PROJECT REPORT ON “Training Needs Analysis” IN “Western India Ceramics Pvt. Ltd.

SUBMITTED BY:THALAKKOTOR SHIRIN LAZAR LPGD/JL09/0334

“WELINGKAR INSTITUTE OF MANAGEMENT DEVELOPMENT AND RESEARCH”, MATUNGA, MUMBAI

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(2010-2011)

ACKNOWLEDGEMENT
The period of 2 months the Project in ‘Western India Ceramics Pvt. Ltd.’ has been a blend of academics and professionalism for me.

I am grateful to Mr. Sijoy Paulson under whose guidance I have completed this Summer Project. I sincerely respect his valuable advice and guidance given to me from time to time.

Finally, I would like to extend my sincere thanks to my co-ordinator Mr. Prabhakar Patil, who was my internal project guide for their valuable guidance and support in completion of my project.

THALAKKOTOR SHIRIN LAZAR

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EXECUTIVE SUMMARY
Business organizations today are facing great competitions and challenges as the economy is growing. The growth or the downfall of the company depends on how it uses its resources. Human Resource is one of the most important and talked about resource in today’s corporate world. Human being unlike other resources can think, feel, express their feelings and response to the ways that they are being treated. Therefore having the right kind of people to do the job is very important to the organizations today. Organizational priorities have changed in recent years. The focus has moved from piecemeal training activities to more systematic human resource development. HR managers are advocates for both the company and the people who work in the company. Consequently, a good HR professional performs a constant balancing act to meet both the needs successfully. Today’s scenario, Organizations are looking for those people who are very sincere with their work and who possess adequate knowledge, skills, efficiency to perform the work that is given to them. To increase productivity, it is important that the organization should have right kind of people at right time for right kind of job.
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Therefore to acquire best from among the best, the effectiveness of the HRD managers of the company plays a vital role. Western India Ceramics Pvt. Ltd, under the leadership of our Chairman Shri. Chandubhai Patel has diversified interest in the areas of Hydrogenated Vegetable Oils and Decorative Laminates that are amongst the prime brands in the state of Gujarat. Western Ceramics has pioneered into the production of wall tiles under the brand name of Western Ceramics in India with a clear vision of becoming India’s most respected and leading industry in their segment. Western Ceramics already has a coverage footprint spanning 10 major cities including the metro cities. The company offers a spectrum of technology solutions, field proven to help organizations to achieve superior efficiency in their respective businesses. Therefore the company require an efficient HR manager who will be responsibility for all of the functions of HRD, that deal with the needs and activities of the organization and people to achieve the organization’s goals. To achieve the objective, HR manager should have a clear and open communication in order to help employees develop their personal and organizational skills, knowledge, and abilities. The Human Resources department may wish to undertake a Training Needs Analysis to gauge if staff have the knowledge and skills necessary to meet the organisation’s strategic objectives. Important decisions like whether to recruit new talent or enhance the skills of

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current employees There is a high level of trust. The managers are trusted because they communicate openly with staff, and they trust their personnel to produce what is required of them. Training Needs Analysis is not at all an easy task. They needs to have professionals with impeccable people management skills as they need to be able to realize talent within people from a cross section of backgrounds. It is concerned with identifying strengths and weaknesses among different employees and devising training means that aim at making those skills complement the other. In Western Ceramics training need assessment is closely linked with its growth in terms of its size, culture and business. The function of HR Manager and its representatives, the team, strives to align its goals and objectives with the organisation’s and employee’s strategy and objectives and accordingly formulates and lays down its process and functions. The content has been logically divided into various sections which enable the readers to comprehend thoroughly the vital aspect and the Training Needs Analysis . The chapter deals with the company’s profile. Later it covers the theoretical part that makes us understand the meaning and need of Training analysis and also the objective of the project. Then it covers the need in the organization and gives the insight in the existing system.

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INDEX  Introduction to company ► Company profile ► Organization structure  Objective of the project  Recruitment & Selection Process ► General Overview ► Identify Training Needs ► Techniques for Specific Training Needs ► Overview of various Functions  Steps in Training need Analysis  Training Needs Analysis Flowchart  Suggestions and Recommendations  Conclusion  Annexure  Bibliography 6 .I tried to cover almost all the aspects of the Training Needs Analysis in Western Ceramics.

INTRODUCTION TO COMPANY ►Company Profile ►Organization Structure 7 .

