study on employee's training & development HCL

A STUDY ON EMPLOYEE’S TRAINING & DEVELOPMENT IN HCL, NOIDA

Functional project report   Submitted in partial fulfillment of the requirements for the award of the degree of 

MASTER OF BUSINESS ADMINISTRATION

Submitted By Rajeev Kumar Roll no: MBA/4547/09 MBA-4th Semester 2009-2011

BIRL

A INSTITUTE OF

TECHNOLOGY (Deemed University U/S 3 of UGC Act 1956) Mesra, Ranchi, Jharkhand

DECLARATION CERTIFICATE

This is to certify that the work presented in the project entitled “A Study on employee’s training and and development development in HCL, noida” in the partial fulfillment of the requirement

for the award of degree of  “Master of Business Administration” , Birla institute of  Technology, Mesra, Ranchi , is an authentic work carried out under my supervision and

guidance.

To the best of knowledge, the content of this project does not form a basis for the award of my previous degree to anyone else.

Date

Mr. K.B. Singh Department of management Birla Institute Of Technology Noida (U.P)

CERTIFICATE OF APPROVAL

The foregoing project’ A Study on on employee’s employee’s training & development in HCL, noida” is hereby approved as a creditable study of the research topic and has been  presented in satisfactory manner to warrant its acceptance as prerequisite to the degree for which it has been submitted. It is understood that by this approval, the undersigned do not necessarily endorse any conclu conclusio sion n drawn drawn or opinio opinion n expres expressed sed therein therein,, but approv approvee the project project for the  purpose for which it has been submitted.

Ms.Meenakshi Ms.Meenakshi Sharma

Dr. S.L Gupta

In charge management

Academic co-ordinator Birla institute of 

technology Noida

Director Birla institute of technology Noida

ACKNOWLEDGEMENT

Act as you speak, speak as you feel, do not play false to your conscience. I am  privileged to have successfully completed my project report on employee’s training & development at HCL noida. I am very thankful to everyone who all supported me, for I have completed my project effectively and moreover on time. I am equally expressing my sense of gratitude to Mr. K.B. Singh, Faculty BIT, Noida for his esteemed esteemed guidance guidance and inspirations inspirations to help me to make a successful successful complete complete  project work.

RAJEEV KUMAR 

CONTENTS

Declaration Certificate Certificate of Approval Acknowledgement Executive Summary Page no. Chapter 1: Introduction

1-

11 (1.1)Introduction (1.1)Introd uction to the study

Chapter 2: Literature review Chapter 3: Research methodology

12-13 14

(3.1) Objective (3.2) Research design

Chapter 4: Data analysis & interpretation

15-25

Chapter 5: Findings of the study

26-29

Chapter 6: Conclusion & recommendation

30-31

(6.1) Suggestion & recommendat recommendation ion

30

(6.2) Conclusion

31

Bibliography Annexure Questionnaire

32

EXECUTIVE SUMMARY

The study study on employ employee’ ee’ss traini training ng and developm development ent at HCL is based based on several several training and development programmes which helps 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.

The objective of the study is to measure the effects of training and development on empl employ oyee ee’s ’s.. It help helpss in to exam examin inee the the effect effectiv iven enes esss of trai traini ning ng in the the overa overall ll development development of skill of workforce. workforce. The survey survey has been done through questionnai questionnaire re consists of 10 question which was filled by 50 employees of HCL i.e. the sample size.

The study concludes that training and development programmes are the inherent part of the organi organizat zation ion becaus becausee every every organi organizati zation on needs needs to have have well well trained trained and experienced people to perform the activities that have to be done. But there are some loopholes in the process like non availability of skilled trainer. In an overall the organization is using all the essential training and development programmes.

Chapter 1: INTRODUCTION 1.1 Introduction to the study Employee training means 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.. r esponsibilities.. Training refers to the teaching /learning activities done for the primary purpose of  helpin helping g member memberss of an organi organizati zation on to acquir acquiree and apply apply the knowle knowledge dge skills 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.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVELOPMENT Traditional Approach – Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of  retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results. TRAINING DEFINED

It is a learning process that involves the acquisition of knowledge, sharpening of  skills, concepts, rules, or changing of attitudes and behaviours to enhance the  performance of employees. Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development.

