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TRAINING AND DEVELOPMENT - Airtel PDF
TRAINING AND DEVELOPMENT - Airtel PDF
IN
SESSION: 2008–2011
TILAK MAHARASHTRA UNIVERSITY,
PUNE (INDIA)
ACKNOWLEDGEMENT
This study would not have been possible without the cooperation of
and generous help from a number of people. While it may not be
possible for me to express my gratitude to all of them individually, I
wish to place on my record my appreciation to them for all the help
they extended to me during the project.
2
TABLE OF CONTENTS
Acknowledgement
Executive Summary
Page No.
Introduction Chapter I 6
♦ Objectives
♦ Scope
♦ Type of Data
♦ Sample size & design
♦ Statistical tools
♦ Type of research
♦ Limitations
Annexure
Bibliography
3
EXECUTIVE SUMMARY
The global economy of the day has endangered the survival of every
organization and in particular those who want to have a competitive edge over
the others. The competitive edge may be a distant dream in the absence of
employees. Today resources are scarce and have to be used carefully and
trainers of all kinds are required to justify their position and account for their
activities. Training activities, which are ill directed and inadequately focused, do
not serve the purpose of the trainers. The trainees or the organization hence
on which all other training activities can be considered and will lead to
4
CHAPTER I
INRODUCTION
Training can have an impact on both these factors. It can heighten the skills and
abilities of the employees and their motivation by increasing their sense of
commitment and encouraging them to develop and use new skills.
5
CHAPTER II
RESEARCH METHODOLOGY
6
• Secondary data collected through magazines, journals, websites, and other
corporate publications.
Pie Charts
Bar diagrams
7
CHAPTER III
INDUSTRY PROFILE
In the early 1990s, the Indian government adopted a new economic policy aimed
at improving India's competitiveness in the global markets and the rapid growth
of exports. Key to achieving these goals was a world-class telecom
infrastructure.
In India, the telecom service areas are divided into four metros (New Delhi,
Mumbai, Chennai and Kolkata) and 20 circles, which roughly correspond to the
states in India. The circles are further classified under "A," "B" and "C," with the
"A" circle being the most attractive and "C" being the least attractive. The
regulatory body at that time — the Department of Telecommunications (DOT) —
allocated two cellular licenses for each metro and circle. Thirty-four licenses for
GSM900 cellular services were auctioned to 22 firms in 1995. The first cellular
service was provided by, Modi Telstra in Kolkatta in August 1995. For the
auction, it was stipulated that no firm can win in more than one metro, three
circles or both. The circles of Jammu and Kashmir and Andaman and Nicobar
had no bidders, while West Bengal and Assam had only one bidder each.
In 1996, the Telecom Regulatory Authority of India (TRAI) bill was introduced in
the Lok Sabha, and the president officially announced the TRAI ordinance on 25
January 1997. The government decided to set up TRAI to separate regulatory
functions from policy formulation, licensing and telecom operations. Prior to the
creation of TRAI, these functions were the sole responsibility of the DOT.
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AIRTEL - A PROFILE
AirTel comes to you from Bharti Cellular Ltd, consortium of giants in the
telecommunication business.
AirTel launched its services in Delhi on November 14, 1995. It has at present
over six lakh fifty thousand customers in its six years of pursuit of greater
customer satisfaction; AirTel has redefined the business through marketing
innovations, continuous technological up gradation of the network, introduction of
new generation value added services and the highest standard of customer care.
AirTel has consistently set the benchmarks for the Indian cellular industry to
follow.
First to expand its network with the installation of second mobile switching center
in April, 1997 and the first in Delhi to introduce the Intelligent Network Platform
First to provide Roaming to its subscribers by forming an association called
World 1 Network.
First to provide roaming facility in USA. Enjoy the mobile roaming across 38
partner networks & above 700 cities Moreover roam across international
destinations in 119 countries including USA, Canada, and UK etc with 284
partner networks.
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HISTORY
1995
1996
1997
• Bharti Telecom formed a joint venture, Bharti BT, for providing VSAT
services.
1998
1999
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• Bharti Tele-Ventures acquired an effective equity interest in Bharti Mobile
(formerly JT Mobiles), the mobile services provider in Karnataka and Andhra
Pradesh circles.
2000
• New York Life Insurance and Fund, or NYLIF, acquired a equity interest in
Bharti Cellular
2001
• Bharti Telesonic entered into a joint venture, Bharti Aqua net, with SingTel for
establishing a submarine cable landing station at Chennai.
