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4- RESEARCH METHODOLOGY
TRAINING & DEVELOPMENT TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format. TRAINING AND DEVELOPMENT DEFINED It is concerned with the structure and delivery of acquisition of knowledge to improve the efficiency and effectiveness of organization. It is concerned with improving the existing skills and exploring the potential skills of the individual i.e. upgrading the employees’ skills and extending their knowledge. Therefore, training is a key to optimizing utilization human intellectual technological and entrepreneurial skills. Training and Development referred to as: • Acquisition and sharpening of employees capabilities that is required to perform various obligations, tasks and functions. • 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. • Developing an organizational culture where superior-subordinate relationship, team work, and collaboration among different sub units are strong and contribute to organizational wealth, dynamism and pride to the employees.
TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT Traditional Approach – Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing.
The Modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results
INPUTS IN TRAINING AND DEVELOPMENT Any training and development programme must contain inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into the distant future. Skills: Training is imparting skills to employees. A worker needs skills to operate machines, and use other equipments with least damage and scrap. This is a basic skill without which the operator will not be able to function. Employees, particularly supervisors and executives, need interpersonal skills. Education: The purpose of education is to teach theoretical concepts and develop a sense of reasoning and judgment. Development: It is less skill-oriented but stresses on knowledge. Knowledge about business environment, management principles and techniques, human relations, specific industry analysis is useful for better management of a company. Ethics: There is need for imparting greater ethical orientation to a training and development programme . Ethical attitude help managements make better decisions which are in the interests of the public, the employees and in the long term-the company itself. Attitudinal Changes: Attitude represents feelings and beliefs of individuals towards others. Attitude affects motivation, satisfaction and job commitment. Negative attitude need to be converting into positive attitude. Attitude must be changed so that employees feel committed to the organization, are motivated for better performance, and derive satisfaction from their jobs and the work environment. Decision making and problem solving skills: It focus on methods and techniques for making organization decision-making and solving work related problems.
It also helps the employees in attaining personal growth. subordinates. • Organization Culture – Training and Development helps to develop and improve the organizational health culture and effectiveness.IMPORTANCE OF TRAINING AND DEVELOPMENT • Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. • Team spirit – Training and Development helps in inculcating the sense of team work. and peers. The employees get these feelings from leaders. and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. It helps in creating the learning culture within the organization. 4 . • Development of skills of employees – Training and Development helps in increasing the job knowledge and skills of employees at each level. • Organization Climate – Training and Development helps building the positive perception and feeling about the organization. • Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. It helps to expand the horizons of human intellect and an overall personality of the employees. team spirit. It helps to build good employee. • Healthy work-environment – Training and Development helps in creating the healthy working environment. • Quality – Training and Development helps in improving upon the quality of work and worklife. relationship so that individual goals aligns with organizational goal. • Productivity – Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal.
Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness. • Image – Training and Development helps in creating a better corporate image. which in turn. and other aspects that successful workers and managers usually display. It helps in understanding and carrying out organizational policies • Training and Development helps in developing leadership skills. In addition to that.e. enhances the individual contribution to an organization. Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs. • Profitability – Training and Development leads to improved profitability and more positive attitudes towards profit orientation. • Training and Development aids in organizational development i. Organization gets more effective decision making and problem solving. loyalty. better attitudes. TRAINING AND DEVELOPMENT OBJECTIVES The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. Functional. motivation. and Societal. there are four other objectives: Individual. Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society 5 . Organizational. Individual Objectives – help employees in achieving their personal goals. • Morale – Training and Development helps in improving the morale of the work force.• Health and Safety – Training and Development helps in improving the health and safety of the organization thus preventing obsolescence.
Trainer 2. Designer 4. Trainee 3. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It helps in adhering to a plan. trainer comes in a position to establish a relationship between objectives and particular segments of training. Evaluator Trainer – The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments.IMPORTANCE OF TRAINING OBJECTIVES Training objective is one of the most important parts of training program. Training objectives tell the trainee that what is expected out of him at the end of the training program. 6 . Training objectives are of great significance from a number of stakeholder perspectives: 1. Also. While some people think of training objective as a waste of valuable time.
Consider an example. Therefore. Therefore. The training designer would then look for the training methods. The objectives create an image of the training program in trainee’s mind that actually helps in gaining attention. Active involvement in employee education 7 . rather than keeping it surprise. dealing in unexpected situation i. the role of HR professionals in training has been widened. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. without any guidance. Designer – The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then he’ll buy the training package according to that only.e. Evaluator – It becomes easy for the training evaluator to measure the progress of the trainees because the objectives define the expected performance of trainees. Thirdly. Therefore. planning always helps in dealing effectively in an unexpected situation. Role of HRD Professionals in Training This is the era of cut-throat competition and with this changing scenario of business. Furthermore. Training objective is an important to tool to judge the performance of participants. and training content accordingly to achieve those objectives. it helps in increase in concentration. HR role now is: 1.Trainee – The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. then the likelihood of achieving those goals is much higher than the situation in which no goal is set. training objectives helps in increasing the probability that the participants will be successful in training. the objective of one training program is to deal effectively with customers to increase the sales. such as verbal and non verbal language. Secondly. the training may not be designed appropriately. training equipments. if the goal is set to be challenging and motivating. Since the objective is known. it is important to keep the participants aware of the happenings. which is the crucial factor to make the training successful. the designer will design a training program that will include ways to improve the interpersonal skills. when there is a defect in a product or when a customer is angry.
skills. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA). MODELS OF TRAINING Training is a sub-system of the organization because the departments such as. and attitudes (KSAs).2. anywhere training THE TRAINING SYSTEM A System is a combination of things or parts that must work together to perform a particular function. There are 4 necessary inputs i. Transitional model 8 .e. An organization is a system and training is a sub system of the organization. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge. delivering. and aim. technology. production. time required in every system to produce products or services. And every system must have some output from these inputs in order to survive. Providing pre-employment market oriented skill development education and post employment support for advanced education and training 5. Rewards for improvement in performance 3. The System Approach views training as a sub system of an organization. man. Flexible access i. Rewards to be associated with self esteem and self worth 4. functions. System Approach can be used to examine broad issues like objectives.The three model of training are: 1. anytime. HR.e. marketing & sales. material. The output can be tangible or intangible depending upon the organization’s requirement. Instructional System Development Model 3. etc depends on training for its survival. System Model 2. and evaluating. finance. formulating.
The training should achieve the purpose of helping employee to perform their work to required standards. sequencing and structuring the contents. employees requirement. 9 . Design and provide training to meet identified needs. job. This step requires developing objectives of training. 2. etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated. identifying the learning steps.e. who needs training. The steps involved in System Model of training are as follows: 1. what do they need to learn. estimating training cost. Analyze and identify the training needs i. to analyze the department.System Model Training The system model consists of five phases and should be repeated on a regular basis to make further improvements.
Making necessary amendments to any of the previous stage in order to remedy or improve failure practices.3. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. 10 . examining the training material. 4. Develop. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program. selecting delivery method. 5. validating information to be imparted to make sure it accomplishes all the goals & objectives.This phase requires listing the activities in the training program that will assist the participants to learn.
sequencing the content. and delivering media for the types of training objectives to be achieved. 2. media selection.Instructional System Development Model : Instructional System Development model was made to answer the training problems. types of training material. ANALYSIS – This phase consist of training need assessment. instructional objectives that measures behavior of a participant after the training. trainer and the training program. strategies to 11 . methods of evaluating the trainee. and target audience analysis. This model also helps in determining and developing the favorable strategies. PLANNING – This phase consist of setting goal of the learning outcome. Training objectives are defined on the basis of job responsibilities and job description and on the basis of the defined objectives individual progress is measured. This model is widely used now-a-days in the organization because it is concerned with the training need on the job performance. job analysis. The Instructional System Development model comprises of five stages: 1.
This phase consists of identifying strengths and weaknesses and making necessary amendments to any of the previous stage in order to remedy or improve failure practices. sequencing of content. selection of content. food facilities. 4.impart knowledge i. DEVELOPMENT – This phase translates design decisions into training material. lighting. 5. equipments. such as arranging speakers. and other training accessories. EXECUTION – This phase focuses on logistical arrangements. etc. 12 . cooling. demonstration props.e. workbooks. parking. podium. It consists of developing course material for the trainer including handouts. EVALUATION – The purpose of this phase is to make sure that the training program has achieved its aim in terms of subsequent work performance. benches. 3. visual aids. etc. course material for the trainee including handouts of summary.
Mission – explain the reason of organizational existence. and inform the employees regarding the organization. or may be promising to meet some other deadlines. A vision statement tells that where the organization sees itself few years down the line. employees.e. inner loop is executed. For example. excellent customer service. The reason of developing a mission statement is to motivate. or bringing some internal transformation. 13 . In this model. mission and values of the organization on the basis of which training model i. The outer loop describes the vision. A vision may include setting a role mode. Vision – focuses on the milestones that the organization would like to achieve after the defined point of time.The ISD model is a continuous process that lasts throughout the training program. values may include social responsibility. It reflects the deeply held values of the organization and is independent of current industry environment. the output of one phase is an input to the next phase. Transitional Model Transitional model focuses on the organization as a whole. It also highlights that feedback is an important phase throughout the entire training program. It identifies the position in the community. and all other stakeholders. inspire. Values – is the translation of vision and mission into communicable ideals. The mission statement tells about the identity that how the organization would like to be viewed by the customers.
