effectiveness of training and development

PART- I

1

Chapter -I INTRODUCTION NEED OF STUDY SCOPE OF STUDY OBJECTIVE OF STUDY

2

INTRODUCTION

Employee training tries to improve skills, or add to the existing level of knowledge so that employee is better equipped to do his present job, or to prepare him for a higher position with increased responsibilities. How ever individual growth is not and ends in itself. Organizational growth need to be measured along with individual growth. Training refers to the teaching /learning activities done for the primary purpose of helping members of an organization to acquire and apply the knowledge skills, abilities, and attitude needed by that organization to acquire and apply the same. Broadly speaking training is the act of increasing the knowledge and skill of an employee for doing a particular job. In today‟s scenario change is the order of the day and the only way to deal with it is to learn and grow. Employees have become central to success or failure of an organization they are the cornucopia of ideas. So it high time the organization realize that “train and retain is the mantra of new millennium.”

3

Executive Summary

Every organization needs to have well trained and experienced people to perform the activities that have to be done. If current or potential job occupants can meet this requirement, training is not important. When this not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. It is being increasing common for individual to change careers several times during their working lives. The probability of any young person learning a job to day and having those skills go basically unchanged during the forty or so years if his career is extremely unlikely, may be even impossible. In a rapid changing society employee training is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force. The entire project talks about the training and development in theoretical as well as new concepts, which are in trend now. Here we have discussed what would be the input of training if we ever go for and how can it be good to any organization in reaping the benefits from the money invested in terms like (ROI) i.e. return on investment. What are the ways we can identify the training need of any employee and how to know what kind of training he can go for? Training being covered in different aspect likes integrating it with organizational culture. The best and latest available trends in training method, the benefits which we can derive out of it. How the evaluation should be done and how effective is the training all together. Some of the companies practicing training in unique manner a lesson for other to follow as to how to train and retain the best resource in the world to reap the best out of it.

4

Development is integral part of training if some body is trained properly and efficiently the developments of that individual and the company for whom he is working. Here we discussed about development of employee, how to identify the needs, and after developing how to develop executive skill to sharpen there knowledge. Learning should be the continuous process and one should not hesitate to learn any stage. Learning and developing is fast and easy at Airtel.

AIRTEL: A PROFILE

Air Tel, in Delhi, comes from Bharti Cellular Ltd., a part of the Bharti Enterprises. Singtel holds 32.5% stake and NRIs hold 4.5% stake in Bharti Cellular, the remaining part rests with Bharati. Air Tel launched its services in Delhi on November 14, 1995. At present it has 3.28 lakh subscribers (as on March-end 2001) in Delhi. Today, Bharti is the single–largest private telecom service provider in India with operations in Delhi, Andhra Pradesh, Himachal Pradesh, Chennai and Madhya Pradesh. It has 8.47 lakh subscriber bases that are broken up into 5.98 lakh cellular users, 1.07 lakh basic service users and 1.42 lakh internet subscribers. (Business world, May 7, 2001).The total number of mobile subscribers of Bharti is 2.65 million. (Business Today, Jan 5 2003). Air Tel has redefined the business through marketing innovations, continuous technological upgradation of the network, introduction of new generation value added services (VAS) and the highest standard of customer care. 5

Air Tel was the first to launch cellular service in Delhi. It also revolutionized the concept of retailing with the inauguration of Air Tel Connect (exclusive show rooms) in 1995. Today Air Tel has 17 Customer Care Touch Points and over 300 dealers in Delhi and NCR towns. It was the first to expand its network with the installation of second mobile switching centre in April 1997 and the first in Delhi to introduce the Intelligence Network Platform. First to provide roaming to its subscribers by forming on association called World 1 network. First to provide roaming facility in the USA. Air Tel has the largest automatic roaming service Smart Roam – National in 350 cities in India and Smart Roam International in over 60 countries and 95 networks all over the world. Air Tel‟s prepaid card, Magic has consistently held a dominant position in the market and has played a major role in cellular services. Some of the awards Air Tel has won are the Asia Pacific Award for most Innovative HR Practices 2000, the Golden Peacock National Training Award for excellence in training practices 2000, and the Golden Peacock National Quality Award 2001. In August 2000, Bharti Enterprises had announced its brand vision: Bharti as the reassurance driver, Air Tel as the volume and penetration driver, and MAGIC as the image and revenue driver. Air Tel is positioned of the mother brand. Some of the Value Added Services (VAS) which Air Tel provides are Smart mail, Fax facility, Call hold, Call waiting, Web message, information services, etc. to enhance the convenience of its subscribers. The latest VAS offering is mobile banking for HDFC Bank, ICICI Bank and Bank of Punjab customers. Air Tel is also tying up with Net Xcel and Air 2 web for its 500 and 700 series information services. Currently about 60 to 70% of Air Tel‟s subscriber base use VAS. Approximately 3.5 to 4 million messages a month are being sent over Air Tel. Currently besides Mbanking, Air Tel offers e-mail services and information services such as news, stocks, horoscopes, jokes, weather, TV listings, hospitals, flights, trains, movies and ATMs.

6

7

Factsheet

Name

Bharti Airtel Limited.

Business

Provides GSM mobile services in all the 22

Description

telecom circles in India, and was the first private operator to

have

an

all

India

presence.

Provides telemedia services (fixed line and broadband services through DSL) in 95 cities in India. Established

July 07, 1995, as a Public Limited Company

Proportionate

Rs. 369,615 million (year ended March 31, 2009-

Revenue

Audited) Rs. 270,250 million (year ended March 31, 2008Audited) As per US GAAP Accounts

Proportionate

Rs. 151,678 million (year ended March 31, 2009 –

EBITDA

Audited) Rs. 113,715 million (year ended March 31, 2008 – Audited) As per US GAAP Accounts

Shares in Issue 1,898,373,280 as at June 30, 2009

8

Listings

The

Stock

Exchange,

Mumbai

(BSE)

The National Stock Exchange of India Limited (NSE)

Customer Base 102,367,881 GSM mobile and 2,827,881 Telemedia Customers (status as on June 30, 2009) Operational

Provides GSM mobile services in all the 22

Network

telecom circles in India, and was the first private operator to have an all India presence. Provides telemedia services (fixed line) in 95 cities in India.

Registered

Bharti Airtel Limited

Office

(A Bharti Enterprise) Aravali Crescent, 1 Nelson Mandela Road, Vasant Kunj Phase II New Tel.

Delhi No.:

+91

Fax No.: +91 11 4666 6411

9

110 11

4666

070 6100

Vision • To make mobile communications a way of life and be the customers' first choice. Mission We will meet the mobile communication needs of our customers through: • Error- free service delivery • Innovative products and services • Cost efficiency • Unified Messaging Solutions

10

1) Bharti Values 2) Innoventuring 3) Customer First 4) Performance Culture 5) Valuing Partnership 6) Valuing People 7) Responsible Corporate Citizenship 8) Ethical Practices

11

12

Awards and Recognitions

Year

2008-2009

For the Year 2008 – 2009

Voted India‟s most innovative company – in a survey conducted by The Wall Street Journal in 2008

Winner of the “Gallup Great Workplace Award”- Gallup Consulting, 2008

“2nd Most Trusted Service Brand” - Annual Economic Times-Brand Equity, Most Trusted Brands survey 2008

„Best Content Service‟ Award for its Farmer Information Dissemination Platform for Bharti Airtel‟s joint venture with IFFCO, IKSL (IFFCO Kisan Samachar) - World Communications Awards 2008

Best Project Management‟ Award for its Gujarat e-GRAM project – World Communications Awards 2008

“Best Telecom Company” at the NDTV Profit Business Leadership Awards

13

Best Carrier India for innovative products & services and efficient cost models and the Ovum Telco-Transformation award recognizing philosophy and execution of a successful outsourcing strategy at the Telecom Asia Awards 2008

Sunil Bharti Mittal was awarded the GSM Association Chairman‟s Award 2008. The highest honour in global telecom sector, recognized his tremendous contribution to the development of India‟s telecom sector

Sunil Bharti Mittal adjudged the “Business Leader Transforming India, 2008 at the NDTV Profit Business Leadership Awards

14

MR.ATUL BINDAL

PRESIDENT OF BHARTI AIRTEL LTD.

