SUMMER TRAINING PROJECT ON
"TRAINING AND DEVELOPMENT" With special reference to
IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT OF MBA PROGRAM
UNDER THE SUPERVISION OF: Mr. Abhishek Srivastava
SUBMITTED BY : Rashmi Singh
Faculty of MBA
Enrl. No. 0813970423
KALI CHARAN NIGAM INSTITUTE OF TECHNOLOGY Naraini Road, Banda, Uttar Pradesh
1
DECLARATION
I, Rashmi Singh, Student of MBA 3 rdsemester of Kali Charan Nigam Institute of Technology, Lucknow (affiliated to Uttar Pradesh Technical University ,
Luckno Lucknow), w), hereby hereby declar declaree that that the resear research ch proje project ct entitl entitled ed “Train “Training ing & Development” with with a spec specia iall stud study y on Reli Relian ance ce comm commun unic icat atio ion n has has been been
completed by me.
The information, facts & findings in this report are based on my indigenous work and are original in nature.
Date:
(Rashmi Singh)
Place:
2
Serial no.
Chapters
Page No.
Preface of the study (a) Purpose Purpose of the study. study. (b) Methodolo Methodology gy of the study. study. (c) Limitati Limitation on of the study. study.
1
2.
Training and development-An introduction.
4
3.
Company Profile
39
4.
Training and development at RELIANCE COMMUNICATION COMMUNICATION
60
1.
5.
Research methodology
68
6.
Analysis and Interpretation of the study
73
7.
Findings of the study
88
8.
Suggestions & Conclusion
91
9.
Bibliography
10.
96
Annexure
98
3
4
PREFACE OF THE STUDY Research report is the inseparable aspect of the professional course today. This is the basic criteria which makes it mandatory for the participants in any curriculum that he/she carries out in his/her his/her own thought thought and blends blends it with the officia officials ls data on the basis basis of which which a complete report is formulated. With the philosophy in mind my research report is based on the training and development programmes carried at Sales department of RELIANCE COMMUNICATON lucknow.
(A)
PURPOSE OF OF TH THE ST STUDY
The entire study has been based on the accomplishment of the following objectives. •
To know the benefits of training and development.
•
To measure measure the effectiveness of the training programme. programme.
•
To know the budget level allocated for the training programme.
•
To know the most effective method of the training programme.
(B)) (B
METH THOD ODO OLO LOGY GY OF TH THE E ST STUDY
Specific and proper methodology was needed to make the project report successful.in this resear research ch report report
the methodol methodology ogy adopted adopted has been concerne concerned d with with techni techniques ques for
collecting primary and secondary data. This project report work of mine was centered in and and arou around nd sales ales depa deparrtmen tmentt wher wheree we gath gather ered ed res respons ponses es from from arou around nd 50 employee.primary data have been gathered on the basis of the structural questionnaire 5
which are designed under the guidance of the company concerned people. The secondary information have been gathered from the company’s internal files and records.
( C ) LIMITATIONS OF THE STUDY
Ther Th eree are are certa certain in limi limita tati tions ons,, whic which h cann cannot ot be rule ruled d out afte afterr taki taking ng all all poss possib ible le precaution regarding the basic rules of personnel departments.
•
First of all, the scope of study is limited as it come only important provisions laid down by govt. for the welfare of the workers.
•
The sample size was small here, the conclusion might not be right for the remaining workers.
•
•
I do not spent very much time with every workers. No consolidate date available; means students depend upon the secondary data.
6
7
TRAINING AND DEVELOPMENT AN INTRODUCTION In this changing and globalization environment organization have to upgrade their work methods, works norms, technical and managerial skills, and employees motivation to face the challenges due to which an employee training is most important in the changing environment because a need for highly specialized workmen is felt in the global way. Organisation and individual should develop and progress simultaneously for their survival and attainment of mutual goals. So every modern management has to develop the organisation through human resource development. Employee training is the important subsystem of human resource development.
Training is an important activity in many organizations. we generally see that a new machines is installed in a factory, it is operated on the trial basis before going into actual production. After an employee is selected, placed and introduced he or she must be provided with training facilities. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Training is a short-term educational process and utilizing a systematic and organised procedure by which employees learn technical knowledge and skills for a definite purpose.
Training improves, changes, moulds the employee’s knowledge, skill, behaviour, aptitude, and attitude towards the requirements of the job and organisation. Training refers to the teaching and learning activities carried on for the primary purpose of helping members of
8
an organisation, to acquire and apply the knowledge, skills, abilities and attitudes needed by a particular job and organisation.
TRAINING Training is a short term process utilizing a systematic and organized procedure by which non managerial person acquire technical knowledge and skill for a definite purpose. It refers to instruction in technical and mechanical operation like operation of some machines. It is designed primarily for non managers, short duration and specific job related purposes.
NEED FOR TRAINING:
Every organisation or established should provide training to all employees irrespective of their qualification, skill, suitability for the job etc. Thus, no organisation can choose whether or not to train employees.
Training is not something that is done once to new employees; it is used continuously in every well run establishment. Further, technological changes, automation, require up-dating the skills and knowledge. As such an organisation has to retrain the old employees.
An employee’s specification may not exactly suit to the requirements of the job and the organisation irrespective of his past experience, qualification, skills, knowledge etc. Thus every management finds deviations between employee’s present specifications and the job requirements and organisational needs.
9
The primary goal or most of the organisations is their viability is continuously influenced by environmental pressure. If the organisation desires to adapt these changes, first it has to train the employees to impart specific skills and knowledge in order to enable them to contribute to the organisational efficiency and to cope with the changing environment.
Every organization in order to survive and to be effective should adopt the latest technology, i.e. mechanization, computerization and automation. Adoption of latest technological means and methods will not be complete until they are manned by employees possessing skill to operate them. So, organisation should train the employees to enrich them in the areas of changing technical skills and knowledge from time to time.
This creates the complex problems of co-ordination and integration and integration of activities adaptable for and adaptable to the expanding and diversifying situations. This situation calls for training in the skills of co-ordination, integration and adaptability to the requirements of growth, diversification and expansion. Companies constantly search for opportunities to improve organisational effectiveness.
Trends in approach towards personnel management has changed from the commodity approach to partnership approach, crossing the human relations approach. So training in human relations is necessary to deal with human problems and to maintain human relations.
Training is also necessary when the existing employee is promoted to the higher level in the organisation and when there is some new job or occupation due to transfer, techniques or technology.
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The need for training also arises to: o
Increase productivity.
o
Improve quality of the product/service.
o
Help a company to fulfils it future personnel needs.
o
Improve organisational climate.
o
Improve health and safety.
o
Prevent obsolescence.
o
Effect the personal growth.
o
Minimize the resistance to change.
The factors discussed above are mostly external factors and they are beyond the personnel manager’s control. These factors often determine the success of training objectives as shown.
Factors
Purposes
Technological Advance
Improved Productivity
Organisational Complexity
Prevention of Obsolescence
Job Requirements
Preparation for Higher Level Jobs
Human Relations
Top Management Support
Learning Principles
Improved Morale
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Personnel Functions
TRAINING OBJECTIVES: Generally line managers ask the personnel manager to formulate the training policies. The Personnel Manager formulates the following training objectives in seeping with the Company’s goals and objectives:
To prepare the employee both new and old to meet the present as well as the changing requirements of the job and the organisation.
To prevent obsolescence.
To impart the new entrants the basic knowledge and skill they need for an intelligent performance of definite job.
To prepare employees for higher level tasks.
To assist employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skills they will need in their particular fields.
To build up a second line of competent officers and prepare them to occupy more responsible positions.
To broaden the minds of senior managers by providing them with opportunities for an interchange of experiences within and outside with a view
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to correcting the narrowness of outlook that may arise from over specialistaion.
To develop the potentialities of people for the next level job.
To ensure smooth and efficient working of a department.
To ensure economical output of required quality.
To promote individual and collective morale, a sense of responsibility, cooperative attitudes and good relationships.
TRAINING METHODS:
As a result of research in the field of training, a number of programmes are available. Some of these are new methods, while others are improvements over the traditional methods. The training programmes commonly used to train operative and supervisory personnel are discussed below. These programmes are classifield into on the job and off the job training programmes.