IMPORTANCE OF TRAINING & DEVELOPMENT • Optimum Utilization of Human Resources – Training and Development helps in optimi opt imizin zing g the uti utiliz lizatio ation n of hum human an res resour ource ce tha thatt fur furthe therr hel helps ps the emp employ loyee ee to achieve the organizational goals as well as their individual goals.

• Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and beh behavi aviora orall ski skills lls in an org organi anizati zation. on. It als also o hel helps ps the emp employ loyees ees in att attaini aining ng  personal growth. • Development of skills of employees – Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees Productivity –  Training and Development helps in increasing the productivity of the Employee’s that helps the organization further to achieve its long-term goal. • Team spirit – Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. • Organization Culture – Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. • Quality – Training and Development helps in improving upon the quality of work  and work-life. • Health and Safety – Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. • Morale – Training and Development helps in improving the morale of the work  force.

• Image – Training and Development helps in creating a better corporate image. • Profitability – Training and Development leads to improved profitability and more  positive attitudes towards profit orientation. • Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies. • Training and Development helps in i n developing leadership skills, motivation, loyalty,  better attitudes, and other aspects that successful workers and managers usually display.

THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a  particular function. An organization is a system and training is a sub system of the organization. The System Approach views training as a sub system of an organization. System Approach can be used to examine broad issues like objectives, functions, and aim. It estab establishes lishes a logic logical al relati relationsh onship ip betwee between n the sequential sequential stage stagess in the process of training need analysis (TNA), formulating, delivering, and evaluating. There are 4 necessary inputs i.e. technology, man, material, time required in every system to  produce products or services. And every system must have some output from these inputs in order to survive. The output can be tangible or intangible depending upon the organization’s requirement. A system approach to training is planned creation of  training program. This approach uses step-by-step procedures to solve the problems. Under systematic approach, training is undertaken on planned basis.

TRAINING INPUTS

There are three basic types of inputs; (i)Skills (ii)Attitude (iii)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. Trai Traini ning ng acti activi viti ties es in an indu indust stria riall orga organi niza zatio tion n are aime aimed d at maki making ng desi desire red d 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   benef benefits its approp appropriat riatee to the partic particular ular employ employee, ee, and the career career and advanc advanceme ement nt opportunities available. 2. TRANSFERS 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

Althou Although gh simil similar ar to the the transf transfer er in that that there there is a new job job to be learned learned in 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 difficult to make successfully successfully to permit one to assume assume that the promotes promotes will pick it up as he goes along along and attention attention has has to be paid paid to training training in the tasks and the the responsibilities and personal skills necessary for effective performance. 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 superv superviso isors rs and proces processs manage managemen ment, t, as well well as for technica technicall service service produc productio tion n 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 of working in many instances, a note bringing bringing the attention of all concerned the change is assume to be sufficient, sufficient, but there are cases, such such as when total new systems systems in corporating corporating IT up dates are installed, when more thorough training is needed. . . 6. THE MAINTENANCE OF MANAGEMENT SKILLS & STANDARDS

Skills Skills in superv supervisi ising, ng, employ employee ee apprai appraisal sal,, commun communicat ication ions, s, leaders leadership hip etc are important in all companies. Some of these skills are seen to be critical to major  developments in company organization, culture, employee empowerment and so on. Init Initia iall train trainin ing g in thes thesee skil skills ls is not not unco uncomm mmon on in the the larg larges estt comp compan anie iess on appo appoin intm tmen entt into into mana manage geme ment nt and and supe superv rvis isio ion. n. But But cont contin inuo uous us train trainin ing g and and  performance monitoring is rare, despite the common knowledge that standards are as varied as human nature. 7. RETIREMENT AND REDUNDANCY

Employees Employees of any position position in the company company who are heading towards retirement 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.

BENEFITS OF TRAINING

Employees and the organization need to realize the importance of contribution and learning learning for mutual growth growth and development development.. Training 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   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 as a retention tool by motivating employee to the vast opportunities for growth available in an organization.

