A Study of Training and Development of staff in JCB India Limited Talegaon, Pune
Project Report submitted in partial fulfilment of Two year MSW Course under University of Pune
ADITYA N MISHRA
KARVE INSTITUTE OF SOCIAL SERVICE, PUNE 2010 – 2012
ACKNOWLEDGEMENT
I am indebted and thankful to all the Staff employees who were my respondents for sharing their support, cooperation and time. A special thanks to MR. VIVEK DESHPANDE – AGM HR (JCB INDIA LTD) for granting me permission to do a research study on training and development program of JCB India ltd. And also for all help which he has provided throughout the research study by sharing his valuable knowledge, ideas, suggestions and time with me, which helped me a lot in successful completion of the study. I am very thankful to Professor – Mrs. Sharmila Shahdeo , as my research guide who supported , guided and facilitated my research work throughout the the two years of my MsW Course. I am also thankful to all my friends for providing all their support.
Place – PUNE
Date –
Signature
ACKNOWLEDGEMENT
I am indebted and thankful to all the Staff employees who were my respondents for sharing their support, cooperation and time. A special thanks to MR. VIVEK DESHPANDE – AGM HR (JCB INDIA LTD) for granting me permission to do a research study on training and development program of JCB India ltd. And also for all help which he has provided throughout the research study by sharing his valuable knowledge, ideas, suggestions and time with me, which helped me a lot in successful completion of the study. I am very thankful to Professor – Mrs. Sharmila Shahdeo , as my research guide who supported , guided and facilitated my research work throughout the the two years of my MsW Course. I am also thankful to all my friends for providing all their support.
Place – PUNE
Date –
Signature
CONTENTS 1. 2. 3. 4. 5. 6.
CERTIFICATE TITLE PAGE ACKNOWLEDGEMENT CONTENT LIST OF TABLES AND GRAPHS CHAPTER – 1 INTRODUCTION 7. CHAPTER – 2 METHODOLOGY 8. CHAPTER – 3 TABLES, GRAPHS AND ANALYSIS 9. CHAPTER – 4 10. FINDINGS AND CONCLUSIONS 11. BIBLIOGRAPHY AND WEBLOGRAPHY WEBLOGRAPHY 101 12. APPENDIX – TOOL
I II III IV V
LIST OF TABLES AND GRAPHS
TABLE & GRAPH NO. Table No 1 Table No 2 Table No 3 Table No 4 Table No 5 Table No 6 Table No 7 Table No 8 Table No 9 Table No 10 Table No 11 Table No 12 Table No 13 Table No 13.1 Table No 13.2 Table No 13.3 Table No 14 Table No 14.1 Table No 14.2 Table No 14.3 Table No 15 Table No 15.1 Table No 15.2 Table No 16 Table No 16.1 Table No 16.2 Table No 16.3 Table No 17 Table No 17.1 Table No 17.2 Table No 18 Table No 19
TITLE OF TABLE & GRAPH Loyalty Teamwork Urgency Communication Leadership Peoples Development Challenging Vision Integrity Improving Courage Health & Safety Team work with communication Active team member & effective communication Networking & Feedback
Table No 20
Method of Training effectiveness
Improving & peoples’ development Training linked with organization objective & ASK Training improves competencies & linked with KRA Creativity & Keenness to develop others. Leadership with courage Active translation of functional vision Responsible & does not follow crowd Improving & communication Training makes communication effective Training helps in achieving competencies & openness Right communication methods leads to creativity. Leadership and challenging Translation of vision Responsible for cause & analysis Training standard of organization is linked to Training shape employees Competencies
CHAPTER 1 INTRODUCTION CHAPTER
INTRODUCTION: - An organization either Business or Industrial Enterprises needs many factors for its growth, further development and for its very survival. The most important factors are Capital, Materials, Machineries and Human Resources as the success or failure of any organization depends on the effective combination of these factors. Managing all other factors is comparatively easier than managing Human Resources. The Human Resources are most important and need to be handled carefully. Since all the others factors are handled by the human resources, they have to be trained in an effective manner to utilize the resources at optimal level to get the desired output and thereby to reach the organization goals. The effective combination of all these factors results to way for success. 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 .” If manpower is properly utilized it causes the industry to run at its maximum optimization getting results and also work for as an climax for industrial and group satisfaction in the relation to the work formed. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. It is a learning sequence of programmed behaviour and the purpose of the training is to bring positive changes in employees ASK (Attitude, Skills, & Knowledge) which the need of an organization is.
The HR functioning is changing with time and with this change, the relationship between the training function and other management activity is also changing. The training and development activities are now equally important with that of other HR functions. Gone are the days, when training was considered to be futile, waste of time, resources, and money. Now-a-days, training is an investment because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. If training is not considered as a priority or not seen as a vital part in the organization, then it is difficult to accept that such a company has effectively carried out HRM. Training actually provides the opportunity to raise the profile development activities in the organization. For any o rganization to perpetuate itself, through growth, there is a basic need for developing its manpower resources. It is essential to help develop skills and also update knowledge, especially in rapidly changing society, employee training and development is not only an activity that is desirable but also one that an organization must commit its resources to, if it is to maintain a viable and knowledgeable workforce. The global economy of the day has endangered the survival of every organization. Today resources are scarce and have to be used carefully; hence identification of training needs becomes the top priority of every progressive organization. Identification of training needs, provides the basis on which all other training activities can be considered and will lead to multi skilling, fitting people to take extra responsibilities increasing all round competence and preparing people to take on higher level responsibility in future The global economy of the day has endangered the survival of every organization. Today resources are scarce and have to be used carefully; hence identification of training needs becomes the top priority of
every progressive organization. Identification of training needs, provides the basis on which all other training activities can be considered and will lead to multi skilling, fitting people to take extra responsibilities increasing all round competence and preparing people to take on higher level responsibility in future Training is a sub-system of the organization because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs). Employee Training is distinct from management or Executive Development. While the former refers, training is given to employees in areas of operations, techniques and allied areas, while the latter refers to developing an employee in areas of important techniques of the Management Administration, Organization and allied areas. Training means to continuously nurture the employees towards better performance in a systematic way. This can be either at the work spot or at the workshops. This is mainly to improve the technical skills of the employees. Development means bringing out the actual potentialities and thus willing to high motivation and commitment standards towards work. This will be generally with regard to improvement in the behavioural skills. Development & Training can be defined as training programs that aim at improving one's cognitive and behavioural skills in dealing with one self and others. It is intended to develop one's personal potential and is not immediately related to the technical aspects of one's job tasks
NEED FOR TRAINING: Training must be tailored to fit the organization’s strategy and structure. It is seen as pivotal in implementing organization-wide culture-change efforts, such as developing a commitment to customer service, adopting total quality management, or making a transition to self-directed work teams. Human Resource De velopment departments have moved from simply providing training on demand to solving organizational problems. Trainers see themselves as internal consultants or performance improvement specialists rather than just instructional designers or classroom presenters. Training is only one of the remedies that may be applied by the new breed of Human Resource Development practitioners. In an age of network organizations, alliances, and long-term relationships with just-in-time suppliers, leading companies are finding that they need to train people other than their own employees. Some organization offer quality training to their suppli ers to ensure the quality of critical inputs.
Why firms train their employees: There have been two main theoretical approaches as why firms train their employees, the human capital approach and the technology-based approach. The human capital approach regards training as investment in human capital. Training is provided only when the benefit from productivity gains is greater than the cost of training. The technology-based approach regards training as a skill formation process. According to this approach, the expanded training in the contemporary period is driven by the rapidly changing technologies and work reorganization.
Training and Human Resource Management The HR functioning is changing with time and with this change, the relationship between the training function and other management activity is also changing. The training and development activities are now equally important with that of other HR functions. Gone are the days, when training was considered to be futile, waste of time, resources, and money. Now-a-days, training is an investment because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. If training is not considered as a priority or not seen as a vital part in the organization, then it is difficult to accept that such a company has effectively carried out HRM. Training actually provides the opportunity to raise the profile development activities in the organization. To increase the commitment level of employees and growth in quality movement senior management team is now increasing the role of training. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education. Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of skill development and covers a multitude of courses. Role of HRD Professionals in Training: - This is the era of cut-throat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HR role now is: Active involvement in employee education. Rewards for improvement in performance Rewards to be associated with self esteem and self worth Providing pre-employment market oriented skill development e ducation and post employment support for advanced education and training. Flexible access i.e. anytime, anywhere training.
