Deepak-Final Project

Introduction
Overview of the importance of employee training and development in the manufacturing

sector
History
The concept of training and development has a long history dating back to ancient times. In
the early civilizations of Greece, Rome, and China, apprenticeships were used to teach
individuals skills and knowledge for specific trades or professions. This method of learning
involved an experienced practitioner passing on their knowledge to a less experienced
individual through on-the-job training.
During the Industrial Revolution, the need for specialized skills increased, and formal
training programs began to emerge. In the late 1800s, companies such as Kodak and
Westinghouse Electric began offering training programs to their employees, focusing on
technical skills such as machine operation and maintenance.
In the early 1900s, the concept of vocational education gained popularity, and schools began
offering courses in specific trades and professions. The U.S. government also began funding
vocational education programs to support the country's growing industrial base.
During World War II, training and development programs became even more critical as the
military needed to quickly train large numbers of soldiers for various roles. The military
developed a structured training model known as the "ADDIE" model (Analysis, Design,
Development, Implementation, and Evaluation), which is still widely used in training and
development today.
In the post-war era, the focus of training and development shifted from technical skills to
managerial and leadership skills. As businesses became more complex, the need for skilled
managers and leaders increased, and training programs began to focus on these areas.
In the 1960s and 1970s, the concept of human resource development emerged, which focused
on the development of the whole person, including their personal and professional growth.
This approach emphasized the importance of lifelong learning and continuous development.
In the 1980s and 1990s, training and development programs became more aligned with
business strategy, and the focus shifted to developing skills and knowledge that would
contribute to the organization's success. The use of technology, such as computer-based
training and online learning, also began to increase during this time.
Today, training and development programs continue to evolve and adapt to changing
business needs and technological advances. The focus is on developing a skilled and
knowledgeable workforce that can contribute to the organization's success and remain
competitive in the marketplace. With the increasing emphasis on continuous learning and
development, training and development will continue to play a critical role in the success of
organizations for years to come.
Employee training and development is critical for the success of any organization, and the
manufacturing sector is no exception. In today's fast-paced and constantly evolving business
environment, it is essential for manufacturing companies like TCS to stay competitive by
continuously improving their processes and products. This requires a skilled workforce that
can adapt to new technologies and processes.
Employee training and development programs play a vital role in developing the skills and
knowledge of employees, enabling them to perform their jobs effectively and efficiently.
These programs not only enhance the capabilities of employees but also help to improve their
job satisfaction and motivation levels, which can lead to higher employee retention rates.
In the manufacturing sector, where safety is of utmost importance, employee training and
development programs can also help to reduce the risk of accidents and injuries. By
providing employees with the necessary safety training, companies like TCS can ensure that
their employees are working in a safe and secure environment.
Furthermore, employee training and development programs can also help to foster a culture
of innovation and creativity within the organization. By encouraging employees to learn new
skills and take on new challenges, companies like TCS can develop a workforce that is
adaptable, flexible, and capable of handling new projects and initiatives.
In conclusion, employee training and development is crucial for the success of manufacturing
companies like TCS. By investing in their employees, companies can develop a skilled
workforce that is capable of adapting to new technologies and processes, while also
improving safety, innovation, and overall productivity.
Objectives of the study
1.To examine the current training and development practices in the manufacturing sector,
with a focus on TCS.
2.To identify the strengths and weaknesses of TCS's training and development programs and
compare them with best practices in the industry.
3.To assess the effectiveness of TCS's training and development programs in improving
employee performance, retention, and job satisfaction.
4.To explore the impact of training and development programs on safety, innovation, and
overall productivity in the manufacturing sector, with a focus on TCS.
5.To identify the challenges faced by TCS in implementing effective training and
development programs and provide recommendations for improvement.
6.To evaluate the ROI of TCS's training and development programs and identify areas where
they can be further optimized.
7.To provide a comprehensive analysis of the importance of employee training and
development in the manufacturing sector, specifically for TCS.
These objectives would allow for a thorough examination of TCS's training and development
practices, as well as their impact on employee performance and overall business success. The
study would provide valuable insights for TCS on areas for improvement and best practices
in the industry, which can help to inform future training and development initiatives.
Scope of the study

The study could focus on the manufacturing sector in India, specifically on TCS's training
and development practices within this sector.
The study could examine the various types of training and development programs offered by
TCS, including classroom training, on-the-job training, e-learning, and coaching/mentoring.
The study could explore the impact of training and development on different levels of
employees, including entry-level employees, mid-level managers, and senior executives.
The study could analyze the effectiveness of TCS's training and development programs in
developing technical skills, soft skills, and leadership skills among employees.
The study could examine the impact of TCS's training and development programs on safety,
innovation, and overall productivity within the manufacturing sector.
The study could also explore the challenges faced by TCS in implementing effective training
and development programs and provide recommendations for improvement.
The study could compare TCS's training and development practices with those of other
leading manufacturing companies in India, and identify areas where TCS can learn from best
practices in the industry.
These scopes would allow for a comprehensive analysis of TCS's training and development
practices within the manufacturing sector, as well as their impact on employees and overall
business success. By examining the different types of training programs offered and their
effectiveness, the study can provide insights on areas for improvement and potential best
practices. Additionally, analyzing the impact of training and development on safety,
innovation, and productivity can help TCS to better understand the value of these programs
and how to optimize them for maximum impact.
Literature Review
Improved Employee Performance: Employee training and development programs are

essential for enhancing the knowledge and skills of employees. It helps employees to become
more competent in their job roles and improve their overall performance, which ultimately
contributes to the success of the organization.
Increased Employee Engagement: Training and development programs can help to boost
employee engagement levels by providing employees with opportunities for growth and
development. Employees who feel that their organization is investing in their development
are more likely to feel engaged and motivated.
Improved Employee Retention: Organizations that offer comprehensive training and

development programs are more likely to retain their employees. When employees feel that
they have opportunities to learn and grow within the organization, they are more likely to stay
with the organization long-term.
Adaptability to Change: Employee training and development programs can help

organizations to adapt to changes in the business environment. By continuously updating the
knowledge and skills of employees, organizations like TCS can remain competitive and meet
the evolving needs of their customers.
Increased Innovation: Training and development programs can help to foster a culture of
innovation within the organization. By providing employees with opportunities to learn and
experiment with new ideas, organizations can develop a workforce that is capable of
identifying and implementing innovative solutions.
Improved Organizational Performance: Employee training and development programs can

ultimately improve the overall performance of the organization. By developing a skilled and
engaged workforce, organizations like TCS can enhance productivity, reduce costs, and
achieve their strategic objectives.
In conclusion, employee training and development is critical for the success of organizations
like TCS. By investing in the development of their employees, TCS can develop a skilled and
engaged workforce that can adapt to change, innovate, and improve organizational
performance. This, in turn, can lead to a more competitive and successful organization.
Types of employee training and development programs
On-the-Job Training: On-the-job training involves learning new skills or tasks while working.
This type of training can be effective in industries like manufacturing, where employees need
to learn specific processes or machinery.
Classroom Training: Classroom training involves traditional instructor-led training sessions.

