Training and Development In


Global Institute Of Technology and Management Farrukhnagar,Gurgaon

(Affiliated by Maharishi Dayanand University, Rohtak)

Student declaration

I, SANDEEP KUMAR here by declare that the project work titled “Training and Development” is the original work done by me and is submitted to the Global Institute of Technology & Management, Gurgaon in partial fulfillment of requirements for the award of MBA degree in Marketing Management & Human Resource Management (Area of Specialization) is a record of original work done by me under the supervision of Mr. CHANDER YADAV.


Signature of the student

The Project Title Training and development would be Incomplete without Paying My Gratitude to those who have helped me in completing it.

I Would Like To Express My Sincere Thanks To All Those Who Have Shaped And Enriched My Understanding And Sharing Their Insight And Experience With Me I Am Highly Indebted to my Project Supervisor for their Invaluable Guidance.

He extended full and valuable support to me and provide superb opportunity to participate and learn through this highly informative project work.

TABLE OF CONTENTS Chapter 1 Introduction  Objective of the study  Problem of the statement  Scope of the research  Review of literature Chapter 2 Chapter 3 Company’s profile Research methodology  Data collection  Sample size  Scope of the study Chapter 4 Chapter 5 Data Analysis and interpretations Findings and suggestions Limitation of study Conclusion Annexure Bibliography Questionnaire .

It ensures that randomness is reduced and learning and behavioral changes takes place in structured format. It helps to reduce the cost and improve the efficiency. Training is required for all types of jobs in the organization. . Individual needs training to match him with the requirements of new changes. What Is Training? Introduction Training is one of the most important activities of the management. Meaning:Training is the process through which employees are made capable of doing the job prescribed to them. The training system in industry has been changed to create a good workforce and yield the best result. Modern Approach:Indian organizations have realized the importance of corporate training. Training is an act of increasing the knowledge and skill of an employee for doing a particular job. The technological developments are take place as much faster. Organization used to believe more in executive pinching.INTRODUCTION Training and development is a subsystem of an organization. They were also some views that training is very costly affairs and not worth. Training is also valuable for employees and for organization also. It is now considered as necessity. Traditional Approach:Most of the organization before never used to believe in training. Training is now considered as more of retention tool than a cost. But now the scenario seems to be changing. They were holding the traditional view that managers are born not made.

What Is Development? Development is concerned with the growth of an employee in all respects it is the process by which managers and executives acquire not only skills and competency in their present jobs but also capabilities for future managerial tasks.The purpose of training is to achieve a change in behavior of those trained and also refresh the old worker. Development is a long term educational process utilizing an organized and systematic procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose. and organizational planned changed efforts. Development is the framework employees develop their personal. organizational skills. Human resource development can be formal such as in classroom training. employee careers development. Difference between training and development Training and development are mostly interrelated terms that aim to help in achieving the objectives of the company while at the same time increasing the efficiency and . a college course. Organizations have so many opportunities for develop their human resource both within inside and outside the workforce. And human resource development can also be informal such as in employee coaching by a Manager. Development includes such opportunities as employee training. It covers not only those activities which improve job performance but also those activities which improve the personality of employees. knowledge and ability. Healthy organizations believe in human resource development and cover all of these bases. Thus training is job oriented whereas development is career oriented. The focus of all aspect of development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals. performance appraisal.

Training makes an employee more productive for an organization and is thus concerned with his immediate improvement. This can be termed as employee development. Training is imparted so that he understands his roles and responsibilities and learns to perform the tasks entrusted to him with ease and with efficiency. The focus of development is the person himself while the focus of training is the organization. training can be one on one when a supervisor instructs a new employee on machine. Sometimes a manager may entrust an employee the job that may not be a part of his duty but play an important part in his development. Development concerned with making the employee efficient enough to handle critical situation in future. However. It is only after a brief training period that a new employee is able to perform his job at a satisfactory level. . Sometimes a manager deliberately pairs up a new employee with an experienced one. It is clear then that it is easy to see the tangible effects of a training program but difficult to quantify the benefits accruing to the company through employee development though it’s really helps employee to grow on a personal level. Development of an employee is ongoing process which continues well beyond training. Though in broader sense. These differences are: Training of a new employee is an integral part of induction and orientation. breathing exercises through meditation that are not directly related to production process of a company but plays an important part in the development of an employee. So while training concentrate on short term needs of the organization and development looks after long term goals of the organization. Training often takes place in groups and is event that is variously called as workshops and seminars. Sometimes development refers to techniques such as stress management. This is done to make the new employee learn to do things correctly.productivity of the employee. there are many differences between training and development.

8) Improve upon skills required to execute tasks. Need of Training Need for training is unquestionable. There is no choice with the organization whether to train or not to train the workers. which will prove more costly. 6) To skill updating. 1) Training aims at bridging the gap between the expected level of performance and the actual level of performance of employees. Training is required on account of the following reasons. 5) To preparation for promotion. 2) To impart basic knowledge and skills to new entrants. 3) To function more effectively in their present position. If no systematic programme is designed in an organization. 9) Modify and improve attitudes to meet the demands for consistently good performance. 4) To reduce supervision. an inexperienced person may be quite unfit to the new job or to the new organization due to change in the job pattern or environment. Job Requirements Inexperienced workers need detailed instructions for effective performance on the job. 13) To develop the personality of non-executives in order to maximize the team effectiveness 14) To develop supervisory capabilities. 1. the worker will learn by trial and error method. . 7) Enhanced knowledge related to jobs both technical as well as managerial. In some cases.Objectives of Training The various kinds of training and development programme are organized and provide in order to achieve the different objectives given below. 10) Career development 11) Organizational development 12) To develop technical competence to maximize the effectiveness of man machines interactions.

