practice actually, they gain confidence and are less likely to make errors or to
forget what they have learned.
INDIVIDUAL DIFFERENCES:
Individual training is costly. Group
training is advantageous to the organization. Individuals vary in intelligence and
aptitude from person to person. Training must be geared to the intelligence and
aptitude of individual trainee.
OBJECTIVES OF TRAINING:
TO INCREASE PRODUCTIVITY:
An instructor can help employees
increase their level of performance on their assignment. Increase in human
performance leads to increase in the operational productivity and also the
increase in the profit of the company.
TO IMPROVE QUALITY:
Better-trained workers are less likely to make
operational mistakes. It can be in relationship to the company or in reference to
the intangible organizational employment atmosphere.
PERSONAL GROWTH:
Employees on a personal basis gain individually from their
exposure to educational expressions. Training programmes give them wider
awareness and skills.
To impart to the new entrants the basic knowledge and skills they need for
definite tasks.
To prevent obsolescence.
TRAINING METHODS:
There are two broad types of training available to small businesses: on-the-
job and off-the-job techniques. Individual circumstances and the "who," "what"
and "why" of your training program determine which method to use.
METHODS OF
TRAINING
• Job Rotation:
It is also referred to as cross straining. It involves placing an
employee on different jobs for periods of time ranging from a few hours to several
weeks. At lower job levels, it normally consumes a short period, such as few hours
or one or two days. At higher job levels, it may consume much larger periods
because staff trainees may be learning complex functions and responsibilities.
• Coaching:
The trainee is placed under a particular supervisor who
functions as a coach in training the individual. The supervisor provides the
feedback to the trainee on his performance and offers him some suggestions
for improvement. Often the trainee shares some duties and responsibilities of
the coach and relives him of his burden. A drawback is that the trainee may
not have the freedom or opportunity to express his own ideas.
• Committee assignments:
Here in, a group of trainees are given and asked to solve an
actual organizational problem. The trainees solve the problem jointly. This
develops team work and group cohesiveness feelings amongst the trainees.
OFF THE JOB TECHNIQUES include lectures, special study, films, television
conferences or discussions, case studies, role playing, simulation, programmed
instruction and laboratory training. Most of these techniques can be used by
small businesses although, some may be too costly.
●Orientations are for new employees. The first several days on the job are
crucial in the success of new employees. This point is illustrated by the fact that
60 percent of all employees who quit do so in the first ten days. Orientation
training should emphasize the following topics:
●Role playing and simulation are training techniques that attempt to bring
realistic decision making situations to the trainee. Likely problems and
alternative solutions are presented for discussion. The adage there is no better
trainer than experience is exemplified with this type of training. Experienced
employees can describe real world experiences, and can help in and learn from
developing the solutions to these simulations. This method is cost effective and is
used in marketing and management training.
●Audiovisual methods such as television, videotapes and films are the most
effective means of providing real world conditions and situations in a short time.
One advantage is that the presentation is the same no matter how many times it's
played. This is not true with lectures, which can change as the speaker is changed
or can be influenced by outside constraints. The major flaw with the audiovisual
method is that it does not allow for questions and interactions with the speaker,
nor does it allow for changes in the presentation for different audiences.
MODELS OF TRAINING:
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.
1. ANALYZE and identify the training needs i.e. 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.
2. DESIGN and provide training to meet identified needs. This step requires
developing objectives of training, identifying the learning steps, sequencing and
structuring the contents
3. DEVELOP This phase requires listing the activities in the training program
that will assist the participants to learn, selecting delivery method, examining
the training material, validating information to be imparted to make sure it
accomplishes all the goals & objectives.
●TRANSITIONAL MODEL:
Transitional 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.
1. VISION – focuses on the milestones that the organization would like to achieve
after the defined point of time. A vision statement tells that where the organization
sees itself few years down the line. A vision may include setting a role mode, or
bringing some internal transformation, or may be promising to meet some other
deadlines.
TRAINING
PROCESS
TRAINING TRAINING
EVALUATION IMPLEMENTATIO
N
• Organizational level
• Individual level
• Operational level
Corporate need and training need are interdependent because the organization
performance ultimately depends on the performance of its individual employee
and its subgroup.
