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TRAINING AND DEVELOPMENT

INTRODUCTION: As man invented tools, weapons, clothing, shelter and language, the need for training became an essential ingredient in the march of civilization. Whether our ancestors stumbled upon or invented these facts of civilization is relatively little significance what is more important is that man had the ability to pass on to others the knowledge and skill gained in mastering circumstances which was done by signs and words. Through these devices the development process called training was administered. CONCEPT AND DEFINITION: An inevitable consequence of change is the need to learn. Changes may be result of the introduction of new technology of new working practices or of the general development and changing aspirations of people. Such changes often require people to learn new knowledge and skills and company this with changes in attitudes. For this training is used which is concerned with helping people to learn quickly and effectively. It requires clearly defined outcome and also affective learning conditions. Training is defined as “A planned process to modify attitude, knowledge or skill through learning experience to achieve effective performance in an activity or range of activities. Its purpose in the work situation is to develop the abilities of the individual and to satisfy current and future manpower needs of the organization. Training is the corner stone of sound management for it makes employees more effective and productive.

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Development is a related process. It covers not only activities, which improve job performance, and also those, which bring about growth of the personality. In organizational terms, it is intended to equip persons to earn promotions and held greater responsibility. Training a person for a bigger and higher job is development.

IMPORTANCE OF TRAINING:
• • • • • • • • • • • Reduction in wastage leading to improved profitability Improves the morale of the workforce Improve the job knowledge and skills at the levels of the organization Improves quality Improves production rate Improves labor management relations Creates an appropriate climate for growth and communication Aid in improving organizational communication Helps the individual in making better decisions and effective problem solving Aids in encouraging and achieving self development and self-confidence Helps a person handle stress, tension, frustration and conflict

TRAINING PROCESS 3

ORGANISATIONAL OBJECTIVES AND STRATEGIES ASSESSMET OF TRAINING NEEDS ESTABLISHMENT OF TRAINING GOALS DEVISING TRAINING PROGRAMME IMPLEMENTATION OF TRAINING PROGRAMME EVALUATION OF RESULTS 4 .

To analyze the procedure presently followed in planning and conduct of training programs at HAL. • • To study the training programs taken up currently by the organization. The objectives of the study are as follows. • • • • To evaluate the training management programs. 5 . To analyze how the training needs of the employees are identified. a through literature survey was conducted which included detailed study of books and journals available on the subject. To identify and suggest measures for the improvement of the training programs Research Methodology To design this project report. Based on this survey. To evaluate the feedback system followed presently.Objectives of the study: This project work characterizes to evaluate the training programs that are conducted at Hyderabad Division of HAL. a questionnaire was prepared to evaluate training and development programs. The research also included few personal interviews with the trainees as well as the trainers who gave an insight into the various training programs conducted to gain practical view of the programs.

The questionnaires consisted of 31 questions out of which 5 questions were based on employee profile. and 26 were based training and development. Therefore the findings of the study neither may nor be 100% accurate. Limitations of the study • The company under study being a very large organization with large number of employees.The questionnaires were administered to 50 executives and workers who had undergone training. all of them could not be contacted for views and opinions on the topic “TRAINING AND DEVELOPEMENT”. • Wing to the paucity of time the questionnaires could be distributed only to a limited number of employees. 6 .

COMPANY PROFILE: 7 .

managing the business on commercial lines in a climate of growing professional competence. • To conduct its business economically and efficiently so that it can contribute its due to the national effort for achieving a self-reliant and self-generating economy. but always holding itself basically responsible for the growth and furtherance of the country’s aeronautics capability. relying however upon such relevant facilities as are available in other National Institutions. development and production of aircraft and aeronautical equipment to meet the country’s changing and growing needs. manufacture and maintenance of Aerospace defense equipment and diversifying to related areas. the company shall regard itself fundamentally responsible for design and development.MISSION: To become a globally competitive Aerospace industry while working as an instrument for achieving self-reliance in design. 8 . • In fulfillment of this objective. with special emphasis on military requirements. OBJECTIVES OF THE COMPANY • To serve as an instrument of the national policy to achieve self-reliance in the design.

• Towards this end. to develop and maintain an organization which readily respond to and adopt the changing matrix of socio-techno-economic relationships and wherein a climate of growing professional commitment and a sense of belonging will b e fostered and each employee will be encouraged to grow in accordance with his potential for the furtherance of the organizational goals. Koraput in Orissa for the aero engine and at Hyderabad in Andhra Pradesh 9 . Late Shri Walchand Hirachand at Banglore first established it as Hindustan Aircraft Limited in association with the then Government of Mysore. Shri Walchand Hirachand had the vision to start this company for manufacture of aircraft for the first time in India. which specializes in aeronautics and aerospace. as a private limited company. It is a public sector undertaking. In June 1942. However in August 1962. The Hallow trainer and Hawk Fighter Aircraft were the first two aircrafts produced by Hindustan Aircraft Limited and they were successfully test flown in 1942. Government of India purchased the interests of the company and took over its management. THE COMPANY: The year 1940 is regarded as a landmark in the history of aviation in INDIA as it saw the creation of Hindustan Aeronautics Limited. Government of India entered into a collaboration agreement with the Soviet Union for the manufacture of MIG-21 FL aircraft including its engine and avionics. Aeronautics India Limited was formed to undertake the manufacture of MIG-21 aircraft and factories were set up at Nasik in Maharashtra for manufacture of the air trainer.

helicopters. which is capable of design and manufacture of wide range of Aero planes. Over the years HAL has designed and developed a series of aircraft and also built a unique Aeronautical complex in Asia with modern state of the art facilities. transport aircraft. Manufacturing and Overhaul of a variety of aviation products from basic trainer aircraft to high technology fighters. avionics. system accessories and aerospace systems. Hindustan Aircraft Limited of the Aeronautics India Limited merged and formed the present Hindustan Aeronautics Limited on 1st October 1964. The result is a premier aviation industry. their power plants. To day HAL has proudly spread its wings and has grown to a gigantic public sector with 12 manufacturing and overhaul divisions and 7 Research and Design Centers spread across the length and breadth of INDIA HAL is engaged in Research. TEAM PROFILE OF HINDUSTAN AEROUNATICALS LTD 10 .For the avionics for the MIG Aircraft. Design. engines and Aeronautical equipment and services. Later with the promulgation of the Aircraft companies amalgamation order 1964.