This type of training can be effective for developing technical and soft skills.
E-Learning: E-learning involves online training programs that employees can complete at
their own pace. This type of training can be cost-effective and convenient for employees who
are not able to attend in-person training sessions.
Coaching and Mentoring: Coaching and mentoring programs involve pairing employees with
more experienced colleagues who can provide guidance and support. This type of training
can be effective for developing leadership skills and promoting employee growth.
Job Shadowing: Job shadowing involves allowing employees to observe and learn from
colleagues who are more experienced in a particular role or task. This type of training can be
effective for developing technical skills and gaining a better understanding of different roles
within the organization.
Leadership Development Programs: Leadership development programs involve providing

training and support for employees who are in or are being groomed for leadership positions.
This type of training can be effective for developing soft skills like communication, decision-
making, and strategic thinking.
Cross-Training: Cross-training involves training employees to perform tasks outside of their

regular job duties. This type of training can be effective for promoting flexibility and
improving employee engagement.
By offering a combination of these training and development programs, TCS can develop a
workforce that is skilled, engaged, and capable of driving organizational success. It is
important to assess the needs of the organization and its employees when deciding which
types of programs to implement.
Factors affecting the effectiveness of employee training and development programs
Needs Assessment: It is essential to conduct a needs assessment to determine the skills and
knowledge gaps of employees. Without a needs assessment, it is challenging to determine
which training and development programs will be most effective.
Clear Objectives: Clear objectives for training and development programs should be
established. Objectives should be specific, measurable, achievable, relevant, and time-bound
(SMART) to ensure that they can be effectively evaluated.
Relevance to Job: The relevance of the training and development program to the employee's
job is crucial to the effectiveness of the program. If employees cannot apply what they have
learned to their work, the training will not be effective.
Quality of Instruction: The quality of instruction in training and development programs is

vital. It is essential to have well-trained and experienced instructors who can provide clear
and engaging instruction.
Supportive Learning Environment: A supportive learning environment is essential for the

success of training and development programs. This includes providing access to necessary
resources and technology, as well as creating an atmosphere of openness and respect.
Feedback and Evaluation: Regular feedback and evaluation of training and development
programs are crucial to improving their effectiveness. Feedback can be obtained through
assessments, surveys, and other methods to determine whether the program has met its
objectives and whether changes need to be made.
Reinforcement: Reinforcement of the training and development program is essential for long-
term effectiveness. This can include follow-up sessions or ongoing coaching and mentoring
to ensure that employees continue to apply what they have learned.
By considering these factors when designing and implementing training and development
programs, TCS can ensure that their programs are effective in improving employee
knowledge, skills, and performance. It is important to evaluate the effectiveness of training
and development programs regularly and make adjustments as necessary to ensure continued
success.
Training and development practices in the manufacturing sector
Hands-On Training: In the manufacturing sector, hands-on training is often used to teach
employees how to use machinery and equipment. This type of training can be very effective
in helping employees learn new skills and techniques.
Simulation Training: Simulation training involves creating a virtual environment that

replicates real-world scenarios. This type of training can be effective for teaching employees
how to handle complex or dangerous situations.
Classroom Training: Classroom training is a traditional method of training that can be used in
the manufacturing sector. This type of training can be effective for teaching technical and soft
skills, such as communication and leadership.
On-The-Job Training: On-the-job training involves learning new skills or tasks while
working. In the manufacturing sector, this type of training can be effective for teaching
employees how to perform specific tasks and procedures.
E-Learning: E-learning involves online training programs that employees can complete at
their own pace. This type of training can be cost-effective and convenient for employees who
are not able to attend in-person training sessions.
Cross-Training: Cross-training involves training employees to perform tasks outside of their

regular job duties. This type of training can be effective for promoting flexibility and
improving employee engagement.
Coaching and Mentoring: Coaching and mentoring programs involve pairing employees with
more experienced colleagues who can provide guidance and support. This type of training
can be effective for developing leadership skills and promoting employee growth.
These are just a few examples of training and development practices that TCS could consider
implementing in the manufacturing sector. By providing effective training and development
programs, TCS can help employees acquire new skills and knowledge, which can lead to
improved performance and increased job satisfaction.
Best practices for employee training and development
Identify and prioritize training needs: Before implementing any training program, it is
important to identify the skills and knowledge gaps of employees. This can be done through a
needs assessment, performance evaluations, or employee surveys. Prioritizing training needs
based on the level of urgency and importance can help ensure that resources are allocated
effectively.
Use a variety of training methods: Different employees have different learning styles and
preferences. Using a variety of training methods, such as classroom training, e-learning, on-
the-job training, and coaching, can help accommodate different learning styles and ensure
that all employees have access to effective training.
Provide continuous learning opportunities: Learning should not be limited to just formal
training programs. Providing continuous learning opportunities, such as job shadowing,
mentoring, and job rotations, can help employees acquire new skills and knowledge on an
ongoing basis.
Encourage feedback and evaluation: Feedback and evaluation are essential to ensure that
training programs are effective. Encouraging employees to provide feedback on training
programs and evaluating the effectiveness of training can help identify areas for improvement
and ensure that resources are allocated effectively.
Set clear goals and objectives: Setting clear goals and objectives for training programs can
help ensure that employees understand what they are expected to learn and how it will benefit
them in their roles. Goals and objectives should be specific, measurable, achievable, relevant,
and time-bound (SMART).
Provide adequate resources and support: Providing employees with adequate resources, such
as training materials and equipment, and support, such as coaching and mentoring, can help
ensure that they are able to apply what they have learned in their roles effectively.
Celebrate success: Celebrating the success of employees who have completed training
programs can help motivate other employees to participate in training and development
programs and can help foster a culture of continuous learning.
By implementing these best practices for employee training and development, TCS can help
ensure that employees have the skills and knowledge they need to perform their roles
effectively, and can help promote employee engagement and satisfaction.
Research Methodology
Research design and methodology
As an AI language model, I do not have access to images. However, here is an outline of a
research design and methodology that TCS could consider for a study on employee training
and development in the manufacturing sector:
Research Questions: Define the research questions that will guide the study. For example,
"What are the most effective training and development practices in the manufacturing
sector?" and "How do these practices impact employee performance and job satisfaction?"
Literature Review: Conduct a literature review to identify existing research on employee

training and development in the manufacturing sector. This will help identify best practices,
gaps in existing research, and potential areas for further study.
Sampling and Data Collection: Identify the population and sample for the study, as well as
the data collection methods. For example, TCS could conduct a survey of employees in the
manufacturing sector to gather data on their experiences with training and development
programs.
Data Analysis: Analyze the data using appropriate statistical methods to identify patterns,
trends, and relationships between different variables. For example, TCS could use regression
analysis to identify the impact of training and development on employee performance and job
satisfaction.
Results and Conclusion: Present the findings of the study, including any significant
correlations or trends identified in the data analysis. Draw conclusions based on the results of
the study and make recommendations for future research or improvements to employee
training and development programs.
Images could be used to visually represent the research design and methodology, such as a
flowchart illustrating the steps involved in the study, a graph or chart depicting the results of
data analysis, or images of the survey or data collection methods used.
Sampling technique and sample size

The sampling technique and sample size for a study on employee training and development in
the manufacturing sector for TCS would depend on the research questions, the population
being studied, and the available resources for data collection. Here are some considerations
for selecting a sampling technique and determining the sample size:
Sampling Technique: The sampling technique used should be appropriate for the research
questions and population being studied. For example, if TCS wants to study the experiences
of employees in a specific manufacturing plant, they could use a simple random sampling
technique to select a representative sample of employees from that plant. If TCS wants to
study the experiences of employees across multiple manufacturing plants, they could use a
stratified random sampling technique to ensure that the sample is representative of the
different plants.
Sample Size: The sample size should be large enough to provide a representative sample of
the population being studied, while also being manageable within the available resources for
data collection. A larger sample size will provide more accurate and reliable results, but it
may also be more costly and time-consuming to collect data from a larger sample. A smaller
sample size may be more feasible, but it may also result in less reliable results. The sample
size could be determined using statistical formulas or guidelines for the desired level of
precision and confidence.
Ultimately, the sampling technique and sample size selected for a study on employee training
and development in the manufacturing sector for TCS should be based on careful
consideration of the research questions, population, available resources, and desired level of
precision and confidence in the results.
Data collection methods

