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ON

“Effectiveness of Training Programmes for the Benefit


of Employees”
Conducted at

“PARLE PVT. LTD”

In partial fulfillment for the degree of


INDEX

Sr.No. CHAPTER

Acknowledgement

Preface

1 Introduction

2 Company Profile

3. Review of Literature

4. Synopsis

5. Existing System and Practices

6. Data Analysis and Interpretation

7. Findings of Study

8. Suggestions and Recommendations

9. Conclusions

10. Annexure
-Questionnaire
-List of Tables
-List of Graphs
-Bibliography

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Acknowledgement

No research can blossom from a single person’s mind without proper


guidance, assistance and inspiration from various quarters. My project
was given its present shape by assistance of many people whom I am
greatly indebted to. I express my gratitude and indebtedness towards the
people who helped me during my project work.

I express my humble gratitude towards Mr. S. S. Sheoran (Managing


Director) for giving me a chance to research in their reputed
organization.

I am thankful to Mr. Janak S. Shekhawat (Executive, HRD &


Personnel) for providing me proper inputs and guidance.

Last but not the least I want to thanks my Parents, without their keen
interest and immense guidance it would have not been possible to
complete this project.

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PREFACE

The fast changing technological development makes the knowledge of


employees obsolete so every concern has to arrange some kind of training
for preparing workers for job and also keeping them acquainted with
latest technological advancements.

For getting the right results from the candidate providing the various
training programmes is must for the Organisation.

These Training Programmes helps the employees to work better in their


related fields and helps them to achieve their goals by making them
expertise in their related work fields.

The purpose of providing the training programmes is also to explain the


basic policies of workings of the organisation so that the employees must
work according to the policies of the organisation for achieving the best
results i.e. for achieving the goals of the organisation.

My Research helps in identifying “The Effectiveness of the Training


Programmes for the Benefits of Employees”.

This Research helps in evaluating the real role provided by the Training
Programmes for the benefits of employees.

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Introduction

A long time ago, when the British ruled India, a small factory was set up in the suburbs of
Mumbai city, to manufacture sweets and toffees. The year was 1929 and the market was
dominated by famous international brands that were imported freely. Despite the odds
and unequal competition, this company called Parle Products, survived and succeeded,
by adhering to high quality and improvising from time to time.

A decade later, in 1939, Parle Products began manufacturing biscuits, in addition to


sweets and toffees. Having already established a reputation for quality, the Parle brand
name grew in strength with this diversification. Parle Glucose and Parle Monaco were the
first brands of biscuits to be introduced, which later went on to become leading names for
great taste and quality.

Did you know, how to make biscuits affordable, despite World War II >>

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How Parle fought to make biscuits affordable to all?

Biscuits were very much a luxury food in India, when Parle began production in 1939.
Apart from Glucose and Monaco biscuits, Parle did offer a wide variety of brands.

However, during the Second World War, all domestic biscuit production was diverted to
assist the Indian soldiers in India and the Far East. Apart from this, the shortage of wheat
in those days, made Parle decide to concentrate on the more popular brands, so that
people could enjoy the price benefits.

Thankfully today, there's no dearth of ingredients and the demand for more premium
brands is on the rise. That's why; we now have a wide range of biscuits and
mouthwatering confectionaries to offer.

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The strength of the Parle Brand:-

Over the years, Parle has grown to become a multi-million US Dollar company. Many of
the Parle products - biscuits or confectionaries, are market leaders in their category and
have won acclaim at the Monde Selection, since 1971.

Today, Parle enjoys a 40% share of the total biscuit market and a 15% share of the total
confectionary market, in India. The Parle Biscuit brands, such as, Parle-G, Monaco and
Krackjack and confectionery brands, such as, Melody, Poppins, Mangobite and Kismi,
enjoy a strong imagery and appeal amongst consumers.

Be it a big city or a remote village of India, the Parle name symbolizes quality, health and
great taste! And yet, we know that this reputation has been built, by constantly innovating
and catering to new tastes. This can be seen by the success of new brands, such as,
Hide & Seek, or the single twist wrapping of Mango bite.

In this way, by concentrating on consumer tastes and preferences and emphasizing


Research & Development, the Parle brand grows from strength to strength.

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The Quality Commitment:-

Parle Products has one factory at Mumbai that manufactures biscuits & confectioneries
while another factory at Bahadurgarh, in Haryana manufactures biscuits. Apart from this,
Parle has manufacturing facilities at Neemrana, in Rajasthan and at Bangalore in
Karnataka. The factories at Bahadurgarh and Neemrana are the largest such
manufacturing facilities in India. Parle Products also has 14 manufacturing units for
biscuits & 5 manufacturing units for confectioneries, on contract.

All these factories are located at strategic locations, so as to ensure a constant output &
easy distribution. Each factory has state-of-the-art machinery with automatic printing &
packaging facilities.

All Parle products are manufactured under the most hygienic conditions. Great care is
exercised in the selection & quality control of raw materials, packaging materials & rigid
quality standards are ensured at every stage of the manufacturing process. Every batch
of biscuits & confectioneries are thoroughly checked by expert staff, using the most
modern equipment.

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The Marketing Strength:-

The extensive distribution network, built over the years, is a major strength for Parle
Products. Parle biscuits & sweets are available to consumers, even in the most remote
places and in the smallest of villages with a population of just 500.

Parle has nearly 1,500 wholesalers, catering to 4, 25,000 retail outlets directly or
indirectly. A two hundred strong dedicated field force services these wholesalers &
retailers. Additionally, there are 31 depots and C&F agents supplying goods to the wide
distribution network.

The Parle marketing philosophy emphasizes catering to the masses. We constantly


endeavor at designing products that provide nutrition & fun to the common man. Most
Parle offerings are in the low & mid-range price segments. This is based on our cultivated
understanding of the Indian consumer psyche. The value-for-money positioning helps
generate large sales volumes for the products.

However, Parle Products also manufactures a variety of premium products for the up-
market, urban consumers. And in this way, caters a range of products to a variety of
consumers.

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The Customer Confidence:-

The Parle name conjures up fond memories across the length and breadth of the country.
After all, since 1929, the people of India have been growing up on Parle biscuits &
sweets.

Today, the Parle brands have found their way into the hearts and homes of people all
over India & abroad. Parle Biscuits and confectioneries, continue to spread happiness &
joy among people of all ages.

The consumer is the focus of all activities at Parle. Maximizing value to consumers and
forging enduring customer relationships are the core endeavors at Parle.

