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A
SUMMER TRAINING PROJECT REPORT
On
“TRAINING & DEVELOPMENT” In Fresenius Kabi Oncology Ltd, Baddi
Submitted in Partial Fulfillment of the Requirements for the
award of the degree of PGPM +MBA
SHRI RAM INSTITUTE OF MANAGEMENT, New Delhi
Submitted To: Submitted By:- Mr. Atul Skalani Anand Sagar Sharma Manager-HR (FKOL) 20091103 (SRIM)
1
DECLARATION
I the undersign hereby declare that the project report entitled “Training & development”
written and submitted by me to SRIM, New Delhi in partial fulfillment of the
requirement for the award of PGPM/MBA under the guidance of Mr. Atul Saklani is my
original work and the conclusion drawn there in are based on the material collected by
myself. I hereby also declare this study has not been permitted by me to publish
anywhere.
Place: New Delhi Anand Sagar Sharma
Date: 2nd July, 2010
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TO WHOM SO EVER IT MAY CONCERN
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ACKNOWLEDGEMENT
I take the opportunity to express our gratitude to all the concerned people who have
directly or indirectly contributed towards completion of this project. I extend my sincere
gratefulness towards Fresenius Kabi Oncology Ltd, Baddi for providing the opportunity
and resources to work on this project.
I am extremely thankful to Mr. Atul Saklani my mentor in FOKL for his guidance and
invaluable advice during the projects. Also to Mr. Manmaat Yadav whose insight
encouraged me to go beyond the scope of the project and this broadened me learning on
this project.
I also want to show my gratitude to Mr. Shekhar whose insight helped me to complete
this project.
Anand Sagar Sharma
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PREFACE
The global economy of today has endangered the survival of every organization and in
particular those who want to have a competitive edge over the others. The competitive
edge may be a distant dream in the absence of Superior Quality Products which otherwise
is the function of well-trained employees. Today resources are scarce and have to be used
carefully. Trainers of all kinds are required to justify their position and account for their
activities. Training activities, which are ill-directed and inadequately focused, do not
serve the purpose of the trainers. Hence the trainees or the organization identification of
training needs becomes the top priority of every progressive organization. Identification
of training needs, if done properly, provides the basis on which all other training
activities can be considered. It 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.
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CONTENTS
TOPIC
CHAPTER 1: (i) Introduction
(ii) Scope and Objectives
(iii) Executive Summary
789-10
CHAPTER 2: (i) Introduction to Fresenius Kabi Oncology Ltd
(ii) About the project
(iii) Training and Development
(iv) Importance of Training
(v) Objectives of Training
11-151616-1718-1920-26
CHAPTER 3: (i) Learning and Training
(ii) Training inputs
(iii) Best time to impart training
(iv) Methods of training
(v) Training Design
(vi) Training method used in FOKL
27-282829-3233-4242-4546-57
CHAPTER 4: (i) Methodology of the project
(ii) Data interpretation and analysis
(iii) Findings
(iv) Questionnaire
58-6061-707172-76
CHAPTER 5: (i) Limitations
(ii) Suggestions
7778
CHAPTER 6: (i) Bibliography
79
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CHAPTER-1
INTRODUCTION
Employee training tries to improve skills, or add to the existing level of knowledge so
that employee is better equipped to do his present job, or to prepare him for a higher
position with increased responsibilities. However individual growth is not and ends in
itself. Organizational growth need to be measured along with individual growth.
Training refers to the teaching/learning activities done for the primary purpose of helping
members of an organization to acquire and apply the knowledge skills, abilities & attitude
needed by that organization to acquire and apply the same. Broadly speaking training is
the act of increasing the knowledge and skill of an employee for doing a particular job.
In today’s scenario, change is the order of the day and the only way to deal with it is to
learn and grow. Employees have become central to success or failure of an organization.
So it high time the organization realize that “train and retain is the mantra of new
millennium.”
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SCOPE OF THE STUDY
The scope of the study covers in depth the various training practices, modules, formats
being followed by the company Fresenius Kabi Oncology Ltd (FOKL) and is limited to
its employees. The different training programmes facilitated in FOKL is through its
faculties, outside agencies or professional groups. It also judges the enhancement of the
knowledge & skills of employees and feedback on its effectiveness.
OBJECTIVE OF THE STUDY
The objectives of the study of training policies in FOKL are:
1. To examine the effectiveness of training in overall development of skills of
workforce.