15

MR.SUNIL MITTAL

CHAIRMAN AND MANAGING DIRECTOR

OF BHARTI GROUP.

16

BOARD OF DIRECTORS The board of directors of the Company has an optimum mix of executive and non-executive directors, which consists of two executive and fourteen non-executive directors. The Chairman and Managing Director, Mr. Sunil Bharti Mittal, is an Executive Director and the number of Independent Directors on the Board is 50% of the total board strength. The independence of a director is determined on the basis that such director does not have any material pecuniary relationship with the Company, its promoters or its management, which may affect the independence of the judgment of a Director. The board members possess requisite skills, experience and expertise required to take decisions, which are in the best interest of the Company.

The composition of the Board is as under:

» Sunil Bharti Mittal » Rajan Bharti Mittal » Akhil Gupta » Rakesh Bharti Mittal » Chua Sock Koong » N. Kumar » Craig Ehrlich » Mauro Sentinelli » Paul O‟Sullivan » Pulak Chandan Prasad 17

» Bashir Abdulla Currimjee » Ajay Lal » Arun Bharat Ram » Manoj Kohli » Quah Kung Yang » Nikesh Arora

18

Corporate Responsibility at Bharti Airtel At Bharti, CSR is a way of life. Each department and employee strives to be sensitive to the stakeholders and environment within their work context. Bharti encourages employees to take decisions and design business-linked processes that are sensitive to communities and environment.

Corporate Social Responsibility (CSR) in Bharti encompasses much more than only social outreach programs. It is an integral part of the way Bharti conducts its business. The essence of Bharti‟s commitment to Corporate Social Responsibility is embedded in the „Corporate Values‟, which stem from its deepest held beliefs. These Values are: 

To be responsive to the needs of our customers



To trust and respect our employees



To continuously improve our services – innovatively and expeditiously



To be transparent and sensitive in our dealings with all stakeholders

19

We encourage our employees to take decisions and design business processes, keeping in mind the following:



Ethics, fairness and being correct



Meeting and going beyond compliances and legal requirements



Showing respect and sensitivity towards stakeholders and communities, and



Nurturing the environment

We practice our CSR beliefs and commitments through a three-pronged approach: 

Engaging with stakeholders



Ensuring stakeholder sensitive policies and practices



Undertaking programs for our employees, community and environment

Bharti Airtel sensitizes its employees towards CSR issues at various forums. We feel that it is important that each employee should understand the importance of environmental, social and economical aspects while taking business decisions. At Bharti, each employee is sensitized towards CSR issues and thus operations at the ground level are influenced. Such sensitization exercises have resulted in many socially and environmentally sensitive decisions on the ground. For example, Confidence Plan for hearing impaired people, covers noise-making DG sets at extra cost, investing in consumer awareness campaigns to ensure safe use of mobile are some examples of the above.

20

EMPLOYEES CONSIDERATIONS We believe that one of the most important drivers of growth and success for any organization is its people. At Bharti Airtel, our „Mantra‟ for employee delight focuses on 5 Ps – People, Pride, Passion, Processes and Performance. Bharti Airtel has been recognized among the Best Employers in the Country for two successive years – being 14th in 2003 & jumping ahead of several other large conglomerates to an enviable position of the 2nd Best Employer in the Country in 2004. This is a clear demonstration & acknowledgement of the robust, progressive, people as well as business aligned Human Resource practices, which the organization has developed and implemented remarkably in a very short span of time. Bharti Airtel follows an “open door policy” to approach the management, which helps resolve issues with mutual agreements. We encourage people to stand up against any unfair treatment for which we have the Office of the Ombudsman, where employees can raise any issues regarding business and workplace conduct. Bharti ensures transparency through the various communication policies, strategies and plans. . Regular Employee Communication Forums provides

a

platform

for

the

employees

to

raise

issues

that

require

resolution.

Our leaders strongly believe in facilitating and initiating activities that help employees manage their health and well-being. Our focus always remains to redefine leadership; we develop leaders who enable performance and inspire their people to unleash their potential. Our people orientation reflects in our vision of being “targeted by top talent”, and a key aspect of our business focus “building a best-in-class in extension. The ancient one of these is lecture method for so many days it was the only method used in training, but due to its various drawbacks. Now it is almost obsolete. It is observed those participative methods; simulation methods are very much effective in imparting training. Electronic technologies are also likely to make a deep impact on training of extension personal in India and abroad. Use of interactive computer video technology (icvt), computer aided, teleconferencing etc, are getting popularity day by day, leadership team that 21

nurtures

talent

at

every

level.”

Employee friendly HR policies have been put in place, which amply reflect the organization‟s concern for its people. Some typical examples of these policies and practices include a family-day at office, half day leave for birthdays, gifts for anniversaries, compulsory 10 days off, festival celebration with family, no official meetings on weekends, five day weeks, concierge services, call center engagement programs etc. These “care” policies and practices are applied across the organizational levels without any discrimination. From self-management workshops to aerobics sessions, yoga classes to provision of relaxation/meditation rooms, we ensure that every employee keeps a check on his/her fitness. Tie-ups with leading health service organizations enable our employees to undertake periodical health check-ups depending upon their age. This facility is also extended to employee family members at discounted rates. The company provides Flexible Group Mediclaim insurance to all employees, covering all kinds of illnesses, accidents and hospital coverage for serious ailments. Apart from these specific engagements, we regularly organize health check up camps, eye check-up camps and stress management sessions. Some of our offices have opened gymnasiums/fitness facilities to ensure that the fitness fanatics do not have to worry about time constraints to remain fit. At many of our locations, we have hired psychologists who undertake personal counseling sessions for employees. Bharti Airtel offers a flexible compensation structure to its employees wherein the employees have the flexibility to structure their fixed component of their compensation

according

to

their

requirements

within

the

ambit

of

legislation.

“Even a sweeper in the corporate office must understand that, if he does not keep the office clean, the visiting shareholders could question the company’s ability to manage a business if they cannot manage their premises well” - Mr. Akhil Gupta

22

Our Performance Linked Incentive (PLI) schemes are linked with the variable component of our compensation structure. This component is linked to both the individual performance against his/ her set KRAs (Key Result Areas) and the overall performance of the business entity that an employee belongs to. Our leaders and managers understand the need to bring clarity to employees about how their roles, goals and actions align the realization of organization’s vision and goals. The mechanisms like Performance Management System (PMS) and Talent Management Process (TMP) are the key sources of identifying the training needs of the employees and check to competency levels for promotion.

23

Environment, Health and Safety

At Bharti we believe in the philosophy to refuse, reduce, reuse and recycle. The company has taken many initiatives in this regard, both within the offices for the benefit of our employees; and for outside few

world examples

for of

the the

convenience

initiatives

taken

of are

the

people

mentioned

below:

(a)Most of the new Airtel buildings recycle waste water for sanitary and cooling of equipment purposes e.g. DG sets and AC systems. (b)also have rain water harvesting systems for ground water replenishment where appropriate. c) New buildings also incorporate the concept of and Energy Wheel which optimizes

energy

efficiency in buildings. The AC system in our buildings adds a certain amount of fresh air periodically; In the process of adding this fresh air the cool air within the

building vents out

which may result into higher usage of energy to bring the cooling/ temperature back. The Energy Wheel concept ensures that as we bring the fresh air in it is pre-cooled thereby optimizing energy efficiency. (d) Air quality is checked periodically in all Bharti Airtel offices, and based on the results, duct cleaning, carpet cleaning, chair and sofa shampooing is undertaken.Water quality is also monitored in cooling towers for DG sets and Air Conditioner systems so that water born diseases such as legionella,

etc.

are

avoided.

(e) Use of air curtains on major office exits and double glazing also results in significant energy saving.

24

(f)At the time of oil change in DG sets etc. the discarded oil for disposal is only sent to companies/ vendors approved by the Central Pollution Control Board (CPCB) for proper disposal as per CPCB approved processes. All Bharti Airtel offices follow the basic requirements specified by the Pollution Control

Board)

and

ensure

statutory

compliance.

(g) All Bharti Airtel offices have fire alarm systems. Periodic fire drills are carried out in Bharti Airtel offices as a practice. All Airtel offices are provided with First Aid boxes and have identified people

as

First

Aid

specialists..

