A

RESEARCH REPORT
ON
“TRAINING AND DEVELOPMENT OF HDFC
BANK”

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR

THE
AWARD OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION (MBA)

UNDER THE GUIDANCE OF : SUBMITTED BY:

Mrs. NEHA KAPOOR Kiran Verma
ASSISTANT PROF. Roll No.: 1839870030
MBA IVth Sem.
Session-2019-2020

BHALCHANDRA INSTITUTE OF EDUCATION &

MANAGEMENT, LUCKNOW
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 ACKNOWLEDGEMENT

An undertaking of work like this is never an outcome of a single person

rather it bears the imprints of a number of people who directly or indirectly

helped me in completing the present study. I would be failing in my duties

dissertation real, educative and pleasurable.

It is very difficult to express ones feeling in words but the formality

reminds that one should act to extend possible. I find no suitable words to

express my profound indebt nests and heart felt sense gratitude to my

guide Mrs. Neha Kapoor for his prestigious guidance, support and

supervision during that period. It was his cheerful and sincere cooperation

autonomy, regular encouragement morale boosting and infinite assisting of

every kind which made my dissertation a fruitful, pleasant and lifetime

experience.

I express my warmed thanks to for there valuable morale

support.

At this junction I would like to express my gratitude from deepest core

of my heart to my parents, Guardians and friends who initiates me and

provide me the congenial help and atmosphere during my summer training.

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 CONTENTS
1. EXECUTIVE SUMMARY

2. OBJECTIVE OF STUDY

3. INTRODUCTION

4. COMPANY PROFILE

5. SWOT ANALYSIS

6. RESEARCH METHODOLOGY

7. DATA ANALYSIS

8. DATA INTERPRETATION

9. FINDING

10. RECOMMENDATION

11. LIMITATION

12. CONCLUSION

13. BIBLIOGRAPHY

14. Annexure
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4
 EXCUTIVE SUMMARY

In this dissertation we have tried to cover up the whole matter which

is relevant and in short so, that t conclusion can be drawn from a concise
report.

The topic of our dissertation is “TRAINING AND DEVELOPMENT IN

HDFC BANK and a study is done in HDFC BANK for that. The report
includes various trends that followed in the organization.

In the first phase of the report we have discussed about the Human
Resource Management its objectives, importance in the organization. It’s
evolution in India. Then the light is thrown on the part Human Resource
activities which are implemented in the organization and the current trends
are emphasized that are recently followed by every organization for their
betterment in this competitive era.

Second segment of the report includes the introduction of the Sugar

mills and the various HR trends which are being followed b the organization
for the development of the organization and its employers.

The main report starts from the Third phase in which the analysis is
done on the basis of the feedback given by the employees of the
organization that helps us to draw the conclusion about the various HR
trends which have been implemented or followed in the organization.

Lastly the conclusion is drawn and the limitation of entire study is

made at the finishing stage of the dissertation.

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 OBJECTIVE OF THE STUDY

The objectives of this study are as follows:

 To know the history of Human Resource Management in the past

period.

 To know the basic concept followed in the present scenario.

 To determine the changes in the welfare of employees as well as

for the organization.

 To examine the implementation of new HR practices for the

employees as well as for the organization.

 To evaluate the value of concept in the modern system.

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 INTRODUCTION

HUMAN RESOURCE MANAGEMENT

The most significant resource of any organisation is said to be its
people who are associated with the organisation and meet organisational
objectives in an planned & with coordination manner.

An organisation that exists to produce goods & services has a good

chance to survive and prosper if it consists of the right people. In a similar
manner people need organisation to work to support themselves and their
families and to develop themselves so that people have their own identity.

To meet these multifarious needs people and organisations joins

together and a relationship is formed which we called HUMAN RESOURCE
MANAGEMENT.

Human Resource Management is a process of bringing people and

organisations together so that the goals of each are met. It is a part of the
Management process which is concerned with the management of Human
resources. It tries to secure the best from the people by winning their
wholehearted cooperation.

So, Human Resource Management is the art of procuring developing

& maintaining competent work force to achieve the organisational goal in a
best possible Manner.

Human being are heterogeneous every individual have unique

personality different emotions, values, attitude, motives, learning ability
skills. knowledge, perception which made them differ and complicated to
understand and deal with them in a different manner and way.

So, these various factors made every organisation to adopt the

Human resource management concept for the betterment and easiness to
achieve the various organisational goals and objectives.

HRM plays a vital role in an organisation in the various field

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 Personnel aspect-
This is concerned with manpower planning, recruitment,
selection, placement, transfer, promotion, training &
development, Remuneration, incentives, productivity.

 Welfare aspect
It deals with working condition and amenities such as canteen
facilities, restrooms, housing, transport, medical, recreation
health & safety etc.

OBJECTIVE OF HUMAN RESOURCE MANAGEMENT

As it is very known that human resource is a nervous system of every
organisation without which organisation became handicapped or not
able to sustain in the market among its competitors. So, to compete the
competitor organisation must implement its Human Resource activities
properly so that it can fulfill the following criteria

 To help the organisation to reach its goals

 To employ the skills and abilities of the workforce results or give
benefits to various customers, shareholders, and employees.
 To provide the organisation with well-trained & well-motivated
employees.
 To increase to the fullest employee’s job satisfaction and self-
actualisation by the way of disigning the better quality of work life
programmes and by realising the employees potential.
 To communicate various HR policies to all employees.
 To help maintain ethical policies & behaviour.
Thus, HRM is short way to attain economically and effectively the
organisational goals, serve to the highest possible degree the individual
goals and preserve and advance the general welfare of the community
which ultimately lead to employee’s satisfaction & fulfillment and reduce
employee turnover.

IMPORTANCE OF HRM
Human Resource along with financial resource and material resource
contribute to the production of goods and services in an organisation
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physical and monetary resources, by themselves, cannot improve
efficiency or contribution to an increased rate of return on investment. It
is through combined and concerted efforts of people that monetary or
material resources are harnessed to acheive organisational goals and
this can be possible by sharpened from time to time to optimise the
effectiveness of human resource and to enable to meet greater
challenges.

So, Human Resource Management plays a crucial role which helps an

organisation and individual in Multifarious ways:
 At the organisational level.
 Good human resource practices can help in
affecting and detaining the best people in the organisation.
Planning alerts the company to the types of people it will need in
the short, medium and long run.
 At the individual level :
 HRM promotes team work and team spirit among
employees.
 It offers excellent growth opportunity to the
people who have the potential to rise.
 It allows people to work with diligence and
commitment.
 At society level :
 employment opportunities multiply.
 scarce talent are put to best use companies that
pay and treat people well always race ahead of others and deliver
excellent results.
So, in this way HRM plays important role in organisation at various
level.

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 EVOLUTION OF THE CONCEPT HRM
The early part of the century saw a concern for improved
efficiency through careful design of work. During the middle part
of the century emphasis shifted to the availability of managerial
personnel and employee productivity. Recent decades have
focused on the demand for technical personnel.

Following are step by step evolution of concept of HRM til present

year :

 In the early decade human resource were treated merely as

a commodity to be bought and sold and their wages were
depend and supply and no protection were given to workers
and people were consider only factor of production like other
machines, tools and equipment to produce goods &
services.
 With the revolution among the workers in the organisation
welfare measures like safety, first aid, lunchroom etc. were
adopted for the welfare of workers and they were consider
as factor of production.
 In the middle era the concept of paternalism were adopted in
the organisation by the employer toward its employees in
which management assume or adopt a fatherly and
productive approach and attitude towards its employees
which includes not only providing benefits but also satisfying
various needs of the employees as parents meet the
requirement of the their children.
 Just after that decade Humanitarian concept came into
existence in which emphasis is given to the emloyees to
improve the productivity physical, social & psychological
needs of workers must be met.
 In the present time employees are the most valuable assets
of an organisation and the concept of Human Resource
were emerged out and the employees should b e consider
as a partners in the progress of a company and they should

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 have a feeling that it is their own organisation and all are like
a family and employees get better quality of working life and
offer opportunities concept of Human Resource
Development.
So, in this way from commodity concept of Human Resource
Development concept the Human resource evolve from last decades.

GROWTH OF HRM IN INDIA

 Early phase : It is said that HRM is a discipline of recent growth, it
has had its origin dating backto 1800 B.C.
 Legal Phase : The early roots of HRM in India could be traced
back to the period after 1920. The Royal comission on labour in 1931
suggested the appointment of labour officers to protect workers interests
and act as a spokeperson of labour. After Independence, The factories
act 1948 made it obligatory for factory employing 500.
 Welfare phase :During the 1960’s the scope of personnel function
has expanded a bit covering labour welfare, participative
management, industrial harmony etc. “In this period, the human
relation movement of west had also had its impact on Indian
organisations.” The legalistic preoccupations slowly gave to
harmonious industrial relations & good HRD practices.
 Development phase : In 1960s and 70s the HR professionals
focused more on developmental aspects of human resources. The
emphasis was on striking a harmonious balance between employee
demands and organizational requirements. HRD has come to occupy a
centre stage and a focal point of discussion in seminars, conferences
and academic meets. The two professional bodies, IIPM and NILM
were merged to form the National Institute of Personnel Management
(NIPM) at Calcutta.

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 HUMAN RESOURCE MANAGEMENT IN PAST
As, it is find that in the later year the human resource were merely treated
only as a commodity or factor of production they were compared with
machines, equipments, tools, land which are helpful in production.
Workers emotions, their feelings, talent, knowledge were not explored the
only thing was consider how can they produce more n more.

The basic human resource activities that take place in various organisation
include only:

 Selection of employee according to his/her talent and according to

the job.
 Proper training were given to the employees after the selection so
that they can improve and can increase their efficiency and cna
produce more efficiently in a right manner so that maximum can be
achieved from them.
 Compensation were given according to their grade & scale not on
their abilities only compensation means payment in return of
performing some work is given for their survival only not extra is
being paid to them only on occasions in some organisation bonus
(extra benefit in either monetary or non-monetory form) were paid to
the workers.
 Their performance is being evaluated and were told to improve it not
according to employer but they were not rewarded for their better
performance.
But as the time passes and competition increase employees
became more educated the trends also changes and as technologies
improves day by day the activities also changes to day by day which
concentrate more on employee interest that on organisation. So, that the
employees are more loyal and devotee to the organisation which helps to
achieve in organizational task in more & satisfactory manner.