Our efforts are driven towards maximizing customer satisfaction and this is in synergy
with our quality pledge. "Parle Products Limited will strive to provide consistently
nutritious & quality food products to meet consumers' satisfaction by using quality
materials and by adopting appropriate processes. To facilitate the above we will strive to
continuously train our employees and to provide them an open and participative
environment.

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PRODUCTS:-
Import-Export:-

The immense popularity of Parle products in India was always a challenge to our
production capacity. Now, using more modern techniques for capacity expansion,
we have begun spreading our wings and are going global.

Parle biscuits and confectionaries are fast gaining acceptance in international


markets, such as, Abu Dhabi, Africa, Dubai, South America and Sri Lanka.

Even the more sophisticated markets like USA & Australia, now relish Parle
products.

As part of the efforts towards a larger share of the global market, Parle has
initiated the process of getting ISO 9000 certification. Many Parle Products
have also won Gold, silver and bronze medals at the onde Selection.

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Marie Choice

More and more people are now discovering the pleasures of a cup of hot
steaming tea. Or so it seems. In reality they are actually using (misusing) tea
as a ready excuse to indulge in another packet of Parle Marie Choice.
Whatever the reason, Parle Marie Choice has fast become a preferred teatime
accompaniment. Find out for yourself over a cup of tea. After all, chai toh hai
bahana.

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Kismi Bar

The 'Maha' Tasty Bar, that's the best description for the Kismi Bar. A delicious elaichi
(cardamom) toffee bar. The Kismi Bar is a favourite for its great taste and huge size. In
fact, the sales of Kismi Bar complement its size - it is one of the largest selling toffee bars
in India. Kismi Toffee

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Krackjack

A little sweet - A little salty…That's what makes Krackjack very, very delicious! This
delightful biscuit is acclaimed in India and across the world for its controversial sweet and
salty taste. Krackjack has won 11 Gold, 3 Silver and 1 Bronze award at the
'Monde Selection'. You can enjoy Krackjack any time plain or with a host of beverages
like tea, coffee or milkshakes.

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Mango Bite
Communicate with aliens. Chat with a tiger. Share jokes with an African tribal. All you
need to do is pop a MangoBite into your mouth, roll it around, and start talking the
MangoBite boli. Mmmchaack chuppack cchiss toowwich chaack, suckk suckk MangoBite.
Delicious twishck chaack real mango tck chhooosss. Tchaak toowwiss tch klaack.

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Poppins
What does a rainbow taste like? The answer, my friends, is now available at a store near
you. Yes, open a pack of Poppins, and pop a goli rainbowwalli into your mouth. Can you
taste the green apple? And what about the orangey orange? Or red strawberry and
yellow mango? Try the lime green lemon
now. Don't forget the violet black currant? Now repeat till you can tell the colours
with your tongue.

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Parle-G
Parle-G World's Largest Selling Biscuit

PARLE G - THE EVOLUTION!!!

Parle-G has been a strong household name across India. The great taste, high nutrition,
and the international quality, makes Parle-G a winner. No wonder, it's the undisputed
leader in the biscuit category for decades. Parle-G is consumed by people of all ages,
from the rich to the poor, living in cities & in villages. While some have it for breakfast, for
others it is a complete wholesome meal. For some it's the best accompaniment for chai,
while for some it's a way of getting charged whenever they are low on energy. Because
of this, Parle-G is the world's largest selling brand of biscuits.

Launched in the year 1939, it was one of the first brands of Parle Products. It was called
Parle Gluco Biscuits mainly to cue that it was a glucose biscuit. It was manufactured at
the Mumbai factory, Vile Parle and sold in units of half and quarter pound packs.

The incredible demand led Parle to introduce the brand in special branded packs
and in larger festive tin packs. By the year 1949, Parle Gluco biscuits were available not
just in Mumbai but also across the state. It was also sold in parts of North India. By the
early 50s, over 150 tonnes of biscuits were produced in the Mumbai factory. Looking at
the success of Parle-G, a lot of other me-too brands were introduced in the market. And
these brands had names that were similar to Parle Gluco Biscuits so that if not by
anything else, the consumer would err in picking the brand. This forced Parle to change
the name from Parle Gluco Biscuits to Parle-G.

Originally packed in the wax paper pack, today it is available in a contemporary,


premium BOPP pack with attractive side fins. The new airtight pack helps to keep

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the biscuits fresh and tastier for a longer period.

Parle-G was the only biscuit brand that was always in short supply. It was heading
towards becoming an all-time great brand of biscuit. Parle-G started being advertised in
the 80's. It was advertised mainly through press ads. The communication spoke about
the basic benefits of energy and nutrition. In 1989, Parle-G released its Dadaji
commercial, which went on to become one of the most popular commercials for Parle-
G. The commercial was run for a period of 6 years.

Parle-G grew bigger by the minute. Be it the packs sold, the areas covered or the
number of consumers. It became a part of the daily lives of many Indians. It wasn't a
biscuit any more. It had become an icon. The next level of communication associated the
brand with the positive values of life like honesty, sharing and caring.

In the year 1997, Parle-G sponsored the tele-serial of the Indian superhero,
Shaktimaan that went on to become a huge success. The personality of the superhero
matched the overall superb benefits of the brand. Parle extended this association with
Shaktimaan and gave away a lot of merchandise of Shaktimaan, which was supported
by POS and press
communication. The
children just could not get enough of
Parle-G and Shaktimaan.

In the year 2002, it was decided to bring


the brand closer to the child who is a
major consumer. A national level
promo - `Parle-G Mera Sapna
Sach Hoga' was run for a period
of 6 months. The promo was all about
fulfilling the dreams of children. There

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were over 5 lakh responses and of that, over 300 dreams were fulfilled. Dreams that
were fulfilled ranged from trips to Disneyland at Paris & Singapore; meeting their
favorite film star Hrithik Roshan; free ride on a chartered plane; 20 scholarships
worth Rs 50,000; a special cricket coaching camp with the Australian cricketer - Ricky
Ponting; etc.

The year 2002 will go down as a special year in Parle-G's advertising history. A year that
saw the birth of G-Man - a new ambassador for Parle-G. Not just a hero but also a
super-hero that saves the entire world, especially children from all the evil forces. A
campaign that is not just new to the audiences but one that involves a completely new
way of execution that is loved by children all over the world - Animation. A TV commercial
that showed G-Man saving the children from the evil force called Terrolene launched this
campaign. It was also supported by print medium through posters and streamers put
up at the retail outlets. G-Man, a new superhero of Parle-G has the potential of making it
big. And will be supported by a campaign that will see many a new creative in the future
so as to keep the children excited and generate pride in being a consumer of Parle-G.