The demand for their tiles is extensive in the markets of South India. Shri. Western Ceramics group under the leadership of our Chairman Shri. Gujarat and Mumbai. they also actively involved in the construction business. Kantibhai Patel and Mr. They strive for being the prime choice for the architects. interior 8 . WICPL’s current focus is into the flooring segment with its Brand Western Marbo – Polished Vitrified tiles and Western Vitro Plus – Glazed Vitrified tile. With their strong asset base. Chandubhai Patel has diversified interest in the areas of Hydrogenated Vegetable Oils and Decorative Laminates that are amongst the prime brands in the state of Gujarat.Company Profile Western India Ceramics Pvt Ltd (WICPL) was formed in 1980’s and was into the production of wall tiles under the brand name of Western Ceramics. Chetan Patel – Directors manage the day-to-day operations of the company.

the industry leaders from Italy and with ITACA for our vitrified technology proves the main difference enhancing our quality visa-a-vie our competitors.designers. Sophisticated manufacturing facility comprises of a professional Team in convergence wit the ultra modern machines i. India’s Longest Roller Kiln. constructions companies and customers. India’s Biggest Ball Mill justifies the potential of the vitrified technology. Technical association with SACMI. They are further diversifying into construction related projects. and Biggest Press from SACMI. WICPL believes in practicing what it preaches and ensures that all commitments are met much before deadlines. Vertical Dryer from SACMI. 9 .e. To accomplish this Western ceramic is staffed by over 1500 people in its 11 branches.

Andheri sahar road. Vile Parle – East. Mobile : 0-9322685106/0-9323788540 10 . Phone : 02662 226 111/112/113 Fax : 02662 222 709 SALES OFFICE Western India Ceramics Pvt Ltd Nr. Garware House.Padra – 391440.LOCATION:HEAD OFFICE Baroda – Padra Highway. Baroda(Gujarat).

Jharkhand 11 .Pune .Indore .Chennai .Napur .Visakhapatnam .Madhurai .Western Ceramic tiles already have its branch offices located in 20 major cities located all over India including the metro cities.Delhi .Kochin .Orrisa .Hyderabad . They can be listed as follows:- Bangalore Kolkata Mumbai Navi Mumbai Nasik Ahmeddabad Vadodara Goa Calicut Coimbatore .Surat .

SALES OFFICES IN INDIA 12 .

the industry leaders from Italy and with ITACA for our vitrified technology proves the main difference enhancing our quality visa-a-vie our competitors. We believe that we should be superior enough to force our 13 .FACILITIES: Western Ceramic has technical association with SACMI.

1) i.competitors to go that extra step. Vertical Dryer from SACMI. India’s Longest Roller Kiln. Our sophisticated manufacturing facility comprises of a professional Team in convergence with the ultra modern machines (fig.e. and Biggest Press from SACMI. Fig. India’s Biggest Ball Mill justifies the potential of the vitrified technology. 1 PRODUCT AVAIABLE Western Series : 14 .

Itialian series: 15 .

It hastens the decision making process and speeds up response times. The vital time lag between accessing information and acting on it is completely bridged which is great news because studies have revealed that an alarming percentage of business is lost due to communication delays and consequent inability to act on information. ORGANIZATIONAL STRUCTURE 16 . Western ceramic increases communication efficiency to in turn enhance operational efficiency which directly impacts productivity and profits.As communication is the central nervous system for any business with people on the move. and/or at multiple locations in the city.

– CFO Vice President HR Accounts & Commercial Branch Heads Mobile data application s HR & Software Admin & sales Service heads Objective Of The Project 17 .Directors CEO – AryaOmnita lk COO – Voice Business Chief Operations & tech.

5> And to understand how Identify and help tackle individual skills gaps and development needs amongst staff to improve performance in the organization. Ltd. 4> Training Needs Analysis will enable managers to identify these individual needs amongst their employees.The project was carried out at ‘Western India Ceramics Pvt.’ The objective of the project / study:1> To see opportunity for development of employees competency and what are the methods adopted by the company. 3> To understand in depth the need of training assessment within the company. 2> What are the difficulties faced by the HR Manager during the various tasks and responsibilities undertaken. 18 .

TRAINING NEED ANALYSIS ► General Overview ► Identify Training Needs ► Techniques for Specific Training Needs ► Overview of various Functions 19 .