2. To examine the impact of training on the workers.
3. To study the changes in behavioral pattern due to training.
4. To measure the differential change in output due to training
5. To compare the cost effectiveness in implanting training programmes.
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EXECUTIVE SUMMARY
Every organization needs to have well trained and experienced people to perform the
activities that have to be done. If current or potential job occupants can meet this
requirement, training is not important. When this not the case, it is necessary to raise the
skill levels and increase the versatility and adaptability of employees.
It is being increasing common for individual to change careers several times during their
working lives. The probability of any young person learning a job today and having
those skills go basically unchanged during the forty or so years if his career is extremely
unlikely, may be even impossible. In a rapid changing society, employee training is not
only an activity that is desirable but also an activity that an organization must commit
resources to if it is to maintain a viable and knowledgeable work force.
The entire project talks about the training and development in theoretical as well as new
concepts, which are in trend now. Here we have discussed
1) What would be the input of training if we ever go for and how can it be good to any
organization in reaping the benefits from the money invested in terms like (ROI) i.e.
return on investment?
2) What are the ways we can identify the training need of any employee?
3) How to know what kind of training he can go for?
4) Training being imparted & its integrating with organizational culture.
5) The best and latest available training method, the benefits we can derive out of it.
6) How the evaluation should be done and how effective is the training all together?
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Some of the companies practicing training in unique manner a lesson for other to
follow as to how to train and retain the best resource in the world to reap the best out of
it.
Development is integral part of training if somebody is trained properly and efficiently
the developments of that individual and the company for whom he is working. Here we
discussed about development of employee, how to identify the needs, and after
developing how to develop executive skill to sharpen their knowledge. Learning should
be the continuous process and one should not hesitate to learn any stage. Learning and
developing is fast and easy at FOKL.
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CHAPTER-2
Introduction to Fresenius Kabi Oncology Ltd
Fresenius Kabi Oncology Limited (FOKL) was formerly known as Dabur Pharma Ltd.
March 18, 2003 was the foundation of Dabur Pharma Ltd. and in January 09, 2009 was the evolution of Fresenius Kabi Oncology Limited
It is one of the leading companies for cancer research and anti-cancer products. It
leverages the global outreach through integration with Fresenius Kabi, Germany. FOKL
is benchmarking in the oncology excellence with the world class production, state-of-the-
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art manufacturing, employees training and research & development facilities.
Fresenius Kabi Oncology Limited has world class expertise for the development and
manufacturing of active pharmaceutical ingredients (API), intermediates and oral &
injectable finished dosage forms. The Company's finished dosage forms are
manufactured at most modern manufacturing units in Baddi (India), while the APIs are
manufactured at Kalyani (India).
The trusted regulatory authorities like TGA, EDQM & USFDA have endorsed its
commitment to Quality by Design. Over the years, Company has strived hard to
strategically position itself as a global player in the field of oncology formulations &
provide high quality products at a highly competitive-prices.
Vision
"To become the World Leader in oncology generics"
Mission
"Caring for Life"
Values
1. Concern for Life
2. Nurturing Talent
3. Innovation
4. Quality
5. Integrity
6. Ownership
7. Teamwork
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Chairman’s Vision
I am delighted to introduce Fresenius Kabi Oncology Limited as our new company
name. This newly named organization is now a part of the €14.2 billion Fresenius Group,
headquartered in Germany. Fresenius Kabi is the leader in infusion therapy and clinical
nutrition in Europe and in most important countries of Latin America and Asia Pacific.
We are happy to inform you that now you can expect "Total Cancer Care" for the
patients from the Fresenius Kabi Group through its market presence in cytotoxics, enteral
and parenteral nutrition, transfusion technology and infusions. We assure more in our
deliverables for critically and chronically ill-patients.
We owe our success to our esteemed healthcare professionals, stakeholders & numerous
employees who have committed themselves to the cause of a better life for people.
Dr. Satish Kulkarni
(M.D & CEO)
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PRODUCTS
Fresenius Kabi Oncology Limited specialises in the field of oncology products supported
by integrated manufacturing, regulatory, sales, marketing and distribution set up. The
Company has world class expertise for development and manufacturing of Active
Pharmaceutical Ingredients (API), intermediates and dosage forms. From the
development of process technology to filing of DMFs, we have full range of capabilities
that would suffice various needs of our patients. All our activities are carried out in-house
supported by stringent analytical and testing capabilities.
Our broad range of products span over injectables (liquid, dry, lyophilized), tablets and
capsules. Our novel drug delivery system is dedicated to develop some high end products
for substantially reducing the side effects and allergic reactions of the presently available
formulations.
