A Study on Effectiveness of Training Programme

1

A STUDY ON EFFECTIVENESS OF TRAINING PROGRAMME AT HCL PERIPHERALS.,ThattanChavady

PUDUCHERRY SUMMER PROJECT REPORT Submitted by M.SIVARANJINI REGISTER NO: 27348344 Under the guidance of MR.G.BALA SENDHIL KUMAR, B.E., MBA., M.Phil In partial fulfillment for the award of the degree of

MASTER OF BUSSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE PONDICHERRY UNIVERSITY PUDUCHERRY, INDIA SEPTEMBER –2007

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SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE PONDICHERRY UNIVERSITY DEPARTMENT OF MANAGEMENT STUDIES BONAFIDE CERTIFICATE This to certify that the project work entitled “A STUDY ON EFFECTIVENESS OF TRAINING PROGRAMME” is a bonafide work done by M.SIVARANJINI [REGISTER NO: 27348344] in partial fulfillment of the requirement for the award of Master of Business Administration by Pondicherry University during the academic year 2007-2008.

GUIDE

HEAD OF THE DEPARTMENT

Viva-Voce Examination held On _______________

EXTERNAL EXAMINER 1. 2.

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TABLE OF CONTENTS ACKNOWLEDGEMENT……………………………….i ABSTRACT………………………………………………ii LIST OF TABLES……………………………………....iii LIST OF CHARTS………………………………………iv

CHAPTER I

TITLE 1.1 INTRODUCTION

PAGE NO

1.2 INTRODUCTION TO THE STUDY

1 10

II

REVIEW OF LITERATURE

11

III

OBJECTIVES OF STUDY

16

IV

RESEARCH METHODOLOGY

17

V

DATA ANALYSIS AND INTERPRETATION

20

VI

FINDINGS OF THE STUDY

44

VII

7.1 SUGGESTIONS AND RECOMMENDATIONS 7.2 CONCLUSION

45 46

VIII

8.1 LIMITATIONS OF THE STUDY 8.2 SCOPE FOR FURTHER STUDY

47 48

ANNEXURES I. II.

QUESTIONNAIRE……………………………………….. BIBLIOGRAPHY………………………………………….

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ACKNOWLEDGEMENT First and foremost, I am very thankful to the Lord Almighty for having best owned upon his grace, without which I would not have got the strength to complete my course. I express my gratitude to Mr. N. KESAVAN, chairman, Mr. M. DHANASEKARAN, Managing director and Mr. S.V. SUGUMARAN, vice Chairman, Sri Manakula Vinayagar Engineering College. My special thanks to my college Principal Dr.V.S.K VENKATACHALAPTHY for extending me moral support during the course of this work I would like to extend our sincere thanks to Mr. S. JAYAKUMAR Head of the Department of Management Studies for his valuable guidance throughout the preparation of this project work. It is a very great pleasure to thank my internal guide, Mr. G. BALA SENDHIL KUMAR for his valuable suggestion, encouragement & unceasing help rendered to me. It has been an honor & pleasure to work under him. I also express my gratitude & respect to all faculty members of Department of Management Studies for having encouraged me throughout the training & preparation of the report. I wish to place my performed gratitude & indebtness to Mr.T.SRIDHAR DGMMANUFACTURING, of HCL Peripherals , puducherry for granting me permission to undergo my training at this prestigious company. I thank my external guide Mr.K.POOMINATHAN Senior executive HR Dept of HCL Peripherals for his immerse help and support rendered on me during my project. I also express my gratitude & respect to all the staff members of HCL Peripherals.

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ABSTRACT Training is a learning experience, in that it seeks a relatively permanent change in an individual which will improve his (or) her ability to perform on the job. We typically say training can change the skill, knowledge, attitude and social behavior. It means changing what employees know, how they work, their attitude towards their work or their interaction with their co-workers or their supervisors.

THE EXPECTED RESULTS OF TRAINING PROGRAMME HIGHER PRODUCIVITY: Training helps to improve the level of Performance. Trained employees perform better by using better method of work. BETTER QUALITY OF WORK: In formal training, the best methods are standardized and taught to employees perform better by using better method of work. COST REDUCTION: Trained employees make more economical use of materials and machinery. Reduction in wastages and spoilage together with increase in productivity help to minimize cost of operation per unit. REDUCTION SUPERVISION: Well-trained employees tend to be self reliant and motivated. The training objectives are designed in accordance with the company goals and objectives. The general objectives of any training programme are: To inculcate the basic knowledge and skill to the new entrants and to enable them to perform their jobs well. To enable the employee to meet the changing requirements of the job and the organization. To demonstrate the employees the new techniques and ways of performing the job or operations.

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LIST OF TABLES Table No

Tables

Page No.

5.1

Age of respondents

20

5.2

Educational qualification of respondents

21

5.3

Gender

22

5.4

Marital status

23

5.5 5.6

Awareness of training programme Attended training programme

24 25

5.7

Nature of training programme

26

5.8

Undertake training programme in future

27

5.9

Quality of training programme

28

5.10

Technical skills

29

5.11

Leadership skills

30

5.12

Soft skills

31

5.13

Better performance

32

5.14

Customer service skills

33

5.15

Chances of promotion

34

5.16

Relevance of topics in training programme

35

5.17

Topics covered in training programme

36

5.18

Topics covered within right time

37

5.19

Topics covered easy to understand

38

5.20

Satisfactory level

39

5.21

Suggestions on improvement

40

5.22

Analysis of opinions regarding quality of

41

5.23

topics covered and satisfactory level Analysis of opinions regarding awareness of

43

training programme and undertake training programme in future

LIST OF CHARTS

7 Chart No

Charts

Page No.