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• Punjab license restored to Bharti Mobile by the DoT and migration to NTP -
1999 accepted
• Bharti Telesonic has entered into a license agreement with DoT to provide
National Long Distance Services in India and has been the first service
provider to start service in the country.
• Bharti Aquanet, Bharti Telesonic and Bharti Cellular have entered into license
agreements with the DoT to provide ISP services in India
2002
• Bharti listed on the National Stock Exchange, Bombay Stock Exchange and
the Delhi Stock Exchange on February 18, 2002.
2003
• Bharti entered into a license agreement with the DoT to provide international
long distance services in India.
• Bharti launched fixed-line services in the Delhi, Haryana, and Karnataka and
Tamil Nadu license areas.
2004
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Awards
Consecutively for years and 2004, AirTel has been voted as the Best Cellular
Service in the country and won the coveted Techies award.
BCL is first mobile communication service provider in India to be certified for ISO
9001:2000 and 1st in world certified by British Standards Institution for Mobile
Communication.
Born a leader, the first cellular service in Delhi, AirTel has maintained leadership
through constant innovations which have redefined standards of cellular services
in India.
First to introduce a wide array of value added services like Smart mail, Fax
facility, Call Hold, Call waiting, Web message, Information services etc. to
enhance the convenience of its subscribers.
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Vision
“To make mobile communications a way of life and be the customers' first
choice”
Mission
Cost efficiency
Bharti Values
Inn venturing
We will generate and implement entrepreneurial and innovative ideas, which will
continuously create new growth engines.
Customer First
Performance Culture
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Valuing Partnership"
Valuing People"
Ethical Practices
We will uphold the highest ethical standards in all internal and external
relationship. We will not allow misuse or misrepresentation of any kind.
SUCCESS STORY
After launch in September 27, 1995 was a red letter day when cell phones finally
arrived in the city (Delhi), thanks to Bharti cellular that launched its mobile
telephone services under the brand name AIRTEL.
Today, Delhi has more than 200,000 subscribers of which 55% are hooked on to
AIRTEL network.
However, the success was not easy for the company which brought the cellular
revolution in Delhi. Cellular phones were not being used so much anywhere in
the country. "Initially, there was a lot of confusion and apprehension about the
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mobile phone services. Some believed that mobile phones are same as
cordless," according to Executive Director Mr. Anil Nayyar (AIRTEL). Therefore
the first priority was to create awareness. "In order to create a market for the
cellular services, it was necessary to educate people. This required a lot of effort"
said Mr. Nayyar. However, the hardwork has paid and today AIRTEL is one of
the strongest brand names in the country with more than 100,000 subscribers in
the network. AIRTEL is the largest private sector telecom service company in
number of subscribers. In Delhi, it has been constantly leading the market during
the last three years. Currently, the network has a capacity of 240,000
subscribers. Their target is to provide services to 500,000 subscribers by the turn
of the century.
AIRTEL'S TECHNOLOGY
The technology base for AirTel is GSM – Global System for Mobile
Communications. Sourced from Ericsson of Sweden, the world leaders in cellular
technology. Operating in over 74 countries, Ericsson connects over 40% of the
world's cellular subscriber base and also has to its credit some of the most
advanced cellular phones in the world.
AIRTEL'S COVERAGE
AirTel cellular phone service plans over 150 cell sites to give you the finest
coverage all over Delhi and its adjoining suburbs, including Faridabad,
Ballabhgarh, Ghaziabad, Noida and Gurgaon. Thanks to the excellent network
planning by the world leaders Ericsson of Sweden who connect over 22 million
cellular subscribers in over 78 countries worldwide putting through more than
40% of the world's cellular phone calls. As and when the need arises, the cell
sites and capacity can be increased to enhance the network's coverage.
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MANAGEMENT STRUCTURE
BOARD OF DIRECTORS
Fixed line
Long distance
Group Data Director Director Group Fin.
& Broadband Marketing Legal Controller
Director Group
Corporate Director
Affairs Corporate
Strategy &
Planning
Director
Corporate
Communic
ations
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CHAPTER IV
THEORY OF TRAINING
Having identified the training needs based on the various analyses discussed
above, the next logical steps are to set training objectives in concrete terms and
to decide on the training strategies to be adopted to meet these objectives. The
training needs basically highlight the gap between the existing and desired
repertoire of knowledge attitude and skills at individual, group and organizational
level to enable the employees to contribute towards the realization of
organizational objectives at optimum efficiency. The training effort thus will have
to aim at filling in this gap by clearly stating the objectives in quantitative and
qualitative terms to be achieved through training. Such an exercise will also
enable the training specialists to evaluate, monitor and measure the extent to
which stated objectives have been met through training intervention. As the
training objectives are related to organizational objectives, the involvement of the
top management will be necessary to ensure that the two sets of objectives are
integrated.