Fresenius Kabi Oncology Limited made its foray into the field of oncology with the
launch of Intaxel (Paclitaxel), which is a revolutionary drug for various types of cancer
management. It was the first time when Paclitaxel was made available in India and ours
was only the second company to do so in the world. Since then Fresenius Kabi Oncology
Limited has been the front runner in launching many generics in Oncology.
2007 witnessed the launch of another breakthrough product-Nanoxel which is a novel
Nanoparticle based formulation of Paclitaxel. Nanoxel is the first in the next generation
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of chemotherapy drug delivery systems which sets us apart as safer & superior oncology
drugs developer. This nanoscale drug delivery system is India's first indigenously
developed nanotechnology based chemotherapy agent. Nanoxel is considered as a much
safer and more convenient form of the conventional drug.
Other products offered by Fresenius Kabi Oncology Limited include a range of generic
products:
a) Taxane Analogues
b) Alkylating Agents
c) Anti-Metabolites
d) Cytostatic Antibiotics
e) Cytostatic hormone therapies
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ABOUT THE PROJECT
The duration of my project was of two months, during these two months I did many
things regarding my project. I was the part of Human Resource Department.
TRAINING AND DEVELOPMENT
It is a subsystem of an organization. It ensures that randomness is reduced and learning or
Behavioral change takes place in structured format.
TRADITIONAL & MODERN APPROACH OF TRAINING AND
DEVLOPMENT
Traditional Approach – Most of the organizations before never used to believe in
training. They were holding the 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.
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.
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TRAINING-DEFINED
It is a learning process that involves the acquisition of knowledge, sharpening of skills,
concepts, rules, or changing of attitudes and behaviors to enhance the performance of
employees.
Training is activity leading to skilled behavior
• It’s not what you want in life, but it’s knowing how to reach it
• It’s not where you want to go, but it’s knowing how to get there
• It’s not how high you want to rise, but it’s knowing how to take off
• It may not be quite the outcome you were aiming for, but it will be an outcome
• It’s not what you dream of doing, but it’s having the knowledge to do it
• It's not a set of goals, but it’s more like a vision
• It’s not the goal you set, but it’s what you need to achieve it
Training is about knowing where you stand (no matter how good or bad the current
situation looks) at present, and where you will be after some point of time.
Training is about the acquisition of knowledge, skills, and abilities (KSA) through
professional development.
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Importance of Training and Development
• Optimum Utilization of Human Resources – It 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 – It helps to provide an opportunity and broad
structure for the development of human resources’ technical and behavioral skills in an
organization. It also helps the employees in attaining personal growth.
• Development of skills of employees – It 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
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employees that helps the organization further to achieve its long-term goal
• Team spirit – It helps in inculcating sense of team work and inter-team collaborations.
• Organization Culture – It helps to develop & improve organizational health culture
and effectiveness. It helps in creating the learning culture within the organization.
• Organization Climate – It helps building the positive perception and feeling about the
organization. The employees get these feelings from leaders, subordinates, and peers.
• Quality – It helps in improving upon the quality of work and the work-life.
• Healthy work-environment – It helps in creating the healthy working environment by
building good employee relationship so that individual goals aligns with organizational.
• Health and Safety – It helps in improving the health and safety of the organization.
• 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 – It leads to improved profitability & positive attitudes towards profit
orientation.
• Organizational Development- 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 & other aspects that successful workers and managers usually display.
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TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development is to make sure the availability of a
skilled and willing workforce to an organization. In addition to that, four other objectives:
1. Individual Objectives – help employees in achieving their personal goals, which in
turn, enhances the individual contribution to an organization.
2. Organizational Objectives – assist the organization with its primary objective by
bringing individual effectiveness.
3. Functional Objectives – maintain the department’s contribution at a level suitable to
the organization’s needs.
4. Societal Objectives – ensure that an organization is ethically and socially responsible
to the needs and challenges of the society.
Importance of Training Objectives
Training objective is one of the most important parts of training program. While some
people think it as a waste of valuable time. The counterargument here is that resources
are always limited and the training objectives actually lead the design of training.
It provides the clear guidelines and develops the training program in less time because
objectives focus specifically on needs. It helps in adhering to a plan. Training objectives
tell the trainee that what is expected out of him at the end of the training program.
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Training objectives are of great significance from a number of stakeholder perspectives.
1. Trainer
2. Trainee
3. Designer
4. Evaluator
Trainer – It is beneficial to trainer because it helps the trainer to measure the progress
of trainees and make the required adjustments. Also, trainer comes in a position to
establish a relationship between objectives & particular segments of training.