Trainers need to understand the pros and cons of each method. This model considers the organization as a whole. and values precede the objective in the inner loop. Cognitive methods 14 . which can be divided in to cognitive and behavioral methods. The objective is formulated keeping these three things in mind and then the training model is further implemented. also its impact on trainees keeping their background and skills in mind before giving training. METHODS OF TRAINING There are various methods of training.The mission. vision.
written or verbal information. The various methods that come under Cognitive approach are: LECTURES DEMONSTRATIONS DISCUSSIONS COMPUTER BASED TRAINING (CBT) o o o INTELLIGENT TUTORIAL SYSTEM(ITS) PROGRAMMED INSTRUCTION (PI) VIRTUAL REALITY Behavioral methods are more of giving practical training to the trainees. 15 . The various methods that come under Behavioral approach are: GAMES AND SIMULATIONS o o o o o o BEHAVIOR-MODELING BUSINESS GAMES CASE STUDIES EQUIPMENT STIMULATORS IN-BASKET TECHNIQUE ROLE PLAYS Both the methods can be used effectively to change attitudes.are more of giving theoretical training to the trainees. etc. These methods are associated with changes in knowledge and attitude by stimulating learning. demonstrate relationships among concepts. The various methods under Behavioral approach allow the trainee to behavior in a real fashion. but through different means. The various methods under Cognitive approach provide the rules for how to do something. These methods are best used for skill development.
These coaches are experts most of the time outside consultants. through e-mails. more than 4. such as mangers.000 companies are using coach for their executives. chat It provides an opportunity to receive feedback from an expert It helps in identifying weaknesses and focus on the area that needs improvement 16 . skilled. This method of training uses more knowledgeable. This type of training often takes place at the work place in informal manner. According to a survey conducted by International Coach Federation (ICF). and experienced employees. which is considered as a corrective method for inadequate performance. experienced and skilled employees. It can be done on phone. The four techniques for on-the job development are: • • • • COACHING MENTORING JOB ROTATION JOB INSTRUCTION TECHNIQUE (JIT) Coaching Coaching is one of the training methods. OJT can be delivered in classrooms as well. meetings. supervisors to give training to less knowledgeable.Other training methods • • On the Job Training Off the Job Training ON THE JOB TRAINING The most frequently used method in smaller organizations that is on-the-job training.
In some vertically integrated organizations. rotation to different functions in the company is regular carried out. job rotation takes on different perspectives. Mentoring provides guidance and clear understanding of how the organization goes to achieve its vision and mission to the junior employee. when a person reaches the top. he gets lonely and it becomes difficult to find someone to talk to. The executive is usually not simply going to another department. they must have this type of training. and countries. where the supplier is actually part of same organization or subsidiary. Or the rotation might be to a foreign office to provide a global perspective. for example. Mentoring Mentoring is an ongoing relationship that is developed between a senior and junior employee. job rotation might be to the supplier to see how the business operates from the supplier point of view. A recent study indicated that the single most significant factor that leads to leader’s achievement was the variety of experiences in different departments. This approach allows the manger to operate in diverse roles and understand the different issues that crop up. cities. It helps in finding out the executive’s specific developmental needs. Learning how the organization is perceived from the outside broadens the executive’s outlook on the process of the organization. The needs can be identified through 60 degree performance reviews.This method best suits for the people at the top because if we see on emotional front. • • • • • Mentoring focus on attitude development Conducted for management-level employees Mentoring is done by someone inside the company It is one-to-one interaction It helps in identifying weaknesses and focus on the area that needs improvement Job Rotation For the executive. If someone is to be a corporate leader. 17 . For managers being developed for executive roles. business units.
The second step is to find out what the trainee knows and what training should focus on. Trainee actually demonstrates the procedure whileemphasizingthekeypointsandsafetyinstructions. familiarizing trainees with the training program. Procedure of Job Instruction Technique (JIT) JIT consists of four steps: • Plan – This step includes a written breakdown of the work to be done because the trainer and the trainee must understand that documentation is must and important for the familiarity of work. A trainer who is aware of the work well is likely to do many things and in the process might miss few things. • Then. Present – In this step.Job Instruction Technique Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and procedural). a structured analysis and proper documentation ensures that all the points are covered in the training program. Therefore. availing the resources. proper orientation program. 18 . the next step is to create a comfortable atmosphere for the trainees’ i. etc. the trainee demonstrates how to do the job and why is that done in that specific manner.e. skills and attitudes development. trainer provides the synopsis of the job while presenting the participants the different aspects of the work. When the trainer finished.
OFF THE JOB TRAINING There are many management development techniques that an employee can take in off the job. Trial – This step actually a kind of rehearsal step. In this step. in which trainee tries to perform the work and the trainer is able to provide instant feedback. The few popular methods are: SENSITIVITY TRAINING TRANSACTIONAL ANALYSIS STRAIGHT LECTURES/ LECTURES SIMULATION EXERCISES 19 . Follow-up – In this step. the focus is on improving the method of instruction because a trainer considers that any error if occurring may be a function of training not the trainee. The trainer then helps the trainee by questioning and guiding to identify the correct procedure. This step allows the trainee to see the after effects of using an incorrect method. the trainer checks the trainee’s job frequently after the training program is over to prevent bad work habits from developing.
This can be done when the trainee faces dilemma in which his old values is not able to provide proper guidance.Sensitivity Training Sensitivity training is about making people understand about themselves and others reasonably. which is done by developing in them social sensitivity and behavioral flexibility. The first step consists of a small procedure: Procedure of Sensitivity Training 20 . Procedure of Sensitivity Training Sensitivity Training Program requires three steps: Unfreezing the old values –It requires that the trainees become aware of the inadequacy of the old values. Behavioral flexibility is ability to behave suitably in light of understanding. It is ability of an individual to sense what others feel and think from their own point of view. Social sensitivity in one word is empathy.
This process constitutes the second step in the change process of the development of these values. An ego state is a system of feelings accompanied by a related set of behaviors. The reasoning of the feedbacks are discussed which motivates trainees to experiment with range of new behaviors and values. Lectures 21 . trainees begin to examine their interpersonal behavior and giving each other feedback. In every social interaction. TRANSACTIONAL ANALYSIS Transactional Analysis provides trainees with a realistic and useful method for analyzing and understanding the behavior of others. This motivation-reaction relationship between two persons is a transaction. Refreezing the new ones – This step depends upon how much opportunity the trainees get to practice their new behaviors and values at their work place. Development of new values – With the trainer’s support. There are basically three ego states: . there is a motivation provided by one person and a reaction to that motivation given by another person. Transactional analysis can be done by the ego states of an individual.
processes. The difference between the straight lecture and the printed material is the trainer’s intonation. However. etc. Training is basically incomplete without lecture. Training games and simulations are different from work as they are designed to reproduce or simulate events. and visual image of the trainer. A Training Game is defined as spirited activity or exercise in which trainees compete with each other according to the defined set of rules. attitudes through lecture. In this method. A lecture can be in printed or oral form. such as books. A lecture may also take the form of printed text. This method is used to create understanding of a topic or to influence behavior. the trainer speaks to a group about a topic. Lecture is telling someone about something. Simulation is about imitating or making judgment or opining how events might occur in a real situation. which the trainee attempts to absorb. Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic. purpose of the lecture. circumstances. The trainer in case of straight lecture can decide to vary from the training script. Straight Lecture: Straight lecture method consists of presenting information. 22 . The variation here means that some forms of lectures are interactive while some are not. it does not involve any kind of interaction between the trainer and the trainees. and priorities and preferences of the order in which the topic will be covered. processes that take place in trainees’ job. A good lecture consists of introduction of the topic. that are usually played for enjoyment sometimes are used for training purposes as an educational tool. goal. When the trainer begins the training session by telling the aim. role playing without the support of technology. There are some variations in Lecture method. control of speed. It can entail intricate numerical modeling. Simulation is creating computer versions of real-life games. notes. agenda. It is difficult to imagine training without lecture format. body language. or methods that will be used in training that means the trainer is using the lecture method. GAMES AND SIMULATIONS Games and Simulations are structured and sometimes unstructured. based on the signals from the trainees. whereas same material in print is restricted to what is printed. or combinations.It is one of the oldest methods of training.
games in a controlled setting where they can develop knowledge. and he has developed the necessary skills. when the workers knowledge of the job is adequate. and attitudes or can find out concepts that will improve their performance. The primary purpose of training is to establishing a sound relationship is at its best when the workers attitude to the job is right.Some of the examples of this technique are: Trainees can therefore experience these events. processes.Training games and simulations are now seen as an effective tool for training because its key components are: • • • Challenge Rules Interactivity These three components are quite essential when it comes to learning. attitudes and knowledge of employee so that they perform their jobs most efficiently and effectively\ 23 . skills. There are three basic types of inputs. (i)Skills (ii)Attitude iii)Knowledge. Training activities in an industrial organization are aimed at making desired modifications in skills.
Training objectives assist trainers to design the training program. The training objective clears what goal has to be achieved by the end of training program i. The trainees – A good training design requires close scrutiny of the trainees and their profiles. experience. a trainer analyzes his technical.PROCESS OF TRAINING : TRAINING NEEDS ANALYSIS TRAINING DESIGN. 24 .e. needs and expectations of the trainees are some of the important factors that affect training design. judgmental skills in order to deliver quality content to trainers.The design of the training program can be undertaken only when a clear training objective has been produced. what the trainees are expected to be able to do at the end of their training. The trainer – Before starting a training program. interpersonal. Age.
The method selection depends on the following factors: • Trainees’ background • Time allocated • Style preference of trainer 25 .Training climate – A good training climate comprises of ambience. and attitudes. Training topics – After formulating a strategy. almost everything goes wrong. skills. educational background of trainees must be kept in mind in order to get the right pitch to the design of the program. trainer decides upon the content to be delivered. experience. ad modules. positive perception for training program. Trainers break the content into headings. knowledge. when the climate is favorable nothing goes wrong but when the climate is unfavorable. Trainees’ learning style – the learning style. tone. Training strategies – Once the training objective has been identified. Sequence the contents – Contents are then sequenced in a following manner: • From simple to complex • Topics are arranged in terms of their relative importance • From known to unknown • From specific to general • Dependent relationship Training tactics – Once the objectives and the strategy of the training program becomes clear. Therefore. topics. age. the trainer translates it into specific training areas and modules. trainer comes in the position to select most appropriate tactics or methods or techniques. what could be included. feelings. etc. These topics and modules are then classified into information. The trainer prepares the priority list of about what must be included.