To make the brand much more interesting and exciting with children, it was decided to
launch a premium version of Parle-G called Parle-G Magix in the year 2002. Parle-G
Magix is available in two exciting tastes - ‘Choco’ and ‘Cashew’. The year 2002 also
witnessed the launch of Parle-G Milk Shakti, which has the nourishing combination
of milk and honey, especially launched for the southern market.

Parle-G continues to climb the stairs of success. Take a look at the global market where
it is being exported. First came the Middle East then USA followed by Africa and then
Australia. An Indian brand, that's exported to almost all parts of the world. After all
that's what you would expect from the Parle-G World's Largest Selling Biscuit

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VISION STATEMENT

Expanding leadership in business


through people,
keeping pace with

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market trends and technology.

MISSION STATEMENTS

BUSINESS
• Lead the Industry rate of growth
• No. 1 in profit in Industry
• Global Thrust

CUSTOMER
• Trusted Partner
• Reliable & Cost effective Solutions/ services
• Customer acquisition/expansion

EMPLOYEES
• Top 3 preferred employer
• Learning Organization
• Digital way

TECHNOLOGY
• Technology Excellence
• Introduction of new Solutions/Services
• World Class Products

PROCESSES
• Best in Class Organization

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• Business & Service /Product delivery
Excellence
• Quality Leadership

TRAINING-INTRODUCTION
Training is often included as an essential element of an organization’s
strategy to gain a competitive advantage. Every Organization needs the
services of trained persons for performing the activities in a systematic
way. The fast changing technological development makes the knowledge
of employees obsolete so every concern has to arrange some kind of
training for preparing workers for job and also keeping them acquainted
with latest technological advancements. In Indian Organizations training
activities has assumed high importance because of their contributions to
the organizational objectives.

MEANING

Training may be viewed as a systematic and planned process with a


purpose to impart & provide learning experiences that will bring about
improvement in an employee. It is an organized procedure for increasing
the knowledge & skill of people for a specific purpose. Training improves
the performance of employees on present jobs and prepares them for
taking up new assignments in future.

DEFINITION

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ACCORDING TO EDWIN B. FLIPPO, “Training is the act of
increasing the knowledge & skill of an employee for doing a particular
job”.

ACCORDING TO MICHAEL J. JUCIOUS, “It is a process by which


the aptitudes, skills & abilities of employees to perform specific jobs are
increased”.

OBJECTIVES OF PROVIDING TRAINING


The general objectives of providing training are as follows:

 The basic objective of training is to help develop capabilities of the


employees by upgrading their skills and knowledge.

 Training aims to help the existing employees in improving their


level of performance on their present job assignment.

 The aim of training is not only providing new knowledge & job
skills but creating in them self consciousness & a greater awareness
to recognize their responsibilities.

 The main objective of training is to bring about efficiency and


effectiveness in the organization for its existence in competitive
market situations.

 Training is a pre-requisite to prepare human resource for new jobs,


promotions & changeover to modern technology & equipment.

 Training is also given to establish continual development of


workforce in terms of product quality, attitude etc. with attention to
the satisfaction of customer requirements.

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As required by TS standards, training is imparted to employees based on
identified technical behavior and organizational needs.

NEED FOR PROVIDING TRAINING TO EMPLOYEES


Training of employees is essential because work-force is a valuable asset
to an organization. Training is important for the following reasons:

 Increased productivity
 Higher employee morale
 Less supervision
 Less wastage
 Easy adaptability
 Reduced absenteeism and employee turnover
 Employee development
 Helping in solving problems
 Increased organizational stability and flexibility
 Result in quality goods and services
 Reduces satisfaction, complaints etc.
 Increased confidence and efficiency
 Helps employees adjust to change

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 Creates an appropriate climate for growth, communication
 Reduces outside consulting costs by utilising competent internal
consulting.
 Provides information for future needs in all areas of the
organisation.

TRAINING METHODS

Training methods are means of attaining the basis of level in a learning


situation. These methods can be grouped on the basis of level of
personnel in the organization the following types of trainings are
generally in use:

METHODS OF
TRAINING

INDUCTION METHOD

ON-THE-JOB TRAINING

OFF-THE-JOB TRAINING

APPRENTICESHIP

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REFRESHER TRAINING

VESTIBULE TRAINING

Induction training: This type of training is given to help a new entrant


for adapting himself to the new environment. The employee is given
a full description of the job he expected to do & informed about the
rules, policies and procedures.

On-the-job training: - In this method the worker is trained on the job


and at his work place. He gets training under the same type of
conditions in which he will be working later on. Success of this
method depends upon the quality of trainer

Off-the-job training: - This consists of lectures, conferences, group


discussions, case studies, program instructions seminars,
brainstorming, and mgmt. Games etc. This method is generally used
by govt. and public enterprises by establishing separate schools.

Apprenticeship training: - In this method a worker is attached to an


experienced or senior worker. The worker learns by observing his
senior and helping him in his tasks. This method is mostly used in
technical jobs.

Refresher training: - It is helpful in acquainting personnel with latest


improvements in their work. The changing technological methods

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require fresh training to existing employees which helps in
refreshing the memory of employee.

Vestibule training: - The word vestibule denotes a room between the


outdoor & interior of a building. This term is used to impart training
in a classroom on plant. It means workers are trained at some place
in factory & special instructors are appointed for this job.

TRAINING PROCEDURE

Training is a learning experience, which brings about relatively


permanent change in an individual, improving his ability to perform a job.
It means changing what employees know, their way of working, their
work attitude or the level of interaction they have with their superiors or
colleagues.
Often an organization will be aware that training needs exist but for one
reason or another will not be in a position to identify specifically what
those needs are. Part of Identification of Training Needs includes
providing an action plan for meeting organization’s Training needs.
Identification of training needs provides the basis on which all other
training activities can be considered. Also requiring careful thought and
analysis, it is a process that needs to be carried out with sensitivity. It is
important to know exactly what you are doing.
A particular process should be followed and completed in order to get
high results of the training. A training program essentially involves seven
steps:

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PROCEDURE OF TRAINING:

DISCOVERING/IDENTIF
YING TRAINING NEEDS

DESIGNING THE
PROGRAMME

CREATE TRAINING
MATERIALS & TOOLS

APPLICATION OF
TRAINING TECHNIQUES

PERFORMANCE TRY
OUT

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FOLLOW UP

IMPLEMENT
SUGGESTIONS AND
IDEAS

BENEFITS OF TRAINING:-

Training is beneficial to both the organization as well as to the


individuals. They are as follows:

TO ORGANIZATION:

 Leads to improved profitability


 Improves job knowledge at all levels
 Create a batter corporate image
 Fosters authenticity and trust
 Aids in organizational development
 Provide information for future needs in all areas of organisation
 Increasing quality of work
 Helps in keeping cost down
 Improves labour-mgmt. Relations
 Aids in improving organizational comm.
 Helps employees adjust to change
 Aids in handling conflict

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TO INDIVIDUAL:

 Better decision making & effective problem solving


 Encourage self development & confidence
 Helps a person handle conflicts
 Improves comm. Skills, attitudes
 Increasing job satisfaction & recognition
 Develops a sense of growth in learning
 Eliminate fear in attempting new tasks.