Bharti Airtel takes all its equipment from its key vendors, namely Nokia and ericsson, who comply with all the required health and safety norms. Each contract with the supplier has a clause that they will comply with our code of conduct and each year suppliers have to give Bharti Airtel a certificate that they are compliant.

There is an induction manual for sub-contractors to ensure that they follow all the safety and statutory

compliances

as

well

as

Bharti

Standard

Operating

Procedures.

Bharti Airtel is in the process of finalizing its Environment/ Health & Safety Policy (EHS) and will apply for ISO 14001 compliance within the next 3 years for each of its facilities.

25

For outside world Reduce Paper usage: Due to technological innovations such as e-bills and electronic recharging, Bharti Airtel customers are given a chance to help save the environment. This has led to the major achievement of paper savings of approximately 32,500 sq meter every month. This leads to the saving of 96 trees every year. In addition, as per calculations during 2005-06, and is continuously improving since then. We save 49,000 sq meter in plastic monthly as the reduced usage of paper coupons and bills.

These results are all the more remarkable, as these paper savings were achieved despite our customer base increasing.

Sharing Infrastructure: We promote and believe in sharing of infrastructure (passive) with other telecom operators. This ensures that we can continue to serve our customers while utilizing minimum resources. This is of great help in nation like ours where we have a huge burden on our natural resources. At present, we share around a quarter of our mobile cell sites across the country, with other service providers.

We have extended our approach of sharing even for the rural areas, where it makes lesser business sense for operators to roll out. Our efforts have been well acknowledged by the regulator and the government, who have initiated efforts for shared rural roll out .

Reducing Fuel Consumption due to travel: Bharti, having grown to be a large company on many counts, faces the key issue of operations coordination. While one would usually coordinate with 26

others through face-to-face meetings, Bharti has institutionalized the habit of using videoconferencing and intranet facilities to interact. This significantly reduces the need for transport and thereby fuel consumption, it saves on time and generally creates a much more efficient working atmosphere. Bharti‟s earnings calls, i.e. sharing the results with our stakeholders, also happen via audio-bridge. This enables investors and analysts world-wide to link in to the call and raise queries. Bharti does not stop at providing these facilities for internal use though. By offering our services, we enable people across the country to follow the same path and cut down on transport. This is not only convenient;

it

also

saves

tremendous

fossil

fuel

consumption.

Green-Shelters: Another key initiative has been the deployment of environmental friendly greenshelters at around 7,000 sites. These green-shelters use high insulation material and Passive Cooling techniques like PCM, a thermal salt, for indoor Base Transceiver Stations (BTS). Due to its high freezing point, PCM provides cooling for 4 to 5 hours without any Air conditioning, thus negating any need of electrical power or diesel generator during that time. This not only saves cost but also minimizes pollution. These green-shelters also keep noise at a minimum. Bharti is the first company in India to initiate such a measure, and is well ahead of governmental regulations on the matter.

Our Green shelter initiative has been appreciated by operators across the world and is being studied for

mass

deployment

in

many

countries.

Free-Cooling is another technique that we use to maintain temperature level during night hours by circulating cooler natural air from outside to inside the shelter by reworking air conditioner flows. This

has

reduced

air

conditioner

27

consumption

by

almost

30%.

Bharti Airtel is also working with its suppliers and experimenting with alternate sources of energy like solar, wind, bio-fuel/ hydrogen to further reduce environmental impact. We are very keen to look at the viability of these technologies once experiments are being found to be successful like in the case of Green Shelters. Advertisement Material: Bharti Airtel uses aqua-based ink for all its in-shop branding, in spite of its cost being three times the cost of ink which is normally used. The aqua-based ink is environment friendly and does not emit any fumes and hazard. Sometimes flex materials are used for hoardings, but since they are not disposable these hoardings are donated to poor people so that they can use it as roof-material on their huts.

Our Brand Airtel was born free, a force unleashed into the market with a relentless and unwavering determination to succeed. A spirit charged with energy, creativity and a team driven “to seize the day” with an ambition to become the most globally admired telecom service. Airtel, in just ten years of

operations,

rose

to

the

pinnacle

to

achievement

and

continues

to

lead.

As India's leading telecommunications company Airtel brand has played the role as a major catalyst

in

India's

reforms,

contributing

28

to

its

economic

resurgence.

Today we touch peoples lives with our Mobile services, Telemedia services, to connecting India's leading 1000+ corporates. We also connect Indians living in USA, UK and Canada with our callhome service.

29

30

Operational Strengths Our Business Areas  Telecom Terminals  Single Line Telephones  Plan Instruments  Features Phones  Telephone Answering Machines  Cordless Phones  Cellular Phones  Telecom Transmission  Silicore Coated Ducts for Fibre Optic Cables  Telecom Services  GSM Cellular in Delhi  GSM Cellular in Himachal Pradesh  GSM Cellular in Andhra Pradesh & Karnataka  Fixed Line in Madhya Pradesh  VSAT Services 31

 Telecom Services-Seychelles  ISP and E-Commerce

GLOBAL PARTNERS AND ALLIANCES 

Partners



Singapore Telecom-Singapore



British Telecom-UK



Warburg Pincus- USA



Telia-Sweden



New York Life International



International Finance Corp.



Intel-USA



Alliances



Sprint, USA



Conain,USA



CGE/SFR, France



LA FRANAISE DES JEUX



(French State Owned Co.) 32



Mitsui, Japan



Takacom, Japan



Suzuki, Japan

ACCOMPLISHMENTS Largest Private Telecom Service Provider in India 700,000 AirTel-Largest Cellular Network in India-300,000 (Delhi). Aitel has been voted India‟s best cellular phone service four years in a row. First & largest Pvt. Company to launch Fixed line Service in India- 100,000 Subscribers (Madhya Pradesh) First & only Indian company to operate Telecom Services outside India-Seychelles. First Private International Ku Band Gateway Operational in Delhi.

Seven operational

International Gateways. Airtel brand rate second only to NOKIA in the Cellphone category in a survey conducted by AC Nilesen and A&M.

33

ORGANISATION STRUCTURE

Managing Directorate

Vice President Finance

Vice President Marketing

Accounts

Taxation

Commercial Logistics

Education Training

Super A

Gen. Affairs

Vice President HR

Vice President Manufacturing

Networking product Group Head

HR

DDM PROD. HEAD

34

Mktg

DA PROD. HEAD

NEED OF THE STUDY 

To study the Current Training and Development Program undergone by a Field Sales Officer (FSO) at Bharti Airtel Services Ltd.



To study the Effectiveness of the same and suggest possible measures of improvement



To study how are the various type program conduct by Bhari Airtel for sales people.



To analysis & how training program is designed by Bharti Airtel for its sales person.



To study what are factor which are the case Bharti Airtel in designing the training program.



To study the feedback of trainees about the training program of Bharti Airtel.



To

study

the

effectiveness

of

the

35

same

&

possible

measure

improvement.

SCOPE OF THE STUDY The scope of the study covers in depth, the various training practices, modules, formats being followed and is limited to the company Airtel and its employees. The different training programmes incorporated/facilitated in Airtel through its faculties, outside agencies or professional groups. It also judges the enhancement of the knowledge & skills of employees and feedback on its effectiveness.To find out to what extent the sales workforce perceives the training program to be effective and helpful.

•To find out to what degree is the training and development program catering to the sales employee‟s generic as well as specific needs. Findings:

•Majority of respondents are new to the organisation or have been there as part of the sales workforce for not more than 6 months.

•65% of the sales workforce at Airtel is employees with no work experience i.e. this is their first job.

•It was found that training program did not emphasize much on job related skills rather it emphasized more on the knowledge of the product that has to be sold.

•The balance between group discussions and exercises was also not appropriate.

36

•Application of learning points taught were rated between average and below average indicating less emphasis on skill based exercises.

•Apart from the induction program the sales workforce does not undergo any other training or development program in the course of their employment.

•In case of promotions also, no training is provided to the employee to be promoted to be a team leader. They are promoted on the basis of their performance. •No training is provided in case of employees who are low performers.

37

OBJECTIVE OF THE STUDY The broad objective of the study of training policies in Airtel is to study the impact of training on the overall skill development of workers. The specific objectives of the study are:

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.