The free market belief in 'buying in' skill has proven to be inadequate. Development programmes involve more than training. One of the great strategic contributions of HRM lies in the planning of skill availability in advance of need. In fact good human resources can be one of the most valued and respected department in the organizations. even in times of high unemployment. In most professional organizations the role of human resources department is not side lined or eclipsed by other departments. focusing on employees as investments for the organization. counselling and personal challenge. They require constant accurate assessment. 20 . their job is to handle people. Competitiveness demands a diverse workforce and up-to-date skills.General Overview The existence of human resource department is vital to overall productivity and efficiency of the strong workforce in any thriving company. They begin with the induction and integration of new employees. and the people are the company’s most valuable asset/ important asset. HR allows managers to be proactive.

Career plans. 21 . A much-publicized modern approach places development within the learning organization. With the integration of training activities into human resource development programmes. HRD focuses strongly on training and development.Development also involves the socialization of employees to fit the cultural requirements of the company. trainers are particularly concerned with the merits of formal as opposed to experiential training. cost-effectiveness and quality. performance objective-setting and training programmes are more often directed at managers than lower-level employees.

training needs analysis is  Systematic method of determining performance Causes of performance discrepancies discrepancies  Purpose to conduct training needs analysis   Identify the deficiencies Determine whether employees lack Knowledge.MEANING. or "training needs analysis". Skills and Benchmark for evaluation of training Makes sure training is provided to the right people Increases the motivation of training Abilities (KSA). A "training needs assessment". is the systematic method of determining if a training need exists and if it does. what training is required to fill the gap between the standard and the actual performance of the employee. PURPOSES AND IMPORTANCE Training Needs Analysis can be performed to achieve a variety of objectives.    22 . Therefore.

and also highlights the occasions where training might not be appropriate but requires alternate action.It is designed so that the staff can assess themselves openly and honestly: it helps identify their specific current competences. 23 . Training need analysis is conducted to determine whether resources required are available or not. areas where training is required. compares this with the desired level that the organisation requires for their role and then highlights any development needs of that individual. It helps to plan the budget of the company.

attitudes of people • o o OPERATIONAL ANALYSIS Determine KSAs required for standard performance Job analysis • o o o PERSON ANALYSIS Specific areas of training required by the individual Whether an individual is capable of being trained The data regarding the person analysis can be collected througha. b. c.Training needs analysis includes: • ORGANIZATIONAL ANALYSIS – It includes the analysis of o o o Mission & strategies of organization The resources and their allocation Internal environment. Performance data Behavioral and aptitude tests & Performance appraisal 24 .

that is. at least the following three points must be kept in view : 1. there should never be reliance on only one method 25 . These methods should be used in combination.A performance appraisal after the training program can also help in judging the effectiveness of the program. Training Need arises at three levels: Whatever the method used to identify training needs.

It starts with the assessment of internal environment of the organization such as. strengths. They should be applied to individual employees since training needs will vary with the individual employee. and weaknesses and external environment such as opportunities and threats. opportunities can be exploited by balancing it against costs. 26 . A ) Organizational Level – Training need analysis at organizational level focuses on strategic planning. After doing the SWOT analysis. procedures. Threats can be reduced by identifying the areas where training is required. and goals. weaknesses can be dealt with the training interventions. business need.2. They may be used to identify training needs of each of the various groups of employees 3. while strengths can further be strengthened with continued training. And. policies. structures. Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group.

the HR department of the company requires to be involved in strategic planning. HR develops strategies to be sure that the employees in the organization have the required Knowledge. B) Individual Level – Training need analysis at individual level focuses on each and every individual in the organization. individual competence can also be linked to individual need.For this approach to be successful. then certainly there is a need of training. The methods that are used to analyze the individual need are: • • • • • • • Appraisal and performance review Peer appraisal Competency assessments Subordinate appraisal Client feedback Customer feedback Self-assessment or self-appraisal 27 . In this planning. However. If the difference between the expected performance and actual performance comes out to be positive. and Attributes (KSAs) based on the future KSAs requirements at each level. the organization checks whether an employee is performing at desired level or the performance is below expectation. At this level. Skills.

The job analyst gathers the information on whether the job is clearly understood by an employee or not. The job analyst also gathers information on the tasks needs to be done plus the tasks that will be required in the future. Employees need to prepare for these changes. jobs are dynamic and keep changing over the time. etc. questionnaires asking the closed ended as well as open ended questions. He gathers this information through technical interview. training Need analysis (TNA) is done. observation.C) Operational Level – Training Need analysis at operational level focuses on the work that is being assigned to the employees. Based on the information collected. Today. psychological test. 28 .