Training is an investment, not a cost: Training is often viewed as a cost and therefore something that should be kept to a minimum or even avoided. In times of recession and economic slowdown it is often one of the first overheads that get cut from the budget. However it should be viewed as an investment in both the short and longer terms as there are a number of key benefits of formally training yourself and your staff, some are more measurable than others. It is vital for the business today to have highly trained employees. The current environment faces fierce competition not only for the customers but also for the employees. Now the constant challenge for the managers is to hire and retain sufficient trained staffs. In preparing for the upturn and to be ready to seize the opportunities for more businesses as the economy recovers, businesses need to invest in staff training, even during the economic downturn. “Only meaningful economic resource is knowledge” - Peter Drucker
Today training is termed as an investment because it values the outcomes as an asset which will pay off the invested amount with large returns in the long run because training is a solution to the below mentioned problems:Absenteeism: the frequency of the employee not appearing on the job, which results to large operational problem. It occurs due to low morale, low motivation, level of stress, increase accidents and illness, management insensitivity and lack of response to the critical needs of employee. Turnover: The entire cycle of losing employees and the process of replacing them. Increase job satisfaction, involvement in corporate culture, decision making, jobs, and organizational stability all are the results of training to the employees, which is a continuous and gradual process. High degree of job satisfaction through increased training programs leads to higher retention rate. It means low turnover which is highly correlated to high guest returns a nd investor interest. Development of competency based curriculum. Benefits of training Material: more efficient use of materials. Equipment: more optimum use of the equipment Sources of benefits: waste reduction, less turnover, less absenteeism, check- in- time efficiency, guest comments, etc. Intangible benefits: The benefit of the training is in the good will that it generates in the community and the desire to avoid a crisis. Also it positively influences the attitude and behaviour of the employee. And at the end increase guest satisfaction, payback, value, and level of advancement. It is tool to systematically compare the financial picture of training. It compares the cost as the benefits derived from training. It is effective in evaluation of training and thus it provides accurate data to be included in training proposal. All these help in better panning of training session, and align it with the goals and objectives of the organization. What is the Cost of not training: It is the loss of profit and productivity that a company could have gained with better trained staff. Thus Training improves the self esteem of the employees which resulting in high morale on the workplace and they become more loyal to company. With the help of training you can equip your employees to handle complex situations and fulfil responsibilities competently as well as it also improves employee performance because most of the employees’ performance related problems occur when they don’t know how to perform their duties. Training also helps your employees to learn about the new software applications, new logistical methods and ways to improve efficiency as well as it also results in reduction of waste.
History: - Since the beginning of the twentieth century and especially after World War -II, training programs have become widespread among organizations in the United States, involving more and more employees and also expanding in content. In the 1910s, only a few large companies such as Westinghouse, General Electric and International Harvester had factory schools that focused on training technical skills for entry-level workers. By the 1990s, forty percent of the Fortune 500 firms have had a corporate university or learning centre. In 1960 – action learning and experimental approach came in UK, de veloped By Reg (Revans, 1965) and this was adopted by a large number of British and International companies as – action of learning. In 1992 - Argyris developed single and double loop learning model representing cyclic process where actions are adapted or changed. In 1998 – Bovin suggested learning organization as a concept of addressing the requirement for the future organization in the changing international environment. In recent decades, as the U.S. companies are confronted with technological changes, domestic social problems and global economic competition, training programs in organizations have received even more attention, touted (promoted) as almost a panacea ( a remedy for all ills) for organizational problem.
CHAPTER 2 METHODOLOGY This chapter deals with the method adopted to understand the training and development program of JCB India Pvt. Ltd. and impact of training and deve lopment program on the employees of JCB. It outlines the hypothesis, assumption, objective of the study, the design of the research and the methods implemented for sampling process. The methodology section is one of the most important scientific method of the research study. Thus this chapter will provide a comprehensive layout of the study. Statement of the problem: In the field of human resource management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. Training and development is also known as by different names like - employee development, human resource development, and learning and development. With the world-wide expansion of companies and changing technologies, Indian Organizations have realized the importance of corporate training. Training is considered as more of retention tool than a cost. Today, human resource is now a source of competitive advantage for all organizations. Therefore, the training system in Indian Industry has been changed to create a smarter workforce and yield the best results. With increase in competition, every company wants to optimize the utilization of its resources to yield the maximum possible results. Training is required in every field be it Sales, Marketing, Human Resource, Relationship building, Logistics, Production, Engineering, etc. It is now a business effective tool and is linked with the business outcome. With increase in awareness of corporate training in Indian Industry, a gradual shift from general to specific approach has been realized. According to NASSCOM (National Association of Software and Services Companies), the IT corporate training market is expected to reach Rs 600 crore in 2010 from Rs 210 Crore in 2006.
In Indian market, 50% of the training company’s revenue comes from the retail training and
rest from other segments. On the other hand, in many organizations training is regarded as non-essential or a need based activity. Some organizations start a training department in order to look modern. In fact, some organizations are headed by unwant ed employees rather than employees of outstanding merit. While some organizations do not have a separate budget to hire highly qualified trainers for training and development. Era of vocational training started during industrial revolution, which took place in Britain in 18th century. The apprentice‘s working n different factories use to get vocational training in the
form of direct instructions in the operation of machines. Thereafter especially when use of computers, automatic machines increased and because of rapidly changing techniques the need of training is recognized as one of the most important organizational activities. Training is a process that tries to improve skills or add to the existing level of knowledge so that the employee is better equipped to do his present job or to mould him to be fit for a higher job involving higher responsibilities. It bridges the gap between what the employee has & what the job demands. Since training involves time, effort & money by an organization, so an organization should to be very careful while designing a training program. The objectives & need for training should be clearly identified & the method or type of training should be chosen according to the needs & objectives established. Once this is done accurately, an organization should take a feedback on the training program from the trainees in the form of a structured questionnaire so as to know whether the amount & time invested on training has turned into an investment or it was a total expenditure for an organization. Training often is considered for new employees only; this is mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results. Training and development is a routine based, non -stop practice, which in a growing business organization must conduct to achieve their production target..
Development of the employee comes handy with training activities, making them much more capable in outperforming various activities with high professions and accuracy by using advance technical/mechanical tools and equipments. Training and development is always an important aspect for the growth of a company and the individual employees due to daily changing business e nvironment and manufacturing process, technological advancement and rapid Industrialization and globalization. .Now a day’s many organizations is conducting training programs to improve the productivity of employees. The quality of employees and their development through training and education are major factors in determining long term profitability of a business. Training is a continuous or never ending process. Even the existing employees need to be trained to refresh them & enable them to keep up with the new methods & techniques of work. This type of training is known as Refresher Training & the training given to new employees is known as Induction Training. This is basically given to new employees to help them get acquainted with the work environment & fellow colleagues. It is a very short informative training just after recruitment to introduce or orient the employee with the organization's rules, procedures & policies. Nowadays HR functioning is changing with time and with this change, the relationship between the training function and other management activity is also changing. Gone are he days, when training was considered to be futile, waste of time, resources, and money. Now-a-days, training is an investment because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. Training actually provides the opportunity to raise the profile development activities in the organization. o increase the commitment level of employees and growth in quality movement senior management team is now increasing the role of training. Training is now the important ool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. As a result training is given in a planned effort by a company to acilitate employees’ learning of job related competencies.