As an AI language model, I do not have access to images and pictures. However, here are
some data collection methods TCS could consider for a study on employee training and
development in the manufacturing sector:
Surveys: TCS could conduct surveys of employees in the manufacturing sector to gather data
on their experiences with training and development programs. Surveys could be conducted
online or on paper, and could include both closed-ended and open-ended questions.
Interviews: TCS could conduct interviews with employees, managers, and trainers to gather
more in-depth information about training and development practices in the manufacturing
sector. Interviews could be conducted in person or over the phone, and could be structured or
unstructured.
Focus Groups: TCS could conduct focus groups with employees to gather qualitative data on
their experiences with training and development programs. Focus groups could be conducted
in person or online, and could include both structured and unstructured discussions.
Observations: TCS could conduct observations of training and development programs in

action to gather data on their effectiveness and identify areas for improvement. Observations
could be conducted in person or through video recordings.
Document Analysis: TCS could analyze documents such as training manuals, program
evaluations, and employee feedback forms to gather data on training and development
practices and their impact on employee performance and job satisfaction.
Images and pictures could be used to visually represent the different data collection methods,
such as photos of surveys, interview rooms, focus group discussions, observations, or
documents being analyzed. They could also be used to illustrate the different types of
questions being asked, the format of the data collection tools, or the participants involved in
the study.
Data analysis methods

After collecting the data on employee training and development practices in the
manufacturing sector for TCS, the next step would be to analyze the data to draw meaningful
insights and conclusions. Here are some data analysis methods TCS could consider:
Descriptive Statistics: TCS could use descriptive statistics such as mean, median, mode,
standard deviation, and frequency distributions to summarize the data and identify patterns
and trends.
Inferential Statistics: TCS could use inferential statistics such as t-tests, ANOVA, regression
analysis, and correlation analysis to test hypotheses and determine the significance of
relationships between variables.
Content Analysis: TCS could use content analysis to analyze qualitative data such as
interview transcripts, focus group discussions, and open-ended survey responses. Content
analysis involves identifying and categorizing themes and patterns in the data to draw
conclusions.
Data Visualization: TCS could use data visualization techniques such as graphs, charts, and
tables to visually represent the data and communicate key findings to stakeholders.
Text Analytics: TCS could use text analytics software to analyze large amounts of
unstructured data, such as social media posts or customer feedback. Text analytics involves
using natural language processing and machine learning algorithms to identify themes,
sentiment, and patterns in text data.
The data analysis methods selected by TCS would depend on the research questions, type of
data collected, and available resources for analysis. The goal is to use methods that will
provide the most accurate and reliable results to help inform decisions about employee
training and development practices in the manufacturing sector.
Tata Consultancy Services (TCS) is one of the largest IT services and consulting companies
in the world, with operations in more than 46 countries. TCS has over 500,000 employees,
making it one of the largest employers in the world. TCS recognizes the importance of
employee training and development, as it plays a crucial role in the success of the company.
In this overview, we will discuss the importance of employee training and development in
TCS, and how it helps the company achieve its goals.
1. Enhancing Employee Skills and Knowledge TCS recognizes that its employees are its
most important asset, and investing in their skills and knowledge is essential for the
company's growth and success. TCS provides a comprehensive training program to its
employees to enhance their skills and knowledge. The training program includes
technical training, soft skills training, leadership training, and domain-specific
training. This training helps employees stay up-to-date with the latest technologies
and industry trends, which is crucial for the success of a company like TCS.
2. Improving Employee Productivity The training and development program at TCS also
helps improve employee productivity. When employees are trained in new
technologies and skills, they can perform their jobs more efficiently and effectively.
This, in turn, leads to increased productivity and better outcomes for the company.
TCS recognizes that a highly skilled and motivated workforce is essential for its
growth and success.
3. Retaining Talent Employee training and development also play a crucial role in
retaining talent. When employees feel that they are growing and developing in their
jobs, they are more likely to stay with the company. TCS invests in its employees'
growth and development, which helps in retaining talent. This is important for the
company as it helps reduce turnover costs and maintain a stable workforce.
4. Promoting Innovation Innovation is critical to the success of a company like TCS.
The company's training and development program plays a crucial role in promoting
innovation. When employees are trained in new technologies and skills, they can
apply these skills to their work and come up with innovative solutions to complex
problems. This helps TCS stay ahead of the competition and provide better services to
its clients.
5. Meeting Client Needs TCS's training and development program helps the company
meet its clients' needs. As clients' needs and requirements change, TCS's employees
must stay up-to-date with the latest technologies and industry trends. The company's
training program helps employees stay current with new developments in their fields
and provide better solutions to clients.
6. Building a Positive Company Culture Employee training and development can also
help build a positive company culture. When employees feel that their growth and
development are important to the company, they are more likely to be engaged and
motivated in their work. This, in turn, leads to a positive work environment and better
outcomes for the company.
In conclusion, the importance of employee training and development in TCS cannot be

overstated. It helps enhance employee skills and knowledge, improve productivity, retain
talent, promote innovation, meet client needs, and build a positive company culture. These
benefits are crucial for the success of a company like TCS, which relies heavily on the skills
and knowledge of its employees.
Importance of Employee Training and Development This section could discuss the benefits
of employee training and development, such as improved performance, productivity, job
satisfaction, and retention. It could also explore the relationship between employee training
and development and organizational success, highlighting the importance of investing in
employees' skills and knowledge.
Types of Training and Development Programs In this section, different types of training and
development programs could be explored. This could include on-the-job training, classroom
training, online training, mentoring, coaching, and job rotation. Each program's strengths and
weaknesses could be discussed, along with their suitability for different employee groups.
TCS's Training and Development Programs This section could provide an overview of TCS's
approach to employee training and development. This could include information about TCS's
training and development programs, such as the TCS Ignite program, and its focus on
continuous learning and development. The effectiveness of these programs could also be
explored, using data and examples to illustrate their impact on employee performance and
engagement.
Measuring the Effectiveness of Training and Development Programs In this section, different
methods for measuring the effectiveness of training and development programs could be
explored. This could include metrics such as employee satisfaction, retention, productivity,
and skill development. The challenges of measuring the effectiveness of training and
development programs could also be discussed, along with strategies for overcoming these
challenges.
Challenges in Employee Training and Development This section could explore some of the
challenges associated with employee training and development, such as the cost and time
associated with training, identifying the right training programs for employees, and ensuring
that employees apply their training to their work. Strategies for addressing these challenges
could also be discussed.
Conclusion The conclusion could summarize the key points discussed in the project and
highlight the importance of employee training and development for organizational success. It
could also provide recommendations for organizations looking to improve their employee
training and development programs, based on the insights gained from the project.
Overview of TCS
Tata Consultancy Services (TCS) is a multinational information technology (IT) service,
consulting, and business solutions company headquartered in Mumbai, India. It is a
subsidiary of Tata Group, one of India's largest conglomerates.
TCS was founded in 1968 and has since become one of the largest IT services companies in
the world. The company offers a wide range of services, including application development
and maintenance, digital transformation, consulting, cloud services, and engineering services.
TCS has a global presence with offices and delivery centers in over 46 countries.
TCS is known for its focus on innovation, quality, and customer satisfaction. The company
has received numerous awards and accolades for its work, including being named the #1 IT
services brand in the world by Brand Finance in 2021. TCS has also been recognized for its
commitment to social responsibility and sustainability, with initiatives focused on education,
healthcare, and the environment.
As of 2021, TCS has over 500,000 employees worldwide and generated revenue of over $22
billion in the fiscal year 2020-2021. The company has a diverse workforce and is committed
to promoting diversity, equity, and inclusion in the workplace.
Overall, TCS is a leader in the IT services industry, known for its innovative solutions,
customer focus, and commitment to social responsibility.
Training and developent practices at TCS
Tata Consultancy Services (TCS) is committed to providing its employees with training and
development opportunities to support their professional growth and career advancement. The
company offers a wide range of training programs and resources to help employees develop
their skills and expertise.
Some of the training and development practices at TCS include:
Technical and Functional Training: TCS offers a variety of technical and functional training
programs to help employees build their skills in areas such as software development, data
analytics, cybersecurity, and cloud computing. The company has a dedicated learning
platform called the TCS Learning Platform (TLP) that provides employees with access to
online courses, virtual labs, and other resources to support their learning.
Leadership Development: TCS provides leadership development programs to help employees

