CURREENT TRAINING AND DEVELOPMENT PRACTICES IN INDIGO AIRLINES
CERTIFICATE FROM THE GUIDE
This is to certify that the Project work titled Current Training And Development Practices is a bonafide work carried out by Ms. Tejashree Namdeo Borji
Admission no: LPGD/JA10/0870
A candidate for the Post Graduate Diploma examination of the Welingkar Institute of Management under my guidance and direction.
SIGNATURE OF GUIDE: NAME: Mrs.Rani Gupta DESIGNATION: Recruitment Officer ADDRESS: INDIGO AIRLINES17, 1ST FLOOR, JOLLYMAKER, CHAMBER –II, 225 NARIMAN POINT, MUMBAI,-400021 MAHARASHTRA
CURREENT TRAINING AND DEVELOPMENT PRACTICES
NAME: Tejashree N.Borji
ADMISSION NO: LPGD/JA10/0870
POST GRATUATION IN BUSINESS MANAGEMENT
SPECIALIZATION – Human Resources Management
NAME OF THE INSTITUTE: WELINGKAR INSTITUTE OF MANAGEMENT
SR. NO. 1 INTRODUCTION Ø Ø DEVLOPMENT Ø Ø 2 3 Ø Ø Ø Ø Ø Ø 4 5 6 7 8 9 10 11
TOPIC TRAINING AND DEVELOPMENT DEFINED TRADITIONAL AND MODERN APPROACH OF TRAINING AND THE TRAINING PROCESS THE TRAINING SYSTEM
IMPORTANCE OF TRAINING AND DEVELOPMENT TRAINING AND DEVELOPMENT OBJECTIVES ROLE OF HRD PROFESSIONAL IN TRAINING THE TRAINING SYSTEM METHODS OF TRAINING BASIC TYPES OF INPUTS IN TRANING PROCESS OF TRAINING MANAGEMENT DEVELOPMENT PROGRAM (MDP)
REASON FOR CHOOSING THIS TOPIC OBJECTIVE OF THE STUDY BRIEF HISTORY OF THE ORGANIZATION ORGANIZATIONAL STRUCTURE PRODUCTS\ SERVICES FINANCIAL PERFORMANCE RESERCH STUDY OF MAIN TOPIC Ø Ø Ø Ø Ø Ø TRAINING PROGRAMME FOR TESTING OUT THE TRAINING PREPARATION OF TRAINING PLAN: IMPARTING OF TRAINING MANAGEMENT TRAINEE’S TRAINING PILOT TRAINING CABIN CREW
42 43 44-45 46-47 48-49 50-53 54-60
EMPLOYEE OVERALL DEVELPOMENT Ø Ø Ø Ø FINDINGS SUGGESTIONS LIMITATION CONCLUSION BIBLIOGRAPHY TRAINING EVALUATION FORM QUESTIONNAIRE TRAINING IN INDIGO AIRLINES CROSS-CULTURAL TRAINING PROGRAMS AND SERVICES CARREER DEVELOPMENT DATA ANALYSIS & INTERPRETATION
13 14 15 16 17 18 19
84-85 86 87 88 89 89-90 91-93
Therefore. TRAINING AND DEVELOPMENT DEFINED It is concerned with the structure and delivery of acquisition of knowledge to improve the efficiency and effectiveness of organization. It is concerned with improving the existing skills and exploring the potential skills of the individual i.e.1 INTRODUCTION
CURRENT TRAINING & DEVELOPMENT PRACTICES
TRAINING AND DEVELOPMENT is a subsystem of an organization. training is a key to optimizing utilization human intellectual technological and entrepreneurial skills. upgrading the employee’s skills and extending their knowledge. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.
The training system in Indian Industry has been changed to create a smarter workforce and yield the best results
. • Developing the employee’s capabilities so that they may be able to discover their potential and exploit them to full their own and organizational development purpose. They were holding the traditional view that managers are born and not made. and collaboration among different sub units are strong and contribute to organizational wealth. But now the scenario seems to be changing. teamwork. There were also some views that training is a very costly affair and not worth. tasks and functions.Training and Development referred to as: • Acquisition and sharpening of employees capabilities that is required to perform various obligations. Organizations used to believe more in executive pinching.
TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT Traditional Approach – Most of the organizations before never used to believe in training. Training is now considered as more of retention tool than a cost.
The Modern approach of training and development is that Indian Organizations have realized the importance of corporate training. • Developing an organizational culture where superior-subordinate relationship. dynamism and pride to the employees.
Organizational TNA should ideally be undertaken at 3 levels: • Organizational level • Team/departmental level • Individual level
These three levels are inter-linked. It considers the skills. knowledge and behaviors that your people need. and how to develop them effectively. and using this structure will help ensure a balanced analysis that takes into account the big picture as well as the specific needs of individuals. Methods that can be used to identify learning needs include:
. volunteers and trustees within in your organization.What is Training/Learning Needs Analysis A training/learning needs analysis (TNA) is a review of learning and development needs for staff.
• Analysis of existing strategies and plan to identify what skills are needed for delivery • Questionnaires – paper based or online • One-to-one interviews • Focus groups - facilitated small group discussions with a representative sample of people
The outcome of your TNA should be a robust learning and development plan, based on research and linked to organizational, team and individual objectives. Some of the questions that you might like to ask before undertaking an analysis of learning needs are: 1. Do we have a strategic and organizational plan? 2. Do we have an appraisal system in place? 3. Do all staff have an up to date job description? 4. Do all staff have written objectives? 5. Do we have a competency framework in place? 6. Do we have a training strategy and/or a stated commitment to the value of learning and development for our staff/volunteers and trustees? 7. Do we have processes (formal and informal) in place for effective consultation across the organization?
THE TRAINING SYSTEM A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization. The System Approach views training as a sub system of an organization. System Approach can be used to examine broad issues like objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA), formulating, delivering, and evaluating. There are 4 necessary inputs i.e. technology, man, material, time required in every system to produce products or services. And every system must have some output from these inputs in order to survive. The output can be tangible or intangible depending upon the organization’s requirement. A system approach to training is planned creation of training program. This approach uses step-by-step procedures to solve the problems. Under systematic approach, training is undertaken on planned basis. Out of this planned effort, one such basic model of five steps is system model that is explained below.
INPUTS IN TRAINING AND DEVELOPMENT
Any training and development programme must contain inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into the distant future. Skills: Training is imparting skills to employees. A worker needs skills to operate machines, and use other equipments with least damage and scrap. This is a basic skill without which the operator will not be able to function. Employees, particularly supervisors and executives, need interpersonal skills. Education: The purpose of education is to teach theoretical concepts and develop a sense of reasoning and judgment.
Development: It is less skill-oriented but stresses on knowledge. Knowledge about business environment, management principles and techniques, human relations, specific industry analysis is useful for better management of a company. Ethics: There is need for imparting greater ethical orientation to a training and development programme. Ethical attitude help managements make better decisions which are in the interests of the public, the employees and in the long term-the company itself. Attitudinal Changes: Attitude represents feelings and beliefs of individuals towards others. Attitude affects motivation, satisfaction and job commitment. Negative attitude need to be converting into positive attitude. Attitude must be changed so that employees feel committed to the organization, are motivated for better performance, and derive satisfaction from their jobs and the work environment. Decision making and problem solving skills: It focus on methods and techniques for making organization decision-making and solving work related problems.
• Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. 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.2 IMPORTANCE OF TRAINING AND DEVELOPMENT
• 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 as their individual goals. and peers. and inter-team collaborations. • 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. It also helps the employees in attaining personal growth.
. subordinates. It helps to expand the horizons of human intellect and an overall personality of the employees. • Team spirit – Training and Development helps in inculcating the sense of team work. • Organization Climate – Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders. • Quality – Training and Development helps in improving upon the quality of work and worklife.
• Development of skills of employees – Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps in creating the learning culture within the organization.
Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness. • Health and Safety – Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Individual Objectives – help employees in achieving their personal goals. there are four other objectives: Individual. Organization gets more effective decision making and problem solving. It helps to build good employee.
TRAINING AND DEVELOPMENT OBJECTIVES The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. • Morale – Training and Development helps in improving the morale of the work force. Organizational.
.e. In addition to that. Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs. which in turn. • Profitability – Training and Development leads to improved profitability and more positive attitudes towards profit orientation. • Training and Development aids in organizational development i. motivation. relationship so that individual goals aligns with organizational goal. and other aspects that successful workers and managers usually display. • Image – Training and Development helps in creating a better corporate image.• Healthy work-environment – Training and Development helps in creating the healthy working environment. loyalty. enhances the individual contribution to an organization. Functional. better attitudes. and Societal. It helps in understanding and carrying out organizational policies • Training and Development helps in developing leadership skills.