On-the-job Methods
Off-the-job Methods
* Job rotation
* Vestibule training
* Coaching
* Role playing
* Job instruction or
* Lecture Methods
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* Training through
* Conference or
Step-by-step
Discussion
* Committee Assignments
*Programmed Instruction * Case Studies * Brainstorming
On-The – Job Training Methods:
This type of training, also known as job instruction training, is the most commonly used method. Under this method, the individual is placed on a regular job and taught the skills necessary to perform that job. The trainee learns under the supervision and guidance of a qualified worker or instructor. On the job training has the advantage of giving first hand knowledge and experience under the actual working conditions. On-the-job training methods include job rotation, coaching, job instruction or training through step-by-step and committee assignments.
(a)
JOB ROTATION : This type of training involves the movement of the trainee
from one job to another. The trainee receives job knowledge and gains experience from his supervisor or trainer in each of the different job assignments. Though this method of training is common in training managers for general management positions, trainees can also be rotated from job to job in workshop jobs. This method gives an opportunity to the trainee to understand the problems of employees on other jobs and respect them. 14
(b)
COACHING: The trainee is placed under a particular supervisor functions as a
coach in training the individual. The supervisor provides who feedback to the trainee on this performance and offers him some suggestions for improvement. Often the trainee shares some of the duties and responsibilities of the coach and relieves him of his burden. A limitation of this method of training is that the trainee may not have the freedom or opportunity to express his own ideas.
(c)
JOB INSTRUCTION: This method is also known as training through step by
step. Under this method, trainer explains the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee.
(d)
COMMITTEE ASSIGNMENTS : Under the committee assignment, group of
trainees are given and asked to solve an actual organisational problem. The trainees solve the problem jointly. It develops teamwork.
15
Off- The- Job Training Methods:
Under this method of training, trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance. Since the trainee is not distracted by job requirements, he can place his entire commutation on learning the job rather than spending his time in performing it. There is an opportunity for freedom of expression for the trainees. Off-the-job training monads are as follows:
(a)
VESTIBULE TRAINING : In this method, actual work conditions are simulated
in a classroom. Material, files and equipment those are used in actual job performance are also used in training. This type of training is commonly used for training personnel for clerical and semi-skilled jobs.
(b)
ROLE PLAYING: It is defined as a method of human interaction that involves
realistic behaviour in imaginary situations. This method of training involves action, doing and practice. The participants play the role of certain characters, such
16
as the production manager, mechanical engineer, superintendents, maintenance engineers, quality control inspectors, foreman, workers and the like. This method is mostly used for developing interpersonal interactions and relations.
(c)
LECTURE METHOD: The lecture is a traditional and direct method of
instruction. The instructor organise the material and gives it to a group of trainees in the form of a talk. To be effective, the lecture must motivate and create interest among the trainees. An advantage of lecture method is that it is direct and can be used for a large group of trainees. Thus, costs and time involved are reduced.
(d)
CONFERENCE OR DISCUSSION: It is a method in training the clerical,
professional and supervisory personnel. This method involves a group of people who pose ideas, examine and share facts, ideas and data, test assumptions, and draw conclusions, all of which contribute to the improvement of job performance.
(e)
PROGRAMMED INSTRUCTION: In recent years this method has become
popular. The subject matter to be learned is presented in a series of carefully planned sequential units. These units are arranged from simple to more complex levels of instruction. The trainee goes through these units by answering questions or filling the blanks. This method is expensive and time consuming.
17
THE TRAINING PROCEDURE: One of the parts of this programme was the job instruction-training course, which was concerned with how to teach? The training procedure discussed below is essentially an adoption of the job instruction training course, which has been proved to have a great value.
(a)
Preparing the Instructor : The instructor must know both the job to be taught and
how to teach it. The job must be divided into logical parts so that each can be taught at a proper time without the trainee-losing plan.
•
Know the job or subject he is attempting to teach,
•
Have the aptitude and abilities to teach,
•
Have willingness towards the profession,
18
•
Have a pleasing personality and capacity for leadership,
•
Have the knowledge of teaching principles and methods,
•
Be a permanent student, in the sense that he should equip himself with the latest concepts and knowledge.
(b)
Preparing the Trainee: As in interviewing, the first step in training is to attempt to
place the trainee at ease. Most people are somewhat nervous when approaching an unfamiliar task.
(c)
(d)
Getting Ready to Teach: This stage of the programme is class hour
Planning the programme.
Preparing the instructor’s outline.
Do not try to cover too much material.
Keep the session moving along logically.
Discuss each item in depth.
Repeat, but in different words.
Take the material from standardised texts when it is available.
Presenting the Operation: There are various alternative ways of presenting the
operation, viz., explanation, demonstration etc. An instructor mostly uses these methods of explanation.
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(e)
Explain the sequence of the entire job.
Do the job step-by-step according to the procedure.
Explain the step that he is performing.
Have the trainee explain the entire job.
Try out the Trainee’s Performance: As a Continuation of the presentation
sequence given above, the trainee should be asked to start the job or operative procedure.
(f)
Follow-up: The final step in most training procedures is that of follow-up. When
people are involved in any problem or procedure.
PRINCIPLES OF TRAINING: Motivation: As the effectiveness of an employee depends on how well he is motivated by management, the effectiveness of learning also depends on motivation. The trainee will acquire a new skill or knowledge thoroughly and quickly if he or she is highly motivated. Thus, the training must be related to the desires of the trainee.
It has been found by various research studies that there is a relation between learning rapidly and effectively and providing right information specifically, and as such the trainer should not give excessive information or information that can be misinterpreted. The trainee also wants to learn a new skill without much difficulty and without handing too much or
20
receiving excessive information or wrong type of progressive information. So, the trainer has to provide only the required amount of progressive information specifically to the trainee.
The effectiveness of the trainee in learning new skills or acquiring new knowledge should be reinforced by means of rewards and punishments. Punishments are also called negative reinforcements. Management should take care to award the successful trainees.
A trainee should actively participate in the training programmes in order to make the learning programme an effective one. Continuous and long practice is highly essential for effective learning.
It is not clear whether it is best to teach the complete job at a stretch or dividing the job into parts and teaching each part at a time. If the job is complex and requires a little to long to
learn, it is better to teach part of the job separately and then put the parts together into an effective complete job.
Difference: Individual training is costly, and group training is economically viable and advantageous to the organisation. But individuals very in intelligence and aptitude from person to person. So the trainer has to adjust the training programme to the individual abilities and aptitude.
Areas of Training :
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Organisations provide training to their employees in the following areas: 1) Company policies and procedures. 2) Training in Specific Skills. 3) Human relations Training. 4) Problem solving Training. 5) Managerial and Supervisory Training. 6) Apprentice Training.
Company policies and procedures: This area of training is to be provided with a view to
acquainting the new employee with the Company Rules, Practices, Procedures, Tradition, Management, Organisation Structure, Environment Product Services offered by company etc.
This acquaintance enables the new employee to adjust himself with the changing situations. Information regarding company rules and policies creates favorable attitudes of
confidence in the minds of new employee about the company and its products/services, as well as it develops in him a sense of respect for the existing employees of the company and the like.
The company also provides first hand information to the employee about the skills needed by the company, its development programmes, quality of product/services and the like. This enables the new employees to know his share of contribution to the organization’s growth and development.
22
Training in Specific Skills: This area of training is to enable the employee more effective
on the job. The Trainer trains the employee regarding various skills necessary to do the actual job. For example, the clerk in the bank should be trained in the skills of making entries correctly in the edge, skills and arithmetical calculations, quick comparison of figures, entries and the like. Similarly, the technical officers are to be trained in the skills of project appraisal, supervision, follow-up and the like.
Human Relations Training: Human relations training assumes greater significance in
organizations as employees have to maintain human relations not only with other employees but also with their customers. Employees are to be trained in the areas of self-learning, interpersonal competence group dynamics, perception, leadership styles, motivation, grievance redressal, disciplinary procedure and the like. This training enables the employees for better team work, which leads to improved efficiency and productivity of the organization.