5.1

Age of respondents

20

5.2

Educational qualification of respondents

21

5.3

Gender

22

5.4

Marital status

23

5.5 5.6

Awareness of training programme Attended training programme

24 25

5.7

Nature of training programme

26

5.8

Undertake training programme in future

27

5.9

Quality of training programme

28

5.10

Technical skills

29

5.11

Leadership skills

30

5.12

Soft skills

31

5.13

Better performance

32

5.14

Customer service skills

33

5.15

Chances of promotion

34

5.16

Relevance of topics in training programme

35

5.17

Topics covered in training programme

36

5.18

Topics covered within right time

37

5.19

Topics covered easy to understand

38

5.20

Satisfactory level

39

5.21

Suggestions on improvement

40

CHAPTER-I

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1.1 INTRODUCTION 1.1.1 COMPANY PROFILE (HCL Technologies – Overview): While HCL Enterprise has a 30-year history, HCL Technologies is a relatively young company formed, eight years ago, in 1998. During this period, HCL has built unique strengths in IT applications (custom applications for industry solutions and package implementation), IT infrastructure management and business process outsourcing, while maintaining and extending its leadership in product engineering. HCL has also built domain depth through a microverticalization strategy in industries such as financial services, hi-tech and manufacturing, retail, media and entertainment, life sciences, and telecom. HCL has created the ability to distribute value across the customer's IT landscape through its well-distributed services portfolio, significant domain strengths, and locally relevant geographic distribution. HCL has the widest service portfolio among Indian IT service providers, with each of its services having attained critical mass, and HCL dominates several emerging areas. Our five mature lines of business are R&D and Engineering, Custom Applications, Enterprise Applications, IT Infrastructure Management, and BPO Services. In addition, HCL has recently launched its Enterprise Transformation Service Offerings comprising of Business, Technology, Application and Data Transformation – the four broad needs of any enterprise. Our ability to synergistically integrate these service lines across the entire IT landscape creates new zones for value creation. Additionally, HCL has created unique service leadership in each of these areas through best-of-breed unique propositions. HCL’s leadership in these service areas has been recognized by several leading independent analysts. HCL started questioning the linearity of scale-driven business models adopted by service providers (largely in the IT application business). The questioning led us to the belief that the market was rapidly approaching a point of inflection, that is a point where the volume and value proportionality would change, opening up new opportunities for service providers who aspire to focus on value. With this realization, HCL embarked on a transformational journey that will focus on value centricity in customer relationships and on leveraging new market opportunities, while creating a unique employee experience.

9 Today, HCL is entering a new phase of evolution – transforming it from a volume-driven service provider to value-centric enterprise that turns technology into competitive advantage for all its customers across the globe. 1.1.2 HISTORY: Shiv Nadar is the founder of HCL. He founded HCL in 1976 in a Delhi "barsaati". In 1978, HCL developed the first indigenous micro-computer at the same time as Apple and 3 years before IBM's PC. In 1980, HCL introduced bit sliced, 16-bit processor based micro-computer. In 1983, HCL Indigenously developed an RDBMS, a Networking OS and a Client Server architecture, at the same time as global IT peers. In 1986, HCL became the largest IT company in India. In 1988, HCL introduced fine grained multi-processor Unix-3 years ahead of "Sun" and "HP". In 1991, HCL entered into a joint venture Hewlett Packard and HCL-Hewlett Packard Ltd. was formed. The joint developed multi-processor Unix for HP and heralded HCL's entry into contract R&D. In 1997, HCL Infosystems was formed. In the same year HCL ventured into software services. In 1999, HCL Technologies Ltd issued an IPO and became a public listed company. In 2001, HCL BPO was incorporated and HCL Infosystems became the largest hardware company. In 2002, software businesses of HCL Infosystems and HCL Technologies were merged. In 2005, HCL set up first Power PC architecture design centre outside of IBM. In the same year HCL Infosystems launched sub Rs.10,000 PC. In 2006, HCL Infosystems became the first company in India to launch the New Generation of High Performance Server Platforms Powered by Intel Dual - Core Xeon 5000 Processor. Today, HCL has a turnover of over US$4billion.

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1.1.3 HCL SNAPSHOT:

1.1.4 MILESTONES OF HCL: HCL Infosystems Ltd is one of the pioneers in the Indian IT market, with its origins in 1976. For over quarter of a century, we have developed and implemented solutions for multiple market segments, across a range of technologies in India. We have been in the forefront in introducing new technologies and solutions. The highlights of the HCL saga are summarised below: YEAR

HIGHLIGHTS

1976

- Foundation of the Company laid - Introduces microcomputer-based programmable calculators with wide acceptance in the scientific / education community

1977

- Launch of the first microcomputer-based commercial computer with a ROM -based Basic interpreter - Unavailability of programming skills with customers results in HCL developing bespoke applications for their customers

1978

- Initiation of application development in diverse segments such as textiles, sugar, paper, cement , transport

1980

- Formation of Far East Computers Ltd., a pioneer in the Singapore IT market, for SI (System Integration) solutions

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1981

1983

- Software Export Division formed at Chennai to support the bespoke application development needs of Singapore - HCL launches an aggressive advertisement campaign with the theme ' even a typist can operate' to make the usage of computers popular in the SME (Small & Medium Enterprises) segment. This proposition involved menu-based applications for the first time, to increase ease of operations. The response to the advertisement was phenomenal. - HCL develops special program generators to speed up the development of applications - Bank trade unions allow computerisation in banks . However , a computer can only run one application such as Savings Bank, Current account , Loans etc.

1985

- HCL sets up core team to develop the required software - ALPM ( Advanced Ledger Posting Machines ) . The team uses reusable code to reduce development efforts and produce more reliable code . ALPM becomes the largest selling software product in Indian banks - HCL designs and launches Unix- based computers and IBM PC clones - HCL promotes 3rd party PC applications nationally - Zonal offices of banks and general insurance companies adopt computerization

1986

- Purchase specifications demand the availability of RDBMS products on the supplied solution (Unify, Oracle). HCL arranges for such products to be ported to its platform. - HCL assists customers to migrate from flat-file based systems to RDBMS - HCL enters into a joint venture with Hewlett Packard

1991

- HP assists HCL to introduce new services: Systems Integration, IT consulting, packaged support services ( basicline, teamline ) - HCL establishes a Response Centre for HP products, which is connected to the HP Response Centre in Singapore. - There is a vertical segment focus on Telecom, Manufacturing and Financial Services

1994

- HCL acquires and executes the first offshore project from IBM Thailand - HCL sets up core group to define software development methodologies - Starts execution of Information System Planning projects