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It will be desirable to use the following criteria in setting training objectives:
III. Relationship with other positions vertically and horizontally and technological
imperatives.
VII. The expected change in behavior must be useful, closely related to and
subject to maintenance in the work environment.
II. Nature and size of the group to be trained in terms of prior training, situational
factors, formal education.
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IV. Desired behavior aimed at improving the existing condition stated preferably
in quantitative such as ratio, frequency of occurrence, reporting by
exceptions, self-monitoring mechanisms etc.
Depending on the objectives set, the next step is to decide on the strategy of
training involving the following:
a) Corrective objectives
b) Maintenance/status-quo objectives
d) Innovative objectives
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♦ On-the-job or off-the job training.
21
SYSTEMATIC APPROACH TO TRAINING
ORGANISATIONAL ANALYSIS
MANPOWER ANALYSIS
• In terms of output/results
22
• Course construction
• Arrange resource
• Individual
• Group
• On-the job
• Carry out evaluation at various phases against the training objectives set.
VALIDATE
REVISE IF NECESSARY
23
DETERMINING TRAINING NEEDS AND PRIORITIES
• What behaviors are necessary for each job incumbent to complete his/her
assigned jobs?
Based on out determination of the organization's needs, the type of work that is
to be done, and the type of skills necessary to complete this work, the training
programme should follow naturally.
What kind of signals can warn a manager that employee training may be
necessary?
Clearly, the more obvious, ones relate directly to productivity; inadequate job
performance assuming the individual is making a satisfactory effort, attention
should be given toward raining the skill level of the worker. When a manager is
confronted with a drop in productivity, it may suggest that skills need to be “fine
tuned”.
In addition to productivity measures, a high reject rate or larger than usual scrap
page may indicate a need for employee training. A rise in the number of
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accidents reported also suggests some type of re-training is necessary. There is
also the future element: changes that are being imposed on the worker as a
result of a job redesign or a technological breakthrough. These types of changes
require a training effort that is fewer crises oriented; that is, a proportion for
planned change rather than a reaction to immediately unsatisfactory condition.
For examples, if salaries are low, if supervision is poor, if workers benefits are
inadequate or if the physical work tryout is deficient, spending on employee
training may have little or no effect on productivity, since inadequate performance
is due to conditions that training cannot remedy. Training can enhance skills but
does nothing to relieve monotony.
Once if has been determined that training is necessary, training goals must be
established. Management should explicitly state what changes or results are
sought for each employee. It is not adequate merely to say that change in
employee knowledge, skills, attitudes or social behavior is desirable, we must
clarify what is to change, and by how much. These goals should be tangible,
feasible and measurable. It should be clear both to the management as well as
the employee.
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TRAINING NEEDS
Organizational Individual
identified through
system
26
The training methods which are generally used in an organization are classified
into two i.e.,
a) On the job: The most important type of training is on the job training. The
experience of actually doing something makes a lasting impression and
has a reality that other types of training cannot provide. There are several
types of training programmes which make use of on-the-job training
concept which are as follows:
♦ Job Rotation
♦ Internship training
♦ Apprenticeship
b) Off the job: This is a type of training which is imparted to the employees
through education programmes,simulators and training aids etc.The off the
job training includes the following:
♦ Incident method
♦ Management Games
♦ Role playing
♦ Seminars
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• Contribute towards the career progressions of the employees by importing
knowledge of an additional or reinforcing nature, developing skills and
bringing about desired attitudinal changes among them. This would not
merely prove effective in assisting them to achieve organizational goals but
also enable enhancement of their self esteem and self confidences to face
external challenges.
TRAINING STEPS
There are four basic steps in carrying out the training function:
28
There are five steps towards the assessment and analysis of training and
development of the organization.
29
(B) DESIGNING TRAINING PROGRAMME.
Having completed the ground work of training needs and assessment whereby
training gaps are identified and prioritized, the next step is to design the training
action plan which involves the following:
• Entry training involving new recruits and employees required to take a new
job.
• Training for change to prepare employees for job identified in near future.
Training imparted in any type would be skill, attitude or knowledge based training
or a combination of the three.
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external courses, when designing these programmes, one must ensure that
the training objectives are expressed in terms of job competence as well as
knowledge and skill.