Problem Solving Training: Most of the organisational problems are common
to the employees dealing the same activity at different levels of the organisation. Further some of the problems of different managers may have the same root cause. Hence, management may call together all managerial personnel to discuss common problems so as to arrive at effective solutions across the table. This not only helps in solving the problems but also serves as a forum for the exchange of ideas and information that could be utilised. The
23
trainer has to organise such meetings, train and encourage the trainees to participated actively in such meetings.
Managerial and Supervisory Training : Even the non-managers sometimes perform
managerial and supervisory functions like planning, decision-making, organising, maintaining inter-personal relations, directing and controlling. Hence management has to train the employee in managerial and supervisory skills also.
Apprentice Training: The Apprentice Act, 1961 requires industrial units of specified
industries to provide training in basic skills and knowledge in specified trades to educated employees /apprentices with a view to improving their employment opportunities or to enable them to start their own industry. This type of training generally ranges between one year to four years. This training is generally used for providing technical in the areas like trades, crafts etc.
ADVANTAGES OF TRAINING: The contributions of imparting training to a Company should be readily apparent. The major values are:
Increased Productivity: An increase in skill usually results in an increment in both quality
and quantity of output. However, the increasingly technical nature of modem jobs demands systematic training to make possible even minimum levels of accomplishment.
Heightened Morale: Possession of needed skills help to meet such basic human needs as
security and ego satisfaction. Collaborate personnel and human relations programmes can
24
make a contribution toward morale, but they are hollow shells if there is no solid core of meaningful work down with knowledge, skill and pride.
Reduced Supervision: The trained employee is one who can perform with limited
supervision. Both employee and supervisor want less supervision but greater independence is not possible unless the employee is adequately trained.
Reduced Accidents: More accidents are caused by deficiencies in people than by
deficiencies in equipment and working conditions. Proper training in both job skills and safety attitudes should contribute toward a reduction in the accident rate.
Increased Organisational Stability: The ability of an organisation to sustain its
effectiveness despite the loss of key personnel can be developed only through creation of a reservoir of employees. Flexibility, the ability to adjust to short-run variations in the volume of work requires personnel with multiple skills to permit their transfer to jobs where the demand is highest.
IMPORTANCE OF TRAINING:
Training Benefits the Organisation. •
Leads to improved profitability and/or more positive attitudes toward profits orientation.
•
Improves the job knowledge and skills at all levels of the organisation.
•
Improves the morale of the workforce.
•
Helps people identify with organisational goals.
•
Helps create a better corporate image.
25
•
Aids in understanding and carrying out organisational policies.
•
Provides information for future needs in all areas of the o rganisation.
•
Organisation gets more effective decision-making and problem solving.
•
Helps keep costs down in many areas, e.g. production, personnel, administration, etc.
•
Develops a sense of responsibility to the organisation for being competent and knowledgeable.
•
Improves labour-management relations.
•
Benefits to the Individual, Which in Turn Ultimately Should Benefit the Organisation:
•
Helps the individual in making better decisions and effective problem solving.
•
Through
training
and
achievement, growth,
development, responsibility
motivational and
variables
advancement
are
of
recognition,
internalised
and
operationalised. •
Aids in encouraging and achieving self-development and self-confidence.
•
Helps a person handle stress, tension, frustration and conflict.
•
Provides information for improving leadership knowledge, communication skills and attitudes.
•
Increases job satisfaction and recognition.
•
Moves a person toward personal goal while improving interactive skills.
•
Satisfies, personal needs of the trainer (and trainee).
•
Provides the trainee an avenue for growth and a say in his/her own future.
•
Develops a sense of growth in learning.
26
•
Benefits in Personnel and Human Relations, Intra and Inter group Relations and Policy Implementation:
•
Improves communication between groups and individuals.
•
Aids in orientation for new employees and those taking new jobs through transfer or promotion.
•
Provides information on equal opportunity and affirmative action.
•
Provides information on other governmental laws and administrative policies.
•
Improves interpersonal skills.
•
Makes organization policies, rules and regulations viable.
•
Improves morale.
•
Builds cohesiveness in groups.
•
Provides a good climate for learning, growth, and co-ordination.
•
Makes the organisation a better place to work and live.
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TRAINING THE TRAINERS:
When an instructor is required for a training programme, the person should have a comprehensive understanding of the training material, the subject matter, and the techniques necessary for the effective presentation of the material. The roles of instructors can very widely depending upon the training developer’s design for the instructor. Typical roles for the instructor are those of traditional lecturer, administrator, facilitators, expert, and feedback provider. An instructor may assume all the roles in a single programme or session or may rely solely on one for a training programme. Trainer Training, Therefore, must include the entire array of activities from classroom demeanor to discipline. Formal training for trainer generally takes a three-fold course training principles and practices; techniques of classroom behavior; and observation and practice; in the classroom. Trainer must also be taught the methods used for providing feedback. In a simple stimulus-response situation, such as in the target shooting example where shooter must know where he hit in previous round to improve, the feedback is simple. The trainer must suppress value judgment in giving feedback. Feedback must be objective, unless the task is to please another person.
CHOOSING TRAINERS AND TRAINEES:
Great care must be exercised in choosing effective instruction or trainees, for in a very real sense; the success or the training programme is dependent on the persons who perform the training task. These are little doubt that trainers themselves need to be trained and a group of trained trainers could from the nucleus around which the entire trainer effort of the company can be built.
28
Another planning factor is the selection of trainees who will participate in the programmes. In a large number of cases, this is fairly because many straining programmes are resigned and developed with a particular segment or category of employees in mind. In other cases, where more general courses are designed, groups of workers may be rotated through them so that over a period of time, a large cross section is exposed to such programmes.
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DEVELOPMENT
In contrast a development is along term process utilizing a systematic and organized procedure by which managerial personnel get conceptual and theoretical knowledge it is not technical knowledge or skills but philosophical theoretical educational concept. It is considered more general than training and more oriented to individuals needs in addition to organized needs and it is most often aimed towards management people. Usually the intent of development is to provide knowledge and understanding function more effectively such as problem solving decision making and relating to people
Development:
Successful candidate placed on the job need training to perform their duties effectively. Workers must be trained to operate machines, reduce scrap and avoid accidents. It is not only the workers who need training.
Another component of a training and development programme is development which is less skill oriented but stresses on knowledge about business environment, management principles and technique, human relations, specific industry analysis and the like is useful for better management of a company. Supervisors, managers and executives also need to be developed in order to enable them to grow and acquire maturity of though and action.
30
Training and development constitute an ongoing process in an organisation. In simple terms, training and development refer to the importing of specific skills abilities and knowledge to an employee.
NATURE AND SCOPE OF TRAINING AND DEVELOPMENT
In simple terms training and development refers to the imparting of specific skill and abilities and knowledge to employee. A formal definition of training and development is……..
…….is a attempt to improve current future employee performance by increasing an employee ability to perform through learning usually by changing the employee attitude and increasing his or her knowledge. The need for training and development is determined by the employee performance deficiency as follows:
TRAINING AND DEVELOPMENT NEED =
STANDARD PERFORMANCE.
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PERFORMANCE
–ACTUAL
TRAINING AND DEVELOPMENT DISTINCTION
LEARNING
DEVELOPMENT
TRAINING
DIMENSION WHO
Non-managers
managers
WHAT
Technical-mechanical
Theoretical
operation
ideas
WHY
Specific
job
related
conceptual
General knowledge
information
WHEN
Short term
Long run
Training is a continuous systematic development among all levels of employees of that knowledge and their skills and attitude which contribute to their welfare and their company.
Manager development concerns the mean by which person cultivate those skills which application will improve the efficiency and effectiveness with which the anticipated result of the particular organizational segment are achieved.
Training is an organised procedure by which learning of knowledge or skill for definite purpose.
32
Development is a systematic process of training and growth by which an individual gain or apply knowledge skill etc. in short development brings about a change in personality also.