1995

- Execution projects for Germany and Australia - Begins Help desk services

1996

- Sets up the STP ( Software Technology Park ) at Chennai to execute software projects for international customers - Becomes national integration partner for SAP

1997

1998

- Kolkata and Noida STPs set up - HCL buys back HP stake in HCL Hewlett Packard - Chennai and Coimbatore development facilities get ISO 9001 certification - Acquires and sets up fully owned subsidiaries in USA and UK

1999

- Sets up fully owned subsidiary in Australia - HCL ties up with Broadvision as an integration partner

2000

- Sets up fully owned subsidiary in Australia - Chennai and Coimbatore development facilities get SEI Level 4 certification

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- Bags Award for Top PC Vendor In India - Becomes the 1st IT Company to be recommended for latest version of ISO 9001 : 2000 - Bags MAIT's Award for Business Excellence - Rated as No. 1 IT Group in India

2001

-Launched Pentium IV PCs at below Rs 40,000 -IDC rated HCL Infosystems as No. 1 Desktop PC Company of 2001 -Declared as Top PC Vendor by Dataquest

2002

-HCL Infosystems & Sun Microsystems enters into a Enterprise Distribution Agreement - Realigns businesses, increasing focus on domestic IT, Communications & Imaging products, solutions & related services - Became the first vendor to register sales of 50,000 PCs in a quarter - First Indian company to be numero uno in the commercial PC market - Enters into partnership with AMD

2003

- Launched Home PC for Rs 19,999 - HCL Infosystems' Info Structure Services Division received ISO 9001:2000 certification - Launches Infiniti Mobile Desktps on Intel Platform - Launched Infiniti PCs, Workstations & Servers on AMD platform - 1st to announce PC price cut in India, post duty reduction, offers Ezeebee at Rs. 17990 - IDC India-DQ Customer Satisfaction Audit rates HCL as No.1 Brand in Desktop PCs - Maintains No.1 position in the Desktop PC segment for year 2003 - Enters into partnership with Port Wise to support & distribute security & VPN solutions in India

2004

- Partners with Microsoft & Intel to launch Beanstalk Neo PC - Becomes the 1st company to cross 1 lac unit milestone in the Indian Desktop PC market - Partners with Union Bank to make PCs more affordable, introduces lowest ever EMI for PC in India - Launched RP2 systems to overcome power problem for PC users - Registers a market share of 13.7% to become No.1 Desktop PC company for year 2004 - Crosses the landmark of $ 1 billion in revenue in just nine months

2005

- Launch of HCL PC for India, a fully functional PC priced at Rs.9,990/- Rated as the No.1 Desktop PC company by IDC India -Dataquest - 'Best Employer 2005' with five star ratings by IDC India -Dataquest. - 'The Most Customer Responsive Company 2005' -IT Hardware Category by The Economic Times -Avaya Global Connect. -Top 50 fastest growing Technology Companies in India' & 'Top 500 fastest Growing Technology Companies in Asia Pacific' by 'Deloitte & Touche'. by 'Deloitte & Touche' -'7th IETE -Corporate Award 2005' for performance excellence in the field of Computers & Telecommunication Systems by IETE.

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-'Best Bhoomi Brand 2005' by 360 magazine -in the PC category -in the LCD Monitor category. -India 's 'No.1 vendor' for sales of A3 size Toshiba Multi Functional Devices for the year '04 -'05 by IDC. -Toshiba'Super Award 2005 towards business excellence in distribution of Toshiba Multifunctional products, -Strategic Partners in Excellence' Award by Infocus Corporation for projectors. -'Most valued Business Partner' Award for projectors by Infocus Corporation in 2005 - 75, 000+ machines produced in a single month - HCL Infosystems in partnership with Toshiba expands its retail presence in India by unveiling 'shopToshiba' - HCL Infosystems & Nokia announce a long term distribution strategy - HCL the leader in Desktops PCs unveils India's first segment specific range of notebooks brand - 'HCL Leaptops' 2006 (till June)

- IDBI selects HCL as SI partner for 100 branches ICT infrastructure rollout - HCL Infosystems showcases Computer Solutions for the Rural Markets in India - HCL Support wins the DQ Channels-2006 GOLD Award for Best After Sales Service on a nationwide customer satisfaction survey conducted by IDC - HCL Infosystems First in India to Launch the New Generation of High Performance Server Platforms Powered by Intel Dual - Core Xeon 5000 Processor - HCL Forms a Strategic Partnership with APPLE to provide Sales & Service Support for iPods in India

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1.1.5 VISION STATEMENT: "Together we create the enterprises of tomorrow"

1.1.6 MISSION STATEMENT: "To provide world-class information technology solutions and services to enable our customers to serve their customers better”

1.1.7 BUSINESS MODEL: The HCL Enterprise comprises two companies listed in India, HCL Technologies and HCL Infosystems. HCL Technologies is the IT and BPO services arm focused on global markets, while HCL Infosystems is the IT, Communication, Office Automation Products & System Integration arm focused on the Indian market. Together, these entities have uniquely positioned HCL as an enterprise with service offerings spanning the IT Services and Product spectrum.

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The range of offerings span Product Engineering and Technology Development, Application Services, BPO Services, Infrastructure Services, IT Hardware, Systems Integration, and Distribution of Technology and Telecom products in India.

1.1.7 HCL PERIPHERALS: HCL Peripherals founded in the year 1983 has established itself as a leading manufacturer of computer peripherals in India. HCL Peripherals is a Group company of HCL Corporation (turnover Rs. 4300 Crores), the leading giant in IT industry in India. The Research and Development department at HCL Peripherals equipped with the latest Design tools for product designing. A full fledged EMI lab has been set up with a complete set of EMI/EMC test equipments, KeyTek surge/EFT generators and Schaffner ESD Gun for Pre compliance testing.

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This department is represented by a group of highly motivated engineers, who have not only customised products to suit Indian conditions but have also been responsible for new products development. HCL Peripherals is fully equipped with the state-of-the art manufacturing CNC Machines such as MURATA turret punch presses, KOMATSU NC press brake, MURATEC CNC press brake and CAD/ CAM systems supported by AUTODESK. These facilities enable the manufacture of precision products as per customer's requirement. The latest production facilities include SEHO wave soldering machine, MINOITA colour analyser, YORCO baking chamber and a host of other renowned equipments. This ensures that only the best quality products come out of HCL Peripherals. The latest production facilities include SEHO wave soldering machine, MINOITA colour analyser, YORCO baking chamber and a host of other renowned equipments. This ensures that only the best quality products come out of HCL Peripherals.