4. he needs training so that he may be able to perform the new responsibilities in a better way. Some company used verbal presentation while others have written presentation. firms must upgrade their capabilities by imparting training to the employees in new production and marketing techniques. his interaction with the supervisors and subordinates and with the rules and regulations of the company.2. Organization Viability With the increase in liberalization and globalization in India. so no office can take the advantage of the new technology unless there is a trained workforce. In order to meet the global competition. Technological Changes Automation and computerization changes are being applied almost in every office. Types of Training Programmes 1. Internal Mobility When an employee is promoted to a higher job or transferred to a new job. Orientations are for new employees. growth and diversification. The first several jobs are very crucial in the success of new employee. Induction Or Orientation Training It is meant for new recruits to make them familiar with the job. 3. business firms are experiencing expansion.  Personnel rules and regulation. Orientation training should emphasize the following topics:  The company history and mission. 2) On The Job Training . Such changes require training.

job rotation and coaching.” Major objective of orientation training are:     Gain employee commitment. . After a plan should be developed what should be taught. After the orientation you should walk through the operation with employees and explain the production areas. employees should be informed of details. Help employee to understand organization expectation. 1) Orientation Training It is very important to have orientation and training programme for your workers. they do not lose time while they learning. Reduce employee hesitation towards work. By organizing short term courses which incorporate the latest development in a particular field the company may keep its employees up to date and ready to take on merging challenges. Rapid changes in technology may force companies to go in for this kind of training.Training is given while working on the machines with a view towards improving performance on the job. apprenticeship. intership and assistantship. On the job training includes orientation. Definition “An introductory stage in the process of new employee assimilation and a part of employee socialization process in the organization. On the job training gives to employees while they perform their regular job. job instruction training. I this way. Convey what the employee expects from the job or organization. You should talk about responsibilities of each individual job. During the orientation you should review your safety policies and work rules with the new joiners. New employees should always be given a training and orientation session before they actually begin their work. 2) Remedial Training It is given to improve the efficiency by overcoming the shortcomings in the behavior of old employees.

 Special study  Computer based training. Behavior model give more practical training to the trainees. 4) Refresher Training This is given to the existing employees with a view to improve their knowledge and skills.3) Promotional Training It is given with a view towards learning work of the higher position. The various method under behavioral approach allow to trainee to behave in real present changes. Off the job training include the following methods:  Distance learning/ evening classes.  Programme instruction  Laboratory training 6) Behavioral training Employee training in which they are encourage acting and responding as their specified role model to do in similar situation. These methods are best used to skill development.  Role playing method  Audio visual conference or discussion  Case studies. The various methods that come under behavioral training are:     Games and Simulation Business Games Behavior Modeling Case Studies . 5) Off the job training This occurs when employees are taken away from their place of work to be trained.

Increased employee motivation. The various methods under the cognitive approach provide the rules that how to do something. . 8) Training is a recruiting tool. verbal or written information. They are geared towards seeking employment that allows them to learn new skills. demonstrate relationship among concepts etc. Today’s workers want more than a pay cheque.7) Cognitive training Cognitive methods are giving more of theoretical knowledge to the trainees. You are more likely to attract and keep good employees if you can offer development opportunities. 6) The other benefit of training is that it will keep your employee motivated. New skill and knowledge can help for better performance. organization will need to provide their employees with training throughout their carrier. If they choose not to provide continuous training they will find it difficult to stay ahead of the competition. 7) Training can be used to create positive attitude through clarifying the behavior and attitude that are expected from the employees. Increased efficiency to adopt new technology and method. The various methods that come under Cognitive approach are:       Lectures Demonstration Discussion Computer based training Program instruction Benefits of Training 1) 2) 3) 4) Increased job satisfaction and morale among employees. these methods are associates with changes in knowledge and attitude by simulating training. Reduced employee turnover 5) As the business world is continuously changing.

On the job training  MS-Office training  Operators training  Supervisor training . Learning and upgrade employee skills make the business sense. The more engaged and involve they are in working for your success.9) Training promotes job satisfaction. The short term expense of a training programme ensures you keep qualified and productive workers who will help for company succeed. Nurturing employees to develop more rounded skills will help them contribute to the company. Kind of Training Provided At Continental Rico 1. Introduction or induction training 2. Orientation training 4. and become success as the employees grow. the better your rewards. It starts from day one. Behavioral training  Communication skills training  Interpersonal skills training  Leadership training  Attitude training  Team building 2. Technical training  ISO/ TS training  Six Sigma training  Quality system  Kaizen  PFMEA/ DFMEA 3.

.Training Process Flow The procedure of training at Continental Rico enterprises involves the completion of certain tasks and activities. which are given next.

1. Thus. Standards which are set for the performance appraisal help in determining where the employee stands at the moment. that is. (b) Competence comparisons and. no two people in the world are exactly similar. and mental makeup. The difference arises due to difference in back ground. where he has to reach and he should reach at there. . Identification Of Training Needs A good system of training starts with the identification of training needs. (a) Performance appraisal. attitude. Performance Appraisal What Is Performance Appraisal? Every individual differs from the other in some or the other respect. Competency Comparison The comparison of required competency and the existing competency of individuals holding positions in the organization points out the areas and performance factors that require training and development. Continental Rico uses the following sources for the identification of training needs. with the help of which training programs. In order to find out the level of quality and quantity of work done by an individual the organization uses the technique of performance appraisal. there will always be some difference in the quality and quantity of work done by different employees. experience. .

Competency Existing For every department. 3. The name of the worker Education Experience Whether he can performed the required jobs entrusted upon him Data regarding training programs he has already undergone. 4. a person working on the machine should be at least a graduate pass with a few years experience and have knowledge regarding the product. a survey is carried out in order to find out the competency level of the employee’s. The areas he is well versed in are tick marked and the unpicked areas denote the one’s he needs training in. 2. skill. Competency Required For every job. experience that is expected from the individual who is going to hold that position. As an example. This involves finding out their qualifications and qualities. The selection of individuals for training is not always on the basis of skills and qualities. 5. The information collected is thus: 1. even those employee’s those who have practical experience less than a fixed number of years are sponsored for training. sometimes. Comparison The comparison of the competency existing and competency required shows weather the employees are fit for the positions that they are holding or required training. . a job matrix is prepared which shows the educational qualifications.

b) Preparation of tables The column heading depicts the various topics in which training is to be given. This is done through the following steps:a) Totaling the number of employees in each department who need training in particular topics. which have identified their personnel’s for training. Liberty Group follows certain points . The row heading depicts the various departments and units. Consolidation of Training Need After receiving the filled up training needs identification forms. It may also happen that an employee needs training in more than one area. With regard to this. c) Recording and tabulation of data calculated in step (a) The numerical data representing the number of employees that have been selected for training in particular topics from the various departments is entered into the tables prepared.The Training Need Is Identified: On the basis of comparison the departments identify the employee’s who need training and the areas in which they required. d) The tabulated data is then added up column-wise. the training department consolidates all the data. the next step is designing of training programmes. 2) Organization of Training Programmes After identify and consolidating the training needs. This gives the total number of employees from all the departments who need training in a particular topic.

