INTRODUCTION TO TRAINING

AND DEVELOPMENT

Training can be introduced simply as a process of assisting a person for

enhancing his efficiency and effectiveness to a particular work area by
getting more knowledge and practices. Also training is important to
establish specific skills, abilities and knowledge to an employee. For an
organization, training and development are important as well as
organizational growth, because the organizational growth and profit are
also dependent on the training. But the training is not a core of
organizational development. It is a function of the organizational
development.

Training is different form education; particularly formal education. The

education is concerned mainly with enhancement of knowledge, but the
aims of training are increasing knowledge while changing attitudes and
competences in good manner. Basically the education is formulated
within the framework and to syllabus, but the training is not formed in to
the frame and as well as syllabus. It may differ from one employee to
another, one group to another, even the group in the same class. The
reason for that can be mentioned as difference of attitudes and skills from

one person to another. Even the situation is that, after good training
programme, all different type skilled one group of employees can get in
to similar capacity, similar skilled group. That is an advantage of the
trainings.

In the field of Human Resources Management, Training and

Development is the field concern with organizational activities which are
aimed to bettering individual and group performances in organizational
settings. It has been known by many names in the field HRM, such as

employee development, human resources development, learning and

1
development etc. Training is
really developing employees’
capacities through learning and
practicing.

Training and Development is the

framework for helping
employees to develop their
personal and organizational
skills, knowledge, and abilities.
The focus of all aspects of Human Resource Development is on
developing the most superior workforce so that the organization and
individual employees can accomplish their work goals in service to
customers.

All employees want to be valuable and remain competitive in the labour

market at all times, because they make some demand for employees in
the labour market. This can only be achieved through employee training
and development. Hence employees have a chance to negotiate as well as
employer has a good opportunity to select most suitable person for his
vacancy. Employees will always want to develop career-enhancing skills,
which will always lead to employee motivation. There is no doubt that a
well trained and developed staff will be a valuable asset to the company

and thereby increasing the chances of his efficiency in discharging his

duties.

Trainings in an organization can be mainly of two types; Internal and

External training sessions. Internal training involves when training is
organized in-house by the human resources department or training
department using either a senior staff or any talented staff in the
particular department as a resource person.

On the other hand external training is normally arranged outside the firm

2
and is mostly organized by training institutes or consultants. Whichever
training, it is very important for all staff and helps in building career
positioning and preparing staff for greater challenges in developing
world. However the training is costly. Because of that, people who work
at firms do not receive external trainings most of times. Training

programmes in Sri Lanka. But nowadays, a new concept has come with
these trainings which are ―Trainers through trainees‖. While training
their employees in large quantities, many countries use that method in
present days to reduce
reduc e their training costs.
costs . The theory of this is, sending
send ing a
little group or an individual for a training programme under a bonding
agreement or without a bond. When they come back to work, the
externally trained employees train the employees who have not
participated for above training programme by internal training
programmes.

Employers of labour should enable employees to pursue training and

development in a direction that they choose and are interested in, not just
in company-assigned directions. Companies should support learning, in
general, and not just in support of knowledge needed for the employee's
current or next anticipated job. It should be noted that the key factor is
keeping the employee interested, attending, engaged, motivated and
retained.

For every employee to perform well, especially Supervisors and Managers,

there is a need for constant training and development. The right employee
training, development and education provides big payoffs for the employer
in increased productivity, knowledge, loyalty, and contribution to general
growth of the firm. In most cases external trainings for instance provide
participants with the avenue to meet new set of people in the same field
and network. The meeting will give them the chance to compare issues and
find out what is obtainable in each other's environment.

It is not mentioned in any where that the employers, managers and

3
supervisors are not suitable for training programmes. They also must be
highly trained if they are expected to do their best for the organization.
Through that they will have best abilities and competencies to manage the
organization. Training employees not only creates a more positive
corporate culture, but also add a value to its key resources.

Raw human resources can make only limited contribution to the

organization to achieve its goals and objectives. Hence the demands for the
developed employees are continuously increasing. Thus the training is a
kind of investment.

It is a learning process that involves the acquisition of knowledge,

sharpening of skills, concepts, rules, or changing of attitudes and
behaviours to enhance the performance of employees.
Training is activity leading to skilled behaviour

 It’s not what you want in life, but it knows how to reach it.
 It’s not where you want to go, but it knows how to get there.
 It’s not how high you want to rise, but it’s knowing how to take off
 May not be quite the outcome you were aiming for, but it will
be an outcome.
 It’s not what you dream of doing, but it’s having the knowledge
to do it.
 It's not a set of goals,

but it’s more like a

vision.
 It’s not the goal you
set, but it’s what you
need to achieve it.

4
 Training and Development in IT/Software
Developmentt Industry
Developmen

The Indian IT sector is growing at a very fast pace and is expected to earn a
revenue of US $87 billion by 2008. In 2006, it has earned revenue of about US
$ 40 billion with a
growth rate of 30%.
IT sector is
expected to
generate 2.3
million jobs by
2010, according to
NASSCOM
(National
Association of
Software and
Service
Companies)

With this rapid expansion of IT sector and coming up of major players and
new technologies like SAP, the need of human resource development has
increased.

According to the recent review by Harvard Business Review, there is a direct

link between training investment of the companies and the market
capitalization. Those companies with higher training investment had higher
market capitalization. It clearly indicates that the companies which have
successfully implemented training programs have been able to deliver

5
customer goals with effective results. It shows that good training results in
enhancement of individual performance, which in turn, helps the organization
in achieving its business goals. Training is a tool that can help in gaining
competitive advantage in terms of human resource.

With the growing investment by IT companies in the development of their

employees many companies have now started their own learning centres. As
an example, Sun has its own training department. Accenture has Internet based
tool by the name of ―My Learning‖ that offers access to its vast learning
resources to its employees. Companies are investing in both the technical
training, which has always been an essential part in IT industry, as well as in
managerial skills development. Companies now kept aside 3-5% of revenue
for training programs. As an example, some of the major players like Tata
Alexi and Accenture are allocating 7% and 3% respectively of the company’s

overall revenue.

The specific areas where training is given in IT/Software Development

sector are:

Computer Manufacturing

EDP/ E- Commerce

Designing

Maintenance Service

Operating jobs, Computer operators, Data Entry

System Developing /Programming /Software Engineering

Networking

Application programming

6
 Research and development in peripheral integration

Product quality control and reliability testing

Enterprise resource planning

Database warehouse management

Concern in Information Technology Training

As an example, New Horizons is establishing partnership with its customers

One of the major concerns for training companies is to create professionals

who are better able to go in for a technology in a specific domain area. Other
than that, there are various issues that are affecting the IT training sector such
as, lack of conviction regarding training, unplanned training approach,
uncertain quality focus, and lengthy decision-making process.

With the coming up of various new technologies, it has become a challenge

for the training institutes to offer effective, updated, latest, planned training to
candidates in a shortest-possible time. To increase the market share, most of
the training institutes are now strategizing to launch new product and are
marketing aggressively.

and delivering quality training. The company regularly conducts surveys of

training needs in Indian job market. On the other side, NIIT has invested in
product development to create product segmentation and is customizing them
to address IT/ITES education arena.

Patch is venturing into colleges, research firms, and universities. Another

opportunity that has been identified by Patch is the field of developing content
and the company is offering these services to third-party clients for
customization.

7
 Essentials in IT Industry

to survive in long term there are some definite essential things such as,

Good infrastructure

Trained trainers

Quality of content

Certification of training course

Effective Training evaluation

Post training support, etc

This must be met by the Indian players.