●ORGANIZATIONAL LEVEL:
Training need analysis at organizational level
focuses on strategic planning, business need, and goals. It starts with the
assessment of internal environment of the organization such as, procedures,
structures, policies, strengths, and weaknesses and external environment such as
opportunities and threats. After doing the SWOT analysis, weaknesses can be
dealt with the training interventions, while strengths can further be strengthened
with continued training. Threats can be reduced by identifying the areas where
training is required. And, opportunities can be exploited by balancing it against
costs. For this approach to be successful, the HR department of the company
requires to be involved in strategic planning. In this planning, HR develops
strategies to be sure that the employees in the organization have the required
Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements
at each level.
●INDIVIDUAL LEVEL:
• Peer appraisal
• Competency assessments
• Subordinate appraisal
• Client feedback
• Customer feedback
• Self-assessment or self-appraisal
●OPERATIONAL LEVEL:
Training programs are designed to achieve specific goals that meet felt needs.
There are many benefits of need assessment:
TRAINING-DESIGN
The design of the training program can be
undertaken only when a clear training objective has been produced. The training
objective clears what goal has to be achieved by the end of training program i.e.
what the trainees are expected to be able to do at the end of their training.
Training objectives assist trainers to design the training program.
The trainees – A good training design requires close scrutiny of the trainees and
their profiles. Age, experience, needs and expectations of the trainees are some of
the important factors that affect training design.
Training strategies – Once the training objective has been identified, the
trainer translates it into specific training areas and modules. The trainer prepares
the priority list of about what must be included, what could be included.
Training topics – After formulating a strategy, trainer decides upon the
content to be delivered. Trainers break the content into headings, topics, ad
modules. These topics and modules are then classified into information,
knowledge, skills, and attitudes.
• Dependent relationship
Training tactics – Once the objectives and the strategy of the training program
becomes clear, trainer comes in the position to select most appropriate tactics or
methods or techniques. The method selection depends on the following factors:
• Trainees’ background
• Time allocated
Support facilities – IT can be segregated into printed and audio visual. The
various requirements in a training program are white boards, flip charts,
markers, etc.
Constraints – The various constraints that lay in the trainers mind are:
• Time
• Budget
TRAINING IMPLEMENTATION:
To put training program into effect according to definite plan
or procedure is called training implementation. Training implementation is the
hardest part of the system because one wrong step can lead to the failure of whole
training program. Even the best training program will fail due to one wrong
action. Training implementation can be segregated into:
The trainer – The trainer need to be prepared mentally before the delivery of
content. Trainer prepares materials and activities well in advance. The trainer
also set grounds before meeting with participants by making sure that he is
comfortable with course content and is flexible in his approach.
Physical set-up – Good physical set up is pre-requisite for effective and
successful training program because it makes the first impression on participants.
Classrooms should not be very small or big but as nearly square as possible. This
will bring people together both physically and psychologically. Also, right amount
of space should be allocated to every participant.
• Pairing up the learners and have them familiarized with one another
• Schedule
• Housekeeping arrangements
TRAINING EVALUATION:
The process of examining a training program is called
training evaluation. Training evaluation checks whether training has had the
desired effect. Training evaluation ensures that whether candidates are able to
implement their learning in their respective workplaces, or to the regular work
routines.
FUNCTIONS OF EVALUATION:
There are basically four parties involved in evaluating the result of any training.
Trainer, Trainee, Training and Development department and Line
Manager.
• The Trainee wants to confirm that the course has met personal expectations
and satisfied any learning objectives set by the T & D department at the beginning
of the programme.
• The Trainer concern is to ensure that the training that has been provided is
effective or not.
• Training and Development want to know whether the course has made the
best use of the resources available.
• The Line manager will be seeking reassurance that the time hat trainee has
spent in attending training results in to value and how deficiency in knowledge
and skill redressed.
The problem for many organizations is not so much why training should be
evaluated but how. Most of the organizations overlook evaluation because
financial benefits are difficult to describe in concrete terms.
The process of evaluation is central to its effectiveness and helps to ensure that:
After Training: It is the phase when learner’s skills and knowledge are assessed
again to measure the effectiveness of the training. This phase is designed to
determine whether training has had the desired effect at individual department
and organizational levels. There are various evaluation techniques for this phase.
Techniques of evaluation:
• Observation
• Questionnaire
• Interview
• Self diaries
MAJOR MARKETS:
CSC provides its services to clients in domestic and
international commercial industries and to the U.S. federal, state, and foreign
governments. Segment and geographic information are included in Note 15 to the
consolidated financial statements for the year ended April 3, 2009.
EMPLOYEES:
The Company has offices worldwide, and as of April 3, 2009, employed
approximately 92,000 persons. The services provided by CSC require proficiency
in many fields, such as computer sciences, programming, telecommunications
networks, mathematics, physics, engineering, astronomy, geology, operations,
research, economics, statistics and business administration.