• Level of competence of trainer • Availability of facilities and resources, etc
TRAINING-DESIGN 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 • Accommodation, facilities and their availability • Furnishings and equipments • Budget • Design of the training, etc
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: • Practical administrative arrangements • Carrying out of the training Implementing Training Once the staff, course, content, equipments, topics are ready, the training is implemented. Completing training design does not mean that the work is done because implementation phase requires continual adjusting, redesigning, and refining. Preparation is the most important factor to taste the success. Therefore, following are the factors that are kept in mind while implementing training program: 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. Establishing rapport with participants – There are various ways by which a trainer can establish good rapport with trainees by: • Greeting participants – simple way to ease those initial tense moments • Encouraging informal conversation • Remembering their first name • Pairing up the learners and have them familiarized with one another • Listening carefully to trainees’ comments and opinions • Telling the learners by what name the trainer wants to be addressed • Getting to class before the arrival of learners • Starting the class promptly at the scheduled time • Using familiar examples • Varying his instructional techniques • Using the alternate approach if one seems to bog down Reviewing the agenda – At the beginning of the training program it is very important to review the program objective. The trainer must tell the participants the goal of the program, what is expected out of trainers to do at the end of the program, and how the program will run. The following information needs to be included: • Kinds of training activities • Schedule • Setting group norms • Housekeeping arrangements • Flow of the program
transfer of knowledge at the work place. Control: It helps in controlling the training program because if the training is not effective. Purposes of Training Evaluation The five main purposes of training evaluation are: Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. then it can be dealt with accordingly. Training evaluation checks whether training has had the desired effect. Research: It helps in ascertaining the relationship between acquired knowledge. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces. 29 . and training.• Handling problematic situations TRAINING EVALUATION The process of examining a training program is called training evaluation. or to the regular work routines.
they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style. During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals 30 . candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. During the start of training.Power games: At times. Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes. Once aware. the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. Process of Training Evaluation Before Training: The learner’s skills and knowledge are assessed before the training program.
After Training: It is the phase when learner’s skills and knowledge are assessed again to measure the effectiveness of the training. at the right time for the right place 31 • . those companies that align their management development with tactical planning are more competitive than the companies who are not. For most of the companies 37% of the training budgets go to management development andlearningprograms. There are various evaluation techniques for this phase. Some of the reasons behind the management development programs are: • • • • It is managements’ responsibility of ensuring the success of the organization It is the management who deal with people of different background. Techniques of Evaluation The various methods of training evaluation are: • Observation • Questionnaire • Interview • Self diaries • Self recording of specific incidents Management Development Program (MDP) Management Development has become very important in today’s competitive environment. etc are all under management’s control It is managements’ responsibility to ensure that the employees obtain the required KSAs to perform the tasks It is managements’ responsibility to ensure that right people is hired for the right job. culture. It has also been indicated that 80% of the companies report MDP. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. language. According to a survey. downsizing. etc Mergers and acquisitions. compared with 90% that provide executive leadership training.
skills. discontinues. values. managers must be able to get the required knowledge. for the managers understanding the training need is not easy because his training need is determined by how well his department is meeting its objective and goal. Approaches to MDPS • MENTORING COACHING JOB ROTATION PROFESSIONAL DEVELOPMENT BUSINESS WORKFLOW ANALYSIS UPWARD FEEDBACK EXECUTIVE EDUCATION SUPERVISORY TRAINING • • • • • • • REASON FOR CHOOSING THIS TOPIC It is needed to fill the gap between employee’s present specifications and the job requirements and organizational needs by developing and molding the employee’s skill . ethics. • • It is the management who makes decisions on the basis of judgment and intuition It is the manager who performs several routine duties as well as handling the exceptions in their own as well as subordinates’ routine Managers are engaged in varied. strategies. its vision. and how his organization fits into the industry. knowledge . attitude .• Manager’s job is complex i.e. behavior . and brief activities It is the management that understand the organization. and attitudes (KSAs) to meet the challenges as soon as they arise. and how his behavior will influence people outside the organization • • Therefore. etc. mission. capabilities. This problem can only be sorted out through proper 32 .
Unlike general purpose training. OBJECTIVES OF THE STUDY. To compare the cost effectiveness in implanting training programmes. techniques or technology. by pursuing the relevant management development programmes. one can also climb the career ladder faster. behavior and attitude leads to emergence of training. Thus. The organization has to equip the old employees with the advanced disciplines. In this study. this purpose is solved through training and development of personnels. The gap between actual and expected performance. which leads to fulfillment of the objectives of any organization. Any succession planning initiative becomes ineffective without management development.and specific training of employees . 2. I am going to review the process of training and development in indigo airlines and evaluate the effectiveness & relevance of training and development procedures by the company’s own feedback forms filled by the employees of indigo airlines. behavior and attitude in employees. 1. But the main purpose of training is to attain that level of performance. management development programmes aim at developing conceptual and human skills of managers and executives through organized and systematic procedures. The organization requires to train the employees to enrich them in the areas of changing technical skills and knowledge in terms of mechanization and computerization from time to time . These programmes offer an opportunity to hone the skills of the practicing managers so that they can face the emerging challenges of the industry with confidence and push their organization for achieving higher growth. which is a scientific training process for managers and executives to enrich their knowledge and skills. 4. 33 . 3. To examine the impact of training on the workers. To study the changes in behavioral pattern due to training. To measure the differential change in output due to training 5. so as to make them competent to manage their organizations effectively. To examine the effectiveness of training in overall development of skills of workforce.
DATA COLLECTION Data collection is a term used to describe a process of preparing and collecting business data . 8. 1. There are two methods of data collection which are discussed below: 34 .for example as part of a process improvement or similar project. Collection – data collection 3. 7. The advanced learner’s dictionary of current English lays down the meaning of research as “a careful investigation of enquiry specially through search for new facts in any branch of knowledge. Data collection usually takes place early on in an improvement project. To study the relevance of the post training evaluation/feedback for the employee as well as for an organization. and is often formalized through a data collection Plan which often contains the following activity. To find out new methods of training and development in INDIGO AIRLINES. target data. Present Findings – usually involves some form of sorting analysis and/or presentation. To know the challenges in training and development faced by organization Methodology: RESEARCH METHODOLOGY : INTRODUCTION Research in common parlance refers to a search for knowledge.6. Pre collection activity – Agree goals. The purpose of research is to discover answers to questions through the application of scientific procedures. methods 2.” The systematic approach concerning generalization and the formulation of a theory is also research. definitions.
2. Quantitative data may often be presented in tabular or graphical form. until you publish. Secondary data is data that has already been collected by someone else for a different purpose to yours. No control over data collection. statistics or financial) or qualitative data (usually words or text). Need of using secondary data 1. 35 . The key point here is that the data you collect is unique to you and your research and. Data is of use in the collection of primary data. I have tried to collect the data using methods such as interviews and questionnaires. SECONDARY DATA In primary data collection. Secondary data may actually provided enough information to resolve the problem being investigated. 4. no one else has access to it. Secondary data can be a valuable source of new ideas that can be explored later through primary research. no one else has access to it. 3. May be outdated. The key point here is that the data collected is unique and research and. It is done to get the real scenario and to get the original data of present. Limitation of secondary data 1. They are one of the cheapest and easiest means of access to information.PRIMARY DATA 2. 2. you collect the data yourself using methods such as interviews and questionnaires. 3.1. SECONDARY DATA All methods of data collection can supply quantitative data (numbers. May not be reported in the required form.
a rough draft was prepared keeping in mind the objective of the research. DATA COLLECTION TECHNIQUE Questionnaire: Questionnaire are a popular means of collecting data. Thus my sampling came out to be judgmental and continent. Sampling Unit: The respondents who were asked to fill out questionnaires are the sampling units. but are difficult to design and often require many rewrites before an acceptable questionnaire is produced.4. The features included in questionnaire are: · Theme and covering letter · Instruction for completion · Types of questions · Length Interview: This technique is primarily used to gain an understanding of the underlying reasons and motivations for people’s attitudes. 6. I encourage the respondent to talk freely. I have used an unstructured format. Collection for some other purpose. and come to know what is its initial problem is. SAMPLING METHODOLOGY Sampling technique: Initially. The final questionnaire was arrived only after certain important changes were done. May not be reported in the required form. May not be very accurate. the subsequent direction of the interview being determined by the respondent’s initial reply. A pilot study was done in order to know the accuracy of the questionnaire. These 36 . preferences or behavior. The interview was done by asking a general question. 5.
ORGANIZATIONAL STRUCTURE 2.2.5-PROBLEMS FACED 37 . who had attended the personality development workshop.comprise of employees of corporate HR. Sampling Size: 20 Chapter-2 THE ORGANIZATION 2.1-BRIEF HISTORY OF THE ORGANIZATION 2.3. indigo airlines .4-FINANCIAL PERFORMANCE 2.PRODUCTS\ SERVICES 2.