Training is a learning experience. Employee training is the important sub-system of human resource development. Training involves the change & it is one of the fundamental operative functions for human resource management Training refers to organization's efforts to improve an ind ividual’s ability to perform a job or organizational role. Training is an act of increasing the knowledge and skill of an employee for doing a particular job. Thus training is the organized procedure by which people learn knowledge and/or skill for definite purpose. Training and personal development is an important method for a business to improve the performance of employees. Thus it is a well known fact that training enhances SKA and ultimately worker performance and productivity in organizations. When the candidates are recruited from outside or selected, promoted from inside, it is expected that they must perform their jobs with maximum efficiency and competence. Therefore after sele cting the candidates, the next logical step is to train them for better performance
Training is required to be given to employees to keep them updated effective and efficient. At present, it is observed that all organizations, of whatever types they may be, need to have well trained experienced and skilled people to perform various activities. If current job occupants meet this requirement, in that case, training is not important but if it is not the case, it is very essential to raise the skill levels, increase the versatility and adaptability of the job occupants by giving them necessary and appropriate training. Training is given in the industries because it:
Introduce new employees to the business (this is known as “induction training”) – see below Help provide the skills the business needs (in particular making the workforce more flexible or being trained on new higher technology machinery) Provide employees with better knowledge about the business and the market it operates in Provide support for jobs that are complex and for which the required skills and knowledge are often changing (e.g. a firm of lawyers training staff about new legislation) Support the introduction of new working methods, such as a firm introducing new lean production techniques Reduce the need for supervision and therefore free up valuable manager timeHelp achieve a good health and safety record Help improve quality of a product or service and lower customer complaints Increase employee motivation and loyalty to the business
Review of Literature: Training is a process whereby an individual acquires job-related skills and knowledge. It is a cost to firms to pay for the training and also to suffer the loss of working hours whilst an employee is being trained. THE TRAINING PROCESS: ASSESSMENT PHASE Assess training need of different group of employee Define objectives PLANING TRAINING Design training program Define Methods and content of program Trainer and training venue and conduct of training EVALUATION: Evaluation of training program Check whether objectives are achieved. SELECTION OF TRAINEES Trainees should be selected on the basis of self -nomination, recommendations of supervisors or by the HR department itself. SELECTION OF TRAINERS Training and development program may be conducted by several people, including following: Immediate supervisors, Co-worker,
Members of the personnel staff, Socialists in other parts of the company, Outside consultants, Industry associations, Faculty members at universities
Training Objectives: The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives:
To raise the productivity: Increased human performance often directly leads to increased operational productivity and increased company profit. To improve quality in work: Improvement in quality may be in relation to company‘s product / service. To improve health and safety: Proper training can help prevent industrial accidents. Outdated prevention: Training and development programs foster the initiative and creativity of employees and help to prevent manpower obsolescence, which may be due to age, temperament or motivation or the inability of a person to adapt him to technological changes.
To improve organization climate: An endless chain of positive reactions results from a well-planned training program. Production and product quality may improve, financial incentives may then be increased, and less supervisory pressure may result.
Personal growth: Management development program seem to give participants a wider awareness, an enlarged skill, and enlightened altruistic philosophy, and make enhanced personal growth.
To prepare the employees
To prevent obsolescence
To impart skills / basic know-how
To assist employees to function more effectively
To prepare for high level task
To build up a second line of officers
To provide opportunities for an interchange of experience
To develop potential
To ensure efficient working
To ensure economical output of required quality
DEVELOPMENTAL OBJECTIVES OF TRAINING:
Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by bringing Individual effectiveness.
Functional Objectives – maintain the department’s contribution at a level suitable to the Organization’s needs.
Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society
Importance of Training and Development
Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.
Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical
and behavioural skills in an organization. It also helps the employees in attaining personal growth.
Development of skills of employees – Training and Development helps in increasing the job knowledge and skills of employees at each leve l. It helps to expand the horizons of human intellect and all over personality of the employees.
Productivity – Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal.
Team spirit – 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.
Organization Climate – Training and Development helps building the positive perception and feeling about the organization. The employees get these feeli ngs from leaders, subordinates and peers.
Quality – Training and Development helps in improving upon the quality of work and work- life.
Healthy work-environment – Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individuals’ goals aligns with organizational goal.
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 attitude 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 developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display
TRAINING METHODS: On-the-job training: Almost every employee, from the clerk to company president gets some ―on -the-job training when he joins a firm. Under this method, an employee is placed in a new job and is told how it may be performed. It is primarily concerned with developing is an employee skills and habits consistent with the existing practices of an organization, and with orienting him to his immediate problems. Vestibule training (training-centre training): Vestibule training method attempts to duplicate on-the-job situation in a company classroom. It is a classroom training which is often imparted with the help of equipment and machines which are identical with those in use in the place of work. This method enables the trainee to concentrate on learning the new skill rather than on performing an actual job. Theoretical training is given in the classroom while the practical work is conducted on the production line. It is a very efficient technique of training semi skilled personnel e.g. clerk, machine operation , testers,typists etc. Training is in the form of lectures, conferences, case studies, role-playing and discussion. Demonstrations and examples: In the demonstration techniques, the trainer describes and displays. When he teaches an employee how to do something by actually performing activities himself and by going through a step-by-explanation of ―why and ―what he is doing. Demonstrations are effective techniques in teaching as it is easier to show a person how to do a job then to tell him or ask him to gather instruction from the reading material. Demonstrations are often used in combination with lectures, pictures, text materials, discussions etc. Simulation: Simulation is a technique which duplicates the actual condition encountered on a job. Trainees‘interest and employees‘ motivation are high in simulation exercises because he actions of a trainee closely duplicate the ―real job‖ conditions. This method is essential in cases in which actual on-the-job practice might result in a serious injury, a costly error. This technique is a very expensive one. Apprenticeship: Apprenticeship training is the oldest and most commonly used methods. It is training in crafts, trades and in technical areas. A major part of training time is spent on the-job production work Classroom training: a) Lectures: Simplest way of imparting knowledge to trainees is by le cture. Concepts or principles, attitude, method can be useful when large group are to be taught. The lecture method can be useful when large groups are to be trained within a short time, thus reducing the cost per trainee. b) The Conference Method: In this technique, the participating individuals confer to discuss points of common interest to each other. Conference is a formal meeting, conducted according to organized plan. c) Seminar or team discussion: There are different methods of conducting seminar. It may be based on paper prepared by one or more trainees on the subject in consulting with the person in charge of the seminar.
d) Case studies: The person in charge of training make out a case provides necessary explanations, initiates the discussion going. When the trainees are given cases to analyze. They are asked to identify the problem and recommend tentative solutions. e) Role Playing: in role playing, trainees act out a given role as they would in a stage play. It basically involves employee-employer relationships hiring, firing, interviews disciplining etc. f) Programmed instruction method: A programmed instruction involves breaking information down into meaningful units and then arranging these in a proper way to form a logical and sequential learning program or package. g) T-group training: This comprises of Audio-visual aids and planned reading program. Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or customer.
TRAINING METHODOLOGY: Pre Training
Training Period
A pre-training questionnaire to be handed over to the participants approx. 10 days in advance.
Pre-training questionnaire to be discussed.
Pre Training
Actual Training to be commenced.
Post-Training Feedback Collection towards the end of the program. Implementation of the program Learning’s to be analyzed after 2 months.
Training Period
Post-Training
The training needs are identified by using the following means. Training is a continuous ongoing approach. For the identification following means are there in the organization:
Competency Mapping/ Skill gap analysis: Training need is identified through competency mapping & skill gap analysis. On the basis of the rating where the employee is lacking or making low score training is to be arranged.
Performance Management Program:The training needs are also identified on the basis of the Performance Review of the Employees. Based on it the employee who has low score in specific areas is identified by line manager and the training is given.
Forums: Meeting held by the management, other discussion forums etc. Project needs a particular training then it can be conveyed to HR Trainer.
Employee Evaluations: If the periodical evaluation employee shows that he needs to be trained for particular topic.
After the training needs are identified the data is consolidated and is validated from the respective Team leader. The trainer for each program is identified. If the trainer is external trainer (not a HUL employee ) then the following additional steps are undertaken:
Based on the topic mentioned in the calendar and the need of a trainer the trainer profile and its experiences are verified.
Based on it the best trainer is appointed and finalized.
The relevant details of the training program are communicated to the trainer. The details contain a brief profile of the participants, the level of the e mployee who will attend that particular training program.