there are a sizeable number of people having the same training needs.a. b. For betterment of training skills in-company programmes are organized while outside programmes are made available for managerial and behavioral development. correspondence is carried on with the institutions and concerned officers are released for attending the programmes. are finalized. Whenever new systems have to be introduced and training is needed for the sizeable group of employees. . d. then in-company programmes are organized. If. Based on the decision taken by the training department. c. 3) Sponsoring Employees for Training Programmes  Sponsorship to programmes organized by various institutions The human resource department prepares a directory of likely programmes to be conducted by the various institutions in the country based on the advance intimation received by them. the company organizes in-house programmes even though external faculty is used. After the analysis of training needs. the names of the officer’s who will be sponsored for the programmes. The directory includes the following details        Description of the subject Organizer of the programme Venue Period Course fee Meant for Comments by the training department Copies of the directory are sent to the general managers and departments concerned. People performing responsible roles in the organization are encouraged to go out periodically for training where they would have more opportunities to interact with executives of other organizations and get ideas as well as stimulate their own thinking.

The performance appraisal forms and the questionnaires have been included in the annexure. training aid and facilities. This intimation is done so that the department’s can arrange their production schedule and release the employee’s concerned so that they can make themselves available for the programme at the required date and time. Aside from these the performance and production activities of the blue collared employee is reviewed periodically to find out what the workers have learned and retained from the training programme. as without it the effectiveness and cost worthiness of the programme cannot be judged. The training department at Continental Rico uses performance evaluation forms. Sponsorship to programmes organized within the company After the training programmes have been organized. course content. the training department sends information regarding them to the department’s concerned beforehand. 5. The questionnaire has been designed to collect information about the satisfaction level of the participants with relation to factors like. questionnaires and wastage reduction charts in order to find out whether the training programme was effective and beneficial or not. Evaluation Evaluation helps in providing feedback for improvement and better control of training. . The performance appraisal form and the wastage reduction charts judge the participants on the basis of the skills and knowledge they have gained due to the programme. The follow up and evaluation of the training procedure is very important. faculty.

Development process       Setting development objectives Ascertaining development needs Determining development needs Conducting development programmes Programme evaluation Setting development objectives: It develops a framework from which executive needs can be determined. differences in their attitude and behavior. . intellectual and emotional qualities. Ascertaining development needs: It aims at the organizational planning & forecasting the present and future growth. Conducting development programmes: It is carried out on the basis of needs of different individuals. Determining development needs: This consists of  Appraisal of present management talent  Management manpower inventory The two above process will determine the skills deficiencies that are related to the future needs of the organization. Thus a comprehensive and well conceived program is prepared depending on the organizational needs and the time & cost involved. also their physical.

The competitive environment cause competition between firms for ensuring that each has employee with the right kind of skills at the right time. Labour market changes. The occupational shift from the manufacturing sectors to the knowledge sectors has resulted in increase focus on competencies.Program evaluation: It is an attempt to assess the value of training in order to achieve organizational objectives. SIGNIFICANCE OF HRP The increase in the attention directed to HRP may be attributing to several factors. . Manufacturing firms have reduced the employment levels. economic condition and a changing work force. 1) Competitive business environment: . new technology. Technological advancements. Manufacturing economy to service economy.Globalization of the economy has increased the competitive pressure on both revenues and costs. 2) Manufacturing economy to service economy: . The most significant of these factors are environmental forces such as globalization. 1) 2) 3) 4) 5) Competitive business environment. Poaching has become a reality leading to high employee mobility. Knowledge economy and knowledge workers.The number of the jobs in the manufacturing sectors has gone down and is shrinking further while total employment in the service sectors has gone up. Many Indian firms have become lean to manage costs. Earlier. The present rapid growth of the service has resulted in a shortage of engineers available to work in the manufacturing sectors.

India has a percentage of the under 15 population and is expected to have a high supply of labour between 2030 and . A labour market is a geographical region where the supply and demand of labour interacted. These changes render certain skills redundant and cause a shortage of certain other skills. Firms also need to ensure the supply of tech-survey people in future. It is proving costly for firms to acquire and retain this group of employees. technology often makes existing skills obsolete. Technology training has become an important part of all formal training. For this.The transformation of labour market in recent years is another factor that has implication for HRP. In addition to the increased demand for more skills within jobs there is also a demand for more skills within jobs. The skill required of an average workers have increased resulting in a gap between skills required and skill available.Advancements in technology has resulted in changes in the nature of current jobs and in the criterion of new jobs. All employees increasingly need computer literacy. There is a shift in the type of worker that is in demand. HR has to emphasize training retaining and development activities to provide employees with the required skills so that they can move into more technical and/or service oriented jobs. and customer handling skills.industry hired for certain skills now the emphasis is on competencies and talent. Through creating a need for new setoff skills. 3) Technological advancements: . 4) Knowledge economy and knowledge workers: . as also for ensuring that employees are assigned jobs appropriate to their competencies. This has made it important for firms to retain their current employees. communication skills. The declining birth rate and an increasingly growing population have led to the shortages of skilled labour in most countries. 5) Labour market changes: . they need to ensure interact with educational institutions. Thus.There is a shift in requirements towards knowledge workers. These highly skilled employees are in short supply. This has also created concern for their full utilization.

Scanning the internal environment focuses on issues such as business strategies. 1) Environmental Scanning: . Analyzing and forecasting demand for HR. . Reduce manpower gap.2040. Though labour supply is high there are not enough adequately skilled or trained workers. educational background of workers and regulations etc. technology. and culture etc. There are still some deficiencies in the workplace. To be effective environmental scanning should be take place both internally and externally. Scanning the external environment focuses on issues such as competitors. Action plan. The HRP Process involves: 1) 2) 3) 4) 5) Environmental scanning. Analyzing and forecasting supply for HR. HRP process involves establishing HR objectives and assessing the extent to which the current employees of the firm meet these objectives. PROCESS OF HRP The HRP Process begins with an understanding of corporate strategies and business plans. It is important to increase the supply of trained workforce. Organizational goals and objectives are translated into HR objectives by determining the job categories and types of people required to be able to accomplish business plans successfully.The environmental scanning process attempts to answer two questions? a) Which jobs needs to be filled during next 12 months? b) How and where will we get people to fill these jobs? Environmental scanning provides a better understanding of the context in which the decisions are should be made.