Distribution of GDS. InterGlobe has a network of 56 offices across 27 cities in India and strategic overseas locations in SriLanka. USA. UK. Airline Management for 14 international airlines. Development of Hotels in partnership with Accor of France . Novotel. Philippines and Australia. in partnership with The Economic Times. and InterGlobe General Aviation. The enterprise employs close to 7000 professionals across its businesses. Singapore. Established in 1989 and headquartered in Gurgaon. Malaysia.1 INTRODUCTION InterGlobe Enterprises is an integrated travel corporation spanning various domains: aviation management. 38 . The enterprise is committed to delivering outstanding value to its stakeholders through its passion for quality and innovation. for 2008 and 2009 by the Great Place to Work® Institute. travel distribution services.CHAPTER-2 COMPANY PROFILE 2. InterGlobe Enterprises has been adjudged as one of the “Best Companies to Work for” in India. India. which represents and services the entire line of HawkerBeechcraft and Sikorsky products. Travel Technology.owner of brands such as ibis. Sofitel. hotel development and management services and general aviation. domestic low cost airline. travel technology. which include IndiGo – India’s fastest growing low-cost airline. Mercure and Pullman.
Domestic Airline (IndiGo). InterGlobe Enterprises comprises of around 7500 professionals. Interglobe Enterprises continues to constantly change the landscape of travel. Travel Technology (InterGlobe Technologies). Hotel Development & Management Services (InterGlobe Hotels) and InterGlobe General Aviation.2 HISTORICAL BACKGROUND With a clear vision. Philippines 2 are located in the fast growing technology hub of India within the National Capital Region – Gurgaon 1 in the financial capital of India.2. conviction and complete faith in its people. which gradually developed into InterGlobe Enterprises 1964 • Birth of InterGlobe Enterprises (IGE) as a National Distribution Partner 39 . with a dynamism that seems to grow only with passing time. Headquartered in Gurgaon. IGT has six state-of-the-art facilities: • • 1 in the most preferred outsourcing location in South East Asia. aviation and hospitality. Established in 1989. The organisation has been serving the travel industry for the past four decades and has become a diversified international corporation in the areas of Aviation Management (InterGlobe Air Transport). clients and customers through dedicated business units that perform specialist roles. Later it expand its business activities in the field of aviation. Travel Distribution Services (InterGlobe Technology Quotient). technology and hospitality sector. at Chennai 1 service delivery center is located in Cairo.1 dedicated service delivery center is located in the south of India. In 1989 Interglobe Enterprises ( IGE) set up Interglobe Air transport (IGAT). technology. at Manila. Mumbai . InterGlobe Enterprises is a travel corporation with a vision to deliver value to its stakeholders. India. Later it becomes the National Distribution Company for Galileo International & Global Distribution System distribution. Egypt • • • Birth of Delhi Express Travels.
Galileo Southern Cross. 1994 • InterGlobe Technologies (IGT). United Airlines. 2000-01 • IGT becomes a member of Nasscom • Implemented Airline Distribution for India’s foremost low cost carrier 2003 • IGT introduces the one-offshore development model clients. with its headquarters in Gurgaon 1998 • • Equity participation received from Galileo International.WorldSpan. IGT's global development facility offers Travel TPF and Rules Coding services to Galileo • IGT expands its client base by acquiring clients like Virgin Atlantic. established as a joint venture between Travelport (formerly known as Cendant). 2004 • Airline Distribution and Revenue Management System implemented the 40 .1989 for Galileo • IGE sets up National Distribution Company 'Galileo India' for Galileo International's GDS distribution in the Indian market. Al Tayyar and multiple Travel Agency clients in Australia. Saudi Arabian Airlines and many more.
• IGT’s BPO Practices receive ISO 9001:2000 certification. in a survey conducted by Deloitte Consulting.LCC of India’s national carrier • IGT’s IT practices achieve CMMI Level 3 Certification • IGT enters into a strategic agreement with Galileo International to provide off. SOX compliance.)& Singapore (IGT Solutions PTE Ltd) 2006 • • • Declared as the winner in Fastest 50 Growing Companies in India & Fastest 50 Growing Companies in Asia. Process for PCMM Level 3 accreditation for IT and BPO practices initiated. IGT’s IT practices achieve CMMI Level 5 Certification IGT sets up a second 1200 seat capacity center in Gurgaon. 2005 • • • Building framework for US GAAP. in a survey conducted by Deloitte Consulting. 41 . 2007 • • • • Six Sigma Green Belt training commenced. • IGT achieves ISMS 27001:2005 certification. Declared as the winner in Fastest 50 Growing Companies in Asia.shore development and support for the Apollo and Galileo Global Distribution Systems. A branch office set up in Netherlands to serve the European market. IGT sets up another delivery center in Chennai IGT set up subsidiaries in China (IGT Solutions Beijing Co Ltd.
2 compliant.• (IGT) became the World’s first Organization to achieve People CMM® Level 3 certification for both IT and BPO services IGT becomes the affiliate of Indian Testing Board InterGlobe Enterprises named by the Great Place to Work Institute as one of the "25 Best Companies to Work For in India." Declared as the winner in Fastest 50 Growing Companies in India. • IGT Ranked One Of The India's Top 15 Emerging Companies To Work For by NASSCOM IGT figures in IAOP's 2009 Global Outsourcing 100 list IGT ranked in prestigious The Global Services 100 Companies list InterGlobe Enterprises was named by the Great Place to Work Institute as one of the "Top 50 India’s Best Companies to Work For IGT sets up delivery centers in Mumbai and Manila. 2008 • • • • IGT became the first Travel BPO Organization to become PCI DSS 1. in a survey conducted by Deloitte Consulting. Philippines InterGlobe Technologies features in Deloitte Technology Fast 500 for 4th year in a row 2009 • • • • • • IGT ranked in prestigious The Global Services 100 Companies list IGT's achieves prestigious ISO 9001:2008 Certification IGT selected by LodgeX to build a New Reservation Management Technology Platform IGT Ranked among World's Best for Second Consecutive Year by IAOP 42 2010 • • • .
4 INTERGLOBE AVIATION PRIVATE LIMITED InterGlobe operates ‘IndiGo’. A low-cost domestic carrier. place to be people to see-who don’t want to waste time. It offers a uniquely smooth. Indigo opens up a country full of opportunities. there was significant increase in the number of domestic air travel passengers. IndiGo has a fleet of brand new Airbus-A320 aircrafts and currently operates daily flights connecting all major destinations in India. the deregulation policy has also played a major 43 . One of the prominent offerings of our aviation portfolio is IndiGo airlines.in The Global Outsourcing 100® • • IGT Successfully Re-achieves PCI DSS 1.2 Certification IGT becomes 1st Travel BPO Globally to be COPC® certified on standard version 4. Some of the factors that have resulted in higher demand for air transport in India include the growing purchasing power of middle class. Indigo is built for the people with things to do. money or energy in the process.3 • InterGlobe Enterprises named by the Great Place to Work Institute as one of the "25 Best Companies to Work For in India. the industry has witnessed a vast difference with the entry of the privately owned full service airlines and low cost carriers. IndiGo stands for three things: Affordable Fares. India’s leading domestic low cost airline. IndiGo is the youngest fleet of aircraft in the country. 2. Besides." 2. On-Time performance and a Hassle-Free flying experience. the private carriers accounted for around 75% share of the domestic aviation market. low airfares offered by low cost carriers and the growth of the tourism industry in India.4 INDIGO AIRLINES India is one of the fastest growing aviation industries in the world. precise and gimmick-free customer experience at fares that are extremely affordable. seamless. In addition to the liberalization policy. Because of the introduction of liberalization policy in the Indian aviation sector. By minimizing time/cost/tension of air travel. In 2006.
they were compelled to increase prices. On one hand. lounges •Emphasis on direct sale of ticket through Internet to avoid fee and commissions paid to travel agents. that make sense. gimmick-free customer experience at fares that are always affordable. rising fuel costs and taxation rates. 2006. etc. seamless. and that cut waste and hassles. Thus the low-cost players found it difficult to maintain their commitment. amidst this aviation turmoil. IndiGo continued to fly high. Below graph shows the gradual growth in the domestic air traffic: The growth in the aviation industry looked promising and hence attracted many low cost carriers like SpiceJet. Some players sought refuge in mergers. In their urge to survive. IndiGo resorted to measures like outsourcing and having a homogeneous fleet.role to encourage private players in the aviation industry. The IndiGo team uses all of these resources to design processes and rules that are safe and simple. InterGlobe Enterprises. In its endeavour to consistently maintain low costs. with a fleet of approximately 40 A320s. • Single type of airplane to reduce training and service cost.1 Below are the key factors of the business model of IndiGo airlines: • A single passenger class. IndiGo is the latest entrant as a low cost carrier in the aviation industry of India. These efforts helped IndiGo to offer its passengers low air fares. It was awarded the title of ‘Best Domestic Low Cost Carrier’ in India for 2008. It started its operations on August 4. the booming opportunities incited players to expand capacity but on the other hand. The airline currently operates 120 daily flights with a fleet of nineteen brand new Airbus A320 aircraft and flies to 17 destinations. which in turn ensures a uniquely smooth. GoAir and IndiGo after the success of Air Deccan in 2003 [Exhibit 1]. However. • No frills such as free food/drinks. whereas some survived by modifying their business model. increased the operational costs. a renowned travel corporation. is the owner of IndiGo. precise. IndiGo plans to serve approximately 30 Indian cities by 2010. • Unbundling of ancillary charges to make the headline fare lower. add free refreshments and beverages on-board. 44 . • Employees working in multiple roles.