With the rapid expansion in IT/ITES sector, now there is enough scope of IT
training courses and institutes. IT sector is soon going to face a huge shortfall
of skilled employees, if the growth in the software industry goes by as
expected. According to recent report of NASSCOM (The National Association
of Software and Services Companies) on software industry,

8
the IT services sector will see a shortfall of 2,35,000 people by 2008. IT
spending in the global business world is expected to grow by 6 to 7 % in the
next 3 years, which will be enough to give boost to the IT training sector.

This huge IT spending is largely because of uptake in IT recruitment.

Emerging Scenario in IT Industry

According to a recent IDC report, India alone spends $216 million, i.e. 21% of
the total spending of IT training in the region, and is expected to be one of the
largest contributors in the coming years. This is largely because India alone
accounts for 60 % of the total Asia-Pacific demand for IT professionals.
Currently, the IT training market is valued at Rs 100 core, and is expected to
reach Rs 500 corer over the next 3 years.

The major factor that is responsible for growth in IT sector is the e-governance
initiatives introduced by central government and various other state
governments.
Now there is a notable shift from long-term course to short-term training
certifications. Due to this, the focus is now on hiring professionals with
expertise in particular domains. The demand has largely for JAVA and .NET
professionals. And on the NETWORKING end, network storage and Linux
demand is taking a toll.

9
 SAMSUNG COMPANY PROFILE

CORPORATE PROFILE

A digital leader...a responsible global citizen...Multi-

faceted family of companies...an ethical
business...SAMSUNG is all of these and more.

At Samsung group and Samsung electronics, our products and approach to

business are held to only the highest
h ighest standards
stand ards so that we can more effectively
effectivel y
contribute to a better world.

10
 The Samsung Philosophy

At Samsung, we follow a simple business philosophy: to devote our talent and

technology to creating superior products and services that contribute to a
better global society.
societ y.

Every day, our people bring this philosophy to

life. Our leaders search for the brightest talent
from around the world, and give them the resources they need to be the best at
what they do. The result is that all of our products —from memory chips that
help businesses store vital knowledge to mobile phones that connect people
across continents— have the power to enrich lives. And that’s what making a
better global society
societ y all is about.

Our Values

We believe that living by strong values is the key to good business. At

Samsung, a rigorous code of conduct and these core values are at the heart of
every decision we make.

People

Quite simply, a company is its people. At Samsung, we’re dedicated to giving

our people a wealth of opportunities to reach their full potential.

Excellence

Everything we do at Samsung is driven by an unyielding passion for

excellence —and an unfaltering commitment to develop the best products and
services on the market.

11
 Change

In today’s fast-paced global economy, change is constant and innovation is

critical to a company’s survival. As we have done for 70 years, we set our

sights on the future, anticipating market needs and demands so we can steer
our company toward long-term success.

Integrity

Operating in an ethical way is the foundation of our business. Everything we

do is guided by a moral compass that ensures fairness, respect for all
stakeholders and complete transparency.

Co-prosperity

A business cannot be successful unless it creates prosperity and opportunity

for others. Samsung is dedicated to being a socially and environmentally
responsible corporate citizen in every community where we operate around the
globe.

12
Vision 2020

As stated in its new motto, Samsung Electronics' vision for the new decade is,
"Inspire the World, Create the Future."

This new vision reflects Samsung Electronics’ commitment to inspiring its

communities by leveraging Samsung's three key strengths: ―New
Technology,‖ ―Innovative Products,‖ and ―Creative Solutions.‖ -- and to
promoting new value for Samsung's core networks -- Industry, Partners, and
Employees. Through these efforts, Samsung hopes to contribute to a better
world and a richer experience for all. As part of this vision, Samsung has
mapped out a specific plan of reaching $400 billion in revenue and becoming
one of the world’s top five brands by 2020. To this end, Samsung has also
established three strategic approaches in its management: ―Creativity,‖
―Partnership,‖ and ―Talent.‖ Samsung is excited about the future. As we build
on our previous accomplishments, we look forward to exploring new
territories, including health, medicine, and biotechnology. Samsung is
committed to being a creative leader in new markets and becoming a truly No.
1 business going forward.

13
 Samsung profile 2011

At Samsung our gaze is cast forward, beyond the next quarter or the next year,

ahead into areas unknown. By charting a course toward new businesses and
new challenges, we are sowing seeds for future success.

Samsung's History

From its inception as a small export business in Taegu, Korea, Samsung has
grown to become one of the world's leading electronics companies,
specialising in digital appliances and media semi conductors, memory and
system integration. Today Samsung's innovative and top quality product and
processes are world recognised. This timeline capture the major milestone in
Samsung's history, showing how the company expanded its product line and
reach, grew its revenue and market share, and has followed its mission of
making life better for consumer around the world.

14
2000-Present Pioneering the Digital Age

The digital age has brought revolutionary change – and opportunity – to global
business, and Samsung has responded with advanced techno-logiest,
techno-logies t,
competitive products, and constant innovation.

At Samsung, we see every challenge as an opportunity and believe we are

perfectly positioned as one
o ne of the world's recognized
recogni zed leaders in the digital
technology industry.
Our commitment to being the world's best has won us the No.1 global market
share for 13 of our products, including semiconductors, TFT-LCDs, monitors
and CDMA mobile phones. Looking forward, we're making historic advances
in research and development of our overall semiconductor line, including flash
memory and non-memory, custom semiconductors, DRAM and SRAM, as
well as producing best-in-class LCDs, mobile phones, digital appliances, and
more.

15
 Affiliated companies

Samsung is comprised of companies that are setting new standards in a wide

range of businesses, from consumer electronics to petrochemicals, from

advertising to life insurance. They share a commitment to creating innovative,
high quality products that are relied on every day by millions of people and
businesses around the world.
wo rld.

Electronics companies

 Samsung Electro-Mechanics
 Samsung SDI
 Samsung Corning Precision Materials

Samsung SDS
 Samsung Mobile Display
 Samsung LED

Machinery and heavy industries

 Samsung Heavy Industries

 Samsung Teach-in

Chemical industries

 Samsung Total Petrochemicals

 Samsung Petrochemicals
 Samsung Fine Chemicals
 Samsung BP Chemicals

Finincial services

 Samsung Life Insurance

 Samsung Fire & Marine Insurance
 Samsung Card

16
  Samsung Securities
 Samsung Investment Trust Management
 Samsung Venture Investment

Other afflicted companies

 Samsung C&T Corporation

 Samsung Engineering
 Cheil Industries
 Samsung Everland
 The Shilla Hotels & Resorts
 Cheil Worldwide
 S1 Corporation
 Samsung Medical Centre
 Samsung Economics Research Institute

Afflicted organisation

 Samsung Human Resources Development Centre

 Samsung Lions
 The Ho-Am Foundation
 Samsung Foundation of Culture
 Samsung Welfare Foundation

Comparing for better life

As one of the world’s leading companies, Samsung has a strong corporate

responsibility to the communities we operate in our home country of Korea
and around the world. Our work with animal companionship, assistance and
welfare programmes is one meaningful way we give back to those
communities and one of the only programmes of its kind led by a
multinational corporation.

17
Eco-Management Framework

Our sustainable development at Samsung electronics

Integrating corporate management and sustainability development is an issue

of increasing importance in the business world, aimed increasing expectations

for social and environmental responsibility. in response, we have been

improving the process of collecting stakeholders ideas and setting up corporate
wide vision and strategies for sustainable development.

We have designated economic, environmental, and social responsibilities as

the key elements of our sustainable management. We are committed to
continuing to identify our various stakeholders, build positive relationships
with them, and ultimately enhance our value for both the company and the
stakeholders.

18
 These are our main approaches

Our Businesses

For stylish phones to semiconductors from DRAM to digital TV's, Samsung

encompasses a variety of businesses that harness speed, creativity and
efficiency to invent, develop and market the products that are defining how we
live today. with more than a quarter of Samsung employees engaged in
research and development, each of our businesses is focused on discovering
new technologies, products and services that will open a new world of
possibilities for the
th e people who use them.