Workload analysis.  Numbers leaving the work place  Change workforce composition. Labour conditions and estimates of supply of labour to be available to the firm in the future in different categories. There are two categories of HR demand forecasting techniques. Group brainstorming.  Numbers entering the work place. terminations. Simple long run trend analysis.2) Forecasting and analyzing HR demand: Demand forecasting involves predicting the number and types of employees a firm will need in the future. Delphi techniques. retirements etc. . Markov analysis. Simulation model. Nominal group techniques. Simple averaging. 3) Forecasting and analyzing HR supply: .Internal supply forecasts relates to conditions insides the organizations such as age distribution of workforce. a) Methods of forecasting external HR supply  Governments estimates of population available for work. b) Quantitative techniques       Trend analysis and projection. Expert opinion. Sales force estimates. Regression analysis. External supply forecasts relates to external labour market.        a) Qualitative techniques Estimation.  Net migration into and out of area.

4) Matching demand and supply forecasting: . HR supply = HR demand HR supply < HR demand HR supply > HR demand Total replacement required Employment needs = Number of new position created growth plans + Employment turnover Managing HR Surplus      Layoff Attrition Early retirements Reduced work hours Outplacement .Composition of HR demand forecasts with HR supply forecasts helps a firm determine the action plan that should be taken to balance demand.  Changes in employee productivity and utilization as a result of training and development. Technological shift.  Economic consideration. layoffs or retirements. b) Methods of forecasting internal HR supply  Employee movement within the firm from current jobs due to promotions laterals transfers etc.  Employee movement out of the firm due to resignations.  Trends in the industries.

Providing feedback on the degree to which the HR action plans have successfully achieved the HR objectives of the firm.Developing specific HR strategies to manage demand-supply imbalances. training promotion. voluntary retirement’s scheme or layoffs. . Why human resource planning? We address such questions as:  What is human resource planning?  How do organizations undertake this sort of exercise?  What specific uses does it have? In dealing with the last point we need to be able to say to hard pressed managers: why spend time on this activity rather than the other issues bulging you’re in tray? The report tries to meet this need by illustrating how human resource planning techniques can be applied to four key problems. if the opposite misjudgment is made. It then concludes by considering the circumstances are which human resourcing can be used. staff may be overstretched. Determining the numbers to be employed at a new location:If organizations overdo the size of their workforce it will carry surplus or underutilized staff. 1. transfers. These strategies may include recruitment.Managing HR Shortages  Campus initiatives  Maintaining bench strength of employees  Interface with society 5) Action plans: . Alternatively.

but also through a loss of long-term capability. So the questions we ask are:  How can output be improved your through understanding the interrelation between productivity. whether it be a business start-up. Thus organizations should:  Monitor the extent of resignation  Discover the reasons for it  Establish what it is costing the organization  Compare loss rates with other similar organizations. but all it needs is for organizations to lose key staff to realize that an understanding of the pattern of resignation is needed. recruitment and induction. Retaining your highly skilled staff:-Issues about retention may not have been to the fore in recent years. This will cost the organization directly through the bill for separation. or the opening of new factory or office. But it will depend on whether the . Without this understanding. work organization and technological development? What does this mean for staff numbers?  What techniques can be used to establish workforce requirements?  Have more flexible work arrangements been considered?  How are the staffs you need to be acquired? The principles can be applied to any exercise to define workforce requirements.making it hard or impossible to meet production or service deadlines at the quality level expected. These may be relatively cheap and simple solutions once the reasons for the departure of employees have been identified. a relocation. 2. management may be unaware of how many good quality staff is being lost. Having understood the nature and extent of resignation steps can be taken to rectify the situation.

How is the workforce to be cut painlessly.  How the nature and extent of wastage will change during the run-down.  The utility of retraining. HRP helps by considering:  The sort of workforce envisaged at the end of the exercise. and whether it is concentrated in particular groups (e. 4. Managing an effective downsizing programme:This is an all too common issue for managers.  What the appropriate recruitment levels might be. 3. redeployment and transfers. They have had to bring in senior staff from elsewhere. the danger is that an unbalanced workforce will result. by age. reflecting the take-up of the severance offer. while at the same time protecting the long-term interests of the organization? A question made all the harder by the time pressures management is under. both because of business necessities and employee anxieties. it has not . It is often difficult and expensive to replace lost quality and experience. and the time taken to meet targets established. Such an analysis can be presented to senior managers so that the cost benefit of various methods of reduction can be assessed. grade or skill).g. gender. But they recognize that while this may have dealt with a short-term skills shortage. They have seen traditional career paths disappear. If instead the CEO announces on day one that there will be no compulsory redundancies and voluntary severance is open to all staff.problem is peculiar to your own organization. Where will the next generation of managers come from? :Many senior managers are troubled by this issue.  The pros and cons of the different routes to get there.

It is expensive and embarrassing to put such matters right. of recruitment and wastage). . These will of course be affected by internal structural changes and external business or political changes.solved the longer term question of managerial supply: what sort.  Allowing faster promotion to fill immediate gaps. deployment and severance policies can be pursued to meet business needs. Otherwise processes are likely to be haphazard and inconsistent. The wrong sort of staff is engaged at the wrong time on the wrong contract. how many.  The characteristics of those who currently occupy senior positions.  Hiring on fixed-term contracts to meet short-term skills/experience deficits.  Developing cross functional transfers for high fliers.  The organization’s future supply of talent. Comparing your current supply to this revised demand will show surpluses and shortages which will allow you to take corrective action such as:  Recruiting to meet a shortage of those with senior management potential. This then can be compared with future requirements. in number and type.  Reducing staff numbers to remove blockages or forthcoming surpluses. Thus appropriate recruitment. and where will they come from? To address these questions you need to understand:  The present career system (including patterns of promotion and movement.

or management succession problems will develop unnoticed. but without the benefit of understanding their implications. . To operate such systems organizations need:  appropriate demand models  good monitoring and corrective action processes  comprehensive data about current employees and the external labor market  An understanding how resourcing works in the organization. It is surely better if decision makers follow this maxim in the way they make and execute resourcing plan. Graduate recruitment numbers will be set in ignorance of demand. As George Bernard Shaw said: ‘To be in hell is to drift. decisions will still be taken. If HRP techniques are ignored.How can HRP be applied? The report details the sort of approach companies might wish to take. Most organizations are likely to want HRP systems:  Which are responsive to change?  Where assumptions can easily be modified?  That recognize organizational fluidity around skills  That allow flexibility in supply to be included  That are simple to understand and use  Which are not too time demanding. to be in heaven is to steer’.