Training Needs:-

A training need exists when there is a gap between the present


performance of an employee and desired performance. This gap can be
determined on the basis of a ‘skill analysis’ as follows:-

 Analysis and determination of major requirements of the specific


job.

 Identification of tasks needed to be accomplished to meet job


requirements

 Understanding procedures need to be accomplish each of the job


tasks

 Analysis of knowledge and skills

 Identification of any special problems & analysis of any particular


skills needed to meet the problem.

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THUS,

TRAINING NEEDS = JOB REQUIREMENTS – EXISTING SKILLS

TRAINING POLICIES AND PRINCIPLES:

PRINCIPLES:

Certain training principles are widely followed in building human


resource skills especially at rank and file level.The major psychological
principles followed in training are:-

Learning principles: it refers to modifications in behavior related with


experience or training. The steps necessary for learning to take place
are:-

• Stimulus
• Response
• Motivation/ drive
• Reward/ incentive

Teaching basic work skills and physical movements: - the principles


of teaching work skills include:

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• Employee should be taught only correct methods of work

• Accuracy should be more stressed than speed

• Incentives should be used

• Trained trainers should be used

Principles for foreman: - there are training principles for foreman.


They activate the learner, encourage participation, facilitate and assist
understanding etc. These reduce training time & enhance employee
motivation.

POLICIES:-

Training should be formulated by the line personnel with the assistance


and advice of staff.

• The policy should indicate training objectives

• Training policy may emerge from different elements of training


needs

• The objective of training policy is to ensure that every employee is


offered the opportunity to attain skill and knowledge

• It should be the policy of enterprise to conduct trainings that is fit to


individuals with their jobs.

TRAINING—THE EMERGING CHALLENGES

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 Make learning one of the fundamental values of the company

 Commit major resources and adequate time to training

 Use training to bridge the gap with the external world.

 Use training as a developmental tool for individuals

 Install training systems that substitute work experience

 Use retraining to continuously upgrade employee skills

 Create a system to evaluate the effectiveness of training.

EFFECTIVE TRAINING

The efficiency of any organization depends directly on the capability of


their personnel. The capability of a person depends upon the ability to
work and training he receives so the training should be taken proper care
of so that it must leave high effect on employees and benefit them. The
training is effective if it is helpful to employees to do their work with
more ease and that increase their efficiency as well as interest in doing
job.
Training can be more effective in building human resource skills with aid
of behavioral science knowledge

EVALUATION OF TRAINING PROGRAMMES

There are several techniques for assessing effectiveness of training


programs like-

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 Using checklists
 Rating scales
 Cost account techniques
 Psychological tests
 Learning curves
 By discontinuing them

TRAINING CAN ALSO BE EVALUATED AT FOUR LEVELS:-

Reaction: how well they like the program?

Learning: what was learned by the trainee?

Behavior: what learning was transferred to job?

Results: what results were observed & what benefits accrued to


organization?

The persistent effects of training on behavior over a long period indicate


the Effectiveness of Program.

EVALUATION OF TRAINING EFFECTIVENESS:-


Evaluation of training effectiveness is a highly desirable step in total
training programs so that one can judge the value of training

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Training evaluation is an attempt to obtain information on effect of
training program and access value of training.
Long term training effectiveness can provide more meaningful and
qualitative measurements.

Training Evaluation: Purpose

The training evaluation is a means by which participants express their


feedback regarding the effectiveness of training through a series of
quantitative and qualitative survey questions completed at the end of the
training program. Participant reaction to training can represent
instrumental feedback that can drive important changes in any part of the
training delivery process, such as refining of training materials and
methods or revisions to content. This feedback can also be extremely
useful in predicting performance after the program. Training evaluation
questions on the importance and relevance of the training to the job have
been shown to have a correlation to actual use of skills and knowledge
learned on-the-job.

Classroom Training Evaluations


Classroom training evaluations gather quantitative feedback on the
training effectiveness of the following seven areas:
 Learning Objectives Met
 Knowledge Increase
 On-the-Job Confidence (in meeting Performance Objectives)
 Business Impact Estimation
 Effectiveness of Materials and Methods
 Overall Reaction
 Program rating
 Pace
 Length
 Relevance

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 Importance
 Facilitator Evaluation

HOW TO MAKE TRAINING EFFECTIVE?


 Training objectives should be outlined on the basis of type of
performance required.

 Organizational conditions should be conducive for work and good


enumanent

 There should be major resources & adequate time for training

 A comprehensive & systematic approach to training is ensured

IMPEDIMENTS TO EFFECTIVE TRAINING:-

 Mgmt. Commitments is lacking & uneven

 Inadequate spending on training

 Behavioral objectives are often imprecise

 Large scale poaching of trained managers

 Trainers provide ltd. Counseling and consulting services

IMPROVING THE EFFECTIVENESS OF TRAINING:-

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There are at least ten issues which improves effectiveness of training:
Training need identification:-
An effective system of training-needs identification ensures that the
employee is getting training in the area required by them

Pre-training activities:-
Every superior s d to explain to his subordinates the rationale and benefits
of attending training.
Planning and organizing program:-
A crucial area towards training effectiveness: location, facilities at
training venue etc. have great impact of learning

Designing the module:- training manager should discuss the module


with the faculty otherwise the program fails to achieve its objective

Feedback on the faculty:


Company officials should conduct a course evaluation discussion upon
completion of program.
Feedback from external faculty:-
Seek feedback from external faculty on participation level of trainees,
training infrastructure in company and training support receives from the
company. It will be useful in improving training effectiveness.
Training plan and budgets:
Every organization plans its activities on periodic basis. Thus training
calendar should include details of modules, faculty cost, cost of
equipments etc. This gives a tremendous focus to entire training function.
Development of in-house faculty:

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Another thrust area many companies are focusing their attention on is the
development of in-house faculty to conduct various training courses as he
is able to provide inputs of the highest quality to his colleagues & juniors.
Quality training focus:-
We need to ensure that quality of training is overriding factor over
quantity of training which is the current fad in the mgmt. Circuit should
also be applicable to training function.