ORGANISATION CHART OF HAL CHAIRMAN MD BANGLIORE COMPLEX MD ACCESSORIES COMPLEX MD MIG COMPLEX MD DESGN & DEV DIRECTOR CORPORATE PLANING DIRECT OR DIRECTOR P&A ED VIGILAN CE GM-LUCKNOW GM-HYDERABAD GM-KORWA GM-KANPUR GM-NASIK GM-KORAPUT GM-ADB GM-HOB GM-RWR&DC ED – (PLG) GM – (F) GM – SYS GM (P & A) GM-AIRCRAFT GM-AEROSPACE GM-ENGINE GM-OVERHAUL GM-FORGE & FDRY GM-HELICOPTER GM-MAR & GAS HYDERABAD DIVISION OF HAL 11 .

Manufacturing. Personnel and Training head it. In the last two decades the division has acquired the unique distinction of designing most sophisticated airborne systems. Design. development. This division manufactures a large number of systems. Communication Systems of High frequency. This prestigious division is engaged in design. production and servicing of electronics systems going into various types of aircrafts manufactured by other divisions of HAL involving the state – of – the art technology.The Hyderabad Division of HAL was established in the year 1965 to achieve self reliance in avionics. This includes navigational system (like Automatic Direction Finders. Marker Receivers etc). A General Manager assisted by senior-by-senior executives for each disciplines such as planning. which are common to all types of aircrafts. very High frequency and Ultra high frequency. which form the backbone of the present day aircrafts. Commercial. This division is located in the northern suburbs of Hyderabad and employs more than 3000 employees including 600 executives. Finance. 12 . Following are some of the products produced by the Hyderabad Division. Quality Control.

13 . Software. Flight controls. Civil Aviation. Hybrid Microelectronics and Electronic Warfare. With a sustained R & D effort of over 4000 man – years. Communication. 200 qualified and experienced engineers and a large group of trained technicians and support staff are engaged in continuous efforts to design and develop high quality products to meet the stringent quality requirements of Army. Defense Research and Development organization. Air force. Navy. several systems / equipments have been developed at this R & D Center in the fields of Radar.(1) (2) (3) (4) (5) VHF / UHF Communication Equipment HFSSB Air Route Surveillance Radar (ARSR) Precision Approach Radar (PAR) Battle Field Surveillance Radar (BFSR) Strategic Electronics Research and Design Center of HAL. Navigation. Space satellite. Police etc. Hyd is the leading and largest R & D organization for avionics in the country.

Overhaul and product support services throughout the service life of variety of Aircraft Engine. HAL serves its customers with a pledge to serve them by augmenting its strength already built over a period of five decades. Accessories and system principally for the defenses in the country. Repair. 14 . Production. a full – fledged prototype manufacturing shop. Aviation. While fulfilling its primary objective of meeting the dynamic and varying defense needs of this country. Development.The division has extensive state of the art design facilities. HAL also designs and manufactures electronic equipment for civilian applications by continuously modernizing and updating its capabilities. environmental and EMI / EMC test facilities and above all a well – established quality system. HAL is poised for a significant and meaningful growth evened at self reliance in the field of Design.

ORGANISATION CHART OF HAL HYDERABAD GM AGM (D) AGM (P) AGM (M) DGM (MS) DGM (P&A) DGM (C&M) DGM (GCA) DGM (QC) DGM (MM) GM (FIN) DGM (C) DGM (R) DGM (PLG) DGM (B) DGM (COM) DGM (MFG) DGM (MNT) DGM (F–PLG) TRAINING AND DEVELOPMENT AT HAL 15 .

Training is done at two places in HAL. Apart from this three is a full – fledged faculty of experienced line manages from HAL as well as from reputed management training institutions and management consultants. a well-established training center was set up along with the inception of the division at Hyderabad. HAL Staff College functions under the guidance of Senior Directors and General Managers with the principal.PHILOSOPHY OF TRAINING IN HAL “Continuous human resource development to meet organizational objectives and to build a vibrant organization responsive to changes in the environment”. Staff College as member secretary. TRAINING ACTIVITIES AT HAL To ensure an efficient manpower with up to date knowledge. Today more than 12000 executive and 1400 management / design trainees have benefited from the college. Since then it has gone on to become a premier executive training institutes in the country to develop plans as well as to oversee implementation of both technical and management training activities. Following are some of the Training activities taken up at the Staff College. 16 . which caters to the training needs of all its employees. (a) HAL Staff college (b) Technical Training institutes of the divisions HAL STAFF College was established in August 1969 at Banglore.

the training and development programs are conducted by the Department of Training and Development”.• • • • • • • • • • General Management Development Productivity through cost and time consciousness Cutting Tool Technology Quality and Customer Satisfaction Bench Marking Helicopter Technology P & A HRD Policies and procedures Workshop on value Engineering Marketing management Trust and Team building TRAINING AND DEVELOPMENT AT HYDERABAD DIVISION In the Hyderabad Division of HAL. The department interacts 17 .