Set Business

Through innovative technology, distinctive designs, and a dual focus on

convenience and value, Samsung has remained at the forefront of the digital
revolution we helped launch. We lead the global digital marketplace by

19
continually launching new products that not only meet- but also anticipate-
customers' demands.

Our mobile phones, admired by customers around the world, enhance mobile
lifestyles while meeting the diverse needs of the mobile marketplace. We've
led the standardization of next- generation mobile phone technologies such as
Mobile WiMAX and High-Speed Downlink Packet Access (HSDPA) to
solidify our alliances with phone carriers around the world.

The business also comprises personal computers and MP3 players, creating
synergies across platforms. We merge the latest mobile technology with core
computing technology for the PC business, while mobile technologies - also
combine with our world-leading power efficiency and design to enhance MP3
player capabilities. Our goal is to use our leadership in technological
technologi cal
convergence to guide the industry as it takes mobility to the next level. The
TV business is a key driver in the Samsung Set Business portfolio, along with
the Mobile phone business. The TV business enjoys the top position in the
current market. LED TVs, which have shown explosive growth in the latest
market, is a flagship product within the TV business. LCD TV and Monitors
have also maintained top positions in their respective categories. We seek to
sustain our leadership through constant innovation and development in new
technology such as 3D. A premium brand image has powered Samsung's
growth in the telecommunications category. We lead the global
telecommunication industry with the widest range of mobile phones on the
market today - including 3G and multimedia phones - in addition to
telecommunication systems. Our printer and camera businesses are also
receiving positive responses in the market and we continue to innovate in
technology to increase our competitiveness in these segments. Finally,
Samsung’s Set Business also encompasses world-leading, premium home
appliances that are stylishly designed, equipped with convenient digital
features, and environmentally friendly. Our line-up includes refrigerators, air
conditioners, washers, ovens, vacuum cleaners and other appliances that are
indispensable in today's households.

20
Key Products
LED TV premium design monitors note pc
SPH M 800instinct

SGH-A867 Eternity SGHA877IMPRESSION

SGHA877IMPRESSION HZ15W
HD camcorder Camera Refrigerator

MP3 Player colour laser printer microwave

Component Business
Samsung's Component Business leads the world's memory and LCD markets
in product and technology development. Our component business is divided
into semiconductors and LCD. The Semiconductor business consists of the

21
Memory Division which enjoys a global number 1 position, the System LSI
Division, which has experienced huge growth in the market and the Storage
Systems Division. In a fast-paced electronic components industry, marked by
intense competition and market volatility, clearly differentiated products from
each of these divisions have helped spur continued growth.

Samsung's Memory Division designs and manufactures integrated circuits

for storing digital information. It is the market leader in dynamic random
access memory (DRAM), static random access memory (SRAM), NAND
flash memory and Solid State Drives (SSDs). In addition, the Division has
been setting an aggressive pace for developing new memory devices and
multichip packages, as well as pioneering fusion memories and
commercialising nanotechnology.

The System LSI Division designs and manufactures logic and analogy
integrated circuit devices. It is comprised of 3 major areas of business
concentration - mobile solutions, home & media solutions, and ASIC &
foundry services. The Division focuses its efforts in five strategic products
areas - display Driver IC (DDI), CMOS image sensor (CIS), and mobile

Application processor (AP), smart card IC and media player SOC. System LSI
holds the number one market share in DDI, Navigational AP and MP3 SOC.

The Storage Systems Division is a leading producer of high-capacity, high-

performance hard
h ard disk drives for notebook
note book and desktop PCs, as well as digital
camcorders, MP4 players and a wide range of other consumer electronics and
mobile devices. Just recently, it introduced a new line-up of ultra-compact,
high-capacity external hard drives. It has made significant advances in hard
disk drive technologies leading to lighter, quieter and more energy-efficient
drives.

Samsung's LCD business produces panels for TVs; digital information

displays (DIDs), notebook PCs and desktop monitors. It is the market leader in
developing next-generation, premium products such as ultra-slim, edge-lit

LED-backlit LCD panels, and is at the forefront of creating new markets with

22
advancements in LED-backlit panel design and 240Hz LCD technology. The
Division also is leading the LCD industry in its transition to the 16:9
widescreen aspect ratio, as well as in the introduction of high-value-added
products such
su ch as 20-inch
2 0-inch and
an d larger slim-panel monitors
m onitors and
an d super-bright
super-bri ght DID
panels.

Key Products
8M-pixel CIS
(CMOS Image Sensor) 800MHz mobile AP Mobile DDI

2 GB DDR3 SDRAM 1 GB one DRAM 256 GBSSD

32 GB NAND SIM CARD

Samsung in India

Samsung India is the hub for Samsung's South West Asia Regional operations.
The South West Asia Headquarters, under the leadership of Mr. J S Shin,
President and CEO, looks after the Samsung business in Nepal, Sri Lanka,
Bangladesh, Maldives and Bhutan besides India. Samsung India which
commenced its operations in India in December 1995 enjoys a sales turnover
of over US$ 1Bn in just a decade of operations in the country.

23
Headquartered in New Delhi, Samsung India has widespread network of sales
offices all over the country. The Samsung manufacturing complex housing
manufacturing facilities for Colour Televisions, Mobile phones, Refrigerators
and Washing Machines is located at Noida, near Delhi. Samsung 'Made in
India' products like Colour Televisions, Mobile phones and Refrigerators are

being exported to Middle East, CIS and SAARC countries from its Noida
manufacturing complex. In November 2007, Samsung commenced the
manufacture of Colour televisions and LCD televisions at its state –of-the-art
manufacturing facility at Sriperumbudur, Tamil Nadu. The Company is also
manufacturing fully automatic front loading washing machines at its
Sriperumbudur facility.

Vision

MR.J.S SHIN
PRESIDENT AND CEO.

SAMSUNG SOUTH WEST ASIA

ASIA HEAD QUARTER

Growing to be the best

Samsung India aims to be the 'Best Company' in India. 'Best Company' in

terms of the internal workplace environment, our manpower, our products as
well as our efforts to make our customers happy through our products and
services. Samsung aims to grow in India by contributing to the Indian
economy and making the lives of our consumers simpler, easier and richer

through our superior quality products.

24
"Our aim is to gain technological leadership in the Indian marketplace even as
our goal is to earn the love and respect of more and more of our Indian
consumers."

Upon announcing Vision 2020 last year we strengthened our global

competitiveness which allowed us to post the highest sales and profits and
become an undisputed leader in electronics. Our steady ascent in brand value
has placed us shoulder to shoulder with the most trusted global companies.

This remarkable accomplishment could not have been possible without your
strong interest and support, and for this, I would like to thank you deeply on
behalf of everyone at Samsung.
Samsu ng. We look forward to many more years of doing
d oing
our best to serve you as our customers, shareholders, and stakeholders.

2009 was also special for Samsung as it marked the 40th anniversary of the

company's founding, as well as for the announcement of a new vision: "Inspire

the World, Create the Future." Through this vision, Samsung is charging
towards $400 billion in revenue in 2020. Everyone at Samsung is working
hard to realize this goal.

Samsung is dedicated to being a globally respected company and a trusted

corporate citizen-- one that delivers new value through continuous innovation,
and that fulfils its responsibility to the communities and stakeholders that have
enabled it to succeed.

Brand power

From being a virtually unknown entity in the Year 1995, brand Samsung today
enjoys an awareness level of over 65% and a positive opinion of over 80% in
the country today (source: BAS 2007). The introduction of World First, Wow,
leading technology products in the Indian market coupled with the Company’s
efforts to customise products for the Indian consumers, have contributed to the
success of the brand in the Indian market.