Trainee – The training objective is beneficial to the trainee because it helps in reducing
the anxiety of the trainee. Secondly, it helps in increase in concentration by creating an
image of the training program in trainee’s mind that actually helps in gaining attention.
Thirdly, if goal is set to be challenging and motivating, then the likelihood of achieving
those goals are much higher than the situation in which no goal is set.
Designer – The training objective is beneficial to the training designer because if the
designer is aware what is to be achieved in the end then he’ll buy the training package
according to that only. The training designer would then look for the training methods,
training equipments, and training content accordingly to achieve those objectives.
Furthermore, planning always helps in dealing effectively in an unexpected situation.
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Evaluator – It becomes easy for the training evaluator to measure the progress of the
trainees because the objectives define the expected performance of trainees. Training
objective is an important to tool to judge the performance of participants.
Training and Human Resource Management
The HR functioning is changing with time, so the relationship between the training
function and other management activity are also changing. The training and development
activities are now equally important with other HR functions. Gone are the days, when
training was considered to be futile, waste of time, resources & 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.
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:
1. Active involvement in employee education
2. Rewards for improvement in performance
3. Rewards to be associated with self esteem and self worth
4. Providing pre-employment market oriented skill development education and post
employment support for advanced education and training
5. Flexible access i.e. anytime, anywhere training.
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MODELS OF TRAINING
1. System Model Training
The system model consists of five phases and should be repeated on a regular basis to
make further improvements. The steps involved are as follows:
1. Analyze and identify the training needs i.e. to analyze the department, job.
employees requirement, who needs training, what do they need to learn,
estimating training cost, etc.
2. Design step requires developing objectives of training, identifying the learning
steps, sequencing and structuring the contents.
3. Develop phase requires listing the activities that will assist the participants to
learn, selecting delivery method, examining the training material, validating
information to be imparted to make sure it accomplishes all the objectives.
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4. Implementing is the hardest part of the system because one wrong step can lead
to the failure of whole training program.
5. Evaluating each phase to make sure it achieves its aim & making necessary
amendments to any of the previous stage in order to improve failure practices.
2. Instructional System Development Model (ISD) Model
Instructional System Development model was made to answer the training problems.
Training objectives are defined on the basis of job responsibilities and job description and
on the basis of the defined objectives individual progress is measured. This model also
helps in determining and developing the favorable strategies, sequencing the content, and
delivering media for the types of training objectives to be achieved.
The Instructional System Development model comprises of five stages:
1. ANALYSIS phase consist of training need assessment, job analysis and
target audience analysis.
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2. PLANNING phase consist of setting goal of the learning outcome, instructional
objectives that measures behavior of a participant after the training, types of
training material, media selection, methods of evaluating the trainee, trainer and
the training program & strategies to impart knowledge.
3. DEVELOPMENT phase translates design decisions into training material.
It consists of developing course material for the trainer including handouts,
workbooks, visual aids, demonstration etc i.e. course material for the trainee.
4. EXECUTION phase focuses on arrangements, such as arranging speakers, equipments, benches, podium, food facilities, cooling, lighting, parking etc.
5. EVALUATION phase make sure that the training program has achieved its aim in
terms of subsequent work performance. It consists of identifying strengths and
weaknesses and making necessary amendments to any of the previous stage in
order to remedy or improve failure practices.
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TRAIN AND RETAIN TO STOP THE DRAIN
In today’s competitive world, where margins are constantly under pressure, training
budgets are the first to axed. So it becomes imperative that the training model that is
evolved should be less capital intensive and not dependent upon profit margins and
profitability.
Although training needs are identified much before training programmed actually
commence but still some crucial points are left some un-addressed.
For example very little is done to know the opinion of the employee about training need
identified for him as to what he feels about the same .99% cases employee is nominated
by higher authorities instead of the chance being given to volunteer program under the
notion that boss is always right and he knows the best off. Taking this in context there are
many organizations where some employee who are earmarked are regularly nominated to
attend training program. “He is stressed out, why don’t pack him up for a training
program” approach.
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CHAPTER-3
LEARNING AND TRAINING
Irrespective of the type or method of training, a trainer has to keep in mind some of the
principles of learning or motivation, which would enhance internationalization of what is
taught.
Motivation
A trainee needs to have a desire to learn and benefit from the programme. If the is not
interested, or is de-motivated, the learning outcome is going to be insignificant and the
company will have spent its money badly. On the other hand, being too intense about
learning and outcome may result in setting over ambitious goals for the individual.