• On the job training enables the employees to learn the job while actually
carrying out the tasks involved in the job. All new recruits joining the
organization are required to undergo induction programme with planned work
experience in various departments associated with the employee’s own
department for a short duration to equip the employee with basic knowledge
fundamental to his job function.
Entry level training is normally imparted through internal on-job and off-job
training methods.
Problem resolution training, training for change and development related training
may be imported through internal or external on-job or off-job training methods
depending on programme design, objective and target size.
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FRAMEWORK FOR EVALUATION OF TRAINING
32
(iii) Self dairies
(iv) Observation of specific incidents,
e.g., interviewing skills
(v) Self recording of specific incidents :
devising tailor made evaluation
instruments through which the trainee
can himself record details f the way in
which he performs certain tasks
(vi) Appraisal by superiors: asking
questions such as, “Can you describe
any specific incidents in which the
employee demonstrated improvement in
knowledge/skill/attitude?”
(vii) Self-appraisal, used in conjunction
with appraisal by others.
5. Consequence Evaluation 5. Functioning Level Efficiency (I) Productivity/efficiency of trainee's
Measuring effect of training on of the firm, effect on other’s department
overall efficiency of behavior, cost reduction, etc. (ii) Morale of subordinate’s expressed
department/organization. by absence rates; labor return over as or
incidence of industrial disputes. Any
index of functioning which is related to
the training objective can be used.
(Iii) Control Groups compare
performance of similar employees who
have not undergone training.
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TRAINING AND DEVELOPMENT AT AIRTEL
RATIONALE OF STUDY
34
All employees are expected to participate in company sponsored training
programs considered necessary for enhancing their work skills. We realize that
in today’s constantly changing environment, our services have to be better than
those of our competitors. Therefore, training opportunities are offered through
specialized training programs conducted by in-house instructors, instructors from
the industry, or by experts in the field.
Training Calendar
Training Evaluations
obligatory. You are encouraged to make the best use of these opportunities
will be maintained in the Personal File of each employee, for review at any time.
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CHAPTER V
We now try to analyze and interpret the data to reach a conclusion. We begin
with the analysis of the data collected from the T&D staff.
• However, the participants themselves also play a vital role in identifying their
Bharti provides training to all areas mentioned, however, the training imparted to
Training programmes are conducted at Bharti throughout the year. The duration
depends on the type of the training. Training for computer basics are for 3-5
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Changing trends in T&D today
Trainer-trainee cooperation
Continuous training
37
30% dissatisfied, 15% not involved, 55% involved and satisfied.
TRAINING UNDERGONE
Different companies adopt different training and development as per the needs of
trainee as well as organization so that person don't lack in any area of his
activity, which in turn won't affect the company at large. Hence training as per the
need arising up. At Bharti they have a separate education and training
department, which looks for the training and development of employee. Here new
technique includes 6 sigma, 5s, kaizan and so, where as hr includes, team-
building, motivation, behavior, general includes the rest other kind of training and
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IDEAL SIZE OF THE TRAINING
20 19
18
16
16
14
12
10
10
8
6
4
4
2 1
0
Batch 10 Batch 15 Batch 20 Batch 25 Batch 30
Too many cooks spoils the broth", many Indian utter confusion, keeping this in
house or our house should be in and about 10-15 and should not exceed this
where as few that it should be in the batch of 20 as they together is better, and
very negligible feels that batch of 25-30 would also be suitable for training. We
find out from this study that people like the concept of "small is beautiful".
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NEED IDENTIFICATION
problem can be traced out and accordingly it can be treated well for the best
output. There are so many ways to identify the cause of the problem. Over here
we discussed 3 main causes where by few find that 3 of them are very much in
assessment. Here we can see that the best to know about you is he. He can be
23%
38%
39%
Appraisal
monitored by the team head too who sees him working regularly and if found
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KIND OF TRAINING
16 15
14
14
12 11
10 9
4 3
0
In-house Outhouse Online Offline All above
Training small word covering wide connotation, is the way you groom some one
employees have been undergone in almost all the above category but most of
them feel it should be held off the job so that they can concentrate approximately
in what ever they are taught, where as they feel that some training like 6 sigma,
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HOW FREQUENTLY YOU GO FOR TRAINING?
Learning at Bharti is a continuous process and they learn at each and every
10
9
9
8
7
6 6 6
6
5
5
4
4
3
2
1
0
Frequently Non- Monthly Quarterly Half yearly Annually
frequently
stage. The education and training team continuously strive to make its colleague
learn as frequent as possible. So that they are always prepared for any situation
to face the competitive world. Proper training of employee is held as per the need
can do his best. But still if we see people frequently go for training.