33
THE TRAINING PROCESS
Important steps in a typical training process:
34
ORGANISATIONAL OBJECTIVE
ASSESSMENT OF TRAINING NEEDS
ESTABLISHMENT OF TRAINING GOALS
DEVISING OF TRAINING PROGRAMME
IMPLEMENTATION OF TRAINING PROGRAMME
EVALUATION OF RESULT
35
EVALUATION OF TRAINING PROGRAMME: The specification of values forms a basis for evaluation. The basis of evaluation and the mode of collection of information necessary for evaluation should be determined at the planning stage. The process of training evaluation has been defined as “any attempt to obtain information of the effects of training performance, and to assess the value of training in the light of that information.” Evaluation leads to controlling and correcting the training programme. Hamblin suggested five levels at which evaluation of training can take place, via reactions, learning, job behavior, organization and ultimate value.
I.
Reaction:
Training programme is evaluated on the basis of trainee’s reactions to
the usefulness of coverage of the matter, depth of the course content, method of presentation, teaching methods etc. II.
Learning:
Training programme, trainer’s ability and trainee ability are evaluated
on the basis of quantity of content learned and time in which it is learned and learner’s ability to use or apply, the content he learned. III.
Job Behaviour: This evaluation includes the manner and extent to which the trainee
has applied his learning to his job. IV.
Organisation: This evaluation measures the use of training, learning and change in the
job behavior of the department/organisation in the form of increased productivity, quality, morale, sales turnover and the like.
36
V.
Ultimate Value: It is the measurement of ultimate result of the contributions of the
training programme to the Company goals like survival, growth, profitability etc., and to
the individual goals like development of personality and social goals like maxmising social benefit.
Essential Ingredients for a Successful Evaluation: There are three essential ingredients in a successful evaluation. They are: (a)
Support throughout the evaluation process. Support items are human resources,
time, finance, equipment and availability of data source, records etc. (b)
Existence of open communication channels among top management,
participants and those involved in providing data etc. (c)
Existence of sound management process.
Bases of Evaluation:
Training programme can be evaluated on the basis of various factors like production factor, general observation, human resource factor, performance, tests, cost-value relationship etc.
Production Factors: In operative training, the prime measure of worth is that of productivity.
Productivity rates covering both quantity and quality are good indicators of the values of training. In most business situations these rates will have to be obtained before and after
37
training. In an experimental situation, a control group that does not receive training could be compared with the one that does in order to ascertain the effect of training. Management will generally look first at production and wastage rates to determine the worth of operative training. The other production factors are decrease in unit time and unit cost of production and reduction in space or machine requirements.
General Observations: General observation should not be overlooked as a means of training
evaluation. The immediate supervisor is often a good judge of the skill level of his subordinates. For on-the-job training programmes, the supervisor is, in effect, the judged of his or her own efforts. If the supervisor is treated as a part of the professional management of the organisation and is properly selected and trained, this self-analysis and appraisal can be quite accurate and objective. The efficient supervisor observes accurately the level of skill and knowledge acquired by the trainee during the training programme. Me also observe how effectively the trainees apply the acquired skill and kn owledge to the present and future jobs.
Human resource Factor: Training programme can also be evaluated on the basis of
employee satisfaction, which in turn can be viewed on the basis of:
(a)
Decrease in employee turnover.
(b)
Decrease in absenteeism.
(c)
Decrease in number and severity of accidents.
(d)
Betterment of employee morale.
(e)
Decrease in grievance and disciplinary cases.
38
(f)
Reduction in time to earn piece rates.
(g)
Decrease in number of discharges or dismissals.
Performance Tests: In the immediate sense, the specific source of training can be evaluated
in terms of written and performance tests. The test is supported by a sample of what the trainee knows or can do. Successful accomplishment of the tests would indicate successful training. But the true test is whether or not what has been learned in training is successfully transferred and applied to the job. It is dangerous to rely upon tests alone to demonstrate the true value of training. Performance appraisal on the job before and after training may be supplemented to the tests.
Cost-Value Relationship: Cost factor in training should be taken into consideration in
evaluating the training effectiveness. Cost of various techniques of training and their value in the form of reduced learning time, improved learning and higher performance can be taken into account. Cost of training includes cost of employing trainers, and trainees, providing the means to learn, maintenance and running of training centers, wastage, low level of production, opportunity cost of trainers and trainees etc. The value of the training includes increased value of human resources of both the trainee and trainer and their contribution to raise production, reduce wastage, breakage, minimization of time requirement etc.
Cost-value relationship of a training programme or a training technique is helpful in:
a. Determining the priorities for training (for present and potential managers, age structure of the trainees etc.).
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b. Matching the employee and job through training. c. Determining the work of management sacrifices (like time taken by training programme, non-availability of staff for production during training period etc.). d. Choosing the right training method. e. And one of the possible combinations of the methods of training evaluation listed below can be used by an organisation for evaluation depending upon the need and convenience.
THE VARIOUS METHODS OF TRAINING EVALUATION ARE: I. Immediate assessment of trainees’ reaction to the programme. II. Trainees’ observation during training programme. III. Knowing trainees’ expectations before the training programme and collection their views regarding the attainment of the expectations after training. IV. Seeking opinion of trainee’s superior regarding his/her job performance and behaviour before and after training. V. Evaluation of trainee’s skill level before and after training programme. VI.
Measurement of improvement in trainees on the job behavior.
VII. Examination of testing system before and after sometime of the training programme. VIII. Measurement of trainee’s attitudes after training programme. IX. Cost-benefit analysis of the training programme. 40
X.
Seeking opinion of trainee’s colleagues regarding his/her job performance and behavior.
XI. Measurement of levels in absenteeism, turnover, wastage/scrap, accidents, breakage of the machinery during pre and post period of the training programme. XII. Seeking opinions of trainee’s subordinates regarding his/her job performance and behaviour.
Feedback:
Training evaluation information should be provided to the trainer and/ or
instructors, trainees and all other parties concerned for control, correction and improvement of trainees activities. Further the training evaluator should follow it up to ensure implementation of the evaluation reported every stage. Feedback information can be collected on the basis of questionnaire or through interview. Model questionnaire for feedback information regarding the programme of the Training.
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PHASES IN TRAINING PROGRAMS VARIOUS PHASES OF TRAINING PROGRAM THROUGH WHICH A TRAINING IN THE ORGNISATION PASSES.
FIRST PHASE - TRAINING ASSESMENT
TRAINING NEEDS
First identify the weakness in selling skill by management & survey of sales representatives and customer.
Increase sale, lowered turnover, better morale, control, PROGRAMS OBJECTIVES
improve customer relation, lower selling cost, better use
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of time, and most of all setting specific objective, improve prospecting, handling objection, strengthen closing techniques.
WHO SHOULD BE TRAINED
HOW MUCH TRAINING
Recruits, existing sales force, refresher course, independent representative dealers distributors, users
Half day, 2-3 days, 6 months, continual
IS NEEDED
SECOND PHASE – PROGRAMS DESIGNING WHO SHOULD IMPART specialist. THE TRAINING
WHEN SHOULD TRAINING TAKE PLACE
Line personal, Staff - trainers, Outside sales s
After field experience, Push them of the dock (delayed) continual.
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WHERE SHOULD TRAINING BE DONE
Centralized, Decentralized field sales office, Senior sales people, On- The- Job training, Local sales school, Local sales seminar or clinic
CONTENT OF TRAINING
Attitude towards selling, Company knowledge, Product knowledge and application, knowledge of competitive products, knowledge of customers, Time management, skills, legal constraints on selling and selling skill.
Lectures, Discussion, Demonstration, Role playing, TEACHING METHOD USED IN TRAINING
Audio cassette, Video enhance training, On- The –Job training, Company assistance training, Business TV.
THIRD PHASE - EVALUATION
WHAT OUTCOMES WOULD BE EVALUATED
WHAT MEASURES WOULD BE USED ROR EVALUATION
Reaction, Learning, Behaviours, Result
Questionnaire, Observational, Performance Appraisal Reports, Ranking
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Lectures, Discussion, Demonstration, Role playing, Audio cassette, Video enhance training, On- The –Job training, Company assistance training, Business TV.