THE EVALUATION EVALUATION OF TRAINING

There are a number of expressions used to describe steps taken by management and   by by train trainin ing g offi offices ces at the the conc conclu lusi sion on of trai traini ning ng and and duri during ng the the days days or week weekss after afterwar wards ds.. Thes Thesee expr expres essi sion onss incl includ udee vali valida datio tion, n, eval evalua uati tion on,, foll follow ow-u -up p and 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 trying to measure or estimate whether this is advantageous or disadvantageous.

METHODS OF TRAINING

LECTURES – A Method of Training It is one of the oldest methods of training. This method is used to create understanding of a topic or to influence behavior, attitudes through lecture. A lecture can be in  printed or oral form. Lecture is telling someone about something. Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic. . DISCUSSION TRAINING METHOD This method uses a lecturer to provide the learners with context that is supported, Elaborated, explains, or expanded on through interactions both among the trainees and between the trainer and the trainees. The interaction and the communication  between these two make it much more effective and powerful powerful than the lecture method. If the Discussion method is used with proper sequence i.e. lectures, followed  by discussion and questioning, can achieve higher level knowledge objectives, such as  problem solving and principle learning. COMPUTER-BASED TRAINING (CBT)

With the world-wide expansion of companies and changing technologies, the demands for knowledge and skilled skilled employees have increased more more than ever, which in turn, is putting pressure on HR department to provide training at lower costs. Many organizations are now implementing CBT as an alternative to classroom based training to accomplish those goals.

Some of the benefits of Computer-Based Training are:

. The growth of electronic technology has created alternative training delivery systems. CBT does not require face-to-face interaction with a human trainer. This method is so varied in its applications that it is difficult to describe in concise terms.

MENTORING

Mentoring is an ongoing relationship that is developed between a senior and junior  empl em ploy oyee ee.. Me Ment ntor orin ing g pr prov ovid ides es gu guid idan ance ce an and d cl clear ear un unde ders rsta tand ndin ing g of ho how w th thee organization goes to achieve its vision and mission to the junior employee

Some key points on Mentoring •

Mentoring focus on attitude development

•

Conducted for management-level employees

•

Mentoring is done by someone inside the company

•

It is one-to-one interaction

It helps in identifying weaknesses and focus on the area that needs improvement JOB ROTATION

Some of the major benefits of job rotation are: •

It provides the employees with opportunities to broaden the horizon of  knowledge, skills, and abilities by working in different departments, business units, functions, and countries

•

Identification of Knowledge, skills, and attitudes (KSAs) required

•

It determines the areas where improvement is required.

OFF THE JOB TRAINING – 

There are many management development techniques that an employee can take in off the job. The few popular methods are: 

SENSITIVITY TRAINING



TRANSACTIONAL ANALYSIS



STRAIGHT LECTURES/ LECTURES



SIMULATION EXERCISES

Training Evaluation The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensu en sures res th that at wh whet ethe herr can candi dida date tess are ab able le to im impl plem emen entt th thei eirr le lear arni ning ng in th thei eir  r  respective workplaces, or to the regular work routines.

Purposes of Training Evaluation The five main purposes of training evaluation are: Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training.

Cont rol: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly. management ement (higher authoritative authoritative employee) employee) uses Power games: At times, the top manag the evaluative data to manipulate it for their own benefits.

Intervention: It helps in determining determining that whether the actual outco outcomes mes are aligned with the expected outcomes..

Chapter 2: Literature Review The fundamental aim of training is to help the organization achieve its purpose by adding value to its key resource – the people it employs. Training means investing in the people to enable them to perform better and to empower them to make the best use of their their natura naturall abiliti abilities. es.Any Any trainin training g and develo developme pment nt progra programme mme must must contai contain n inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into distant future. In additi addition on to these, there is a need need to impart impart ethica ethicall orient orientati ation, on, emphasiz emphasizee on attitudinal changes and stress upon decision making and problem solving abilities.The stages in training and development process are going to be identified with a specific focu focuss on diff differe erent nt trai traini ning ng and and deve develo lopm pmen entt meth method odss and and cons consid idera erati tion on of its its advantages and disadvantages According to Casse and Banahan (2007), the different approaches to training and development need to be explored. It has come to their attention by their own preferred model model and throug through h experi experienc encee with with large large Organi Organizati zations ons.. The The curren currentt traditi traditiona onall trainin training g contin continuou uously sly facing facing the challen challenges ges in the select selection ion of the employ employees ees,, in maintaining the uncertainty related to the purpose and in introducing new tactics for  the environment of work and by recognizing this, they advising on all the the problems, which reiterates the requirement for flexible approach. According to Davenport (2006), mentioned in his recent studies that it’s easy to implement