1.1.7 HARDWARE PRODUCED: 

COLOUR MONITOR



FLAT LCD MONITORS



KEYBOARD



VINBEE



LIFE SCAN CABLE



THERMAL UNITS

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1.2 INTRODUCTION TO THE STUDY A Study on Effectiveness of training programme at HCL PERIPHERALS, Industrial estate, Thattan Chavady. Pondicherry Training is an area in which there have been considerable advances over the past few years including new methods, approaches, training aids and technology. HCL PERIPHERALS has been continuously training their employees. This study has been conducted with a view towards being able to contribute to these programmes in a constructive manner. Training programmes assists in enhancing the efficiency and effectiveness of a person at work by improving and updating his professional knowledge, skill relevant to his work, cultivating appropriate behaviour and attitude towards work and people. Also the training program involves considerable investment in terms of time, money and efforts. Thus it becomes necessary to study the effectiveness of the training program. The study was conducted at HCL PERIPHERALS for Human Resource Department. The sample survey based on structured questionnaire was conducted among the junior executives, operators and apprentice trainees who have undergone the training programme.

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CHAPTER-II REVIEW OF LITERATURE 2.1 CONCEPT OF TRAINING: Training is the process of increasing the knowledge and skills for doing a particular job. It is an organized procedure by which people learn knowledge and skill for a definite purpose. The purpose of training is basically to bridge the gap between job requirements and present competence of an employee. Training is aimed at improving the behaviour and performance of a person. It is a never ending or a continuous process. Training is closely related with education and development but needs to be differentiated from these terms.

2.2 OBJECTIVES OF TRAINING: The main objective of training is to bridge the gap between the existing performance ability and desired performance. The training objectives are designed in accordance with the company goals and objectives. The general objectives of any training programme are, 

To inculcate the basic knowledge and skill to the new entrants and to enable them to perform their jobs well.



To enable the employee to meet the changing requirements of the job and the organization.



To demonstrate the employees the new techniques and ways of performing the job or operations.

2.3 TYPICAL TOPICS OF EMPLOYEE TRAINING:  Communications: The increasing diversity of today's workforce brings a wide variety of languages and customs.  Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks.

19  Customer service: Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers.  Diversity: Diversity training usually includes explanation about how people have different perspectives and views, and includes techniques to value diversity  Ethics: Today's society has increasing expectations about corporate social responsibility. Also, today's diverse workforce brings a wide variety of values and morals to the workplace.  Human relations: The increased stresses of today's workplace can include misunderstandings and conflict. Training can people to get along in the workplace.  Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc.  Safety: Safety training is critical where working with heavy equipment , hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.

2.4 METHODS OF TRAINING: Generally, the training methods can be classified into two types: a) On-the-job methods b) Off-the-job methods a) On-the-job methods: These methods are briefly discussed below: 1. On-the job Training In this training an employee will be placed in a new job and is told how it is to be performed. It aims at developing skills and habits consistent with the existing practices of an organization and by orienting him to his immediate problems.

20 2. Vestibule Training or Training-Centre Training This is otherwise known as classroom training, which is imparted with the help of equipment and machines identical to those in use at the place of work. 3. Simulation It is more or less like vestibule training. The trainee works in closely ‘duplicated’ real job conditions. This is essential in cases in which actual on-the-job practice is expensive, might result in serious injury, a costly error or the destruction of valuable material or resources, e.g., in aeronautical industry. 4. Demonstration Under this method, there will be a description and demonstration of how to do a job. He performs the activity himself, going through a step-by-step explanation of the ‘why’, ‘how’ and ‘what’ of what he is doing. 5. Apprenticeship Under this method, each apprentice or trainee will be given a programme of assignments according to a predetermined schedule, which provides for efficient training in trade skills 6. Job Instruction Training The JIT Method is a four step instructional process involving preparation, presentation, performance try out and follow up. 7. Coaching and Mentoring Coaching establishes one-on-one relationship between trainees and supervisors, which offer workers, continued guidance and feedback on how well they are handling their tasks. 8. Job Rotation It means the movement of trainee from one job to another. This helps him to understand how the job functions.

21 Off-the-Job Methods: Under this method, training will be given in company classroom, an outside place owned by the organization, an education institution, or association, which is not the part of the company. The following are the methods. 1. Lectures These are classroom lectures given by an instructor on specific topics, formally. This method is useful when philosophy, concepts, attitudes, theories and problem solving have to be discussed. 2. Conferences Normally a conference will be held in accordance with an organized plan. Different topics with their problems relating to training of personnel are discussed. 3. Seminars or Team Discussion A group will constitute a team for discussion. The group learns through discussion of a subject on a selected subject. 4. Case Discussion Testing of a real problem will be undertaken under this method. In other words, a real business problem or situation demanding solution is presented to the group and members are trained to identify the problems present, they must suggest various methods for tackling them, analyze each one of these, find out their comparative suitability, and decide for themselves the best solution. 5. Role Playing This method is also called ‘role reversal’, ’socio drama’ or ‘psycho drama’. Here trainees act out a given role as they would in a given play. Two or more trainees are assigned roles in a given situation, which is explained to the group. 6. Programmed Instruction Under this method, there will be two essential elements, (a) a step-by-step series of bits of knowledge, each building upon what has gone before, and (b) a mechanism for presenting the

22 series and checking on the trainees’ knowledge. Questions are asked in proper sequence and indication given promptly whether the answers are correct.