Training objectives are of great significance from a number of stakeholder perspectives: 1. trainer comes in a position to establish a relationship between objectives and particular segments of training. Training objectives tell the trainee that what is expected out of him at the end of the training program. It helps in adhering to a plan. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. While some people think of training objective as a waste of valuable time.
. Trainee 3. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. Also. Evaluator Trainer – The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments.Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society
IMPORTANCE OF TRAINING OBJECTIVES
Training objective is one of the most important parts of training program. Trainer 2. Designer 4.
Therefore. and training content accordingly to achieve those objectives. it is important to keep the participants aware of the happenings. Secondly. which is the crucial factor to make the training successful. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. The training designer would then look for the training methods. it helps in increase in concentration. Since the objective is known. Thirdly. then the likelihood of achieving those goals is much higher than the situation in which no goal is set. Furthermore. the designer will design a training program that will include ways to improve the interpersonal
. planning always helps in dealing effectively in an unexpected situation.Trainee – The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. training objectives helps in increasing the probability that the participants will be successful in training. rather than keeping it surprise. The objectives create an image of the training program in trainee’s mind that actually helps in gaining attention. Consider an example. if the goal is set to be challenging and motivating. the objective of one training program is to deal effectively with customers to increase the sales. Designer – The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then he’ll buy the training package according to that only. Therefore. training equipments.
concepts. or changing of attitudes and behaviors to enhance the performance of employees. such as verbal and non verbal language. but it’s knowing how to get there It’s not how high you want to rise. but it’s knowing how to reach it It’s not where you want to go. Training objective is an important to tool to judge the performance of participants. Evaluator – It becomes easy for the training evaluator to measure the progress of the trainees because the objectives define the expected performance of trainees.
• • •
It’s not what you want in life.e.skills. Training is activity leading to skilled behavior. sharpening of skills. without any guidance. dealing in unexpected situation i. rules. Therefore. but it knows how to take off
. when there is a defect in a product or when a customer is angry.
It is a learning process that involves the acquisition of knowledge. the training may not be designed appropriately.
. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge. Training is about the acquisition of knowledge. but it’s more like a vision It’s not the goal you set. but it’s having the knowledge to do it It's not a set of goals. and abilities (KSA) through professional development. but it will be an outcome It’s not what you dream of doing. finance. and attitudes (KSAs). Training is a sub-system of the organization because the departments such as. etc depends on training for its survival.ROLE OF TRAINING
• • • •
It may not be quite the outcome you were aiming for. marketing & sales. and where you will be after some point of time. HR. skills. production. but it’s what you need to achieve it
Training is about knowing where you stand (no matter how good or bad the current situation looks) at present. skills.
e. Rewards for improvement in performance 3. Flexible access i. Providing pre-employment market oriented skill development education and post employment support for advanced education and training 5. HR role now is: 1. anytime.3 Role of HRD Professionals in Training This is the era of cut-throat competition and with this changing scenario of business. Rewards to be associated with self esteem and self worth 4. anywhere training
. Active involvement in employee education 2. the role of HR professionals in training has been widened.
skills. formulating. An organization is a system and training is a sub system of the organization.The three model of training are: 1. Analyze and identify the training needs i. finance. The System Approach views training as a sub system of an organization. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA). and evaluating. and attitudes (KSAs). time required in every system to produce products or services. functions. The steps involved in System Model of training are as follows: 1. man.
. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge. Instructional System Development Model 3. technology. The training should achieve the purpose of helping employee to perform their work to required standards. The output can be tangible or intangible depending upon the organization’s requirement. There are 4 necessary inputs i. etc depends on training for its survival. System Approach can be used to examine broad issues like objectives. material. employees requirement. delivering.THE TRAINING SYSTEM A System is a combination of things or parts that must work together to perform a particular function. marketing & sales. production. And every system must have some output from these inputs in order to survive.
MODELS OF TRAINING Training is a sub-system of the organization because the departments such as. System Model 2. what do they need to learn. HR. job. Transitional model System Model Training The system model consists of five phases and should be repeated on a regular basis to make further improvements.e. estimating training cost.e. who needs training. and aim. to analyze the department. etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated.
selecting delivery method.
5. This step requires developing objectives of training. examining the training material. sequencing and structuring the contents. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Develop.2. validating information to be imparted to make sure it accomplishes all the goals & objectives. 4.
3. Design and provide training to meet identified needs.This phase requires listing the activities in the training program that will assist the participants to learn. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program.
. identifying the learning steps. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices.
media selection. lighting. etc. workbooks. 5. food facilities. such as arranging speakers.
2. Training objectives are defined on the basis of job responsibilities and job description and on the basis of the defined objectives individual progress is measured. types of training material. instructional objectives that measures behavior of a participant after the training. benches. It consists of developing course material for the trainer including handouts. EVALUATION – The purpose of this phase is to make sure that the training program has achieved its aim in terms of subsequent work performance. cooling. and other training accessories. job analysis. podium.
4. visual aids. sequencing the content. This phase consists of identifying strengths and weaknesses and making necessary amendments to any of the previous stage in order to remedy or improve failure practices. and target audience analysis. trainer and the training program. selection of content.e. parking. EXECUTION – This phase focuses on logistical arrangements.Instructional System Development Model : Instructional System Development model was made to answer the training problems. course material for the trainee including handouts of summary. strategies to impart knowledge i. This model also helps in determining and developing the favorable strategies. demonstration props. This model is widely used now-a-days in the organization because it is concerned with the training need on the job performance.
3. PLANNING – This phase consist of setting goal of the learning outcome. ANALYSIS – This phase consist of training need assessment. DEVELOPMENT – This phase translates design decisions into training material. etc. and delivering media for the types of training objectives to be achieved. sequencing of content. The Instructional System Development model comprises of five stages: 1. equipments. methods of evaluating the trainee.
Vision – focuses on the milestones that the organization would like to achieve after the defined point of time. or may be promising to meet some other deadlines. A vision statement tells that where the organization sees itself few years down the line. Transitional Model Transitional model focuses on the organization as a whole. mission and values of the organization on the basis of which training model i. inner loop is executed.e. A vision may include setting a role mode. or bringing some internal transformation. the output of one phase is an input to the next phase. The outer loop describes the vision. In this model.The ISD model is a continuous process that lasts throughout the training program. It also highlights that feedback is an important phase throughout the entire training program.
and values precede the objective in the inner loop. vision. values may include social responsibility. and all other stakeholders. It reflects the deeply held values of the organization and is independent of current industry environment. This model considers the organization as a whole. employees. excellent customer service
the mission. It identifies the position in the community. The mission statement tells about the identity that how the organization would like to be viewed by the customers. For example.
. inspire. and inform the employees regarding the organization. The reason of developing a mission statement is to motivate.Mission – explain the reason of organizational existence. Values – is the translation of vision and mission into communicable ideals. The objective is formulated keeping these three things in mind and then the training model is further implemented.
also its impact on trainees keeping their background and skills in mind before giving training. Trainers need to understand the pros and cons of each method. The various methods under Behavioral approach allow the trainee to behavior in a real fashion. etc. written or verbal information.
.METHODS OF TRAINING There are various methods of training. These methods are associated with changes in knowledge and attitude by stimulating learning. The various methods that come under Cognitive approach are: LECTURES DEMONSTRATIONS DISCUSSIONS COMPUTER BASED TRAINING (CBT)
o o o
INTELLIGENT TUTORIAL SYSTEM(ITS) PROGRAMMED INSTRUCTION (PI) VIRTUAL REALITY
Behavioral methods are more of giving practical training to the trainees. These methods are best used for skill development.
Cognitive methods Is more of giving theoretical training to the trainees? The various methods under Cognitive approach provide the rules for how to do something. which can be divided in to cognitive and behavioral methods. demonstrate relationships among concepts.
This method of training uses more knowledgeable. supervisors to give training to less knowledgeable. and experienced employees. such as mangers. OJT can be delivered in classrooms as well. skilled. The four techniques for on-the job development are:
• • • •
COACHING MENTORING JOB ROTATION JOB INSTRUCTION TECHNIQUE (JIT)
. but through different means.The various methods that come under Behavioral approach are: GAMES AND SIMULATIONS
o o o o o o
BEHAVIOR-MODELING BUSINESS GAMES CASE STUDIES EQUIPMENT STIMULATORS IN-BASKET TECHNIQUE ROLE PLAYS Both the methods can be used effectively to change attitudes. experienced and skilled employees. This type of training often takes place at the work place in informal manner.
Other training methods • • On the Job Training Off the Job Training
ON THE JOB TRAINING The most frequently used method in smaller organizations that is on-the-job training.