Reinforcement
Following on the concept of motivation is that of reinforcement. For learning to take
place and be internalized to the desired extent, a trainee is rewarded or given some
encouragement. This reinforcement, or the acknowledgement that what has been acquired
is desirable, can be either an extrinsic or intrinsic reward-external praise or some tangible
reward, or the individual’s feeling of a sense of progress. Current stress is on positive
support and helpful behavior, even when mistakes are made.
Feedback
During the training process, it is useful for the trainee to be told how he is progressing.
Feedback therefore provides a basis for correcting oneself. Secondly, feedback helps to
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sustain the trainee’s interest in the task, or in each learning that is taking place, by
bringing greater involvement with the learning process. If feedback is to be meaningful, it
should follow a learning segment as quickly as possible.
Repetition
Repetition etches a pattern into our memory, e.g., when one studies for an examination, it
is necessary to repeatedly to over ideas so that they can be recalled later.
Relevance
Relevance relates to the meaningful fuse of material, which aids learning, e.g., trainers
usually explain in the overall purpose of a job to trainees before assigning them a
particular task.
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.
Training activities in an industrial organization are aimed at making desired
modifications in skills, attitudes and knowledge of employee so that they perform their
jobs most efficiently and effectively.
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BEST TIME TO IMPART TRAINING TO EMPLOYEE
1. NEW RECRUITS TO THE COMPANY
These have a requirement for induction into the company as a whole in terms of its
business activities and personnel policies and provisions, the terms, conditions and
benefits appropriate to the particular employee, and the career and advancement
opportunities available.
2. TRANSFEREES WITHIN THE COMPANY
These are people who are moved from one job to another, either within the same work
area, i.e. the same department or function, or to dissimilar work under a different
management. Under this heading we are excluding promotions, which take people into
entirely new levels of responsibility.
3. PROMOTIONS
Although similar to the transferee in that there is a new job to be learned in new
surroundings, he is dissimilar in that the promotion has brought him to a new level of
supervisory or management responsibility. The change is usually too important and
difficult to make successfully to permit one to assume that the promotes will pick it up as
he goes along and attention has to be paid to training in the tasks and the responsibilities
and personal skills necessary for effective performance.
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4. NEW PLANT OR EQUIPMENT
Even the most experienced operator has everything to learn when a computer and
electronic controls replace the previous manual and electro-mechanical system on the
process plant on which he works. There is no less a training requirement for the
supervisors and process management, as well as for technical service production control
and others.
5. NEW PROCEDURES
Mainly for those who work in offices in commercial and administrative functions but also
for those who we workplace is on the shop floor or on process plant on any occasion on
which there is a modification to existing paperwork or procedure for, say the withdrawal
of materials from stores, the control of customer credit the approval of expense claims,
there needs to be instruction on the change in the way of working in many instances, a
note bringing the attention of all concerned the change is assume to be sufficient, but
there are cases, such as when total new systems incorporating it up dates are installed,
when more thorough training is needed.
6. NEW STANDARDS, RULES AND PRACTICES
Changes in any one these are likely to be conveyed by printed note or by word of mouth
by the manager to his subordinates, and this can be the most satisfaction way of dealing
with the change from the point of view of getting those affected to understand their new
responsibility. However not all changes under this heading can be left to this sort of
handling. Even the simplest looking instruction may be regarded as undesirable or
impracticable by whoever has to perform it he may not understand the purpose behind the
change and lose confidence in a management which he now believes to be ‘messing
30
about’, or he may understand the purpose and have a better alternative to offer if it is not
too late.
7. NEW RELATIONSHIP AND AUTHORITIES
These can arise, as a result of management decisions, in a number of ways. In examples,
the recognition of the accounts department can result in a realization of responsibilities
between the section leaders of credit control, invoicing and customer records, although
there is no movement of staff between the sections (i.e. no transfers). Although the
change in work content for each clerk and supervisor is defined clearly for each person in
the new procedures, there is nevertheless a need for each person to know where he stands
in the new set up, which is responsible for what, and where to direct problems and
enquiries as they arise in the future.
8. MAINTENANCE OF STANDARDS
We are here concerned with maintenance of standards through training, for it must be
remembered that supervision and inspection and qualify control are continuously
responsible for standards and exercise their own authorities to this end. Although it is
generally agreed that some retraining from time to time, taking varied forms even for the
on group of employees, does act as both a reminder and a stimulus, there is not much
agreement on the next frequency and form that such retraining should take, of there is as
yet little scientific knowledge on this subject which is of much use in industrial
situations.