38

Part II

39

Chapter II  Research Methodology  Limitations

40

RESEARCH METHODOLOGY Research methodology is a way to scientifically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them. It is necessary for the researcher to know not only the research methods / techniques but also the methodology. It defines what the activity of research is, how to proceed, how to measure progress, and what constitutes success. It helps to understand not only the products of scientific inquiry but the process itself. It aims to describe and analyze methods, throw light on their limitations and resources, clarify their presuppositions and consequences, relating their potentialities the twilight zone at the „frontier of knowledge‟

METHODOLOGY OF PROJECT 

Interview



Preparation of the summary expressed



Recommendation of fall back site



Questionnaire design

RESEARCH DESIGN :

Descriptive Design.

SAMPLE PLAN:  One person from top management from each of the department.

41

Sample Size: To understand the training and development scenario at Airtel and what the trainee really feels about the training they have undergone and further what kind of training they look for. Do they really look for any kind of training or not? To study the above aspect we covered almost about 8 people from almost all the departments of the company Airtel.

RESEARCH DESCRIPTION

TYPE OF RESEARCH:The types of research undertaken in the project are: a. Applied research b. Analytical research

Applied research: - The research is totally applied research as it undertakes the following points: It is done to provide empirical support to the existing theories i.e. Maslow‟s Hierarchy of needs . 

It is aimed to find out the characteristics present within the Employer and Employee to match the requirement as per the designation.



It is also considered to find out the areas of improvements which are required for the same designation.



It is the application of the existing theories and models to solve some of the real life problems. The ideas and suggestions are also given on the basis of the research to implement in the real-life.

Analytical research: - The researcher has to use fact or information already available and analyses these to make a critical evaluation of the material.

42

Research instrument The research instrument being used in this research project is “Management Style Questionnaire”

RESEARCH DESIGN:Type of Sampling: Simple sampling has been adopted for this research. Under which we have considered the sampling which has been done for a specific designated population, because here a small cluster of professionals has been considered out of the total universe which has been divided in small group like recruitment team & employee.

DATA COLLECTION The task of data collection begins after a research problem has been identified and the research design has been chalked out. While deciding the method of data collection to be used for the study, the researcher should keep in mind two types of data: a. Primary data b. Secondary data In this research project the data being collected is as follows: Primary Data: The survey method is used to collect the primary data in this research as it is the Analytical research to find out the shortcomings and area of improvements according to the skill required for recruitment team. Secondary Data: The secondary data is also used in a lesser proportion to find out the name and designation of the employer who are working with this organization and the company profile.

PROCEDUER FOR DATA COLLECTION. 

Communication, asking questions and receiving a response in person



Visiting the various organizations, libraries, internet and also preparation of the questionnaire with the help of the project guide. 43

LIMITATIONS Every scientific study has certain limitations and the present study is no more exception. These are: 1. The terminology used in the subject is highly technical in nature and creates a lot of ambiguity. 2. All the secondary data are required were not available. 3. Respondents were found hesitant in revealing opinion about supervisors and management. 4. Time consuming as it requires huge time to reach up to accurate results. 5. Incomplete data.

44

Chapter III DESCRIPTIVE WORK ON SUBTOPIC OF STUDY

45

LEARNING AND TRAINING Irrespective of the type or method of training, a trainer has to keep in mind some of the principles of learning or motivation, which would enhance internationalization of what is taught. Motivation A trainee needs to have a desire to learn and benefit from the programme. If the is not interested, or is de-motivated, the learning outcome is going to be insignificant and the company will have spent its money badly. On the other hand, being too intense about learning and outcome may result in setting over ambitious goals for the individual. Reinforcement Following on the concept of motivation is that of reinforcement. For learning to take place and be internalized to the desired extent, a trainee is rewarded or given some encouragement. This reinforcement, or the acknowledgement that what has been acquired is desirable, can be either an extrinsic or intrinsic reward-external praise or some tangible reward, or the individual‟s feeling of a sense of progress. Current stress is on positive support and helpful behavior, even when mistakes are made. Feedback During the training process, it is useful for the trainee to be told how he is progressing. Several researchers have confirmed that knowledge of results is an effective motivator. Constant and periodic feedback has positive effects on the trainee‟s learning. Unless the trainee knows how close his performance comes to the desired standard, he will not have an opportunity to improve. Feedback therefore provides a basis for correcting oneself. Secondly, feedback helps to sustain the trainee‟s interest in the task, or in each learning that is taking place, by bringing greater involvement

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with the learning process. If feedback is to be meaningful, it should follow a learning segment as quickly as possible. Transfer of Learning The maximum use of training can be made if the trainee is able to transfer his learning to his actual work role. This is possible if identical elements are incorporated in the training situation from the job role, either existing or proposed. The more similar the learning situation is to the job situation, the higher the degree of transfer the trainee can expect, and hence the grater the relevance of the training programme. Repetition Repetition etches a pattern into our memory, e.g., when one studies for an examination, it is necessary to repeatedly to over ideas so that they can be recalled later. Relevance Relevance relates to the meaningful fuse of material, which aids learning, e.g., trainers usually explain in the overall purpose of a job to trainees before assigning them a particular task.

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TRAINING INPUTS There are three basic types of inputs; skills, attitude, and knowledge. The primary purpose of training is to establishing a sound relationship is at its best when the workers attitude to the job is right, when the workers knowledge of the job is adequate, and he has developed the necessary skills. 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.

BEST TIME TO IMPART TRAINING TO EMPLOYEE 1. NEW RECRUITS TO THE COMPANY These have a requirement for induction into the company as a whole in terms of its business activities and personnel policies and provisions, the terms, conditions and benefits appropriate to the particular employee, and the career and advancement opportunities available. 2. TRANSFEREES WITHIN THE COMPANY These are people who are moved from one job to another, either within the same work area, i.e. the same department or function, or to dissimilar work under a different management. Under this heading we are excluding promotions, which take people into entirely new levels of responsibility. 3. PROMOTIONS Although similar to the

transferee in that there is a new job to

be

learned in new

surroundings, he is dissimilar in that the promotion has brought him to a new level of supervisory or management responsibility. The change is usually too important and difficult to make successfully to permit one to assume that the promotes will pick it up as he goes along and attention has to be

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paid to training in the tasks and the responsibilities and personal skills necessary for effective performance. 4. NEW PLANT OR EQUIPMENT Even the most experienced operator has everything to learn when a computer and electronic controls replace the previous manual and electro-mechanical system on the process plant on which he works. There is no less a training requirement for the supervisors and process management, as well as for technical service production control and others. 5. NEW PROCEDURES Mainly for those who work in offices in commercial and administrative functions but also for those who we workplace is on the shop floor or on process plant on any occasion on which there is a modification to existing paperwork or procedure for, say the withdrawal of materials from stores, the control of customer credit the approval of expense claims, there needs to be instruction on the change in the way of working in many instances, a note bringing the attention of all concerned the change is assume to be sufficient, but there are cases, such as when total new systems in corporating IT up dates are installed, when more thorough training is needed. 6. NEW STANDARDS, RULES AND PRACTICES Changes in any one these are likely to be conveyed by printed note or by word of mouth by the manager to his subordinates, and this can be the most satisfaction way of dealing with the change from the point of view of getting those affected to understand their new responsibility. However not all changes under this heading can be left to this sort of handling. Even the most simple looking instruction may be regarded as undesirable or impracticable by whoever has to perform it he may not understand the purpose behind the change and lose confidence in a management which he now believes to be „messing about‟, or he may understand the purpose and have a better alternative to offer if it is not too late.

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7. NEW RELATIONSHIP AND AUTHORITIES These can arise, as a result of management decisions, in a number of ways. In examples, the recognition of the accounts department can result in a realization of responsibilities between the section leaders of credit control, invoicing and customer records, although there is no movement of staff between the sections (i.e. no transfers). Although the change in work content for each clerk and supervisor is defined clearly for each person in the new procedures, there is nevertheless a need for each person to know where he stands in the new set up, which is responsible for what, and where to direct problems and enquiries as they arise in the future. 8. MAINTENANCE OF STANDARDS We are here concerned with maintenance of standards through training, for it must be remembered that supervision and inspection and qualify control are continuously responsible for standards and exercise their own authorities to this end. Although it is generally agreed that some retraining from time to time, taking varied forms even for the on group of employees, does act as both a reminder and a stimulus, there is not much agreement on the next frequency and form that such retraining should take, of there is as yet little scientific knowledge on this subject which is of much use in industrial situations. 9. THE MAINTENANCE OF ADAPTABILITY Again, whilst there is little scientific study of the loss of ability to learn new skills in those cases where people spend a long time without change, and without the need to learn, there is increasing evidence in current experience to suggest that this is the case in industrial employment. Add, of course, there is the inference arising from the laboratory experiments of psychologists.