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 CURRENT HR SCENARIO
Now, the concept of Human Resource Management have been changed
and the concept of Human Resource Development came into existence as
Human Resource Management deals with people and organisation
relationship together to achieve organizational goals in an effective
manner.

While Human Resource Development is the process of bringing people &

organisation together to achieve organizational target but also acquiring &
sharpen the employees capabilities required to perform various function
which are associated with their present & future role to explore their hidden
talent and inner potential for their over all development and also develops
an environment & culture in which employer employees relationship,
teamwork take place.

So, in short changes from part HRM converts into HRD whose main aim is
to overall development of human resources in order to contribute to the well
being of the employees, organisation and society by developing & trapping
the hidden qualities in people.

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 HRM SCENARIO TO HRD
PAST TO CURRENT HR TRENDS
Period Emphasis Status Roles
1920-30 Welfare Clerical -welfare
Management administrator
paternalistic
-ppliceman
practices
1940-60 Expanding the Administrative -Appraiser
role to cover
-Advisor
labour, welfare
Industrial -Mediator
Relations &
-Legal advisor
Personnel
administration
1970-80 Efficiency, Development -Change agent
effectiveness
-Integrator
dimensions
added and -Trainer
emphasis on
-Educator
human values
aspirations,
dignity n
usefulness
1990s onward Incremental Productive & -Developer
productivity growth oriented
-counselor
gains through
human assets. -coach

-mentor

-problem solver

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The challenge of HR managers today is to recognize talent and nurture the
same carefully and achieve significantly productivity gains over a period of
time from the past. The enterprise is nothing but people. Technological
advances globalize competition, demographic changes the information
revolution and trends toward a service society have changes the rules of
the game significantly.

This made organisation with similar set of resources to gain competitive

advantage only through effective and efficient management of human
resources.

Employees are the primary pillars of corporate success. Machines neither

have new ideas nor they can solve problems or grasp opportunities only
people who are involved and thinking can make a difference which made
the role of a HR manager in shifting rom a protector and screener to the
planner and change agent from the part . In present day competitive world,
highly trained and committed employees are often a firm’s best bet. HR
professionals play a key role in planning and implementing, downing,
restructuring and other cost cutting activities which made employees to
perform the assigned tasks willingly and enthusiastically and thus offer a
competitive advantage to the organisation.

In a growing number of organizations human resources are now viewed as

a source of competitive advantage. Increasingly it is being recognized that
competitive advantage can be obtained with a high quality workforce that
enables organizations to compete on the lines of market responsiveness,
product and service quality, differentiated products and technological
innovation.

Human Resource Management/ Development is concerned with people at

work and their relationship with each other and is a set of programmes.
Functions and activities design to maximize both personal & organizational
goal by attracting & hiring qualified imaginative and competent people for
the organisation.

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So, Human Resource Management involves various activities for the
development of employees which directly helps in the development of
organisation in the present competitive era :

 Job Analysis
 Human Resource Planning
 Recruitment/selection
 Training
 Development executive
 Career Development
 Human Resource Development
 Job Evaluation
 Performance & potential Appraisal
 Team work
 Employee welfare & Health & safety

Compensation

Compensation is the oldest tool of HR activities which are being

implemented in the past year as well as in the current year but the only
change is that previous the employees are paid according to their output
not according to their skills & talent but now the concept has changed
employees are paid according to their skill talent and their work to be
performed by them.

Recruitment/ selection
Again recruitment and selection are also old method that are included in
Human Resource activities by which people of various skills talent and
experience are invited for the various job available in the organisation and
the right person is selected and placed for the right job.

The only change that is found in recruitment & selection is the new and
innovative ways of hiring and selecting people for the various job from the
past era now a days organisation adopts various ways or method of
recruitment form various sources like internal within the organisation by

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various methods like promotions & transfer of employees form job to higher
job or from one place to another.

Job posting again from within the organisation by publicising job on bulletin
boards, electronic media etc. and by employees re------ the organisation
can recruit and select the employees.

Outside the organisation (external Resources) they can hire people of

recruiting people direct from the campus where they can find required
talent and lastly by giving advertisement in newspaper, Television and by
the private employment search firms.

Similarlily the selection process is also changed from past in now a days
various tests, like aptitude, Technical, personality, Intelligence like tests
are organised then after that the selected candidates have to appear for
interviews which are also conducted in several phases that are not done in
past while recruiting the candidate.

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Training

Training is the process of increasing the knowledge and skills of an

employee from doing a particular job which made employees to learn and
upgrade themselves according to the environment.

In the previous years the training were given to the employees when they
join organisation so that they can understand about the work which are to
be performed by them.

But now a days need of training have emerged out differently not only new
recruiter require training for performing their task but also for the existing
employees so that can also be upgrade their knowledge and skill but also
can prepare themselves for higher job performance.

Similarly the methods are also changed now a days different training
methods adopted according to the nature of job like Job rotation, virtual
training, Apprentice training, vestibule training, Role playing etc. which
helps the employees to learn and upgrade themselves side by side doing
their job at regular interval of time.

For that most of organisation has their own training centers which are full
with new technologies and techniques which helps employees in training.

Human Resource Planning

This is the new concept and a forward looking function and is adopted by
most of the organisation. It tries to assess Manpower requirements in
advance keeping all the things like production schedule market fluctuation,
demand forecast etc. in the background. The focus of the plan is always
on getting right number of qualified people into the organisation at the right
time so that reservoir of talent should be available at any time to carry out
task without any delay according to the planning people are prepared for
the future which helps in cutting the zcost by preparing appropriate
manpower budget and accordingly control the costs by avoiding shortage
or excesses in manpower supply and made organisation competent well in
advance by planning Human resource.

Executive & Career Development

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This is also a new concept which organisation are giving stress so, as to
retain attract talented and good skill employees towards them in this the
emphasis is given on growth & development of the individual so that their
abilities to manage various situation that arise their creativity also develops
so that an employee can also became an mentor, problem solver, risk
taker.

By developing their decision making skills, interpersonal skills, job

knowledge organizational knowledge etc. they adopt various techniques
like management games case study, Role playing, special projects, various
assignments, job rotation, Assessment centres where these exercise take
place, so that the organisation develops an over all manager who can
compete in every field.

By introducing the developmental concept of employees the organisation

are also giving the employees by developing their career as now most of
the organisation are now attracting and strengthening themselves by
saying “We are not developing managers but are developing their career
which helps both the parties i.e. if employees are associate with them and
give their best they get opportunity to capture higher position.

As now their performance is not only evaluated or analyzed but their

potential are also analyzed at regular interval of time by which manager
can judge their capabilities and accordingly trained them to accomplish the
future task.

So, in short today their various activities and techniques are used by
organisation as a Human Resource Management techniques like HRIS-
Human Resource Information System & SAP (System Application
Programme) where employees data is maintained including personal
details as well as job and performance detail which made the task easier as
it can access easily as an when it requires while taking decision in any
relevant matter. where they develop individual, culture, work environment
and provide welfare and other benefits which lead employees to work with
team spirit and accomplished the desire goals and helps in establishing a
magical relationship between employees and organisation.

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 10 HR TRENDS WHICH ARE CHANGING
1. The Changing Role of the HR Professional

We need to put the “human” back into human resources. Employees are
humans, not commodities, and HR departments have to start seeing them
differently. With the current push towards strategies that engage
employees, attract top talent, and contribute to the bottom line, this change
is imperative.

We need to stop whining about being at the table. These days, almost
every book or article you read about the role of HR talks about HR needing
to be ‘at the table’ or to be more strategic.

For most HR leaders, the question is not ‘how do you get to the table’. It is
‘now that you are at the table, how do you best contribute to the success of
our organization?’ ‘How can you be taken seriously at the table?’

Clearly the first step is to make sure that the organization’s HR practices
are effective. The practices should create competitive advantage by
building strong organizations, strong leaders and managers, and strong
teams and employees. But few HR departments do this in a measurable
way. CEOs are demanding that HR stop giving lip service to strategic
performance and find the metrics that prove they are contributing to the
growth and performance of the company through effective people
management.

Increasingly, more is being expected of HR practitioners than just being

good at HR. They need to broaden their skill-sets so that they can sit at the
3 executive table and understand as much about the business as the other
leaders.

A Finance person who only understands Finance and a financial

perspective, a Sales person who only understands Sales and the Sales
perspective – these individuals will have limited career prospects and very
little chance of succeeding in a leadership role. The same holds true for HR
people. That this is the case is good news for HR. It means that HR and
HR people are too important to be set aside in the corner. It means that HR
20
skills and knowledge need to be brought to bear on the strategic
management of the organization.

Organizations consist of people. People are real. You can see them, touch
them, hear them. And people have capabilities. And those people with their
capabilities will determine whether the organization thrives or dies. If HR is
to be perceived as an enabler of business strategies, they need to be seen
to be making measurable contributions to the bottom line through expense
reduction, or revenue generation, talent management and risk mitigation.
HR people need to be a lot more creative in the way they do things. The
“one size fits all” approach doesn’t work anymore. HR departments of today
need to be the talent departments of tomorrow.

2 - The War for Talent

The most important corporate resource over the next 20 years will be
talent: smart, sophisticated business-people who are technologically literate
globally astute, and operationally agile. Talent really does matter – for
example “top software developers are more productive than an average
software developer not by 10x, 100x, or even 1000x … but 10,000x”
(Nathan Myhrvold, former Chief Scientist, Microsoft)

According to The Conference Board of Canada, “the war for talent is fierce,
and is likely to become more so with the massive number of employees
retiring in the next five years. Top organizations are moving beyond the
vanilla “employer of choice” concept to a more rigorous strategy of
attracting and retaining the right employees through branding.”