Computer and Civil disciplines and exposing them to on the job training.directly with the various technical and functional departments for conducting various programs. These trainees are exposed to theoretical classes as well as on the job training. OBJECTIVES: - The objectives of training and development at Hyderabad Division are as follows: 18 . Introduction of around 180 passed. it also shares following statutory responsibility as part of Apprentice Act. 1. Technicians in 10 different trades as Apprentice trainees once every year. The various training and development programs are periodically modified to take into account the emerging concepts are periodically modified to take into account the emerging concepts / practices in the industry. The importance of training and development programs are seen from the recent directive from Corporate Office which lays down that every year at least 45% of the total employees should be trained. Induction of around 40 Graduates / Diplomas in Electronic. 2. Mechanical Electrical. Apart from conducting training and development programs for the employees. TRAINING POLICY: The training policy of the Hyderabad Division reflects the objectives mentioned above. Involvement of the top management of the division and the corporate office also exists.

goals. information and techniques and development skills that would be required in their particular field. organization. • To enable managers to broaden their outlook and to tackle problems arising out of increasing size complexity of the organization due to technological and social changes. • To improve / change the attitude of people towards work. • To improve the analytical ability and decision making responsibilities of managers. • To build competent officers and prepare them to occupy more responsible positions. team spirit etc through managerial / behavioral inputs. inter-personal relationship. ORGANIZATION CHART OF TRAINING & DEVELOPMENT CENTRE 19 .• To assist employees to function effectively in their present and future positions by exposing them to the concepts. • To enable managers to handle more effectively the management labor relations.

20 . MANAGER (TRG) OFFICE STAFF MANAGER .I MANAGER .DGM (P & A) CHIEF MANAGER (TRG) SR.II IDENTIFICATION OF TRAINING NEEDS: The following procedure is adopted for identifying the training needs.

• The departmental heads are requested in the month of Jan / Feb to identify training needs of personnel working with them for next year (April to March) covering technical / functional / managerial / behavioral areas. • As per priority / accessibility of suitable faculty / production schedule of the organization / suitable external institutional facility.• The Departmental heads are requested in the beginning of the year to nominate personnel from their departments to various programs conducted at HAL Staff College. efforts will will be made to cover as many programs as possible In – house / Staff College / Abroad. These programs are mandatory. • Specific programs are also conducted at the request departmental heads and as per instructions from Corporate Office in the field of Technical. • The nominees selected by the GM will attend the programs for keeping abreast of latest developments and trends relevant to the organization. FACULTY All the In – house programs are conducted with the help of qualified and experienced personnel form the training department as well as form technical and functional department. Brochures giving particulars of each program are provided to the Departmental heads to identify the correct nominees. 21 . functional and managerial areas. Bangalore and in the divisions Training Center.

facilities from outside organization are invited to handle some specific sessions or a whole program. the programs are conducted at the Staff College. the programs are conducted within the divisions. TRAINING METHODOLOGY: - 22 . the training department also conducts some specific programs for all levels of personnel at periodic intervals either in the training department or through outside institutes in various parts of the country. Sometimes these programs are evolved during shop level meetings / GM’s meeting with departmental heads / management committee meeting at corporate level.III and above.When required. For employees in Gr. TRAINING AND DEVELOPMENT ACTIVITIES The following procedure has been adopted for conducting the programs. • Yearly plans for conducting a few mandatory programs are prepared indicating even the dates of the programs.II. • Apart from these. • For employees in Gp. The top management as well as the department in consultation with the line managers decides this.E to Gr.

each participant has to initiate an action plan and the departmental heads will monitor progress. some changes are made where necessary. Sometimes video / 16 mm film are shown on specific topic relevant to the session to bring more effectiveness in learning. participants who give their comments about the effectiveness of the overall program and also the facilities fill up a feedback Performa. syndicate work role – play etc. Based on these.This consists of conventional methods of lecture and discussion and modern methods such as case studies. EFFECTIVENESS AND FEEDBACK At the end of each program conducted in the division. At the end of the program. exercises. TRAINING FACILITIES AVAILABLE AT HYDERABAD DIVISION 23 .

• Class Rooms (a) A / c & acoustically treated (b) Ordinary • • • • • • • • • • • • • • Film projector Over head projector Slide projector Television VCR Tape Recorder 16mm Films Recorded Video Cassettes Personnel Computer Computer Printer Photo Copier Duplicating machine Black Boards Amplifier Systems 24 .

THEORETICAL PERSPECTIVE 25 .

NEEDS ASSESSMENT METHODS FOR GROUP ORGANIZATIONAL ANALYSIS 26 . This helps in identifying priority areas in training.TRAINING POLICY A company’s training policy represents the commitment of its top management to training. Needs assessment occurs at two levels – group and individual. Before committing such huge resources. What business are we in? At what level of quality do we wish to provide this product or service? Where do we want to be in the future? ASSESSMENT OF TRAINING NEEDS Needs assessment diagnoses present problems and future challenges to be met through training and development Organizations spend vast sums of money on training and development. organizations need to assess the training needs of their employees. It also highlights the firm’s approach to the training function and provides information regarding programs to all employees. ORGANIZATIONAL OBJECTIVES AND STRATEGIES The first step in the training process in an organization is the assessment of its objectives and strategies.

• • • • • • • • Organizational goals and objectives Personnel / skills inventories Organizational climate indices Exit interviews MBO or work planning systems Quality circles Customer survey / satisfaction data Consideration of current and projected changes FOR INDIVIDUAL ANALYSIS • • • • • • • • Performance appraisal Work sampling Interviews Questionnaires Attitude survey Training progress Rating seals Observation of behavior OBJECTIVES OF TRAINING AND DEVELOPMENT 27 .