strategy

with

the

internet

supported

software.

some of the Training theories can be effective immediately on the future of the skill and dev develo elopme pments nts.. The “co “conte ntent” nt” and the “ac “acces cess” s” are the actu actual al fact factors ors for the

 process. It is a representation itself by the Access on main aspect what is effective to the adopted practice in training development. As per the recent theories to access the knowledge is changing from substantial in the traditional to deliver the knowledge for  the virtual forms to use the new meaning of information with electronic learning use.

There is a survey confirmation for using classroom to deliver the training would drop dramatically,(Meister,2001). A manager is that what the other members of the organization wants them to be  because it is a very popular trend of development training for the managers in the training for the management (Andersson, 2008, Luo, 2002). Most of the managers seems to reject a managerial personality in support of the other truth for themselves (Costas and Fleming, 2009). finally, the literature on training and development use as a motivation and retenti retention on tool tool is going going to be review reviewed, ed, moreov moreover, er, trainin training g and developm development ent on international scale and its possible issues are going to be discussed. to sum up, a conclusion summarizing all findings is going to be drawn. .

Chapter 3: Research Methodology 3.1 Objectives 

To examine the effectiveness of training in overall development of  skills of workforce.



To examine the impact of training on the employee’s.



Reduce the learning time for employees starting in new jobs on appointment, transfers or promotion, and ensure that they become fully competent as quickly and economically as possible.



.

To measure the differential change in output due to training

3.2 RESEARCH DESIGN The type of research used is descriptive research. Marketing research is a

systematic and objective study of problems. Market research specifies the information required to address these issues; designs the method of collecting information; manages and implements the data collection process; analyses the results and communicates the finding and their implications

SAMPLE SIZE

For the study, a sample size of of 50 employee’s was taken.

TOOLS USED FOR DATA COLLECTION 

Primary data collected through questionnaires.



Secondary data collected through magazines, journals, websites.

Chapter 4: Data analysis and Interpretation Q 1. How many training programmes did you attend in last one year? RESPONSE

NO. OF

PERCENTAGE

RESPONDENTS

Less than 10 10-20 20-40 More than 40 SAMPLE SIZE - 50

24 16 6 4

48 32 12 8

Figure 1

The above chart indicates that 48% of employee’s employee’s have attended less than 10 training programmes programmes whereas 32 % of employee’s have attended 10-20 training programmes, it means in every month there was 1 training  programme attended in the organization organization in last one year. .

Q2.Your Organization considers training as a part of organizational Strategy. Do you agree with this statement? RESPONSE

Strongly agree Agree Partly agree Can’t say

NO.OF RESPONDENTS

23 14 10 3

Figure 2

PERCENTAGE

46 28 20 6

The above graph indicates that 74% of employee’s employee’s are agreed that training is a part of organizational strategy.

Q 3. To whom the training is given more in your organization? RESPONSE

NO. OF

PERCENTAGE

RESPONDENTS

Senior staff(Higher 

5

10

level managers) Junior staff(Middle

10

20

line managers) New staff Based on requirement

10 25

20 50

Figure 3

The above graph indicates that 50% of employees employees felt that training is given mostly on the the basis of requirement whereas, 20% of employees felt that it is given to junior and new staffs.

Q 4. What is the most important barrier to Training and Development Programme in your organization? RESPONSE

NO.OF RESPONDENTS

PERCENTAGE

Time Money Lack of interest by the

10 8 12

20 16 24

trainees  Non-availability of 

20

40

skilled trainer 

Figure 4

The above graph indicates that 40 % of employees felt that, most important barrier to Training and Development in the organization is  Non-availability of skilled trainers whereas, time and lack of interest by the trainees are also a barrier to T&D programme.