Here are the facts:

The Conference Board of Canada predicts a shortage of 1 million skilled

workers by 2020.

By 2006, for every two workers leaving the workforce, only one will enter.

2.6 new jobs are expected to be created for every person entering the
workforce.

Younger workers are now bosses of the older workers.

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The key to attracting and retaining scarce skills is to be, and be seen to be,
a first-tier employer that can meet the needs of high potential/high
performance employees.

Traditional workforce planning is being replaced by talent strategies and

skills gap analysis. Once they determine the gap, it becomes clear what
talent they need to hire, to layoff, or to develop or transfer internally. Now is
not the time to sit in the ivory towers thinking you know who your major
contributors are. You need to dig deep into the organization to identify the
top talent, the high performers in every aspect of your business.

In all likelihood it’s not the people who are the most politically astute or the
most popular.

Traditional marketing practices are going to have to be applied to

recruitment. Employer branding and unique selling points with a strong
differentiator are imperative. Look at strategies such as changing your
employer brand from the groan-inducing “we’re a big successful company”
to a company delivering on the promise of continuous learning, work-life
balance, personally-fulfilling roles and innovative reward and recognition
programs.

5 Some recruitment effectiveness strategies include:

􀂃 Employment branding

􀂃 Ongoing recruiting, not stop-start

􀂃 Nurturing relationships with strong candidates, even though no jobs for

them are currently available

􀂃 Referrals – this is particularly effective with Generation “Y”ers. They do

everything through leveraging their networks. They are always connected –
using mobile phones, text messaging, instant messaging, blogging or
email.

􀂃 Realistic job previews

􀂃 Managers trained in interviewing (so that they will create a favourable

impression of company)
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􀂃 Selection criteria – Can they do the job? (Competencies) Will they do the
job? (Motivation) Can we offer them what they are looking for?

(Cultural Fit)

􀂃 Rapid response and follow up – Hard to hire skills are in high demand

􀂃 Debrief candidates as quality control monitoring for recruitment process

􀂃 Most candidates will not get jobs – but they might be current or future
customers, hence the importance of handling the rejection process
effectively.

3. Outsourcing of HR Functions: The Virtual HR Organization

If you are an HR professional I doubt that you got hired for your ability to
process employee information changes, sort resumes or process the
payroll every other week.

CEOs’ expectations of their senior HR people have changed significantly.

The HR executive is expected to deliver value in areas like organizational
effectiveness, talent management, change management, leadership
development, succession planning, merger integration, strategic
compensation. If you read job postings for senior HR positions, these items
are listed time and time again as the key expectations for HR leaders.

The primary benefit of HR outsourcing is that it will allow you to keep your
job because it will enable you to tackle these more strategic issues!

HR professionals need to embrace outsourcing. They can’t be afraid of it.

Outsourcing of HR transactions is a proven way to reduce costs and get

access to a higher level of service.

There are five good reasons why companies outsource their HR services:

1. Cost reduction – economies of scale, automation and process

improvement, especially for transactional work

2. Focus – allows HR to allocate time to strategic, not transactional,

23
Concerns

3. Regulatory compliance – minimize or transfer legal risk to the

outsourcer and obtain specialized regulatory expertise.

4. Access to best technologies – mutual benefits to ensure technology is

continually upgraded

5. No available internal resources – provides an HR capability for a

company that does not have one, cannot staff it, or cannot afford a full-time
resource, but has reached a size and complexity where expertise is
required

However, all that being said, the administrative, transactional aspects of

HR are key. What you need to do is identify them now – whether it’s your
payroll, your Employee Assistance Programs, your recruitment or your
HRIS systems. Then you need to go out into the marketplace and find
outsourcing partners who can help take them off your hands. It’s the only
way you are going to become more strategic.

4. The Healthy Workplace: Wellness, Work-Life Balance

There is no competitive advantage in exhausted, sick and stressed-out

workers.

There is growing recognition that there is a definite link between the work
environment and the health and well-being of its employees. Further,
employers are now recognizing the connection between employee health
and the bottom line.

Consider…

􀂃 Specific types of work stress/strain are related to 2x the incidence of

mental illness and substance abuse, 5x the rate of certain cancers, 2x the
rate of infection/injuries and 3x the incidence of heart and back

problems – (Shain, 2000)

􀂃 Over half of the companies working for large employers feel stressed,
one in three feels burned out or depressed, many are thinking of quitting
24
their jobs, and absenteeism is costing employers billions each year. Let me
talk about a few of the findings of a major government-sponsored study of
work-life conflict in Canada as well as published information from other
credible research sources that point to the importance of a healthy
workplace:

􀂃 Some companies are experiencing the impact of compromised

mental health in an unprecedented manner: 1 in 5 employees will

experience a mental illness in their lifetime. Harvard School of Public

Health predicts that by 2020 depression will rank second to heart

disease as the leading cause of disability worldwide, and the cost of

mental illness in lost productivity in Canada alone is estimated to be

over 30 billion dollars annually. (Global Business and Economic

Roundtable).

􀂃 Canadians report working at a high speed "all the time," in greater

numbers than workers in 17 other countries, according to a new report

released by the Canadian Policy Research Networks. Working

continually at a high rate is twice as likely to result in health problems,

including stress. In turn, this leads to more absenteeism and disability

claims – both very costly to organizations.

So, where does this leave Canadian workers?

􀂃 Long working hours and heavy job demands were the main sources of
work stress identified in a Statistics Canada survey. Poor interpersonal
relationships and the risk of accident or injury were also cited as sources of
stress on the job.

􀂃 The term ‘presenteeism’ has become part of the corporate lexicon,

25
describing employees who are able to come into work but are inhibited
from optimal levels of productivity by ongoing health issues and lack of
desire to engage. This has emerged as a new and growing concern.

􀂃 Rising mental health claims, primarily related to stress, depression and

anxiety disorders, were the top health and productivity-related

concern for organizations in 2005.

When we look in the mirror, we see ourselves as entire human beings not
just people with jobs and careers, but people with families, friends, beliefs,
interests, passions, responsibilities, worries and futures. We need to look at
our people through the same mirror – not just as employees or colleagues
but as total human beings. If companies ignore the full humanity of their
people, or if people find it necessary to suppress their human-ness in the
workplace, the tensions created eat away at the vitality of the organization.

5. The Diverse Workforce

What does diversity mean? Canada has a reputation for embracing people
of varied ethnicity, religion, culture, language and beliefs. But our
multicultural mix does not make us immune to the challenges of managing
a diverse workforce.

Diversity goes far beyond the traditional employment equity criteria of

gender, visible minority or aboriginal status, or disability. Diversity is not

employment equity. Diversity is a business strategy.

The reality is that today’s workforce and the workforce of the future will be
made up of a diverse, complex collection of employees, all with different
needs and experiences. And this is good, because an organization with a
broad variety of people with a diverse range of perspectives is better able
to do business with a variety of people, to solve a variety of problems and
to make a variety of decisions.
26
As companies become more global and are using more offshore services, it
creates the need for diversity strategies that go beyond our own national
borders. It will take a whole new level of education, tolerance and a
willingness to embrace change. HR will need to provide cross-cultural
support and training for virtual global teams.

But diversity is not just about race, colour and creed. Diversity is about
managing the demographic and psychographic characteristics of an
evolving workforce.

6. The Impact of Technology

Resistance is futile! Eventually technology is going to eliminate most HR

jobs as they exist today. Which is another reason for HR professionals to
become more strategic.

Technology, with all its self-service and anytime-anywhere communications

capabilities, coupled with outsourcing, guarantees there will be fewer HR
people in corporations.

Technology continues to impact us profoundly, both in our personal lives

and in the workplace, and it will continue to evolve. While most of its impact
has been overwhelmingly progressive and positive, there are some
downsides to its effect on our personal and work lives. Cell phones, email,
messaging and Blackberry-type devices have blurred the lines between
worklife and homelife.

Now we seem to be always on call, always reachable – in our cars, in the

air, at home – virtually everywhere.

27
To today’s young professionals computers, PDAs, cell phones, etc. have
become appendages, keeping them constantly connected.

7. Talent Management: Leadership Development

Leadership skills are not built through courses. Management is a function

of what you do; leadership is a function of what you are. When planning
leadership development initiatives, the tendency is to first look for courses.

One of the scarcest capabilities, now and for the foreseeable future, is
leadership. As organizations, their customers, their employees and their
environment become more global, more complex, more competitive and
more subject to rapid and radical change, the competency requirements for
successful leadership are increasing exponentially.

Most organizations would acknowledge that they currently have a shortage

of leadership talent or bench strength; how will they fare when the bar
keeps on being raised?

Leadership is less definable and therefore leadership capabilities are more

difficult to build or transmit. Indeed, one could debate whether leadership
skills can be taught at all, or whether they are innate.

8. Talent management: Succession Planning

We now live in a world where the jobs, the job requirements and the

organizations are constantly changing – acquisitions, divestitures,

downsizing, mergers, technology changes and on and on.

Many of us are in jobs that did not exist three years ago. Three years from
now, many of us will be in jobs that do not exist today.

28
The challenge for HR professionals is to figure out how to look deep into
the organization to find talented, visionary people with a passion for the
future.

They need to anticipate the skills they will need in the future.

There are more and more younger people going into leadership or

management positions. What kind of mentoring and coaching do they

need?

Traditional succession planning identified who could fill what box in the
organization chart in how many years time, and what skills they would need
to get there.

Even if we have remained, or will remain, in the same box in the org chart,
the chances are very high that the skill requirements of our position will
change significantly.

Many of us are in jobs that did not exist three years ago. Three years from
now, many of us will be in jobs that do not exist today. In this context of
unceasing change, succession planning needs to be re-engineered, to
focus not on particular positions, which may or may not exist in the future
but rather on the competencies that the organization will need in the future,
regardless of how the individual positions or the organization chart
changes.