INDIGO FLEET Aircraft Total in Service Seats Engines Cruising Speed Length Height Wheel Base Maximum Takeoff Weight Maximum Landing Weight Maximum Fuel Capacity Airbus A320-200 39 180 IAE V2500 0.82 Mach 37.57 m. 11.76 m. 12.65 m. 73.5 tonnes 64.5 tonnes 23,860 Litres
2.5 INDIGO FACTS • • • • • • • •
• • • • • •
Highly profitable and fastest growing airline in India Strong Cash flows Comprehensive power by hour (PBH) and maintenance agreements Strong Management Superb Product quality recognized by the market place Largest low cost airline in India Industry leading on-time performance 99.91% technical reliability A brand new fleet of 24 Airbus-A320s with single class seating with 161 daily flights, IndiGo flies to as many as 20 destinations all over India The highest technical dispatch reliability in India: 99.91% since launch Industry leading on- time performance in the domestic market First domestic low cost airline to have CAT III compliant pilots Several industry first initiatives like web check-in, mobile bookings, queue busters, step less boarding ramps, air-conditioned tarmac coaches. High asset utilization, fast turn-around and optimum resource utilization
2.6 INDIGO STANDS FOR THREE THINGS:a) Affordable rates
b) Timeliness c) Hassle free 2.7 OPERATIONAL STATISTICS OF INDIGO AIRLINES
• Indigo Airlines have outperformed the industry with sound operations , they have transported ~16 m passengers since inception. 2.11 HR VISION "To attain organizational excellence by developing and inspiring the true potential of company’s human capital and providing opportunities for growth, well being and enrichment". 2.12 HR MISSION “To create a value and knowledge based organization by inculcating a culture of learning, innovation & team working and aligning business priorities with aspiration of employees leading to development of an empowered, responsive and competent human capital” 2.13 HR OBJECTIVES To develop and sustain core values ➢ To develop business leaders for tomorrow.
➢ To provide job contentment through empowerment, accountability and responsibility. ➢ To build and upgrade competencies through virtual learning, opportunities for growth and providing challenges in the job.
To foster a climate of creativity, innovation and enthusiasm
➢ To enhance the quality of life of employees and their family ➢ To inculcate high understanding of 'Service' to a greater cause.
AWARDS AND RECOGNITION
InterGlobe Enterprises has been adjudged as one of the “Best Companies to Work for” in India, for 2008 and 2009 by Great Place to Work® Institute, in partnership with The Economic Times
InterGlobe Technologies was ranked No.2 and No.3 in Travel BPO and IT Services by the prestigious 2008 Black Book of Outsourcing IT Organization has been assessed at CMM I Level 5 IT & BPO organization has been certified at P-CMM Level 3 & ISO 27001:2005(ISMS)
InterGlobe Technologies was recognized as "Exciting Emerging Companies to work for" by NASSCOM.
InterGlobe General Aviation Private Limited (IGGA) is the exclusive Sales and Service representative for Hawker Beechcraft aircraft within SAARC. In addition, we also hold Exclusive Agreements with Sikorsky Aircraft Corporation, Dornier Seaplane Company and most recently Pacific Aerospace. Our impressive product portfolio is complimented with a world class facility, which is the first and only one of its kind in the region. Based at Indira Gandhi International airport, New Delhi, our Authorised Service Centre caters to all your maintenance, spares and service related requirements.
InterGlobe Enterprises signed a long term sales and servicing agreement with Hawker Beechcraft to sell and maintain its products within SAARC. Sikorsky. Pacific Aerospace Located at Hamilton International Airport in New Zealand's North Island. June 2007. Maldives and Mauritius.We firmly believe in our value proposition .“Aviation Personalized”. InterGlobe General Aviation is now responsible for the sales of their P750 XSTOL aircraft in India. Sri Lanka. Maldives and Bangladesh. Pacific Aerospace has over 50 years of experience designing and manufacturing rugged and reliable aircraft that perform where others can't. The expansive territory covered by IGGA will include India. InterGlobe General Aviation truly is a One-Stop Shop for all your sales and servicing requirements. Sales Hawker Beechcraft Corporation At the Paris Airshow. Dornier Seaplane Company IGGA are proud to announce that we have added yet another company to our growing portfolio by signing an exclusive agreement with Dornier Seaplane Company. Sikorsky Helicopters Most recently we have signed a long term exclusive sales agreement with renowned Helicopter manufacturer. Sri Lanka. and will constantly aim to tailor our services to meet our customers’ specific needs. We will now be responsible for commercial sales in India. 48 .
specific to general aviation. a crew lounge. we have become the exclusive distributor for ASG offering pre-owned Sikorsky Helicopters. capable of maintenance of up to 4 aircraft at a time. Not only can we complete scheduled and line maintenance of both airframes and engines. Our impressive 1.700 square meter facility offers world class amenities such as a plush VIP lounge. during and after maintenance in order to ensure the project runs smoothly from beginning to end. Services We continuously aim to achieve the highest standards of service. Warranty and Service + Plus Administration 49 . we also get the aircraft’s interiors cleaned or refurbished while in our facility. Planning acts as a central point of communication. We specialise in minimising the aircraft’s downtime by maximising opportunities for our customers while they are grounded. pilot offices. Maintenance Team Our Maintenance and Engineering Department consists of a team with vast experience in aircraft maintenance and repair.Atlanta Jet We also have an exclusive distributorship agreement with US based Atlanta Jet. maintenance support offices and a large hangar. liaising with all parties before. Maintenance Planning The planning function is the main interface with our customers and any third parties involved in operating aircraft. With this arrangement. which allows us to offer our customers any pre-owned aircraft type of their choice. Aircraft Services Group Our exclusive agreement with Aircraft Services Group (ASR) further complements our growing portfolio.
Our Warranty Administration function provides our customers with a personal service without the worry of processing paperwork and paying multiple invoices. CAPACITY VS DEMAND Analysis of Capacity (ASKM) and Demand (RPKM) data on Year-to-Year basis indicates that trend of increase in both the capacity and demand continued in the month of Feb 2011 also. We take the headache out of seeking warranty claims from various OEM’s’ by dealing with them directly. SEAT FACTORS OFSCHEDULED DOMESTIC AIRLINES 50 .
Ghosh is also a key member of the Leadership Team of the InterGlobe Enterprises which is the body that is responsible for the management of the Enterprise’s various businesses which spans a wide range of activities while staying true to the core competency of the travel domain. Ghosh has the overall managerial and operational responsibility of IndiGo. Mr. Mr. Ghosh plays an instrumental role in the management of the Group’s affairs and advising on and formulating growth strategies of the InterGlobe Group. As the President of IndiGo. Mr. Prior to assuming his role as the 51 . Management Bios Mr. Ghosh sits on the Board of IndiGo and was key to its launch.Aditya Ghosh. President Mr.The month of Feb 2011 witnessed marginal decrease in seat factor as compared to previous month primarily due to end of peak season.
Chief Commercial Officer Mr. Sanjay Kumar worked with Air Sahara. Previously Mr. a Post Graduate diploma in Business Administration and Bachelor of Law from Meerut University. Product & Service Development and Media Relations. Riyaz Peermohammed. Mr. Sanjay Kumar. Marketing & Sales. Ghosh served as the General Counsel for the entire InterGlobe Enterprise. He holds a Master’s degree in Economics. Peermohammed held the position of Corporate Treasurer of the Emirates Group and was the Aircraft Financing Manager responsible for aircraft acquisition and lease arranging. Previously Mr. cost control and business finance. budgeting. is a Chartered Accountant and a Chartered Financial Analyst. In an airline career spanning over 16 years with leading domestic airlines in India. Peermohammed was Senior Vice President – Corporate Treasury for Emirates Airlines and was responsible for treasury. corporate finance. management accounts. Mr. Distribution. Chief Financial Officer Mr. Prior to joining IndiGo he was Vice President – Strategy & Planning for SpiceJet. Sanjay Kumar has worked on various assignments in the area of Business Planning. Mr. Mr. Peermohammed joined IndiGo in March 2006 and is responsible for finance. 52 . Mr. Prior to joining IndiGo Mr. Peermohammed holds a Bachelor of Science from Bombay University. Mr. Sanjay Kumar joined IndiGo in January 2007 and is responsible for commercial. Ghosh is a member of the Executive Council of the Federation of Indian Airlines.President of IndiGo.
Scandinavian Airlines. Ramdas has been responsible for airport operations. Previously Capt. Previously Capt. Nair was the coordinator of the safety oversight program and was responsible for flight safety measures in civil aviation. Nair joined IndiGo in October 2005 and is responsible for safety and compliance. safety. customer services. Tarom. Sanjeev Ramdas. Vice President: Customer Services & Airport Operations Mr. Ramdas was Director of Airport Services at InterGlobe and managed the airport operations of InterGlobe’s airline partners. Mr. Ltd. Nair worked for the Airports Authority of India as an Aerodrome Officer. Capt.. 53 . Ramdas holds a Bachelor of Commerce degree (with Honours) from Delhi University and a Post Graduate diploma in Personnel Management and Industrial Relations.Captain K P S Nair. Prior to joining IndiGo Mr. Ramdas worked for Cambata Aviation Pvt. aircraft handling. Capt. Nair was Deputy Director of Flight Crew Standards and Operations in the Directorate General of Civil Aviation and was responsible for the development of operational policies and flight crew training programs. and is a member of the Aeronautical Society of India. Chief of Flight Safety Capt. service level agreements and cargo. Ramdas joined IndiGo in October 2005 and is responsible for customer services and airport operations. Turkish and Delta Airlines. contract negotiations. Previously Mr. is a qualified Flight Navigator Examiner and commercial pilot. Mr. Prior to joining IndiGo Capt. emergency response procedures. Nair has served with the United Nations and the African Development Bank as Air Transport consultant in Africa. Nair holds a Bachelor of Arts from Osminia University. GSE purchasing. Mr. Air Traffic Controller and Air Safety Officer.