• To assist employees to function more effectively in their present positions by exposing them to latest concepts. DESIGNING TRAINING AND DEVELOPMENT PROGRAMMES 28 .Once training needs are assessed. • To create a climate in which the individuals best attain his own goals by directing his efforts towards attaining the goals of the organization. information and techniques. The following are the objectives: • To impart to new entrants basic knowledge and skills they need for an intelligent performance of definite tasks. training and development goals must be established. imagination and judgment in individuals. • To increase productivity by conceptual skills. • To broaden the minds of senior mangers by providing them opportunities for an inter – change of experiences within and outside.

Every training and development programme must address certain vital issues like • • • • • • Who re the trainees? Who re the trainers? What methods and techniques are to be used for training? What should be the level of training What learning principles are needed? Where is the programme conducted? METHODS AND TECHNIQUES OF TRAINING Training methods are classified as follows: • • • • • • On the Job – training Vestibule training Demonstration and examples Simulation Apprenticeship Class room methods (a) (d) Lectures (b) Conference (c) Case study Role – Playing (e) Programmed instruction (f) Computer Assisted Instruction (CAI) • • Sensitivity Training Other training methods (a) Associations (b) Audiovisual aids 29 .

GRAPHICAL REPRESENTATION OF TRAINING METHODS (1) On the Job Training (3) Demonstration (4) Simulation and Examples (2) Vestibule training (6) Class room (7) Sensitivity methods training (5) Apprenticeship (8) Other training Methods (a) Lectures . (c) Case Study (f) CAI (d) Role Playing (b) Conference (e) Programmed Instruction (a) Associations (b) Audio-visual aids 30 .

Programme implementation involves action on the following lines: • • • • Deciding the location and organizing training and other facilities Scheduling the training programme Conducting the programme Monitoring the progress of trainees EVALUATION OF THE TRAINING PROGRAMME The last stage in the training and development process is the evaluation of results. Evaluation of any activity is important since in evaluating one try to judge the value or worth of the activity. The most important means of evaluating are • • • • Observations Ratings Trainee surveys Trainee interviews 31 . using the information available.IMPLEMENTATION OF THE TRAINING PROGRAMME Once the training programmed has been designed it needs to be implemented.

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Of 20-29 5 30-39 5 10 40-49 15 30 50 and above 25 50 employees Percentage 10 No. Table – 1 Age in years No. Of employees 20-29 30-39 40-49 50 and above 2. DESIGNATION LEVEL OF EMPLOYEES 33 . AGE PROFILE OF THE EMPLOYEES: The respondents for this project work have been classified into various age groups and is shown below in the given table.DATA ANALYSIS AND INTERPRETATION 1.

Table – 2 DSGN LEVEL NO.OF EMPLOYEES PERCENTAGE FIRST LINE SUPERVISOR 10 20 MIDDLE MANAGEMENT 35 70 SENIOR MANAGEMENT 5 10 DESIGNATION LEVEL OF EMPLOYEES First Line Suervisor Middle Management Senior Management 34 .

OF EMPLOYEES PERCENTAGE DIP IN ENG/ARTS/SCIENCE/COMME RCE 25 50 DIPLOM A IN ENG 10 20 MASTER IN ARTS/SCIENCE/COMMERC E 5 10 ITI/INTER/S SC 10 20 EDUCATIONAL QUALIFICATIONS Degree in Eng/Arts/Scienc e/Commerce Diploma in Eng Master in Arts/Science/Co mmerce IIT/Inter/SSC 35 .EDUCATION QUALIFICATIONS Table – 3 QUALIFICATIO N NO.3.

10 years 15-Nov 15 year and above 36 . Of employees Percentage Less than 5 years 2 4 5-10 years 18 36 11-15 years 5 10 15 years and above 25 50 YEARS OF EXPERIENCE IN HAL Less tham 5 years 5 .4. YEARS OF EXPERIENCE IN HAL Table – 4 Years of service No.

1). Of Employees have agreed that objectives of training programmes were in line with their needs. Analysis: The above Table shows the following. Interpretation: A detailed study was conducted to evaluate whether the training objectives were in line with the employee’s needs. The analysis revealed that 66% of the respondents have agreed or strongly agreed that objectives of training programmes were in line with their needs. The Maximum No. 37 . Whether the program objectives were clear to the employees before the commencement of the training program. The program objectives were clear to me? RESPONSES PERCENTAGE Strongly Agree 13 Agree 53 Not sure 13 Disagree 16 Strongly disagree 5 RESPONSES Strongly Agree Agree Not sure Disagree Strongly disagree Source: Questionnaire to the Employees.

RESPONSES PERCENTAGE Strongly Agree 6 Agree 20 Not sure 12 Disagree 52 Strongly disagree 10 RESPONSES 60 50 40 30 20 10 0 Strongly Agree Agree Not sure Disagree Strongly disagree RESPONSES Source: Questionnaire to the Employees. Interpretation: A detailed study was conducted to know whether the nomination to the training programmes was made in consultation with the employees or not. the training programme should be planned in such way that employees are consulted before nominating them to any training programme. The nomination procedure to the training programme was good. The Maximum No. Analysis: The above Table shows the following. Since 62% of the respondents did not agree with the nomination procedure. 3).2). Of Employees have not agreed that nomination procedure to the training programme was good.Is the methodology adopted was adequate? RESPONSES Strongly Agree Agree 38 Not sure Disagree Strongly disagree .