to appoint more people. from govt. A new batch of graduates with specializations turns out every year. Similarly some company may force shortages of skilled labour and they may have to appoint people from other countries. This can change the appointment and removal in the company. 5) Multicultural workforce: Workers from different countries travel to other countries in search of jobs. This also affect the way of HRP is implementing. 3) Demographic changes: Demographic changes refer to things referring to age. population. When a company plans it’s HRP it needs to take into account this factor also. a number of people retire every year. composition of work force etc. the companies have to remove existing people and appoint new people. there may be more pressure on the company.Factors affecting human resource planning The following factors can be affected human resource planning: 1) Employment: HRP is affected by employment situation in the country. In some cases. . 2) Technical change in the society: Technology changes at a very fast speed and new people have the required knowledge are required for the company. company may retain existing employees and teach them the new technology and in some cases. In those countries where there is greater unemployment. the HRP will change constantly. Many new appointments take place. 4) Shortages of skills due to labour turnover: Industries having high labour turnover rate.

also known as employee appraisal. quantity. subordinates and customers while also performing a self assessment. In such cases the HRP process appointing and removing people according to situation HRD ACTIVITIES FOR DEVELOPMENT Performance Appraisal Performance appraisal. The company diversifies into new products or close down business in some areas etc. employees receive assessments from their manager. Facilitate communication between employee and administrator. A common approach to assessing performance is to use a numerical or scalar rating system whereby managers are asked to score an individual against a number of objectives/attributes. peers. Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements. Performance appraisals are a regular review of employee performance within organizations. This is known as 360° appraisal. Form a basis for personnel decisions: salary increases. the aims of a scheme are:     Give feedback on performance to employees. Identify employee training needs. etc. Performance appraisal is a part of career development.6) Organizational changes: Changes take place within the organization from time to time. Document criteria used to allocate organizational rewards. cost and time). Generally. is a method by which the job performance of an employee is evaluated (generally in terms of quality. disciplinary actions. promotions. . In some companies.    Provide the opportunity for organizational diagnosis and development.

The most popular methods that are being used as performance appraisal process are:
   

Management by objectives (MBO) 360 degree appraisal Behavioral Observation Scale (BOS) Behaviorally Anchored Rating Scale (BARS)

Trait based systems, which rely on factors such as integrity and conscientiousness, are also commonly used by businesses. The scientific literature on the subject provides evidence that assessing employees on factors such as these should be avoided. The reasons for this are two-fold: 1) Because trait based systems are by definition based on personality traits, they make it difficult for a manager to provide feedback that can cause positive change in employee performance. This is caused by the fact that personality dimensions are for the most part static, and while an employee can change a specific behavior they cannot change their personality. For example, a person who lacks integrity may stop lying to a manager because they have been caught, but they still have low integrity and are likely to lie again when the threat of being caught is gone.

2) Trait based systems, because they are vague, are more easily influenced by office politics, causing them to be less reliable as a source of information on an employee's true performance. The vagueness of these instruments allows managers to fill them out based on who they want to/feel should get a raise, rather than basing scores on specific behaviors employees should/should not be engaging in. These systems are also more likely to leave a company open to discrimination claims because a manager can make biased decisions without having to back them up with specific behavioral information.

Promotion policy:Eligibility: To be eligible for promotion under this policy, the employee should be undergoing any punishment or warning for misconduct under the company’s rules/standing orders. The warning to any candidate shall always be in written mode. The warning can only be given by the national vertical head/state head.

Modes of promotion: Company recognizes that promotion may occur through the following ways:  The filling of a higher position by an employee at a lower designation, given that the employee fulfills the eligibility criteria for the vacant position.  A reclassification of the employee’s existing designation as a result of the employee performing duties a higher degree of responsibility and complexity than the current position calls for  Filling of an entirely new job created due to the expansion of operations.

Criteria for promotion: The key criteria for promotion would include:  Performance on the job during the time spent in that particular level which can be accessed through the performance appraisal.  Potential and capability for taking on higher responsibility which will be based on the feedback provided by supervisors and interviewing candidates.

Appraisal committee An appraisal committee will be responsible for various levels of promotion at the every corporate office. The committee will comprise of the heads of all departments at every branch the appraisal committee will discuss all the recommendations for promotions provided by the individual managers/HOD. Other consideration for promotion:  The minimum stay to be eligible for promotion will be the completion of first appraisal cycle. . organization wide communication will be through intranet. At the corporate level and business Head and corporate HR.At higher levels greater importance is given to the individual’s potential and capabilities.  Number of promotions will be determined by the number of vacancies to be filled in the organization. The communication to the incumbent will be by the immediate HOD.  Promotion should take place only at the annual appraisals. Mid-year promotion in exceptional cases may be considered solely at the discretion of the MD/Director.

an existing employee shall be first considered for filling up any vacancy that arises in the organization. For such a process the candidate must have completed one assessment/appraisal cycle. Career development:- . If a suitable internal candidate is not found for the vacancy. it will be sought to be filled by an outside candidate.First right of position: At Continental Rico.