2.5 FROM THE JOURNALS AND ARTICLES: O.Jeff Harris, Jr. Obseeves states that “Training of any kind should have as its objective the redirection or improvement of behavior so that the performance of the trainee becomes more useful and productive for himself and for the organization of which he is part/ training normally concentrates on the improvements of either operative skills, interpersonal skills, decision making skills, or a combination of these”. EDWIN B.FLIPPO states that “Training is the act of increasing the knowledge and skill of an employee for doing a particular job.” Written by CARTER McNAMARA,MBA,PhD, Authenticity Consulting,LLC “As a brief review of terms, training involves an expert working with learners to transfer to them certain areas of knowledge or skills to improve in their current jobs.” PENN STATE HARRISBURG defines “The Training and Development profession focuses on analyzing and improving employee learning and performance. It encompasses such activities as performance analysis, training, career development, organization development, and program evaluation.” MACTEC states that “A company is only as good as its people, and MACTEC’s goal is to have the best. We focus on recruiting and retaining exceptional people, but we don’t stop there: we are committed to the ongoing training and development of our staff. Ongoing development benefits not only our employees, but also our clients because it keeps us at the leading edge of changing technologies and regulatory issues”

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CHAPTER-III OBJECTIVES 3.1 PRIMARY OBJECTIVE: •

To study the effectiveness of Training Programme of HCL Peripherals.

3.2 SECONDARY OBJECTIVES: •

To know the employees awareness of Training Programme.

•

To know the impact of Training Programme on trainees.

•

To identify the employees opinion regarding the Training Programme of the company.

•

To understand the existing Training Programme conducted at HCL Peripherals.

•

To give suggestions based on findings.

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CHAPTER – IV RESEARCH METHODOLOGY Research methodology is a science of collecting, identifying and presenting facts in such a way that it leads to unearthing some truths (or) angles of reality. Research in common parlance refers to search for knowledge. In fact, research is an art of scientific investigation.Research methodology is the science of collecting, identifying and presenting facts in such a way that it leads to unearthing some truths or angles of reality. 4.1 Geographical area: The study has been conducted at HCL PERIPHERALS, Industrial estate, Thattan Chavady. Pondicherry 4.2 Period of coverage: The study has been undertaken for a period of 1 month. In the month of August. 4.3 Type of research: In this study, descriptive research is used. Descriptive research is carried out for the purpose of collecting descriptive information like employee’s opinion, benefits, personal details, awareness, etc. 4.4Sampling procedure: Simple Random Sampling (probability sampling) 4.5 Data collection method: Two techniques were used for collecting data, namely A) Primary data collection technique B) Secondary data collection technique A) Primary data: Primary data are collected afresh and for the first time. It is the data originated by the researcher specifically to address the research problem. In this study, Primary data was collected through the Interview Schedule with a well Structured Questionnaire.

25 B)SECONDARY DATA: In this study Secondary data, are those which have already been collected by someone else and which have already been passed through the statistical process. Secondary Data was collected from the publications, internets, journals, books and company records. 4.6 Data collection instrument: Data is collected by questionnaire and interview schedule, the questionnaire consists of a list of questions, which are relevant in getting the facts. Questionnaires are likely any scientific experiment. One does not collect data and then see if they are found something interesting. One forms a hypothesis and an experiment that will help prove or disprove the hypothesis. The questionnaire has been constructed on the basis of two types, they are multiple choices and close ended questions. 4.7 Sampling design: A sample design is a definite plan for obtaining a sample from a given population. It refers to a technique or the procedure the researcher would adopt in selecting items for the sample. 4.8 Population/universe: The universe of the current study comprises of 250 employees. 4.9 Sample units: Sample units consist of employees. 4.10 Sample size: The sample size taken for the current study is 50. 4.11 Tools Used For Analysis:  Percentage method  Chi-square test  Correlation

26 4.12 PERCENTAGE METHOD: In this project Percentage method test was used. The formula is as follows Percentage of Respondent = No. of Respondent X 100 Total no. of Respondents 4.13CHI-SQUARE ANALYSIS: Karl Pearson developed a test for testing the significance of discrepancy between experimental values and the theoretical values obtained under some theory or some hypothesis. This test is known as Chi square test or Test of goodness of fit. Chi-square test has been used in this study to find the association between quality of training programme and satisfactory level of employees. The formula for computing chi-square (χ 2) is as follows 2

χ 2 = Σ { ( Ο − Ε ) / Ε}

4.14CORRELATION: correlation analysis deals with the association between two or more variables. Correlation does not necessary imply causation or functional relationship though the existence of causation always implies correlation, by itself it establishes only co-variation. Correlation is the technique of determining the degree of correlation between two variables in case of ordinal data where ranks are given to the different values of the variables. Spearman’s co-efficient of correlation

r = 1- 6Σ di2/ n(n2-1) di= Difference between ranks of the two variables. N= Number of pair of observation.

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CHAPTER – V DATA ANALYSIS AND INTERPRETATION TABLE 5.1 AGE OF RESPONDENTS OPINION 18-25 25-30 30-35 >35 Total

NO.OFRESPONDENTS

PERCENTAGE (%)

14 16 14 6

28.0 32.0 28.0 12.0

50

100.0

INFERENCE The above table shows that 28% of the respondents are at the age group from 18-25years, 32% respondents are from 25-30years of age, 28% of the respondents are from 30-35 years of age and 12% of the respondents are above 35 years of age. CHART 5.1

28 AGE OF RESPONDENTS 20

15

10

T D P S E R .F O N

5

0 18-25

25-30

30-35

AGE OF RESPONDENTS

>35

29 TABLE 5.2 EDUCATIONAL QUALIFICATION OF RESPONDENTS

OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

secondary

14

28.0

diploma

13

26.0

ug

18

36.0

pg

5

10.0

Total

50

100.0

INFERENCE The above table shows that 28% of the respondents completed secondary. 26% of the respondents completed Diploma. 36% of the respondents completed UG and remaining 10% of the of the respondents completed PG.

CHART-5.2

EDUCATIONAL QUALIFICATION 20

15

10

T D P S E R .F O N

5

0 secondary

diploma

ug

pg

EDUCATIONAL QUALIFICATION

30

TABLE 5.3 GENDER OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

male

31

62.0

female

19

38.0

Total

50

100.0

INFERENCE The above table shows that 62% of the respondents are male and 38% of the respondents are female.

CHART 5.3 GENDER

30

20

T D P S E R .F O N

10

0 male

female

GENDER

31

32 TABLE 5.4 MARITAL STATUS OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

25

50.0

25

50.0

50

100.0

married unmarried Total

INFERENCE The above table shows that 50% of the respondents are married and 50% of the respondents are unmarried.