9. Corporate Values and Culture

We are entering the third wave of public mistrust about corporations,

29
according to Market and social trend analyst Daniel Yankelovich. The first,
set off by the Great Depression, continued until World War II; the second,
caused in part by economic stagflation and the Vietnam War, lasted from
the early 1960s until the early 1980s. In each of these periods companies
tended to be reactive, blaming a few bad apples, dismissing values as “not
central to what we do,” or ignoring opportunities to improve because “we
don’t have to make major changes.”

The current wave of disapproval began in 2001 with the bursting of the
dotcom bubble, the ensuing bear market and the financial scandals
involving Enron, WorldCom, Tyco and others. But this time, corporate
response is different. Companies are going well beyond the PR exercise of
displaying values statements. They’re engaging in values-driven
management improvement efforts, training staff in values and appraising
executives and staff on their adherence to values.

10. Impact of Legal and Compliance Issues

Today’s legislative and regulatory requirements surrounding data privacy,

security, etc., are a bureaucratic nightmare that Kafka would have been
proud of.

Highly publicized instances of poor corporate governance, combined with

growing consumer concerns about security and privacy, have led us to an
era of interventionist and regulatory government involvement in many
facets of our business.

30
 TRAINING AND DEVELOPMENT

HR POLICY MANUAL

The HRSG HR Policy Manual contains up-to-date, thoroughly researched

best practices, arising from more than 15 years of experience in the
effective management of human resources.

This manual is a comprehensive policy and procedure manual that

combines current best practice approaches with legal and ethical
considerations, to effectively guide the management of human resources
in an organization.

The manual complies with all relevant Canadian* Provincial and Federal
Codes and Acts, such as the Employment Standards Act, Human Rights
Code, etc. and has been extensively vetted by Employment lawyers.

Note: Employers should be cognizant of the latest development in labour

law and should consult with an HR specialist or labour lawyer before
implementing new HR policy.

31
 HR TRAINING PROGRAMS
HR Training Division

HRSG's Training division - hr-OnCourse - specializes in knowledge

management and adult learning services.

We offer a number of Training Programs and Public Workshops, many of

which are available in both classroom and e-learning formats.

Training Programs

All of our Training Programs are designed to be tailored to the needs of

specific clients or organizations. Most programs can be provided in both
seminar and workshop formats and can be delivered in both official
languages. All of our trainers have extensive experience in workshop and/or
focus group facilitation, and consistently receive excellent feedback from
workshop participants.

Public Workshops

We also offer a number of our programs in a public workshop format,

including our very popular Competency-based Selection © Interviewing
Workshop.

Facilitation

A number of our Consulting and Associate staff have extensive experience

in facilitation and coaching. Our Consultants are often engaged specifically
to facilitate focus groups or team meetings, and are well-known for their
emphasis on group interactivity and engagement.

E-Learning Capabilities

HRSG can provide your organization with design and development

services to support distance and self-directed learning programs, with a
particular emphasis on computer-based and web-based learning
strategies. Within this context, HRSG can embed a number of media
32
within these technologies including video/audio clip demonstrations for
web/computer-based training delivery

33
 TRAINING AND DEVELOPMENT
Training is the process of learning a sequence of programmed behavior. It
is application of knowledge. It gives people an awareness of the rules and
procedures to guide their behaviour. It attempts to improve their
performance on the current job or prepare them for an intended job.
Development is a related process. It covers not only those activities, which
improve job performance, but also those, which bring about growth of the
personality; help individuals in the progress towards maturity and
actualization of their potential capacities so that they become not only good
employees but also better men and women. In organizational terms, it is
intended to equip persons to earn promotion and hold greater
responsibilities. Training a person for bigger and higher job is development.
And this may well include not only imparting specific skills and knowledge
but also inculcating certain personality and mental attitudes. In this sense
development is not much different from education.

34
 NEEDS OF TRAINING
Most of the organizations prefer internal manning of positions than external
hiring for obvious for motivational benefits and cost effectiveness. Even
though training emphasizes on increasing the performance level of an
employee, a continuous training function enables the performance level of
an employee, a continuous training function enables the organization to
develop employees for future responsible positions in the organization
itself.

The need for manpower training in the organization may be categorized as

follows:

1. Updating Knowledge: technological advancement, business

environmental changes and new management philosophies have now
made it imperative for the organization to renew and update the
knowledge and skills of the employees so that they do not become
redundant for obvious functional incompetence.
2. Avoiding obsolescence: Recent economic liberalization programmes
of Government of India are necessitating organizational restruction,
which inter alia, calls for training the employees, irrespective of their
functional level, for their redeployment in restructured jobs. Therefore
the second important need of training is to avert functional
obsolescence.
3. Improving performance: continuous training been required to renew
and update knowledge and skills of employees, it makes them
functionally effective. The third need is therefore, to make employees
effective in their performance through continuous training.
4. Developing Human skills: Apart from emphasizing from emphasing on
technical and conceptual skills new training programmes also
emphasise on developing human skills of employees. Such human skill
is necessary for effective interpersonal relations and sustaing healthy
work environment. This need for training therefore, also cannot be
ignored.
5. Imparting trade specific skills: in industrial employment, the
convention is to recruit workers and employees through compulsory

35
apprenticeship training. Such apprenticeship training enables an
organization to impart industry and trade specific skills to workers. This
also, therefore, is an important need for manpower training.

36
 RESPONSIBILITY OF TRAINING
Training is a responsibility of four main groups:

1. The top management, which frames the training policy.

2. The personnel department, which plans, establishes and evaluates

instructional programmes.

3. Supervisors, who implement and apply developmental procedures;

and

4. Employees, who provide feedback, revision and suggestions for

corporate educational endeavours.

According to Prof. John Mee, the work of training should be done at two

levels:

1. The training department should assume the primary responsibility for

the instruction of trainers in methods of teaching.

2. Line supervisors and employees should carry the bulk of the teaching

load in the following areas; On – the – job instruction of employees;

instruction in the technical and professional aspect of a business;

daily development of supervisors and executives through counseling.

37
 RESPONS WHY MOST MANAGERS DON’T TRAIN
EMPLOYEES

Most managers recognize that continuous learning in today’s

marketplace is essential. They know they are in the “Information Age.”
They want a competitive high performance organization but they just
don’t know where to begin. There are five key reasons why managers
don’t train their employees.

 They don’t have the time they are so busy doing more and more
with less and less that they simply don’t have the time. And, of
course, this can be fatal to an organization over time. What
happens to a company in today’s competitive marketplace who
doesn’t continually invest in upgrading the skills of their
employees? It’s the same thing that would happen to a
championship football or baseball team that doesn’t practice every
day. Soon, they are no longer a winner.
 They don’t know how to do it many managers are confronted by
employees who want training. These people want to develop their
skills and help their companies succeed.
 They don’t know what material to use there are literally thousands
of books, and videos available to companies for training purposes.
So, which ones do they choose? This is why my management,
sales, and motivational materials are so valuable. We have
carefully selected the materials, modularized the content so that
each video is full of good ideas that can be easily applied in the
workplace.

38
 They don’t know how to follow it up one big concern many
managers express is they don’t know how to measure the value of
the training that their employees receive. With my programs, I
recommend that managers use the workbooks to gain an “action
commitment from employees such that the manager need only to
follow up on that commitment.
 They don’t know how to get people to apply the new skills learned
again, the way to justify the investment in training employees is to
measure the results. Each of my programs keeps in mind how
adults learn best. So they will learn, retain, and apply what they
have leaned immediately.

39
 CREATION OF A DESIRE FOR TRAINING

The employees can be persuaded to be interested in training programmes

in one of the following three ways:

1. They will respond to programmes involving changed behavior if they

believe that the resulting modification in the behavior is in their own
interest, that they will receive benefits as a result of their new
behavior.
2. Trainees will change their behavior if they became aware of better
ways of performing and gain experience in the new pattern of
behavior so that it becomes their normal manner of operation.
3. Training may change his behavior in compliance with the forced
demands of his superiors or others with others than the training
processes.

40
 IMPORTANCE OF TRAINING

Training offers innumerable benefits to both employees and employers. It

makes the employees more productive and more useful to an organization.
The importance of training can be studied under the following heads:

Benefits of the business:

 Trained workers can work more efficiently

 They use machines, tools, and materials in a proper way.
 There will be fewer accidents.
 Trained workers can show superior performance.
 Training makes employees to an organization
Benefits to the employees:

 Training makes employees more useful to a firm.

 Training makes employees more efficient and effective
 Training enables employees to secure promotions easily.
 Employees can avoid mistakes, accidents on the job.
 Thus, training can contribute to higher production.

41
 STEPS IN TRAINING PROGRAMME

Training programmes are a costly affair, and a time consuming process.

Therefore, they need to be drafted very carefully. Usually in the
organization of training programme, the following steps are considered
necessary;

 Discovering and identifying the training needs.

 Getting ready for a job.
 Preparation of the learner.
 Presentation of operation and knowledge.
 Performances try out.
 Follow up and evaluation of the programme.

42
Discovering and identifying training needs:

A training programme should be established only when it is felt that ti would

assist in the solution of specific operational problems. The most important
step in the first place, is to make a through analysis of the entire
organization, its operations and manpower resources available in order to
find out” the trouble spots” where training may be needed.

Identification of training needs must contain three type of analysis –

organizational analysis, operations analysis, and man analysis.
Organizational analysis centers primarily upon the determination of the
organisation’s goals, its resources, and the allocation of the resources as
they relate to the organizational goals. The analysis of the organizational
goal establishes the framework in which, training needs can be defined
more clearly. Operations analysis focuses on the task or job regardless of
the employee doing the job. This analysis includes the determination the
worker must do if the job is to be performed effectively. Man analysis
reviews the knowledge, attitude and skills of the incumbent in each position
and determines what knowledge, attitude, skills he must acquire and what
alterations in his behaviour he must make if he is to contribute satisfactory
to the attainment of organizational objectives.