OBJECTIVES OF THE PROJECT:

o To study the training policies and procedures of the organization.

o To evaluate the effectiveness of training provided by the company.

o To understand the training needs of the employees.

o To ensure that the employees are genuinely being benefited from the
training programmes.

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RELEVANCE OF PROJECT

Now a days providing training and assessing its effectiveness is of major


concern in the organizations.
Every organization provides training to its employees in order to enhance
their skills and to improve the quality of their work. But just providing
training is not enough, its regular evaluation is also necessary to measure
its effectiveness because if the training is effective, the employees as well
as the organization will be benefited. Increase in the ability of employees

39
directly depends upon the effectiveness of training programmes. That’s
why it is important to measure the effectiveness of training. Evaluating
training effectiveness is an important factor to know the usefulness of
training.
So for the benefit of employees, the study of the topic of ‘effectiveness of
training’ is relevant.

RESEARCH METHODOLOGY

SCOPE OF THE STUDY:

The study is conducted at PARLE PVT.LTD., BAHADURGARH. This


procedure relates to all the employees who undergo training procedures
(both behavioral and technical) within the organization.

NATURE OF DATA:

40
The data collected for this research study is both primary as well as
secondary.

Primary sources:-

• Administering questionnaire & get them filled by employees in


PARLE PVT. LTD.,BAHADURGARH

• Observations during training

Secondary sources:-

• Previous records or forms available in the organization like


-Training evaluation forms
-Feedback forms etc.

• Various books regarding training and its principles

• Internet

TECHNIQUES OF SAMPLING

The method of selecting the representative sample will be based upon


random sampling

SAMPLE SIZE

The size of representative sample taken for this study would include 10%
of the total employees at PARLE PVT. LTD., BAHADURGARH.

41
42
LIMITATIONS OF THE STUDY

The project instead of being done so carefully may contain certain


loopholes. They can be discussed as:-

 The time availability for the study is less which may hinders the
progress of study.

 Busy schedule of managers may also prove a limitation in achieving


research objectives.

 Element of bias may be there on the behalf of employees in filling up


of the forms.

 Quickness of filling questionnaires may also result in


misinterpretation of data.

43
PARAMETERS OF THE STUDY

This study has broadly focused on the effectiveness of training for the
benefit of employees. Evaluating training effectiveness is an important
factor to know the usefulness of training. It is a wide topic and involves
the following parameters:

 Training Policies

 Training Need Identification

 Training Methods

 Intervals of Training

 Training Evaluation

 Feedback of Training

 Expertise of Training Agencies

 Level of Effectiveness

 Facilities for Training

44
EXISTING SYSTEMS AND DATA

Human Resource Management is the planning, organizing, directing and


controlling the operative functions of procurement, development,
compensation and maintenance of human resource of an organization’s
goals or objectives. It is responsible for getting the best people, training
them and providing mechanism to ensure that these employees maintain
their productive affiliations with the organizations.

An Introduction to Training and Human Resource


Development Division
Employees form the backbone of any organization, may it be any
purpose, owned by anybody. In fact the organization attains its
characteristics only due to the employees. It is well said that any
organization is the lengthened shadow of its employees. Obviously, to
keep and run the organization in proper shape, it is essential that its
employees are kept well trained in their jobs and well versed with the
latest trends in the concerned field or trade.

Functions performed by HR division

• Human resource planning


• Recruitment and selection
• Training and development
• Employee assistance
• HR research and audits
• Motivation functions

45
TRAINING PROCEDURE:
Training is the organization’s internal agent. The focus of this function is
to enhance the personal qualities of the employees to improve
organizational productivity. This function also counsels the employees
and helps them in making a better career choice and in finding ways to
achieve the desired goals.
PARLE PVT. LTD., BAHADURGARH follows the following procedure
for providing training:

 Identifying training needs:


To provide training on any topic, initially training needs of the employees
are identified through various methods like competency mapping and
skill matrix.

 Training Plan:
Based on the above identification of individual training needs, an annual
training calendar is prepared by HRD division that contains competencies
and the months in which the training programmes will be conducted.
Following the training calendar monthly training plan is formulated to
include
• Date and time of programme
• Venue of programme
• Proposed faculty
• Proposed course
• Number of participants

 Evaluation
During the training programme, attendance sheet is being filled by all the
participants in order to maintain a record of the members attended the
training.

46
After the training the participants are given feedback forms so as to know
the extent to which they have taken interest and gained knowledge.

Methods for Identification of Training Need of Employees.

 Competency Gap Analysis:

This exercise is undertaken in the organization annually with the help


of multi-rater feedback system. The purpose of this initiative is it
identifies developmental needs of employees. It is a practice for
identifying gap of required and existing level of competencies first one
is Technical Competencies, Second one is Behavioral Competencies
among various individuals. This is done for the executives and above
category members of the organization.

 Skill Matrix (Staff & Permanent Worker):

This is another method for identifying the present level of skills in the
employees regarding their work needs. This process is followed for the
employees below executive level including the shop floor workers.
The skills and the levels are identified by the head of department

 Practical test and recommendation by the HOD:

In this training needs identified just on the basis of the


recommendation of the immediate supervisor or the immediate HOD.

47
PERSONNEL AND HR ACTIVITIES

Human resource development and personnel departments ha very thin


line if differentiation. HRD is concerned with development activities
including training and development, performance appraisal, recruitment,
reward management etc.

On the other hand personnel department has control over maintenance


and welfare function inclusive of welfare, safety, security etc.

Company has corporate HRD and plant HRD. Corporate is responsible


for the formulation of HR policies whereas plant HRD is responsible for
the implementation of these policies

The main HR and personnel activities are:

• Training and development


• Recruitment and selection
• Reward operations
• Welfare facilities
• Safety and security
• Medical facilities
• Counseling
• Telephone operating
• Attendance maintaining
• Leaves and pension records

48
Analysis of the study

For the survey on the topic of “Effectiveness of Training Programmes”


a questionnaire was prepared and given to the executives in order to get
their responses, regarding training effectiveness in PARLE PVT. LTD.,
BAHADURGARH.
About 40 executives were selected on random sampling basis from
different departments for their opinion regarding ‘effectiveness of
training’.