It helps in finding out the executive’s specific developmental needs.000 companies are using coach for their executives. Mentoring provides guidance and clear understanding of how the organization goes to achieve its vision and mission to the junior employee. he gets lonely and it becomes difficult to find someone to talk to. meetings. The needs can be identified through 60 degree performance reviews.Coaching Coaching is one of the training methods. through e-mails. According to a survey conducted by International Coach Federation (ICF). more than 4. Mentoring Mentoring is an ongoing relationship that is developed between a senior and junior employee. chat It provides an opportunity to receive feedback from an expert It helps in identifying weaknesses and focus on the area that needs improvement This method best suits for the people at the top because if we see on emotional front. These coaches are experts most of the time outside consultants. It can be done on phone. when a person reaches the top.
• • • • •
Mentoring focus on attitude development Conducted for management-level employees Mentoring is done by someone inside the company It is one-to-one interaction It helps in identifying weaknesses and focus on the area that needs improvement
. which is considered as a corrective method for inadequate performance.
for example. a structured analysis and proper documentation ensures that all the points are covered in the training program. cities. For managers being developed for executive roles.e. where the supplier is actually part of same organization or subsidiary. This approach allows the manger to operate in diverse roles and understand the different issues that crop up. The executive is usually not simply going to another department. job rotation might be to the supplier to see how the business operates from the supplier point of view. the next step is to create a comfortable atmosphere for the trainees’ i. The second step is to find out what the trainee knows and what training should focus on. job rotation takes on different perspectives. Therefore. A trainer who is aware of the work well is likely to do many things and in the process might miss few things. rotation to different functions in the company is regular carried out. In some vertically integrated organizations. skills and attitudes development. availing the resources. trainer provides the synopsis of the job while presenting the participants the different aspects of the work. and countries. When the trainer finished. Job Instruction Technique Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and procedural). business units. • Then. etc. Present – In this step. Or the rotation might be to a foreign office to provide a global perspective. Procedure of Job Instruction Technique (JIT) JIT consists of four steps: • Plan – This step includes a written breakdown of the work to be done because the trainer and the trainee must understand that documentation is must and important for the familiarity of work. proper orientation program.Job Rotation For the executive. familiarizing trainees with the training program. If someone is to be a corporate leader. A recent study indicated that the single most significant factor that leads to leader’s achievement was the variety of experiences in different departments. the trainee demonstrates how to do
. they must have this type of training. Learning how the organization is perceived from the outside broadens the executive’s outlook on the process of the organization.
The trainer then helps the trainee by questioning and guiding to identify the correct procedure. the trainer checks the trainee’s job frequently after the training program is over to prevent bad work habits from developing. Trainee actually demonstrates the procedure while emphasizing the key points and safety instructions. the focus is on improving the method of instruction because a trainer considers that any error if occurring may be a function of training not the trainee.the job and why is that done in that specific manner. In this step. This step allows the trainee to see the after effects of using an incorrect method.
Trial – This step actually a kind of rehearsal step. in which trainee tries to perform the work and the trainer is able to provide instant feedback. Follow-up – In this step.
OFF THE JOB TRAINING There are many management development techniques that an employee can take in off the job. This can be done when the trainee faces dilemma in which his old values is not able to provide proper guidance. Social sensitivity in one word is empathy.
Procedure of Sensitivity Training Sensitivity Training Program requires three steps: Unfreezing the old values –It requires that the trainees become aware of the inadequacy of the old values. The few popular methods are: SENSITIVITY TRAINING TRANSACTIONAL ANALYSIS STRAIGHT LECTURES/ LECTURES SIMULATION EXERCISES
Sensitivity Training Sensitivity training is about making people understand about themselves and others reasonably. which is done by developing in them social sensitivity and behavioral flexibility. The first step consists of a small procedure:
. Behavioral flexibility is ability to behave suitably in light of understanding. It is ability of an individual to sense what others feel and think from their own point of view.
This motivation-reaction relationship between two persons is a transaction. Refreezing the new ones – This step depends upon how much opportunity the trainees get to practice their new behaviors and values at their work place.
TRANSACTIONAL ANALYSIS Transactional Analysis provides trainees with a realistic and useful method for analyzing and understanding the behavior of others.Procedure of Sensitivity Training
Development of new values – With the trainer’s support. In every social interaction. The reasoning of the feedbacks are discussed which motivates trainees to experiment with range of new behaviors and values. There are basically three ego states:
. An ego state is a system of feelings accompanied by a related set of behaviors. trainees begin to examine their interpersonal behavior and giving each other feedback. there is a motivation provided by one person and a reaction to that motivation given by another person. Transactional analysis can be done by the ego states of an individual. This process constitutes the second step in the change process of the development of these values.
When the trainer begins the training session by telling the aim. goal. or methods that will be used in training that means the trainer is using the lecture method. In this method. Training is basically incomplete without lecture. based on the signals from the trainees. However. it does not involve any kind of interaction between the trainer and the trainees. and visual image of the trainer. Lecture is telling someone about something. etc. control of speed. A lecture can be in printed or oral form. Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic. whereas same material in print is restricted to what is printed. Straight Lecture: Straight lecture method consists of presenting information. agenda. The variation here means that some forms of lectures are interactive while some are not.. the trainer speaks to a group about a topic. This method is used to create understanding of a topic or to influence behavior. The difference between the straight lecture and the printed material is the trainer’s intonation. A lecture may also take the form of printed text. The trainer in case of straight lecture can decide to vary from the training script. attitudes through lecture.
. body language. purpose of the lecture. Lectures It is one of the oldest methods of training. processes. and priorities and preferences of the order in which the topic will be covered. which the trainee attempts to absorb. It is difficult to imagine training without lecture format. There are some variations in Lecture method. notes. A good lecture consists of introduction of the topic. such as books.
games in a controlled setting where they can develop knowledge.GAMES AND SIMULATIONS Games and Simulations are structured and sometimes unstructured. that are usually played for enjoyment sometimes are used for training purposes as an educational tool. Simulation is about imitating or making judgment or opining how events might occur in a real situation. Simulation is creating computer versions of real-life games. Training games and simulations are now seen as an effective tool for training because its key components are:
• • •
Challenge Rules Interactivity These three components are quite essential when it comes to learning. A Training Game is defined as spirited activity or exercise in which trainees compete with each other according to the defined set of rules. processes. processes that take place in trainees’ job. role playing without the support of technology. circumstances.Some of the examples of this technique are:
Trainees can therefore experience these events.
. Training games and simulations are different from work as they are designed to reproduce or simulate events. or combinations. skills. It can entail intricate numerical modeling. and attitudes or can find out concepts that will improve their performance.
The primary purpose of training is to establishing a sound relationship is at its best when the workers attitude to the job is right. and he has developed the necessary skills. (i)Skills (ii)Attitude iii)Knowledge. when the workers knowledge of the job is adequate.BASIC TYPES OF INPUTS IN TRANING There are three basic types of inputs. Training activities in an industrial organization are aimed at making desired modifications in skills. attitudes and knowledge of employee so that they perform their jobs most efficiently and effectively PROCESS OF TRAINING :
The training objective clears what goal has to be achieved by the end of training program i. The trainer – Before starting a training program. ad modules. when the climate is favorable nothing goes wrong but when the climate is unfavorable. These topics and modules are then classified into information.e. judgmental skills in order to deliver quality content to trainers. Training objectives assist trainers to design the training program. The trainer prepares the priority list of about what must be included.The design of the training program can be undertaken only when a clear training objective has been produced. Trainers break the content into headings. topics. educational background of trainees must be kept in mind in order to get the right pitch to the design of the program. what the trainees are expected to be able to do at the end of their training. interpersonal. trainer decides upon the content to be delivered. Trainees’ learning style – the learning style. knowledge. age. Training climate – A good training climate comprises of ambience.
Sequence the contents – Contents are then sequenced in a following manner:
. what could be included. experience. experience. needs and expectations of the trainees are some of the important factors that affect training design. etc. almost everything goes wrong. Therefore. tone. The trainees – A good training design requires close scrutiny of the trainees and their profiles. Training topics – After formulating a strategy. a trainer analyzes his technical. the trainer translates it into specific training areas and modules. Training strategies – Once the training objective has been identified. positive perception for training program. Age. and attitudes. feelings.TRAINING NEEDS ANALYSIS TRAINING DESIGN. skills.
trainer comes in the position to select most appropriate tactics or methods or techniques.• From simple to complex • Topics are arranged in terms of their relative importance • From known to unknown • From specific to general • Dependent relationship
Training tactics – Once the objectives and the strategy of the training program becomes clear. etc
. The method selection depends on the following factors: • Trainees’ background • Time allocated • Style preference of trainer • Level of competence of trainer • Availability of facilities and resources.