William Berliner and William McLarney say that discovering training needs
involve five tasks:

a. Task description analysis

i. List the duties and responsibilities or task of the job under
consideration, using the job Description as a guide.
ii. List the standards of work performance on the job.
43
b. Determining training needs
i. Compare actual performance against the standards.
ii. Determine what parts of the job are giving the employee
trouble.
iii. Determine what kind of training is needed to overcome
the specific difficulty or difficulties.
TASK DESCRIPTION ANALYSIS: the job or task analysis aims at
determining what constitutes the job, the methods that are used on the job,
and the human skills required to perform the job adequately. The job or
task description that results, lays out the requirements of task in terms of
actual duties to be performed. The job specification lists the human skills
and knowledge required.

DETERMINING TRAINING NEEDS: training needs may be discovered /

identified for the new as well as the present employees and for solving the
specific problem in the following ways:

1. Identifying specific problems: such problems are: productivity, high

costs, poor material and control, poor quality, high employee turnover

and transfers, excessive fatigue etc. problems like these suggest that

training may be necessary.

2. Anticipating impeding and future problems: bearing on the

expansion of business, the introduction of new product, new services,

new designs, new plant, new technology made of organizational

changes concerned with manpower inventory for present and future

needs.
44
3. Management request: the supervisors and managers may make
specific request for setting training programmes. Though this method is
simple and a correct such recommendations may be built on faulty
assumption; and requests may not coincide with each other or
organizational goals.
4. Interviewing and observing the personnel on the job: interviewing
personnel and direct questioning and observation of the employee by his
supervisors may also reveal training needs.
5. Performance appraisal: an analysis of the past performance records of
the perspective trainee and comparing his actual performance with the
target performance may provide clues to specific interpersonal skills that
may need development.
6. Questionnaires: Questionnaires may be used for eliciting opinions of
the employees on topic like communication, satisfaction, job
characteristics, their attitude towards working conditions, pay promotion
policies etc. these will reveal much information about where an
employee’s skills and knowledge are deficient.
7. Morale and attitude surveys: an occasional personnel audit may be
conducted to forecast future promotions, skill requirements, and merit
rating, to initiate informal discussions and examination of records and
statistics regarding personnel, production, cost, reject and wastages. All
these generally reveal the potential problems to be tackled through
training programmes.

45
 TYPES OF NEED ANALYSES

Many needs assessments are available for use in different employment

contexts. Sources that can help you determine which needs analysis is
appropriate for your situation are described below.

 Context Analysis. An analysis of the business needs or other

reasons the training is desired. The important questions being
answered by this analysis are who decided that training should be
conducted, why a training program is seen as the recommended
solution to a business problem, what the history of the organization
has been with regard to employee training and other management
interventions.
 User Analysis. Analysis dealing with potential participants and
instructors involved in the process. The important questions being
answered by this analysis are who will receive the training and their
level of existing knowledge on the subject, what is their learning style,
and who will conduct the training.

 Work analysis. Analysis of the tasks being performed. This is an

analysis of the job and the requirements for performing the work. Also
known as a task analysis or job analysis, this analysis seeks to
specify the main duties and skill level required. This helps ensure that
the training which is developed will include relevant links to the
content of the job.

46
 Content Analysis. Analysis of documents, laws, procedures used on
the job. This analysis answers questions about what knowledge or
information is used on this job. This information comes from manuals,
documents, or regulations. It is important that the content of the
training does not conflict or contradict job requirements. An
experienced worker can assist (as a subject matter expert) in
determining the appropriate content.

 Training Suitability Analysis. Analysis of whether training is the

desired solution. Training is one of several solutions to employment
problems. However, it may not always be the best solution. It is
important to determine if training will be effective in its usage.

 Cost-Benefit Analysis. Analysis of the return on investment (ROI) of

training. Effective training results in a return of value to the
organization that is greater than the initial investment to produce or
administer the training

PRINCIPLE OF ASSESSMENT : use assessment instruments for which

understandable and comprehensive documentation is available.

Checklist for Training Needs Analysis

It is helpful to have an organized method for choosing the right test for
your needs. A checklist can help you in this process. Your checklist
should summarize the kinds of information discussed above. For
example, is the test valid for your intended purpose? Is it reliable and
fair? Is it cost-effective? Is the instrument likely to be viewed as fair and
valid by the test takers? Also consider the ease or difficulty of
administration, scoring, and interpretation given available resources. A
47
sample checklist that you may find useful appears on the following page.
Completing a checklist for each test you are considering will assist you
in comparing them more easily.

GETTING READY FOR THE JOB

Under this step, it is to be decided who is to be trained the new comer or

the older employee, or the supervisory staff, or all of them selected from
different different departments. The trainer has to be prepared for the
job, for he is the key figure in the entire programme.

PREPRATION OF LEARNER

This step consists:

1. In putting the leader at ease (so that he does not feel nervous

because of the fact he is on the new job.

2. In stating the importance and ingredients of the job, and its

relationship to work flow.

3. In explaining he is being taught.

4. Increasing interest and encouraging questions, finding out what the

learner already knows about his job or other jobs.

5. In explaining the why of the whole job and relating it to some job the

worker already know.

6. In placing as close to his normal working position as possible; and

7. In familiarizing him with the equipment, material, tool and trade terms.
48
PREPERATION OF OPERATION

This is the most important step in the training programme. The trainer
should clearly tell, show, illustrate and question in order to put over the new
knowledge and operations. The learner should be told of the sequence of
the entire job, and why each step in its performance is necessary.
Instructions should be given clearly, completely and patiently; there should
be an emphasis on key points, and one point should be explained at a
point. For this purpose, the trainer should demonstrate or make use of
audio/ video aids and should ask questions in order to indicate that he
really knows and understands the job.

PERFORMANCE TRY OUT

Under this, the trainee is asked to go through the job several times slowly,
explaining him each step. Mistakes are corrected, and if necessary, some
complicated steps are done for the trainee the first time. The trainee is
asked to do the job, gradually building up skill and speed. As soon as the
trainee demonstrates that he can do the job in a right way, he is put on his
own, but not abandoned.

The trainee is then tested and the effectiveness of a training programme

evaluated.

This is usually done by:

 Giving oral or written test to trainees to ascertain how far they have
learnt the techniques and principles taught to them and the scores
obtained by them.

49
  Observing trainees on the job itself and administering performance
tests to them.
 Finding out individual’s or a group’s reaction to the training
programme while it is in progress and getting them to fill up
evaluation sheets.
 Arranging structured interviews with the participants or sending them
questionnaires by mails.
 Eliciting the opinion or judgment of the top management about the
trainee performance.
 Comparing the results obtained after the training with those secured
before the training programme in order to find out whether any
material change has taken place in attitude, opinion, in the quality of
output, breakage and the supplies used and in overhead costs.
 Study the profiles and charts of career development of the
participants and related assignment techniques.
Through one or a combination of these devices the validity of training
programmes may be ascertained.

Follow up

This step is undertaken with a view to testing the effectiveness of training

efforts.

This consist in

a. Putting a trainee “on his own”.

b. Checking frequently to be sure that eh has followed instructions; and
c. Tapering off extra supervision and close and follow up until he is
qualified to work with normal supervision.

50
 INDUCTION AND ORIENTATION

These terms are interchangeably used to give a friendly welcome to the

new employees as members of the organization so also to introduce the
new employees the employees with the available installations, work
norms organizational objectives and the job positions of the employees.
Some organizations make available programmed instruction materials to
new employees to help them to get acquainted with the departmental
rules and regulations, their entitlement for leave, pay, overtime,
retirement benefits and other miscellaneous privileges, which affect their
whole service. Tata iron and steel company circulate to all their new
employees, a brief booklet under the name and style of Write your future
in steel’ to illustrate their career prospects. However such documented
materials cannot be made available by all organizations. They try to
supplement it through a brief induction programme.

51
 CLASSIFICATION OF TRAINING PROGRAMMES

LEVEL NOS TYPES OF TRAINING

1.Workers 1. Introduction

2. Job training

3. Craft training

4. Special purpose training

2.Supervisors 1 Induction

2 Foremanship / shop floor

supervision
3

Manpower management
4
3. Staff members 1 Introduction

2 Professional

3 Technical

4 Human relations
4. Managers & Executives 1 Induction

2 Executive training

52
 3 Training in executive

4 Development
A part from the routine training programmes for different levels, training on

total quality awareness and training encompassing all aspects of total

quality management have now become almost compulsory for all functional

levels.

53
 SUPERVISORY TRAINING PROGRAMME

Supervisors monitor the work of the workers and are arms of the
management. They must have adequate skills, experience, ability and
leadership. A supervisor is required to do a job in five broad areas i.e.
knowledge of the work, awareness of responsibilities, capacity to
instruct, skill in improving methods and ability to work with people.

A tentative content of a supervisor – training programme may be drawn after the charts of such
contents prescribed by Earl and William Mocorx as per the chart below:

Administrative Orientation training Human relations Technical Instructor

training training training training

Duties and The company size, Induction of new Basic Instructor

responsibilities of a structure of employees, giving science, training.
supervisor, basic organization, orders and directions mathematics Conference
principles of history, market communication. and statistics. leadership.
industrial share, Reductin absenteeism Special
organization, achievements, and labour turnover technical
discipline and control objectives and self improvement. training.
mission. Product Grievance handling. Trade
training. Shop floor TQM, small group training.
rules and activities, employee Training on
regulations. empowerment. time study
Personnel policies. and other
Union contract. industrial
Company services. engineering
Service techniques.
departments Production
planning and
control.
Labour
legislation.

54
 TQM ISO
9001

55
 TRAINING FOR TOP AND MIDDLE MANAGEMENT

Top and middle management personnel are trained mainly on the

following eight areas to expose them to the managerial practices:

 Planning : this covers the policy, general programme and plans of

the organization and also methods for effective action.

 Control: to check current performance against predetermined

standards to ensure progress and also to record experience from

the working of plans to serve as a guide to possible future

operations.

 Coordination: to balance the team efforts ensuring proper

allocation of activities among different members of the group.

 Motivation: this covers employee’s morale and is sought through

by proper leadership. The art of self motivation has to be included

in the manager and executives.

 Inspiration.