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TRAINING ALIGNMENT WITH ORGANISATION OBJECTIVE
28%
32%
0%
0%
40%
organization as well as employee. Most of the people feel that the training they
undergo is aligned to organization objective only. But while during interview and
self observation it was found that training at Bharti moves parallel i.e.
hand in hand.
43
ANY FEEDBACK TAKEN
17
18
16
14
12
10
8
6
3
4
2
0
YES NO
Yes feedback is taken from the trainee after the training is over. In terms like
whether they liked the training, which they had undergone, was that sufficient
enough to make them handy and competitive to go with. If not then what can be
done which make it easy and handy to understand. If they are looking for any
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LIMITATIONS
perception etc. creeps in. In this case too, these were unavoidable, and
• The other major limitation was of time and nonavailablity of the concerned
persons at times.
• The respondents would not have divulged all the information needed
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CHAPTER VI
Training analysis is done with the view of both the superiors and the criminals.
The common feeling is that the thrust in future should be on developing people
skills and not only functional skills. IT would be a key focus area. Many trainees
are not satisfied with performance. Most of the times trainees involved in various
management etc. Training sessions should not to be long and self directed
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Annexure 1
QUESTIONNAIRE
1. What are the methods used for the analysis of your training needs?
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4. In future, what according to you would be the potential areas of
training?
i. Computer programming
ii. Core technical areas
iii. Management related
iv. Work culture and discipline
v. Objectives of organization
vi. HRD/HRM
vii. Strategic management
viii. Corporate governance
ix. Behavioral and emotional training
x. Interpersonal and interactive skills
xi. Adaptability to change in future
xii. Problem solving
xiii. Communication skills
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6. Do you think the methods used are relevant and effective?
Response No. of respondents saying
Yes 17
No 3
9. What according to you are the key areas in which training should be
imparted?
i. Technical skills
ii. Managerial skills
iii. Computers
iv. Functional areas
v. Interpersonal relations
vi. Self development
vii. Behavioral skills
viii. Handling workforce in the age group of 45-50 years
ix. Human relations.
x. Communication skills
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10. Are you provided with adequate continuing training to keep you abreast
of the changes in the environment?
11. What are the methods used to evaluate the effectiveness of a training
programme?
i. feedback after training
ii. improvement in performance
iii. written test/exam
12. Does the management take into consideration your opinion on the
training programme?
RESPONSE No. of respondents
Yes 11
No 9
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15. In what way would you like to be involved in improving/ planning the training
program in future?
R Individual Commn. Survey Suggestio F/b on PA
views Meeting n box
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
Total 9 6 10 3 4
responses
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Annexure -2
0 1 2 3 4 5
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2. PROGRAM EFFECTIVENESS:
2.1 CONTENT:
1 2 3 4 5
Name of How well How well How well How well How well
Faculty did he did he did he did he did he
state keep the summaries maintain a illustrate
objective. session during the friendly and clarify
alive and session and helpful the doubts
interesting manner
?
2.3 Was there any more topics which should have been included? If so please
specify.
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2.4 What would have made the session more beneficial/effective to you?
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2.6 Over all rating: Considering the general of the course, how would you rate it
on a scale of five?
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ANNEXURE -3
Speaker: -------------------------------------------------------------------------
Subject: --------------------------------------------------------------------------
A. Preparation
1. Did he prepare
for the
training/seminar?
2. Was his
presentation
geared to the
group?
B. CONDUCTING
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(4). Did he use visual aids?
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Annexure –4
QUESTIONNAIRE
Interview-Schedule
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2. What are the different types of training program you have in the organization?
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4.1 If no, how many days to management s staff and how many to workers?
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1. Which one (in-house or outside training) do you think is more beneficial to the
organization and why?
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4. Do you evaluate the training program in different stages (reaction level,
learning level, job behavior level and result)?
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5. Do you have any system of making action plan or job improvement plan by
the trainee after he undergoes the training
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6. If yes, then are you gaining from this action plan and how?
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8. If yes, then what are the different training programs which are difficult to
evaluate?
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10. Who all are involved in the evaluation process (superior, subordinate, peers,
trainer and co-coordinator)?
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11. If you have not evaluated your training programs till now then are you
planning to evaluate them in the near future?
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12. If yes, then why now, and what will be the methodology?
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BIBLIOGRAPHY
www.indiainfoline.com
www.bharti.com
www.airtelworld.com
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