develop their leadership skills and capabilities. The programs are designed to provide
employees with the skills they need to lead and manage teams effectively, communicate with
stakeholders, and drive results.
Mentoring and Coaching: TCS has a mentoring and coaching program that provides
employees with the opportunity to work with experienced mentors and coaches who can
provide guidance, advice, and support as they navigate their careers. The program is designed
to help employees identify their strengths and areas for improvement and develop action
plans to achieve their goals.
Performance Management: TCS has a robust performance management system that includes
regular performance reviews, goal setting, and feedback. The system is designed to help
employees understand their performance expectations, receive feedback on their
performance, and develop action plans to improve their performance.
Soft Skills Training: TCS recognizes the importance of developing soft skills, such as
communication, collaboration, and problem-solving, in addition to technical skills. The
company provides employees with access to training programs and resources to help them
develop these skills and become well-rounded professionals.
Overall, TCS is committed to providing its employees with a comprehensive training and
development program that supports their professional growth and development. The company
recognizes that investing in employee training and development is essential for building a
skilled and motivated workforce that can drive business success.
Objectives of the training and development programs at TCS

The training and development programs at Tata Consultancy Services (TCS) are designed to
help employees develop the skills and knowledge they need to perform their jobs effectively
and advance their careers within the company. The objectives of these programs include:
1. Enhancing Technical and Functional Skills: TCS provides technical and functional
training programs to help employees develop the skills and knowledge they need to
perform their jobs effectively. The objective is to ensure that employees have the
necessary skills to keep up with the latest trends and technologies in their respective
fields.
2. Building Leadership and Management Skills: TCS offers leadership development
programs to help employees develop their leadership and management skills. The
objective is to equip employees with the skills they need to lead and manage teams
effectively, communicate with stakeholders, and drive results.
3. Improving Performance: TCS's performance management system is designed to help
employees understand their performance expectations, receive feedback on their
performance, and develop action plans to improve their performance. The objective is
to improve employee performance, which can lead to better business results.
4. Promoting Career Development: TCS provides mentoring and coaching programs to
help employees navigate their careers and achieve their career goals. The objective is
to provide employees with the support and guidance they need to advance their
careers within the company.
5. Developing Soft Skills: TCS recognizes the importance of developing soft skills, such
as communication, collaboration, and problem-solving. The objective is to help
employees develop well-rounded skills that can help them succeed in their roles and
advance their careers.
Overall, the objectives of the training and development programs at TCS are to ensure that
employees have the skills and knowledge they need to perform their jobs effectively, advance
their careers within the company, and contribute to the company's success.
Employee Training and Development Practices at TCS
Overview of the training and development programs at TCS
Tata Consultancy Services (TCS) is a leading global IT services, consulting, and business
solutions organization that operates in over 46 countries. As a company that recognizes the
importance of employee development, TCS invests heavily in its training and development
programs to ensure that its employees are equipped with the skills and knowledge they need
to succeed in their roles and contribute to the company's growth. Here are some of the
training and development practices at TCS:
1. Technical and Functional Training Programs: TCS offers a wide range of technical
and functional training programs to help employees develop the skills and knowledge
they need to perform their jobs effectively. These programs cover various topics, such
as programming languages, software development methodologies, project
management, and domain-specific knowledge.
2. Leadership Development Programs: TCS provides leadership development programs
to help employees develop their leadership and management skills. These programs
are designed for employees at different levels, from entry-level managers to senior
executives, and cover topics such as communication, strategic thinking, and team
management.
3. Performance Management System: TCS has a robust performance management
system that is designed to help employees understand their performance expectations,
receive feedback on their performance, and develop action plans to improve their
performance. The system includes regular performance reviews, goal setting, and
career development planning.
4. Mentoring and Coaching Programs: TCS provides mentoring and coaching programs
to help employees navigate their careers and achieve their career goals. These
programs offer employees the opportunity to receive guidance and feedback from
experienced mentors and coaches within the organization.
5. Soft Skills Training: TCS recognizes the importance of developing soft skills, such as
communication, collaboration, and problem-solving. The company provides various
soft skills training programs to help employees develop these skills and become well-
rounded professionals.
6. E-Learning and Online Training Programs: TCS offers a range of e-learning and
online training programs that employees can access from anywhere, at any time.
These programs cover various topics, from technical skills to leadership development,
and allow employees to learn at their own pace.
7. Certification Programs: TCS encourages employees to pursue professional
certifications in their respective fields. The company provides support and resources
for employees to prepare for and take certification exams.
Overall, TCS's training and development programs are designed to provide employees with
the skills, knowledge, and resources they need to succeed in their roles and advance their
careers within the company. By investing in employee development, TCS is able to attract
and retain top talent, stay ahead of industry trends, and drive business growth.
ypes of Training and Development Programs In this section, different types of training and
development programs could be explored. This could include on-the-job training, classroom
training, online training, mentoring, coaching, and job rotation. Each program's strengths and
weaknesses could be discussed, along with their suitability for different employee groups.
Effectiveness of Training and Development Programs This section could provide examples
and case studies that demonstrate the effectiveness of training and development programs in
improving employee performance and engagement. It could also discuss the challenges
associated with measuring the impact of training and development programs on employee
performance and engagement.
Designing and Implementing Effective Training and Development Programs In this section,
the best practices for designing and implementing effective training and development
programs could be explored. This could include identifying training needs, selecting the right
training methods, setting learning objectives, and evaluating training effectiveness.
Barriers to Effective Training and Development This section could explore some of the
barriers that organizations face in designing and implementing effective training and
development programs. This could include budget constraints, lack of support from
management, resistance to change, and lack of employee engagement.
TRAINING AND DEVELOPMENT PRACTICES UNDERTAKEN BY IT SECTOR

The Information Technology (IT) sector is a rapidly growing industry that requires
continuous learning and development for its employees. In this project, we will discuss the
training and development practices undertaken by the IT sector to improve employee
performance, productivity, and engagement.
The introduction section could provide an overview of the IT sector and its importance in the
current business landscape. It could also discuss how the rapid pace of technological
advancements requires employees to continuously update their skills and knowledge.
Importance of Training and Development in IT Sector This section could discuss the
importance of training and development in the IT sector, highlighting how it can improve
employee performance and engagement, as well as contribute to organizational success.
Types of Training and Development Programs in IT Sector In this section, different types of
training and development programs could be explored that are commonly used in the IT
sector. This could include on-the-job training, classroom training, online training,
certifications, conferences, and workshops. Each program's strengths and weaknesses could
be discussed, along with their suitability for different employee groups.
Effectiveness of Training and Development Programs in IT Sector This section could provide
examples and case studies that demonstrate the effectiveness of training and development
programs in the IT sector. It could also discuss the challenges associated with measuring the
impact of training and development programs on employee performance and engagement.
Designing and Implementing Effective Training and Development Programs in IT Sector In

this section, the best practices for designing and implementing effective training and
development programs in the IT sector could be explored. This could include identifying
training needs, selecting the right training methods, setting learning objectives, and
evaluating training effectiveness.
Barriers to Effective Training and Development in IT Sector This section could explore some
of the barriers that organizations in the IT sector face in designing and implementing
effective training and development programs. This could include budget constraints, lack of
support from management, resistance to change, and lack of employee engagement.
Innovation in Training and Development Practices in IT Sector This section could explore
how the IT sector is innovating its training and development practices to meet the demands of
a rapidly changing technological landscape. This could include gamification, microlearning,
virtual and augmented reality, and adaptive learning.
highlight the importance of training and development in the IT sector for organizational
success. It could also provide recommendations for organizations looking to improve their
training and development programs, based on the insights gained from the project. Finally, it
could discuss the role of technology in shaping the future of training and development
practices in the IT sector.
Global Importance of Training and Development
The introduction section could provide an overview of the topic and highlight the importance
of employee training and development in the global context. It could also discuss the
significance of employee training and development in enhancing organizational performance
and competitiveness.
enefits of Employee Training and Development This section could discuss the benefits of
employee training and development, such as improved performance, productivity, job
satisfaction, and retention. It could also explore the relationship between employee training
and development and organizational success, highlighting the importance of investing in
employees' skills and knowledge.
Impact of Globalization on Training and Development In this section, the impact of