 Communication

 Decision

 Integration

56
 TRAINING POLICY

Every company or organization should have well established training

policy. Such a policy represents the top management’s commitment

to the training of its employees and comprises rules and procedures

governing the standard of scope of training. A training policy is

considered necessary for the following reasons:

a. to indicate a company’s intention to develop its personnel; to

provide guidance in the framing and implementation of programmes

and to provide information concerning them to all concerned.

b. To discover critical areas where training is to be given on a priority

basis; and

c. to provide suitable opportunities to the employee for his own

betterment.

57
 METHODS OF TRAINING

Broadly speaking, there are two methods of training i.e., on-the-job

training and off the job training.

a. on – the- job training in this method, the employee learns by doing.

He is exposed to the real work situation. An experienced employee will
act as a friend, philosopher and guide. The new employee follows the
orders, carries out instructions and adopts the right technique while
doing the job. In this way he is able to learn the work practically. While
doing so, he can ask questions, seek clarifications on various job related
matters and obtain guidance from his senior employee. Some of the
widely used on the job training methods are discussed below:

Job instruction training (JIT):

The JIT method is a four step instructional process involving

preparation, presentation, performance try out and follow up. It is used
primarily to teach workers how to do their current jobs. A trainer,
supervisor or commitment – worker act as the coach. The four step
followed in JIT methods are:

 The trainee receives an overview of the job, its purpose and its
desired outcomes with a clear focus on the relevance of training.
 The trainer demonstrates the job to give the employee a model to
follow. The trainer shows a right way to handle the job.
 Next, the employee is permitted to copy the trainer’s way
 Finally, the employee does the job independently without
supervision.

58
2. Coaching and mentoring: Coaching is one-on-one relationship below
trainees and supervisors which offers workers continued guidance and
feedback on how well they are handling their tasks. Mentoring is a
particular form of coaching used by experienced executives to groom their
junior employees. Normally, mentoring involve one coaching for a period of
several years until the individual is eventually capable of replacing the
mentor.

1. Merits of coaching and mentoring

2. Demerits of coaching and mentoring

3. APPRENTICESHIP TRAINING: apprenticeship training dates back to

biblical times and is frequently to train personnel in some skilled trades
such as electricians, mechanics, tailors, bricklayers and carpenters. The
period of training ranges from two to five years depending on the
occupation in which the trainee is engaged. Apprenticeship refers to a
combined on the job as well as off the job training approach, in the sense
that the trainee agrees to work for a salary below that a fully qualified
employee gets, in exchange for a specified number of formal training hours
in the organization. One advantage of apprenticeship training is its
success; because apprenticeship employs many of the principles of
learning – such as modeling, feedback, classroom training etc., and is often
quite effective. The principal drawbacks of apprenticeship training include
the period of training at which the employees are underpaid may be quite
long. Also, the uniform period of training is not suitable to all. People have
different abilities and, learn at varied rates. Those who learn fast may quit
the program in frustration. Slow learners may require additional training
time. It is also likely that in these days of rapid changes in technology, old
59
skills may get outdated quickly. Trainees who spend years learning specific
skills may find, upon completion of programmes, that the job skills they
acquired are no longer required in the market place.

Job rotation:

job rotation is also known as cross training. Job rotation is the process of
training employees by rotating them through series of related tasks. In job
rotation, an individual learns several different jobs within a work unit or
department. He performs each for a specified time period. The trainees,
therefore, are exposed to various coaches, point of views, and task
operations. Job rotation has one main advantage; it makes flexibility
possible in the department. Job rotation, however, is common for training
managers. Job rotation rather is very necessary for middle managers
because through rotation managers are exposed to different operations,
departments and acquire general knowledge of the company’s procedures
and policies. The principal weakness of job rotation includes:

1. It is very difficult to coordinate various assignments such as

production, finance and marketing etc.
2. Some of the coaches may not be motivated to concentrate on
trainees assigned only for short period.
3. Different coaches may espouse conflicting viewpoint of compnay’s
policies and procedures.

60
B. OFF THE JOB TRAINING

Under this method, trainee is separated from the job situation and his
attention is focused upon learning the material related to his future job
performance. Since the trainee is not distracted by job requirements, he
can place his entire concentration on learning the job rather than
spending his time in performing it. There is an opportunity for freedom of
the trainees. Off the job training methods are as follows

1. Vestibule training: in this method , actual work conditions are

simulated in a class room. Materials , files and equipment that are
used in actual job performance are also used in training. This type of
training is commonly used for training personnel for electrical and
semi skilled jobs. The duration of this training ranges from a few days
to a few weeks. Theory can be related to practice in this method.
2. Role playing: it is defined as a method of human interaction that
involves realistic behaviour in imaginary situations. This method of
training involves action, doing and practice. The participants play the
role of certain characters, such as the production manger,
mechanical engineer, superintendents, maintenance engineers,
quality control inspectors, foreman. Workers and the like. This
method is mostly used for developing interpersonal interactions and
relations.
3. Lecture method: the lecture is a traditional and direct method of
instruction. The instructor organizes the material and gives it to a
group of trainees in the form of a talk. To be effective, the lecturer
must motivate and create interest among the trainees.

61
4. Conference/ discussion approach: in this method, the trainer
delivers a lecture and involves the trainee in a discussion so that his
doubts about the job get clarified. When big organization use this
method, the trainer uses audio visual aids such as blackboards,
mockups and slides; in some cases, the lectures are video taped or
audio taped. Even the trainee’s presentation can be taped for self
confrontation and self assessment. The conference is, thus, a group
centered approach where there is a clarification of ideas,
communication of procedures and standards to the trainee.
5. Programmed instruction: in recent years, this method has become
popular. The subject matter to be learned is presented in a series of
carefully planned sequential units. The trainee goes through these
units by answering questions or filling the blanks. This method is
thus, expensive and time consuming.
6. Behaviourally experienced training: some training programmes
focus on emotional and behavioural learning. Here employees can be
learn about behaviour by role – playing in which the role players
attempt to act their part in respect of a case, as they would have in
real life situation. Business games, cases, incidents, group
discussions and short assignments are also used in behaviorally
experienced learning methods. Sensitivity training or laboratory
training is an example of a method. Sensitivity training or laboratory
training is an example of a method used for emotional learning. The
focus of experiential methods is on achieving, through group
processes, a better understanding of oneself and others.

62
 ANALYSIS

(EMPLOYEES VIEW ABOUT TRAINING)

This analysis is based on employee’s view of organization about Training

And Development programme of their company.

The views expressed by the employees were collected and following are

the findings of the survey. These employees gave their opinions by filling a

well designed open ended questionnaire. A copy of questionnaire is given

in Appendix I as a part of report. I take the aspects covered by the survey

one by one.

63
 COMPANY PROFILE

The Housing Development Finance Corporation Limited (HDFC) was

amongst the first to receive an 'in principle' approval from the Reserve

Bank of India (RBI) to set up a bank in the private sector, as part of the

RBI's liberalisation of the Indian Banking Industry in 1994. The bank was

incorporated in August 1994 in the name of 'HDFC Bank Limited', with its

registered office in Mumbai, India. HDFC Bank commenced operations as

a Scheduled Commercial Bank in January 1995.

Promoter

Business Focus

Capital Structure

CBoP & Times Bank Amalgamation

Distribution Network

Management

Technology

Businesses

Ratings
64
 PROMOTERS

HDFC is India's premier housing finance company and enjoys an

impeccable track record in India as well as in international markets. Since

its inception in 1977, the Corporation has maintained a consistent and

healthy growth in its operations to remain the market leader in mortgages.

Its outstanding loan portfolio covers well over a million dwelling units.

HDFC has developed significant expertise in retail mortgage loans to

different market segments and also has a large corporate client base for its

housing related credit facilities. With its experience in the financial markets,

a strong market reputation, large shareholder base and unique consumer

franchise, HDFC was ideally positioned to promote a bank in the Indian

environment.

65
 BUSINESS FOCUS

HDFC Bank's mission is to be a World-Class Indian Bank. The objective is

to build sound customer franchises across distinct businesses so as to be

the preferred provider of banking services for target retail and wholesale

customer segments, and to achieve healthy growth in profitability,

consistent with the bank's risk appetite. The bank is committed to maintain

the highest level of ethical standards, professional integrity, corporate

governance and regulatory compliance. HDFC Bank's business philosophy

is based on four core values - Operational Excellence, Customer Focus,

Product Leadership and People.

66
 CAPITAL STRUCTURE

As on 30th June, 2010 the authorized share capital of the Bank is Rs. 550

crore. The paid-up capital as on said date is Rs. 459,69,07,030/-

(45,96,90,703 equity shares of Rs. 10/- each). The HDFC Group holds

23.63 % of the Bank's equity and about 17.05 % of the equity is held by the

ADS Depository (in respect of the bank's American Depository Shares

(ADS) Issue). 27.45% of the equity is held by Foreign Institutional Investors

(FIIs) and the Bank has about 4,33,078 shareholders.

The shares are listed on the Bombay Stock Exchange Limited and The

National Stock Exchange of India Limited. The Bank's American Depository

Shares (ADS) are listed on the New York Stock Exchange (NYSE) under

the symbol 'HDB' and the Bank's Global Depository Receipts (GDRs) are

listed on Luxembourg Stock Exchange under ISIN No US40415F2002.

67
 CBOP & Times Bank Amalgamation
On May 23, 2008, the amalgamation of Centurion Bank of Punjab with
HDFC Bank was formally approved by Reserve Bank of India to complete
the statutory and regulatory approval process. As per the scheme of
amalgamation, shareholders of CBoP received 1 share of HDFC Bank for
every 29 shares of CBoP.

The merged entity will have a strong deposit base of around Rs. 1,22,000

crore and net advances of around Rs. 89,000 crore. The balance sheet

size of the combined entity would be over Rs. 1,63,000 crore. The

amalgamation added significant value to HDFC Bank in terms of increased

branch network, geographic reach, and customer base, and a bigger pool

of skilled manpower.