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10. THE MAINTENANCE OF MANAGEMENT SKILLS & STANDARDS Skills in supervising, employee appraisal, communications, leadership etc are important in all companies. Some of these skills are seen to be critical to major developments in company organisation, culture, employee empowerment and so on. Initial training in these skills is not uncommon in the largest companies on appointment into management and supervision. But continuous training and performance monitoring is rare, despite the common knowledge that standards are as varied as human nature. 11. RETIREMENT AND REDUNDANCY Employees of any position in the company who are heading towards retirement will benefit from learning about health, social life, work opportunities money management etc. Internal or external courses are best attended a year or two before retirement date, in a few companies a member of Personnel will act as a counselor as required.

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BENEFITS OF TRAINING Employees and the organization need to realize the importance of contribution and learning for mutual growth and development. Training is the answer to deal with stagnation stage by constantly updating it in every field. Other benefits of training include: 

Hiring appeal: companies that provide training attract a better quality workforce.



Assessing and addressing any performance deficiency.



Enhancing workforce flexibility.Cross-cultural training is essential for them for better adjustment in the new environment.



Increasing commitment: Training acts as a loyalty booster. Employee motivation is also enhanced when the employee knows that the organization would provide them opportunities to increase their skills and knowledge.



It gives the organization a competitive edge by keeping abreast of the latest changes; it acts as a catalyst for change.



Higher customer satisfaction and lower support cost results through improved service, increased productivity and greater sufficiency.



Training acts as benchmark for hiring promoting and career planning.



It acts act as a retention tool by motivating employee to the vast opportunities for growth available in an organization.

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THE EVALUATION OF TRAINING There are a number of expressions used to describe steps taken by management and by training offices at the conclusion of training and during the days or weeks afterwards. These expressions include validation, evaluation, follow-up and implementation, as well as cost benefit, which have appeared in more recent years. We are interested in all of these and have already tackled one of the, implementation, and we start by giving our definitions in order to establish a clearer picture of what each is, and how they relate to each other. Evaluation of training, or, indeed of anything, consists simply of putting a value to it. To evaluate training means undertaking a search for the effect that it has had on the people and the situations, which it influences, and then trying to measure or estimate whether this is advantageous or disadvantageous. We shall see that at the level of pure training there is an evaluation to be made, but that the principal evaluation is at a higher level in the chain. First the chain of intentions is clear at the outset 1. The forecourt attendants were to receive training to a defined level of competence. 2. They were then to apply their new capability correctly during the service that they gave to motorists. 3. The motorists would respond to this with a reaction of pleasure and would tend to use that particular station rather more, thus increasing the amount of gasoline sold. 4. The increased sales, and negligible increased costs, would improve the revenue and the profits.

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A TRAINING TOOL: INSPIRING OTHERS In the new era new era, challenges for the trainer are to create learning environment. Trainer needs to innovate new ways design and deliver the training inputs. Wide range of

technique like

interactive methods like teaching, experiential learning cases inventories games, including humour. Where as we have the ancient way of story telling as a powerful tool to create learning for adult managers of industry. Sharing one‟s own perception, experience and ideas learning value can be increased exponentially.

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Joining Procedures Job Acceptance Upon being offered employment with Bharti, every new-hire is asked to sign and return a copy of the Offer Letter within a specified period of time, indicating his/her acceptance of employment with Bharti. Medical Examination Along with the Appointment Letter, each new staff member is asked to contact a Company appointed hospital and schedule a Medical Examination. All new employees are required to undergo a pre-employment medical examination by the Company appointed hospital. Positive result of the examination is a prerequisite for employment.

Additionally, we can request for a medical

examination at any time during the employment of any employee. Getting Started Human Resources and the supervisor provide a well-planned orientation to Bharti and to the employee‟s specific job. This programme assists the new staff member to feel comfortable in their new work environment and to be fully productive in their job, as soon as possible. On the day of joining, the employee is handed over a folder, containing the following documents: Joining Report  Provident Fund Nomination Forms 56

 Provident Fund Declaration  Personal Application Form  Customer Agreement form and indent form for Cell Phone, wherever applicable.  Bharti News Letter  Bank Application Form  Gratuity Nomination Form  ESI form (nomination if applicable)  List of important phone numbers  And the Employee Handbook Human Resources team to facilitate  Employee‟s e-mail creation  Employee‟s visiting cards Each new employee is expected to submit:  Relieving order from previous employer  Salary Proof of last employer  Experience Certificates  Copy of Testimonials

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As soon as you receive this folder, please tally all the documents in the folder with the list given above. Incase of any discrepancies, contact the Human Resources Team for clarifications. Service Conditions Throughout the continuance of your service as a Bharti employee, you are required to devote all of your work hours exclusively to your assigned duties with the Company. While serving Bharti , you shall not, without prior consent in writing from the Management, engage yourself directly or indirectly, with or without remuneration, in any other trade, business, occupation, employment or service.

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INTEGRATING TRAINING WITH ORGANISATION CULTURE Most of the people, who will be working by the year 2000, shall be as are already in employment. Such old/existing employee needs continuous training for. 

Updating their knowledge and skills



Retraining and development



Developing new employee relationships with their colleagues



Imbibing new working practices and changing company culture

It was found that most of the organisation had increased their emphasis on continuous training and their objectives of continuing policies can be classified as follows: Quality Particularly in those industries, which have to compete in international markets, the management made clear links between training policies and the quality of work. Change in Corporate culture Continuous training was used to transmit new business strategies and new organisation culture. Organisational Development In some organisation where financial responsibilities were being decentralized, the training function was also getting decentralized. In other training dept was abolished altogether and all manager‟s were made responsible for instruction and training. Flexible working practices 59

Company made a major training program after making two third work forces redundant. This involved both vocational training and encouraging employee to take educational courses in their free time. Training and employment package In certain companies training formed part of the pay packet offered to employees. It also had a bearing on the Lab our turnover percentage of employee. In other way we can say its like cost to company. Corporate structure In some instances I became difficult for managers to meet business objectives because they had in sufficient control over recruitment and training decision. In some other cases rivalries between different divisions of same company, prevented the integration of coherent training and personal policies at central level. The role of professinal trainers The findings suggest that the role of the professional trainer had undergone significant changes. He is today not only a mere provider or organiser of training but also is being seen as an agent or facilitator of change. This because today the management is integrating training into the very culture of their organisation. In some organisation the trainers now have access to key decision-makers and have established greater legitimacy for training and development activities. Corporate and individual training needs Evidence suggests that numbers of organisation are effectively integrating their training and business strategies and progress has been made in training for organisational development. 60

OBJECTIVES OF TRAINING METHODS AT AIRTEL Training methods have a number of overlapping objectives. As stated earlier, they have to be chosen in relation to the programme design requirements. The main objectives of individual training methods could be demonstration value, developing interest and finally, appeal to senses. However, more than one or even all three objectives may be found in one method. Demonstration value: Complete demonstration of job requirements is training of a kind of enables the trainee to grasp the meaning of ideas, concepts, or procedures visually. Such a method can be used effectively as an aid to over come the “breakdown of communication”. People remember things that they see and hear, much longer than they do information they receive through talks or reading, alone. Developing interest: one of the factors to be kept in mind in choosing a method is its ability to hold and arouse the interest of the trainee in the learning situation. Much research has been done in the field to test the effectiveness of various methods. A trainee has to consider alternative methods of presenting training material to participants in order to stimulate their interest and facilitate retention of the matter. For instance, if traditionally the matter has been presented through lectures, perhaps audiovisual methods could be used, or instead project work be assigned which would mean learning by doing or researching the subject oneself. Application of these basic objectives or guidelines alone would not be enough. For the appropriate use of a method, problem analysis and needs identification are also necessary. The trainer has to understand and identity the problem area; what is wrong, and where is the correction needed? He has to examine whether there is a problem with the manner in which the task is done, i.e. an operational problem, or whether there is a problem with an individual or individuals, i.e. a human relations problem. Secondly, selecting the appropriate method would be dependent on the level of the trainee

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in an organizations hierarchy, is he a shop floor worker, supervisor or a manager? Finally, before selecting a training method, the trainer should keep in mind cost effectiveness.