Analysis: The above Table shows the following. Is the Course structure was well organized? RESPONSES Strongly Agree Agree Not sure Disagree Strongly disagree 39 . Interpretation: A detailed study was conducted to know whether the methodology adopted was adequate. Analysis of the data reveal that 71% of the sample scored very high in stating that the methodology adopted was adequate.PERCENTAGE 15 56 17 10 2 RESPONSES 60 50 40 30 20 10 0 Strongly Agree Agree Not sure Disagree Strongly disagree RESPONSES Source: Questionnaire to the Employees.Of Employees have agreed that the methodology adopted was adequate. 4). The Maximum No.

The analysis revealed that 74% of the participants have agreed or strongly agreed that the structure of the programme was good.PERCENTAGE 16 58 13 13 1 RESPONSES Strongly Agree Agree Not sure Disagree Strongly disagree Source: Questionnaire to the Employees. Interpretation: A detailed study was conducted to know the Course structure was well organized. The Maximum No. The study has attempted to evaluated the Training management programme in terms of two important factors – job factor and individual factor. Analysis: The above Table shows the following. (a) JOB FACTOR 40 . 5). of Employees have agreed that the Course structure was well organized. The training was imparted considering the change in Job factor and Individuals responsibility.

This includes study of combination of training in improvement of analytical ability problem soling and decision – making skills and its contribution to work place and outside work place. The responses are given below: RESPONSES Strongly Agree PERCENTAGE
60 50 40 30 20 10 0 Strongly Agree Agree Not sure Disagree Strongly disagree Series1

Agree

Not sure

Disagree

Strongly disagree

8

52

22

18

NIL

Source: Questionnaire to the Employees. Analysis: The above Table shows the following. Analysis reveled that 60% of the respondents agree / strongly agree that the training programme has contributed in improving the effectiveness of the job in terms of factors refer to above. Interpretation: A detailed study was conducted to know The training was imparted considering the change in Job factor. The Maximum No. Of Employees have agreed that the training was imparted considering the change in Job factor. (b) INDIVIDUAL FACTOR The respondents were asked to respond on the effectiveness of the training programme in terms of its contribution to improve their skills as individuals. The responses are tabulated below: RESPONSES Strongly Agree 41 Not sure Disagree Strongly

Agree PERCENTAGE 18 58 20 4

disagree NIL

RESPONSES 70 60 50 40 30 20 10 0 Strongly Agree Agree Not sure Disagree Strongly disagree RESPONSES

Source: Source: Questionnaire to the Employees. Analysis: The above Table shows the following. The study shows that 76% of the respondents were of the opinion that the various training programmes conducted helped identifying their strong and weak points Interpretation: The respondents were asked to respond on the effectiveness of the training programme in terms of its contribution to improve their skills as individuals

6) I am fully satisfied with the culture and climate of the organization The respondents were asked to answer whether they were satisfied with the culture and climate of organization and whether a change has to be brought about in the working climate to implement the skills acquired from the training programmes. RESPONSES Strongly Agree Agree Not sure Disagree Strongly disagree

42

PERCENTAGE

11

23

26

28

4

RESPONSES 30 25 20 15 10 5 0 Strongly Agree Agree Not sure Disagree Strongly disagree RESPONSES

Source: Questionnaire to the Employees. Analysis: The above Table shows the following. The analysis revealed that only 44% of the respondents feel that the organization climate and culture is satisfied to them. Interpretation: The respondents were asked to answer whether they were satisfied with the culture and climate of organization and whether a change has to be brought about in the working climate to implement the skills acquired from the training programmes.

7). Training was helpful to me outside my workplace The effectiveness of the training gave emphasis to whether the individuals made attempts to practically use the skills that were imparted during the training programme at their work place. The responses are as follows: RESPONSES Strongly Agree PERCENTAGE 8 36 14 36 Agree Not sure Disagree Strongly disagree 6

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8).RESPONSES Strongly disagree Disagree Not sure Agree Strongly Agree 0 10 20 30 40 RESPONSES Source: Questionnaire to the Employees. Are you satisfied with the Training courses attended? RESPONSES Strongly Agree Agree Not sure Disagree Strongly disagree PERCENTAGE 25 50 10 10 5 44 . it is very important that the employees should be given an opportunity to practically implement the skills learnt during the training programme. Interpretation: The effectiveness of the training gave emphasis to whether the individuals made attempts to practically use the skills that were imparted during the training programme at their work place. Analysis: The above Table shows the following The responses revealed an even distribution among agree and disagree a clear conclusion could not be made. But since 42% of respondents disagreed or strongly disagreed.

60 50 40 30 20 10 0 EE EE R EE R SU R R AG AG AG R EE E Series1 AG T LY IS O N G D O ST R Source: Questionnaire to the Employees. Analysis: The above Table shows the following 75% of employees were satisfied with the training courses attended Interpretation: The maximum numbers of Employees are satisfied with the Training Courses attended. The programme objectives were in line with my needs RESPONSES Strongly Agree Agree ST R Not sure O N G LY N D IS Disagree Strongly disagree PERCENTAGE 15 50 25 10 0 45 . 9).

60 50 40 30 20 10 0 EE EE EE R R SU R R AG AG AG LY D O N IS R EE E T N D ST R G AG LY Source: Questionnaire to the Employees. Analysis: The above Table shows the following 65% of employees were agreed that the training programme objectives were in their needs Interpretation: Most of the employees feel that the training objectives were in line to their needs 10). The training was imparted considering the change in Individuals responsibility RESPONSES Strongly Agree PERCENTAGE 20 40 20 20 Agree Not sure Disagree Strongly disagree 0 ST R O N G 46 IS O .