The HOD will decide and recommend if the course is relevant for the current and future responsibilities of the person. . the candidate shall be treated on leave with pay.Sponsoring further education:Continental Rico believes that learning and development is the responsibility of the organization as well as the employee. Post completion requirements: An undertaking is required to be signed by the employee in favor of the organization for post course compliance of service period. Eligibility: All employees who have completed two years in the organization and above average performance are eligible for applying. How many people will organization support? Maximum 5% of the total number of assigned to a unit will be supported by the group for education . The course approval should be obtained from HOD and Corporate HR.Updated list of candidates being supported for education shall be maintained by HR and it will be available for preview to all employees. The company supports employees who wish to continue their education in order to secure increased responsibility and growth in their professional careers. In this academic course period.

who stay with the organization for a period of greater than a year. . will have to repay 50% of the reimbursements. Training and Staff Development: Where does Training and Staff Development fit with Human Resources Planning?  When companies have well thought out and useful human resource plans. present and future. and designed to contribute to the company's bottom line.What if employee leaves earlier? If the employee fails to complete the 18 months tenure then he/she will have to reimburse the entire amount to the company with 18% interest or the rate of interest discussed and agreed upon between the employee and the organization.  Employees. who stay with the organization for a period of less than one year.  Much that passes for training in corporations yields no value at all to the company because training and staff development dangle unconnected to business needs. will have to pay the entire reimbursements paid by the company. but less than two years. and also better contributors in the future. and while it's sound to develop and train employees as an ends in itself. it allows them to move training and staff development from a hit or miss process to one that is also strategic. or "might be useful".  Employees. it also makes sense to choose the kinds of training that will result in employees being better contributors now. organized.  Employees go to training because the seminar "sounds good".

and then plan for the development of staff in advance. . A sound human resources plan will anticipate the skills that will be needed in the future. and will be needed. so that the skills will be available when required. identify gaps in skills that are present.

3. To find out the impact of Training on the profitability of the organization.Objective of the study 1. 4. To study the current methods of Training. 2. . To study the role of Training in organization. To study the factors affecting the Training.

Beach:Training is the organized procedure in which people learn knowledge and skill for improving their overall performance.S.” . According to Swanson and Holton:“Development is a process for developing and unleashing human expertise through personal training.Review of Literature According to Jucius:“The term training is used here to indicate only process by which the skills and abilities of employees to perform specific jobs are increased.” According to Dale.” According to Gilley and Eggland:“Development is organized learning experiences provided to employees within a specified time to bring about the possibility of performance and efficiency growth.

in grandlabels@airtelmail. Italy and other European countries. The company’s aim is to achieve a reputation in this highly competitive market segment of fashion embroideries.polluting.COMPANY PROFILE AN INTRODUCTION GRAND LABELS PVT NATURE OF BUSINESS :MANUFACTURER & EXPORTER OF HIGH FASHION GARMENTS : APPARELS : WOVEN / KNITS MAJOR PRODUCT LINE DIRECTORS . RAMEET SACHDEVA glpl@airtelmail. The company has gained good reputation amongst its international clientele in respect of maintenance of high quality of Fashion embroidered garments. The company is committed to provide superior services and excellent quality to the buyers. The project of the company is non-hazardous and non. the volume of exports has increased substantially and is constantly on the rise. is one of leading manufacturer & exporter of HI. incorporated in 1997. The company has been concentrating on buyers from European markets mainly Germany. The company has a dedicated team of workers lead by the Directors and highly experienced Managers. The company also plans to manufacture home furnishing products in future.Fashion hand embroidered garments. COMPANY CONTACTS MANAGING DIRECTOR E-MAIL : : MR. In this short period.

Has vast experience of production. buyer. widely traveled. She has helped the company in achieving acceptance level of the workmanship at the international levels. Overall responsibility of running the company including Liasoning with the government departments. Conny Singh GERMAN fashion designer of tremendous reherself. She herself is a trendsetter due to which the company is able to achieve high quality of designs. Each and every design is carefully and tastefully made under her guidance and vision. CONTACT PERSON : MR. she knows the international taste and the quality required. R P Singh NRI industrialist. Rameet Sachdeva. Has the vision of taking the company to glory in the recent future. (3) Mrs. suppliers etc. MOTIFS ETC . MANUFACTURERS & EXPORTERS OF HI FASHION READYMADE GARMENTS. (2) Mr.(1) Mr. ACCESSORIES. A perfectionist in himself he has good liaison with foreign buyers. RAMEET SACHDEVA DIRECTOR NATURE OF BUSINES : 100% EOU PROJECT. Highly experienced in production and sampling of the Hi Fashion Garments. vast experience of garment trade.


PUNJAB NATIONAL BANK CONNAUGHT PLACE. Over the period. ft at 641/2. Moschino (Italy) LOCATION The company’s manufacturing unit was incorporated in mid 1997 with a very limited staff & workers at Garhi. La Perla. the operations of the company outgrow the area required for production and so the company . Max Mara. 6500 sq. New Delhi but soon the company got good orders and in Nov 1997 it shifted to bigger & better premises of app. N. NEW DELHI – 110001 MAJOR CLIENTS : Ella Singh (Germany). NEW DELHI.BARAKHAMBA ROAD. Delhi. Exporter’s Enclave. Apart (Germany). Devli. Caroline Charles (UK).

Manesar.The Company has shifted to a still bigger & better premise at Plot no. 44. Gurgaon. Since the company is a 100% export unit it has the locational advantage of being near to the International Cargo terminal. FUTURE PLANS The company is already in its expansion phase. Sector 5. IMT. It will be having working area of approximate 40000 sq ft. Haryana where the work atmosphere is very good. . Currently the company has a working area of approximately 21000 sq ft. so in order to increase the production capacity the company has started construction of its own factory in IMT Manesar.

Methods of Data Collection The task of data collection begins after the research problem or the objective of the research has been defined.” This is a famous Hudson maxim statement in context of which the significance of research can well be understood. which is original in character. as t has been collected for the first time. Doubt is often better than overconfidence. One is primary. which has already been collected and needs only to be compiled. .Research Methodology “All progress is born of inquiry. so that the influence they exert on the efficiency and effectiveness of employee’s can be maximized. Research methodology is a way to a systematic solution of the research problem. The focus was also a determining the ways in which training and development programmes can be improved. There are two kinds of data that can be collected. Objective of the Research The research work was carried out with the basic objective of determining the extent of training and development’s influence exerted on the efficiency of employees at Continental Rico. data regarding the same was collected and analyzed in order to find out whether the training and development programmes were worth their cost with respect to increasing the capabilities of employees and improving their performance. Increased amount of research makes progress possible. During the research. It focuses on the various steps adopted in studying the research problem along with the logic behind using them. for it leads to inquiry leads to invention. The other one is secondary.