Support facilities – It can be segregated into printed and audio visual. The various requirements in a training program are white boards. markers. etc.
. flip charts.
the training is implemented. redesigning.Constraints – The various constraints that lay in the trainers mind are: • Time • Accommodation. Training implementation is the hardest part of the system because one wrong step can lead to the failure of whole training program. etc
TRAINING IMPLEMENTATION To put training program into effect according to definite plan or procedure is called training implementation. topics are ready. equipments. Trainer prepares materials and activities well in advance. Even the best training program will fail due to one wrong action. and refining. content.
Physical set-up – Good physical set up is pre-requisite for effective and successful training
. Completing training design does not mean that the work is done because implementation phase requires continual adjusting. course.
Training implementation can be segregated into: • Practical administrative arrangements • Carrying out of the training
Implementing Training Once the staff. Therefore. The trainer also set grounds before meeting with participants by making sure that he is comfortable with course content and is flexible in his approach. Preparation is the most important factor to taste the success. facilities and their availability • Furnishings and equipments • Budget • Design of the training. following are the factors that are kept in mind while implementing training program:
The trainer – The trainer need to be prepared mentally before the delivery of content.
program because it makes the first impression on participants. This will bring people together both physically and psychologically. right amount of space should be allocated to every participant. Also. The following information needs to be included: • Kinds of training activities • Schedule • Setting group norms • Housekeeping arrangements • Flow of the program • Handling problematic situations
. and how the program will run. what is expected out of trainers to do at the end of the program. The trainer must tell the participants the goal of the program. Classrooms should not be very small or big but as nearly square as possible.
Establishing rapport with participants – There are various ways by which a trainer can establish good rapport with trainees by: • Greeting participants – simple way to ease those initial tense moments • Encouraging informal conversation • Remembering their first name • Pairing up the learners and have they familiarized with one another • Listening carefully to trainees’ comments and opinions • Telling the learners by what name the trainer wants to be addressed • Getting to class before the arrival of learners • Starting the class promptly at the scheduled time • Using familiar examples • Varying his instructional techniques • Using the alternate approach if one seems to bog down
Reviewing the agenda – At the beginning of the training program it is very important to review the program objective.
Training evaluation checks whether training has had the desired effect. Research: It helps in ascertaining the relationship between acquired knowledge.
. the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces. or to the regular work routines.
Power games: At times.
Purposes of Training Evaluation The five main purposes of training evaluation are: Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. transfer of knowledge at the work place.
Control: It helps in controlling the training program because if the training is not effective. and training.TRAINING EVALUATION The process of examining a training program is called training evaluation. then it can be dealt with accordingly.
Process of Training Evaluation
Before Training: The learner’s skills and knowledge are assessed before the training program. Once aware.
During Training: It is the phase at which instruction is started.Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes. candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style. During the start of training. This phase usually consist of short tests at regular intervals
etc are all under management’s control It is managements’ responsibility to ensure that the employees obtain the required KSAs to perform the tasks
It is managements’ responsibility to ensure that right people is hired for the right job. It has also been indicated that 80% of the companies report MDP. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. According to a survey.
Some of the reasons behind the management development programs are:
• • • •
It is managements’ responsibility of ensuring the success of the organization It is the management who deal with people of different background. culture. There are various evaluation techniques for this phase.After Training: It is the phase when learner’s skills and knowledge are assessed again to measure the effectiveness of the training. Techniques of Evaluation The various methods of training evaluation are: • Observation • Questionnaire • Interview • Self diaries • Self recording of specific incidents
Management Development Program (MDP) Management Development has become very important in today’s competitive environment. For most of the companies 37% of the training budgets go to management development and learning programs. those companies that align their management development with tactical planning are more competitive than the companies who are not. compared with 90% that provide executive leadership training. at the right time for the right place
. language. downsizing. etc Mergers and acquisitions.
Manager’s job is complex i.e. for the managers understanding the training need is not easy because his training need is determined by how well his department is meeting its objective and goal.
It is the management who makes decisions on the basis of judgment and intuition It is the manager who performs several routine duties as well as handling the exceptions in their own as well as subordinates’ routine
Managers are engaged in varied, discontinues, and brief activities It is the management that understand the organization, its vision, mission, ethics, values, strategies, capabilities, and how his organization fits into the industry, and how his behavior will influence people outside the organization
Therefore, managers must be able to get the required knowledge, skills, and attitudes (KSAs) to meet the challenges as soon as they arise.
Approaches to MDPS • • • • • • • • MENTORING COACHING JOB ROTATION PROFESSIONAL DEVELOPMENT BUSINESS WORKFLOW ANALYSIS UPWARD FEEDBACK EXECUTIVE EDUCATION SUPERVISORY TRAINING
4 REASON FOR CHOOSING THIS TOPIC
Data - for example as part of a process improvement or similar project Data collection usually takes place early on in an improvement project, and is often formalized through a REASON FOR CHOOSING THIS TOPIC
It is needed to fill the gap between employee’s present specifications and the job requirements and organizational needs by developing and molding the employee’s skill , knowledge , attitude , behavior , etc. This problem can only be sorted out through proper and specific training of employees . The organization requires to train the employees to enrich them in the areas of changing technical skills and knowledge in terms of mechanization and computerization from time to time . The organization has to equip the old employees with the advanced disciplines, techniques or technology, this purpose is solved through training and development of personnel’s. The gap between actual and expected performance, behavior and attitude leads to emergence of training. But the main purpose of training is to attain that level of performance, behavior and attitude in employees, which leads to fulfillment of the objectives of any organization. Any succession planning initiative becomes ineffective without management development, which is a scientific training process for managers and executives to enrich their knowledge and skills, so as to make them competent to manage their organizations effectively. Unlike general purpose training, management development programmes aim at developing conceptual and human skills of managers and executives through organized and systematic procedures. These programmes offer an opportunity to hone the skills of the practicing managers so that they can face the emerging challenges of the industry with confidence and push their organization for achieving higher growth. Thus, by pursuing the relevant
management development programmes, one can also climb the career ladder faster. In this study, I am going to review the process of training and development in indigo airlines and evaluate the effectiveness & relevance of training and development procedures by the company’s own feedback forms filled by the employees of indigo airlines.
5 OBJECTIVES OF THE STUDY
1. To examine the effectiveness of training in overall development of skills of workforce. 2. To examine the impact of training on the workers. 3. To study the changes in behavioral pattern due to training. 4. To measure the differential change in output due to training 5. To compare the cost effectiveness in implanting training programmes. 6. To find out new methods of training and development in INDIGO AIRLINES. 7. To study the relevance of the post training evaluation/feedback for the employee as well as for an organization. 8. To know the challenges in training and development faced by organization
BRIEF HISTORY OF THE ORGANIZATION ORGANIZATIONAL STRUCTURE PRODUCTS\ SERVICES FINANCIAL PERFORMANCE PROBLEMS FACED
Malaysia. with a dynamism that seems to grow only with passing time. and InterGlobe General Aviation. Singapore.
. Philippines and Australia. Mercure and Pullman. which represents and services the entire line of HawkerBeechcraft and Sikorsky products. Sofitel. The enterprise is committed to delivering outstanding value to its stakeholders through its passion for quality and innovation. which include IndiGo – India’s fastest growing low-cost airline. travel distribution services.
HISTORICAL BACKGROUND With a clear vision. travel technology.
Established in 1989 and headquartered in Gurgaon. Interglobe Enterprises continues to constantly change the landscape of travel. Travel Technology. India. aviation and hospitality. hotel development and management services and general aviation.6 COMPANY PROFILE INTRODUCTION InterGlobe Enterprises is an integrated travel corporation spanning various domains: aviation management. conviction and complete faith in its people. in partnership with The Economic Times. Airline Management for 14 international airlines. The enterprise employs close to 7000 professionals across its businesses. Development of Hotels in partnership with Accor of France . UK. technology. Novotel. InterGlobe Enterprises has been adjudged as one of the “Best Companies to Work for” in India. USA. domestic low cost airline.owner of brands such as ibis. for 2008 and 2009 by the Great Place to Work® Institute. Distribution of GDS.
InterGlobe has a network of 56 offices across 27 cities in India and strategic overseas locations in SriLanka.