Q5. What mode of training method is normally used in your Organization? RESPONSE

NO.OF RESPONDENTS

PERCENTAGE

Job rotation External training Conference/discussion Programmed

7 13 10 18

14 26 20 36

instruction Others

2

4

Figure 5

The above graph indicates that 36% of employee’s felt that  programmed instruction is mostly used in the organization whereas, external training and conference/discussions are also used in the organization. It means that these 3 programmes are mostly used by the organization.

Q6. What type of training is being imparted for new recruitments in your organization? RESPONSE

NO.OF RESPONDENTS

Technical training Management training Presentation skill Induction training Others

15 9 10 12 4

PERCENTAGE

30 18 20 24 8

Figure 6

The above graph indicates that 30% of employees felt that technical training is the most important training which is being imparted for new recruitments in the organization ,it means that the organization is insisting more on technical training.

Q7. The time duration given for a training period is? RESPONSE

NO.OF

PERCENTAG

RESPONDE

E

NT

Sufficient To be

28 4

56 8

extended To be

12

24

6

12

shortened Manageable

Figure 7

The above pie chart shows that 56% of employees felt that time duration for a training programme is sufficient whereas 24% of  employee’s felt that ,it should be shortened.

Q8. Comment on the degree to which the training objective are met during the training sessions?

RESPONSE

NO.OF RESPONDENTS

PERCENTAGE

All the objectives are

30

60

met Some objectives are

7

14

met Met according to the

10

20

need  None of the objectives

3

6

are met

Figure 8

The above graph indicates that 60% of employees felt that all the objectives are met during training sessions. It means training sessions are running successfully in the organization.

Q9. Does the training programme help in your career advancement? RESPONSE

Strongly agree Agree

NO.OF RESPONDENT

23 19

PERCENTAGE

46 38

Neutral Disagree

6

12 2

4

Figure 9

The above graph shows that 84% of employee’s are agreed that training training  programmes helps in their career advancement.It means training  programmes are helpful in career advancement also.

Q10. How long will it take to implement the trained process? RESPONSE

Less than 1 month 1-2 month

NO. OF RESPONDENTS

20 15

PERCENTAGE

40 30

2-4 month More than 4 months

12 3

24 6

Figure 10

The above graph indicates that 40% of employees felt that the organization takes less than 1 month to implement the trained process.

Chapter 5: Findings of the study The findings of the study reveals that HCL has a wide range of training & development development   programmes which helps the employees to develop their skills and give the standard

  performance. HCL also gives rewards and promotions on a regular basis so,that the employee’s can achieve their personal goal as well as organizational goal. Some of the important training programmes are discussed below:

INDUCTION TRAINING

Joining a new company is always stressful. HCL believes that it is the job of of the company to minimize this stress and make it an enjo enjoya yabl blee expe experie rienc nce. e. To this this end end HCL HCL orga organi nize zess Induction Programmes at 2 different stages of an employee's Work Life HCL has a half day Induction on the first day of   joining to enable the new employees to get an overview of  HCL as a company, Structure and Lines of Business and to introduce them to other  new

joiners

and

make

them

feel

Welcome

into

the

organization.

HCL also organizes a 2 day offsite Induction programme a couple of months into an employee's career with HCL . This acts as a more informative induction programme for new joiners, and also as a refresher for existing staff. The programme covers an overview of HCL strategy and marketplace proposition and its Core Competencies. The 2 day programme is delivered is an opportunity to gain information, meet peers and HAVE SOME FUN!!! BUDDYING

The HCL AXON 'Buddy' System is designed to help new employees to have as smooth a transition into HCL AXON as possible by providing hands-on practical and emotional

support during their first 3 months on a project. It helps to provide the employees with a sense of belonging, make them comfortable with their Work Life and aims to encourage Team work and Loyalty. It gives consultants the opportunity to be directed to people who can help with basic needs as well as all Project related needs.