CHART 5.4

MARITAL STATUS 25

20

15

10

T D P S E R .F O N

5

0 married

unmarried

MARITAL STATUS

33 TABLE 5.5 AWARENESS OF TRAINING PROGRAMME

OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

yes

48

96.0

no

2

4.0

Total

50

100.0

INFERENCE The above table shows that 96% of the employess are aware of the training programme and 4% of the employees are not aware.

CHART 5.5 AWARENESS OF TRAINING PROGRAMME 50 40 30 20

T D P S E R F O N

10 0 yes

no

AWARENESS OF TRAINING PROGRAMME

34 TABLE 5.6 ATTENDED TRAINING PROGRAMME

OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

yes

48

96.0

no

2

4.0

50

100.0

Total

INFERENCE The above table shows that 96% of the employees have attended training programme and 4% of the employees have not attended.

CHART 5.6

ATTENDED TRAINING PROGRAMME 50 40 30 20

T D P S E R F O N

10 0 yes

no

ATTENDED TRAINING PROGRAMME

35 TABLE 5.7 NATURE OF TRAINING PROGRAMME OPINION mostly related to work general not related to work Total

NO.OFRESPONDENTS 36 13 1 50

PERCENTAGE (%) 72.0 26.0 2.0 100.0

INFERENCE The above table shows that 72% of the employees find the training programme mostly related to their work.26% of employees find it in general and 2% find it not related to work.

CHART 5.7 NATURE OF TRAINING PROGRAMME 40

30

20

T D P S E R F O N

10

0 mostly related to work

general

not related to work

NATURE OF TRAINING PROGRAMME

36 TABLE 5.8 UNDERTAKE TRAINING PROGRAMMES IN FUTURE OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

yes

43

86.0

no

7

14.0

Total

50

100.0

INFERENCE The above table shows that 86% of the employees are willing to undertake training programme in future and 14% of the employees are not willing to undertake. CHART 5.8 CHART 5.8 UNDERTAKE TRAINING PROGRAMMES IN FUTURE 50 40 30 20

T D P S E R F O N

10 0 yes

no

UNDERTAKE TRAINING PROGRAMMES IN FUTURE TABLE 5.9

37 TABLE 5.9 QUALITY OF TRAINING PROGRAMME

OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

20

40.0

30

60.0

50

100.0

excellent good Total

INFERENCE The above table shows that 40% of the respondents find the quality of the training programme to be excellent and 60% of the respondents find it good. CHART 5.9 QUALITY OF TRAINING PROGRAMME 30 25 20 15 10

T D P S E R F O N

5 0 excellent

good

QUALITY OF TRAINING PROGRAMME

TABLE 5.10

38 TECHNICAL SKILLS OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

39

78.0

8

16.0

3

6.0

50

100.0

agree neither agree nor disagree disagree Total

INFERENCE The above table shows that 78% of the employees agree that training programme helps them to pick up new technical skills.16% of the employees neither agree nor disagree and 6% of the employees disagree.

CHART 5.10 TECHNICAL SKILLS 40

30

20

T D N P S E R F O

10

0 agree

neither agree nor disagree

disagree

TECHNICAL SKILLS

TABLE 5.11

39 LEADERSHIP SKILLS OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

35

70.0

12

24.0

3

6.0

50

100.0

agree neither agree nor disagree disagree Total

INFERENCE The above table shows that 70% of the respondents agree that attending training programme helps them to pick up leadership skills, 24% of the respondents neither agree nor disagree and 6% of the respondents disagree.

CHART 5.11 LEADERSHIP SKILLS 40

30

20

T D P S E R F O N

10

0 agree

neither agree nor disagree

disagree

LEADERSHIP SKILLS

40 TABLE 5.12 SOFT SKILLS OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

39

78.0

8

16.0

3

6.0

50

100.0

agree neither agree nor disagree disagree Total

INFERENCE The above table shows that 78% of the respondents agree that attending training programme helps them to pick up soft skills, 16% of the respondents neither agree nor disagree and 6% of the respondents disagree.

CHART 5.12

SOFT SKILLS 40

30

20

T D P S E R F O N

10

0 agree

neither agree nor disagree

SOFT SKILLS

disagree

41 TABLE 5.13 BETTER PERFORMANCE OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

36

72.0

11

22.0

3

6.0

50

100.0

agree neither agree nor disagree disagree Total

INFERENCE The above table shows that 72% of the employees feel that attending training programme leads them to perform better at work.22% of the employees neither agree nor disagree and 6% of the employees disagree. CHART 5.13 BETTER PERFORMANCE 40

30

20

T D P S E R F O N

10

0 agree

neither agree nor disagree

disagree

BETTER PERFORMANCE

42 TABLE 5.14 CUSTOMER SERVICE SKILLS OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

28

56.0

17

34.0

5

10.0

50

100.0

agree neither agree nor disagree disagree Total

INFERENCE The above table shows that 56% of the respondents agree that attending training programme helps them to pick up customer service skills, 34% of the respondents neither agree nor disagree and 10% of the respondents disagree.

CHART 5.14 CUSTOMER SERVICE SKILLS 30 25 20 15

T D P S E R F O N

10 5 0 agree

neither agree nor disagree

disagree

CUSTOMER SERVICE SKILLS

43 TABLE 5.15 CHANCES OF PROMOTION OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

31

62.0

12

24.0

7

14.0

50

100.0

agree neither agree nor disagree disagree Total

INFERENCE The above table shows that 62% of employees agree that attending training programme leads them to the chances of promotion.24% of the employees neither agree nor disagree and 14% of the employees disagree with it. CHART 5.15 CHANCES OF PROMOTION

30

20

T D P S E R F O N

10

0 agree

neither agree nor disagree

disagree

CHANCES OF PROMOTION

44 TABLE 5.16 RELEVANCE OF TOPICS IN TRAINING PROGRAMME OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

44

88.0

6

12.0

50

100.0

yes no Total

INFERENCE The above table shows that 88% of the employees find the topics relevant to the training programme and 12% of the employees don’t find it relevant.