Material which is required for such training programs either given to the trainer or he himself prepares it. If the training material is prepared by the trainer then this material is verified by
A questionnaire is also prepared by the trainer.
The cost associated with such training is identified and relevant provisions regarding the same are made.
Preparing the Calendar: The calendar is prepared on quarterly basis as well as monthly. In the Calendar the topic, date, faculty, total participants, duration and total hours are mentioned. Based on this calendared appraised summary is prepared where a relevant data is described related to training
Design the training program:
Training is divided in two parts :- Classroom training and On-the job training. Classroom training:- It is a verbal lecture presentation by an instructor to a large audience. For the classroom training we require audio-visual, so that it is easy to understand. Here also we plan, conduct, evaluate. On-Job training: In this method, usually employees are put on different jobs turn by turn where they learn all sorts of jobs of various departments. The objective is to give a comprehensive awareness about the jobs of different departments. The training programs like Hand-in Machine, Forklift etc are conducted. Here also the training requires planning, conducting and evaluating.
Develop evaluation criteria: Employees are evaluated by conducting test and practical check and they are rated for that. To test the employee a questionnaire is prepared. Pre-test is conducted before the training starts and at the end post questionnaire is prepared.
Evaluation outcome against criteria: After conducting the test evaluation is done. if the performance of the employee meet the expectations of trainer/evaluator, he processed or he eligible for next step. IF not then he has to face the training program again.
OBJECTIVE OF THE STUDY:
To study the impact of training and development on staff employees and on the organization.
To study the theoretical as well as practical aspects of training and development process within the industry.
To study the training activates conducted by the Human Resource department.
To know the perception of employees regarding training methods and programs.
To explore how training assist the employees to acquire knowledge, skill, & attitude.(ASK)
To study about competency mapping and Performance Management system
Scope of the study: In Human Resource Department “Employee Training” has vast scope training is needed for having improvement and better request. In organization if employees are selected then they are given training. Training not only increases their knowledge but also improves their working skill. In company if any new machine is been improved then for operating it the employee required training and a entire job training program is conducted by machinery manufacturing company. For employee health and safety training is also given how to work safely in organization & what type preventive measure can be taken at the time of work. Some medical health-training program are also being conducted, Aerobic training program are also conducted in organization. The study was useful for the researcher in understanding the in depth process of training in Industry. From this study the industry will get an actual understanding of the impact of training on the employees and on the organization and also the perception of the employees about the training program and process.
HYPOTHESIS:
Training leads to development of workers and organization.
Regular the training programs in an organization higher the productivity of the organization.
Regular training program increases the knowledge, skill and attitude of the employees.
RESEARCH QUESTIONS:
Is there any relation between Training and development?
How does training leads to development of workers?
Is there any relation between training and employees efficiency?
How do training influences the productivity of an organization?
Is the performance management system, only system through which training needs can be identify
Key Variables: Independent Variable Age Sex Training
Dependent Variable Productivity Effectiveness of employees ASK – Attitude Knowledge & Skill
Assumption underlying the study:Training is for development of employees ASK – Attitude, Knowledge & Skill Training increases the productivity of the organization.
RESEARCH METHODOLOGY: RESEARCH DESIGN: The researcher used descriptive research design. The study is empirical in nature and involves fact finding, as a result it was designed to be descriptive. The study design applied was descriptive because the researcher attempt to understand the relationship the training leads to development of the employees. Thus through this study the researcher wants to find the impact of training and development. Since being a descriptive design in nature, the study highlights on the assumption that training is for development of employees ASK – Attitude, Knowledge & Skills and because human as a resource is the biggest assets of an organization and development of the human
resource will leads to development of an organization. Also through this study the researcher attempts to study the JCB competencies, and Performance management system which is the pillar for training and development of the employees of JCB India Pvt. Ltd. Thus the descriptive design is a study which portrays the characteristics of a group of Individuals / Situations.
Research Method: The Researcher had used Survey method wherein the researcher contacted the respondent personally with approved structured questionnaire with the help of Company Human Resource Department. The researcher used survey method because the researcher attempted to systematically understand the training and development process of JCB and the impact of training on staff employees of JCB. The questionnaire is based on the objective of the study.
Sample Design: Universe: The universe of the study was the staff employees presently working in JCB India Pvt. Ltd. The study consisted of the respondents at the designation of assistant and deputy manager who had undergone training in JCB from 1 to 5 years.
Sample Size: The study sample size was 60 respondents who are currently working in JCB India Pvt. Ltd. as an assistant and deputy managers.
Methods and techniques to draw sample: In this study the researcher had used simple Random sampling method. The sampling used was probability sampling. The researcher had used this method because the researcher was aware about the size of the universe. Probability sampling is a method which gives each element of the universe equal chances of being included in the sample. In this sampling method 60 respondents were used from JCB India Pvt. Ltd. which was selected by lottery method.
Tools for data collection: The researcher gad used a structured questionnaire as a research instrument tool which consisted of closed ended question, open ended questions and multiple choice questions in order to get data. Thus questionnaire was the data collection instrument used by the researcher in the study.
Limitations of the Study: The study is purely confined to JCB India Pvt. Ltd. and based on facts and data provided by the company. Busy Schedules of managers was a hurdle for getting their appointment for the data collection.
Sources of Data: Researcher had used both Primary and secondary source of data for the study. A) Primary Data:The primary data are those, which are collective fresh & for the first time and this happen to be original in character. Primary data is gathered for a specific research project. Primary data are collected by:
Questionnaire: It is a set of definite questions formed to collect the required facts or opinions from others. While preparing questionnaire the attention was given at the objective.
B) Secondary Data The secondary data are those which have already been collected by someone else & which have been already trough the statistical process & useful to present study. Secondary data was collected through:
JCB Training Material
Skill matrix & Competency Guide of the company
Old research on training and development
CHAPTER 3 - DATA ANALYSIS CHAPTER This chapter mainly deals with the analysis of the data collected from the respondents of JCB India Pvt. Ltd. in the forms fo rms of tables and graphs. The data analysis is based on the rating Scale and JCB Company Indicators of training competency explained below in tabular form. The JCB Training competencies had formed the base of the study regarding training and development of JCB staff employees. The researcher had design the following rating scale based on the JCB Company Indicators: In this research study the researcher had studied the JCB Competencies, Performance Management System and JCB people standard – all this had formed the base for the designing and analysis of the tables and graphs of the study related to the training and development of the staff employees of JCB. Sr. No.
Rating Scale Design
Rating
Training Competency score
1
Strongly Agree
5
100 % & above
2
Agree
4
90 % – 100 %
3
Undecided
3
80% – 90 %
4
Disagree
2
70% – 80 %
5
Strongly Disagree
1
Less than 70 %
Thus based on the above rating Scale and parameters the researcher had done the analysis of the graphs and tables of the research study.
TABLE No: 1 – LOYALTY
LOYALTY Awareness Positively of the promoting customer & JCB & its its needs. brands
Opinion of the respondents
Awareness of the company values
Vision of long term partnership
Ensure that quality meets the customer needs
Total
Strongly Agree
40
37
52
40
42
42.2
Agree
60
63
48
60
55
57.2
3
0.6
Undecided
GRAPH No: 1 70
LOYALTY 63 60
60
60
57.2
55 52 48
50 40 40
42.2
42
40 37
30
20
10 3 0.6 0 Awareness of the Awareness of the Positively Long ong Term Term visi vision on Ensu Ensure re the the company values customer & its promoting JCB & quality meets the needs. its brands customer needs Strongly Agree
Agree
Total
Undecided
Inferences: The above graph reflects the value Loyalty as an area of competence as per the company indicators:-
Regarding awareness of the company value 40 % of the respondents strongly agree that they are having a competence rating of 100 %, while 60 % of the respondents agree that they are having a competence rating in between 90 – 100 % as per the company indicators.