29 . company meetings and inspections to collect this information.Identifying training needs A training needs analysis (TNA) is an effective way to identify any gap between the skills your business needs and those your employees have. management observations. A TNA can help you clarify your objectives in training your staff. This is invaluable for ensuring that money is spent on training that will help your business to achieve its objectives. customer comments. It involves gathering information to identify areas where your employees could improve their performance. You can use employee surveys.

you need to: a) Analyse your business goals and the skills required to meet these goals b) Determine whether you are changing your products or business processes and what information or training employees will need to be effective in their job c) Evaluate who you want to train and how best to reach them d) Establish how employees will best accept and integrate training and their preferred learning method e) Evaluate the training in place and decide what your company can and can't provide in the way of in-house training. funding and time f) Assess which consultants or training providers can fill in these gaps g) Take a decision on which type of training fits your needs best. 30 .To carry out a TNA.

A personal development plan is a tool employees can use to define their training goals and identify steps to achieve these. It is worthwhile including information on the training resources available to meet these goals and the benefits the employee expects to get from training.Techniques for Determining Specific Training Needs People learn in different ways. Discuss with 31 . Talk to the employees to identify their preferred learning methods and include this in a personal development plan. Matching your training to your employees' learning methods can help you speed up their learning and reduce your training costs.

For the purposes of training at work. Once you understand how your employees learn. The table below is a guide to the learning methods used in each training type. Training type Coaching E-learning Workshop Learning method Doing Using initiative Using initiative/testing 32 .each employee short and long-term objectives to include in the plan or you can hire a consultant to do this for you. people's preferred learning methods can be broadly divided into active and passive types. you can tailor your training methods to fit their learning style. Active ways of learning are by: 1) using initiative 2) doing 3) exploring 4) testing Passive ways of learning are by: 1) observing 2) questioning 3) interpreting 4) reviewing Different types of training rely on different learning methods.

None of these methods can stand alone.Induction Job shadowing Mentoring Networking/seminars Open learning Evening classes Project work Quality competitions Individual workshop Simulation Listening/questioning Observation/questioning Exploring Listening/questioning Using initiative/exploring Listening/questioning Exploring/doing Using initiative/exploring Reviewing/doing Doing Overview of various Functions There are a number of practical methods that help to gather data about employees’ performance. therefore must determine which be the best . if for no other reason to validate your findings. Always use at least two. 33 . Each works well in given circumstances. One of those you choose should always be observation.

1. Evaluate a worker’s performance through first-hand observation and analysis. 2. This is best accomplished by watching the worker and playing the role of non-participating observer. A key advantage of using direct observation in the needs analysis is that you gain first-hand knowledge and understanding of the job being performed and the strengths and weaknesses of the relevant worker. Since the interview guide forces you to ask 34 . The objective during observations is to identify both the strengths to build on and the deficiencies to overcome. an employee’s performance itself is your source of information. or part of a widespread perception. but do not get involved in his work process in any way. Interviews The use of interviews in conducting the needs analysis is strongly urged. To make this activity more productive. use a checklist to remind you of what to look for and take notes. This means that you watch and listen and evaluate what you see and hear. This allows you to determine whether a piece of information is one person’s opinion. The prime value of interview guides is that they ensure the same types of data from all sources. Observation In this approach.

Because you are in conversation with workers. Employees can complete the 35 . You can ask or clarification of comments and for examples of what they mean. You obtain employees’ personal involvement and commitment to your efforts c. you must select those questions that are essential to what you are trying to learn. You create your own questionnaire by writing down all the questions you want employees to answer for you. In this way. You build credibility with your interviewees by asking intelligent questions and Listening well to their answers b. Interviews allow you to meet employees face to face to discuss their impressions of performance. You also gain these benefits through interviewing : a. Questionnaires A questionnaire is a sort of interview on paper. you obtain a full understanding of their performance deficiencies. You establish personal relationships with potential trainees who are important to your success as a needs analyst and trainer 3. The key advantage of a questionnaire is that you can include every person from whom you want input. Then you mail it to them and await their responses.each worker a number of predetermined questions. you can explore their responses in depth.

the writing of job description and needs analysis is a relatively simple task. When an employee’s job description has been defined. You need not travel and spend time with all respondents. On the other hand. 5. Job Descriptions Before establishing a job description. It is company wide in scope and should be detailed to such a degree that those conducting the training can use the job analysis as a yardstick for their course content. Every employee is asked the identical questions.questionnaire when and where they choose. the Difficulty Analysis establishes which of the duties cause the employee the 36 . After the job analysis phase has been completed. This job analysis involves a thorough study of all responsibilities of the relevant job. 4. and consequently data is very easy to compile and analyze. The Difficulty Analysis The Job Analysis will focus attention on enumerating the numerous duties that a worker must perform. the trainer can easily tailor his training curriculum to a very close proximity of what will be expected of the employees. a job analysis must be made. Questionnaires can be useful in obtaining a ‘ big picture ’ of what a large number of employees think while allowing everyone to feel that they have had an opportunity to participate in the needs analysis process.