CHART 5.16

RELEVANCE OF TOPICS IN TRAINING 50 40 30 20

T D P S E R F O N

10 0

TABLE 5.17 no TOPICS COVERED INTOPICS TRAINING RELEVANCE OF IN yes

TRAINING

45

TABLE 5.17 TOPICS COVERED IN TRAINING PROGRAMME OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

34

68.0

13

26.0

3

6.0

50

100.0

agree neither agree nor disagree disagree Total

INFERENCE The above table shows 68% of the respondents agree that relevant topics related to programme objectives were covered in the training programme,26% of the respondents neither agree nor disagree and 3% of the employees disagree.

CHART 5.17 TOPICS COVERED IN TRAINING 40

30

20

T D P S E R F O N

10

0 agree

neither agree nor disagree

disagree

TOPICS COVERED IN TRAINING

TABLE 5.18

46

TOPICS COVERED WITHIN RIGHT TIME OPINION yes

NO.OFRESPONDENTS

PERCENTAGE (%)

44

88.0

6

12.0

50

100.0

no Total

INFERENCE The above table shows that 88% of the respondents accept that the topics taken for the training programme are covered within the right time and 12% of the respondents don’t accept with it. CHART 5.18 TOPICS COVERED WITHIN RIGHT TIME 50 40 30 20

T D P S E R F O N

10 0 yes

no

TOPICS COVERED WITHIN RIGHT TIME

47 TABLE 5.19 TOPICS COVERED EASY TO UNDERSTAND OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

44

88.0

6

12.0

50

100.0

yes no Total

INFERENCE The above table shows that 88% accept that the topics covered in training programme are easy to understand and 12% of the respondents don’t accept with it.

CHART 5.19

TOPICS COVERED EASY TO UNDERSTAND 50 40 30 20

T D P S E R F O N

10 0 yes

no

TOPICS COVERED EASY TO UNDERSTAND

48 TABLE 5.20 SATISFACTORY LEVEL OPINION very satisfied satisfied neither satisfied nor unsatisfied Total

NO.OFRESPONDENTS

PERCENTAGE (%)

20

40.0

21

42.0

9

18.0

50

100.0

INFERENCE The above table shows that 40% of the employees are very satisfied with training programme.42% of the employees are satisfied and 18% of the employees are neither satisfied nor dissatisfied.

CHART 5.20 SATISFACTORY LEVEL 25 20 15 10

T D P S E R F O N

5 0 very satisfied

satisfied

neither satisfied nor unsatisfied

SATISFACTORY LEVEL

TABLE 5.21

49

SUGGESTIONS ON IMPROVEMENTS OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

no improvements needed

28

56.0

3

6.0

13

26.0

6

12.0

50

100.0

make the content more relevant shorten the training programme lengthen the training programme Total INFERENCE

The above table shows the suggestions on improvement where 56% of the employees feel no improvement is needed.6% of the employees suggest on making the content more relevan.26% of the employees suggest to shorten the period of training programme and 12% of the employees suggest to lengthen the period of training programme CHART 5.21

SUGGESTIONS ON IMPROVEMENTS no improveme nts needed make the content more relevant shorten the training programme lengthen the training programme

ANALYSIS OF OPINION OF RESPONDENTS REGARDING

50

QUALITY OF TOPICS COVERED AND SATISFACTORY LEVEL OF EMPLOYEES [USING CHI SQUARE] TABLE 5.22 QUALITY OF TOPICS COVERED * SATISFACTORY LEVEL Crosstabulation

Observed Count SATISFACTORY LEVEL

OPINION QUALITY excellent OF TOPICS good COVERED Total

very satisfied 8

neither satisfied nor satisfied unsatisfied 8 2

Total 18

12

13

7

32

20

21

9

50

QUALITY OF TOPICS COVERED * SATISFACTORY LEVEL Crosstabulation

Expected Count

OPINION QUALITY OF TOPICS COVERED Total

excellent good

SATISFACTORY LEVEL neither satisfied very nor satisfied satisfied unsatisfied 7.2 7.6 3.2

Total 18.0

12.8

13.4

5.8

32.0

20.0

21.0

9.0

50.0

NULL HYPOTHESIS: Ho: There is no association between quality of topics covered and satisfactory level of the employees. ALTERNATE HYPOTHESIS: H1: There is association between quality of topics covered and satisfactory level of the employees. TABLE 5.22.1

51

COMPUTATION OF CHI-SQUARE TEST S.NO 1

(O)

(E)

(O-E)

(O-E)2

(O-E)2/E

8

7.2

0.8

0.64

0.0889

2

12

12.8

-0.8

0.64

0.05

3

8

7.6

0.4

0.16

0.0210

4

13

13.4

-0.4

0.16

0.0119

5

2

3.2

-1.2

1.44

0.45

6

7

5.8

1.2

1.44

0.2482

TOTAL

0.870

Calculated value=0.870 Degrees of freedom=(R-1)(C-1)= (3-1)(4-1) =6 Level of Significance= 5% Tabulated value=0.920 Calculated value=0.870 The calculated value is less than tabulated value. Null hypothesis is accepted

INFERENCE There is no association between quality of topics covered in Training Programme and satisfactory level of the employees.

52

ANALYSIS OF OPINION OF RESPONDENTS REGARDING AWARNESS OF TRAINING PROGRAMME AND UNDERTAKE TRAINING PROGRAMME IN FUTURE

OPINION

[USING RANK CORRELATION] TABLE 5.23 YES

NO

Awareness of training

48

2

programme (x) Undertake training

43

7

programme in future (y)

TABLE 5.23.1 X

Y

(xi-yi)2

1

1

0

2

2

0

r = 1- 6Σ di2 n(n2-1)

=1- 6(0) 2(22-1) =1- 0/ 2(4-1) =1- 0/6 =1

INFERENCE Awareness of training programme and undertake training programme in future are positively correlated.