Because of the introduction of liberalization policy in the Indian aviation sector. One of the prominent offerings of our aviation portfolio is IndiGo airlines. Indigo is built for the people with things to do. the industry has witnessed a vast difference with the entry of the privately owned full service airlines and low cost carriers. Hotel Development & Management Services (InterGlobe Hotels) and InterGlobe General Aviation. The organization has been serving the travel industry for the past four decades and has become a diversified international corporation in the areas of Aviation Management (InterGlobe Air Transport). India. Some of the factors that have resulted in higher demand for air transport in India include the growing purchasing power
. Headquartered in Gurgaon. Established in 1989. IGT has six state-of-the-art facilities:
INTERGLOBE AVIATION PRIVATE LIMITED InterGlobe operates ‘IndiGo’.In 1989 Interglobe Enterprises ( IGE) set up Interglobe Air transport (IGAT). 7 INDIGO AIRLINES India is one of the fastest growing aviation industries in the world. Indigo opens up a country full of opportunities. Besides. India’s leading domestic low cost airline. A low-cost domestic carrier. precise and gimmick-free customer experience at fares that are extremely affordable. place to be people to see-who don’t want to waste time. the private carriers accounted for around 75% share of the domestic aviation market. money or energy in the process. Later it expand its business activities in the field of aviation. It offers a uniquely smooth. there was significant increase in the number of domestic air travel passengers. Travel Distribution Services (InterGlobe Technology Quotient). Domestic Airline (IndiGo). IndiGo stands for three things: Affordable Fares. technology and hospitality sector. IndiGo is the youngest fleet of aircraft in the country. seamless. Later it becomes the National Distribution Company for Galileo International & Global Distribution System distribution. InterGlobe Enterprises is a travel corporation with a vision to deliver value to its stakeholders. InterGlobe Enterprises comprises of around 7500 professionals. On-Time performance and a Hassle-Free flying experience. Travel Technology (InterGlobe Technologies). In 2006. IndiGo has a fleet of brand new Airbus-A320 aircrafts and currently operates daily flights connecting all major destinations in India. clients and customers through dedicated business units that perform specialist roles. By minimizing time/cost/tension of air travel.
whereas some survived by modifying their business model. increased the operational costs. the booming opportunities incited players to expand capacity but on the other hand. add free refreshments and beverages on-board. IndiGo resorted to measures like outsourcing and having a homogeneous fleet. GoAir and IndiGo after the success of Air Deccan in 2003 [Exhibit 1]. In their urge to survive. amidst this aviation turmoil. IndiGo continued to fly high. responsive and competent human capital
. low airfares offered by low cost carriers and the growth of the tourism industry in India. However. On one hand. Thus the low-cost players found it difficult to maintain their commitment. etc. rising fuel costs and taxation rates. they were compelled to increase prices. Below graph shows the gradual growth in the domestic air traffic: The growth in the aviation industry looked promising and hence attracted many low cost carriers like SpiceJet.of middle class. well being and enrichment HR MISSION To create a value and knowledge based organization by inculcating a culture of learning. In its endeavour to consistently maintain low costs. In addition to the liberalization policy. These efforts helped IndiGo to offer its passengers low air fares. innovation & team working and aligning business priorities with aspiration of employees leading to development of an empowered. the deregulation policy has also played a major role to encourage private players in the aviation industry. INDIGO STANDS FOR THREE THINGS:-
a) Affordable rates b) Timeliness c) Hassle free
HR VISION To attain organizational excellence by developing and inspiring the true potential of company’s human capital and providing opportunities for growth. Some players sought refuge in mergers.
Dornier Seaplane Company IGGA are proud to announce that we have added yet another company to our growing portfolio by signing an exclusive agreement with Dornier Seaplane
. To provide job contentment through empowerment. Sikorsky. We will now be responsible for commercial sales in India. To build and upgrade competencies through virtual learning. June 2007.HR OBJECTIVES
To develop and sustain core values To develop business leaders for tomorrow. InterGlobe Enterprises signed a long term sales and servicing agreement with Hawker Beechcraft to sell and maintain its products within SAARC. accountability and responsibility.
Sales Hawker Beechcraft Corporation At the Paris Airshow. opportunities for growth and providing challenges in the job. To foster a climate of creativity.
Sikorsky Helicopters Most recently we have signed a long term exclusive sales agreement with renowned Helicopter manufacturer. innovation and enthusiasm To enhance the quality of life of employees and their family To inculcate high understanding of 'Service' to a greater cause.
With this arrangement.
Aircraft Services Group Our exclusive agreement with Aircraft Services Group (ASR) further complements our growing portfolio.Company. we have become the exclusive distributor for ASG offering pre-owned Sikorsky Helicopters.
. Sri Lanka. Sri Lanka. The expansive territory covered by IGGA will include India.
Atlanta Jet We also have an exclusive distributorship agreement with US based Atlanta Jet. Pacific Aerospace has over 50 years of experience designing and manufacturing rugged and reliable aircraft that perform where others can't. Maldives and Mauritius. InterGlobe General Aviation is now responsible for the sales of their P750 XSTOL aircraft in India. which allows us to offer our customers any pre-owned aircraft type of their choice. Maldives and Bangladesh.
Pacific Aerospace Located at Hamilton International Airport in New Zealand's North Island.
Warranty and Service + Plus Administration Our Warranty Administration function provides our customers with a personal service without the worry of processing paperwork and paying multiple invoices. Planning acts as a central point of communication. we also get the aircraft’s interiors cleaned or refurbished while in our facility. Maintenance planning The planning function is the main interface with our customers and any third parties involved in operating aircraft.700 square meter facility offers world class amenities such as a plush VIP lounge. capable of maintenance of up to 4 aircraft at a time. pilot offices.
We specialize in minimizing the aircraft’s downtime by maximizing opportunities for our customers while they are grounded.
. maintenance support offices and a large hangar.Services We continuously aim to achieve the highest standards of service. We take the headache out of seeking warranty claims from various OEM’s’ by dealing with them directly. liaising with all parties before. Not only can we complete scheduled and line maintenance of both airframes and engines. during and after maintenance in order to ensure the project runs smoothly from beginning to end. Our impressive 1. a crew lounge. Maintenance Team Our Maintenance and Engineering Department consists of a team with vast experience in aircraft maintenance and repair. specific to general aviation.
SEAT FACTORS OFSCHEDULED DOMESTIC AIRLINES
AIR INDIA INDIGO 18.7 GO AIR SPICE JET KINGFISHER JET LITE
CAPACITY VS DEMAND Analysis of Capacity (ASKM) and Demand (RPKM) data on Year-to-Year basis indicates that trend of increase in both the capacity and demand continued in the month of Feb 2011 also.
Mr. He has the overall managerial and operational responsibility of IndiGo. Mr. As the President of IndiGo.Aditya Ghosh. Chief Commercial Officer
. is a Chartered Accountant and a Chartered Financial Analyst. Peermohammed joined IndiGo in March 2006 and is responsible for finance. Sanjay Kumar. Chief Financial Officer Mr. President Mr. He holds a Bachelor of Science from Bombay University. Ghosh sits on the Board of IndiGo and was key to its launch.The month of Feb 2011 witnessed marginal decrease in seat factor as compared to previous month primarily due to end of peak season. Mr. Riyaz Peermohammed.
Management Bios Mr. Ghosh is a member of the Executive Council of the Federation of Indian Airlines.
Sanjeev Ramdas.Gupta. K.
Mr. Mr. Mr. accounting and purchasing. Vice President:Engineering Mr. Mr Bakshi holds a Post Graduate Diploma in PM & IR from XLRI.S. Vice President: Human Resources Mr. Gupta holds a Bachelor of Technology degree in Mechanical Engineering from the Indian Institute Of Technology.C. and is a member of the Aeronautical Society of India. Mittal joined IndiGo in October 2005 and is responsible for financial planning. University Of Delhi and is a licensed aircraft engineer. Bakshi. a Post Graduate diploma in Business Administration and Bachelor of Law from Meerut University. Sanjay Kumar joined IndiGo in January 2007 and is responsible for commercial. is a qualified Flight Navigator Examiner and commercial pilot. Chief of Flight Safety Capt.S. Vineet Mittal. Jamshedpur. Capt. Ramdas joined IndiGo in October 2005 and is responsible for customer services and airport operations. Mr. a Master of Business Administration from the Faculty of Management Studies. taxation. He holds a Master’s degree in Economics. Gupta joined IndiGo in September 2005 and is responsible for maintenance and engineering. Vice President: Customer Services & Airport Operations Mr. Captain K P S Nair. Nair joined IndiGo in October 2005 and is responsible for safety and compliance. Nair holds a Bachelor of Arts from Osminia University. Vice President: Financial Planning & Analysis Mr.Mr. Mr. Ramdas holds a Bachelor of Commerce degree (with Honours) from Delhi University and a Post Graduate diploma in Personnel Management and Industrial Relations.
. Bakshi joined IndiGo in December 2006 and is responsible for human resources. Mr.