globalization on training and development could be explored. This could include the
challenges and opportunities associated with providing training and development programs to
a diverse and dispersed workforce. The role of globalization in increasing the need for cross-
cultural training could also be discussed.
Technology and Training and Development This section could discuss the role of technology
in enhancing training and development programs. It could explore how technology is
changing the way employees learn, such as the use of e-learning platforms, virtual reality,
and gamification. It could also discuss the challenges associated with implementing
technology in training and development programs, such as access to technology and ensuring
the quality of online learning.
Effective Strategies for Training and Development In this section, effective strategies for
training and development could be explored. This could include the importance of needs
assessment, identifying training goals and objectives, selecting the right training methods,
and evaluating the effectiveness of training and development programs. Case studies and
examples of successful training and development programs could also be provided.
Challenges and Solutions in Training and Development This section could explore some of
the challenges that organizations face in designing and implementing effective training and
development programs. This could include budget constraints, lack of support from
management, resistance to change, and lack of employee engagement. Strategies for
addressing these challenges could also be discussed.
highlight the global importance of employee training and development for organizational
success. It could also provide recommendations for organizations looking to improve their
training and development programs, based on the insights gained from the project. Finally, it
could discuss the future trends in employee training and development, such as the increasing
importance of soft skills training and the need for lifelong learning.
NEED AND BENEFITS OF TRAINING AT TRAINING ATTHE INDIVIDUAL,

OPERATIONAL AND ORGANIZATIONAL LEVELS.
Need for Training at the Individual Level Training at the individual level is essential for
employees to acquire new skills and knowledge required to perform their jobs effectively.
The need for training arises from several factors, such as changes in technology, processes, or
job requirements, employee turnover, and performance gaps. Effective training programs can
help individuals gain confidence, improve their job performance, and enhance their career
prospects.
Benefits of Training at the Individual Level Training at the individual level has several
benefits, including:
1. Improved Performance: Training provides individuals with the necessary skills and
knowledge to perform their jobs effectively, resulting in improved performance and
productivity.
2. Enhanced Job Satisfaction: When individuals feel confident in their abilities and
understand their role within an organization, they are more likely to be satisfied with
their job.
3. Career Advancement: Training can provide individuals with the necessary skills and
knowledge to advance their careers within an organization.
4. Improved Employee Retention: Employees who receive training and development are
more likely to remain with an organization, reducing turnover costs.
Need for Training at the Operational Level Training at the operational level is essential to
ensure that business processes are performed effectively and efficiently. The need for training
at this level arises from several factors, such as changes in processes, technology, or
equipment, new product development, or customer service requirements. Effective training
programs can help operational teams to work collaboratively, ensure quality, and enhance
customer satisfaction.
Benefits of Training at the Operational Level Training at the operational level has several
benefits, including:
1. Improved Productivity: Effective training programs can help operational teams to

work more efficiently, resulting in increased productivity.
2. Enhanced Quality: Training can help operational teams to understand quality
standards and processes, ensuring that products and services meet or exceed customer
expectations.
3. Improved Customer Satisfaction: Well-trained operational teams can ensure that
customers receive high-quality products and services, resulting in enhanced customer
satisfaction.
4. Reduced Costs: Effective training programs can help to reduce costs associated with
waste, rework, and errors.
Need for Training at the Organizational Level Training at the organizational level is essential
to ensure that the organization is aligned with its goals, values, and culture. The need for
training at this level arises from several factors, such as changes in strategy, mergers and
acquisitions, or the introduction of new products or services. Effective training programs can
help to build a strong organizational culture, enhance employee engagement, and improve
business performance.
Benefits of Training at the Organizational Level Training at the organizational level has
several benefits, including:
1. Improved Business Performance: Effective training programs can help to align the
organization with its goals, resulting in improved business performance.
2. Strong Organizational Culture: Training can help to build a strong organizational
culture, enhancing employee engagement, and reducing turnover.
3. Improved Communication: Training can help to improve communication within the
organization, resulting in more effective collaboration and decision-making.
4. Increased Innovation: Training can help employees to think creatively, resulting in
increased innovation and a competitive advantage.
Learning Roadmap in training and development

A learning roadmap is a comprehensive plan that outlines the skills, knowledge, and
experiences that an employee needs to acquire over time to achieve their career goals and
meet the requirements of their job. It provides a structured approach to employee
development that aligns with the organization's goals and ensures that employees have the
skills and knowledge required to perform their job responsibilities effectively.
A learning roadmap typically includes the following components:
1. Competency Assessment: Before creating a learning roadmap, it is essential to assess

the employee's current competencies and identify areas for improvement. This can be
done through performance reviews, self-assessments, or skill assessments.
2. Career Goals: The learning roadmap should align with the employee's career goals
and aspirations. This can include short-term and long-term goals and can be based on
the employee's role within the organization.
3. Learning Objectives: Based on the competency assessment and career goals, the
learning roadmap should identify the specific knowledge, skills, and experiences that
the employee needs to acquire. This can include on-the-job training, classroom
training, mentoring, coaching, or job rotations.
4. Learning Activities: Once the learning objectives have been identified, the learning
roadmap should include a plan for the specific learning activities that the employee
will undertake. This can include attending training courses, participating in webinars,
reading industry publications, or completing online learning modules.
5. Timeframe: The learning roadmap should include a timeline for achieving the
identified learning objectives. This can include short-term and long-term milestones
and should be reviewed regularly to ensure that the employee is on track to meet their
goals.
6. Evaluation: The learning roadmap should include a plan for evaluating the employee's
progress and the effectiveness of the learning activities. This can include performance
reviews, skill assessments, or feedback from mentors or managers.
Benefits of a Learning Roadmap:
1. Clear direction: A learning roadmap provides employees with a clear direction on

what they need to achieve and the specific steps they need to take to get there.
2. Increased motivation: Having a structured plan for development can increase
employee motivation and engagement, as they have a clear understanding of their
career path.
3. Improved performance: A learning roadmap can improve employee performance by
ensuring that they have the skills and knowledge required to perform their job
responsibilities effectively.
4. Retention: Employees are more likely to stay with an organization if they see
opportunities for development and career advancement.
5. Business success: A learning roadmap can help ensure that the organization has the
skills and knowledge required to achieve its goals and remain competitive in the
marketplace.
Skill development and training stages according to the Periodization of Skill Training
framework
The Periodization of Skill Training (PST) framework is a model that outlines the stages
of skill development and training. The PST framework was developed by Tudor
Bompa, a Romanian-born sports scientist and coach, and is widely used in the fields
of sports training and coaching. The PST framework can be applied to any skill
development or training program, including those in the workplace.
The PST framework consists of four stages: the preparation stage, the first transition
stage, the competition stage, and the second transition stage.
1. Preparation Stage: This stage is characterized by a focus on building a

foundation of general fitness and technical skills. In the workplace, this stage
might involve training in basic job skills or knowledge, as well as developing
general workplace skills such as communication and teamwork.
2. First Transition Stage: This stage is characterized by a shift in focus from
general skills to more specific skills and techniques. In the workplace, this
stage might involve more specialized training or job-specific skills
development.
3. Competition Stage: This stage is characterized by a focus on performance and
achieving specific goals or objectives. In the workplace, this stage might
involve using the skills and knowledge developed in the previous stages to
complete job tasks and projects.
4. Second Transition Stage: This stage is characterized by a focus on recovery
and preparing for the next training cycle or project. In the workplace, this
stage might involve debriefing and reflection on the training and
development process, as well as preparing for future training or development
opportunities.
The PST framework emphasizes the importance of progressing through each stage in
a systematic and progressive manner, with each stage building on the skills and
knowledge developed in the previous stage. This framework can be a useful tool for
designing and implementing effective training and development programs in the
workplace.
Training Process
 Identify Training Needs