AWARDS AND RANKINGS:
CSC was awarded the SAP Customer Center of Expertise certification for
our work with the U.S. Army’s Logistics Modernization Program (LMP).
SAP (February 2010)
CSC was presented two contractor of the year awards at NASA’s small
business symposium and awards ceremony. (January 2010)
CSC wins NELI Award for Diversity and Inclusion, which represents our
commitment to develop a sustainable culture for our employees, our brand
and our clients. (November 2009)
CSC Asia named one of The Top 75 Strategic Global IT Vendors Managing
Information Strategies (MIS) Asia Magazine (November 2009)
CSC recognized as ‘Best Technology Vendor’ by Reactions Magazine
(November 2009)
ITSMA recognizes CSC’s launch of the first insurance B2B networking site,
WikonnecT, by awarding their Diamond Award for “Best In Class”
Marketing Excellence Award (October 2009)
CSC wins 2009 ‘Best Award’ from the American Society for Training &
Development (October 2009)
The 2009 Black Book of Outsourcing lists CSC as the third best Green
Outsourcing vendor.
Uptime Institute Honors in Global Green 100 for 2009 (April 2009)
CSC'S MISSION:
The mission of CSC is to be a global leader in providing
technology-enabled business solutions and services.
DIVERSITY STATEMENT:
We value the diversity of our employees and the unique
perspectives they bring to CSC. Diversity at CSC not only includes age, race, sex,
sexual orientation/gender identity, genetic information, disabilities, and ethnicity,
but also jobs and functional roles within the company, the markets and clients we
serve, our geographic locations, educational background and whether one joined
CSC independently or through an acquisition or outsourcing arrangement. By
valuing these differences, we demonstrate our commitment to treating everyone
with fairness and respect
ONCE ON-BOARD:
Depending on your role, you will have role based training that
will cover processes and tools utilized in that role. Depending on you work area,
you will participate in technology-based training to enable you to perform your
assigned duties.
CHALLENGE:
Development of necessary competence in employees to
perform their current and future role as per organization’s objectives is critical to
the success of the organization. CSC in India faced the challenge towards
objective evaluation of the gap between the individuals’ existing skills and the
skills required to perform their job assignments. A complete process to capture
relevant training need from different sources, measure training effectiveness and
maintain training records was also not in place. To address these issues, the
training and development practices in CSC in India were more systematically
aligned to training objectives and the business needs.
CSC’S METHODOLOGY:
CSC in India has a dedicated training team setup to manage
technical, behavioral, industry framework (CMM, PCMM), employee
health/welfare (fire drill, stress management) and business continuity (disaster
recovery) training programs.
e) It will help us to develop a model for training and development for all
sectors.
DATA COLLECTION:
To determine the appropriate data for research mainly two kinds of data was
collected namely primary & secondary data as explained below:
Primary Data:
employees, by questionnaires.
Secondary data:
Internet
1. Percentages
LIMITATIONS
The following are the limitations of the study:
The sample size was small and hence the results can have a degree of
variation.
Table 1:
Table showing the age group of the employees in the organization
INTERPRETATION:
From the above details it’s clear that the 32% of the
workers in the organization are of the age 30-40. The next majority of workers
are of the age <30 years.
FIG 1:
<30 yrs
30-40 yrs
40-50 yrs
>50 yrs
Table 2:
INTERPRETATION:
32% of the employees in the organization have income level of
20000-30000. 28% of them get income around 30000-40000. This shows the
change in income level for different works performed in the organization.
FIG 2:
Income level of the employees in the organization
10000-20000
20000-30000
30000-40000
more than 40000
Table 3:
Table showing whether the Organization considers training as a part of
organizational strategy.
INTERPRETATION:
From the above details it’s clear that the organization
considers training as a part of their organizational strategy because training is
very much essential in the present world for the employees to adapt themselves to
the changing circumstances.
FIG 3:
Organization considers training
as a part of
Organizational strategy
Strongly agree
Agree
Disagree
Strongly Disagree
Table 4:
INTERPRETATION:
FIG 4:
Training programmes in a year
0 to 5
6 to 10
11 to 15
More than 15
Table 5:
INTERPRETATION:
From the Table we identify that the new staffs are considered
more in the training process. Next preference is given for the junior staff. This
ensures completion of tasks faster.