45
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RESEARCH METHODOLOGY RESEARCH METHODOLOGY is a way to systemically solve the research problem. It may be understood as a science of studying how research is done. and it to study the various steps that are generally adopted by a researcher in studying his research problem it is necessary for the researcher to design the methodology form the problem as a method differ from problem problem.
RESEARCH PROCESS
Before embarking on the detail of research methodology and the techniques it seems appropriate to present the brief overview of the research process. Research process consists of series of action or steps necessary to effectively carried out the research and the desired sequencing of these steps one should remember that the desired sequencing of these steps. One should remember that various steps involve in a research process are not mutually exclusive nor they are separate and distinct they do not necessarily follow each other. any specific order and researcher have to be constantly anticipating at each steps in the research process however the following order concerning various steps provide a useful procedural guideline regarding the research process.
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DEFINING THE PROBLEM :
The objective of the project was to undertake a study on the training and development of the employee working in the RELIANCE COMMUNICATION with a view to know the improvement in the performance after the training programme was imparted to them.
DEVELOP A RESEARCH DESIGN
Research design is a conceptual structure within which research is conducted; it is basically the blue print for a collection of data, measurement and analysis of data. “A research design is the arrangement of conditions for collection and analysis of data in manner that aims to combine relevance to research purpose with economy in procedure”.
My research design is of descriptive type. A descriptive research includes survey fact finding and enquiries of different kinds with a major purpose of description of affairs as it exist in present.
Data collection. I have used primary and secondary data for which a comprehensive questionnaire was prepared and was got filled up by the employee of the organization
Primary data Questionnaires: A formal list of the questions answered by the employee of
RELIANCE COMMUNICATION and later analysis the responses.
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We have used structured questionnaire as a formal list of question produces more reliable results.
Direct personal: personal interview is versatile and flexible. Interview: Direct face to face conversation help in getting accurate data.
secondary data
Internet Books Journal Manuals Annual reports
SAMPLING
Sampling procedure includes finite types of universe with random sampling which comes under probability method of sampling because under this method every item of the universe has a equal chance of being selected and no place for biases ness.
SAMPLING DESIGN
A sampling design is a definite plan for obtaining a sample for a given population. It refers to the techniques and procedure the researcher would adopt in selecting items for sample design is determined before data is collected. The sample size should also be ascertained before starting the research programme. I have choosen a sample size of the 50 employee.
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DATA COLLECTION The task of data collection begins after research problem has been defined and research design/ plan chalked out while deciding about the data collection to be used for studying two types of data is used.
Primary data: Are those which are collected fresh and for first time and thus happen to be
original in character
Secondary data: On the other hand are those which have already been collected by some one
else and which have been already passed on. the method of collecting primary and secondary data differs since primary data are to be originally collected while in case in secondary data the nature of data collections works is merely that of compilation.
PROCESSING AND ANALYSIS OF DATA
The data after collection have to be processed and analyzed in accordance with the outline laid down for the purpose of the time of developing the research a plan this is essential for a scientific study and for insuring that we have all relevant data for making comparison and analysis. The term analysis refers to the
computation of certain measures along with
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searching for patterns of relationship that exist among the data groups the term processing technically speaking implies editing, coding, classification and tabulation of collected data.
INTERPRETATION
It refers to the task of drawing inferences from the collected facts after a study. No research is complete until and unless its results are extracted and shown in a presentable form. Thus the next steps is to show findings in crystal clear manner with the help of graphs and chart that data and finding must be presented in a manner so that one could easily make out things for them without any guidance and help.
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COMPANY PROFILE
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COMPANY PROFILE Reliance Communications is the outcome of the late visionary Dhirubhai Ambani's (1932-2002) dream to herald a digital revolution in India by bringing affordable means of information and communication to the doorsteps of India's vast population. "Make the tools of communications available to people at an affordable cost, they will overcome the handicaps of illiteracy and lack of mobility", Dhirubhai Ambani charted out the mission for Reliance Communications in late 1999. He saw in the potential of information and communication technology an once-in-alifetime opportunity for India to leapfrog over its historical legacy of backwardness and underdevelopment.
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VISION OF THE COMPANY Reliance Communications envisions a digital revolution that will bring about a New Way of Life. A Digital Way of Life. For a New India. With mobile devices, netways and broadband systems linked to powerful digital networks, Reliance Communications will usher fundamental changes in the social and economic landscape of India. Reliance Communications will help men and women connect and communicate with each other. It will enable citizens to reach out to their work place, home and interests, while on the move. It will enable people to work, shop, educate and entertain themselves round the clock, both in the virtual world and in the physical world. It will make available television programmes, movies and news capsules on demand. It will unfurl new simulated virtual worlds with exhilarating experiences behind the screens of computers and televisions. Users of Reliance Communication’s full range of services would no longer need audiotapes and CDs to listen to music. Videotapes and DVDs would not be necessary to see movies. Books and CD ROMs would not be needed to get educated. Newspapers and magazines would not be required to keep abreast of events. Vehicles and wallets will become unnecessary for shopping.
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Reliance Communications will disseminate information at a low cost. "Make a telephone call cheaper than a post card". These prophetic words of Dhirubhai Ambani will be a metaphor of profound significance for Reliance Communications. Reliance Communications will regularly unfold new applications. Continually adapt new digital technologies. Create new customer experiences. Constantly strive to be ahead of the world. Reliance Communications will transform thousands of villages and hundreds of towns and cities across the country. Above all, Reliance Communications will pave the way to make India a global leader in the knowledge. “We will leverage our strengths to execute complex global-scale projects to facilitate leading-edge information and communication services affordable to all individual consumers and businesses in India. We will offer unparalleled value to create customer delight and enhance business productivity. We will also generate value for our capabilities beyond Indian borders and enable millions of India's knowledge workers to deliver their services globally.”
NETWORK
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Telecommunication
networks
are
the
infrastructure
for
provisioning
Communications services. All businesses today are dependent on telecom to continue their day-to-day operations. The range and quality of services that can be provisioned is determined by the quality of the network deployed. The Reliance Communications network consists of 60,000 kilometers of optical fiber cables spanning the length and breadth of India. These cables can carry thousands of billions of bits per second and can instantly connect one part of the country with another. This physical network and its associated infrastructure will cover over 600 cities and towns in 18 of the country's 21 circles, 229 of the nation’s 323 Long Distance Charging Areas (LDCAs) and broadband connectivity to over 190 cities. This infrastructure will be backed by state-ofthe-art information management systems and a customer-focused organization. An interesting aspect of the network is the manner in which these fibers are interconnected and deployed. Reliance's architecture is so fault-tolerant that the chances of failure are virtually nil. Reliance's ring and mesh architecture topology is the most expensive component to implement, but assures the highest quality of uninterrupted service, even in the event of failure or breakage in any segment of the network. Reliance has 77 such rings across the country with at
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least three alternative paths available in metros. Connected on this topology, the service has virtually no chance of disruption in quality performance. Reliance's objective is to create value for our customers. Reliance will innovate ceaselessly so that state-of-the-art technology can be leveraged to create products and services that are affordable. Access networks determine the services that can finally be delivered to customer. Our network has wire line access technologies based on fiber as well as copper. Fiber in the access network makes broadband services easy to deploy. The wireless access network deployed for CDMA 1X is spectrum efficient and provides better quality of voice than other networks and higher data rates. CDMA 1X also provides an up gradation path to future enhancements.
RELIANCE - ADA Group BUSINESS Wireless Broadband Rural Communication Reliance World Carrier Business Infrastructure Business
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INDIA ’S LEADING INTEGRATED TELECOM COMPANY
Reliance Communications is the flagship company of the Anil Dhirubhai Ambani Group (ADAG) of companies. Listed on the National Stock Exchange and
the
Bombay
Stock
Exchange,
it
is
India’s
leading
integrated
telecommunication company with over 48 million customers. Our business encompasses a complete range of telecom services covering mobile and fixed line telephony. It includes broadband, national and international long distance services and data services along with an exhaustive range of value-added services and applications. Our constant endeavour is to achieve customer delight by enhancing the productivity of the enterprises and individuals we serve. Reliance Mobile (formerly Reliance India Mobile), launched on 28 December 2002, coinciding with the joyous occasion of the late Dhirubhai Ambani’s 70th birthday, was among the initial initiatives of Reliance Communications. It marked the auspicious beginning of Dhirubhai’s dream of ushering in a digital revolution in India. Today, we can proudly claim that we were instrumental in harnessing the true power of information and communication, by bestowing it in the hands of the common man at affordable rates.