25
Technology Leadership, Product design and innovative marketing have all
contributed to making Samsung a household name in the Indian market. The
Company has carried out over 170 Dream Home Road Shows - a four day
exhibition of its new products and technologies - in the metros and smaller
markets to create consumer awareness.

To display Samsung products in a more lifestyle ambience and to

communicate the product benefits in a more interactive manner, Samsung

India has set up a widespread network of Samsung Digital Plazas all over the
country.

The Samsung Brand shop network complements the over 8500 retail points for
Samsung products located across the length and breadth of the country.
Samsung plans to continue enhancing its penetration levels in the country to
reach out to more and more Indian consumers.

26
R&D

The company’s thrust on Product Innovation and R&D has given the company
a competitive edge in the marketplace. Samsung has two Software

development centres - Samsung India Software Centre (SISC) and Samsung

India Software operations unit (SISO) at Noida and Bangalore respectively.

While the Samsung India Software Centre in developing software solutions in

Samsung’s global software requirements for hi -end televisions like Plasma
and LCD TVs and Digital Media Products, SISO is working on major projects
for Samsung Electronics in the area of telecom: wireless terminals and
infrastructure, Networking, SOC (System on Chip) Digital Printing and other
multimedia/digital media as well as application software. In addition to

working on global R&D projects, SISO is also helping Samsung India’s

Mobile business by focusing on product customisation for the Indian market.
Samsung India currently employs around 2000 employees across its R&D
Centres at Noida and Bangalore.

Samsung India is also carrying out Hardware R&D at its Noida R&D Centre.
The focus of the R&D Centre is to customise both Consumer Electronics and
Home Appliance products to better meet the needs of Indian consumers. From
Flat televisions with 'Easy View' technology, Frost free refrigerators with

Stabiliser free operations to Semi automatic washing machines with Silver

Nano technology, the Samsung R&D Centres in India are helping the
company to continuously innovate and introduce products customised for the
Indian market.

Every day, more than a quarter of all Samsung employees —40,000 people—
engage in research and development to discover the next generation of
powerhouse products that will take everyday life beyond the ordinary —
beyond imagination.

27
R&D at Samsung
Innovation is crucial to Samsung's business. As new technologies are being
constantly introduced to the market, speed is essential for remain-in
competitive in today's digital era, and new markets have to be pioneered
continuously. Through the interplay of creative, imaginative people; a global
R&D network; an organisation that encourages collaboration and cooperation
among business partners all along the supply chain; and a strong commitment
to ongoing investment, Samsung has put R&D at the heart of everything we
do.

People
One of Samsung's strongest assets is our team of talented researchers and
engineers. More than a quarter of all Samsung employees —42,000 people—
work everyday in research and development, and we expect that number to
surpass 50,000 by 2010. At—and among—our 42 research facilities around
the world, they collaborate on strategic technologies for the future and original
technologies designed to forge new market trends and set new standards for
excellence.

Organisation
Samsung's R&D organization has three layers. The Samsung Advanced
Institute of Technology (SAIT) , Samsung's technology competitiveness in

core business areas, identifies growth engines for the future, and oversees the
securing and management of technology. The R&D centres of each business
focus on technology that is expected to deliver the most promising long-term
results. Division product development teams are responsible for
commercialising products scheduled to hit the market within one or two years.

Investment
A critical way that Samsung responds to the highly uncertain business
environment and the increasingly competitive marketplace is through our

commitment to R&D. Each year we invest at least 9% of our sales revenue in

28
R&D activities. Samsung is committed to leading technology standardisation
and securing intellectual property rights.

Global R&D Network

Innovation is a global enterprise at Samsung. Our research and development

network spans six Samsung centres in Korea and 18 more in nine other
countries, including the United States, the United Kingdom, Russia, Israel,
India, Japan and China, as well as other research centres and universities.
Closely linked, these centres are tasked with hiring top-notch local talent,
investigating the latest local technology trends, and bringing to life those
technologies that offer the greatest benefits.

GLOBAL PROCUREMENT

As a world leader in digital technology Samsung Electronics is progressing

into a new era in product development,
corporate culture and contributions to the global society.
In order for us to achieve our goals, we understand how important it is to build
relationships and have full support from first class suppliers. Samsung

Electronics is looking for potential world-class partners with innovative and

distinctive technologies
for collaboration & creating new business opportunities.

29
 Objectives of project

Primary Objectives

To study on the effectiveness of training and development at

SAMSUNG PRIVATE LIMITED COMPANY

Secondary Objectives

 To study about employees perception on training program.

 To study on training and development needs and satisfaction of
employees.
 To find best method of training and development.
 To understand the attitude of top level management towards
implementation of training program.

30
 TRAINING AND DEVELOPMENT IN

TRAINING AND DEVELOPMENT IN SAMSUNG

COMPNAY

Importance of training and development

TRAINING AND DEVELOPMENT is a subsystem of an organization. It

ensures that randomness is reduced and learning or behavioural change takes
place in structured format.
format .

Traditional Approach -Most of the organizations before never used to

believe in training. They were holding the traditional view that managers are
born and not made. There were also some views that training is a very costly
affair and not worth. Organizations used to believe more in executive
pinching. But now the scenario seems to be changing.

Modern approach- modern approach of training and development is that

Indian Organizations have realized the importance of corporate training.
Training is now considered as more of retention tool than a cost. The training
system in Indian Industry has been changed to create a smarter workforce and
yield the best results

 Optimum Utilization of Human Resources – Training and

Development helps in optimizing the utilization of human resource that
further helps the employee to achieve the organizational goals as well

31
 as their individual goals.

 Development of Human Resources – Training and Development

helps to provide an opportunity and broad structure for the
development of human resources’ technical and behavioural skills in
an organization. It also helps the employees in attaining personal
growth.

 Development of skills of employees – Training and Development

helps in increasing the job knowledge and skills of employees at each
level. It helps to expand the horizons of human intellect and an overall
personality of the employees.
emplo yees.

 Productivity – Training and Development helps in increasing the

productivity of the employees that helps the organization further to
achieve its long-term goal.
 Team spirit – Training and Development helps in inculcating the
sense of team work, team spirit, and inter-team collaborations. It helps
in inculcating the zeal to learn within the employees.
 Organization Culture – Training and Development helps to develop
and improve the organizational health culture and effectiveness. It

helps in creating the learning culture within the organization.

 Organization Climate – Training and Development helps building the
positive perception and feeling about the organization. The employees
empl oyees
get these feelings from leaders, subordinates, and peers.
 Quality – Training and Development helps in improving upon the
quality of work and work-life.
 Healthy work environment – Training and Development helps in
creating the healthy working environment. It helps to build good
employee, relationship so that individual goals aligns with

organizational goal.

32
  Health and Safety – Training and Development helps in improving
the health and safety of the organization thus preventing obsolescence.
 Morale – Training and Development helps in improving the morale of
the work force.
 Image – Training and Development helps in creating a better corporate

image.
 Profitability – Training and Development leads to improved
profitability and more positive
po sitive attitudes towards
toward s profit orientation.
 Training and Development aids in organizational development i.e.
Organization gets more effective decision making and problem
solving. It helps in understanding and carrying out organisational
policies
 Training and Development
helps in developing

leadership skills, motivation,

loyalty, better attitudes, and
other aspects that successful
workers and managers
usually display.

Objectives of training and

development

objectives are one of the most important parts of training program.

Training objectives
While some people think of training objective as a waste of valuable time. The
counterargument here is that resources are always limited and the training
objectives actually lead the design of training. It provides the clear guidelines
and develops the training program in less time because objectives focus
specifically on needs. It helps in adhering to a plan.