TYPES OF TRAINING METHODS ADOPTED BY AIRTEL The training methods which are generally used in an organization are classified into two i.e. a) On the job:On-the-job training places the employees in an actual work situation and makes them appear to be immediately productive. It is learning by doing. For jobs, that either are difficult to simulate or can be learn quickly by watching and doing on-the-job training makes sense. One of the drawbacks to on-the-job training can be low productivity while the employees develop their skills. Another drawback can be the errors made by the trainees while they learn. However, when the damage the trainees can do is minimal, where training facilities and personnel are limited or costly, and where it is desirable for the workers to learn the job under normal working conditions, the benefits of on-the-job training frequently offset its drawbacks. (i)

Apprenticeship programs: Apprenticeship programs puts the trainee under the guidance of a master worker. The argument for apprenticeship programs is that the required job knowledge and skills are so complex as to rule out anything less than a long time period where the trainee understudies a skilled master journeyman.

(ii)

Job Instruction Training: JIT consists of four basic steps: (a) Preparing the trainees by telling them about the job and over coming their uncertainties; (b) presenting the instruction, giving essential information in a clear manner; (c) having the trainees try out the job to demonstrate their understanding; and (d) placing the workers into the job, on their own, with a designated resource person to call upon should they need assistance. 62

b) Off the job: Off-the-job training covers a number of techniques – classroom lectures, films, demonstrations, case studies and other simulation exercises, and programmed instruction. The facilities needed for each of these techniques vary from a small make shift classroom to an elaborate development center with large lecture halls, supplemented by small conference rooms with sophisticated audiovisual equipment, two-way mirrors, and all the frills.  Classroom lectures/conferences: The lecture or conference approach is well adapted to conveying specific information – rules, procedures, or methods. The use of audiovisuals or demonstrations can often make a formal classroom presentation more interesting while increasing retention and offering a vehicle for more interesting while increasing retention and offering a vehicle for clarifying more difficult points. The lecture‟s liabilities include possible lack of feedback and the lack of active involvement by the trainees.  Simulation exercises: Any training activity that explicitly places the trainee in an artificial environment that closely mirrors actual working conditions can be considered a simulation. Simulation activities include case exercises, experimental exercises, complex computer modeling, and vestibule training.  Vestibule training: In vestibule training, employees learn their jobs on the equipment they will be using, but the learning is conducted away from the actual work floor. In the 1980s many large retail chains train cashiers on their new computer cash registers – which are much more complex because they control inventory and perform other functions in addition to ringing up orders – in specially created vestibule labs that simulated the actual checkout-counter environment. Training, as a process of long tem learning is essentially a developmental tool.. By effectively utilizing this tool, the organization expects to achieve career objectives.

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

Contribute towards the career progressions of the employees by importing knowledge of an additional or reinforcing nature, developing skills and bringing about desired attitudinal changes among them. This would not merely prove effective in assisting them to achieve organizational goals but also enable enhancement of their self esteem and self confidences to face external challenges.



Ours is a changing and dynamic organization which has to pay considerable emphasis on training and retraining its employees to enable them to be competent, committed and have the capacity to change according to the external and internal demands and pressures.

Training of employees is not merely the responsibility of the management or the training cell alone, but the responsibility of department managers as well. The human resource department must enable the involvement of the department managers in the process of employee training and development. (A) ASSESSMENT OF TRAINING NEEDS There are five steps towards the assessment and analysis of training and development of the organization. 

Collection of information through interviewing and discussing with key personnel both inside and outside the organization or specific departments; observing the work place, working conditions, processes and outcomes; examining records, other written information and annual employee appraisal.



Compare performances of each department and each employee against objectives, targets and standards set for them and keeping in mind future work requirements in the organization.



Identify cause of problems faced by the organization to enable the management to train the employees in handling the problems as well as solving the problem in a satisfactory manner.

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

Segregate identified problems into problems requiring staff development action such as training and into problems requiring other management actions, so that these problems are accurately addressed.



Prioritize training actions in accordance to where the training need is more urgent.

TYPES OF TRAINING ADDRESSING VARIOUS TRAINING NEEDS : 

Entry training involving new recruits and employees required to take a new job.



Problem resolution training to meet a shortfall or deficiency in job performance.



Training for change to prepare employees for job identified in near future.



Development to equip employees to meet organizational changes in future.

Relationship Between Mutual Gain and Training Needs High

Individual gain

Low

High Individual

High Individual

Low organisational

High organisational 1

2

3

4

Low Individual

Low Individual

Low organisational

High organisational

Low

Organizational Gain

High

Figure- Will help us in initiating the need identification process.

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Situation-1 though a rare one yet generally occurs with the organization where in the individuals are receptive but not willing to perform or they leave the organization shortly. Hence to have maximum gains situation-2 is ideal, for only a well designed and through of training programme can lead to high individual vis-à-vis organizational gains. Situation-3 is most prevailing one as in spite of huge investment and efforts gains, either individual or organizational are very less. Situation-4 is impossible as high organizational gain can be attained through high individual gain only. Thus it is clear that identification of training needs is not only a prerequisite for having maximum gains for individuals and organization but also the central instrument of the HRD philosophy of the organization. Organizations with a positive HRD are well aware of the fact that competitive advantage can be achieved only with higher quality people full of skills and competencies. Training need analysis is partly concerned with defining the gap between what is happening and what should happen. Training needs identification of any organisation must contain three types of corporate, group and individuals. As shown

analysis i.e. of

in the (Figure 2) the three types of needs are

interconnected and can operate from both sides i.e. corporate to individual and individual to corporate. To make it more simpler and practical, organisational analysis should concentrate on organisational goals. In-group need identification focus is on operations analysis i.e. task to inculcate specific worker behaviour. Individual i.e. man analysis reviews the knowledge, attitudes and skills possessed and required by the jobholder.

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IDENTIFICATION OF TRAINING NEEDS TRAINING CYCLE PERFORMANCE PLANNING & TARGET SETTING

EMPLOYEE ASKED ABOUT TRAINING NED

RECRITMENT/SELECTION

WEAK AREAS OF EMPLOYEE

SUPERVISOR FEED BACK/ PERFORMANCE APPRAISAL

TRAINING NEED OF SUBORDINATES

TRADE UNION

TRAINING NEEDS OF EMPLOYEE

TRAINING NEED IDENTIFIC ATION

Every organization need to have experienced and well-trained employee to perform the activities to them. Rapid changes in the environment have not only made the jobs more complexes but have also created the products and services offered to compete in this fast changing world. There in rapid changing society training is an activity, which is, must for maintaining a viable and knowledgeable workforce. Incase the current job occupants are equipped to meet challenged of change, training is not required, and otherwise training is necessary to increase the versatility and adaptability of employee. Success of any training programmed largely depends upon proper identification of training needs. The managers feel training needs when they discover deviation between standard performance and actual performance of its employee. It is not that only worker‟s need training of course they need 67

training to operates machine, reduce scrap and avoid accidents. Simultaneously supervisor, managers and executives need to be trained and developed to grow and acquire maturity of thoughts and action apart from other specific training too like communication skill, negotiation. It has been seen that many organizations invest considerable resources in training and development but never really examine how and where this can be most effectively promote organizational objectives and individual growth. The failure to analyze training needs with the organization will lead to lesser of benefits and huge investment in the training programme of the institute. Hence it would be pertinent to analyze training needs first and then imparting training accordingly.