S. Jamshedpur. Gupta holds a Bachelor of Technology degree in Mechanical Engineering from the Indian Institute Of Technology. Prior to joining IndiGo. Vineet Mittal. employee engagement and managing performance. Mr. Mr. development and retention of talented employees. He has over 14 years experience in human resources management. management. Gupta joined Indian Airlines as a Graduate Engineer. Vice President:Engineering Mr. Gupta was General Manager – Engineering for the Northern Region where he managed the induction and maintenance of Indian Airlines’ A320 fleet. Gupta was the Director of Engineering for Indian Airlines and was a member of the aircraft purchasing team. Prior to this appointment Mr.. Bakshi joined IndiGo in December 2006 and is responsible for human resources.S. Bakshi was the General Manager – HR for Bharti Airtel Ltd. Mr. Bakshi. Vice President: Financial Planning & Analysis 54 . Prior to joining IndiGo Mr.C. Mr Bakshi holds a Post Graduate Diploma in PM & IR from XLRI. Mr. K. Previously Mr. with a special emphasis on building and improving HR processes and systems and on the acquisition. a Master of Business Administration from the Faculty of Management Studies. University Of Delhi and is a licensed aircraft engineer.Gupta. Gupta was Director of the Jet Engine Overhaul Division and was responsible for gaining FAA approval for engine overhaul and repair. Gupta joined IndiGo in September 2005 and is responsible for maintenance and engineering. He worked on various projects in the areas of leadership competency.Mr. Mr. Vice President: Human Resources Mr. Broad Band & Telephone Services – NCR in Delhi.
He joined Air Arabia in Sharjah. Delhi University and is a Chartered Accountant from the Institute of chartered accountants of India. Mittal worked with DLF Universal as Deputy Manager – Accounts and was responsible for accounting procedures. Mittal was a project manager at InterGlobe responsible for the IndiGo project.Mr. 777 and the Airbus 320 in both domestic US and international operations. taxation.com. Mittal holds a Bachelor of Commerce from Hansraj College. accounting and purchasing. Vice President: Inflight Services 55 . Capt. Suman Chopra. He spent 13 years with United flying the Boeing 727. before joining United Airlines in 1990. Zaheer has flown over 14. After leaving in 1984. Capt. Mittal is also a graduate of cost accountancy from the Institute of cost and work accountants of India. Captain Saleem Zaheer. where he served as Chief Pilot and Postholder Flight Operations. Mittal worked for Royal Airways as Revenue and MIS manager and was responsible for revenue auditing and analysis. 767. Mrs. Capt. Previously Mr. and a Qualified Flight Instructor in the Indian Air Force. A graduate of the National Defense Academy and the Air Force Academy.400 hours in his 36 year aviation career. Mittal joined IndiGo in October 2005 and is responsible for financial planning. Zaheer was a fighter and transport pilot. taxation compliance and capital management. Vice President: Flight Operations Capt. Mr. Mittal began his career as a statutory and general auditor with Ernst and Young. UAE in March 2004. 737. and then as Director. 757. Zaheer flew the Learjet and Hawker 700 business jets in the USA. Mr. Prior to joining IndiGo Mr. Prior to joining Royal Airways Mr. Mr. He is an Airbus qualified Type Rating Instructor (TRI ) with over 4000 hours in command of the Airbus 320. Zaheer joined IndiGo in December 2009 and is responsible for flight operations. their joint venture airline in Nepal. Operations & Engineering of flyyeti.
She also formulated a Quality Team for measuring the performance of cabin crew and service consistency. revenue strategy. Amit Khandelwal has worked on various assignments in the areas of Business Development. He holds a B. In an airline career spanning almost 15 years. Amit Khandelwal joined IndiGo in February 2007. Prior to joining IndiGo. Chopra began her aviation career as an inflight crew member for Indian Airlines. from BITS. Pilani and an M. Chopra was the Quality Control Purser for Emirates where she was involved in developing service standards. Amit Khandelwal. where she was involved with the whole gamut of corporate and business laws. Mrs. She started her legal career with a reputed law firm in New Delhi. and NIIT.S.E. training and administration with Air Sahara. Her responsibilities included setting up inflight operations at four locations and a training centre at Delhi. She joined InterGlobe Enterprises Limited as Legal Counsel in 2005.Mrs. Prior to joining IndiGo Mrs. he worked with Go Air. PROS Revenue Management. she played an integral role in the 56 . During her association with InterGlobe. Namrata Singh. Mrs. consulting & IT-enabled services. Vice President: Planning and Revenue Management Mr. United Airlines. Mr. Mrs. Inc. and program management in the aviation industry. Chopra joined IndiGo in April 2006 and is responsible for inflight services and cabin-crew management. Associate General CounselNamrata is the Associate General Counsel of IndiGo and heads its legal and corporate affairs. Previously. (Operations Research & Management) from the University of Texas. Chopra was General Manager of inflight services. Chopra holds an Honours Degree in Food and Nutrition from Delhi University and has over 23 years experience in domestic and international inflight services. Mr.
‘IndiGo’. She holds a Bachelor’s degree in Law from Symbiosis Society’s Law College. A scale is developed for measuring the effectiveness of training based on the % achievement of the objectives.management of the Group’s legal affairs and advised several of the Group companies and was assigned to advice on the new venture of the InterGlobe Group . Functional: The outcome of the training is measured by comparing the data pre-training and post-training. lack of support from the employees due to confidentiality of the systerm. 57 .Functional . Problems Faced No proper monitoring cell for analyzing information.Behavioral .General/ Omnibus programmes 1. less disclosure of information Chapter -3 Research study of main topic TRAINING PROGRAMMES FLOWING FROM TRAINING NEEDS: The programmes are divided into three broad categories: . Pune.
which are not flowing directly from the training needs measurement of effectiveness of the training is not needed to be measured. If the training need is repeated there. This is seen through the training need identification for the coming year for the employee.Achievement of those organizational objectives within the time lines. TRAINING MODEL steps in systematic training approach 58 . The programmes that are found to be ineffective are reworked. However. then the training is partially effective. If the training need is repeated but with focus on a part of the need.Number of audit issues raised on the areas covered in the training. The measurement criterion for the programme is defined in the beginning of the programme and effectiveness measured against the same. A consolidated effectiveness report of the training programme is prepared at the end of the year. . then the training is effective. Training programme for testing out the training Also there are training programmes.2. Behavioral: The effectiveness of the training of this nature is measured annually. no detailed brochure is prepared for the same. General: These are the training needs flowing directly from the organizational needs. 3. then the training provided is taken as ineffective. . The effectiveness of the training is measured by: . which are run for a large number of employees. The effectiveness of the outside training programme is measured on the same line as above. If not repeated.Any other such thing as defined in the training brochure. These are omnibus training programmes. ISO 14000 training and any awareness training. Examples of these can be ISO 9000 training.
59 . This type of training often takes place at the work place in informal manner. ACTION LEARNING /OFF THE JOB TRAINING There are many management development techniques that an employee can take in off the job. that are usually played for enjoyment sometimes are used for training purposes as an educational tool. The few popular methods are: SENSITIVITY TRAINING TRANSACTIONAL ANALYSIS STRAIGHT LECTURES/ LECTURES SIMULATION EXERCISES IT TRAINING.help attain the objective of that would satisfy the airlines goals Evaluation process – measuring the outcome of various training activity.Games and Simulations Games and Simulations are structured and sometimes unstructured. • • SYSTEMATIC TRAINING IS FURTHER BROKEN DOWN IN TO : ON JOB EXPERIENCEThe most frequently used method in smaller organizations that is on-the-job training. and experienced employees. Training games and simulations are different from work as they are designed to reproduce or simulate events.• Assessment – what is needed where when and by whom? Training activity. This method of training uses more knowledgeable. processes that take place in trainees’ job. experienced and skilled employees. supervisors to give training to less knowledgeable. OJT can be delivered in classrooms as well. skilled. circumstances. such as mangers.
role playing without the support of technology. The Individual Officer first identifies the training needs of himself and then it is recommended by the reporting Officer and then by the Departmental Head. Training is also imparted by nominating the concerned employee for an external training programme.Organizational Thrust Areas.A Training Game is defined as spirited activity or exercise in which trainees compete with each other according to the defined set of rules. The Training needs as identified in the PAR are recorded by the HRD Department and necessary action is taken for imparting the identified training. Simulation is creating computer versions of real-life games. or combinations MANAGEMENT STAFF The Performance Appraisal form of the organization has a section in which the training and development needs are filled up. PREPARATION OF TRAINING PLAN : IMPARTING OF TRAINING Actual training is imparted with the help of in-house and outside agencies. past experience and feedback received from the earlier participants. Simulation is about imitating or making judgment or opining how events might occur in a real situation. The selection of these agencies is done on the basis of reputation. programmes offered by them.New Emerging Areas. All records of the training are maintained at branch as per Record of Training in the Personnel folder and the same is intimated to the Executive Office Personnel through the Monthly Personnel Report. .Company’s strategy and policy. It can entail intricate numerical modeling. . Training needs are identified based on: . FEEDBACK 60 .
There are three such questionnaires available and one of these is used depending upon the nature of the training programme and the level of participants. Also. Corporate HR maintains all relevant records pertaining to Management Trainee’s training at Bangalore. the trainee has to submit a report to the Personnel Department. During such period. PILOT TRAINING 61 . b) Training programme for testing out the training/ increased awareness/ general information/ omnibus training types etc. a person from the personnel department sits through the final session of the programme and takes the verbal feedback about the programme. he is reporting to the respective department head. The copies of the same are sent to the General Manager and all concerned. At the end of the induction. a detailed training programme is carried out whereby the incumbent is to understand in depth of working of each department at various locations as per the programme given by the Corporate HR. Corporate HR advises it as per Management Trainee Training programme designed by them.A feedback is taken from the participants through a questionnaire on the programme and their impressions in order to further improve upon the same. MANAGEMENT TRAINEE’S TRAINING Management trainees are given a fortnight of induction programme. A person gets nominated for the training programme in the following two ways: a) Training programme flowing from the training needs. The department prepares a schedule for the employee as per which he is required to spend specific time in each department. INDUCTION TRAINING This is carried out as the very first step for any new entrant into Company. The objective of the induction programme is to familiarize the participant to the function of different department. Thereafter.