PERFORMANCE MANAGEMENT AND DEVELOPMENT

A key key part part of the the Perfo Perform rman ance ce Mana Manage geme ment nt and and Devel Develop opme ment nt proc proces esss is the the alloc allocati ation on of a Deve Develo lopm pmen entt Mana Manage gerr for for each each HCL HCL empl employ oyee. ee. HCL HCL offer offerss a Performance management system that is focused on developing each employee to his or her potentia potential, l, for the benefi benefitt of the individ individual ual,, client clientss and HCL as a whole. whole.

The development is the accountability of the individual, supported and assisted by the organization. The Performance Review process is the opportunity for consultants to get a feedback on their performance as well as give a feedback to their Project Managers on what they are enjoying and what they could do to contribute more or  what HCL could do to help support them in their endeavour to maximize potential PROMOTION AND BONUS

HCL has a grading system that is precise and defined. There is a clear visibility of  your Career path within the organization and the Development Managers assist you at every review to move towards promotion to the next Level. All roles have a clear  definition with regard to the Core Skills, HCL Understanding and Values to give a clear picture of how one's career is heading and the aspects considered for Promotion and Bonus. HCL AXON Academy

HCL AXON Academy is the name given to the structured Training and Development sessions available to all HCL AXON Employees across all Lines of Business, Group and Business Support. HCL AXON Academy events are a mixture of internally and externally conducted events. Employees are given an option to choose from a wide range of programmes which would enhance their Technical skills and also other  Managerial and Soft skills.

HCL COMNET

Being a people-centric organization, it makes imperative for HCL to develop  practices that help facilitate the culture of growth and development here. That's why their HR policy is built around EDGE (Employee Development Growth and Empowerment). EDGE is a program aimed towards making Comnet a "Learning

Organization", an organization where growth is measured not just by profits but also as the synergetic growth of each one of its employees. The concept of the learning organization has been developed with a 3-prong objective in mind, mind, of creatin creating g value, value, retain retaining ing value value and deliverin delivering g value value for the intern internal al customer, the external customer and the organization as a whole CATALYST PROGRAMS

Key Accoun Accountt Manage Managemen mentt Worksh Workshop opss (KAM) (KAM) are conduc conducted ted at regula regularr interv intervals als involving sales & marketing teams. The KAM training explores new approaches in developing and leading accounts and in customer sensitivity Assessment Centers have been designed to ensure high professional skill levels and to inculcate the desired behavior of employees. The assessment centers are carried out at all levels and functions within the organization. This also greatly helps us to align the employee’s development objectives to the organization 360° appraisals: appraisals: HCL has successfully successfully carried out 360° appraisals appraisals to help facilitate  personal and organizational growth. Mapped Career Career path: At HCL, the belief that career is a path and not a destinatio destination n is the philosophy behind chalking out the career path for each of our fellow employees. Be it a lateral move, or vertical growth, all decisions are taken keeping in mind the interest of the individual Awards: Performers in HCL get the annual awards for their contribution to Comnet's growth growth.. Award Award types types includ includee Value Value Creato Creators, rs, Benchm Benchmark ark,, Eureka Eureka and Pinnac Pinnacle le Award Induction: An extensive one-month induction program is conducted to bring any new recru recruit it up to pace pace with with the the cult cultur ure, e, work work ethi ethics cs and and tech tech envi enviro ronm nmen entt of the the organization

Long Service Award

The Long Service Award recognizes an employee’s contribution towards the company. It is an appreciation of the part played by the employee in the journey of  HCL. The Long Service Award is given to employees on completion of 5 years, 10

years, 15 years, 20 years, 25 years and 30 years of service with HCL. Employees are awarded with trophies and recognition letters from CEO and chairman.

The organization follows an effective training process and the training is mostly given to those employee’s who need it. But the most important barrier for the training  process is non-availability of skilled trainer. As the workload is much on employee’s therefore less attention is given to training sessions by the employee’s.

Chapter 6: Conclusion & Recommendation

6.1 Suggestion and recommendation 

To make the training and development process an entirely in house activity to reduce the cost.

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The maximum emphasis will be 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.