FIG 5:
Whom the training is to be given
in the organization
Senior staff
Junior staff
New staff
Based on requirement
Table 6:
Table showing important barriers in Training and Development in the
organization
Total 50 100%
INTERPRETATION:
32% of the employees feel that time is the major barrier in the
organization. There is also lack of interest by the staff in the training process. The
organization must make sure that these barriers are avoided and ensure
completion of tasks faster.
FIG 6:
Money
Table 7:
FIG 7:
Table 8:
Table showing mode of training method used in the organization
Total 50 100%
INTERPRETATION:
FIG 8:
Table 9:
Table showing whether you agree with practice during training session
FIG 9:
Table 10:
From the details given by the respondents it’s clear that most
of the training processes are completed within the reasonable time. This enables
completion of objectives faster.
FIG 10:
Table 11:
Table showing the type of training is being imparted for new recruitments
INTERPRETATION:
FIG 11:
Table 12:
INTERPRETATION:
FIG 12:
Table 12:
Table showing how well the workplace of the training is physically organized
44% of the respondents feel that the workplace has been well
organized. This increases the mentality of the employees a lot. Only a few feel that
some more development is needed.
FIG 12:
Table 13:
Table showing Training and Development you need in your career aspirations
Total 50 100%
INTERPRETATION:
FIG 13:
Formal meeting
procedures
Table 14:
FIG 14:
Remove interference
Table 15:
Table showing whether any appraisal is given in order to motivate them to attend
the training.
FIG 15:
Table 16:
Table showing the skills that the trainer should possess to make the training
effective
INTERPRETATION:
FIG16:
Skills that the trainer should possess to make the training effective
Should possess only
Technical skills
Table 17:
Table showing the time duration given for the training period
FIG17:
Table 18:
Table showing the Reason for shortage of skilled man power at workplace
Total 50 100%
INTERPRETATION:
Many employees feel that the lack of proper guidance and
training has been the major reason for the shortage of skilled manpower at the
workplace. There is also lack of support from the senior staff to the junior staff.
FIG18:
Table19:
FIG 19:
Table 20:
INTERPRETATION:
From the above details it’s clear that the employees have
complained generally about the unplanned training sessions. Many say that they
are wasting their time with long gap between the training sessions.
FIG 20:
Table 21:
INTERPRETATION:
34% of the respondents feel that all the objectives are met
during the training sessions and sometimes it is met according to the need. The
organization must ensure itself about its completion of objectives.
FIG 21:
Table 22:
INTERPRETATION:
FIG 22:
Table 23:
Table showing the Percentage of employee cost for training and development
Total 50 100%
INTERPRETATION:
From the details it’s clear that around 1-2% employee cost are
charged from the employees for the training and development they undergo. This
is because sometimes few employees leave the organization after the training and
it will result in loss for the organization.
FIG 23:
FINDINGS
1. It was found that the training programs by which they can develop their
skills satisfied employees.
2. It was found that the employees were given committee assignments when
they are on-the-job- training. They also have classroom sessions/
assignments as a part of the on-the-job training programs.
6. It was observed that they can overcome their weakness in the training
programs and can develop new skills.
7. The study reveals that the training programs are conducted on the basis of
company training needs.
8. It was observed that employees are satisfied with the training program
followed by the organization.
SUGGESTIONS
4. The training program should be more practical rather than giving lectures.
5. The training program must have problem solving techniques as part of their
of program.
6. The company must help the employees to overcome their weakness at the
time of training program.
CONCLUSION
APPENDIX
1. Name :
□ Yes □No
14. What mode of training method is normally used in your organization?
15. Enough practice is given for us during training session? Do you agree with
this statement?
□Less than 1 month □1-2 month’s □2-4 month’s □More than 4 months
17. What type of training is being imparted for new recruitments in your
organization?
21. What are the conditions that have to be improved during the training
sessions?
22. Employees are given appraisal in order to motivate them to attend the
training. Does u agree with this statement?
□Should possess only Technical skills □Soft skills are more important than
Technical skills □Generalist makes better Personnel managers that
24. The time duration given for the training period is?
26. To perform other jobs in your organization, what training or experience would
you required?
27. What are the general complaints about the training session?
□Take away precious time of employees □Too many gaps between the
sessions □Training sessions are unplanned □Boring and not useful
28. Comment on the degree to which the training objectives are met during the
training sessions:
□All the objectives are met □ Some objectives are met □ Met according to
the need □None of the objectives are met
29. What are the methods to identify training needs in your organization?
BIBLIOGRAPHY