These are: - 1. I had to have a firsthand knowledge of the complete procedure. reaction and views of the trainee’s involved. Firstly. Studying pre-calculated tables regarding the same cannot do this. Secondly. I really required. Various methods of primary data collection There are a lot of methods using which a primary data can be collected.For my research. without asking from the respondents. Observation Method Under the observation method. regarding the improvement of these programmes. I choose the primary source of data collection. in order to be in a position to make suggestions. the information is sought by way of investigator’s own direct observation.  Direct observation  Contrived observation (laboratory)  Content Analysis  Physiological measurement  Electronic methods  Greater objectivity  less researcher bias  More accurate  less “response tendency” or “demand effects”  Limited in terms of what can be observed . the secondary data may not have provided me with the details of the data. Moreover. This choice was born of certain facts. the true position of the efficiency of the employees and their satisfaction with regards to training and development programmes can be judged only by going to them and making enquires.

who are specially appointed for the purpose. This decision was made on the basis that. with a little of difference. with a request to answer the questions and return the questionnaire. Interview Method The interview method of collecting data involves presentation of oral-verbal stimuli and reply in terms of oral – verbal responses. a questionnaire is sent to the persons concerned. It consists of a number of questions printed or typed in a definite order on a form r set of forms. Primary Method of Data Collection Used Questionnaire method is used for research. Sample Design Sample All items in any field of inquiry constitute a universe or a population.Questionnaire In this method. it can be seen that due to time and cost constraints.2. which lies in the fact that schedule are being filled in by the enumerators. Through Schedule This method of data collection is very much like. This was because I needed the respondents to respond to the same set of questions. it is not possible to cover the entire population. A complete enumeration of all the items in the population is known as a census inquiry. The collection of data through questionnaire. In this case. a structured questionnaire would certainly provide me with more definite answers than a structured interview or any other method for the matter. . I did not require the restructuring opportunity that interviews provide. From a practical viewpoint. 4. It can be (a) Personal interview (b) telephonic interview 3.

Sample Design Used In order to collect data regarding training and development from the employees. I had to resort to choosing from the population at large and ensuring that every person had an equal chance of being selected in the sample. Ad Sales. Production. twenty five of middle level employee and fifty of low level employee. The group of selected respondents is technically called a “sample’. Finance & Accounts. Sampling Techniques Continental Rico is divided in following departments (HR & Admin. the sample design of this research is sample random sample.. designation were properly covered. For this.). That is why. DATA= 100 EMPLOYEES 25 EMPLOYEES 25 EMPLOPYEES TOP LEVEL= MIDDLE LEVEL= LOW LEVEL= 50 EMPLOYEE .That is why only a small number of items or respondents are selected from the universe. The questionnaires were distributed among twenty five of top level employees. Middle management &executive level). I had to take care that employee of all age group. We have conducted the survey mainly in the HR department and we have covered the three hierarchy level of this department (Top management. The sample size taken was one hundred. period of employment. which has the characteristics of both probability sampling and unrestricted sampling.

 External Scan: Determine the most important environmental factors expected to affect workforce capacity. environmental scan. and attempts to link human resource planning to overall business planning or strategic planning. However. and HR performance related data: 1) What are the major human resources priorities. what are the organization’s current and future HR needs?  Priority Setting and Work Plan: Based on the organization’s priorities. given known operational and HR priorities and emerging issues.Scope of the Study:As with strategic planning. and 2) What strategies will achieve the desired outcome? . here's a model which relies on gap analysis. there is no one way to undertake human resource planning.  Gap Analysis: Based on an analysis of the environmental scan and operational business goals.  Internal Scan: Identify factors internal to the organization that may affect HR capacity to meet organizational goals.  Workforce Analysis: A key component of HR planning is understanding your workforce and planning for projected shortages and surpluses in specific occupations and skill sets.

evaluating. and. set targets. Evaluating. most importantly. to integrate results information into decision making processes and determine future priorities.Monitoring. and reporting (internally and publicly) performance results advances our capacity to measure performance. . Reporting: Monitoring.

Organizations are very keen as far as training of employees are concerned and are always ready to spend what is ready to takes to train and develop the employees in best concern in favor of the organization. which one has to consider while dealing with the activities of training and development in the field of Human Resource. efficiency depends upon the performance level of employee. in other words earning a healthy profit. A good management always tries to cut down the unnecessary and unwanted expenditure of money. . Training has bundles of number of action to be performed in daily routine work and hence lot of quality. Training is so crucial that there is no need to mention its significance to the organization and as well as to the individual employees. Hence if this area of management is taken care of and a very well planned and a high systematic initiative can result in heavy saving. Training begins right from the recruitment of the employee and follows thought the life span of the job of each employee in that organization.Data analysis and interpretation Training program in business organization is taking new shapes and dimensions. Here we come to know the willingness of the organization regarding the employees and the cost they are bearing for that purpose.

. of employees 50 20 30 60 50 40 30 20 10 0 Training Both Facility Interpretation The above figure show method of improving work level and most of the employees prefer the training mode for improve their ability and knowledge. Ques. 1) Through what your work level and motivation can improve? Training ___ facilities___ both ___ Ans: Method Training Facilities Both No.Analysis and Interpretation of the trainee Questionnaire 1.

2) Your interest in the job related training was High ___ mediocre___ low___ Ans: High Mediocre Low 65 20 15 70 60 50 40 30 20 10 0 High Medicore Low Interpretation The above figure show the interest of employees in job related training and most of the employees prefer to job related training. .

3) Your participation in the programme. . High ___ mediocre___ low___ High Mediocre Low 55 25 20 60 50 40 30 20 10 0 High Medicore Low Interpretation The above figure show the participation of employees in the training programme and most of the employee participate in training programme.

4) Did the job related programme improve your skills? Yes___ No idea___ No___ somewhat___ Yes No idea No Somewhat 50 20 5 25 60 50 40 30 20 10 0 Yes No Idea No Somewhat Interpretation The above figure show about the employee thinking related to training and most of the employee thought that training improves their skills and it is necessary for them. .

5) Would you like to undergo training in future? Yes___ May be___ No___ Yes May be No 40 50 10 60 50 40 30 20 10 0 Yes May Be No Interpretation The above figure show the interest of attending training program in future and most of the employee thought that maybe they can attend training programmes in future. .

6) Which faculty are you comfortable with Internal ___ external ___ Internal External 50 50 60 50 40 30 20 10 0 Internal External Interpretation The above figure show the employee comfort ability with the faculty and employees are equally comfort with both of internal and external faculties. .

7) The timing of the programme should be. . Before work ___ after work ___ any time_______ Before After Any time 30 20 50 60 50 40 30 20 10 0 Before After Any time Interpretation The above figure show the time of training and most of the employee says that training is best whether it is conducted before work or after work.