Training objective tell the trainee that what is expected out of him at the end

33
of the training program. Training objectives are of great significance from a
number of stakeholder perspectives,

1 Trainer
2. Trainee

3. Designer
4. Evaluator

Trainee – The training objective is beneficial to the trainee because it

helps in reducing the anxiety of the trainee up to some extent. Not knowing
anything or going to a place which is unknown creates anxiety that can
negatively affect learning. Therefore, it is important to keep the
participants aware of the happenings, rather than keeping it surprise.
Secondly, it helps in increase in concentration, which is the crucial factor
to make the training successful. The objectives create an image of the
training program in trainee’s mind that actuall y helps in gaining attention.
Thirdly, if the goal is set to be challenging and motivating, then the
likelihood of achieving those goals is much higher than the situation in
which no goal is set. Therefore, training objectives helps in increasing the
probability that the participants will be successful in training.

Designer – The training objective is beneficial to the training designer

because if the designer is aware what is to be achieved in th e end then he’ll
buy the training package according to that only. The training designer
would then look for the training methods, training equipments, and training
content accordingly to achieve those objectives. Furthermore, planning
always helps in dealing effectively in an unexpected situation. Consider an

34
example; the objective of one training program is to deal effectively with
customers to increase the sales. Since the objective is known, the designer
will design a training program that will include ways to improve the
interpersonal skills, such as verbal and non verbal language, dealing in
unexpected situation i.e. when there is a defect in a product or when a

customer is angry.
Trainer – The training objective is also beneficial to trainer because it helps
the trainer to measure the progress of trainees and make the required
adjustment. Also, trainer comes in a position to establish a relationship
between objectives and particular
p articular segments of training.
trai ning.

.Therefore, without any guidance, the training may not be designed

appropriately.

Evaluator – It becomes easy for the training evaluator to measure the progress
of the trainees because the objectives define the expected performance of
trainees. Training objective is an important to tool to judge the performance of
participants.

The principal objective of training and development division is to make sure

the availability of a skilled and willing workforce to an organization. In
addition to that, there are four other objectives: Individual, Organizational,
Functional, and Societal.

Objectives – help employees in achieving their personal goals,

Individual Objectives
which in turn, enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary
objective by bringing individual effectiveness.
Functional Objectives – maintain the department’s contribution at a level
suitable to the organization’s needs.
Societal Objectives – ensure that an organization is ethically and socially
responsible to the needs and challenges of the society.

35
Benefits of training and development

Benefits of training are intangible and investing in training benefits both,

organization and employees for a long period. Training enhances a worker
level of skills. It provides sense of satisfaction, which is an intrinsic motivator.
Training also provides organization multi skill employees. Training increases
an employer commitment to their job and their organization. Better
understanding of jobs reduces accidents. One of the most important benefits of
training for an organization is that, it provides skills inside the organization
which reduces overall cost of an organization's operations. The major benefits
of training and development programs are that the employees who are trained
need lesser supervision than those who are not.

Training and development are often initiated for an employee or a group of

employees in order to:

 Relevantly remain in business.

 Create a pool of readily available and adequate replacements for
personnel who may leave or move up
u p in the organisation.
organisation .

Enhance the company’s ability to adopt and use advances in
technology because of a sufficiently knowledgeable staff.
 Build a more efficient, effective and highly motivated team, which
enhances the company’s competitive position and improves employee
morale.
 Ensure adequate human resources for expansion into new programs.
 Pilot or test the operation of a new performance management system

36
Training is also initiated:

 As part of an overall professional development program

 When a performance appraisal indicates performance improvement is
needed.

The benefits of training and development to employees and organisations alike

are numerous and include (but are not limited to) the following:

 Workers are helped to focus, and priority is placed on empowering

employees.
 Productivity is increased, positively affecting the bottom line.
 Employee confidence is built, keeping and developing key performers,
enabling team development and contributing to better

team/organisation morale.
 Employees are kept current on new job-related information, thereby
contributing significantly to better customer service.
 Employees are updated on new and enhanced skills, with a view to
aligning them to business goals and objectives.
 After a downsizing, remaining workers are given the technical and
management skills to handle increased workloads.
 Companies with business problems are given a fresh or unbiased
professional opinion or
o r exploration,
exploration , evaluation, or critique.

Job satisfaction, employee motivation and morale are increased,
reducing employee turnover.
 Processes increase in efficiency, resulting in financial gain.
 Innovation is increased, bringing new strength to strategies, products
and the company’s capacity to adopt new technologies and methods.

37
Benefits of training are intangible and investing in training benefits both,
organization and employees for a long period. Training enhances a worker
level of skills. It provides sense of satisfaction, which is an intrinsic motivator.
Training also provides organization multi skill employees. Training increases
an employer commitment to their job and their organization. Better

understanding of jobs reduces accidents.

One of the most important benefits of training for an organization is that, it

provides skills inside the organization which reduces overall cost of an
organization's operations. Quality is one of the key features required for
survival of an organization in long term. Total Quality Management (TQM)
and other quality management techniques require staff training as an important
requisite for its successful implementation.

Customer satisfaction increases repeat business, which is a key to success. By

training employees for promoting good customer relations will increase
customer satisfaction and quality of service. Just-in time philosophy is one of
the leading ideas in Japan.JIT emphasize on reduction in waste and waiting
time in production process. Better training will reduce waste and machine
down time. A major portion of quality costs consists of supervision; by
providing proper training this is reduced. Training increases productivity of
employees and processes.

High employee turnover may be a serious threat to an organization existence,

major benefit of training is that it reduces staff turnover and help an

organization to retain its staff. Better training can provide an organization
competitive advantage over others in industry

38
 TRAINING AND DEVELOPMENT IN SAMSUNG
COMPANY

Samsung’s invests heavily on employee training and development which is

core to the company’s success. The objective is to secure bright and
innovative team members to lead the digital era.

Samsung Electronics Australia has systematic training programs to cultivate

experts in the areas of sales and marketing. We develop our people to become
leaders at the forefront of technology and innovative business.

Training Operations:

39
 Leader course is to nurture people ready for global challenge. The training
further provides various programs including SLP course to identify nex
generation business leader; SLP high-level manager course to strategicall
develop globally competitive next generation business leader; Samsung
MBA course to nurture strategic member who can lead the ever-changing
business environment of the new millennium; and Evening graduate course
to horn business skills of Samsung Engineering staffs.

The quality of employees and their development through training and

education are major factors in determining long-term profitability of a small
business. If you hire and keep good employees, it is good policy to invest in
the development of their skills, so they can increase their productivity.

Training often is considered for new employees only. This is a mistake

because ongoing training for current employees helps them adjust to rapidly
changing job requirements.

40
 Position training

From new recruit to management training specific to each position is delivered

to our trained staffs with the skill set required to given position.

Engineering training

Included in engineering training are engineering basic course, advance course,

specialist seminar. Engineering basic course is design to teach engineering
skills by giving comprehensive and systematic understanding on engineering

including design procurement and construction project management. Advance

course offers in depth on the job education for the required discipline. During
specialist seminars findings from study activities technology information and
application technology by discipline are introduce to communicate and share
new technology.

Job training

Job training newly launch program to systematically develop job capabilities

is structured to nurture knowledge competencies and mid set required for job.
The training aimed at fostering job related skills and expertise is composed of
job basic course, job intensive
inte nsive course, job expert
exp ert course.

Globalization training

41
With an aim to develop foreign language skills and promote smooth
communication at our overseas project the regular in hose program is
comprised of Samsung group language test prep course and practical English
conversation course with curriculum broke down based on the score of
speaking test. Furthermore courses to help you improve business writing,

meeting, presentation, communication, negotiation skills are provided to help

your career. Those who want to take advantage of 5 day workweek and wish
to study during weekend can continuously benefit from the program. You can
continuously take Samsung group collective course to enhance business skills.

IT training

MS excel and PowerPoint course for professional office automation, e-test

preparation course for IT professional certification are upgraded for your
service. Including financial management education and legal matter course,
business general training allows you to acquire basic understanding of
engineering and general business while raising efficiency in operation.