 Design Training
 Develop Training Materials
 Deliver Training Program
 Evaluate Training
 Revise and Update Training as Needed
1. Identify Training Needs: The first step in the training process is to identify the
training needs of the organization and/or its employees. This might involve
analyzing performance data, conducting surveys or focus groups, or observing
employees in the workplace.
2. Design Training: Once the training needs have been identified, the next step is
to design the training program. This might involve developing learning
objectives, selecting instructional methods and materials, and determining the
best delivery mode (e.g., in-person, online, blended).
3. Develop Training Materials: With the training program design in place, the
next step is to develop the actual training materials, such as presentations,
handouts, and e-learning modules.
4. Deliver Training Program: The training program is then delivered to the
intended audience using the selected delivery mode(s). This might involve
classroom instruction, on-the-job training, or online learning.
5. Evaluate Training: After the training has been delivered, it is important to
evaluate its effectiveness. This might involve collecting feedback from
participants, analyzing performance data, or conducting follow-up
assessments.
6. Revise and Update Training as Needed: Based on the evaluation results, the
training program should be revised and updated as needed to ensure that it
continues to meet the needs of the organization and its employees.
By following these steps, organizations can design and implement effective training
programs that help employees acquire the skills and knowledge they need to be
successful in their roles.
Employee Development
On-the-Job Training | Job Rotation | Mentoring
Classroom Training
E-Learning
Conferences and Workshops

Training Program Framework Development
Training Program Framework

Development
When developing your training plan, there are a number of considerations.
Training is something that should be planned and developed in advance.
Figure 8.6 Training Program Development Model

The considerations for developing a training program are as follows:
1. Needs assessment and learning objectives. This part of the framework

development asks you to consider what kind of training is needed in
your organization. Once you have determined the training needed, you
can set learning objectives to measure at the end of the training.
2. Consideration of learning styles. Making sure to teach to a variety of
learning styles is important to development of training programs.
3. Delivery mode. What is the best way to get your message across? Is
web-based training more appropriate, or should mentoring be used?
Can vestibule training be used for a portion of the training while job
shadowing be used for some of the training, too? Most training
programs will include a variety of delivery methods.
4. Budget. How much money do you have to spend on this training?
5. Delivery style. Will the training be self-paced or instructor led? What
kinds of discussions and interactivity can be developed in conjunction
with this training?
6. Audience. Who will be part of this training? Do you have a mix of roles,
such as accounting people and marketing people? What are the job
responsibilities of these individuals, and how can you make the training
relevant to their individual jobs?
7. Content. What needs to be taught? How will you sequence the
information?
8. Timelines. How long will it take to develop the training? Is there a
deadline for training to be completed?
9. Communication. How will employees know the training is available to
them?
10.Measuring effectiveness of training. How will you know if your training
worked? What ways will you use to measure this?
Human Resource Recall
Can you think of a time where you received training, but the facilitator did not connect
with the audience? Does that ever happen in any of your classes (of course not this one,
though)?
Needs Assessment
The first step in developing a training program is to determine what the
organization needs in terms of training. There are three levels of training needs
assessment: organizational assessment, occupational (task) assessment,
and individual assessment:
1. Organizational assessment. In this type of needs assessment, we can

determine the skills, knowledge, and abilities a company needs to meet
its strategic objectives. This type of assessment considers things such as
changing demographics and technological trends. Overall, this type of
assessment looks at how the organization as a whole can handle its
weaknesses while promoting strengths.
2. Occupational (task) assessment. This type of assessment looks at the
specific tasks, skills knowledge, and abilities required to do jobs within
the organization.
3. Individual assessment. An individual assessment looks at the
performance of an individual employee and determines what training
should be accomplished for that individual.
We can apply each of these to our training plan. First, to perform an

organizational assessment, we can look at future trends and our overall
company’s strategic plan to determine training needs. We can also see how jobs
and industries are changing, and knowing this, we can better determine the
occupational and individual assessments.
Researching training needs can be done through a variety of ways. One option is
to use an online tool such as SurveyMonkey to poll employees on what types of
training they would like to see offered.
As you review performance evaluations turned in by your managers, you may

see a pattern developing showing that employees are not meeting expectations.
As a result, this may provide data as to where your training is lacking.
There are also types of training that will likely be required for a job, such as
technical training, safety training, quality training, and professional training.
Each of these should be viewed as separate training programs, requiring an
individual framework for each type of training. For example, an employee
orientation framework will look entirely different from an in-house technical
training framework.
Training must be tied to job expectations. Any and all training developed should
transfer directly to the skills of that particular employee. Reviewing the HR
strategic plan and various job analyses may help you see what kind of training
should be developed for specific job titles in your organization.
Learning Objectives
After you have determined what type of training should occur, learning
objectives for the training should be set. A learning objective is what you want
the learner to be able to do, explain, or demonstrate at the end of the training
period. Good learning objectives are performance based and clear, and the end
result of the learning objective can be observable or measured in some way.
Examples of learning objectives might include the following:
1. Be able to explain the company policy on sexual harassment and give

examples of sexual harassment.
2. Be able to show the proper way to take a customer’s order.
3. Perform a variety of customer needs analyses using company software.
4. Understand and utilize the new expense-tracking software.
5. Explain the safety procedure in handling chemicals.
6. Be able to explain the types of communication styles and strategies to
effectively deal with each style.
7. Demonstrate ethics when handling customer complaints.
8. Be able to effectively delegate to employees.
Once we have set our learning objectives, we can utilize information on
learning styles to then determine the best delivery mode for our training.
Learning Styles
Understanding learning styles is an important component to any training
program. For our purposes, we will utilize a widely accepted learning style
model. Recent research has shown that classifying people into learning styles
may not be the best way to determine a style, and most people have a different
style depending on the information being taught. In a study by Pashler et al., the
authors look at aptitude and personality as key traits when learning, as opposed
to classifying people into categories of learning styles. Bearing this in mind, we
will address a common approach to learning styles next.
An effective trainer tries to develop training to meet the three different learning
styles1:
1. Visual learner. A visual learner usually has a clear “picture” of an