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The training objective will be in keeping with needs and abilities of the trainee and it will be the the major reason for success success of the training as whole...

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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.

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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.

6.2 Conclusion The study study conclu concludes des that, that, a solid solid employ employee-d ee-deve evelop lopmen mentt progra program m can mean mean the diffe differe renc ncee betw between een a succe success ssfu full comp compan any y and and one one that that stru strugg ggles les.. Inde Indeed ed,, the the compan company's y's chance chancess for growth growth are closel closely y aligne aligned d with with its commit commitmen mentt toward toward fostering employee development. More and more workers are looking for employers who can help them increase their knowledge and skills. It's no longer enough to offer  a conven conventio tional nal benefi benefits ts packag package. e. Compan Companies ies that that want want to attract attract -- and retain -valuable people on staff need to actively participate in their employees' growth and development. It's rewarding for employees to expand their knowledge base and take on new challenges, as it makes coming to work about more than just a paycheck.

Pairing newer, less experienced employees with more experienced employees is a great way for people to learn from one another. Mentors can serve as a sounding board for younger employees, and can provide job coaching, advice on caree careerr deve develo lopm pment ent,, and and intr introd oduc ucti tion onss to othe otherr prof profes essi sion onal alss in the the industry. industry. Mentors often help their charges to see the "bigger picture" when it comes to their working life. And, at the same time, mentors themselves can gain valuable insight from their protégés and become better managers. Investing in the employees' continuing education demonstrates that the company values its people and wants them to grow. Even after an individual  joins an organization and the "honeymoon" period has passed, companies should continue to provide training on an ongoing basis for any skills that may  be pertinent to the employee's job. Employees appreciate job security, but in order to grow professionally, people want and need new responsibilities. Giving the employees opportunities to grow grow with within in the the comp compan any y lets lets them them kno know that that they they valu valuee thei theirr past past contributions and have faith in their abilities to take on greater challenges. Let  people know when new positions are available in the company before opening up those jobs to outside applicants, and be sure to give first consideration to in-house candidates. Often, employees want to make suggestions about the way things are done but don't have a way to voice their ideas. Develop a method that makes it easier  for staffers to share their creative ideas or suggestions with top management.

BIBLIOGRAPHY

BOOKS-

Human resource management (C.B.Gupta) Human resource management (Stphens P. Robins) Employee’s training & developmemt (Neo Raymond A.)

INTERNET-

www.hcl.in www.wikipedia.org www.hclinfosystems.in www.hcltech.com www.hclcdc.in

ANNEXURE QUESTIONNAIRE

1) How many many training training programm programmes es did did you attend attend in a year? year?



Less than 10



10-20



20-40



More than 40

2) Your organization organization considers training as a part of of organizational organizational strategy. strategy. Do you agree with this statement?



Strongly agree



Agree



Partly agree



Can’t say

3) To whom whom the traini training ng is given given more more in your your organ organizat ization? ion?



Senior staff (Higher level managers)



Junior staff (Middle line managers)



New staff 



Based on requirement

4) What is the most important barrier to training and development

programme in your organization?



Time



Money



Lack of interest by the trainees



Non availability of skilled trainer

5) What mode mode of training training method method is normall normally y used in your your organizat organization? ion?



Job rotation



External training



Conference/Discussion



Programmed instruction



Others

6) What type type of training training is being being imparted imparted for for new recruitm recruitments ents in your your organization?



Technical training



Management training



Presentation Presentation skill



Induction training



Others

7) The time time durat duration ion given given for for a train training ing period period is?



Sufficient



To be extended



To be shortened



Manageable

8) Comment Comment on the degree degree to which which the trainin training g objective objective are are met during during the training sessions?



All the objectives are met



Some objectives are met



Met according to the need



None of the objectives are met

9) Does the the training training program programme me help in your caree careerr advanceme advancement? nt? 

Strongly agree



Agree



Neutral



Disagree

10) How long will it take to implement the trained process? 

Less than 1 month



1-2 months



2-4 months



More than 4 months

ANY SUGGESTIONS:

A) ……………………………………………………….. B)……………………………………………………….. C)………………………………………………………….

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