Regarding awareness of the customer needs 63 % of the respondents agree that they are having a competence rating 0f 90 – 100 %, while 37 % of the respondents strongly agree that they are 100 % aware about the customer needs. Talking about positively promoting JCB as a brand – 52 % of the respondent strongly agree that they are positively promoting JCB as a brand, while 48 % of the respondent agree that they are positively promoting JCB as a brand.60 % of the respondents agree that they are having a long term vision to be with the company and its employees, while 40% of the respondents strongly agree that they are 100% willing to have a long term vision to be b e with the company and its employees. Similarly 55% of the respondents agree that they ensure that quality meet customer needs, while 45% of the respondents strongly agree that they 100% ensure that quality meets the customer needs.
Thus the above group depicts that there is very little difference be tween “strongly agree and agree category” of the respo ndents. This shows that majorly
the respondents are having loyalty competency ranging from 90 to 100% and above.
TABLE NO: 2 – TEAMWORK
Strongly Agree Agree Undecided
TEAMWORK Active Team member & involved in team Good at building activities Network 43 43 57 55 2
Openness to share views/ ideas 50 48 2
Total 45 53 1
GRAPH No: 2
60
57
55
53 50
50 43
48 45
43
40
30
20
10 2
2
1
0 Active Team member & Good at building Network Openness to share views/ involved in team activities ideas Strongly Agree
Agree
Total
Undecided
Inferences: The above graph reflects the value Team work as an area of competence as per the company indicators:The above graph reveals that 43% of the respondents strongly agree and 57% of the respondents agree that they are active team member who involve themselves in team activities. Similarly 43% of the Respondents strongly agree and 55 % of the respondents agree that they Builds and develop network and relation at all levels.
Again in the above graph 50 % of the respondent strongly agree that they are open to share views and ideas, while 48 % of the respondents agree that they are open to share their views and ideas. Thus by the above charts in total – it reflects that 53 % of the respondent agree that they are having team work as a competency on the scale of 90 – 100 % , while 45 % of the respondent strongly agree that they are having 100 % of competence of teamwork. Also the above graph reflects that there is very little difference between the strongly agree and agree category of teamwork as a competence. Thus this reflects that all the respondents are active team member, who builds and develop network and relation at all levels and are always open to share their views and ideas and involve themselves in team activities and there rating ranges from 90 – 100 %, as per company indicators.
TABLE NO: 3 – URGENCY
Opinion of the respondents Strongly Agree Agree
Use ASK to meet Ind. & Org. Obj. 28 72
Approach is adaptable & flexible 45 55
Spends time & support for others 40 60
Total 38 62
GRAPH NO - 3 80 72 70 62
60 60 55 50 45 40 40
30
38
28
20
10
0 Use ASK to meet Ind. & Org. Obj.
Approach is adaptable & Spends time & support for flexible others Strongly Agree
Total
Agree
Inferences: The above graph reflects the value urgency as an area of competence as per the company indicators: The above graph reflects that 72 % of the respondents agree that they use knowledge, skill and attitude (ASK) to meet the individual and organizational objectives, while only 28 % of
the respondents strongly agree to this. Similarly 55 % of the respondents agree that their approach towards the work is flexible and adaptable, while 45 % of the respondents strongly agree that approach towards work is adaptable and flexible. Also 68 % of the respondents agree that they spend their time and efforts to support others in order to meet their objectives on time, while 40 % of the respondent strongly agree that they 100 % spend their time and efforts to support others in order to meet the objectives on time. Thus in total the above graph depicts that 62 % of the re spondents are having Urgency as competency in the range of 90 – 100 %, while 38 % of the respondent strongly agree that on the urgency indicator they are 100 % and above. In this graph the agree category of the respondents is higher than the strongly agree category and the main aim of the Hr department is to reduce the difference between the two categories and to give training to the respondents so that all the respondents should come into the strongly agree category.
TABLE NO – 4: COMMUNICATION
COMMUNICATION
Opinion of the respondents Strongly Agree Agree Undecided
Communicate effectively as per the roles & requirements 42 57 1
Use right communication method to get the message across 32 68
Open for feedback in a positive way 43 55 2
Total 39 60 1
GRAPH NO - 4 80 68
70
60 60
57
55
50 43
42
39
40 32 30
20
10 2
1
1
0 Communicate effectively as per the roles & requirements
Open for feedback in a positive way
Strongly Agree
use right communication method to get the message across Agree
Total
Undecided
Inferences: The above graph reflects the value Communication as an area of competence as per the company indicators:-
The above graph reveals that 57 % of the respondents agree that they communicate effectively within the organization as per the roles and requirements, while 42 % of the respondents strongly agree to this. Regarding opinion of the respondents about openness to give and take feedback in a positive way – 55 % of the respondent agree to this that they are open and to give and take feedback in appositive way and 43 % of the respondents strongly agree to the same. Similarly 68 % of the respondent agree that they uses right method to get the message are in strongly agree category and 49 % of the respondent are in agree category across and checks understanding, while 32 % of the respondent strongly agree that they uses right method of communication to get the message across and checks understanding. Thus the above graph reflects that – out of the total respondent – 60 n5 of the respondent are on the agree indicator of the company, while 39 % of the respondent are on the strongly agree indicator of the company.
TABLE NO – 5: LEADERSHIP
Strongly Agree Agree Undecided
Leadership Actively translates functional Responsible for own tasks & vision into dept plans actions 37 62 63 37 1
Total 49 50 1
GRAPH NO - 5
70
63
62
60 49
50
50
40
37
37
30
20
10 1
1
0 Actively translates functional vision into dept plans
Responsible for own tasks & actions
Strongly Agree
Agree
Total
Undecided
Inferences: From the above graph it is clear that – 62 % of the respondent agree that they actively translate functional vision into departmental plans, while 36 % of the respondents strongly agree that they translates functional vision into departmental plans . Similarly 63 % of the respondents agree that they are responsible for their o wn tasks and actions, while 37 % of the respondents strongly agree to the same. Thus the above graph reveals that out of the total respondents – 50 % of the respondents falls in strongly agree category and 49 % of the respondent falls in agree category of leadership indicator of the company.
TABLE NO – 6: PEOPLES DEVELOPMENT PEOPLES DEVELOPMENT
Strongly Agree Agree Undecided
Able to link individual objective with organization objective 47 53
Keen to develop self & others 65 35
Individual, team & organizational objectives are linked with KRA & JD 40 58 2
Total 51 49 1
GRAPH NO - 6
65
70
58 60 50
53
51
47
49
40 40
35
30 20 10 2
1
0 Able to link individual objective with organization objective
Keen to develop self & others
Strongly Agree
Individual, team & organizational objectivesa are linked with KRA & JD Agree
Total
Undecided
Inferences: The above graph reflects the importance of “Peoples ‘Development “as an area of the competence as per the company indicators. The above graph depicts that 43 % of the respondents strongly agree that they are able to link up the individual objectives as per the departmental objectives.
Opinions of the respondent regarding their keenness to develop self and oth ers – 65 % of the respondents strongly agree that they are keen to develop self and other employees, while 35 % of the respondents agree that they are keen to develop self and others. Similarly 58 % of the respondents agree and 40 % of the respondents stro ngly agree that individual, team and departmental objectives are linked through KRA (Key Result Area) and Job description (JD) Thus in the above graph the total difference between strongly agree and agree category is very less. This shows that almost all the respondents on the peoples development indicator ranges from 90- 100 % and above.
TABLE NO – 7: CHALLENGING
Strongly Agree Agree Undecided
CHALLENGING Able to do root cause analysis of problems identified Able to identify problems 37 25 63 73 2
Total 31 68 1
Graph No – 7
Able to do root cause analysis
63 37
2 Able to identify problems
73 25
1 Total
68 31 0
10 Undecided
20 Agree
30
40
50
60
70
80
Strongly Agree
Inferences: The above graph explains importance of “Challenge “as a competency as per the company indicators: It reflects that 63 % of the respondents agree that they are able to identify problems and concerns at work area, while 73 % of the respondents are able to do root cause analysis of the identified problems/concerns. Thus from the above graph it is clear that out of the total respondent 68 % of the respondents agree that they have “ Challenging “ as a competence
in them ranges from 90 – 100 % , while remaining 28 % of the respondents strongly agree that they have challenges as a competence as per company rating / indicator.