Training need Analysis: area and methods

CORPORATE

ANALYSIS OF STRATEGIC PLAN

GROUP

ANALYSIS OF HUMAN RESOURCE PLAN

TRAINING SURVEYS

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INDIVIDUAL

PERFORMANCE REVIEWS

JOB ANALYSIS

CATEGORISE OF ORGANIZATIONAL EMPLOYEE

HIGH

PROBLEM CHILDREN

STARS

DEAD WOOD

WORK-HOURS

POTENTIAL

LOW

LOW

PERFORMANCE LEVEL

HIGH

1. Dead Wood: Those with low potential and low performance level, these could be outcome of faulty selection policy of the organization. 2. Work hours: Those employees with high performance level but with low potential. These are good performance for the existing and routine jobs but lack confidence for higher level responsibilities hence need training. 3. Problem children: Is the employee with high potential but not willing to perform. Organization face difficulty in handling them and they need attitudinal training to develop positive attitude towards work. 4. Stars: the employee upon which the organization may feel pride. These employees are very high performers with high level of potential. The only difficulty the organization face with these is detaining them and proper career plan should be devised to facilitate their continuous and

sustainable development. Keeping in view the category of employee the

major area of organizational training are human relation, value system, attitude, motivation and morale, stress management and communication and mutual trust but then it depends from organization to organization as to what they would conduct according to there need and requirement.

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Generally for organizational success individuals work is groups. For a performing group mutual respect team spirit and co-operative environment is must. Hence training need for groups may be human relation, safety method improvement, times management, communication, cost and control techniques, problem solving, business planning conflict management team spirit and work culture. Individual act as core component for organizational success or failure. Having studied

meaning, significance and process of training need, identification one feels

compelled to see as to how training is imparted how need are identified advantages gained and deficiency areas discovered in the organization. So study the gray area where employees and organization need training the present study has been undertaken.

CURRENT TRNEDS IN TRAINING Training is considered as a tool of human resource development (HRD) Nowadays it is an un-missable step in each and every development process of human being. It has immense potential in transfer and utilization of latest technology know – how leadership development organization of people. Formation of self – help group, mobilization of people as well as resources, empowerment of resource –poor rural mass entrepreneurship development etc. Which are considered as essential components of HRD? Hayword (1989) identified training as one of the key factor‟s in implementing extension and observed that extension design and planning should include training for all staff at all levels as basic mechanism for inculcating competence, professionalism and service morale. For all these and appropriate training methodology is very much essential. There are many such methods followed by

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different training institution for imparting training more over these are proved to be very effective tools in extension training. Some of them are discussed down here.

Exercise: Trainees are asked to undertake a particular task leading to a required result, following lines lay down by the trainers. It is usually a practice or a test of knowledge put over prior to the exercise. It may be used to discover trainee‟s knowledge or ideas before further information or new ideas are introduced. Exercise may be posed for individual or for groups. This is suitable for any situation where the trainees need to practice following a particular pattern or formula to reach a required objective. The trainees are to some extent “on there own”. This is a highly active form of learning. Exercise is frequently used instead of formal test to find out find out how much the trainee has assimilated. There is lot of scope in this method for the imaginative trainers.

Application Project: Similar to an exercise but giving the trainees much greater opportunity, for the display of initiative and creative ideas. The trainer lays down the particular task but the lines to be followed to achieve the objective are felt by the trainees. Like exercise, project may be set for either individual or groups. Suitable for initiative and creative testing, project provides feed back on a range of personal qualities of trainees as well as their range of knowledge and attitude to the job. Like exercise project may be used instead of formal test. Again there is lot of scope for the imaginative trainer‟s.

In-Basket (In-Tray) Trainers are given a series of files, papers and letter‟s similar to those they will be required deal to with at the place of work. Trainees are asked to take action each piece of work. The results are marked or compared with one-another.

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Suitable for giving trainee‟s desk-worker a clear understanding of the real life problems and their solution. The simulation of the real situation aids the transfer of learning from the training to the work-situation. It‟s a valuable way of obtaining feedback of the trainee‟s progress. Also useful for developing attitudes towards the work. E.g. priorities, customers, complaints superiors.

Business Games: Trainees are presented with the information about company – financial position, products markets etc. they are given different management roles to perform. One group may be concerned with sales, another with production and so on. These groups then run the company. Decisions are made and actions are taken. The probable results of these decisions in terms of profitability are then calculated. Suitable forgiving trainee manager practice in dealing with management problems. Simulation of the real life situation not only aids the transfer of learning but is necessary because of trainee manager applying only broad theoretical knowledge to the work situation could cause major problems. Also a valuable way of assessing the potential and performance of trainees. It helps considerably in developing many aspects of manager‟s role.

Sensitivity Training (Group Dynamics): Trainees are put into situation in which: a) A behavior of each individual in the group is subject to examination and Comment by the other trainees; b) The behavior of the group as a whole is examined. A vivid way for the trainee to learn the effect of his behavior on other people and the effect of their behavior upon him. It increases knowledge of how and why people at work behave as they do. It

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increases skill of working with other people and of getting work done through other people. Also it is valuable way of learning the skill of communication.

Role Playing: Role-playing has occupied an important place in extension training as a method of simulating real live situation. It is an effective way of bringing in to the classroom real life situation which otherwise may not be possible. This method enables participants better the behavior of others as well as their own emotions and feelings. The trainer has to brief the person who is going to play the role, describing the role to be played and the manner in which it is to be played. After the role-play session is over it is discussed not only with the group but also with the players as to how well or bad they have done it. This discussion facilitates the learning process. It is suitable for

near to life practice in the training situation and is helpful to the trainees. It is

useful in strengthening the skills of human interaction. It is helpful in assessing personal attitude, feeling and behavior, thus developing empathy towards client.

Interactive Lectures: Traditional lectures are criticized on many counts. In order to overcome drawbacks present in traditional lecture interactive Lectures is now being adopted by the trainers. In this method aspects of communication and adult learning involved in teaching and learning are carefully considered. Interactive lectures are brief uses experience of participants, allows two way communication, facts or contents or organized form known to unknown and simple to complex manner, in this trainers can use a variety of models to support lectures viz. Questions, seeking examples, sharing personal experience from learner‟s‟ etc.

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It is good for making training interactive, participate and interesting. It helps in developing creativity among participants.

Simulation Game: Now a day‟s many training organization and training experts are utilizing the techniques of simulation game in the training program. A simulation game combines the attributes of a simulation with the attributes of a game and activity in which participants follow prescribed rules that differ from those of reality as they strike to attain a challenging goal. Some expert‟s trainers are also utilizing behavior simulation games which focus primarily on the processes of interpersonal relation, on how decision is made and with what consequences rather than on the substances of the decision. It is suitable for enquiry oriented approach teaching in the field of social science. It facilitates the active participant‟s involvement in learning as it utilizes the discovery learning methods in which participants are directly immersed in a real or contrived problematic situation from where they develop hypothesis, test it and arrive at conclusion.

Programmed Instruction: It is used for a particular format for presenting printed learning material to individual learner. The material to be learnt is prepared in such a way that it can be presented to an individual in a series of carefully planned sequential steps. These steps progress from simple to complex levels of instruction. At each step the student must make response that tests his comprehension. That is to say he must write his answer to a question fill in missing word or phrase, or choose a correct statement from several possibly correct statements or take some other appropriate action. This method of imparting instruction has immense potential in extension training. Programmed instruction is particularly useful as an enrichment activity. It can help provide highly motivated participants with additional learning experience that the trainer might ordinarily be unable

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to provide because of classroom time pressure. The program can function as a kind of tutor for slow learners in situation where more personalized attention may be virtually impossible.

NEW ELECTRONIC TECHNOLOGIES IN TRAINING Interactive computer video technology: The use of computers and videotapes in the field of training is now well established. Some leading institution like MANAGE, Hyderabad is using this technology in training programme. Broadcast television / cable television: Televisions system in which programme is sent out by radio wave and are seen on television. Indira Gandhi National Open University (IGNOU) is very well using this technology its educational and training programme. Computer aided instruction: An educational concept which places the student in a conversational mode with a computer which has programmed study plan. The programmed course selects the next topic or phase of study according to previous responses from the student allowing each student to progress at pace directly to his or her learning capability. Interactive video /interactive compute: The phrase „interactive video‟ refers to a video programme with which user (trainee) can interact. Interactivity takes place between user and the system, some thing for IC also, the system composed of four basic components (1) monitor or video display unit (2) video tape or video disc (3) a computer (4) a disc drive, the computer controls the video or video disc. Disc drive loads a programme into the computer. 75

Tele-conferencing: A two way audio and one way video system. It is used nowadays by many institutions for education and training purpose.