Zaheer was a fighter and transport pilot. A graduate of the National Defense Academy and the Air Force Academy. Mrs. Pune. Mrs. Vice President: Inflight Services Mrs. Capt. Suman Chopra. Namrata Singh. Zaheer has flown over 14. Captain Saleem Zaheer. He is an Airbus qualified Type Rating Instructor (TRI ) with over 4000 hours in command of the Airbus 320.Mr.400 hours in his 36 year aviation career.
. Chopra joined IndiGo in April 2006 and is responsible for inflight services and cabin-crew management. Capt. She holds a Bachelor’s degree in Law from Symbiosis Society’s Law College. Zaheer joined IndiGo in December 2009 and is responsible for flight operations. Mittal holds a Bachelor of Commerce from Hansraj College. Associate General Counsel Namrata is the Associate General Counsel of IndiGo and heads its legal and corporate affairs. Chopra holds an Honours Degree in Food and Nutrition from Delhi University and has over 23 years experience in domestic and international inflight services. Vice President: Flight Operations Capt. Mittal is also a graduate of cost accountancy from the Institute of cost and work accountants of India. Mr. and a Qualified Flight Instructor in the Indian Air Force. Delhi University and is a Chartered Accountant from the Institute of chartered accountants of India.
These are omnibus training programmes. then the training is effective.Behavioral . which are run for a large number of employees. Examples of these can be ISO 9000 training. Functional: The outcome of the training is measured by comparing the data pre-training and post-training.10 RESEARCH STURDY OF MAIN TOPIC
TRAINING PROGRAMMES FLOWING FROM TRAINING NEEDS: The programmes are divided into three broad categories: . then the training provided is taken as ineffective. ISO 14000 training and any awareness training.
3. General: These are the training needs flowing directly from the organizational needs. If the training need is repeated there. Behavioral: The effectiveness of the training of this nature is measured annually.General/ Omnibus programmes 1. This is seen through the training need identification for the coming year for the employee. If not repeated. A scale is developed for measuring the effectiveness of training based on the % achievement of the objectives. If the training need is repeated but with focus on a part of the need. then the training is partially effective.
The effectiveness of the outside training programme is measured on the same line as above. The measurement criterion for the programme is defined in the beginning of the programme and effectiveness measured against the same. no detailed brochure is prepared for the same.Number of audit issues raised on the areas covered in the training.
. A consolidated effectiveness report of the training programme is prepared at the end of the year. . However.Achievement of those organizational objectives within the time lines.Any other such thing as defined in the training brochure. . The programmes that are found to be ineffective are reworked.The effectiveness of the training is measured by: .
SYSTEMATIC TRAINING IS FURTHER BROKEN DOWN IN TO : ON JOB EXPERIENCEThe most frequently used method in smaller organizations that is on-the-job training. The few popular methods are: SENSITIVITY TRAINING TRANSACTIONAL ANALYSIS STRAIGHT LECTURES/ LECTURES SIMULATION EXERCISES
. which are not flowing directly from the training needs measurement of effectiveness of the training is not needed to be measured. skilled.help attain the objective of that would satisfy the airlines goals Evaluation process – measuring the outcome of various training activity. ACTION LEARNING /OFF THE JOB TRAINING There are many management development techniques that an employee can take in off the job. This method of training uses more knowledgeable. such as mangers.TRAINING PROGRAMME FOR TESTING OUT THE TRAINING Also there are training programmes. This type of training often takes place at the work place in informal manner. and experienced employees. OJT can be delivered in classrooms as well.
TRAINING MODEL Steps in systematic training approach Assessment – what is needed where when and by whom? Training activity. experienced and skilled employees. supervisors to give training to less knowledgeable.
It can entail intricate numerical modeling. Simulation is creating computer versions of real-life games. processes that take place in trainees’ job. or combinations
MANAGEMENT STAFF The Performance Appraisal form of the organization has a section in which the training and development needs are filled up.
. A Training Game is defined as spirited activity or exercise in which trainees compete with each other according to the defined set of rules. The Individual Officer first identifies the training needs of himself and then it is recommended by the reporting Officer and then by the Departmental Head. role playing without the support of technology. Training games and simulations are different from work as they are designed to reproduce or simulate events. circumstances.Games and Simulations Games and Simulations are structured and sometimes unstructured. that are usually played for enjoyment sometimes are used for training purposes as an educational tool. Simulation is about imitating or making judgment or opining how events might occur in a real situation.IT TRAINING.
. The objective
. All records of the training are maintained at branch as per Record of Training in the Personnel folder and the same is intimated to the Executive Office Personnel through the Monthly Personnel Report. he is reporting to the respective department head.
FEEDBACK A feedback is taken from the participants through a questionnaire on the programme and their impressions in order to further improve upon the same.Company’s strategy and policy. The department prepares a schedule for the employee as per which he is required to spend specific time in each department. Training is also imparted by nominating the concerned employee for an external training programme. PREPARATION OF TRAINING PLAN: IMPARTING OF TRAINING Actual training is imparted with the help of in-house and outside agencies.
INDUCTION TRAINING This is carried out as the very first step for any new entrant into Company. . past experience and feedback received from the earlier participants. programmes offered by them. a person from the personnel department sits through the final session of the programme and takes the verbal feedback about the programme. Also. During such period. Training needs are identified based on: .The Training needs as identified in the PAR are recorded by the HRD Department and necessary action is taken for imparting the identified training.New Emerging Areas. The selection of these agencies is done on the basis of reputation. There are three such questionnaires available and one of these is used depending upon the nature of the training programme and the level of participants.Organizational Thrust Areas.
40 sectors of IOE • Followed by 2 sectors release check with TRE. IndiGo simulator and line training is done by the Airbus
. Thereafter. Thereafter they undergo 8 SIM sessions + 2 Skill test for evaluation + • AWO training followed by 50 sectors of IOE.of the induction programme is to familiarize the participant to the function of different department.
PILOT TRAINING • Captain’s training – Qualified and Experienced Senior Co-pilots are taken through a rigorous selection • Process for command upgrade. A person gets nominated for the training programme in the following two ways: a) Training programme flowing from the training needs. The copies of the same are sent to the General Manager and all concerned.Endorsement + 02 route checks + 10 sectors of IOE with TRE + . the trainee has to submit a report to the Personnel Department. 10 line checks and after DGCA endorsement one final • • Release check. At the end of the induction. Co-pilot’s training . b) Training programme for testing out the training/ increased awareness/ general information/ omnibus training types etc.
MANAGEMENT TRAINEE’S TRAINING Management trainees are given a fortnight of induction programme. a detailed training programme is carried out whereby the incumbent is to understand in depth of working of each department at various locations as per the programme given by the Corporate HR. Corporate HR advises it as per Management Trainee Training programme designed by them. Corporate HR maintains all relevant records pertaining to Management Trainee’s training at Bangalore.
At IndiGo expats undergo 4 familiarization flights + a minimum of 05 sectors of IOE
• • •
Covering critical and short fields + one line checks with TRI/TRE.ENGINEERING AACT training . IndiGo standard of 90% 3 strike policy (3 failures resulting in termination)
.employed by IndiGo.• •
Instructors for standardization along with a SLF of 50 sectors Expat pilots . First time carried outside of Europe IndiGo training department imparts recurring training (required under CAR145)
CABIN CREW • • • • Ab Initio Training: 45 Days Greater training duration than regulatory mandate Pass Score % mandated by DGCA is 80% vs.
Integrated Leadership Development (ILD): The ILD refers to an enterprise-wide leadership development & career planning initiative with focus on key transition points in the employee’s career ranging from:
• • • • •
New hires Young leaders First Time Managers Supervisors Leadership team
InterGlobe has a defined Leadership Competency Framework that forms the base of all development initiatives. thus providing long term career opportunities to high performers.
Learning & Development Philosophy: To build a culture of continuous learning by empowering employees with enhanced skills. This approach serves the larger organization. helping them improve their performance and productivity and enhance their leadership potential.11 EMPLOYEE OVERALL DEVELPOMENT Learning & Development Joining InterGlobe translates into continuous learning opportunities to expand on what you can do. We are deeply committed to investing in the development of employees who wish to work at levels consistent with their highest potential.
InterGlobe Learning Academy (ILA): The ILA is an in-house competency building initiative with emphasis on mastering functional expertise
. Performance diagnostics are also used as inputs for functional as well as behavioral learning interventions. imperative of growing our own talent within the organization.
The Academy has a credit system wherein credit points are awarded to the participant on the completion of every milestone achieved during the Academy. The program aims to nurture these fresh aspirants to become thoroughbred professionals and take up responsible positions in the organization at a relatively faster pace. are awarded a ‘Champion’ certificate and become eligible for the next level in the learning pyramid. These trainings provide Management Trainees an opportunity to not only learn functional skills but also mesh with the culture and people of the organization. The IPAD journey is interspersed with periodic reviews.