CHAPTER-VI

53

6.1 FINDINGS OF STUDY The data collected were analysed carefully and the following findings were drawn.  From the study it is inferred that all the respondents are educated and 96% of the employees are aware of the Training Programme and have attended the training programme conducted at their organization.  72% of the employees find the Training Programme related to their work.78% of the employees agree that attending Training Programme has helped them to pick up new Technical skills and soft skills.  Most of the employees find the quality of the training programme to be excellent. 72% of the employees feel that attending training programme leads them to perform better at work. 88% of the employees find the topics relevant to the training programme and they also find the topics covered during the Training Programme are easy to understand.  88% of the respondents accept that the topics taken for the training programme are covered within the right time It is also inferred that the quality of the topics covered reflects high level of satisfaction among the employees at the organization  According to the study majority of the employees who are aware of the Training Programme conducted in their organization have shown their willingness to attend the Training Programme in future.

CHAPTER-VII

54

7.1 SUGGESTIONS AND RECOMMENDATIONS  Individual attention may be provided to the trainees in order to encourage their participation and make them perform better at their job.  Employee’s feedback should be regularly obtained in order to understand the effectiveness of the training programme. In this study, 18% of the employees are not satisfied with the training programme. It is important to understand why these employees are not satisfied with the training programme and what can be done to satisfy these employees.  Training programme should also focus on improving the customer servicing skills of the employees. In this study, 34% of the people did not feel that their customer servicing skills have improved after attending the training programme. In today’s service oriented society, it is important for employees to have a strong customer servicing skills.

7.2 CONCLUSION

55 Training programme’s main objective is to improve the productivity of the company’s employees which in turn will improve the company’s profitability. Through training programmes, the employees’ skill levels are upgraded which will make the employees more productive. Training programme is also set up to help employees get used with new roles and responsibilities usually after promotion. When an employee gets promoted from one level to next level, the skills required to do his/her job changes and training programmes are essential in equipping the employee with the new skills. Training programme is also a way for the company to showcase to its employees that it cares for employees’ self development. This plays a big role in increasing the loyalty that an employee feels towards its organization Employees’ feedback on the training programme is essential to understand the effectiveness of training programme. Most times, employees better understand the kind of training programme that would help them. It is important to get employees’ opinion before the creation of new training programmes.

56

CHAPTER-VIII 8.1 LIMITATIONS OF THE STUDY

 . Given that HCL peripherals in a national player, it is not easy to understand the true nature of the training programmes by surveying HCL Peripherals employees based out of Pondicherry. The local factors such as training facilities in Pondicherry and quality of the trainers play a big role in the determining employee’s perception of the training programmes.  The results are only based on 50 HCL Peripherals employees selected in a random manner. For a division as large as HCL Peripherals, it may not be indicative of the overall perception of the training programmes.  Given that the study was conducted over a short period of time, it is impossible to surface all the aspects of training programmes.

57

8.2 SCOPE FOR FURTHER STUDY  This study could compare HCL Peripherals’ training programmes with its peers in the same industry group. Through the comparison, one can establish how well the company trains its employees when compared to its competition.  This study could be conducted to understand the relationship between the money spent on training an employee and the money saved on through an increase in employee’s efficiency. This could throw light on whether training programmes are good for the company.  This study could be conducted on training programmes at different levels of the employee hierarchy. It would be interesting to note if the company pay the same level of focus in developing low-level employees as it does in developing upper-management.

58

ANNEXURE-I QUESTIONNAIRE A STUDY ON EFFECTIVENESS OF TRAINING PROGRAMME AT HCL PERIPHERALS I. General Questions: 1.name: 2.age:a)18-25 b)25-30 c)30-35 3.gender: a)male b)female 4.educational qualification: a)secondary b)diploma c)UG d)PG II. Employee’s view: 1.Are you aware of the training programme conducted in your organization? a)Yes b)No 2. Have you attended any training programmes so far? a)Yes b)No 3. What do you feel about the nature of training programme you have attended? a)Mostly related to my work b)General c)Not related to my work 4. Do you wish to undertake training programmes in the future? a)Yes b)No 5. How will you rate the overall quality of the training programmes you have attended? a)Poor b)Good c)Excellent

III. Impact of training programme on trainees: 1. Do you agree that the training programme helped you to pick up new technical skills? a)Agree b)Neither Agree Nor Disagree c)Disagree 2. Do you agree that the training programme helped you to develop leadership skills? a)Agree b)Neither Agree Nor Disagree c)Disagree 3. Do you agree that the training programme helped you to develop soft skills like communications skills, team work skills etc.? a)Agree b)Neither Agree Nor Disagree c)Disagree 4. Do you agree that after attending the training programme, you can perform better at your job? a)Agree b)Neither Agree Nor Disagree c)Disagree

59 5.Do you agree that the training programme helped you to develop customer service skills? a)Agree b)Neither Agree Nor Disagree c)Disagree 6. Do you agree that attending the training programme has improved your chances of getting promoted? a)Agree b)Neither Agree Nor Disagree c)Disagree

IV. Quality of topics covered: 1. Were the topics covered in the program relevant, interesting and pertinent to your work? a)Yes b)No 2. Do you agree that all the relevant topics related to the programme objectives were covered in the training programme? a)Agree b)Neither Agree Nor Disagree c)Disagree 3. Was the right amount of time spent on each of the topics covered during the training programme? a)Yes b)No 4. Were the topics covered easy the understand? a)Yes b)No 5. Overall, how do you rate the quality of the topics covered? a)Poor b)Good c)Excellent

V. Trainees feedback: 1. How satisfied were you with your organization training programmes? a)Very Satisfied b)Satisfied c)Neither Satisfied Nor Unsatisfied d)Unsatisfied e)Very Unsatisfied 2. What type of improvements would you suggest to the training programmes? a)No Improvements Needed b)Make the content more relevant and interesting c)Shorten the training programme d)Lengthen the training Programme

60

ANNEXURE-II BIBLIOGRAPHY BOOKS: 1.KOTHARI,C.R RESEARCH METHODOLY,PUBLISHED BY TATA MC.GRAW-HILL PUBLISHING COMPANY LTD.,13TH EDITION,1982. 2. GUPTA,S.P.,AND GUPTA M.P,BUSINESS STATISTICS,PUBLISHED BY SULTAN CHAND & SONS, THIRTY FOURTH EDITIONS,2005.

WEBSITES:

1. www.managementhelp.org 2. http://www.hbg.psu.edu 3. http://www.mactec.com 4. http://www.hrcouncil.com