.8) Facilities given during training Tea ___ short breaks ___ Both___ Tea Short breaks Both 45 40 35 30 25 20 15 10 5 0 30 30 40 Tea Short Breaks Both Interpretation The above figure show facilities given by the organization during training and most of the say that both facilities are provide to them.

Are you presently doing performance evaluations for all field employees on a regular basis? Ans: Yes_____ Yes No 85 15 No_____ 90 80 70 60 50 40 30 20 10 0 Yes No Interpretation The above figure show about the measurement of performance evaluation of employees by their supervisor on a regular basis and most of the supervisor do evaluation of performance of their subordinates on a regular basis.9) . .

future job prospects etc. future job prospects and other issues affecting the company? Ans. and most of the employee interest in it. According to them there must not be communication gap between superior and subordinate. Do you communicate regularly with field employees regarding the success of the company. .10) . Yes_____ Yes 80 No_____ No 20 80 70 60 50 40 30 20 10 0 Yes No Interpretation The above figure show about the interest of communication of supervisor with their subordinate regarding success of company.

receiving formal company policies. Interpretation The above figure show about the conduction of occasional surveys for measurement of performance of employees and most of the superior says that they conduct the occasional survey and it is the best way for measuring the performance of employees. Yes_____ Yes Some times Sometimes__________ 90 10 90 80 70 60 50 40 30 20 10 0 Yes No .11) . . benefits. compensation. feedback on etc? Ans. Do you conduct occasional surveys of your employees. employee attitude.

This information has been shown in the form of results. This attitude of the management motivates the employees to undertake training in a positive frame of mind.Findings of the study The findings of the study are the most important part of the research work. . Through this we can find out the degree to which our objective of the research has been satisfied. A careful analysis of the hundred questionnaires yielded a lot of information regarding the effect that training and development programmes have on the efficiency and effectiveness of employees. which will be of benefit to them.  Training programmes are continuously held on the latest and most important topics. This is because the employees feel that the management is taking so much pain and spending huge amount of money just for their sake.  The training programmes have gone a long way in improving the skills of employees and reducing wastages. The findings help us to generate an idea regarding the true position of the system or factors under study along with its positive points and drawbacks both. Findings  At Continental Rico. care is taken to ensure that training needs are identified and fulfilled properly.  The employees are optimistic about future training and development programmes and are of the view that training is supremely important and improves performance.  The management does not make any compromise with the money factor where the development of employees is concerned.  Executives are sent to attend seminars organized by the various institutions within and outside the country.  Majority of the employees are well satisfied with the programmes as their development and growth needs are being taken care of by the training imparted.  Employees are encouraged to suggest programmes.

Suggestion  The training department should become more proactive and suggest programmes rather than just arranging them. They will reduce moral problems.  Training programs should be repeated periodically. .  Promotion policy and career paths should be shared with the employees.  Lecture method of training should be followed by a short group discussion to facilitate better understanding and retention.  Training personnel should attend courses regarding evaluation of training programs.  Education programs regarding handling of frustration.  Long duration training programs should be evaluated while they are still being conducted so as to bring about improvements.  A higher number of executives should be sponsored for attending seminars organized by various institutions. should be held. This will motivate them to take greater interest in training. labour turnover and productivity.  Participants should be given feedback regarding their performance in the training programs.  Evaluation of the programs should be done in terms of cost and benefits analysis. if required. which arises due to stagnation in career.

 The lack of experience may have caused errors in administration of the research because my knowledge is limited as I am a student.  Employees of the organization were not cooperative and were not willing to devote more time to fill the questionnaire because they were busy in their own work. the scope of my study is confined to only few areas of CRM.LIMITATIONS : Time span of eight week is a pertly short duration to know in organization as a whole.  The result may be biased as the employee does not want to disclose the accurate information in which they are working.  Due to limitation of time. .

monetary & nonmonetary benefits & communication. power & authority. The training helps me a lot to adapt myself to actual working environment and to work in coordination with the other team members. growth opportunities. Different hierarchal level has different responsibilities towards planning of human resource due to various priority factors. the guidance.CONCLUSION The works on the Project study was a wonderful experience in my life.Working conditions. Further. . The study has been extremely useful in developing my professional skills and personality. In Continental Rico HR department has following priorities for HR planning:  Goal oriented  Responsibility  Relationship  Working environment Also different hierarchal levels shows different interests: Top management. cooperation and assistance provided by my seniors and colleagues at Continental Rico helped me to better understand the real working environment.Growth opportunity rewards 7 achievement. support. job challenges. and quality of work life. career planning & recognition. nonmonetary benefits. The practical experience gained during the short period will go a long way in achieving my real goal and ambition in my life. designation in the organization. Middle management.Motivation & Learning & Growing Opportunity. Executive level.

 Topics for training suggested by employees of Continental Rico.Annexure  Questionnaires for all employees.  Table showing number of training programmes conducted.  Performance evaluation form (operators/workers).  Performance evaluation form (others).  Consolidation training need for the year 2011-2012.  Training feedback form.  Training needs identification form.  Table depicting internal/external faculty used.  Table showing number of participants trained. .

R. Sudha  . Gupta Deepak Bhattacharya C.Bibliography Book References:  Human Resource Management Human Resource Management:  Designing and Managing Human Resource System:  Research Methodology:  Newspaper article G.wikipedia. Kothari Internet References:  www.

High ___ mediocre___ low___ 4. Before work ___ after work ___ 8. Which faculty are you comfortable with Internal ___ external ___ 7. Would you like to undergo training in future? Yes___ May be___ No___ 6. Your interest in the job related training was High ___ mediocre___ low___ 3. Your participation in the programme. Did the job related programme improve your skills? Yes___ No idea___ No___ somewhat___ 5.Questionnaire Please tick the appropriate boxes to indicate your answer. The timing of the programme should be. Yes_____ No_____ . Through what your work level and motivation can improve? Training ___ facilities___ both ___ 2. Are you presently doing performance evaluations for all field employees on a regular basis? Ans. 1.

future job prospects and other issues affecting the company? Ans. receiving formal feedback on attitude. benefits. Yes_____ No_____ company policies. Yes_____ No_____ 10. employee Name: ………………………………. Do you communicate regularly with field employees regarding the success of the company. Department…………………………. etc? Ans. Do you conduct occasional surveys of your employees. compensation.9. Designation…………………… Period of Employment………… .

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