9. THE MAINTENANCE OF ADAPTABILITY
Again, whilst there is little scientific study of the loss of ability to learn new skills in
those cases where people spend a long time without change, and without the need to
31
learn, there is increasing evidence in current experience to suggest that this is the case in
industrial employment. Add, of course, there is the inference arising from the laboratory
experiments of psychologists.
10. THE MAINTENANCE OF MANAGEMENT SKILLS &
STANDARDS
Skills in supervising, employee appraisal, communications, leadership etc are important
in all companies. Some of these skills are seen to be critical to major developments in
company organization, culture, employee empowerment and so on. Initial training in
these skills is not uncommon in the largest companies on appointment into management
and supervision. But continuous training and performance monitoring is rare, despite the
common knowledge that standards are as varied as human nature.
11. RETIREMENT AND REDUNDANCY
Employees of any position in the company who are heading towards retirement will
benefit from learning about health, social life, and work opportunities money
management
etc. Internal or external courses are best attended a year or two before retirement date, in
a few companies a member of Personnel will act as a counselor as required.
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METHODS OF TRAINING
There are various methods of training, which can be divided in to cognitive and
Behavioral methods. Trainers need to understand the pros and cons of each method, also
its impact on trainees keeping their background and skills in mind before giving training.
LECTURES
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. Training is basically
incomplete without lecture. When the trainer begins the training session by telling the
aim, goal, agenda, processes, or methods that will be used in training that means the
trainer is using the lecture method. It is difficult to imagine training without lecture
format.
Some of the main features of lecture method are:
Inability to identify and correct misunderstandings
Less expensive Can be reached large number of people at once Knowledge building exercise Less effective because lectures require long periods of trainee inactivity
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Demonstration Training Method
This method is a visual display of how something works or how to do something. As an
example, trainer shows the trainees how to perform or how to do the tasks of the job. In
order to be more effective, demonstration method should be should be accompanied by
the discussion or lecture method.
Demonstrates the task by describing how to do, while doing
Helps the focusing their attention on critical aspects of the task
Tells the trainees what you will be doing so they understand what you will be
showing them
Explains why it should be carried out in that way
The difference between the lecture method and the demonstration method is the level of
involvement of the trainee. In the lecture method, the more the trainee is involved.
After completing the demonstration the trainer provide feedback, both positive and or
negative, give the trainee the opportunity to do the task and describe what he is doing and
why.
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 than the lecture method. If the
Discussion method is used with proper sequence i.e. lectures, followed by discussion and
34
questioning, can achieve higher level knowledge objectives, such as problem solving and
principle learning.
Understanding is conveyed in the form of verbal and non-verbal feedback that enables
the trainer to determine whether the material is understood. If yes, then definitely it
would help out the trainees to implement it at their workplaces and if not, the trainer may
need to spend more time on that particular area by presenting the information again in a
different manner.
.Computer-Based Training (CBT)
With the world-wide expansion of companies and changing technologies, the demands
for knowledge and skilled employees have increased 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.
According to a recent survey, about 75% of the organizations are providing
training to employees through Intranet or Internet. Internet is not the method of training,
but has become the technique of delivering training. The growth of electronic technology
has created alternative training delivery systems. CBT does not require face-to-face
interaction with a human trainer.
Some of the benefits of Computer-Based Training are:
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The various methods that come under Cognitive approach are :
o INTELLEGENT TUTORIAL SYSTEM(ITS)
o PROGRAMMED INSTRUCTION (PI)o VIRTUAL REALITY
Behavioral methods are more of giving practical training to the trainees and are best used
for skill development. Various methods are:
o BEHAVIOR-MODELING
o GAMES AND SIMULATIONSo BUSINESS GAMESo CASE STUDIESo EQUIPMENT STIMULATORS
MANAGEMENT DEVELOPMENT METHODS
COACHING
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Coaching is one of the training methods, which is considered as a corrective method for
inadequate performance. According to a survey conducted by International Coach
Federation (ICF), more than 4,000 companies are using coach for their executives. These
coaches are experts most of the time outside consultants.
A coach is the best training plan for the CEO’s because
It is one-to-one interaction
It can be done at the convenience of CEO
It can be done on phone, meetings, through e-mails, chat
IT helps in identifying weaknesses and focus on the area that needs improvement
It provides an opportunity to receive feedback from an expert
The procedure of the coaching is mutually determined by the executive and coach. The
procedure is followed by successive counseling and meetings at the executive’s
convenience by the coach.