• • • • • • • • • Captain’s training – Qualified and Experienced Senior Co-pilots are taken through a rigorous selection Process for command upgrade.At IndiGo expats undergo 4 familiarization flights + a minimum of 05 sectors of IOE Covering critical and short fields + one line checks with TRI/TRE. IndiGo standard of 90% 3 strike policy (3 failures resulting in termination) EMPLOYEE OVERALL DEVELPOMENT 62 .Endorsement + 02 route checks + 10 sectors of IOE with TRE + . Thereafter they undergo 8 SIM sessions + 2 Skill test for evaluation + AWO training followed by 50 sectors of IOE.employed by IndiGo. First time carried outside of Europe IndiGo training department imparts recurring training (required under CAR145) • • CABIN CREW • • • • Ab Initio Training: 45 Days Greater training duration than regulatory mandate Pass Score % mandated by DGCA is 80% vs.ENGINEERING AACT training . Co-pilot’s training .40 sectors of IOE Followed by 2 sectors release check with TRE. IndiGo simulator and line training is done by the Airbus Instructors for standardization along with a SLF of 50 sectors Expat pilots . 10 line checks and after DGCA endorsement one final Release check.
InterGlobe Learning Academy (ILA): The ILA is an in-house competency building initiative with emphasis on mastering functional expertise and aimed at creating a ‘Learning Organization’ for its employees. helping them improve their performance and productivity and enhance their leadership potential. We are deeply committed to investing in the development of employees who wish to work at levels consistent with their highest potential. are awarded a ‘Champion’ certificate and become eligible for the next level in the learning pyramid. Learning & Development Philosophy: To build a culture of continuous learning by empowering employees with enhanced skills. Integrated Leadership Development (ILD): The ILD refers to an enterprise-wide leadership development & career planning initiative with focus on key transition points in the employee’s career ranging from: • New hires • • • Young leaders First Time Managers Supervisors • Leadership team InterGlobe has a defined Leadership Competency Framework that forms the base of all development initiatives. Performance diagnostics are also used as inputs for functional as well as behavioural learning interventions. who successfully complete the learning cycle under ILA.Learning & Development Joining InterGlobe translates into continuous learning opportunities to expand on what you can do. The Academy has a credit system wherein credit points are awarded to the participant on the completion of every milestone achieved during the Academy. titled the ‘Expert’ level. Participants. 63 . thus providing long term career opportunities to high performers. This approach serves the larger organization. imperative of growing our own talent within the organization.
The IPAD journey is interspersed with periodic reviews. IPAD Program Overview Stages in the 12 month journey: 64 . The program aims to nurture these fresh aspirants to become thoroughbred professionals and take up responsible positions in the organization at a relatively faster pace.Knowledge Sharing Forums: Provide opportunities to employees with similar learning inclinations to share their experiences and add value to them as professionals. leadership interaction sessions and training programs. These trainings p rovide Management Trainees an opportunity to not only learn functional skills but also mesh with the culture and people of the organization. The IPAD Journey Management Trainees selected as part of IPAD undergo a one-year rigorous training period that includes cross functional & functional projects and on the job training.
training on specific instrument that one flies. observational flying for 50 hours. 5. one month technical training 3. Added course include • Extended twin operation(flight over the sea without using the shore line) • Course on low visibility flying procedure 9. virtual flying in 6 axis flying simulator. Course on flight safety and safety instrument 7. pilots training program 2. learning to fly in various situations and handling emergency scenarios 12 live flight training on familiarization flight under a flight instructor and a safety first officer Cross-Cultural Training Programs and Services • Effective Teambuilding for Diverse Teams 65 . 11. learn the sop”s of flying (take off to landing) 10. exam on aircraft performance 4. Exam on aviation security after training 6. Course on crew resource management 8.Training in indigo airlines: 1.
such as law firm practice groups. business values differences and global business etiquette. It also provides strategies for communicating across cultures more effectively. as needed. plus on-going regular team meetings. It helps existing teams.• • • Specialized Teambuilding Programs for Law Firms and Other Service Companies Working Across Cultures . etc. Working Across Cultures: Global Business Skills The program analyzes the impact of culture and cultural differences when communicating with counterparts from other cultures.Global Business Skills Culture-Specific Cross-Cultural Training: Working and Communicating Effectively with Germany. Format: 1 to 2 days kickoff meeting. It helps team members to clarify roles and responsibilities and to agree on processes and principles in order to reach mutually established goals and objectives. Belgium. optimize their performance and reach their business goals Format: 1/2 to 2 days. creating globally inclusive work environments. Format: 1 to 2 days 66 . It discusses topics such as managing across cultures. Effective Long Distance Communication Across Cultures Global Presentations Skills Pre-Departure and Post-Arrival Cross-Cultural Training Repatriation Training Executive Coaching • • • • • Effective Teambuilding for Diverse Teams This program provides essential information on the building blocks of highly effective diverse teams. Specialized Teambuilding Program for Law Firms and other Service Companies This program discusses building blocks for effective teambuilding for non-legal and legal staffs at law firms and other service companies.
clients and business partners from these and other cultures. etc. management styles. Belgium. meeting styles. and resources in the new culture as well as an overview of cultural values and attitudes in the new country. e-mail. negotiations.Culture-Specific Cross-Cultural Training: Working and Communicating Effectively with Germany. It suggests strategies for working and communicating effectively with colleagues. presentations. the Netherlands. Italy. education. 67 . Belgium.. Japan. India and Mexico. France. It provides information on housing. It offers an opportunity for participants to give practice presentations and receive detailed feedback on their presentation style and content. local services. Format: 1 to 2 days. Format: 1/2 to 1 day Global Presentation Skills The program provides information on the steps necessary for creating and delivering effective presentations for global audiences. shopping. gender roles and business etiquette for a specific geographic region or country including but not limited to Germany. It improves long-distance communication between colleagues and/or clients from other cultures. or web-based technology.K. Taiwan. Format: 1 to 2 days Effective Long Distance Communication Across Cultures This program provides strategies for dealing effectively with the challenges of long-distance communication via telephone. video conferencing. This program provides an overview of cross-cultural business practices and issues such as work ethics. China. the U. Format: 1 to 2 days. Pre-Departure and Post-Arrival Cross-Cultural Training The program helps individuals and their families handle the impact of culture shock related to moving to another culture.
eligible for airline transport pilot license and for post of captain Then promotion to check pilot. Management pilot and chief pilots. examiner and instructor.and medium-term personal and business goals and create a long-term vision for their lives. eligible for change of equipment to wide body aircrafts After 3000hrs of flight time and above 25 yrs of age. Executive Coaching This program helps executives clarify their short. Job rotation 68 . Format: on-going coaching sessions (30-60 mins). Format: 1 to 2 days. It helps them design strategies to reach these goals and align their lives with their vision. the operational manager at locations Topmost post chief of training and standards. Carreer development First officer= he / she is a co-pilot After 1000hrs of flying. It focuses on the challenges of re-entry into the work and home environments as well as on successful re-entry strategies.Repatriation Training This program helps individuals and families handle the impact of "reverse culture shock" when returning to their home countries after an international assignment.
What do you understand by training? learning Enhancement of knowledge. skill and attitude Sharing of information All of the above 0 4 0 16 69 . _ Job engagement Chapter -5 DATA ANALYSIS & INTERPRETATION 1.
Completely agree Partially agree Dis agree unsure 17 3 0 0 70 .Interpretation: The above result shows that most of the employees of corporate HR are well aware of the definition. inputs and purpose of the training program. They are self motivated to attend such training program as it will result in their skill enhancement & improving their interpersonal skill. Training is must for enhancing productivity and performance. 2.
It means somewhere their productivity and performance has been improved after the training program attended by them and it helped them to achieve their goal. Have you attended any training program in the last 01 year? yes no 20 0 71 . 3 (i).Interpretation THE above result shows that mostly all the employees of corporate HR are well aware of the role and importance of the training.
If yes. (ii). It means in corporate HR. indigo airlines time to time training is provided to all the employees and it is continuous process.Interpretation: 100% respondents had attended training program in the last 01 year. which module of soft skill development training? Personality and positive attitude Business communication Team building and leadership Stress management and worklife balance Business atiquete and corporate grooming 3 2 0 2 0 72 .
But besides soft skill development training.(i). 4. Corporate HR indigo airlines should also provide product/process or skill based training to enhance the employability. After the training.All of the above If any other 13 0 Interpretation 65% respondents had attended all the five modules of soft skill development training. have you given feedback of it? yes no 20 0 73 .
Interpretation: 100% respondent had given feedback after attending the training. through which method? questionaire interview Supplement test Any other 16 1 1 0 74 . It means each and every respondent are well aware of the importance of giving feedback. They know that their feedback is very important to identify the effectiveness and valuation of training program. (ii). If yes.
Interpretation: The above result shows that the questionnaire is the most popular method of evaluating the training program and other methods are not very much in practice in corporate HR. self diaries& observation so it should also implement the other methods also to identify the ROI (return on investment) & effectiveness and valuation of the training program. supplement test. But since there are various other methods of evaluation of training program like interviews. indigo airlines. Which method of post training feedback according to you is more appropriate? observation questionaire interviews Self diaries 5 3 8 3 75 . 5.
and in this they can get the opportunity for clarification and the most important thing is that in the interview. (i). II. III. Beside this. It means that Corporate HR. Do you think that the feedback can evaluate the training effectiveness? 76 . IV. indigo airlines should also try to use other method of evaluation of training program. Corporate HR. 15% are in favor of self diaries and 5% are in the favor of supplement test. indigo airlines mostly use the questionnaire to get the feedback of trainees but only 15% respondents are in favor of questionnaire because in it there is a possibility of getting inaccurate data and in this responding conditions are also not controlled.Supplement test 1 Interpretation I. 6. personal interaction is also possible. On the other side 40% respondents feel that interview is the most appropriate method of evaluating the training program because it is more flexible method. 25% are in favor of observation because this is non-threatening and is excellent way to measure the behavioral changes.