In a milestone transaction in the Indian banking industry, Times Bank

Limited (another new private sector bank promoted by Bennett, Coleman &

Co. / Times Group) was merged with HDFC Bank Ltd., effective February

26, 2000. This was the first merger of two private banks in the New

Generation Private Sector Banks. As per the scheme of amalgamation

approved by the shareholders of both banks and the Reserve Bank of

India, shareholders of Times Bank received 1 share of HDFC Bank for

every 5.75 shares of Times Bank.

68
 DISTRIBUTION NETWORK

HDFC Bank is headquartered in Mumbai. The Bank at present has an

enviable network of 1,725 branches spread in 780 cities across India.All
branches are linked on an online real-time basis. Customers in over 500
locations are also serviced through Telephone Banking. The Bank's
expansion plans take into account the need to have a presence in all major
industrial and commercial centres where its corporate customers are
located as well as the need to build a strong retail customer base for both
deposits and loan products. Being a clearing/settlement bank to various
leading stock exchanges, the Bank has branches in the centres where the
NSE/BSE have a strong and active member base.

The Bank also has 4,727 networked ATMs across these cities. Moreover,
HDFC Bank's ATM network can be accessed by all domestic and
international Visa/MasterCard, Visa Electron/Maestro, Plus/Cirrus and
American Express Credit/Charge cardholders.

69
 MANAGEMENT
Mr. C.M. Vasudev has been appointed as the Chairman of the Bank with
effect from 6th July 2010 subject to the approval of the Reserve Bank of
India and the shareholders. Mr. Vasudev has been a Director of the Bank
since October 2006. A retired IAS officer, Mr. Vasudev has had an
illustrious career in the civil services and has held several key positions in
India and overseas, including Finance Secretary, Government of India,
Executive Director, World Bank and Government nominee on the Boards of
many companies in the financial sector.

The Managing Director, Mr. Aditya Puri, has been a professional banker for
over 25 years, and before joining HDFC Bank in 1994 was heading
Citibank's operations in Malaysia.

The Bank's Board of Directors is composed of eminent individuals with a

wealth of experience in public policy, administration, industry and
commercial banking. Senior executives representing HDFC are also on the
Board.

Senior banking professionals with substantial experience in India and

abroad head various businesses and functions and report to the Managing
Director. Given the professional expertise of the management team and the
overall focus on recruiting and retaining the best talent in the industry, the
bank believes that its people are a significant competitive strength.

70
 TECHNOLOGY

HDFC Bank operates in a highly automated environment in terms of

information technology and communication systems. All the bank's

branches have online connectivity, which enables the bank to offer speedy

funds transfer facilities to its customers. Multi-branch access is also

provided to retail customers through the branch network and Automated

Teller Machines (ATMs).

The Bank has made substantial efforts and investments in acquiring the

best technology available internationally, to build the infrastructure for a

world class bank. The Bank's business is supported by scalable and robust

systems which ensure that our clients always get the finest services we

offer.

The Bank has prioritised its engagement in technology and the internet as

one of its key goals and has already made significant progress in web-

enabling its core businesses. In each of its businesses, the Bank has

succeeded in leveraging its market position, expertise and technology to

create a competitive advantage and build market share.

71
 BUSINESS

HDFC Bank offers a wide range of commercial and transactional banking

services and treasury products to wholesale and retail customers. The

bank has three key business segments:

Wholesale Banking Services

The Bank's target market ranges from large, blue-chip manufacturing

companies in the Indian corporate to small & mid-sized corporates and

agri-based businesses. For these customers, the Bank provides a wide

range of commercial and transactional banking services, including working

capital finance, trade services, transactional services, cash management,

etc. The bank is also a leading provider of structured solutions, which

combine cash management services with vendor and distributor finance for

facilitating superior supply chain management for its corporate customers.

Based on its superior product delivery / service levels and strong customer

orientation, the Bank has made significant inroads into the banking

consortia of a number of leading Indian corporates including multinationals,

companies from the domestic business houses and prime public sector

companies. It is recognised as a leading provider of cash management

72
and transactional banking solutions to corporate customers, mutual funds,

stock exchange members and banks.

Retail Banking Services

The objective of the Retail Bank is to provide its target market customers a
full range of financial products and banking services, giving the customer a
one-stop window for all his/her banking requirements. The products are
backed by world-class service and delivered to customers through the
growing branch network, as well as through alternative delivery channels
like ATMs, Phone Banking, NetBanking and Mobile Banking.

The HDFC Bank Preferred program for high net worth individuals, the
HDFC Bank Plus and the Investment Employee y Services programs have
been designed keeping in mind needs of customers who seek distinct
financial solutions, information and advice on various investment avenues.
The Bank also has a wide array of retail loan products including Auto
Loans, Loans against marketable securities, Personal Loans and Loans for
Two-wheelers. It is also a leading provider of Depository Participant (DP)
services for retail customers, providing customers the facility to hold their
investments in electronic form.

HDFC Bank was the first bank in India to launch an International Debit
Card in association with VISA (VISA Electron) and issues the Mastercard
Maestro debit card as well. The Bank launched its credit card business in
late 2001. By March 2010, the bank had a total card base (debit and credit
cards) of over 14 million. The Bank is also one of the leading players in the
“merchant acquiring” business with over 90,000 Point-of-sale (POS)
73
terminals for debit / credit cards acceptance at merchant establishments.
The Bank is well positioned as a leader in various net based B2C
opportunities including a wide range of internet banking services for Fixed
Deposits, Loans, Bill Payments, etc.

Treasury

Within this business, the bank has three main product areas - Foreign
Exchange and Derivatives, Local Currency Money Market & Debt
Securities, and Equities. With the liberalisation of the financial markets in
India, corporates need more sophisticated risk management information,
advice and product structures. These and fine pricing on various treasury
products are provided through the bank's Treasury team. To comply with
statutory reserve requirements, the bank is required to hold 25% of its
deposits in government securities. The Treasury business is responsible
for managing the returns and market risk on this investment portfolio.

CREDIT RATING
The Bank has its deposit programs rated by two rating agencies - Credit
Analysis & Research Limited (CARE) and Fitch Ratings India Private
Limited. The Bank's Fixed Deposit programme has been rated 'CARE AAA
(FD)' [Triple A] by CARE, which represents instruments considered to be
"of the best quality, carrying negligible investment risk". CARE has also
rated the bank's Certificate of Deposit (CD) programme "PR 1+" which
represents "superior capacity for repayment of short term promissory
obligations". Fitch Ratings India Pvt. Ltd. (100% subsidiary of Fitch Inc.)
has assigned the "AAA ( ind )" rating to the Bank's deposit programme, with
the outlook on the rating as "stable". This rating indicates "highest credit

74
quality" where "protection factors are very high"

The Bank also has its long term unsecured, subordinated (Tier II) Bonds
rated by CARE and Fitch Ratings India Private Limited and its Tier I
perpetual Bonds and Upper Tier II Bonds rated by CARE and CRISIL Ltd.
CARE has assigned the rating of "CARE AAA" for the subordinated Tier II
Bonds while Fitch Ratings India Pvt. Ltd. has assigned the rating "AAA
(ind)" with the outlook on the rating as "stable". CARE has also assigned
"CARE AAA [Triple A]" for the Banks Perpetual bond and Upper Tier II
bond issues. CRISIL has assigned the rating "AAA / Stable" for the Bank's
Perpetual Debt programme and Upper Tier II Bond issue. In each of the
cases referred to above, the ratings awarded were the highest assigned by
the rating agency for those instruments.

Corporate Governance Rating

The bank was one of the first four companies, which subjected itself to a
Corporate Governance and Value Creation (GVC) rating by the rating
agency, The Credit Rating Information Services of India Limited (CRISIL).
The rating provides an independent assessment of an entity's current
performance and an expectation on its "balanced value creation and
corporate governance practices" in future. The bank has been assigned a
'CRISIL GVC Level 1' rating which indicates that the bank's capability with
respect to wealth creation for all its stakeholders while adopting sound
corporate governance practices is the highest.

 
75
CAREER

HDFC Bank is a young and dynamic bank, with a youthful and enthusiastic

team determined to accomplish the vision of becoming a world-class Indian

bank.

Our business philosophy is based on four core values - Customer Focus,

Operational Excellence, Product Leadership and People. We believe that the

ultimate identity and success of our bank will reside in the exceptional

quality of our people and their extraordinary efforts. For this reason, we are

committed to hiring, developing, motivating and retaining the best people in

the industry.

Mission and Business Strategy

Our mission is to be "a World Class Indian Bank", benchmarking ourselves

against international standards and best practices in terms of product
offerings, technology, service levels, risk management and audit &
compliance. The objective is to build sound customer franchises across
distinct businesses so as to be a preferred provider of banking services for
target retail and wholesale customer segments, and to achieve a healthy
growth in profitability, consistent with the Bank's risk appetite. We are
committed to do this while ensuring the highest levels of ethical standards,
professional integrity, corporate governance and regulatory compliance.

76
Our business strategy emphasizes the following :

Increase our market share in India’s expanding banking and financial

services industry by following a disciplined growth strategy focusing on
quality and not on quantity and delivering high quality customer service.

Leverage our technology platform and open scaleable systems to

deliver more products to more customers and to control operating costs.

Maintain our current high standards for asset quality through disciplined
credit risk management.

Develop innovative products and services that attract our targeted

customers and address inefficiencies in the Indian financial sector.

Continue to develop products and services that reduce our cost of

funds.

Focus on high earnings growth with low volatility.

77
 SWOT ANALYSIS
STRENGTHS

One of the biggest plus points of HDFC Bank offices at Lucknow is their
staff. The HR Department has people that are not only extremely
competent in their functions, but are also dedicated to their duties that they
have to perform. As a result, all the day-to-day activities are carried out in
an extremely efficient manner and no work is left pending. Apart from this,
the pleasing attributes of the co-workers creates a tension-free atmosphere
at the office, which in itself is a motivation for increasing productivity of the
organization as a whole. HDFC Bank at Lucknow is housed in a
magnificent multistoried building which provides all the comfort one needs
as far as work is concerned, including canteen services where one can
refresh one’s mind and get back to work with even more vigor.