IPAD Program Overview Stages in the 12 month journey:
Participants.and aimed at creating a ‘Learning Organization’ for its employees. leadership interaction sessions and training programs. who successfully complete the learning cycle under ILA. titled the ‘Expert’ level.
The IPAD Journey Management Trainees selected as part of IPAD undergo a one-year rigorous training period that includes cross functional & functional projects and on the job training.
Knowledge Sharing Forums: Provide opportunities to employees with similar learning inclinations to share their experiences and add value to them as professionals.
training on specific instrument that one flies. learn the sop”s of flying (take off to landing) 10. 11. Exam on aviation security after training 6. one month technical training 3. pilots training program 2. exam on aircraft performance 4.Global Business Skills
. learning to fly in various situations and handling emergency scenarios 12.
5. observational flying for 50 hours. Course on flight safety and safety instrument 7. Added course include Extended twin operation(flight over the sea without using the shore line) Course on low visibility flying procedure 9. live flight training on familiarization flight under a flight instructor and a safety first officer
Cross-Cultural Training Programs and Services
• • •
Effective Teambuilding for Diverse Teams Specialized Teambuilding Programs for Law Firms and Other Service Companies Working Across Cultures .Training in indigo airlines: 1. virtual flying in 6 axis flying simulator. Course on crew resource management 8.
It discusses topics such as managing across cultures. creating globally inclusive work environments.
• • • • •
Effective Long Distance Communication Across Cultures Global Presentations Skills Pre-Departure and Post-Arrival Cross-Cultural Training Repatriation Training Executive Coaching
Effective Teambuilding for Diverse Teams This program provides essential information on the building blocks of highly effective diverse teams. It helps team members to clarify roles and responsibilities and to agree on processes and principles in order to reach mutually established goals and objectives. plus on-going regular team meetings.
Working Across Cultures: Global Business Skills The program analyzes the impact of culture and cultural differences when communicating with counterparts from other cultures.
Specialized Teambuilding Program for Law Firms and other Service Companies This program discusses building blocks for effective teambuilding for non-legal and legal staffs at law firms and other service companies. Format: 1 to 2 days kickoff meeting. etc. Belgium. such as law firm practice groups. It also provides strategies for communicating across cultures more effectively. It helps existing teams. Format: 1 to 2 days
Culture-Specific Cross-Cultural Training: Working and Communicating Effectively with Germany. as needed. business values differences and global business etiquette. optimize their performance and reach their business goals Format: 1/2 to 2 days.
the Netherlands. Italy. China. Belgium. education. Belgium. e-mail. and resources in the new culture as well as an overview of cultural values and attitudes in the new country. local services.K.. It offers an opportunity for participants to give practice presentations and receive detailed feedback on their presentation style and content. negotiations. etc. It provides information on housing. Taiwan. meeting styles.Culture-Specific Cross-Cultural Training: Working and Communicating Effectively with Germany. It improves long-distance communication between colleagues and/or clients from other cultures. clients and business partners from these and other cultures. video conferencing. Format: 1 to 2 days
Effective Long Distance Communication Across Cultures This program provides strategies for dealing effectively with the challenges of long-distance communication via telephone.
Pre-Departure and Post-Arrival Cross-Cultural Training The program helps individuals and their families handle the impact of culture shock related to moving to another culture. the U. Japan. or web-based technology. Format: 1 to 2 days. It suggests strategies for working and communicating effectively with colleagues. This program provides an overview of cross-cultural business practices and issues such as work ethics.
. presentations. India and Mexico. France. gender roles and business etiquette for a specific geographic region or country including but not limited to Germany. Format: 1 to 2 days. management styles. Format: 1/2 to 1 day
Global Presentation Skills The program provides information on the steps necessary for creating and delivering effective presentations for global audiences. shopping.
the operational manager at locations
. Format: on-going coaching sessions (30-60 mins). eligible for airline transport pilot license and for post of captain Then promotion to check pilot.Repatriation Training This program helps individuals and families handle the impact of "reverse culture shock" when returning to their home countries after an international assignment. eligible for change of equipment to wide body aircrafts After 3000hrs of flight time and above 25 yrs of age. examiner and instructor. Format: 1 to 2 days.
Carreer development First officer= he / she is a co-pilot After 1000hrs of flying. It helps them design strategies to reach these goals and align their lives with their vision.and medium-term personal and business goals and create a long-term vision for their lives.
Executive Coaching This program helps executives clarify their short. It focuses on the challenges of re-entry into the work and home environments as well as on successful re-entry strategies. Management pilot and chief pilots.
Topmost post chief of training and standards. What do you understand by training? learning Enhancement of knowledge. Job rotation Job engagement _
DATA ANALYSIS & INTERPRETATION 1. skill and attitude Sharing of information All of the above 0 4 0 16
2. They are self motivated to attend such training program as it will result in their skill enhancement & improving their interpersonal skill. Training is must for enhancing productivity and performance.Interpretation: The above result shows that most of the employees of corporate HR are well aware of the definition.
Completely agree Partially agree Dis agree unsure
17 3 0 0
. inputs and purpose of the training program.
It means somewhere their productivity and performance has been improved after the training program attended by them and it helped them to achieve their goal. Have you attended any training program in the last 01 year? yes no 20 0
3 (i).Interpretation THE above result shows that mostly all the employees of corporate HR are well aware of the role and importance of the training.
It means in corporate HR. (ii). which module of soft skill development training? Personality and positive attitude Business communication Team building and leadership Stress management and worklife balance Business etiquette and corporate grooming All of the above If any other 3 2 0 2 0 13 0
. indigo airlines time to time training is provided to all the employees and it is continuous process.Interpretation: 100% respondents had attended training program in the last 01 year. If yes.
65% respondents had attended all the five modules of soft skill development training. After the training. But besides soft skill development training. Corporate HR indigo airlines should also provide product/process or skill based training to enhance the employability.(i). have you given feedback of it? yes no 20 0
through which method? questionnaire interview Supplement test Any other 16 1 1 0
. They know that their feedback is very important to identify the effectiveness and valuation of training program.Interpretation: 100% respondent had given feedback after attending the training. It means each and every respondent are well aware of the importance of giving feedback. If yes.
But since there are various other methods of evaluation of training program like interviews. supplement test. 5. self diaries& observation so it should also implement the other methods also to identify the ROI (return on investment) & effectiveness and valuation of the training program. Which method of post training feedback according to you is more appropriate? observation questionaire interviews Self diaries Supplement test 5 3 8 3 1
The above result shows that the questionnaire is the most popular method of evaluating the training program and other methods are not very much in practice in corporate HR. indigo airlines.
Interpretation I. Corporate HR. It means that Corporate HR. 15% are in favor of self diaries and 5% are in the favor of supplement test. and in this they can get the opportunity for clarification and the most important thing is that in the interview. IV. personal interaction is also possible. On the other side 40% respondents feel that interview is the most appropriate method of evaluating the training program because it is more flexible method. II. III. 6. Beside this. 25% are in favor of observation because this is non-threatening and is excellent way to measure the behavioral changes. indigo airlines should also try to use other method of evaluation of training program. Do you think that the feedback can evaluate the training effectiveness?
. (i). indigo airlines mostly use the questionnaire to get the feedback of trainees but only 15% respondents are in favor of questionnaire because in it there is a possibility of getting inaccurate data and in this responding conditions are also not controlled.
how can the post training feedbacks can help the participants improve job performance an aid to future planning Motivate to do better All of the above none 1 3 2 14 0
. It means that kartavyayogis in the Corporate HR indigo airlines are well aware of the importance of taking feedback after the training.
100% respondents think that the feedback can evaluate the training effectiveness.If yes.
attended by them. is an aid to future planning and can motivate to do better.
Completely agree Partially agree disagree unsure
14 6 0 0
. Post training evaluation focus on result rather than on the effort expended in conducting training. It means that they are benefited by giving feedback of the training.
7.Interpretation 70% respondent feel that the post training feedback can help the participants to improve their job performance.
What should be the approach of post training evaluation?
Trainer centered Trainee centered Subject centered All of the above
2 2 8 8
.Interpretation 70% respondents are completely agree and 30% respondents are partially agree with the statement that post training evaluation focus on result rather than on the effort expended in conducting training program. It means that the entire respondent is well aware of the purpose and objective of the post training evaluation.
40% respondents feel that the approach of post training evaluation should be subject centered and 40% respondent also feel that it should be trainer. II. 10% respondents are in favor of trainee centered approach and 10% respondents are in favor of trainer centered approach. trainee and subject. It means that the evaluation procedure should be implemented concerning trainer. trainee and subject centered.