Analysis of the data:

The responses got from the executives were then analyzed and presented
in the form of tables and graphs in percentage. The cylindrical bar graphs,
doughnuts and pie-charts are used for the graphical representations.

49
1. TRAINING POLICIES

(a) Does organization has training policy?

Sr. No. Opinion No. of Respondents Percentage


1 Yes 40 100
2 No 0 0

Training Policy
120
100%
P 100
E
R 80
C
E 60
N
T 40
40
A
G
E 20
0 0%
0
Yes No

OPINION
No. of Respondents Percentage

Figure 1-a

50
All the 40 respondents agreed that the company has training policy i.e.
100% of the respondents said yes.

51
2. AWARENESS OF TRAINING POLICY

(a) Awareness of training policy

52
Sr. No. Opinion No. of Respondents Percentage
1 Yes 24 60
2 To some extent 12 30

53
3 No 4 10

54
Awareness of Training Policy
10%

30%

60%

Yes To some extent No

Figure 2-a

More than half i.e. 60% of the executives responded, that they are aware
of the training policies, 30% of them are aware to some extent and 10%
of respondents are not aware of the training policies of the company.

(b) Are the policies are followed

55
Sr. No. Opinion No. of Respondents Percentage
1 Yes 16 40
2 To some extent 20 50

56
3 Can’t say 04 10

57
Extent of Policies Followed
10%

40%

50%

Yes To some extent Can’t say

Figure 2-b

About 40% of managerial population said that the policies are followed,
50% individuals say that they are followed to some extent while 10% of
them can’t say about the following of policies.

3. TRAINING NEED IDENTIFICATION

(a) Organization identifies need of training

58
Sr. No. Opinion No. of Respondents Percentage
1 yes 24 60
2 To some extent 16 40

59
3 No 0 0

60
Training Need Identification
0%

40%

60%

yes To some extent No

Figure 3-a

60% of the employees said that the training needs are identified in the
organization but 40% of them responded that needs are identified to some
extent.
(b) Methods used for identifying training needs

61
Sr. No. Opinion No. of Respondents Percentage
1 Self Assessment 0 0
2 Competency Mapping 20 50
3 Performance Appraisal 0 0
4 Skill Matrix 12 30

62
5 All of above 8 20

63
Methods for Identifying Training Needs
0%

20%

50%

30%

0%
Self Assessment Competency Mapping
Performance Appraisal Skill Matrix
All of above

Figure 3-b

50% of the respondents are aware of the competency mapping used for
training need identification, 30% said skill matrix and 20% said that all
these methods are used for identifying needs

(c) Methods are appropriate in identifying training needs

64
Sr. No. Opinion No. of Respondents Percentage
1 Strongly agree 08 20
2 Agree 32 80
3 Disagree 0 0

65
4 Strongly disagree 0 0

66
Only 20% respondents are strongly agree and 80% are just agree that
methods used are appropriate in identification of training needs while
there is no any member who is dissatisfied with the methods of
identifying training needs.

(d) Company prepare any training calendar

67
Sr. No. Opinion No. of Respondents Percentage
1 Yes 28 70
2 No 6 15

68
3 Can’t say 6 15

69
Around 70% responses favors that the training calendars are made in the
company, 15% said that such calendars are not made and 15% individuals
couldn’t say anything about it.

4. FAIRNESS IN TRAINING NEED IDENTIFICATION

(a) Extent to which systems of training need identification are fairly


followed

70
Sr. No. Opinion No. of Respondents Percentage
1 To full extent 16 40
2 To some extent 16 40

71
3 Can’t say 8 20

72
Fairness In Identifying Training Needs

20%

40%
16

16

40%

To full extent To some extent Can’t say

Figure 4-a

According to 40%respondents methods are fully fair in identifying


training needs, while 40% said that these are only to some extent fair. On
the other hand 20% of respondents are not aware of this.

(b) Extent to which the identified needs are achieved

73
Sr. No. Opinion No. of Respondents Percentage
1 To full extent 12 30
2 To some extent 28 70

74
3 Not at all 0 0

75
Achievement Of T raining Needs

30%
12

28
70%

To full extent To some extent

Figure 4-b

Around 30% of managerial population said that the identified training


needs are fully achieved by the methods adopted by the organization but
70% respondents agrees on this point only to some extent.

(c) Company maintain record of identified training needs

76
Sr. No. Opinion No. of Respondents Percentage
1 Always 28 70
2 often 8 20
3 Seldom 4 10

77
4 Never 0 0

78
Record of Training Need Identification
10%

20%

70%

Always often Seldom

Figure 4-c

70% respondents said that training need identification records are always
maintained, 20% say it is often maintained while 10% say that it is
seldom maintained.

5. TRAINING TIME PERIOD

(a) Interval for conducting training programmes

79
Sr. No. Opinion No. of Respondents Percentage
1 Monthly 32 80
2 Quarterly 4 10
3 Half yearly 0 0

80
4 Annually 4 10

81
About 80% individuals got training on monthly basis, 10% said that
training is provided quarterly and 0nly 105 said annually regarding the
training interval.

(b) Satisfaction with training duration

82
Sr. No. Opinion No. of Respondents Percentage
1 Fully satisfied 16 40
2 Quiet satisfied 16 40

83
3 Satisfied to some 08 20
extent

84
40% respondents are fully satisfied with the training duration provided,
40% are quiet satisfied, 20% are satisfied to some extent and there is no
one who is not satisfied.

6. METHODS OF TRAINING

(a) Is training provided according to the identified training needs

85
Sr. No. Opinion No. of Respondents Percentage
1 Yes 32 80
2 To some extent 08 20

86
3 No 0 0

87
Methods Of Training Need Identification

20%

80%

Yes To some extent

Figure 6-a

80% of the respondents said that the training is provided according to


identified training needs where as 20% of them are agree to this to some
extent.

(b) Type of training methods used

88
Sr. No. Opinion No. of Respondents Percentage
1 On-the-Job Training 08 20
2 Off-the-Job Training 12 30

89
3 Both 20 50

90
Methods Of Training

20%

50%

30%

On-the-Job Training Off-the-Job Training Both

Figure 6-b

On the job training methods are used for training according to 20% of the
employees, off the job method is used according to 30% of employees
while 50% said that both the methods are used.