YES NO 20 0 Interpretation: 100% respondents think that the feedback can evaluate the training effectiveness. It means that kartavyayogis in the Corporate HR indigo airlines are well aware of the importance of taking feedback after the training.If yes. (ii). how can the post training feedbacks can help the participants? improve job performance an aid to future planning Motivate to do better 1 3 2 77 .
Completely agree 14 78 . It means that they are benefited by giving feedback of the training. attended by them.Post training evaluation focus on result rather than on the effort expended in conducting training. 7. is an aid to future planning and can motivate to do better.All of the above none 14 0 Interpretation 70% respondent feel that the post training feedback can help the participants to improve their job performance.
8. It means that all the respondent are well aware of the purpose and objective of the post training evaluation.What should be the approach of post training evaluation? Trainer centered 2 79 .Partially agree disagree unsure 6 0 0 Interpretation 70% respondents are completely agree and 30% respondents are partially agree with the statement that post training evaluation focus on result rather than on the effort expended in conducting training program.
trainee and subject. It means that the evaluation procedure should be implemented concerning trainer. 40% respondents feel that the approach of post training evaluation should be subject centered and 40% respondent also feel that it should be trainer. What should be the ideal time to evaluate the training? 80 . II. 10% respondents are in favor of trainee centered approach and 10% respondents are in favor of trainer centered approach. trainee and subject centered.Trainee centered Subject centered All of the above 2 8 8 Interpretation I. 9.
It could be vary for different training 10. Should the post training evaluation procedure reviewed and revised 81 .30% feel that it should be immediate after training. 20% feel that ideal time to evaluate the training is after 1 month and 15% are unsure. So the ideal time of evaluation of training depends on types of training.Immediate after training After 15 days After 1 month cant say 6 7 4 3 Interpretation 35% respondent feel that training should be evaluate after 15 days. Since each respondent had attended different training program.
Still 10% feel that the post training evaluation procedure should not be reviewed and revised periodically. 82 . indigo airlines.periodically? yes no cant say 16 2 2 Interpretation: 80% respondents feel that the post training evaluation procedure should be reviewed and revised periodically. It means that it has to be a continuous process and be taken regularly by the line manager/Reporting manager of the participants. followed by Corporate HR. It could also be taken by peer group. It means they are satisfied with the post training evaluation procedure.
So there is a need to create awareness among them that how much the feedback exercise is important to identify the effectiveness and valuation of the training program.11. money and effort? yes 18 no 2 Cant say 0 Interpretation: 90% respondents feel that the whole feedback exercise worth the time.to identify the need of retraining and identify the points to improve the training. Is the whole feedback exercise after the training worth the time. to identify the ROI(return on investment). Still 10% are unsure about it. 12. money and effort and 10% respondent are not agree with this. It means that feedback exercise is valuable and worthful for the participant to achieve their personal goal as well as for the organization.The post training feedback can be used: 83 .
84 . to identify the need of retraining and to provide the points to improve the training.To identify the effectiveness and valuation of training program To identify the roi To identify the need of retraining To provide the points to improve the training All of the above 3 2 0 0 15 Interpretation 75% respondents feels that post training feedback can be used to identify the effectiveness and valuation of training program. to identify the ROI. And others are also aware of the importance of post training feedback.
4 CONCLUSION 85 .CHAPTER 6: 6.3-LIMITATION 6.1-FINDINGS 6.2-SUGGESTIONS 6.
Most of the participants are benefitted by giving feedback after attended the training. It motivated them to do better.FINDINGS: ostly all the employees of corporate HR are well aware of the role and M importance of the training They are self motivated to attend such training program as it will result in their skill enhancement & improving their interpersonal skill. indigo airlines time to time training is provided to all the Employees and it is continuous process. Post training evaluation focus on result rather than on the effort expended in conducting the training and it worth the time. money and effort. helped them to increase their job 86 . Corporate HR. Questionnaire is the most popular mean of evaluating the training program in Indigo airlines Most of the employees feel that interview is the most appropriate method of evaluating the training program.
• The organization may consider deputing each employee to attend at least one training programmes each year. spanning over a few days. SUGGESTIONS AND RECOMMENDATIONS • The organization may utilize both subjective and objective approach for the training programmes. in order to avoid any interruption in the routine work. In indigo airlines post training evaluation is used to identify the effectiveness and valuation of training program. to identify the need of retraining and to provide the points to improve the training. 87 . to identify the ROI(return o investment).performance and is an aid to future planning. • The organization can also arrange part time training programmes in the office premises for short durations. • The In-house training programmes will be beneficial to the organization as well as employees since it will help employees to attend their official work while undergoing the training.
The time period of the study was only two six weeks which may provide a deceptive 88 . Besides questionnaire other methods of post training evaluation should also be used like interviews. • Ensure that a comprehensive and systematic approach to training exists. self diaries. The level of knowledge of each respondent was different 3. and training and retraining are done at all levels on a continuous and ongoing basis. • Ensure that there is proper linkage among organizational.100% Response Rate was not found from the respondents 2. Post training feedback has to be continuous and should also be taken from line manager/superior & from peers to find out the effectiveness and valuation of training. LIMITATIONS OF THE STUDY : 1. Different strategies need different HR skill for implementation. Let training help employees at all levels acquire the needed skill. observation and supplement test. • • The evaluation procedure must be implemented concerning trainer. • Ensure that training contribute to competitive strategies of the firm. trainee and subject.• The organization can arrange the training programmes department wise in order to give focused attention towards the departmental • The management must commit itself to allocate major resources and adequate time to training. operational and individual training needs. • • Skill based training (product/process training) should also be provided.
The study is based only on secondary & primary data so lack of keen observations and interactions were also the limiting factors in the proper conclusion of the study. So. The training programmes were adequately designed to cater to the developmental needs of the respondents.picture in comparison of the study based on long run. Some of the respondents also suggested that use of latest training methods will enhance the effectiveness of the training programmes. the responses given by the respondents could vary a lot depending on the perception of each respondent for a given question. Some of the respondents suggested that the time period of the training programmes were less and thus need to be increased. 4. CONCLUSIONS : The major findings of the project are enumerated as follows: Training is considered as a positive step towards augmentation of the knowledge base by the respondents. The objectives of the training programmes were broadly known to the respondents prior to attending them. 89 .
com http://www.htm http://traininganddevelopment.GOindiGO. Bibliography : Websites www.com www.com/od/training/Training_Developme nt_and_Educat ion_for_Employees. The training programmes were able to improve on-the-job efficiency. Some respondents believe that the training sessions could be made more exciting if the sessions had been more interactive and in line with the current practices in the market.html http://humanresources.htm http://humanresources.org/search/management_help_search.com/od/trainingtrends/Future_Educatio n_and_Traini ng_Trends.managementhelp.inc.wikipedia.com/ 90 .about.naukrihub. Some respondents also recommended that the number of training programmes be increased.interglobe. The training aids used were helpful in improving the overall effectiveness of the training programmes. html?zoom_qu ery=training+and+development http://www.google.COM Ww.about.civilaviation.com www.com/magazine/19930201/3393_pagen_7..com www.
Research Methodology Methods & Techniques. C. R.Books Kothari.which module of soft skill development training? a) Personality and positive attitude 91 . (2006). a) Completely agree b) Partially agree c) Disagree d) Unsure 3) (i) Have you attended any training programme in the last 01 year? a) Yes b) No (ii) If yes . M. New Age International Publishers. skill and aptitude c) Sharing information d) All of above 2) Training is must for enhancing productivity and performance. Human Resource Management by L. k. Ashwathapa JOURNALS ♦ COMPANY JOURNALS ♦ ANNUAL REPORT QUESTIONNAIRE 1) What do you understand by training? a) Learning b) Enhancement of knowledge. Prasad Human Resource Management by Dipak. Bhattacharya Human Resource Management by K.
Page 75 b) Business communication c) Team building and leadership d) Stress management and work-life balance e) Business etiquettes and corporate grooming f) All of above g) If any other please specify ___________________________ 4) (i) After the training . through which method?(can select more than one) a) Questionnaire b) Interview c) Supplement test d) If any other please specify _______________ 5) Which method of post training feedback according to you is more appropriate? a) Observation b) Questionnaire c) Interviews d) Self diaries e) Supplement test 6) (i) Do you think that the feedback can evaluate the training effectiveness? a) Yes b) No (ii) If yes. how can the post training feedbacks can help the participants?(can select more than one) a) Improve job performance b) An aid to future planning c) Motivate to do better d) All of the above e) None 92 .have you given feedback of it? a) Yes b) No (ii) If yes.
7) Post training evaluation focus on result rather than on the effort expended in conducting training. money and effort? a) Yes b) No c) Cant say 12) The post training feedbacks can be used : a) To identify the effectiveness and valuation of the training programme b) To identify the ROI( return on investment) 93 . a) Completely agree b) Partially agree Page 76 c) Disagree d) Unsure 8) What should be the approach of the post training evaluation?(can select more than one) a) Trainer centered b) Trainee centered c) Subject Centered d) All of the above 9) What should be the ideal time to evaluate the training? a) Immediate after training b) After 15 days c) After 1 month d) Cant say 10) Should the post training evaluation procedure reviewed and revised periodically? a) Yes b) No c) Cant say 11) Is the whole feedback exercise after the training worth the time.
c) To identify the need of retraining d) To provide the points to improve the training e) All of above 94 .
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