9.Interpretation I. What should be the ideal time to evaluate the training?
Immediate after training After 15 days After 1 month cant say
6 7 4 3
30% feel that it should be immediate after training. Should the post training evaluation procedure reviewed and revised periodically? yes no cant say 16 2 2
. It could be vary for different training
10. Since each respondent had attended different training program. So the ideal time of evaluation of training depends on types of training. 20% feel that ideal time to evaluate the training is after 1 month and 15% are unsure.Interpretation 35% respondent feel that training should be evaluate after 15 days.
11. followed by Corporate HR. It means that it has to be a continuous process and be taken regularly by the line manager/Reporting manager of the participants. Still 10% feel that the post training evaluation procedure should not be reviewed and revised periodically. Is the whole feedback exercise after the training worth the time. It means they are satisfied with the post training evaluation procedure. money and effort? yes 18 no 2 Cant say 0
.Interpretation: 80% respondents feel that the post training evaluation procedure should be reviewed and revised periodically. It could also be taken by peer group. indigo airlines.
money and effort and 10% respondent are not agree with this.Interpretation: 90% respondents feel that the whole feedback exercise worth the time. 12. Still 10% are unsure about it. It means that feedback exercise is valuable and wrathful for the participant to achieve their personal goal as well as for the organization.to identify the need of retraining and identify the points to improve the training. So there is a need to create awareness among them that how much the feedback exercise is important to identify the effectiveness and valuation of the training program. The post training feedback can be used:
To identify the effectiveness and valuation of training program To identify the roi To identify the need of retraining To provide the points to improve the training All of the above
3 2 0 0 15
. to identify the ROI(return on investment).
to identify the need of retraining and to provide the points to improve the training.
.Interpretation 75% respondents feels that post training feedback can be used to identify the effectiveness and valuation of training program. And others are also aware of the importance of post training feedback. to identify the ROI.
money and effort. Questionnaire is the most popular mean of evaluating the training program in Indigo airlines Most of the employees feel that interview is the most appropriate method of evaluating the training program.
. indigo airlines time to time training is provided to all the Employees and it is continuous process. Corporate HR. Post training evaluation focus on result rather than on the effort expended in conducting the training and it worth the time.FINDINGS
CONCLUSION 13 FINDINGS:
Mostly all the employees of corporate HR are well aware of the role and importance of the training They are self motivated to attend such training program as it will result in their skill enhancement & improving their interpersonal skill.
. helped them to increase their job performance and is an aid to future planning. to identify the need of retraining and to provide the points to improve the training. to identify the ROI(return of investment).
In indigo airlines post training evaluation is used to identify the effectiveness and valuation of training program.Most of the participants are benefitted by giving feedback after attended the training. It motivated them to do better.
Let training help employees at all levels acquire the needed skill. Ensure that training contribute to competitive strategies of the firm. The organization can arrange the training programmes department wise in order to give focused attention towards the departmental The management must commit itself to allocate major resources and adequate time to training. The organization may consider deputing each employee to attend at least one training programmes each year. Different strategies need different HR skill for implementation.
. The In-house training programmes will be beneficial to the organization as well as employees since it will help employees to attend their official work while undergoing the training. Ensure that a comprehensive and systematic approach to training exists. in order to avoid any interruption in the routine work.14 SUGGESTIONS AND RECOMMENDATIONS The organization may utilize both subjective and objective approach for the training programmes. spanning over a few days. The organization can also arrange part time training programmes in the office premises for short durations. and training and retraining are done at all levels on a continuous and ongoing basis.
The level of knowledge of each respondent was different 3. the responses given by the respondents could vary a lot depending on the perception of each respondent for a given question.
. observation and supplement test. Besides questionnaire other methods of post training evaluation should also be used like interviews. The evaluation procedure must be implemented concerning trainer. Post training feedback has to be continuous and should also be taken from line manager/superior & from peers to find out the effectiveness and valuation of training.
15 LIMITATIONS OF THE STUDY : 1. So. self diaries. 4. The study is based only on secondary & primary data so lack of keen observations and interactions were also the limiting factors in the proper conclusion of the study. operational and individual training needs.Ensure that there is proper linkage among organizational. Skill based training (product/process training) should also be provided. The time period of the study was only two six weeks which may provide a deceptive picture in comparison of the study based on long run.100% Response Rate was not found from the respondents 2. trainee and subject.
The training programmes were adequately designed to cater to the developmental needs of the respondents. Some of the respondents suggested that the time period of the training programmes were less and thus need to be increased. Some of the respondents also suggested that use of latest training methods will enhance the effectiveness of the training programmes. The training programmes were able to improve on-the-job efficiency.16 CONCLUSIONS The major findings of the project are enumerated as follows: Training is considered as a positive step towards augmentation of the knowledge base by the respondents. Some respondents believe that the training sessions could be made more exciting if the sessions had been more interactive and in line with the current practices in the market. The training aids used were helpful in improving the overall effectiveness of the training programmes. Some respondents also recommended that the number of training programmes be increased.
. The objectives of the training programmes were broadly known to the respondents prior to attending them.
Prasad Human Resource Management by Dipak.managementhelp.com www.GOindiGO. k.interglobe. R.com/magazine/19930201/3393_pagen_7..com www.civilaviation.com/od/trainingtrends/Future_Education_and_Training_ Trends.about. Human Resource Management by L.naukrihub.17 Bibliography : Websites www.html?zoom_query =training + and +development http://www.about. C. (2006). Research Methodology Methods & Techniques.html http://humanresources.inc.google.com http://www. Ashwathapa
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.org/search/management_help_search.htm http://traininganddevelopment.com www.COM www.com/ Books Kothari.htm http://humanresources.wikipedia.com/od/training/Training_Development_and_Education _for_Employees. New Age International Publishers. M. Bhattacharya Human Resource Management by K.
The trainer’s knowledge of [x] was: 2. What was particularly helpful about the training? 11. what additional training (if any) would be helpful? 13. The pacing of the trainer’s delivery was: 4. The amount of material covered was: 5. What would you recommend changing about the training? 12. Was your interest held? 7. Would you recommend this trainer to others? 9. The amount of interaction encouraged was: 6. Other comments or feedback: Excellent / OK / Poor Excellent /OK /Poor Excellent /Too fast / Too slow Just right / Too much / Too little Just right /Too much/ Too little Definitely/Sometimes/ Not really Definitely /Probably /Not really Definitely/ Probably /Not really Definitely /Probably /Not really
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. The exercises to practice using [x] were: 3. Would you recommend this training to others? 8. Was your time well spent in this training? 8.SAMPLE Training Evaluation Form
To help us improve the quality of our training. we would appreciate your feedback! Please circle the response option that best reflects your evaluation of the training provided: 1. Now that you have completed this training.
which module of soft skill development training? a) Personality and positive attitude b) Business communication c) Team building and leadership d) Stress management and work-life balance e) Business etiquettes and corporate grooming f) All of above g) If any other please specify ___________________________
4) (i) After the training . skill and aptitude c) Sharing information d) All of above 2) Training is must for enhancing productivity and performance.have you given feedback of it? a) Yes b) No
1) What do you understand by training? a) Learning b) Enhancement of knowledge. a) Completely agree b) Partially agree c) Disagree d) Unsure 3) (i) Have you attended any training programme in the last 01 year? a) Yes b) No (ii) If yes .
through which method?(can select more than one) a) Questionnaire b) Interview c) Supplement test d) If any other please specify _______________ 5) Which method of post training feedback according to you is more appropriate? a) Observation b) Questionnaire c) Interviews d) Self diaries e) Supplement test 6) (i) Do you think that the feedback can evaluate the training effectiveness? a) Yes b) No (ii) If yes.(ii) If yes. how can the post training feedbacks can help the participants?(can select more than one) a) Improve job performance b) An aid to future planning c) Motivate to do better d) All of the above e) None 7) Post training evaluation focus on result rather than on the effort expended in conducting training. a) Completely agree b) Partially agree Page 76 c) Disagree d) Unsure
8) What should be the approach of the post training evaluation? (can select morethan one) a) Trainer centered b) Trainee centered c) Subject Centered d) All of the above 9) What should be the ideal time to evaluate the training? a) Immediate after training b) After 15 days c) After 1 month d) Cant say 10) Should the post training evaluation procedure reviewed and revised periodically? a) Yes b) No c) Cant say 11) Is the whole feedback exercise after the training worth the time. money and effort? a) Yes b) No c) Cant say 12) The post training feedbacks can be used : a) To identify the effectiveness and valuation of the training programme b) To identify the ROI( return on investment) c) To identify the need of retraining d) To provide the points to improve the training e) All of above