TABLE NO – 8: VISION
Strongly Agree Agree Undecided
Know their vision & attempts for it 48 48 4
VISION No excuses for non Able to forecast achievement problems 32 17 67 82 1 1
Able to plan & organize 27 70 3
Total 31 67 2
GRAPH NO - 8 90 82 80 70 70
67
67
60
50
48
48
40 32
31
30
27
20
17
10 4 1
3
1
2
0 Know their vision & No excuses for non attempts for it achievement
able to forecast problems
Strongly Agree
Agree
able to plan & organize
Total
Undecided
Inferences: The above graph depicts the importance of “Vision “as an area of competence – as per the company indicators:-
The graph explains that 48 % of the respondents are both strongly agree and agree that they know where they need to be and always attempt to reach at that place. The respondents’ opinion about whether they give excuses for their non achievement was that 68% of the respondents’ falls in agree category that they never offer excuses for non achievement,
while remaining 32% of the respondents strongly agrees that they never offer excuses for their non achievement. Similarly 82 % of the respondents agree that they are able to identify potential problems before they arise and resolve them, while the other 22 % of the respondents strongly agrees to this. Respondents opinion about the ability to plan and organize as per the future picture and current objectives was that 70 % of the respondents have ability to plan and organizer as per the f uture picture and current objectives and requirements, while only 30 % of the respondents strongly agree to this. Thus this graph clearly depicts that out of the total respondents 67 % of the respondents agree, while 37 % of the respondents strongly agree that they have vision as an area of the competency as per the company indicator.
TABLE NO – 9: INTEGRITY INTEGRITY Even handed approach while working
Trusted by colleagues
Treat others with respect & dignity
Open & honest communication
Total
Strongly Agree
43
62
63
40
52
Agree
57
38
37
60
48
GRAPH NO - 9
70 63
62
60
57
60
52 48
50 43 38
40
40 37
30
20
10
0 Even handed approach while working
Open & honest communication
Trusted by colleagues
Strongly Agree
Treat others with respect & dignity
Total
Agree
Inferences: The above graph reflects the Value “Integrity “as an area of competence as per the company indicators:-
It reflects that 57 % of the respondents agree and 43 % of the strongly agree that they have even handed approach while working within the organization and outside the company. Again out of the total respondent 62% of the respondent strongly agree that they do open and honest communication both at organization and personal level, while 38 % agree to this. Similarly 63 % of the respondent strongly agree and 37 % of this that they a re trusted by their colleagues. 40 %of the respondents’ strongly agree that they treat others with respect and dignity, while 60 % of the respondents agree that they treat other with respect and dignity. Thus on an average , out of the total respondent 52 % of the respondent falls in the strongly agree category , when rated on the competency of integrity, while remaining 42 % falls in agree category.
TABLE NO – 10: IMPROVING
Strongly Agree Agree Undecided
IMPROVING Training & Training helps employees in development improves achieving their employees ASK competencies 40 53 58 47 2
Creativity 30 63 7
Total 41 56 3
GRAPH NO - 10
120
100
2
80
3
7
47 58
56 63
60
40
53 20
41
40 30
0 Training & development Training helps in improves employees ASK achieving competencies Strongly Agree
Agree
Crativity
Total
Undecided
Inferences: The above graph depicts that training and development program of the company brings positive changes in the respondents:
This is clear from the graph data that 58% of the respondents agree, while 40% of the respondents strongly agree that the training and development programs of the company have improved their Knowledge, skills and attitude (ASK). Similarly 53% of the respondents Agree and 47% of them strongly agree by indicating that training helps them in achievement of their competencies. Opinion about whether the respondents have given ant creative/ innovative idea/ solutions that are viable and cost effective was that – 60% of the respondents strongly agree to this fact, while 30% agree to the same, while 3 % said it is undecided.
TABLE NO 11 – COURAGE
COURAGE Clear values held & ability Does not always go with the to express crowd Total 48 23 36 52 72 62 5 2
Strongly Agree Agree Undecided
GRAPH NO- 11
80
72
70
62
60
52 48
50 36
40 30
23
20 5
10
2
0 Clear values to express
Does not always go with the crowd Strongly Agree
Agree
Total
Undecided
Inferences: The above graph reflects the value ‘’ courage” as an area of competence as per the company indicators:The above graph explains that 52% of the respondents Agree while 48% strongly agree that they held clear values and are able to express themselves. Similarly 72% of the respondents agree that they do not always go with the crowd and 235 of the respondents strongly agree to this fact. Thus the graph reflects that there is a large difference between the strongly agree and agree Indicator of the company.
TABLE NO – 13: HEALTH & SAFETY HEALTH & SAFETY Awareness of company Training & Follow Report development & EHS company Incidents and policy practices concerns Strongly Agree Agree Undecided
33 67
57 43
Encourages colleagues for health & safety
Total
27 72 1
35 62 3
23 65 12
GRAPH NO -13
Chart Title Strongly Agree
Agree
Undecided
67
72 65 57
62
43 33 35 27
23 12
Awareness of company Trg & devpt. And eHS policy
1 Follow company practices
reports Incidents and concerns
Encourages colleagues for health & safety
3
Total
Inferences: The above graph is about awareness of health and safety among the JCB employees.
The graph reflects that 67% of the respondents agree that they are 90% - 100% aware about the company Environment Health and Safety (EHS) policy of the company, while 33% strongly agree that they are 100% aware about the company EHS Policy. Similarly 57% of the respondents strongly agree that they 100% follow company practices, while 43% of the respondents agree that they follow company practice and their rating as per companies indicator is in between 90- 100%. Similarly 65% of the respondents agree, while 23% strongly agree that they consistently report incidents and concerns, while remaining 12% of the respondents felt undecided about the said situation. Again 72% of the re spondents agree and are of the opinion that 90-100% encourages others to consider their health and safety, while 35% of the respondents strongly agree that they are 1005 encourages others for their health and safety.
TABLE NO – 13: TEAM WORK WITH COMMUNICATION TABLE NO – 13.1 ACTIVE TEAM MEMBER & EFFECTIVE COMMUNICATION Active team member & involved in team activities 43 57
Strongly Agree Agree
Communicate effectively as per the roles and requirements of the organization. 42 57
GRAPH NO – 13.1 57
60
57
50 43
42
40 30 20 10 0 Active team member
Communicate effectively Strongly Agree
Agree
Inferences: The above graph very clearly and strongly reflects that 43% of the respondents who strongly agree that they are always involved in team activities and are active team members, out of that 42% of the respondents strongly agree that this is because they communicate effectively as per the roles and requirements. Similarly 57% of the respondents agree that they are active team member because all of them communicate effectively as per the roles and requirements.
TABLE NO – 13.2 Networking & feedback Good at building Network Strongly Agree Agree
Open for feedback 43 43
55 55
GRAPH NO – 13.2
55
60 50
43
55
43
40 30 20 10 0 Good at building Network
Open for feedback Strongly Agree
Agree
Inferences: the above graph explains that 43% of the respondents have built and developed network and relations at all levels, because all of them are open to give and take feedback in a positive way. Similarly 55% of the respondents agree that they are also having good network and relation at all levels because they all are open to take and give feedback in positive way. Thus this reflects that openness for feedback develops network and relation at all levels.
TABLE NO - 13.3 OPENNESS WITH RIGHT COMMUNICATION METHOD Uses Right communication method to Openness to share views / ideas get the message across Strongly Agree Agree Undecided
50 32 2
48 68
GRAPH NO – 13.3
68 70 60
50
48
50 40
32
30 20 10
2
0 Strongly Agree
Agree
Openness to share views
Undecided
Uses Right communication method
Inferences: The above graph reveals that 50% of the respondents strongly agree that they are open to share views and ideas, and thus 32% of the respondents only strongly agree that they are able to use right method to get the message across and check s understanding. While 48% of the respondents agree that they are open to share views and ideas, while remaining 68% agree that they are able to use right method of communication to get the message across. Thus all the above graphs namely - 13.1;13.2;& 13.3 depicts a relation between the teamwork and communication i.e. all the respondents who are having effective communication are active team member , at the same time all those who are open to give and take feedback in a positive way they develop good network and relation at all levels. And also openness to share views and ideas helps them to use right method of communication to get the message across.