The duration of the training Programme was adequate RESPONSES Strongly Agree PERCENTAGE 50 20 25 5 Agree Not sure Disagree Strongly disagree 0 47 . Analysis: The above Table shows the following 60% of employees feel that the training was imparted considering the change in Individuals responsibility were agreed. 11). Interpretation: Most of the employees feel that the training was imparted considering the change in Individuals responsibility were agreed.45 40 35 30 25 20 15 10 5 0 1 2 3 4 5 6 Series1 Series2 Source: Questionnaire to the Employees.

Interpretation: Most of the employees feel that the duration of the training Programme was adequate.60 50 40 30 20 10 0 1 2 3 4 5 6 Series1 Series2 Source: Questionnaire to the Employees. 12). Analysis: The above Table shows the following 70% of employees feel that the duration of the training Programme was adequate. Course structure was well organized RESPONSES Strongly Agree PERCENTAGE 50 25 25 0 Agree Not sure Disagree Strongly disagree 0 48 .

Analysis: The above Table shows the following 75% of employees feel that Course structure was well organized Interpretation: Most of the employees feel that the course structure is well organized 13).60 50 40 30 20 10 0 EE EE R EE R SU R R AG AG AG R EE E Series1 AG T LY IS O N G D O ST R Source: Questionnaire to the Employees. The quality of the course Material was good RESPONSES Strongly Agree Agree ST R Not sure O N G LY N D IS Disagree Strongly disagree PERCENTAGE 10 50 20 10 10 49 .

60 50 40 30 20 10 0 1 2 3 4 5 6 Series1 Series2 Source: Questionnaire to the Employees. 14). The faculty handled the Subject effectively RESPONSES Strongly Agree Agree Not sure Disagree Strongly disagree PERCENTAGE 50 40 10 0 0 50 . Analysis: The above Table shows the following 60% of employees feel that the quality of the course Material was good Interpretation: Most of the employees feel that the quality of the course Material was good.

60 50 40 30 20 10 0 1 2 3 4 5 6 Series1 Series2 Source: Questionnaire to the Employees. Analysis: The above Table shows the following 90% of employees feel that the faculty handled the Subject effectively Interpretation: Most of the employees feel that the faculty handled the Subject effectively 15).The training aids used in the programme were Sufficient RESPONSES Strongly Agree Agree Not sure Disagree Strongly disagree PERCENTAGE 25 50 15 10 0 51 .

Analysis: The above Table shows the following 75% of employees feel that the training aids used in the programme were Sufficient Interpretation: Most of the employees feel that the training aids used in the programme were Sufficient 16).60 50 40 30 20 10 0 1 2 3 4 5 6 Series1 Series2 Source: Questionnaire to the Employees. The involvement of the Participants was good RESPONSES Strongly Agree Agree Not sure Disagree Strongly disagree PERCENTAGE 30 25 25 20 0 52 .

Time to implement my Learning was sufficient RESPONSES Strongly Agree Agree ST R O N G LY N Not sure D IS Disagree Strongly disagree PERCENTAGE 40 30 20 10 0 53 .35 30 25 20 15 10 5 0 EE EE R EE R SU R R AG AG AG R EE E Series1 AG T LY IS O N G D O ST R Source: Questionnaire to the Employees. Analysis: The above Table shows the following 55% of employees were participated effectively Interpretation: Most of the employees feel that the involvement of the Participants was good 17).

45 40 35 30 25 20 15 10 5 0 EE EE R EE R SU R R AG AG AG R EE E Series1 AG T LY IS O N G D O ST R Source: Questionnaire to the Employees. Training was helpful to me outside my workplace RESPONSES Strongly Agree Agree ST R O N G LY N D Not sure IS Disagree Strongly disagree PERCENTAGE 10 30 25 30 5 54 . Analysis: The above Table shows the following 70% of employees feel that time to implement their Learning was sufficient Interpretation: Most of the employees feel that time to implement their Learning was sufficient 18).

The training programme has Improved my decision Making skills RESPONSES Strongly Agree Agree ST R O N G LY N D Not sure IS Disagree Strongly disagree PERCENTAGE 20 45 25 5 5 55 . 19).35 30 25 20 15 10 5 0 EE EE R EE R SU R R AG AG AG R EE E Series1 AG T LY IS O N G D O ST R Source: Questionnaire to the Employees. Analysis: The above Table shows the following 55% of employees disagreed that feel that training was helpful to them outside their workplace Interpretation: Most of the employees feel that the training programmes were not helpful to them outside their work place.

50 45 40 35 30 25 20 15 10 5 0 EE EE R EE R SU R R AG AG AG R EE E Series1 AG T LY IS O N G D O ST R Source: Questionnaire to the Employees. Interpretation: Most of the employees feel that the training programme has improved their decision-making skills. Analysis: The above Table shows the following 65% of employees feel that the training programme has improved their decision-making skills. The programme helped me An opportunity to become More open minded RESPONSES Strongly Agree Agree ST R O N G LY N D Not sure IS Disagree Strongly disagree PERCENTAGE 5 25 50 10 10 56 . 20).

60 50 40 30 20 10 0 EE EE R EE R SU R R AG AG AG R EE E Series1 AG T LY IS O N G D O ST R Source: Questionnaire to the Employees. The programme helped me to become aware of my Strong and weak points RESPONSES Strongly Agree Agree ST R O N G LY N D Not sure IS Disagree Strongly disagree PERCENTAGE 15 45 15 15 10 57 . Analysis: The above Table shows the following 60% of employees feel that the programme was not helping them to become More open minded Interpretation: Most of the employees feel that the programme was not helping them to improve human skills. 21).