Problem Solving Conference Another time-tested technique for gathering needs analysis material from employees is to conduct periodic problem solving conferences which may take the form of or be part of a plan for a new product. • A well thought out Difficulty Analysis will provide the training program with an abundance of role-playing material and situations.greatest amount of troubles and how this trouble can be reduced through better training. • It enables a needs analyst to weigh certain aspects of the training in relationship to the expected difficulty that the worker will face in coping with those duties. A good Difficulty Analysis offers many advantages. Appraisal Reviews 37 . For example …. task or technology. This outside sponsorship has a tendency of letting the workers express their feelings about his organization. and the session can then be geared to training needs. 7. 6. The current problems will evolve that represent potential areas for training. or tied in with a training program It is always helpful to utilize an outside consultant to moderate such sessions.

Training needs differ from worker to worker. and appraisal sessions allow the employee and supervisor / manager to uncover the cause of weaknesses in performance. These deficiencies represent areas for training. It is crucial to assess skills gaps at all levels of the business. Comments rendered during the appraisal interviews normally are genuine.back at appraisal interview time is valuable since it is timely information. and can frequently assist in establishing the needs. Steps in Training need Analysis 38 .tioned regarding the duties and training of a worker. an employee should be ques. including senior management. Include yourself in this if you are an owner-manager. You may need to develop your entrepreneurial and technical skills as the business grows. variations and penetrations that a training program should include.During the periodic counseling performance interview. Feed.

39 . employee job satisfaction.  Perform gap analysis We identify where employees are.Step One: Identify Problem Needs  Determine organizational context Organizational context is important in the determination of attitudes and behaviors before and after the training. organizational We firstly find commitment. then we plan where employees want to be and how to get there. they set there recommendations for the training of the employees. Managers compare the actual performance and the desired performance of the employees. That analysis is conducted by the managers who noted the shortcomings and weak areas of the employees. job involvement. and partial inclusion and higher levels' of role conflict and role ambiguity.  Set objectives As the managers sees the clear indications of the gap.

managers establish criteria to select the method to improve things. 40 . Advantages     fast. managers draw conclusion with the help of advantages and disadvantages.  Advantages and disadvantages for methods After the initial selection of methods and modules.Step Two: Determine Design of Needs Analysis  Method selection criteria After the identification of the problem areas. inexpensive broad involvement low-risk low-visibility Disadvantages  not precise or specific  based on opinion  difficult to validate  difficult to set priorities  difficult to relate to output or to evaluate the importance of training  Once you ask people what training they feel is important you create an implicit expectation that you will deliver it. They plan for the training modules and mode of training.

Step Four: Analyze Data  Initial Analysis 41 .  Questionnaires and Surveys Questionnaires and surveys also enable managers to get the employees input. because they can formulate training courses with the help of these results. With the help of this managers get what are the shortfalls for employees.Step Three : Collect Data  Conduct interviews Departmental heads starts taking interviews of the concerned persons to get each and every thing.  Observe people at work When employees are working on site then managers can easily scrutinize all working and give their suggestions and recommendation.

quick results Lower risk  Determine solutions/recommendations Finalize the plan after finding all the possible solutions. number of people involved. anticipated return on investment?. A comparison of some of the factors between in-depth and a mini assessment follows. money. criticalness of skill.The assessment can be as detailed and involved as needed. Factors to consider when considering the level of detail are time. resources available. etc. In-depth Type of Information Methods Quantitative Multi-tiered approach Surveys Observation Interviews Focus groups Document reviews Widespread organizational involvement Broad ranging objectives Several months to a year Expensive Linked o defined outputs High profile and risk Qualitative Interviews Focus groups Mini Scope Length Cost Focus Exposure/Visibility Fewer people involved Short term focus Few days to a week Inexpensive Immediate. Step Five: Provide Feedback  Write report and make oral presentation HOD makes a report and presentation and delivers it to the management of the company. 42 .