1. Understand the participant’s job, the knowledge, skills, and attitudes, and
resources required to meet the desired expectation
2. Meet the participant and mutually agree on the objective that has to be achieved
3. Mutually arrive at a plan and schedule4. At the job, show the participant how to achieve the objectives, observe the
performance and then provide feedback
5. Repeat step 4 until performance improves.
Mentoring
Mentoring is an ongoing relationship that is developed between a senior and junior
employee. Mentoring provides guidance and clear understanding of how the organization
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goes to achieve its vision and mission to the junior employee. The meetings are not as
structured and regular than in coaching. Executive mentoring is generally done by
someone inside the company. The executive can learn a lot from mentoring. By dealing
with diverse mentee’s, the executive is given the chance to grow professionally by
developing management skills and learning how to work with people with diverse
background, culture, and language and personality types.
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
For the executive, job rotation takes on different perspectives. The executive is usually
not simply going to another department. In some vertically integrated organizations, for
example, where the supplier is actually part of same organization or subsidiary, job
rotation might be to the supplier to see how the business operates from the supplier point
of view. Learning how the organization is perceived from the outside broadens the
executive’s outlook on the process of the organization. Or the rotation might be to a
foreign office to provide a global perspective.
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
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Identification of Knowledge, skills, and attitudes (KSAs) required
It determines the areas where improvement is required Assessment of the employees who have the potential and caliber for filling the
position
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 Need Analysis (TNA)
An analysis of training need is an essential requirement to the design of effective
training. The purpose of training need analysis is to determine whether there is a gap
between what is required for effective performance and present level of performance.
Why training need analysis?
Training need analysis is conducted to determine whether resources required are
available or not. It helps to plan the budget of the company, areas where training is
required, and also highlights the occasions where training might not be appropriate
but requires alternate action. Corporate need and training need are interdependent
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because the organization performance ultimately depends on the performance of its
individual employee and its sub group.
Organizational Level
Training need analysis at organizational level focuses on strategic planning, business
need, and goals. It starts with the assessment of internal environment of organization
such as, procedures, structures, policies, strengths, and weaknesses and external
environment such as opportunities and threats. After doing the SWOT analysis,
weaknesses can be dealt with the training interventions, while strengths can further be
strengthened with continued training. Threats can be reduced by identifying the areas
where training is required. And, opportunities can be exploited by balancing it against
costs. For this approach to be successful, the HR department of the company requires
to be involved in strategic planning. In this planning, HR develops strategies to be
sure that the employees in the organization have the required Knowledge, Skills, and
Attributes (KSAs) based on the future KSAs requirements at each level
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Individual Level
Training need analysis at individual level focuses on each and every individual in the
organization. At this level, the organization checks whether an employee is
performing at desired level or the performance is below expectation. If the difference
between the expected performance and actual performance comes out to be positive,
then certainly there is a need of training. However, individual competence can also be
linked to individual need. The methods that are used to analyze the individual need
are:
Appraisal and performance review
Peer appraisal
Competency assessments
Subordinate appraisal
Client feedback
Customer feedback
Self-assessment or self-appraisal
Operational Level
Training Need analysis at operational level focuses on the work that is being assigned to
the employees. The job analyst gathers the information on whether the job is clearly
understood by an employee or not. He gathers this information through technical
interview, observation, psychological test; questionnaires asking the closed ended as well
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as open ended questions, etc. Today, jobs are dynamic and keep changing over the time.
Employees need to prepare for these changes. The job analyst also gathers information on
the tasks needs to be done plus the tasks that will be required in the future. Based on the
information collected, training Need analysis (TNA) is done.
Training-Design
The design of the training program can be undertaken only when a clear training
objective has been produced. The training objective clears what goal has to be achieved
by the end of training program i.e. what the trainees are expected to be able to do at the
end of their training. Training objectives assist trainers to design the training program.
The trainer – Before starting a training program, a trainer analyzes his technical,
interpersonal, judgmental skills in order to deliver quality content to trainers
The trainees – A good training design requires close scrutiny of the trainees and their
profiles. Age, experience, needs and expectations of the trainees are some of the
important factors that affect training design.
Training climate – A good training climate comprises of ambience, tone, feelings,
positive perception for training program, etc. Therefore, when the climate is favorable
nothing goes wrong but when the climate is unfavorable, almost everything goes wrong.
Trainees’ learning style – the learning style, age, experience, educational
background of trainees must be kept in mind in order to get the right pitch to the design
of the program
Training strategies – Once the training objective has been identified, the trainer
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translates it into specific training areas and modules. The trainer prepares the priority list
of about what must be included, what could be included.