TRAINING EFFECTIVENESS Cutting edge of competition today demands every organization, to measure its activities in terms of effectiveness, efficiency, excellence (triple E). To achieve this triple C a lot of investment is made by the organization but the sword of sure short success hangs on the head of the HRD manager, this is because he has to handle the most complex resource i.e. human resource. The next toughest thins is to maintain is the ROI (return on investment) of training and development. It is not only the ROI but the performance management, retention level, motivation, morale, creativity, innovation conflicts, loyalty and commitment etc. of the manpower which are not easy to handle. Keeping all these factors in mind the focus of vision falls on training and development. The training effectiveness is obviously in terms of enhanced skill and knowledge to achieve the present goals, through the increased learnt behavior. In the process of training effectiveness is the most important /vital area, where by the individual and organizational goals are integrated to bring about the desired performance levels. How to reduce the gap?

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Training skill & communication

Job performance

Trainer Trainee

Learning ability

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Chapter IV DATA ANALYSIS & INTERPRETATION

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DATA ANALYSIS AND INTERPRETATION The Aim of the present study was to investigate the effectiveness of training and development programme at Bharti Airtel, Delhi. On the basis of data being collected, the results are analyzed and discussed as follows : Q.1) Does your company have a training calendar?

Yes

5

No

3

Two day session (Fri/Sat) 25%

One Day session (off days) 25%

Five day session 0%

Two day session (week days) 50%

Fig-1 According to figure 1 Out of 8 employees 62% of them said Airtel have a training calendar.

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Q.2) How do you identify the employees who need to be trained? New Technology

1

Change in policies

2

Core competencies

1

Inefficient work culture

4

Others

0

4 3.5 3 2.5 2 1.5 1 0.5 0 New Technology

Change in policies

Core competencies

Inefficient work culture

Others

Fig-2 According to figure 2 It should be done so root of problem can be traced out and accordingly it can be treated well for the best output. There are so many ways to identify the cause of the problem. Over here we discussed 3 main causes where by few find that 3 of them are very much in use in industry. That is employee himself, performance appraisal, and superior assessment. Here we can see that the best to know about you is he. He can be monitored by the team head too who sees him working regularly and if found then can recommend him to undergo training.

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Q.3)What is the duration of Training Programme?

3.5 3 3 2.5 2

2

Monthly

Annually

2 1.5 1 1 0.5 0 Frequently

Non-frequently

Fig-3 According to figure 3 learning at Airtel is a continuous process and they learn at each and every stage. The education and training team continuously strive to make its colleague learn as frequent as possible. So that they are always prepared for any situation to face the competitive world. Proper training of employee is held as per the need and requirement of the employee related to the work he is assigned. So that he can do his best. But still if we see people frequently go for training.

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Q.4) Who are the trainers? Internal Trainers

7

External trainers

1

External trainers 13%

Internal Trainers 87%

Fig-4 According to figure 4 in Airtel 87% of the respondents said that airtel have internal trainers

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Q.5) On What parameters do you decide the duration of training?

7 6 6 5 4 3 2 2 1 0

0

0 Nature of job

Number of trainees

Accountability of job

Others

Fig-5 According to figure 5 most of the respondents (6 out of 8) said duration of training depends upon nature of the job and 2 of them said that it depends upon accountability of the job.

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Q.6) On What parameters cost depend?

7 6 6 5 4 3 2 2 1 0 No. of participants

Venue

Fig-6 According to figure 6 the graph shows that Training cost depends upon the number of trainees and trainers participated in the training programme.

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Q.7) How do you evaluate the effectiveness or otherwise of the training programme?

6 5 5 4 3 2 1

1

1

Feedback by the participants

Feedback by the trainer

Others

1 0 On the job performance after training

Fig-7 According to figure 7 training small word covering wide connotation, is the way you groom some one in different environment and ways available as per the capacity as well as availability. On the complexities of it training is imparted to individual. At Airtel employee have been undergone in almost all the above category but most of them feel it should be held on the job so that they can concentrate approximately in what ever they are taught, where as they feel that some training like 6 sigma, 5s, Kaizan should be help on the job for its effectiveness.

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Q.8) Do you train your employees on working culture of your organization?

6 5 5 4 3 3 2 1 0 Yes

No

Fig-8 According to figure 8 out of 8 employees 3 said Yes instead the rest denies that employee are trained on the working culture of the organization.

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Q.9) According to your professional needs, which policy areas should a training programme be foucsed on?

6 5 5 4 3 2 2 1 1 0 0 Technical

Human behaviour

Corporate poliices/affairs

Fig-9

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Government policies

Q.10) What training format would be more convenient for your needs? Please indicate your preference in terms of duration and location?

Two day session (Fri/Sat) 25%

One Day session (off days) 25%

Five day session 0%

Two day session (week days) 50%

Fig-10

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Chapter V CONCLUSION

89

CONCLUSIONS We can say that just 5 years old the organisation into the Indian subcontinent and with the quantum of people they are working with and type of turnover they are showing is amazing. Under noted few suggestions cum conclusion can be taken as for implementation to reap furtherest benefits. Making training and development process and entirely in house activity to reduce cost. It is found that the average age group of trainees are in their twenties or early thirties which signifies that the consumer durable industry need more of young blood as enthusiasm is an integral part of the industry. The maximum emphasis is given to job instruction methods where the trainee are made to understand their job thoroughly and the role they are going to play in performing their job. Lecture as well as the presentation is the major part of imparting the education and training them. The training objective are in keeping with needs and abilities of the trainee and it is this that proves to be the major reason for success of the training as whole... The trainee fill the feedback form and from time to time test are conducted to know the gauge the effectiveness of training to employee to check their memory if they retain anything or not. We think that time management is one of the thing on which Airtel team must emphasis so that there employee can be more productive as it was found during the visit to the corporate office people they lack in managing themselves. Stress management training is more important for employee as it was observed that people are all the time in tension like situation as to how to do what to do when to do, no time and things like that which kept them tensed all time. Last but not least behavioural training is more important as while doing the study it was found that people are less cooperative and outgoing to help out. 90

Chapter VI BIBLIOGRAPHY

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BIBLIOGRAPHY

A. BOOKS 1. Chadha . K . N . “ Human Resource Management” : friends publications ,new delhi : 2005 2. Prasad . M . L . “Human Resource Management” : sultan chand & sons , new delhi : 2006

3. Decanzo . A . David & Robbins . P . Stepens “Personal Human Resource Mnagement” : wiley , john & sons , incorporated , 10th edition : 2009

4. Rosemary Harrison (2005), “Learning and Development” ,CIPD Publishing, pp. 5.

5. Patrick J. Montana and Bruce H. Charnov (2000), "Training and Development" ,Management, Barron's Educational Series, pp. 225.

B. JOURNALS Indian Journal of Training & Development "Jan-Mar 2011. Human Capital "Jan, Feb, April, June, Oct, July 2011" C. WEBLINKS www.humancapitalonline.com www.mindtools.com www.humanlink.com

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Chapter VII ANNEXURE

93

ANNEXURE

QUESTIONNAIRE Q1) Does the company provide you a training calendar? Yes__________

No__________

Q2) How do you identify the employees who need to be trained? New technology_____ Core competencies______

Change in Policies_______ Inefficient work culture_____

Others_________

Q3) What is the duration of Training Programme? Frequently_________

Non Frequently_______

Monthly__________

Annually_________

Q4) Who are the trainers? Internal trainer ____________

External trainer__________

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Q5) On what parameters cost depend? No. of participants__________ Venue__________

Q6) How do you evaluate the effectiveness or otherwise of the training programme? On the job performance after training________ Feedback by the participants______________ Feedback by the trainer___________________ Others_________________________

Q7) On what parameters do you decide the duration of training? Nature of job_________

No. of trainees___________

Accountability of job________

Others_____________

Q8) Do you train your employees on working culture of your organization? Yes_____________

No______________

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Q9) What training format would be more convenient for your needs? Please indicate your preference in terms of duration and location. Two days session____________ Five days session___________ One day session_____________

Q10) According to your professional needs, which policy areas should a training programme be focused on? Technical________________

Human Behaviour_____________

Corporate policies affairs___________

Govt. policies________

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