Core talent training

The training is to nurture core talent in the organization. Among the program
regional specialist course is designed to develop global competitiveness while
global biz. Leadership course to nurture people ready from global challenge.
The training further provides various programs including SLP course to
identify next generation business leaders. Samsung MBA course to nurture
strategic members who can lead ever changing business environment of the
new millennium, and evening graduate course to horn business skills of
Samsung engineering staff.

42
Purpose of Training and Development

Reasons for emphasizing the growth and development of personnel include

 Creating a pool of readily available and adequate replacements for

personnel who may leave or move up

u p in the organization.
organizatio n.
 Enhancing the company's ability to adopt and use advances in
technology because of a sufficiently knowledgeable staff.
 Building a more efficient, effective and highly motivated team, which
enhances the company's competitive position and improves employee
morale.

 Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from
training and developing its workers, including:

 Increased productivity.
 Reduced employee turnover.
 Increased efficiency resulting in financial gains.
 Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-

being as they become more valuable to the firm and to society.
societ y. Generally they
t hey
will receive a greater share of the material gains that result from their
increased productivity. These factors give them a sense of satisfaction through
the achievement of personal and company goals.

The Training Process

The model below traces the steps necessary in the training process:


Organizational Objectives

43
  Needs Assessment
 Is There a Gap?
 Training Objectives
 Select the Trainees
 Select the Training Methods and Mode

Choose a Means of Evaluating
 Administer Training
 Evaluate the Training

Your business should have a clearly defined strategy and set of objectives that
direct and drive all the decisions made especially for training decisions. Firms
that plan their training process are more successful than those that do not.
Most business owners want to succeed, but do not engage in training design
that promise to improve their chances of success. Why? The five reasons most

often identified are:

Time - Small businesses managers find that time demands do not allow them
to train employees.

Getting started - Most small business managers have not practiced training
employees. The training process is unfamiliar.

Broad expertise - Managers tend to have broad expertise rather than the
specialized skills needed for training and development activities.

Lack of trust and openness - Many managers prefer to keep information

to themselves. By doing so they keep information from subordinates and
others who could be useful in the training and development process.

Scepticisms as to the value of the training - Some small business

owners believe the future cannot be predicted or controlled and their efforts,
therefore, are best centred on current activities i.e., making money today.

44
A well-conceived training program can help your firm succeed. A program
structured with the company's strategy and objectives in mind has a high
probability of improving productivity and other goals that are set in the
training mission.

For any business, formulating a training strategy requires addressing a series

of questions.

 Who are your customers? Why do they buy from you?

 Who are your competitors? How do they serve the market? What
competitive advantages do they enjoy? What parts of the market have
they ignored?
 What strengths does the company have? What weaknesses?
 What social trends are emerging that will affect the firm?

The purpose of formulating a training strategy is to answer two relatively

simple but vitally important questions:
(1) What is our business? And

(2) What should our business be? Armed with the answers to these questions
and a clear vision of its mission, strategy and objectives, a company can
identify its training needs.

Identifying
Identifying Training Needs

Training needs can be assessed by analyzing three major human resource

areas: the organization as a whole, the job characteristics and the needs of the
individuals. This analysis will provide answers to the following questions:

 Where is training needed?

 What specifically must an employee learn in order to be more
productive?
 Who needs to be trained?

45
Begin by assessing the current status of the company how it does what it does
best and the abilities of your employees to do these tasks. This analysis will
provide some benchmarks against which the effectiveness of a training
program can be
b e evaluated. Your firm should
shou ld know where it wants to be in five
years from its long-range strategic plan. What you need is a training program

to take your firm from here to there.

Second, consider whether the organization is financially committed to

supporting the training efforts. If not, any attempt to develop a solid training
program will fail.

Next, determine exactly where training

t raining is needed. It is foolish to implement
i mplement a
companywide training effort without concentrating resources where they are
needed most. An internal audit will help point out areas that may benefit from
training. Also, a skills inventory can help determine the skills possessed by the
employees in general. This inventory will help the organization determine
what skills are available now and what skills are needed for future
development.

Also, in today's market-driven economy, you would be remiss not to ask your
customers what they like about your business and what areas they think should
be improved. In summary, the analysis should focus on the total organization
and should tell you

(1) Where training is needed and

(2) Where it will work within the organization.

Once you have determined where training is needed, concentrate on the

content of the program. Analyze the characteristics of the job based on its
description, the written narrative of what the employee actually does. Training
based on job
jo b descriptions should go into detail about how the job is performed
on a task-by-task basis. Actually doing the job will enable you to get a better
feel for what is done.

46
Individual employees can be evaluated by comparing their current skill levels
or performance to the organization's performance standards or anticipated
needs. Any discrepancies between actual and anticipated skill levels identify a
training need.

Selection of Trainees
Once you have decided what training is necessary and where it is needed, the
next decision is who should be trained? For a small business, this question is
crucial. Training an employee is expensive, especially when he or she leaves
your firm for a better job. Therefore, it is important to carefully select who
will be trained.
Training programs should be designed to consider the ability of the employee
to learn the material and to use it effectively, and to make the most efficient

use of resources possible. It is also important that employees be motivated by

the training experience. Employee failure in the program is not only damaging
to the employee but a waste of money as well. Selecting the right trainees is
important to the success of the program.

Training Goals
The goals of the training program should relate directly to the needs
determined by the assessment process outlined above. Course objectives
should clearly state what behaviour or skill will be changed as a result of the

training and should relate to the mission and strategic plan of the company.
Goals should include milestones to help take the employee from where he or
she is today to where the firm wants him or her in the future. Setting goals
helps to evaluate the training program and also to motivate employees.
Allowing employees to participate in setting goals increases the probability of
success.

47
Training Methods

There are two broad types of training available to small businesses: on-the-job
and off-the-job techniques. Individual circumstances and the "who," "what"
and "why" of your training program determine which method to use.

On-the-job training is delivered to employees while they perform their

regular jobs. In this way, they do not lose time while they are learning. After a
plan is developed
dev eloped for what should be taught, employees
empl oyees should be informed of
the details. A timetable should be established with periodic evaluations to
inform employees about their progress. On-the-job techniques include
orientations, job instruction training, apprenticeships, internships and
assistantships, job rotation and coaching.

Off-the-job techniques include lectures, special study, films, television

conferences or discussions, case studies, role playing, simulation, programmed
instruction and laboratory training. Most of these techniques can be used by
small businesses although, some may be too costly.

Orientations are for new employees. The first several days on the job are
crucial in the success of new employees. This point is illustrated by the fact
that 60 percent of all employees who quit do so in the first ten days.
Orientation training should emphasize the following topics:

The company's history and mission.

 The key members in the organization.
 The key members in the department, and how the department helps
fulfil the mission of the company.
 Personnel rules and regulations.

Some companies use verbal presentations while others have written

presentations. Many small businesses convey these topics in one-on-one
orientations. No matter what method is used, it is important that the newcomer
understand his or her new place of employment.

48
Lectures present training material verbally and are used when the
t he goal is
i s to
present a great deal of material to many people. It is more cost effective to
lecture to a group than to train people individually. Lecturing is one-way
communication and as such may not be the most effective way to train. Also,
it is hard to ensure that the entire audience understands a topic on the same
level; by targeting the average attendee you may undertrained some and lose
others. Despite these drawbacks, lecturing is the most cost-effective way of
reaching large audiences.

Role playing and simulation are training techniques that attempt to

bring realistic decision making situations to the trainee. Likely problems and
alternative solutions are presented for discussion. The adage there is no better
trainer than experience is exemplified with this type of training. Experienced
employees can describe real world experiences, and can help in and learn from

developing the solutions to these simulations. This method is cost effective

and is used in marketing and management training.