TABLE NO 14: IMPROVING & PEOPLES’ DEVELOPMENT
TABLE NO - 14.1 TRAINING LINKED WITH ORGANIZATION OBJECTIVE & ASK Training & development has Able to link Individual Objective improved employees ‘ ASK with Organization Objective Strongly Agree 40 58 Agree 47 53 Undecided 2
GRAPH NO -14.1
58 60
53 47
50 40 40 30 20 10
2
0 Strongly Agree
Agree
Trg. & devpt Has improved ASK
Undecided able to link Ind. Obj. with Org. Obj
Inferences: From the above graph the researcher is trying to show a relation that improvement always brings development among the people. Thus the above graph reflects that 40% of the respondents strongly agree that training and development programs of the company have improved their ASK and thus 47% of the respondents strongly agree that they are able to link up individual objective with organizational objectives. While 58% of the respondents agree to this that training 7 development program of the company have improved their ASK, and thus 53% of them are able to link up individual objective with organizational objectives.
TABLE NO - 14.2 TRAINING IMPROVES COMPETENCIES & LINKED WITH KRA Individual, team, & Training & development helps in organizational objectives are improving competencies linked to KRA & JD Strongly Agree Agree Undecided
53 40
47 58 2
GRAPH NO – 14.2 70
58
60 53 50
47 40
40
30
20
10 2 0 Strongly Agree
Agree
Trg & devpt helps in improving competencies
Undecided Ind, team, & org. obj. linked to KRA & JD
Inferences: The above graph reveals that 53% of the respondents strongly agree that training and development have improved their performance and thus helps in achieving competencies and thus 40% of the respondents strongly agree that individual, team and organization objectives are linked through KRA- Key result Area and JD –Job Description. Similarly 47% of the respondents agree that Training and development program helps them in achievement of the competencies and thus 58% of the respondents agree that individual, team and organization objectives are linked through their KRA and JD
TABLE NO - 14.3 CREATIVITY & KEENNESS TO DEVELOP OTHERS Creativity
Keen to develop self and others
30 63 7
65 35
Strongly Agree Agree Undecided
GRAPH NO – 14.3
65
70
63
60 50 40
35 30
30 20 7 10 0 Strongly Agree
Agree Creativity
Undecided
Keen to develop self and others
Inferences: The above graph depicts that 30% of the respondents strongly agree that they have given creative and innovative solutions, and thus 65% of the respondents are keen to develop self and others. While 63% of the respondents agree that they have given viable and cost effective solutions to the organization, while 35% of the respondents only agree that they are keen to develop self and others. Thus from the above graphs namely 14.1 , 14 .2 & 14.3 - the researcher showed the relation that training and development program of the company have improved respondents ASK and also helps them in achieving their competencies. Thus improvement by training always leads to people’s development.
TABLE NO – 15 – LEADERSHIP WITH COURAGE
TABLE NO - 15.1
Strongly Agree Agree Undecided
ACTIVE TRANSLATION OF FUNCTIONAL VISION Translates functional vision into dept. Ability to express company plans values 37 62 48 52 1
GRAPH NO - 15.1
70 60 50 e 40 l t i T s i x A30
Translates functional vision into dept. plans Ability to express company values
20 10 0 Strongly Agree
Agree
Undecided
Axis Title
Inferences: Through the above graph the researcher had explained the relationship between courage and leadership. From the above graph it is clear that 37% of the respondents strongly agree that they are able to translate functional vision into departmental plans and thus 485 of the respondents agree to this that they are courageous enough to express the values held. Similarly 62% of the respondents strongly agree to this that they can translate functional vision into departmental plans which resulted into that 52% of the respondents can express the company values held.
TABLE NO - 15.2 RESPONSIBLE AND DOES NOT FOLLOW CROWD Responsible for own tasks & actions Does not always go with the crowd Strongly Agree Agree Undecided
62 37 1
23 72 5
GRAPH NO - 15.2 100% 90%
23
80% 70%
72
60%
5
50% 40%
62
30% 20%
37
10%
1
0% Strongly Agree Responsible for own tasks & actions
Agree
Undecided
Does not always go with the crowd
As shown in the above graph, here the researcher has explained that 62% of the respondents strongly agree that they are responsible for their own task and action and thus 23% of the respondents agree that because of this they do not always follow the crowd. Similarly 37% of the respondents strongly agree that they are responsible for their own tasks and action and thus 72% agree to this that they do not always follow the crowd. Thus from the above two graphs i.e. 15.1 & 15.2 - the researcher has showed that courage and leadership are interdependent upon each other for leadership courage is required.
TABLE NO – 16: IMPROVING & COMMUNICATION: TABLE NO - 16.1 TRAINING MAKES COMMUNICATION EFFECTIVE Training & development Program Improve employee ASK Strongly Agree Agree Undecided
Effective communication as per role & requirement
40 58 2
42 57 1
58
57
60 50
40
42
40 30 20 10
2
1
0 Strongly Agree Trg & devpt. Improved emplyee s AsK
Agree
Undecided
effective communication as per role & requirement
The above graph explains that training makes communication effective. From the above graph the researcher has showed that 40% of the respondents strongly agree that training and development have improved their ASK, and because of this training 42% of the respondents agree that they communicate effectively as per the roles and requirement of the company. Similarly 58% of the respondents strongly agree that trainin g and development have improved their ASK, as a result 57% of the respondents agree that they are able to communicate effectively as per the roles and requirements of the company. Thus the above graph clearly explains that there is very little difference b etween strongly agree and agree indicator of the company and all the re spondents falls in between 90-100% of the indicator of the company, which reflects that training and development have improved their ASK which has helped them to communicate effectively as per the roles and requirements of the company
Table No - 16.2 TRAINING HELPS ACHIEVING COMPETENCIES & OPENNESS Open to give and take Training helps in achieving competencies feedback Strongly Agree 53 43 Agree 47 55 Undecided 2
GRAPH NO- 16.2
60
55
53 47
50
43
40 30 20 10
2
0 Strongly Agree
Agree
Trg helps in achieving competencies
Undecided Open to give and take feedback
Inferences: From the above graph the researcher has showed that 53% of the respondents strongly agree that training and development helps in achieving their competencies and thus 425 of the respondents agree that they are open to give and take feedback in a positive way. Opinion of the respondents was that 43% strongly agree that training and development helps them in achieving their competencies, and thus 53% of the respondents agree that they are open to give and take feedback in a positive way. Thus the above graph explains the relation that training and development have helped the respondents to achieve their competencies and thus the respondents are open to give and take feedback in a positive way.
TABLE NO - 16.3 RIGHT COMMUNICATION METHOD LEADS TO CREATIVITY Able to use right communication method to get the message across
Given creative solution that are viable & cost effective
Strongly Agree
32
30
Agree
68
63
Undecided
7
GRAPH NO – 16.3
100% 90% 80%
30
63
70% 60%
7
50% 40% 30%
32
68
20% 10% 0% Strongly Agree
Agree
Undecided
Able to use right communication method to gt the messsage across
Given creative soltion
Inferences: From the above graph the researcher has explained that 32 % of the respondents strongly agree that they are able to use right method to get the message across and checks understanding and thus 30% of the respondents feel that they have given viable and cost effective solutions/ ideas to the company. Similarly 68% of the respondents strongly agree that they use right method to get the message across as a result 63% of the respondents agree that they have given viable and cost effective solutions/ ideas to the company. Thus from the above three graphs namely 16.1, 16.2 & 16.3 - the researcher had showed the relationship between the Competence - “Improving’’ and Communication” as per the company indicator and in all these graphs the researcher had showed that by improvement through training and development respondents have achieved their competencies and have made their communication effective as per the roles and requirements of the company.
Thus as per the majority the respondents are falling in strongly agree and agree category, which reflects that they are in the range of 90- 100% as per the company’s indicator.