50 45 40 35 30 25 20 15 10 5 0 EE EE R EE R SU R R AG AG AG R EE E Series1 AG T LY IS O N G D O ST R Source: Questionnaire to the Employees. Analysis: The above Table shows the following 60% of employees feel that the programme helped them to became aware of my Strong and weak points Interpretation: Most of the employees feel that the programme helped them to became aware of my Strong and weak points 22). I am free to set my own Goals ESPONSES Strongly Agree Agree ST R O N G LY N D Not sure IS Disagree Strongly disagree PERCENTAGE 50 45 5 0 0 58 .

I am fully satisfied with the culture and climate of the organization RESPONSES Strongly Agree Agree ST R Not sure O N G LY N D IS Disagree Strongly disagree PERCENTAGE 50 25 20 5 0 59 . Analysis: The above Table shows the following 95% of employees feel that the programme helped them to set their own Goals. 23). Interpretation: Most of the employees feel that the programme helped them to set their own Goals .60 50 40 30 20 10 0 EE EE R EE R SU R R AG AG AG R EE E Series1 AG T LY IS O N G D O ST R Source: Questionnaire to the Employees.

A change is required in the present working climate RESPONSES Strongly Agree Agree ST R O N G LY N D Not sure IS Disagree Strongly disagree PERCENTAGE 15 25 50 10 0 60 . Analysis: The above Table shows the following 75% of employees feel that they are fully satisfied with the culture and climate of the organization Interpretation: Most of the employees feel that they are fully satisfied with the culture and climate of the organization 24).60 50 40 30 20 10 0 EE EE R EE R SU R R AG AG AG R EE E Series1 AG T LY IS O N G D O ST R Source: Questionnaire to the Employees.

25). Analysis: The above Table shows the following 60% of employees did not agree that a change is required in the present working climate Interpretation: Employees are satisfied with presenting organization climate and they are not showing interest in bringing changes in organization.60 50 40 30 20 10 0 EE EE R EE R SU R R AG AG AG R EE E Series1 AG T LY IS O N G D O ST R Source: Questionnaire to the Employees. This indirectly reflects employees’ resistance to change. Evaluation procedure Followed was satisfactory RESPONSES Strongly Agree Agree ST R O N G LY N D Not sure IS Disagree Strongly disagree PERCENTAGE 40 30 20 5 5 61 .

45 40 35 30 25 20 15 10 5 0 EE EE R EE R SU R R AG AG AG R EE E Series1 AG T LY IS O N G D O ST R Source: Questionnaire to the Employees. Positive action is taken on the feedback received from the participants RESPONSES Strongly Agree Agree ST R O N G LY N Not sure D IS Disagree Strongly disagree PERCENTAGE 20 30 25 15 10 62 . Analysis: The above Table shows the following 70% of employees feel that the Evaluation procedure Followed was satisfactory Interpretation: Most of the employees feel that the Evaluation procedure Followed was satisfactory 26).

e. To which age group do you belong? (i) (ii) 20 – 29 Years 30 – 39 Years ST R O N G 63 LY N D IS .35 30 25 20 15 10 5 0 EE EE EE R R SU R R AG AG AG R EE E Series1 AG T LY IS O N G D O ST R Source: Questionnaire to the Employees. Analysis: The above Table shows the following 50 of employees feel that the Positive action is taken on the feedback received from the participants Interpretation: Half of the employees feel that positive action is taken from employees i. QUESTIONNAIRE Name of the participant (Optional): Department: Please indicate by a tick ( ) mark 1. employees cooperate positively during their unsatisfied response to training sometimes..

Management 3. Master in Arts / Science / Commerce ITI / Inter / SSC 4. 40 – 49 Years 50 Years & above Designation / level 1) 2) 3) First line Supervisor Middle Management Sr. Area of Work 1) 2) 3) 4) 5) 6) 7) Administration / HRD Finance & Accounts Material Management Production Design Services Any others (Specify) 5.(iii) (iv) 2. Years of experience in HAL (i) (ii) (iii) Less than 5 years 5 – 10 years 11 – 15 years 64 . Qualification (i) (ii) (iii) (iv) Degree in Eng / Arts / Science / Commerce Diploma in Eng.

DISAGREE 5. STRONGLY AGREE 2. NOT SURE 65 . AGREE 3. DISAGREE 5. STRONGLY DISAGREE 3) Is the methodology adopted was adequate? 1. NOT SURE 4. AGREE 3. 1. STRONGLY DISAGREE 4) Is the Course structure was well organized? 1. STRONGLY DISAGREE 2) The nomination procedure to the training program was good. AGREE 3. DISAGREE 5. STRONGLY AGREE 2. NOT SURE 4. STRONGLY AGREE 2. NOT SURE 4. STRONGLY AGREE 2.(iv) Above 15 years 1) The program objectives were clear to me? 1. AGREE 3.

STRONGLY DISAGREE 6) I am fully satisfied with the culture and climate of the organization 1. DISAGREE 5. AGREE 3. AGREE 66 . 1. STRONGLY AGREE 2.4. DISAGREE 5. STRONGLY DISAGREE 5) The training was imparted considering the change in Job factor and Individuals responsibility. DISAGREE 5. STRONGLY DISAGREE 8) Are you satisfied with the Training courses attended? 1. STRONGLY AGREE 2. DISAGREE 5. NOT SURE 4. NOT SURE 4. STRONGLY AGREE 2. AGREE 3. NOT SURE 4. AGREE 3. STRONGLY AGREE 2. STRONGLY DISAGREE 7) Training was helpful to me outside my workplace 1.