(c) Methodology followed while providing training is proper or not

91
Sr. No. Opinion No. of Respondents Percentage
1 Yes 26 65
2 To some extent 08 20
3 No 06 15

M ethods Of T raining
15%

20%

65%

Yes To some extent No

Figure 6-c

The methodology followed while providing training is proper according


to the 65% respondents, it is proper to some extent according to 20% of
the respondents and 15% said that the methodology is not proper.

7. TRAINING PERSONNEL

92
(a) By whom the training is usually provided

Sr. No. Opinion No. of Respondents Percentage


1 Department head 04 10
2 Immediate 16 40
supervisor
3 External faculty 14 35
4 All resources 06 15

Trainer
10%
15%

40%
35%

Department head Immediate supervisor


External faculty All resources

Figure 7-a

The training is usually provided by department head, said 10% of the


respondents, by immediate supervisor according to 40%respondents,
external faculty are provided according to the 15% of the respondents
where as 15% said that all these resources are used for providing training.
(b) Examples used by trainer

93
Sr. No. Opinion No. of Respondents Percentage
1 Sufficient 20 50
2 Sufficient to some 20 50
extent

Examples Used By Trainer

50% 20 20 50%

Sufficient Sufficient to some extent

Figure 7-b

The examples used by the trainer are fully sufficient according to the 50%
of the respondents while the examples are sufficient to some extent for
other 50% of the employees.

(c) Rating of trainer

94
Sr. No. Opinion No. of Respondents Percentage
1 Excellent 12 30
2 Good 24 60
3 Satisfactory 04 10

Rating Of Trainer
10%

30%

60%

Excellent Good Satisfactory

Figure 7-c

Trainer was rated by the executives as excellent for 30%, good for 60%,
but 10% respondents think the trainer is just satisfactory. But trainers are
not under satisfactory level according to the respondents.

8. TRAINING EVALUATION

95
(a) Evaluation being done or not

Sr. No. Opinion No. of Respondents Percentage


1 Yes 40 100
2 No 0 0

Training Evaluation
120
100%
P
100
E
R
80
C
E
60
N
T 40
A 40
G
E 20
0 0%
0
Yes No
OPINION
No. of Respondents Percentage

Figure 8-a

In case of evaluation of training all the respondents that it is always done


in their organization i.e. 100% of the respondents said Yes.

(b) Technique used for assessing training effectiveness

96
Sr. No. Opinion No. of Respondents Percentage
1 Feedback forms 30 75
2 Rating scales 10 25
3 Psychological tests 0 0
4 Learning curves 0 0

Techniques Of Training Effectiveness

0%

25%

75%

Feedback forms Rating scales


Psychological tests Learning curves

Figure 8-b

For the techniques used for assessing the effectiveness of training 75% of
the managerial population were in favour of feedback of forms and 25%
said rating scales are used for this purpose.

9. FEEDBACK OF TRAINING
(a) Rating of training programmes for enhancement of skills

97
Sr. No. Opinion No. of Respondents Percentage
1 Best 14 35
2 At par 14 35
3 Below par 08 20
4 Can’t say 04 10

Enhancement Of Skills
10%

35%
20%

35%
Best At par Below par Can’t say

Figure 9-a

When rating of training programmes for enhancement of skills is asked


35% individuals said they are best, 35% said they are at par, 20% rank
them below par and 10% could say anything about it.

(b) Extent to which training is helpful in implementing action plan

98
Sr. No. Opinion No. of Respondents Percentage
1 To great extent 08 20
2 To some extent 32 80

Implementation Of Action Plan

20%

80%

To great extent To some extent

Figure 9-b

20% of the executives said that the trainings provided are helpful in
implementing action plan to great extent, 80% think they are only to some
extent helpful in implementing action plan.

10. IMPROVEMENT IN TRAINING EFFECTIVENESS

99
(a) Techniques used for improving effectiveness

Sr. No. Opinion No. of Respondents Percentage


1 Sharing of learning 14 35
2 Action plan of learning 10 25
3 Report of 14 35
implementation
4 All of the above 02 5

Techniques Of Improving Effectiveness


5%

35%

35%

25%

Sharing of learning Action plan of learning


Report of implementation All of the above

Figure 10-a

According to 35% of the respondents training effectiveness is improved


through sharing of learning, 25% said through action plan of learning,
35% responded reporting implementation and 5% said that all these
techniques are used for improving effectiveness.

100
(b) Is improvement being checked

Sr. No. Opinion No. of Respondents Percentage


1 Yes 30 75
2 No 10 25

75% of the respondents said that the improvement in training


effectiveness I being regularly checked, where as 25% of them are of the
opinion that it is not checked at regular intervals.

(c) Satisfaction with infrastructure and training facilities

Sr. No. Opinion No. of Respondents Percentage


1 Fully satisfied 16 40
2 Quiet satisfied 16 40
3 Satisfied to some 08 20
extent

In case of the infrastructure provided for training 40% employees are


fully satisfied with that, 40% are quiet satisfied, and 20% are satisfied
only to some extent.

101
11. OVERALL RATING

Sr. No. Opinion No. of Respondents Percentage


1 Excellent 04 10
2 Very good 24 60
2 Good 08 20
3 Satisfactory 04 10

Overall Rating

10% 10%

20%

60%

Excellent Very good Good Satisfactory

Figure 11

About 10% respondents rate the training program as excellent, 60% rated
it very good, 20% say these are good and only 10% said that the programs

102
are at satisfactory level. None of the respondents were unsatisfied with
the programs.

FINDINGS OF THE STUDY

From the responses got from the survey done through questionnaires and
through my observations I have been able to find the following facts:

 Not all the members of the organization are aware of the training
policies and procedures.

 No doubt the policies are followed with great efforts but still there is
a need to apply them with more accuracy and strictness.

 The training need identification processes are appropriate in finding


the developmental needs of employees and training programmes are
organized accordingly in order to fulfill those needs.

 Training calendar are also formed on the basis of identified training


needs

 Monthly plans for providing training are prepared and followed


properly.

 Duration of training programmes is set according to the topic


concerned. It is generally from two to three hours.

 Proper methodology is used while providing training but only on-


the-job and off-the-job training methods are used.

103
 In case of training personnel, both internal and external faculties are
called for providing training keeping in mind the wideness and
importance of training agenda.

 The facilities provided during the training programme like


infrastructure and refreshments are excellent.

 Training evaluation is also done in the organization on regular basis


through feedback forms.

 Overall the trainings provided to the employees in the company are


good and employees are satisfied with them to a great extent.