Audiovisual methods such as television, videotapes and films are the

most effective means of providing real world conditions and situations in a
short time. One advantage is that the presentation is the same no matter how
many times it's played. This is not true with lectures, which can change as the
speaker is changed or can be influenced by outside constraints. The major flaw
with the audiovisual method is that it does not allow for questions and

interactions with the speaker, nor does it allow for changes in the presentation
for different audiences.

Job rotation involves moving an employee through a series of jobs so he or

she can get a good feel for the tasks that are associated with different jobs. It is
usually used in training for supervisory positions. The employee learns a little
about everything. This is a good strategy for small businesses because of the
many jobs an employee may be asked to do.

49
Apprenticeships develop employees who can do many different tasks.
They usually involve several related groups of skills that allow the apprentice
to practice a particular trade, and they take place over a long period of time in
which the apprentice works for, and with, the senior skilled worker.
Apprenticeships are especially appropriate for jobs requiring production skills.

Internships and assistantships are usually a combination of classroom

and on-the-job training. They are often used to train prospective managers or
marketing personnel.

Programmed learning, computer-aided instruction and interactive video

all have one thing in common: they allow the trainee to learn at his or her own
pace. Also, they allow material already learned to be bypassed in favour of
material with which a trainee is having difficulty. After the introductory

period, the instructor need not be present, and the trainee can learn as his or
her time allows. These methods sound good, but may be beyond the resources
of some small businesses.

Laboratory training is conducted for groups by skilled trainers. It usually

is conducted at a neutral site and is used by upper- and middle management
trainees to develop a spirit of teamwork and an increased ability to deal with
management and peers. It can be costly and usually is offered by larger small
businesses.

Trainers
Who actually conducts the training depends on the type of training needed and
who will be receiving it. On-the-job training is conducted mostly by
supervisors; off-the-job training, by either in-house personnel or outside
instructors.

In-house training is the daily responsibility of supervisors and employees.

Supervisors are ultimately responsible for the productivity and, therefore, the
training of their subordinates. These supervisors should be taught the
techniques of good training. They must be aware of the knowledge and skills

50
necessary to make a productive employee. Trainers should be taught to
establish goals and objectives for their training and to determine how these
objectives can be used to influence the productivity of their departments. They
also must be aware of how adults learn and how best to communicate with
adults. Small businesses need to develop their supervisors' training capabilities

by sending them to courses on training methods. The investment will pay off
in increased productivity.

There are several ways to select training personnel for off-the-job training
programs. Many small businesses use in-house personnel to develop formal
training programs to be delivered to employees off line from their normal
work activities, during company meetings or individually at prearranged
training sessions.

There are many outside training sources, including consultants, technical and
vocational schools, continuing education programs, chambers of commerce
and economic development groups. Selecting an outside source for training
has advantages and disadvantages. The biggest advantage is that these
organizations are well versed in training techniques, which is often not the
case with in-house personnel.

The disadvantage of using outside training specialists is their limited

knowledge of the company's product or service and customer needs. These
trainers have a more general knowledge of customer satisfaction and needs. In
many cases, the outside trainer can develop this knowledge quickly by
immersing himself or herself in the company prior to training the employees.
Another disadvantage of using outside trainers is the relatively high cost
compared to in-house training, although the higher cost may be offset by the
increased effectiveness of the training. Whoever is selected to conduct the
training, either outside or in-house trainers, it is important that the company's
goals and values be carefully explained.

51
Training Administration
Administration
Having planned the training program properly; you must now administer the
Training to the selected employees. It is important to follow through to make
sure the goals are being met. Questions to consider before training begins
include:

 Location.
 Facilities.
 Accessibility.
 Comfort.
 Equipment.
 Timing.

Careful attention to these operational details will contribute to the success of

the training program. An effective training program administrator should
follow these steps:

 Define the organizational objectives.

 Determine the needs of the training program.
 Define training goals.
 Develop training methods.
 Decide whom to train.
 Decide who should do the training.
 Administer the training.
 Evaluate the training program.

Following these steps will help an administrator develop an effective

training program to ensure that the firm keeps qualified employees who
are productive, happy workers. This will contribute positively to the
bottom line.

Evaluation of Training

Training should be evaluated several times during the process. Determine

52
these milestones when you develop the training. Employees should be
evaluated by comparing their newly acquired skills with the skills defined by
the goals of the training program. Any discrepancies should be noted and
adjustments made to the training program to enable it to meet specified goals.
Many training programs fall short of their expectations simply because the
administrator failed to evaluate its progress until it was too late. Timely
evaluation will prevent the training from straying from its goals.

Training Cycle

Stage 1 - Identification of training needs

This initial stage of the training cycle addresses finding out if there is, or
identifying, training need. If a need is identified, it is at this stage that who
needs trained (target audience), in what and how you will know the training
has had the intended impact success criteria of the training should be
identified. This stage will help those who identify training needs to consider
why the training is required and its expected outcome and impact.

53
How you will measure if the training has met the original need i.e. brought
about intended change in behaviour, performance.

Stage 2 - Design of training solutions

This stage covers planning, design and development of magistrate training. It

aims to ensure that a systematic and consistent approach is adopted for all
training solutions. Training solutions cover face to face training and open and
flexible learning including e-learning.

Stage 3 - Delivery of training solutions

This stage of the training cycle ensures that the delivery of the training is
effective and provides opportunities for the learners to learn. This will involve
choosing the most appropriate format for meeting training needs, and taking
advantage of different training methods.

Stage 4 - Application of training in the court environment

environment

This stage of the training cycle is concerned with ensuring that all learning
outcomes are applied and reinforced in practice within the court environment.
This stage will help those who monitor the development of individual learners

and review their progress.

Stage 5 - Evaluation of training solutions

This stage of the training cycle deals with the collection, analysis and
presentation of information to establish the improvement in performance that
results from this.This stage will help those who evaluate learning programmes,
or who respond to developments in learning, or plan and introduce
improvements in learning interventions.

54
 Research Methodology

Research is common parlance refer to the search for knowledge. It can be also
defined as a systematic and scientific search for pertinent information on
specific topic; In fact search is a part of scientific investigation. In simple
terms research means "a careful investigation or enquiry through search for
new facts in any branch of knowledge‖

LOGICAL FLOW OF RESARCH IS AS FOLLOW

Identification of problem

Research objective

Source of data

Data collection

Sample

Sample size

Data interpretation

Data analysis

Finding and observation

Conclusion

Recommendation

55
 Research design

Research design can be thought of the structure of research. It is a glue that

holds all the elements in a research project together. Research design is a vital
part of the research
resear ch study.
stud y. It is a logical and systematic
s ystematic planning
plannin g and directing
of piece of research. It is a master plan and blue print of entire study.

Sources of data

Primary data

 Internal data about working of HR department from gathered from

organisation.
 Interview
 Observation
 Sufficient data collected through feedback forms from employees
[Questionnaires]

Secondary data

 Magazines, journal, brochures, books

 Website of company [www.samsung.com]
 Earlier research on similar topic

56
 Samples

We always have to work with a sample of subject rather than the full
population. But people are interested in population, not the sample. To
generalise from the sample to the population, the sample has to be
representative of the population. The safety way to ensure that the
representative is to use a random selection procedure.

Method of sampling used

"Random selection process"

In the random selection method, all items have some chance of selection that
can be calculated. Random sampling technique ensures that bias is not
introduced regarding who is not included in survey.

Sampling size

The sampling size is taken in 20 employees from the Human resource

department in Samsung company private limited, Nagpur.

Data collection

Survey questionnaires: Behaviour, belief and observation of specific groups

are identified, reported and interpreted.

57
 Development of Hypothesis

Hypothesis is usually considered as the principle instrument . Its main function

is to suggest new experiment and observation. In fact many experiments are
carried out with the deliberate object of testing HYPOTHESIS. In general it is
taken as a proposal to accept something as true. It may prove to be correct or
incorrect. So after defining the objective and having good literature survey.