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We endeavour to further extend our efforts beyond the traditional value chain by developing and deploying complete telecom solutions for the entire spectrum of society
Reliance Group: Looking back, looking forward
Reliance – Anil Dhirubhai Ambani Group, an offshoot of the Reliance Group founded by Shri Dhirubhai H Ambani (1932-2002), ranks among India’s top three private sector business houses in terms of net worth. The group has business
interests
that
range
from
telecommunications
(Reliance
Communications Limited) to financial services (Reliance Capital Ltd) and the generation and distribution of power (Reliance Energy Ltd). Reliance – ADA Group’s flagship company, Reliance Communications, is India's largest private sector information and communications company, with over 48 million subscribers. It has established a pan-India, high-capacity, integrated (wireless and wireline), convergent (voice, data and video) digital network, to offer services spanning the entire infocomm value chain. Other major group companies — Reliance Capital and Reliance Energy — are widely acknowledged as the market leaders in their respective areas of operation.
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Reliance Energy Ltd.
Harmony
Reliance Life Insurance
Reliance Mutual Fund
Reliance Communications
Reliance Anil Dhirubhai Ambani Group
Reliance Portfolio Management Service Reliance General Insurance
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CHAIRMAN'S PROFILE Anil D. Ambani
Regarded as one of the foremost corporate leaders of contemporary India,Shri Anil D Ambani, 48, is the chairman of all listed companies of the Reliance ADA Group, namely, Reliance Communications, Reliance Capital, Reliance Energy and Reliance Natural Resources limited. He is also Chairman of the Board of Governors of Dhirubhai Ambani Institute of Information and Communication Technology, Gandhi Nagar, Gujarat. Till recently, he also held the post of Vice Chairman and Managing Director of Reliance Industries Limited (RIL), India’s largest private sector enterprise. Anil D Ambani joined Reliance in 1983 as Co-Chief Executive Officer, and was centrally involved in every aspect of the company’s management over the next 22 years. He is credited with having pioneered a number of path-breaking financial innovations in the Indian capital markets. He spearheaded the country’s first 62
forays into the overseas capital markets with international public offerings of global depositary receipts, convertibles and bonds. Starting in 1991, he directed Reliance Industries in its efforts to raise over US$ 2 billion. He also steered the 100-year Yankee bond issue for the Company in January 1997. He is a member of:
Wharton Board of Overseers, The Wharton School, USA
Central Advisory Committee, Central Electricity Regulatory Commission
Board of Governors, Indian Institute of Management, Ahmedabad
Board of Governors Indian Institute of Technology, Kanpur
In June 2004, he was elected for a six-year term as an independent member of the Rajya Sabha, Upper House of India’s Parliament a position he chose to resign voluntarily on March 25, 2006. Awards and Achievements:
Conferred the ‘CEO of the Year 2004’ in the Platts Global Energy Awards.
Rated as one of ‘India’s Most Admired CEOs’ for the sixth consecutive year in the Business Barons – TNS Mode opinion poll, 2004.
Conferred ‘The Entrepreneur of the Decade Award’ by the Bombay Management Association, October 2002
Awarded the First Wharton Indian Alumni Award by the Wharton India Economic Forum (WIEF) in recognition of his contribution to the 63
establishment of Reliance as a global leader in many of its business areas, December 2001
Selected by Asia week magazine for its list of ‘Leaders of the Millennium in Business and Finance’ and was introduced as the only ‘new hero’ in Business and Finance from India, June 1999.
Board of Directors:
Shri Anil D. Ambani - Chairman
Prof. J Ramachandran
Shri S.P. Talwar
Shri Deepak Shourie
Shri A.K.Purwar
Corporate Governance:
Organizations, like individuals, depend for their survival, sustenance and growth on the support and goodwill of the communities of which they are an integral part, and must pay back this generosity in every way they can... This ethical standpoint, derived from the vision of our founder, lies at the heart of the CSR philosophy of the Reliance – ADA Group. While we strongly believe that our primary obligation or duty as corporate entities is to our shareholders – we are just as mindful of the fact that this imperative does not exist in isolation; it is part of a much larger compact which
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we have with our entire body of stakeholders: From employees, customers and vendors to business partners, eco-system, local communities, and society at large. We evaluate and assess each critical business decision or choice from the point of view of diverse stakeholder interest, driven by the need to minimize risk and to pro-actively address long-term social, economic and environmental costs and concerns. For us, being socially responsible is not an occasional act of charity or that onetime token financial contribution to the local school, hospital or environmental NGO. It is an ongoing year-round commitment, which is integrated into the very core of our business objectives and strategy. Because we believe that there is no contradiction between doing well and doing right. Indeed, doing right is a necessary condition for doing well. Privacy Policy
Welcome to this Reliance Communications website. We at Reliance Communications respect the privacy of everyone who visits this website and are committed to maintaining the privacy and security of the personal information of all visitors to this website. Our policy on the collection and use of personal information and other information is outlined below. Personal information
1. We do not require personal information to obtain access to most of our website.
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2. We collect personal information from our visitors on a voluntary basis. Personal information may include name, title, company, address, phone number, email address, and other relevant data. Questions or comments submitted by visitors may also include personal information. 3. We collect and use personal information for business purposes in order :
That you may download product information, order products and take advantage of certain other features of our website.
To provide information or interactive services through this website, to your e-mail address or, where you wish it to be sent by post, to your name and postal address.
To seek your feedback or to contact you in relation to those services offered on the our website .
To process orders or applications submitted by you.
To administer or otherwise carry out our obligations in relation to any agreement you have with us.
To anticipate and resolve problems with any goods or services supplied to you.
To create products or services that may meet your needs.
To process and respond to requests, improve our operations, and communicate with visitors about our products, services and businesses.
To allow you to subscribe to our news letter.
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4. We will not use or share, either within Reliance Communications or with a third party, any information collected at this page for direct marketing purposes. Because of the nature of the Internet, we may transmit the information to another country, but among Reliance Communications and its affiliates, for purposes other than direct marketing, such as for storage, or for carrying out the processing detailed above, or because of where our servers are located, but we do not provide or use personal information to unrelated businesses for direct marketing purposes. 5. To the extent required or permitted by law, we may also collect, use and disclose personal information in connection with security related or law enforcement investigations or in the course of cooperating with authorities or complying with legal requirements. 6. We may also remove all the personally identifiable information and use the rest for historical, statistical or scientific purposes. 7. If you e-mail us, you are voluntarily releasing information to us. Your e-mail address will be used by Reliance Communications to respond to you. We will not use the information that can identify you, such as your e-mail address, for direct marketing purposes. 8. In addition, we may have collected similar information from you in the past. By entering this website you are consenting to the terms of our information privacy policy and to our continued use of previously collected information. By submitting your personal information to us, you will be treated as having given your permission for the processing of your personal data as set out in this policy.
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Non personal information
1. At this web site, information sent by your web browser, may be automatically collected. This information typically includes your domain name (the site after the @ in your e-mail address). It may also contain your user name (the name before the @ in your e-mail address). Other examples of information collected by our server include the Internet protocol (IP) address used to connect the visitor's computer to the Internet, operating system and platform, the average time spent on our website, pages viewed, information searched for, access times, websites visited before and a visitor visits our website, and other relevant statistics. The amount of information sent depends on the settings you have on your web browser; please refer to your browser if you want to learn what information it sends. 2. All such information will be used only to assist us in providing an effective service on this website. We may from time to time supply the owners or operators of third party websites from which it is possible to link to our website with information relating to the number of users linking to our website from such third party website. You cannot be identified from this information. 3. We use the information we automatically receive from your web browser to see which pages you visit within our website, which website you visited before coming to ours, and where you go after you leave. We at Reliance Communications can then develop statistics that are helpful to understanding how our visitors use this website. We use this information in the aggregate to measure the use of our website and to administer and improve our website. This statistical data is interpreted by Reliance Communications in its continuing
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effort to present the website content that visitors are seeking in a format they find most helpful. Information placed on your computer
We may store some information such as cookies on your computer when you look at our website. Cookies are pieces of information that a website transfers to the hard drive of a visitor's computer for record-keeping purposes. This information facilitates your use of our website and ensures that you do not need to re-enter your details every time you visit it. You can erase or choose to block this information from your computer if you want to; please refer to your browser settings to do so. Erasing or blocking such information may limit the range of features available to the visitor on our website. We use also use such information to provide visitors a personalized experience on our website. We may use such information to allow visitors to use the website without logging on upon returning, to auto-populate email forms, to make improvements and to better tailor our website to our visitors' needs. We also use this information to verify that visitors meet the criteria required to process their requests. Security
We have implemented technology and policies, with the objective of protecting your privacy from unauthorized access and improper use, and periodically review the same.