104
SUGGESTIONS

The following are the suggestions from the side of respondents that I have
got through questionnaires:

Training duration:

• It should be increased
• Sometimes extended it two-three days

Training personnel/faculty:

• Need more expertise


• Should be skilled and knowledgeable
• Must have good communication skills

Training evaluation:

• It is regularly done but methodology need changes


• Should be more realistic

Training facilities:
• Facilities provided are good but venue should be sometimes
changed to some external place

Effectiveness of training:
• Should be monitored on regular basis
• Measures should be taken to improve effectiveness

105
Training methods:
• New techniques must be adopted
• More of practical demonstrations should be included in training
programmes

RECOMMENDATIONS

After the thorough study of organization’s policies and systems I would


like to give following recommendations:

 Human resource and development department must try to make all


the employees aware of their training policies

 It should be taken proper care of, that the policies are followed full
and fairly.

 Duration of training programmes may sometimes create problems as


different individuals have different thoughts about It so it should be
discussed with the trainer and the trainees.

 Providing various facilities during training is good but hey should


not be too much that the main purpose of training is spoiled.

 Other than Jot’s, some new and advanced methods of raining should
also be adopted.

 General awareness programmes should also be conducted at regular


intervals as they make the executives alert of advancement and will
be able o enhance he personal and organizational effectiveness.

 Here must be more of practical demonstrations I provide he workers


real experiences.

106
 Trainees should be provided with proper assistance when he
encounters learning obstacles.

CONCLUSIONS

Based on the responses got from questionnaires, the analysis and other
observations, I have been able to understand to some extent the training
policies, methods and measures adopted to evaluate training
effectiveness.
I have tried to conclude them in following points as a summary of report:-

 In PAELE PVT. LTD., BAHADURGARH, the HR department is


responsible for providing training to the employees.

 Trainings are provided according to the needs of the employees

 Employees are in favour of the methods adopted for training need


identification

 They are up to some extent satisfied with the duration and venue
provided for the training.

 Facilities provided by HRD department are rated very well. The


trainees seem to be happy with them.

 Training evaluation is also done on regular basis in the organization


with the help of feedback forms.

 Both internal and external faculty is available for providing training.

107
 Continuous efforts are being made by the company to increase the
knowledge of its employees as per the changing work environment.

 In spite of all these, it has been seen that some of the members are
not fully aware of the organization’s training policies.

 Also, there is a need to adopt some new methods of training.

However, it can be said that the training programmes being organized in


PARLE PVT. LTD., BAHADURGARH are overall effective and useful
in increasing the skills and knowledge of the employees.

108
109
QUESTIONNAIRE

Dear respondent,
For a survey on the effectiveness of training
programmes you are requested to spare some time to fill the following
questionnaire. Your free and frank opinion will be valuable:

1. TRAINING POLICIES

(a) Does your company have any training policy or guidelines?

Yes No

2. AWARENESS OF TRAINING POLICY

(a) Are you aware of the training policy framed by your company?

Yes To some Extent No

(b)To what extent do you think the policies are followed?

To full extent To some extent


Not at all

3. TRAINING NEED IDENTIFICATION

(a) Before choosing the type of training does the organization identifies the
need of training?

Yes To some extent No

(b) What methods are used to identify the training needs?

Self assessment Performance Appraisal


Competency mapping Skill matrix
All of the above

110
(c) Do you think that the methods used are appropriate in identifying the
training needs?

Strongly agree Agree


Disagree Strongly Disagree

(d) Does the company prepare any training calendar to assess the competency and
training need identification?

Yes No can’t say

4. FAIRNESS IN TRAINING NEED IDENTIFICATION

(a) To what extent the systems of training need identification are fairly followed?

To full extent To some extent Can’t say

(b) To what extent the identified training needs are achieved by the programme?

To full extent To some extent Not at all

(c) Does your company maintain any records of identified training needs?

Always Often
Seldom Never

5. TRAINING TIME PERIOD

(a) At what intervals, the training programmes are being conducted?

Monthly Quarterly
Half yearly Annually

(b) Are you satisfied with the duration of training programme?

Fully satisfied Quiet satisfied


To some extent Not satisfied

111
6. METHODS OF TRAINING

(a) Does the training provided is according to the identified training needs?

Yes To some extent No

(b) What type of training methods are used in your organization?

On-the-job training Off the job training


Both Any other

(c) Is the proper methodology followed while providing training?

Yes To some extent No

7. TRAINING PERSONNEL

(a) In case of on-the-job training by whom the training is usually provided?

Department head Immediate supervisor


External faculty All resources

(b) Were the aids used by trainer sufficient?

Sufficient To some extent Insufficient

(c) How effective are the trainer in illustrating the concepts?

Very effective Less effective Ineffective

(d) Overall how would you rate the trainer?

Excellent Good
Satisfactory Not Satisfactory

8. TRAINING EVALUATION

(a) Does evaluation of training being done?


Yes No

112
(b) Who is responsible for evaluation process?

Senior management Line management


Trainer Training manager

(c) Which type of technique is used for the assessment of training effectiveness?

Feedback forms Rating scales


Psychological test Learning curves

9. FEEDBACK OF TRAINING

(a) What competencies do you think you have gained by undergoing training?

Good level of competency Sufficient competency


Gained some knowledge Not gained anything

(b) How would you rate the training programmes for the enhancement of skills?

Best At par
Below par Can’t say

(c) To what extent training is helpful in implementing action plan?

To great extent To some extent Can’t say

10. IMPROVEMENT IN TRAINING EFFECTIVENESS

(a) What techniques are used for the improvement of training effectiveness?

Training need identification Pre training activities


Organization of programme Quality of training

(b) Is the improvement being checked regularly?

Yes No

113
(c) Are you satisfied with the infrastructure and facilities provided for training?

Fully satisfied Quiet satisfied


To some extent Not satisfied.

(d) Overall, how would you rate the training programs in your
Organization?

1 2 3 4 5
(1-Excellent, 2-very good, 3-good, 4-satisfactory, 5-not satisfactory)

11. SUGGESTIONS
What improvements should be made to make the training programmes more
effective regarding:-

 Training duration:

 Training personnel:

 Training evaluation:

 Training effectiveness:

 Training facilities:

 Training need identification:

 Any other suggestions:

THANKYOU

114
BIBLIOGRAPHY

 GUPTA SHASHI K., Human Resource Management, (Himalaya


Publishers)

 MAMMORIA C.B. Personnel Management, (Kalyani Publishers)

 DWIWEDI R.S. Managing Human Resources

WEBOGRAPHY
o www.parleproduct.com

o www.google.com.

115