TABLE NO - 17. LEADERSHIP AND CHALLENGING GRAPH No - 17.1
Translation of Vision 70 60 50 e l t i T s i x A
40 30 20 10 0
Strongly agree
Agree
Undecided
Translates functional vision into dept. plans
37
62
1
Able to identify problems at work place
37
63
Inferences: The above graph explained that 37% of the respondents strongly agree that they are able to actively translate the functional vision into departmental plans in a meaningful way as a result 37% of the respondents are able to identify problems / concerns in work area. Similarly 62% of the respondents agree that they are able to actively translate the functional vision into departmental plans in a meaningful way as a result 63% of the respondents is able to identify problems / concerns in work area. Thus the above graph reflects that the respondents are able to actively translate the functional vision into departmental plans and thus they are able to identify problems / concerns in work area.
GRAPH No - 17.2
Responsible & ability for cause analysis
80 70 60 e l t i T s i x A
50 40 30 20 10 0 Strongly agree
Agree
Undecided
Responsible for own tasks and actions
63
37
2
able to do root cause analysis
25
73
Inferences: The above graph reveals that 63% of the respondents strongly agree that they are responsible for their own task and actions as a result 25% of the respondents agree that they are able to do root cause analysis of the problem. Similarly 37% of the respondents Strongly agree that they are responsible for their own task and actions because of which 73% of the respondents are agree that they are able to do root cause analysis. Thus from the above graph namely – 17.1 & 17.2 - the researcher had showed that the relationship between “Leadership and Challenges” as per the Indicator of the company.
Part – B (Opinion of HR Department) 1. Training methods: All the respondents said that company uses all the said raining methods i.e. - on the job training, Role play, case- study , lectures and assignment.
2. Process of employee nomination for training: The collected data explains that 60% of the respondents said that they are nominated for training and career development program of the company - by Performance Management system and as per training calendar.
3. Types of Training program: From the data collected - Opinion of the respondents about types of training program in JCB was – all the respondents said that JCB three types of training program are there - i.e. technical training, behavioural training and OHSAS/ EMS training.
4. Graph No - Training standard of organization is linked to :
Training standard of org linked to Actual Performance & Individual Goal
Actual Performance
Individual Goal
20%
20%
60%
Inferences: The above graph reveals that 60% of the respondents said that training of the organization is liked to both – actual performance & Individual goal.
5. Training shape employees Competencies:
Training shape & develop competency 70 60 50 40 Training shape & develop competency
30 20 10 0 0 - 30
30- 50
50 - 70
70 - 100
Inferences: The above graph show that 60% of the respondents are of the opinion that training have developed in shaping respondents competencies in the range of 70% 100% , while 20% of the respondents are of the opinion that the training have developed their competencies in the range of 50% - 70% . Similarly 20% of the respondents are of the opinion that training has developed their competencies in the range from 30% - 50%.
6. Training effectiveness measure: 70 60 60 50 40 30 20
20
20 10 0 By - Feedback Form
Both by - Performance appraisal & open feedback session
By - Performance appraisal
Training effectiveness is measured by
Inferences: The above graph reveals that 60% of the respondents are of the opinion that training effectiveness in JCB is mainly measured by performance appraisal and open feedback session by the supervisor, while remaining 20% of the respondents are of the opinion that the training effectiveness is measured by feedback session & other 20% feel that by performance appraisal.
7. People identified for training on the basis of performance appraisal:- 80% of the respondents are of the opinion that through performance appraisal people are identified for training their organization are above 100 in numbers in their organization, while 20% of the respondents are of the opinion that only 51- 80 respondents are identified for training on the basis of performance appraisal.
8. Training administration:- From the above graph the researcher had showed the administration of training in the company, which reflects that 100% of the respondents have said yes that the company do have a training centre where training for conducting training , also the HE department arranges training for all those who have missed any training on any particular day. And all the respondents feel that the time duration is sufficient for the training.
CHAPTER 4 FINDINDS AND CONCLUSIONS 1. As per Company indicators of the training Competency- it has been found that 53% of the respondents are on the strongly agree scale which indicates that these respondents have 100% and above loyalty for the organisation (graph 1) 2. 53% of the respondents have Team work as a value for the organisation. 3. It has been found that 625 of the respondents have urgency value in the range of 90 100% , this proves that all the respondents are good team- players and believe in team – work and team- building. 4. The study reflected that 605 of the respondents are on the Agree scale of the communication indicating that all these respondents have effective communication within the organisation. 5.
On the leadership scale – it has been found that 50% of the respondents strongly agree and 49% agree – reflecting, all these respondents have leadership value as a competency.
6. It has been found that 995 of the respondents have the value of peoples development in the range of 90 to 100% and above, as per the company indicator. 7. On the scale of challenge as a competency it has been found that 685 of the respondents agree that they are having “challenge’’ as a Competence. 8. 67% of the respondents understand the importance of “vision’’ within their organisation. 9. About integrity – as a competence value all the 100% respondents (52% - strongly agree and 48% - Agree) are Honest and have firm principles for their organisation. 10. Improving – competency reflects training and development program of the organisation and thus it has been found that 56% of the respondents agree that training & Development Programme of the company have improved their ASK and helps them in achieving other competencies. 11. 62% of the respondents have courage value in the range of -90 to 100% as per company indicators. 12. It has been found that 62% of the respondents agree that they are aware about the Environment health and safety policy of the organisation and encourage their colleague for health & safety. 13. It has been found that 57% of the respondents who are active team members, they communicate effectively as per the roles and requirement of the organisation. 14. 55% of the respondents agree that since they are open for feedback, they are able to develop and build good network at personal and professional level. 15. 47% of the respondents strongly agree that training and development have improved their ASK and hence 53% of them are able to link Individual Objectives with organisational objectives.
16. 47% of the respondents strongly agree that training and development have improved their performance and thus it helps in achieving competencies, as a result it is found that 58% of the respondents agree that they feel that it is because individual, team and Organisational objectives are linked through KRA and JD. 17. 65% of the respondents agree that they have given creative and innovative solutions to the organisation that are viable and cost effective. 63% of the respondents – strongly agree that they are keen to develop self and other employees. 18. It is found that 37% of the respondents strongly agree that they are able to translate functional vision into departmental plans which resulted in 62% of the respondents to express company values in the range of 99 – 100% (agree) 19. It was found that 37% of the respondents are 100% re sponsible for their own task and actions, and thus 72 % 0f them agree that they doesn’t always go with the
crowd. 20. It was found that more than 90 % of the respondent are in between 90 % - 100% range and above as per the company indicator of the company which reveal that training and development have improved the company employees ASK- Attitude Knowledge & Skill which has helped them to communicate effectively as per the roles and requirements of the company. 21. It was found that 53 % of the respondents strongly agree that training helps in achieving their competencies. 22. 55 % of the respondents agree that they are open to give and take feedback in a more positive way. 23. It was found that 68 % of the respondents strongly agree that they are able to use right communication method to get the message across and thus 63 % of them have given creative solution to the company that are viable and cost effective. 24. 37 % of the respondents are able to translate functional vision into departmental plans and thus they are able to identify company problems and concerns most of the time. 25. It was found that 63 % of the respondents are responsible for their own tasks and actions 100 % times and above. 26. 73 % of the respondents are able to do root cause analysis – 90 to 100 % times as per the company indicator.
PART B (Opinion of HR department) 27. The researcher found that industry uses different methods of training for associates and staff members. The commonly used are on the job training for associates and Role play method, case study method, lecture method and Assignments for staff. 28. The respondents are selected for training on the basis of observation by Head of Department or, by performance appraisal. Also as per the training calendar and as per production requirement different types of training programs are arranged. 29. Three types of training program arranged by the organisation are technical, behavioural and OHSAS/EMS training. 30. Training standard of the organisation is linked to both the actual performance and the Individual goal of the employee. 31. Training program have shaped employee competencies & have developed them in range of 70% - 100%. 32. Most of the time open feedback session and performance appraisal method are used to measure the effectiveness of the training. 33. 100% of the people in JCB are identified for training, on the basis of performance appraisal. 34. Company is having its separate training centre, for arranging training of sufficient duration; also the missed candidates are accommodated in next batch for training.