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Third Parties
1. For your convenience, this page may contain certain hyperlinks to other Reliance Communications pages as well as to websites outside Reliance Communications. In addition, you may have linked to our website from another website. We cannot be responsible for the privacy policies and practices of other websites, even if you access them using links from our website. We can make no promises or guarantees regarding data collection on the hyper-linked pages and on websites that are not owned by Reliance Communications. We recommend that you check the policy of each website you visit, or link from, and contact the owners or operators of such websites if you have any concerns or questions. Contacting us
1. We aim to keep our information about you as accurate as possible. If you would like to review or change the details you have supplied us with, please contact us as set out below. If you wish to change or delete any of the personal information you have entered while visiting our website or if you have any questions about our privacy statement, e-mail the Data Manager at
[email protected] 2. If you are concerned about our use of your personal information, please contact us at
[email protected], with the subject line, "privacy." 3. If at any time you would like to contact us, you can do so by emailing us at
[email protected]
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OVERVIEW OF THE COMPANY An exciting future at Reliance Communications
Our service is based on a very simple principle: provide the world's best customer experience. This we achieve through a winning combination of global competencies, pioneering technology and state-of-the-art customer-centric systems and processes. Our mission of changing lives across India meant that we needed to have a nationwide presence — something we achieved in a relatively short span of time. Our dream of helping people create, transfer and apply knowledge challenged us to bring together contemporary communication technology from across the world. Now our operations are spread across 673 cities and span a host of various kinds of services. Our business is organized around the following categories: wireless, wire line, wholesale, the Reliance World/Reliance Communications outlets and village telephony. The work is executed through different work centers like Engineering, Internet data centers, Billing and Collection centers, Systems and Application centers in ERP, CRM, OSS billing, revenue assurance and functions like Commercial, Finance, HR and IT. We manage this integrated diversity by leading with trust. What differentiates us and fuels our growth is leadership. The following attributes define future leadership at Reliance Communications:
Customer centricity.
Initiative and an attitude of ownership.
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Passion for excellence and an ability to energies.
Problem solving and an innovative "can do" mindset.
Entrepreneurship and stretch.
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AN OVERVIEW OF TRAINING AND DEVELOPMENT PROGRAMME IN RELIANCE INDIA LIMITED
Training & development is an active process by which capabilities of executives and employee can be improved, to meet the organizational needs in term of their knowledge, skills and attitude required in performing organizational tasks and functions, within a relative short period of time. Therefore, training and development is concerned with acquisition or development of those skills techniques, attitude and experience which enables an individual to make his most effective contribution to the combined effort of the team of which he is a member. Thus, training and development entails the bringing up of the knowledge skills ability of the employee not only to perform the better, the job assigned to them bur also to keep ahead of the current requirements, so as to prepare them to take up higher responsibilities. Several enterprises largely depend upon the effective performance of the employees. The personnel requires certain skills and abilities to perform his duties as efficiently as possible. The progress of enterprise depends upon technical know how and selling skill are most important for the for operating the functional employees while management skills are significant for the senior and top level need improvement and who are likely to improve through a process of training. Through the importance of the specification or skills is well recognized all over the world, yet there is no consensus on the specification of skills require for an effective executive. Different situations call for different executive performance and require different skills and abilities. There is no single executive’s personality which could prove effective in
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all situations. Hence we would not expect traits to be generalized from one situation to another.
There are certain skills, which enables personnel to perform his job more efficiently. Eminent authorities have discussed several types of skills required for an efficient sales executives .however, the most accepted classification of skills for the sales executives are given (by Robert L. Katz) under three heads:
IMPORTANCE OF TRAINING IN RELIANCE INDIA LIMITED
Increased sales
Improved performance
Heightened morale
Reduction in supervision
Better time management
Fulfillment of manpower needs
ORIENTATION OF TRAINING
Orientation of training is a must for all employees in RIL.
Introduction to company, including departments and their function.
General awareness about the rules regulation and policies.
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Product familiarization
Work culture and inter personal relation.
TRAINING POLICY
It is very important that management has a policy with respect to training and that this should be well defined and clear cut. More specifically, it should in this rules and procedures that or influence the standard and scope of training and development in the organization. A model training policy should encompass the following.
Management’s own overall responsibility right from the planning stage to successful implementation.
The organization’s approach to the training function which would include guidance for design & execution as well as dissemination of relevant information to all employees.
Provision for annual/periodic surveys in order to insure that training is need based & development oriented.
Identification of priority areas since resources are always scarce & programmes must be prioritized according to felt needs.
Clear identification of target groups & confirmation that training relates to everyone without exceptions
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Communication to all employees of the firm intention regarding each individual’s career development & the contribution of training to a person’s future promotional prospects.
Expression of the organizational faith and belief that training and development are as crucial to the organization as to the individual and that the company’s growth is linked with the growth of each employee.
TRAINING AND DEVELOPMENT POLICY OF THE RELIANCE COMMUNICATION
The training and development policy encompasses all levels of employees. Human resource is considered as the most valuable resource and the company is committed to provide possible opportunities for growth and development. Its scope lies in its being pro-active for the opportunities for facing the challenges of changes. For development of employees at all levels various types of training programmes are conducted by company which includes general awareness, personality development, yoga etc. Therefore not any separate developments programmes are conducted by the company accept various training programmes which include development programs. Training covers programme, which are conducted within the organization including both internal trainers as well as outsider guest experts. In training and development programmes the organization deputes their employees to outside institution for acquiring higher skills.
NEED FOR BASIC PURPOSE OF TRAINING IN RELIANCE INDIA LIMITED.
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To increase sale
To help company fulfill its future personnel needs
To improve organizational climate.
Personal growth
Obsolesce prevention.
THE SALIENT FEATURES OF TRAINING AND DEVELOPMENT POLICY OF RELIANCE INDIA LIMITED
To bring about attitudinal change, gradually, from the non competitive system to survival and fighting fitness in global market.
To enhance effectiveness in the present position.
Take salesmanship quality to top of the agenda
To keep abreast of the technology and managerial development to avoid obsolesce.
To bring down the labour turn-over and absenteeism.
To build a cohesive employees group.
To develop capabilities and competence to assume higher responsibilities.
Try to lower the wastage.
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TYPES OF TRAINING & DEVELOPMENT PROGRAMMES:
In Reliance India Limited various types of training programmes are conducted which in turn results in development of employees. Company conducts training programmes within the organization in which the faculty may consist of internal trainers & outside guest experts. Generally company conducts training programme through outside faculty due to some reason. In the external training company deputes their employee outside for acquiring higher skills.
TRAINING IN RELIANCE COMMUNICATION LIMITED
SUBJECT: competency, skill, training.
PURPOSE: To outline a documented procedure for identifying knowledge and skill of
employee and provide training to them.
OBJECTIVE: To ensure systematic assessment of knowledge and skill of every employee
and fulfilling their training needs.
SCOPE: Personnel in company performing affecting quality.
RESPONSIBILITY: Manager Personnel. HOD
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SYSTEM PROCEDURE: Personnel department has allocated every permanent sales person
a token no./staff code for identification of the hourly rated workman and staff member respectively.
The personnel department maintains the personal data of every sales persons regarding their past experience, skill, training attended, etc. Personnel department has maintained a list of activities and minimum competency criteria for performance.