experience. A visual learner often says things such as “I can see what you
are saying” or “This looks good.” A visual learner is best reached using
graphics, pictures, and figures.
2. Auditory learner. An auditory learner learns by sound. An auditory
learner might say, “If I hear you right” or “What do you hear about this
situation?” The auditory learner will learn by listening to a lecture or to
someone explaining how to do something.
3. Kinesthetic learner. A kinesthetic learner learns by developing feelings
toward an experience. These types of learners tend to learn by doing
rather than listening or seeing someone else do it. This type of learner
will often say things such as “This feels right.”
Most individuals use more than one type of learning style, depending on what
kinds of information they are processing. For example, in class you might be a
visual learner, but when learning how to change a tire, you might be a
kinesthetic learner.
Delivery Mode
Depending on the type of training that needs to be delivered, you will likely
choose a different mode to deliver the training. An orientation might lend itself
best to vestibule training, while sexual harassment training may be better for
web-based training. When choosing a delivery mode, it is important to consider
the audience and budget constrictions. For example, Oakwood Worldwide, a
provider of temporary housing, recently won the Top 125 Training Award for
its training and development programs2. It offers in-class and online classes for
all associates and constantly add to its course catalog. This is a major
recruitment as well as retention tool for its employees. In fact, the company
credits this program for retaining 25 percent of its workforce for ten years or
more. Table 8.1 “Types of Training and Delivery” looks at each of the types of
training and suggests appropriate options for delivery modes.
Table 8.1 Types of Training and Delivery
Delivery Method Type of Training Suggested
Technical training
Skills training
On-the-job
coaching
Managerial training
Safety training
Mentor Technical training
Skills training
Managerial training
Safety training
Quality training
Soft skills training
Brown bag lunch
Professional training
Safety training
Web-based Technical training
Quality training
Skills training
Team training
Managerial training
Safety training
Technical training
Quality training
Job shadowing
Skills training
Safety training
Job swapping Technical training
Quality training
Skills training
Team training
Managerial training
Safety training
Vestibule training Technical training
Quality training
Skills training
Team training
Managerial training
Safety training
Budget
How much money do you think the training will cost? The type of training
performed will depend greatly on the budget. If you decide that web-based
training is the right delivery mode, but you don’t have the budget to pay the user
fee for the platform, this wouldn’t be the best option. Besides the actual cost of
training, another cost consideration is people’s time. If employees are in
training for two hours, what is the cost to the organization while they are not
able to perform their job? A spreadsheet should be developed that lists the
actual cost for materials, snacks, and other direct costs, but also the indirect
costs, such as people’s time.
Delivery Style
Taking into consideration the delivery method, what is the best style to deliver
this training? It’s also important to keep in mind that most people don’t learn
through “death by PowerPoint”; they learn in a variety of ways, such as
auditory, kinesthetic, or visual. Considering this, what kinds of ice breakers,
breakout discussions, and activities can you incorporate to make the training as
interactive as possible? Role plays and other games can make the training fun
for employees. Many trainers implement online videos, podcasts, and other
interactive media in their training sessions. This ensures different learning styles
are met and also makes the training more interesting.
Audience
Considering your audience is an important aspect to training. How long have
they been with the organization, or are they new employees? What departments
do they work in? Knowing the answers to these questions can help you develop
a relevant delivery style that makes for better training. For example, if you
know that all the people attending the training are from the accounting
department, examples you provide in the training can be focused on this type of
job. If you have a mixed group, examples and discussions can touch on a variety
of disciplines.
Content Development
The content you want to deliver is perhaps one of the most important parts in
training and one of the most time-consuming to develop. Development of
learning objectives or those things you want your learners to know after the
training makes for a more focused training. Think of learning objectives as
goals—what should someone know after completing this training? Here are
some sample learning objectives:
1. Be able to define and explain the handling of hazardous materials in the

workplace.
2. Be able to utilize the team decision process model.
3. Understand the definition of sexual harassment and be able to recognize
sexual harassment in the workplace.
4. Understand and be able to explain the company policies and structure.
After you have developed the objectives and goals, you can begin to develop the
content of the training. Consideration of the learning methods you will use, such
as discussion and role playing, will be outlined in your content area.
Development of content usually requires a development of learning objectives

and then a brief outline of the major topics you wish to cover. With that outline,
you can “fill in” the major topics with information. Based on this information,
you can develop modules or PowerPoint slides, activities, discussion questions,
and other learning techniques.
Timelines
For some types of training, time lines may be required to ensure the training has
been done. This is often the case for safety training; usually the training should
be done before the employee starts. In other words, in what time frame should
an employee complete the training?
Another consideration regarding time lines is how much time you think you
need to give the training. Perhaps one hour will be enough, but sometimes,
training may take a day or even a week. After you have developed your training
content, you will likely have a good idea as to how long it will take to deliver it.
Consider the fact that most people do not have a lot of time for training and
keep the training time realistic and concise.
From a long-term approach, it may not be cost effective to offer an orientation

each time someone new is hired. One consideration might be to offer orientation
training once per month so that all employees hired within that month are
trained at the same time.
Development of a dependable schedule for training might be ideal, as in the

following example:
1. Orientation is offered on the first Thursday of every month.

2. The second and third Tuesday will consist of vestibule training on
management skills and communication.
3. Twice yearly, in August and March, safety and sexual harassment
training will be given to meet the legal company requirements.
Developing a dependable training schedule allows for better communication to

your staff, results in fewer communication issues surrounding training, and
allows all employees to plan ahead to attend training.
Communication
Once you have developed your training, your next consideration is how you will
communicate the available training to employees. In a situation such as an
orientation, you will need to communicate to managers, staff, and anyone
involved in the training the timing and confirm that it fits within their schedule.
If it is an informal training, such as a brown bag lunch on 401(k) plans, this
might involve determining the days and times that most people are in the office
and might be able to participate. Because employees use Mondays and Fridays,
respectively, to catch up and finish up work for the week, these days tend to be
the worst for training.
Consider utilizing your company’s intranet, e-mail, and even old-fashioned

posters to communicate the training. Many companies have Listservs that can
relay the message to only certain groups, if need be.
Human Resource Recall
What can happen if training is not communicated to employees appropriately?
Measuring Effectiveness
After we have completed the training, we want to make sure our training
objectives were met. One model to measure effectiveness of training is the
Kirkpatrick model (Kirkpatrick, 2006), developed in the 1950s. His model has
four levels:
1. Reaction: How did the participants react to the training program?

2. Learning: To what extent did participants improve knowledge and skills?
3. Behavior: Did behavior change as a result of the training?
4. Results: What benefits to the organization resulted from the training?
Each of Kirkpatrick’s levels can be assessed using a variety of methods. We

will discuss those next.
Figure 8.7 Kirkpatrick’s Four Levels of Training Evaluation

Review the performance of the employees who received the training, and if
possible review the performance of those who did not receive the training. For
example, in your orientation training, if one of the learning objectives was to be
able to request time off using the company intranet, and several employees who
attended the training come back and ask for clarification on how to perform this
task, it may mean the training didn’t work as well as you might have thought. In
this case, it is important to go back and review the learning objectives and
content of your training to ensure it can be more effective in the future.
Many trainers also ask people to take informal, anonymous surveys after the
training to gauge the training. These types of surveys can be developed quickly
and easily through websites such as SurveyMonkey. Another option is to
require a quiz at the end of the training to see how well the employees
understand what you were trying to teach them. The quiz should be developed
based on the learning objective you set for the training. For example, if a
learning objective was to be able to follow OSHA standards, then a quiz might
be developed specifically related to those standards. There are a number of
online tools, some free, to develop quizzes and send them to people attending
your training. For example, Wondershare QuizCreator offers a free trial and
enables the manager to track who took the quiz and how well they did. Once
developed by the trainer, the quiz can be e-mailed to each participant and the
manager can see how each trainee did on the final quiz. After you see how
participants do on the quiz, you can modify the training for next time to
highlight areas where participants needed improvement.
It can be easy to forget about this step in the training process because usually
we are so involved with the next task: we forget to ask questions about how
something went and then take steps to improve it.
One way to improve effectiveness of a training program is to offer rewards

when employees meet training goals. For example, if budget allows, a person
might receive a pay increase or other reward for each level of training
completed.
Figure 8.8
Once the training framework has been developed, the training content can be developed. The training plan serves as a
starting point for training development.
Career Development Programs and

Succession Planning
Another important aspect to training is career development programs. A career
development program is a process developed to help people manage their
career, learn new things, and take steps to improve personally and
professionally. Think of it as a training program of sorts, but for individuals.
Sometimes career development programs are called professional development
plans.
Figure 8.9 Sample Career Development Plan Developed by an Employee and Commented on by Her Manager
Today’s Date February 15, 2012
Employee Sammie Smith
Current job title Clerk, Accounts Payable
 Develop management skills