Different This can be done both through a basic questionnaire sent just prior to a specific training event and also during the welcome time of each session. Evaluation Steps Reactions 43 . However managers continue to assess the attitudes.After thorough evaluation of report and the presentation. knowledge and skill level of participants prior to each session. development and evaluation. Is it fruitful or not? Step Six: Develop Action Plan Once this formal needs assessment process is completed the information is used as the basis for training design. management finally decides whether to conduct training or not. employees may have different requirements.

Learning Transfer Results Training Needs Analysis Flowchart 44 .

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CONCLUSION 46 .

Indeed. That is because one of the main roles of training need analysis in a successful business involves a lot of observation and analysis from behind the scenes. sagging profit margins and more. Truth be told. which has helped human resources. as they move through the workforce is an important task. Compiling complex data and matrix that follow the performance of individual employees. they do quite lot.Yet while everybody seems to implicitly understand the importance of an effective training in the work place. is an ethical practice that breeds the least amount of contention possible. their scope of visible action is limited. That because the management of performance can often involve tough decision making process behind the doors. 47 . one might be hard pressed to find an employee at any level who could comprehensively describe everything that these professionals do. Due to the sensitive nature of human relations and the work that the human resources department must carry out discretion is a crucial element to this field. To the employee however. work out crucial solutions to inefficiency. the intelligence of the human resources department often involves what can be likened to “crunching numbers”.

Thus in Western India Ceramics Pvt. Ltd. The HR Manager identify their specific current competences. compares this with the desired level that the organisation requires for their role and then highlights any development needs of that individual. They ensure learning process and learning principles are considered to achieve maximum benefits for both participants and organization. major part of HRD functions are done by the company itself. 48 . Western Ceramic is developing and implementing a good training program which helps organization to achieve its goals. Positive attitude to learning helps the learners to contribute to organization and helps achieve his/her career aspirations.

Suggestions And Recommendations 49 .

 Most problems are caused by change that occurred previously. and have few suggestions in regard to the proceedings of Training Need Analysis.  It should be ensured that the right kind of candidate is selected for the proposed designation. The Integrate Results Expected from the Learner with Goals in the Performance Plan. causes can often be uncovered.I have extended my complete efforts in understanding the topic chosen for the project. Time management is very essential and should not be ignored at any level of the process.    50 . They are as follows:Manpower planning and evaluation should be done on a regular basis to check whether the workforce currently employed is adequate to carry out proceedings with the growing workload. as the company’s performance completely depends on the performance of every individual employed. By listing factors that changed.

 Finally a good and friendly environmental conditions must be created so as to facilitate learning amongst the employees. We seek to specify the tangible differences between “required” and “actual” performance.   Also a proper record must be maintained which can be referred to for any help when required. it may not be possible for the candidates to attend the same.  51 .  Problems should be real rather than imaginary. Different training methods must be explored and tried for the connivance of the employees. A proper follow-up should also be done so as to confirm that the candidate will be attending the training. A well in advance notice should be given to the candidates about their training scheduled interviews on short notices.

Are you satisfied with the Training Infrastructure.ANNEXURE QUESTIONAIRE 1. Training Aids & Classrooms? 52 . Are you satisfied with the Training Programme conducted in the organization? • • • Fully Satisfied Fairly Satisfied Not Satisfied 3. To what extent do you feel your learning objectives have been achieved? • • • Completely Satisfactorily Poorly 2. What is the overall impression about the trainers? • • • Very good Good Average 4.

Do the assignments & lab Sessions provide sufficient practice? • • Yes No 7. Is the technical Training provided good enough to perform at the desired level? • • Yes No 53 .• • Yes No 5. What will you rate the Soft-skill sessions conducted? • • • Very good Good Average 8. is the course Content useful & relevant to Learners’ needs? • • Yes No 6. What are your views on the course material issued? • • • Inadequate Adequate More than adequate 9.

up after evaluating the Training Programme? • • • Always Sometimes Never 12. Is the learning calendar & schedules well communicated to you? • • • Always Sometimes Never 11. Does the training department take the necessary Follow.10. How useful do you find the training Management System (TMS)? • • • Very useful Useful Average 54 .

Kasande.persistentsys.BIBLOGRAPHY Training and Development Personnel Management Research Methodology Websitewww.C. . Arun Monappa.S. 55 . Human Resource Management.in - Shashi Kapur.B. Mamoria.P.co.