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ANALYSIS AND INTERPRETATION OF QUESTIONNAIRE
Questionnaire was prepared in a view to study the changes in the performance skills and abilities of the employees of RELIANCE COMMUNICATION after the training programme was imparted imparted to them. For this this I have taken a sample size of 50 employees employees and made an analysis. Few questions are of general types consisting of employee name and their designation, age sex etc. (1) Do they get training Yes-80% No-20%
y n
80% of the employees get the training in their organization.
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2).what identify the need of training a. prior prior perfor performan mance ce of of empl employe oyeee -60% -60% b. b. comp compan any y grow growth th -20% -20% c. both -20%
What identify the need of training
20% prior performance of employee company growth 20%
60%
both
The main factor which determines the need of training is prior performance of the employee.
3).comfortable in discussing training needs with superiors a. Yes-70%
b. No-30%
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Comfortable in discussing training needs with superiors
30%
Yes No
70%
4).The objective of training is Improving salesmanship-70% Improving prospecting -15% Both -15%
Objective of training 15% 15%
Improving salesmanship Improving prospecting
Both
70%
The main objecti objective ve of training training is to improving improving salesmans salesmanship hip followed followed by the the Improving Improving prospecting because the training programme was designed for sales persons of the company.
5).Is it necessary to get trained each employee a. Yes-60% b. No -40%
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Necessary to get trained each employee
yes no
6).Employees selected for the training
All employee-10% New recruits -70% Existing salesperson-20%
80 70 60 50 40 70 30 20 10 0
20 10
All employees
New recruits
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Existing salesperson
Basically new recruits need training as they are new in their job thus they are selected for the training.
7).Normal duration for imparting the training a. 2-3 days -33% b. 1 week -65% c. 1 month -2% The normal duration for imparting the training was considered to be the 1 week and 65% of the employee agree with this time period and considered that 2-3 days is too short and 1 month is too long.
Duration for imparting the training 2% 33% 2-3 days 1 week 1 month 65%
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8).The basic method of training and development are a. Lecture based-40%
b. Group discussion-30%
c. Demonstration-20%
d. Other-10%
Basic method of training and development 45 40 35 30 25 20 15 10 5 0
40 30 20 10
Lecture based
Group discussion
Demonstration
Other
As training programme was designed for the sales persons the lecture was considered to be the best basic method of training followed by the group discussion.
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9).Trainer comes from outside or company’s personnel is trainer a. Trainer from outside-60% b. Company’s trainer -30% c. Both-10% Trainer comes from outside or company’s personnel is trainer
10%
30%
Trainer from outside Company’s trainer both
60%
Company’s trainer are basically responsible for giving training to the sales persons and for some specific purpose the trainer comes from outside.
10).The content of the training a. Attitude towards training -30% b. Knowledge of company, competitors, and customers- 60% c. Time management-10%
Content of training
10%
30% c
Attitude towards training Knowledge of co.comp.cust Time management
60%
11).After completion of training were you asked to fill a feedback form a. Yes -90%
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b. No-10%
Filling of feedback form 10 yes no c
90
90% of the employees are asked to fill the feedback form as to know the effectiveness of the training programme. It also help in improving the training programme design for future.
12).Suitable method for the evaluating the training programme a. Questionnaire-35% b. Observational-35% c. Performance appraisal report-30%
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Suitable method for the evaluating the training programme
30%
a.
Questionnaire
a.
Observational
35% a. Performance appraisal report
35%
Questionnaire and observation was considered to be the suitable method for the evaluating the training programme.
13).Would you like any change in methodology of training. This was the open ended question and was asked every employee to give their views.as training programme was based on
the need of the employee needed. The method are
basically designed which fulfill the need and achieve the objective of training.
90
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FINDING OF THE STUDY
The various findings are …
The benefits of training and development are clear to the top management.
The top management rewards superiors for carrying out effective training.
The top management plans and budgets systematically for training
Behavioral objectives are precise.
Trainers provide limited counseling and consulting services to the rest of the organization.
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PROBLEMS
RELIANCE COMMUNICATION LTD is making strenuous effort in imparting training
and development to their personnel. There are several problems are related to it which act as a tumbling blocks hampering the effectiveness of their employees. These problems can be summarized as follows:
Employees do not enjoy the training because same old patterns of training are used every time and they don’t find it interesting.
There is a problem in identifying the needs of the employees.
Evaluation is an intrinsic part of the training and development process. No evaluation has been made to find out the magnitude of the improvement in an employees’s capabilities after the completion of the course. Without proper evaluation system, we cannot measure the worth of the training programmes for an organization and its personnel.
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SUGGESTIONS
In the era of the globalization the organization has to face new challenges in the present context and achieve its objectives. It must be dynamic, desalinated efficient especially in the training, development placement and promotion of its personnel. The huge investment in the industrial sectors demand better operational efficiency, better management of capital and above all, better management & development of human resources. For enhancing the effectiveness of training & development programme there are few useful suggestion which is implemented earnestly & sincerely may hopefully add to the luster & improve the planning execution and follow-up of the training and development programme in particular.
Training and development programme should be based on specific needs of the organization and its employees.
Selection of participants should be made on the basis of the needs of the employees & objectives of the programme.
New technology and methods of training should be used to make it interesting for the employees.
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The programme should be frequently revised so as to be in tune with the ever changing business and economic environment.
Both in company & external agencies programmes should be evaluated properly for measuring their effectiveness.
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CONCLUSION Private sector occupies a pivotal position in the Indian economy. It is considered as a pacesetter for the rest of the economy. It has expanded enormously and contributed a lot towards the economic growth of country by adding a major share in the net national product generating gainful employment & growth of every organization depends on the quality of the manpower,& its people improvement & utilization in suitable challenging jobs. Training and development is an important aspect of proffessionalisation of our executive cadre. There is no doubt that training and development can do lot for development of its personnel. Training and Development can do lot for its personnel. Training and Development is an integral part of the Human Resource Development HRD. It is an important tool for the organization. To sharpen executive knowledge with the object of strengthening & profit maximization of the organization.
In Reliance India Limited also training is very helpful towards organization and employees. The employee attended training programme of the company the were also benefited by it in terms that their performance increased, also almost 70% of the employees also found changes in terms of productivity i.e they gained more professional knowledge also almost all of them can discuss their needs with their superiors. We can therefore say , that training programs discuss their needs with their superiors. We can therefore say, that training programs are not only beneficial for the company but also beneficial for the employees working and personal life. Therefore training programs should be implemented in every organization for the survival in the world and achievement of the objectives. 97
BIBLIOGRAPHY
Books referred
C.R Kothari - Research Methodology
Beri – Marketing Research (Tata McGraw Hill) , 1993 , 2 nd Edition
K Aswathappa , Human Resource and management, (Tata McGraw - Hill) HR and PM, 2003, 3rd Edition
Dessler - Human Resource management ( Prentice - Hall) 9 th Edition
Robbins S.P. – Organizational Behaviour (Pearson Education , 2003 , 10 th Edition)
Pareek U. – Training Instruments for HRD and OD (Tata McGraw Hill) , 2 nd Edition
Websites
www.ril.com
www.google.com
www.astd.org/astd
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QUESTIONNAIRE
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i) Name of the organization_____________ ii) Name of the employee________________ iii) Designation_______________________ iv) Age ________________________________ v) Date
__________________
1).Do you get training in the organization. a. Yes
b. No
2).How do you identify the training need. d. prior performance of employee e. company growth f. both
3).Were you comfortable in discussing your training needs with your superiors b. Yes
b. No
4).The objective of training is a. Improving salesmanship b. Improving prospecting c. Both
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5).Is it necessary to get trained each employee c. Yes
b. No
6).What are the person selected for the training a. All employee b. New recruits c. Existing salesperson
7).What should be the normal duration for imparting the training d. 2-3 days e. 1 week f. 1 month
8).The basic method of training and development are b. Lecture based c. Group discussion d. Demonstration e. Other
9).Whether trainer comes from outside or company’s personnel is trainer d. Trainer from outside e. Company’s trainer
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