AGREE 3. STRONGLY AGREE 2.3. AGREE 3. STRONGLY DISAGREE 12) Course structure was well organized 67 . STRONGLY DISAGREE 11) The duration of the training program was adequate 1. DISAGREE 5. DISAGREE 5. NOT SURE 4. DISAGREE 5. STRONGLY DISAGREE 10) The training was imparted considering the change in Individuals responsibility 1. STRONGLY DISAGREE 9) The program objectives were in line with my needs 1. STRONGLY AGREE 2. NOT SURE 4. DISAGREE 5. STRONGLY AGREE 2. NOT SURE 4. NOT SURE 4. AGREE 3.

STRONGLY DISAGREE 68 . AGREE 3. STRONGLY DISAGREE 14) The faculty handled the Subject effectively 1. AGREE 3. STRONGLY DISAGREE 13) The quality of the course Material was good 1. STRONGLY AGREE 2. DISAGREE 5. DISAGREE 5. NOT SURE 4. STRONGLY AGREE 2. NOT SURE 4. AGREE 3. NOT SURE 4.1. STRONGLY AGREE 2. DISAGREE 5. AGREE 3. NOT SURE 4. DISAGREE 5. STRONGLY AGREE 2. STRONGLY DISAGREE 15) The training aids used in the program were Sufficient 1.

The involvement of the Participants was good. NOT SURE 4. STRONGLY AGREE 2.16). AGREE 3. AGREE NOT SURE DISAGREE STRONGLY DISAGREE 17). 1. STRONGLY DISAGREE 18) Training was helpful to me outside my workplace 1. AGREE 3. Time to implement my Learning was sufficient 1. DISAGREE 69 . AGREE 3. 5. STRONGLY AGREE 2. DISAGREE 5. STRONGLY AGREE 2. STRONGLY AGREE 2. STRONGLY DISAGREE 19) The training program has Improved my decision Making skills 1. NOT SURE 4. NOT SURE 4. 3. 4. DISAGREE 5.

STRONGLY DISAGREE 20) The program helped me An opportunity to become More open minded 1. DISAGREE 5. STRONGLY AGREE 2. NOT SURE 4. AGREE 3. DISAGREE 5. AGREE 3. NOT SURE 4. STRONGLY DISAGREE 22) I am free to set my own Goals 1. NOT SURE 4. STRONGLY AGREE 2. STRONGLY AGREE 2. DISAGREE 5. STRONGLY DISAGREE 21) The program helped me To became aware of my Strong and weak points 1. STRONGLY DISAGREE 23) I am fully satisfied with the culture and climate of the organization 1. STRONGLY AGREE 2.5. NOT SURE 70 . AGREE 3. AGREE 3.

STRONGLY DISAGREE 24) A change is required in the present working climate 1. SDSTRONGLY DISAGREE 71 . AGREE 3. DISAGREE 5. NOT SURE 4. NOT SURE 4. DISAGREE 5. STRONGLY DISAGREE 25) Evaluation procedure Followed was satisfactory 1. STRONGLY AGREE 2. STRONGLY AGREE 2. DISAGREE 5. AGREE 3.4.

• Majorities (62%) of the respondents were not satisfied with the nomination procedure.FINDINGS • A majority (66%) has responded that the objectives of the training programmes were in line with their needs. • A majority of 71% has responded that the methodology adopted in the training programme 72 .

Employees should learn how to survive in the present competitive environment. Employees at HAL are satisfied with the training program at HAL but if organization desires to have improved response from employees. 73 . CONCLUSIONS: It was good learning session for me during my tenure with the company. • Only 44% of the respondents felt that the organization climate was satisfactory. 60% of the respondents agreed or strongly agreed that the contents of the programme contributed to their on – the – job effectiveness • 76% of the respondents have opined that the programmes contributed in identifying there strong and week points. I got practical exposure to study the effectiveness of the changes brought in the training program at HAL. I learnt the practical implications of a training programme.• • Structure (74%) of the programme has been satisfactory. it should try to concentrate not just on technical skills but also on personality development. While doing the project.

SUGGESTIONS 1) In view of the response to the nomination procedure. it will be ideal to contact the employees before they are selected. This will give a feeling of importance to the employee 74 .

and also enable the organization to cover the training programmes based on their need and requirements. 10) The training may also include a visit to other factories as well. policies. 5) Training programmes may be conducted frequently and for longer period stressing on job skills and interpersonal skills 6) More of case studies. may be included in the training programme. 4) Organization should try to deal with resistance to change exhibited by employees. 3) Employees should be given sensitivity training to improve their human skills because employees should be groomed for future managerial positions in the organization. 8) More training programmes may be conducted in the field of computers due to increase technological changes. Employees should be train how to learn. present and future plans of the company may be job oriented. 2) The study has brought out that the organization climate is not progressive as pointed by respondents for implementation of the ideas generated in the training programmes. 9) Contents of the training may include more about the products. This is a major issue and any decision on this calls for a deeper organizational study. 75 . 7) Faculty from reputed institution may be invited to enhance the training management programmes. 11) Training programmes may be imported a manner in which it can be practically implemented in the organization. seminars and group discussions.

A Guide to HRD” Robert L. BIBLIOGRAPHY 1. Craig 76 .12) The programmes should consist of employees from the same discipline in order to have more homogeneity among the participants. “Training & Development Hand Book.

Mamoria B. Aidan Hughes. The Management of Training Andy Davis. B. Saiyadain 3. Personnel Management Arun Monappa and Mizra S. Aswathappa 6. John Stock & Jim Gospel 5. Evaluating Management Training & Development 7. John McLeod Chris Williams. Mike Cross. Personnel Management Himalaya Publishing House C. Virmani and Premila Seth K.2. Human Resources and Personnel Management 77 . R. Training Michael Jinks Branford Management Series 4.

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