WEAKNESSES

The HDFC Bank office at Lucknow caters to the population residing in UP

East, which has a very large population. Thus it is natural that the
recruitment process functions throughout the year with a very large number
of applicants wanting to join the organization. The applicants have to
undergo the BPAT and the CRISP tests at the Lucknow Office.
Unfortunately, despite being housed in a multistoried building which is
totally owned by the Company, there is not enough space for a large
number of applicants to take the tests at the same time and thus the
waiting time for the applicants’ increases. Apart from this there are
frequent breakdowns in the link ups of the computers with the server
resulting in further loss of time and disappointment for the test takers. This
78
problem needs to be rectified and can easily be done by creating more
space or just shifting part of the set up to some other room on the same
floor. It has also been found that the final set of documents for the
candidates who are selected are not received within the required time
period, which leads to delay in finalization of the recruitment process for
some candidates. This problem can be rectified if a list of required
documents is attached with the offer letter and then handed over to the
selected candidate. This will not only facilitate the process, but will also
reduce unnecessary wastage of time and burden on the recruiter.

79
OPPORTUNITIES

The external environment with respect to the functioning of the office of

HDFC Bank at Lucknow is extremely beneficial to the organization.
Lucknow, being the capital city, is easily accessible from all parts of East
UP and prospective candidates aspiring for a career at HDFC Bank find it
easy to locate the office. The location also facilitates the staffs who wish to
travel in the course of their job activities. The modern and imposing
multistoried building housing the offices stands out in the locality as a
center of excellence in keeping with the tradition of the Tata Group being
amongst the best organizations in the country.

THREATS

As such, the only perceived threats are from the competitors, like ICICI
Bank, Axis bak etc. who also have good infrastructure and vie with each
other to attract the best talent. These organizations could also indulge in
poaching of experienced staff from HDFC Bank .

80
 RESEARCH METHODOLOGY

REASEARCH METHODOLOGY is a way to systematically solve the

research problem. It may be understood as a science of studying how

research is done. In it we study the various steps that are generally

adopted by a researcher in studying his research problem. It is

necessary for a researcher to design the methodology for the problem

as the method may differ from problem – problem.

RESEARCH PROCESS:

Before embarking on the details of research methodology & techniques,

it seems appropriate to present a brief overview of the research process.

Research process consists of series of actions or steps necessary to

effectively carry out research and the desired sequencing of these steps.

One should remember that the desired sequencing of these steps. One

should remember that the various steps involved in a research process

are not mutually exclusive; nor are they separate and distinct. They do

not necessarily follow each other in any specific order and the

researcher has to be constantly anticipating at each step in the research

process. However, the following order concerning various steps provide

a useful procedural guideline regarding the research process

81
DEFINING THE PROBLEM:

The objective of the project was to undertake a study on training and

development of the employees working in eveready, with a view to know

the improvement in performance after the training programme was

imparted to them.

DEVELOP A RESEARCH DESIGN:

Research design is the conceptual structure within which research is

conducted; it is basically the blueprint for the collection of data,

measurement it analysis of data. A research design is the arrangement

of conditions for collection and analysis of data in a manner that aims to

combine relevance to the research purpose with economy in procedure.

My research design is of descriptive type. A descriptive research

includes survey fact – finding & enquiries of different kinds, with a major

purpose of description of affairs as it exists at present.

DATA COLLECTION: I have used primary and secondary data for which

a comprehensive questionnaire was prepared and was got filled up by

the employees of the organization.

PRIMARY

82
QUESTIONNAIRES:

A formal list of the questions answered by the employees of eveready

and later analyzing the responses.

We have used structured questionnaire as a formal list of questions

produces more reliable results.

Direct personal :

Personal interview is the most versatile and flexible.

INTERVIEW:

Direct face to face conversation helps in getting accurate data.

SECONDARY:

Internet

Books

SAMPLING:

Sampling procedure includes finite type of universe with random

sampling which comes under probability method of sampling because

under this method every item of the universe has an equal chance of

being selected & no place for biases.

83
SAMPLING DESING:

A sampling design is a definite plan for obtaining a sample from a given

population. It refers to the technique or the procedure the researcher

would adopt in selecting items for the sample. Sample design is

determined before data are collected.

The sample size should also be ascertained before starting the research

program. The larger the sample sizes the better and accurate will be the

result. I have chosen a sample size of 25 employees although I wished

that it had been larger if the time would not have been the limiting factor.

DATA COLLECTION:

The task of data collection begins after a research problem has been

defined and research design / plan chalked out. While deciding about

the method of data collection to be used for the study, two types of data

are used:

a) PRIMARY DATA are those which are collected a fresh and for the

first time, and thus happen to be original in character.

b) SECONDARY DATA on the other hand are those which have already

been collected by someone else and which have already been

passed on.
84
c) The methods of collecting primary and secondary data differ since

primary data are to be originally collected, while in case of secondary

data the nature of data collection work is merely that of compilation.

d) PROCESSING & ANALYSIS OF DATA: The data, after collection,

has to be processed and analysed in accordance with the outline laid

down for the purpose at the time of developing the research plan.

This is essential for a scientific study and for ensuring that we have

all relevant data for making comparisons and analysis.

The term ANALYSIS refers to the computation of certain measures

along with searching for patterns of relationship that exist among the

data – groups. The term PROCESSING technically speaking implies

editing, coding, classification, and tabulation of collected data.

Sample size: 30 employees

85
 DATA ANALYSIS

1. Were you trained during the time of joining in organization

Experienced 10
Fresher 20

86
2. what was the training procedure

Job training 17
Craft Training 3
Induction 4

Training
Refresh Training 3
Promotion 3

training

3. What was the duration of the training

87
 3 months 0
6 Months 8
One year 22

4. Were you internally trained

Yes 24
88
 No 6

5. What was the duration of the training

89
1 day 0
Less than a 4

week
More than a 26

week

90
How far the training programme has been effective for your job profile

Less Effective 0
Effective 18
Very Effective 12

91
Have you Attended any training programme outside the organization:

yes 15
no 15

92
Have you Attended special training programme inside the organization

yes 30
no 0

93
How far the training programme help you in your job profile

Effective 9
Very effective 21

94
Has the training programme help you in promotion and job satisfaction

yes 30
no 0

95
 CONCLUSION

This project deals with training and development of employees. It main

focus is on the activities of HDFC bank. I have also tried to analyze the

level of satisfaction achieved by the employees through these activities.

To achieve my aim I conducted an exhaustive search into the various

training and development programmes conducted by HDFC bank during

the period. I have tried to examine the process adopted for introduction and

conduction of such programmes.

I also prepared questionnaire to obtain the training & development of HDFC

bank. An analysis of the results was conducted to get an insight into the

level of satisfaction achieved through this training programme by the

trainees.

A part from the analysis, this report also contains the suggestions and

recommendations given by the trainees in respect of this training. These

suggestions would help the trainers to frame and even more effective and

efficient training programme in future.

96
 SUGGESTION

 These should be an increase in number of training programme for

workers and employees of different departments so that apart from

improving their out put they start believing the organization is making

an effort to improve their condition on the whole.

 A regular pre–employment training has to be a part of comprehensive

programme of employee's education.

 More interaction between the managerial staff and employees to be

encouraged and each supervision to give a report on the employees

under his supervision.

 The personnel department should give more consideration on the

lowest employee cadre for their social and economical development.

 The essentially like certificates for the training done to be given so

that a employee’s ego is also satisfied.

 The old employee who are master in their work should give sufficient

time with new ones so that loss factors

 Start of monetary and non – monetary regards to be given to improve

better cordial relation between the management and workers.

97
 SUGGESTIONS & RECOMMENDATIONS

As stated in the questionnaire the respondent stated their views regarding

the improvements needed in the training programme & service same of

these suggestions and recommendation are proceed regarding the training

programme are listed below.

 Such training programme should be held at regular intervals so that

trainer could update & review the training activities.

 Proper function of audio/ visuals aids should be provided by the

dependents.

 Pre information & suggestion regarding the training should be given &

taken respectively from the concerned trainees.

98
 LIMITATIONS OF THE STUDY

The survey has been done with full efforts and utter car but still there are

some limitations beyond control which might make the findings and

conclusion in the report a little of beam.

Although we attained success in our dissertation to a great extent but still

could not provide the ideal state of current HR trends prevailing in private

sectors due to certain reasons which are :-

1- The time is assumed that the information given by the respondents

are authentic and to the best of their knowledge.

2- Information provided by the respondents might be biased and

have variation with their actual action.

3- Subjective nature of the study the perception of the viewers

change and different conclusion can be drawn by different viewers.

4- It is assumed that the information give by the respondent by

authentic and to the best of their knowledge

99
 BIBILIOGRAPHY

1- ASHWATHAPA K, Human Resource and Personal Management.

2- MONAPPA & SAIYADAIN, Personal Management, TATA MC

GrawHill, second edition.

3- RAO VSP, Human Resource Management

4- Research Methodology CR Kothari

5- Newspaper

Times of India

Economic Times

6- Magazines :

Business Today

Business world

7- Reinforce (Reliance Communication family Magazine)

8- Website :

www. dsclajabpur.com

www.google.com

100
 ANNEXURE
QUESTIONNAIRE
Name:-
Designation :
Department:
1. Were you trained during the time of joining in organization
 Experienced
 Fresher
If fresher :
2. What was the training procedure
 Job training
 Craft Training
 Refresh Training
 Promotion training
3. What was the duration of the training
 3 months
 6 Months
 One year
If experienced :
4. Were you internally trained
 Yes
 No
5. What was the duration of the training
 1 day
 Less than a week
 More than a week
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6. How far the training programme has been effective for your job
profile
 Less Effective
 Effective
 Very Effective
7. Have you Attended any training programme outside the
organization:
 Yes
 No
8. Have you Attended special training programme inside the
organization
 Yes
 No
9. How far the training programme help you in your job profile
 Less effective
 Effective
 Very effective
10. Has the training programme help you in promotion and job
satisfaction
 Yes
 No

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