I set the hypothesis for my research project as –

The training and development program adopted by Samsung Company helps

to improve employee's performance and simultaneously fulfil organisation

objectives.
Training and development activities conducted by Samsung Company are
effective and the employees are better performers after the training is
imparted.

58
 Data interpretation and data analysis

1. Your organisations consider training as a part of organisational strategy. do

you agree with this statement?

No. of Strongly Agree Disagree Somewhat

employees agree agree
20 08 10 01 01

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

6%
5%

40%

49%

According to above data, from 100% employees

49% employees considers training as a part of firm's strategy

40% employees strongly agree with the statement

5% employees disagree with the statement

6% employees somewhat agree with the statement

2. To whom the training is given more?

59
No. of New staff Junior staff Senior staff Based on
employees requirement
20 08 02 08 02

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

6%

42%

42%

10%

According to above data out of 100% employees

42% employees are new staffs is given training

42% employees are senior staff are given training

10% employees are junior staff are given training

6% employees are given training based on requirement.

3. What are the barriers of training and development in your firm?

60
No. of time Lack of money Non
employees interest availability of
skilled trainer

20 07 08 03 02

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

6%

16%
36%

42%

According to above data 100% of employees

36% employees consider time as a barrier in the training

42% employees consider lack of interest as barrier

16% employees consider money as barrier

6% employees consider non availability of skilled trainer as barrier

4. What mode of training method is used in a firm?

61
No. of Job relation Conference/ External Programmed
employees discussion training instructions
20 06 08 03 03

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

15%

30%

15%

40%

according to above data from 100% employees

30% employees said job relation is use as a mode of training

40% employees said conference/discussion is use as a mode of training

15% employees said external training is done

15% employees said programmed instruction is use as training

5. Training and development sessions conducted in your firm are useful

62
No. of Strongly agree disagree Somewhat
employees agree agree
20 05 13 01 01

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

6%
5%
25%

64%

According to above data from 100% employees

25% employees strongly agree with the statement

64% employees agree with the statement

5% employees disagree with the statement

6% employees somewhat agree with the statement

6. How long does it take to implement the trained process?

63
No. of Less than 1 1-2month 2-4 month More than 4
employees month month
20 05 12 03 00

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

6%

14% 23%

57%

According to above data from 100% employees

23% employees said it took less than 1 month

57% employees said it took 1-2 month

14% employees said it took 2-4 month

6% employees said it took more than 4 months

7. How well the work place of training is physically organised?

64
No. of excellent Good bad Average
employees
20 13 05 01 01

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

6%
5%

25%

64%

According to above data from 100% employees

64% employees says workplace for training is organised excellent

25% employees says workplace for training is organised good

6% employees says workplace for training is organised average

5% employees says workplace for training is organised bad

9. What are the conditions that has to be improve while training sessions?

65
No. of Redesign of Remove Reorganise Upgrade
employees job interference the workplace information
20 11 03 02 04

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

7%

12%

17%
64%

According to above data out of 100% employees

64% employees say need to redesign of job

17% employees say need to remove interference

12% employees say need to reorganise workplace

7% employees say need to upgrade information

10. What are the general complaints about the training sessions?

66
No of Time waste Gap between Training Training
employees sessions session are sessions are
unplanned boring
20 14 04 01 01

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

6%
5%

20%

69%

According to above data from 100% employees

69% employees have complaint time wastage during training

20% employees have complaint of too many gaps between sessions

5% employees have complaint that training sessions are unplanned

6% employees have complaint that training sessions are boring

11. The time duration for training period is?

67
No. of sufficient manageable To be To be
employees extended shortened
20 13 05 01 01

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

6%
5%

25%

64%

According to above data from 100% employees

64% employees says the time duration for training is sufficient

25% employees says that time duration for training is manageable

5% employees says that time duration for training is to be extended

6%employees says that time duration for training is to be shortened

12. Have you come across any problem during training session in your firm?

68
No. of employees yes no

20 3 17

1st Qtr 2nd Qtr

15%

85%

According to above data from 100% employees

15%employees says that they have experience problem during training

85% employees say they do not experience any problem during training
sessions.

69
 Conclusion

On the basis of the analysis made, the following conclusions are

drawn:
 Maximum trainees are working in the organization for more
than five years.
 75% of employees are aware of the company’s vision and
mission.
 Maximum of employees finds healthy environment at the work
place.
 Maximum said that they get help whenever they required.


All the employees are satisfied with the training and
development program given to them.
 The training and development program given to employees is
completely successful in improving once understanding about
the requirement and responsibility of joy.
 The training program has helped in developing skills of
employees.
 After attending the training program most of the workers find
their attitude better towards the job.

Maximum employees find cooperation between the
management and the workers.
 More than half number of employees said that all the
employees are treated similarly without bias and prejudice.

70
 Recommendation

The training evaluation process has the potential to provide useful information
to multiple stakeholder groups. By an effective training evaluation process, an
organization can obtain the information to improve both training program
delivery and business performance, creating opportunities for continues
organizational improvement. Different types of behavioural training programs
should be organized in or outside the company so that the executives are more
efficient and effective in their work.

Behavioural training programs such as control your destiny, work-life balance,

leadership for success, mind Enovation, managing changes, organizational

decline and turn around management process. Attitude for excellence,

creativity and Enovation managing for result, ethical decision making time
management, creative conflict management, team building.

Commitment to staff training and professional development supports the

company purpose of ―bringing knowledge to life‖ and the core value of
―lifelong learning‖ for workers.

Too efficiently and effectively achieves a high level of excellence in line with
the mission and vision, the company relies on a highly skilled, highly
motivated Staff.

Recognizing the need for an organized approach to workers training and

development on an equitable basis for all workers in the company regardless
of the unit/department, the company is committed to the support and
promotion of activities and funding to achieve this goal. This investment
ensures that the staffs develops both personally and professionally so they
have and retain workers who performs at the highest standards and respond
correctively to change within the department, the company.

71
 Bibliography

Books referred

Personnel and human resource management by P. Subba Rao

Personnel management by C.B Mamoria

Human resource and personnel management by K.Aswathappa

Human resource management by Anjali Ghanekar

Human resource management by T.N Chhabra

Websites

www.google.com

www.wikipidia.com

www.samsung.com.in

72
 Samsung India Private Ltd.

Nagpur.

Questionnaire

Personal details:

Name:

Age:

Gender:

1. Your organisation considers training as a part of organisational strategy. do

you agree with this statement?

Strongly agree

Agree

Disagree

Somewhat agree

73
2. To whom training is given more in your organisation?

New staff

Junior staff
Senior staff

Based on requirement

3. What are the barriers to training and development in an organisation?

Time

Lack of interest

Money

Non availability of skilled

skille d trainer

4. What mode of training is normally used in your organisation?

Job relation

Conference / discussion

Programmed instructions

External training

74
5. Training and development programmed conducted in your organisation are
useful?

Strongly agree

Agree

Disagree

Somewhat agree

6. How long does it take to implement the trained process?

Less than 1 month

1-2 months

2-4months

More than 4 months

7. How well the work place of training is organised?

Excellent

Good

Bad

Average

75
8. What training do you need to make your career aspirations come true?

Formal meeting

Leadership
External degree study

Other (specify)

9. What are the conditions that have to be improved during training sessions?

Re organise the job

Re organise the workplace

Upgrade the information of

Material given during training

10. What are the general complaints about training sessions?

Take away precious time of workers

Too many gaps between sessions

Training sessions are unplanned

Boring and not useful

76
11. The time duration given for the training period is?

Sufficient

Manageable
To be extended

To be shortened

12. Have you ever come across any problem during training session in your
firm?

Yes

No

77