 Learn accounting standards
Goals
 Promoted to Accounts Payable Manager
 Management training
 Peachtree accounting software Advanced training
 Earn AAAS online degree in accounting
Estimated Costs
 Take tax certification course
 Communications training
Completion Date Spring of 2014
Manager Notes:
 In-house training offered yearly: “Reading Body Language,” and “Writing Development,”
and “Running an Effective Meeting”
 External Training needed: Peachtree software, AAAS Degree, Tax certification Training
Course
 Assign Sammie to Dorothy Redgur, the CFO for mentorship
 Next steps: Sammie should develop a timeline for when she plans to complete the
seminars.
The budget allows us to pay up to $1,000 per year for external training for all employees. Talk with Sammie about how to
receive reimbursement.
As you can see, the employee developed goals and made suggestions on the types of training that could help her meet her
goals. Based on this data, the manager suggested in-house training and external training for her to reach her goals within the
organization.
Career development programs are necessary in today’s organizations for a

variety of reasons. First, with a maturing baby-boom population, newer
employees must be trained to take those jobs once baby boomers retire. Second,
if an employee knows a particular path to career development is in place, this
can increase motivation. A career development plan usually includes a list of
short- and long-term goals that employees have pertaining to their current and
future jobs and a planned sequence of formal and informal training and
experiences needed to help them reach the goals. As this chapter has discussed,
the organization can and should be instrumental in defining what types of
training, both in-house and external, can be used to help develop employees.
To help develop this type of program, managers can consider a few components
(Heller, 2005):
1. Talk to employees. Although this may seem obvious, it doesn’t always

happen. Talking with employees about their goals and what they hope
to achieve can be a good first step in developing a formal career
development program.
2. Create specific requirements for career development. Allow employees
to see that if they do A, B, and C, they will be eligible for promotion. For
example, to become a supervisor, maybe three years of experience,
management training, and communication training are required.
Perhaps an employee might be required to prove themselves in certain
areas, such as “maintain and exceed sales quota for eight quarters” to
be a sales manager. In other words, in career development there should
be a clear process for the employees to develop themselves within the
organization.
3. Use cross-training and job rotation. Cross-training is a method by which
employees can gain management experience, even if for short periods of
time. For example, when a manager is out of the office, putting an
employee “in charge” can help the employee learn skills and abilities
needed to perform that function appropriately. Through the use of job
rotation, which involves a systematic movement of employees from job
to job within an organization, employees can gain a variety of
experiences to prepare them for upward movement in the organization.
4. Utilize mentors. Mentorship can be a great way for employees to
understand what it takes to develop one’s career to the next level. A
formal mentorship program in place with willing mentees can add value
to your career development program.
Figure 8.10 Career Development Sample Process to Become an Accounts Payable Manager

There are many tools on the web, including templates to help employees
develop their own career development plans. Many organizations, in fact, ask
employees to develop their own plans and use those as a starting point for
understanding long-term career goals. Then hopefully the organization can
provide them with the opportunities to meet these career goals. In the late
1980s, many employees felt that career opportunities at their current
organizations dwindled after seeing the downsizing that occurred. It gave
employees the feeling that companies were not going to help develop them,
unless they took the initiative to do so themselves. Unfortunately, this attitude
means that workers will not wait for career opportunities within the company,
unless a clear plan and guide is put into place by the company (Capelli, 2010).
Here is an example of a process that can be used to put a career development
program in place (Adolfo, 2010):
1. Meet individually with employees to identify their long-term career

interests (this may be done by human resources or the direct manager).
2. Identify resources within the organization that can help employees
achieve their goals. Create new opportunities for training if you see a
gap in needs versus what is currently offered.
3. Prepare a plan for each employee, or ask them to prepare the plan.
4. Meet with the employee to discuss the plan.
5. During performance evaluations, revisit the plan and make changes as
necessary.
Identifying and developing a planning process not only helps the employee but
also can assist the managers in supporting employees in gaining new skills,
adding value, and motivating employees.
Figure 8.11 Career Development Planning Process

Key Takeaways
 There are a number of key considerations in developing a training program.
Training should not be handled casually but instead developed specifically to
meet the needs of the organization. This can be done by a needs assessment
consisting of three levels: organizational, occupational, and individual
assessments.
 The first consideration is the delivery mode; depending on the type of training
and other factors, some modes might be better than others.
 Budget is a consideration in developing training. The cost of materials, but also
the cost of time, should be considered.
 The delivery style must take into account people’s individual learning styles. The
amount of lecture, discussion, role plays, and activities are considered part of
delivery style.
 The audience for the training is an important aspect when developing training.
This can allow the training to be better developed to meet the needs and the
skills of a particular group of people.
 The content obviously is an important consideration. Learning objectives and
goals for the training should be developed before content is developed.
 After content is developed, understanding the time constraints is an important
aspect. Will the training take one hour or a day to deliver? What is the time line
consideration in terms of when people should take the training?
 Letting people know when and where the training will take place is part of
communication.
 The final aspect of developing a training framework is to consider how it will be
measured. At the end, how will you know if the trainees learned what they
needed to learn?
 A career development process can help retain good employees. It involves
creating a specific program in which employee goals are identified and new
training and opportunities are identified and created to help the employee in
the career development process.

Deepak-Final Project

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Deepak-Final Project

Uploaded by

Copyright:

Available Formats

Introduction

Overview of the importance of employee training and development in the manufacturing

Objectives of the study

Scope of the study

Improved Employee Performance: Employee training and development programs are

Improved Employee Retention: Organizations that offer comprehensive training and

Adaptability to Change: Employee training and development programs can help

Improved Organizational Performance: Employee training and development programs can

Classroom Training: Classroom training involves traditional instructor-led training sessions.

Leadership Development Programs: Leadership development programs involve providing

Cross-Training: Cross-training involves training employees to perform tasks outside of their

Factors affecting the effectiveness of employee training and development programs

Quality of Instruction: The quality of instruction in training and development programs is

Supportive Learning Environment: A supportive learning environment is essential for the

Simulation Training: Simulation training involves creating a virtual environment that

Cross-Training: Cross-training involves training employees to perform tasks outside of their

Literature Review: Conduct a literature review to identify existing research on employee

Sampling technique and sample size

Data collection methods

Observations: TCS could conduct observations of training and development programs in

Data analysis methods

In conclusion, the importance of employee training and development in TCS cannot be

Some of the training and development practices at TCS include:

Leadership Development: TCS provides leadership development programs to help employees

Objectives of the training and development programs at TCS

TRAINING AND DEVELOPMENT PRACTICES UNDERTAKEN BY IT SECTOR

Designing and Implementing Effective Training and Development Programs in IT Sector In

Global Importance of Training and Development

Impact of Globalization on Training and Development In this section, the impact of

NEED AND BENEFITS OF TRAINING AT TRAINING ATTHE INDIVIDUAL,

1. Improved Productivity: Effective training programs can help operational teams to

Learning Roadmap in training and development

A learning roadmap typically includes the following components:

1. Competency Assessment: Before creating a learning roadmap, it is essential to assess

Benefits of a Learning Roadmap:

1. Clear direction: A learning roadmap provides employees with a clear direction on

1. Preparation Stage: This stage is characterized by a focus on building a

 Identify Training Needs

On-the-Job Training | Job Rotation | Mentoring

Conferences and Workshops

Training Program Framework

Figure 8.6 Training Program Development Model

1. Needs assessment and learning objectives. This part of the framework

Human Resource Recall

1. Organizational assessment. In this type of needs assessment, we can

We can apply each of these to our training plan. First, to perform an

As you review performance evaluations turned in by your managers, you may

1. Be able to explain the company policy on sexual harassment and give

1. Visual learner. A visual learner usually has a clear “picture” of an

Table 8.1 Types of Training and Delivery

Delivery Method Type of Training Suggested

Mentor Technical training

Soft skills training

Brown bag lunch

Web-based Technical training

Soft skills training

Job swapping Technical training

Vestibule training Technical training

Soft skills training

1. Be able to define and explain the handling of hazardous materials in the

Development of content usually requires a development of learning objectives

From a long-term approach, it may not be cost effective to offer an orientation