Training topics – After formulating a strategy, trainer decides upon the content to be
delivered. Trainers break the content into headings, topics, ad modules. These topics and
modules are then classified into information, knowledge, skills, and attitudes.
Sequence the contents – Contents are then sequenced in a following manner:
• From simple to complex
• Topics are arranged in terms of their relative importance
• From known to unknown
• From specific to general
• Dependent relationship
Training tactics – Once the objectives and the strategy of the training program
becomes clear, trainer comes in the position to select most appropriate tactics or methods
or techniques. The method selection depends on the following factors:
• Trainees’ background
• Time allocated
• Style preference of trainer
• Level of competence of trainer
• Availability of facilities and resources, etc
Support facilities – It can be segregated into printed and audio visual. The various
requirements in a training program are white boards, flip charts, markers, etc.
Constraints – The various constraints that lay in the trainers mind are:
• Time
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• Accommodation, facilities and their availability
• Furnishings and equipments
• Budget
• Design of the training, etc
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TYPES OF TRAINING METHODS ADOPTED BY FOKL
The training methods which are generally used in are classified into two i.e.
1) On the job: On-the-job training places the employees in an actual work situation
and makes them appear to be immediately productive. It is learning by doing. For jobs,
that either are difficult to simulate or can be learn quickly by watching and doing on-the-
job training makes sense.
One of the drawbacks to on-the-job training can be low productivity while the employees
develop their skills. Another drawback can be the errors made by the trainees while they
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learn. However, when the damage the trainees can do is minimal, where training facilities
and personnel are limited or costly, and where it is desirable for the workers to learn the
job under normal working conditions, the benefits of on-the-job training frequently offset
its drawbacks.
(ii) Job Instruction Training: JIT consists of four basic steps:
(a) Preparing trainees by telling them about the job & overcoming their uncertainties
(b) Presenting the instruction, giving essential information in a clear manner;
(c) Having the trainees try out the job to demonstrate their understanding; and
(d) Placing the workers into the job, on their own, with a designated resource person to
call upon should they need assistance.
2) Off the job: It covers a number of techniques – classroom lectures, films,
demonstrations, case studies and other simulation exercises, and programmed
instruction. The facilities needed for each of these techniques vary from a small make
shift classroom to an elaborate development center with large lecture halls,
supplemented by small conference rooms with sophisticated audiovisual equipment,
two-way mirrors, and all the frills.
(i) Classroom lectures/conferences: The lecture or conference approach is well
adapted to conveying specific information – rules, procedures, or methods. The use of
audiovisuals or demonstrations can often make a formal classroom presentation more
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interesting while increasing retention and offering a vehicle for more interesting
while increasing retention and offering a vehicle for clarifying more difficult points.
The lecture’s liabilities include possible lack of feedback and the lack of active
involvement by the trainees.
(ii) Simulation exercises: Any training activity that explicitly places the trainee in an
artificial environment that closely mirrors actual working conditions can be
considered a simulation. Simulation activities include case exercises, experimental
exercises, complex computer modeling, and vestibule training.
(iii)Vestibule training: In vestibule training, employees learn their jobs on the
equipment they will be using, but the learning is conducted away from the actual work
floor. In the 1980s many large retail chains train cashiers on their new computer cash
registers – which are much more complex because they control inventory and perform
other functions in addition to ringing up orders – in specially created vestibule labs that
simulated the actual checkout-counter environment.
ASSESSMENT OF TRAINING NEEDS
There are five steps towards the assessment and analysis of training and development.
Collection of information through interviewing and discussing with key
personnel both inside and outside the organization or specific departments;
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observing the work place, working conditions, processes and outcomes;
examining records, other written information and annual employee appraisal.
Compare performances of each department and each employee against
objectives, targets and standards set for them and keeping in mind future work
requirements in the organization.
Identify cause of problems faced by the organization to enable the management
to train the employees in handling the problems as well as solving the problem in
a satisfactory manner.
Segregate identified problems into problems requiring staff development action
such as training and into problems requiring other management actions, so that
these problems are accurately addressed.
Prioritize training actions in accordance to where the training need is more urgent.
Role of Organization in Training and Development
An organization has a very close relationship with the trainee and the trainer because it is
the first contact for both.
The demand for the training in the organization increases when the organization wants:
• To hire new people – training as a means of training new recruits
• To Expand – When the company wants to increase its headcount
• To increase certain number of staff (in position) by a certain date
• To enhance the performance of employees
• Organization’s name to be a part of training unit.
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Trainee – Role of Trainee in Transfer of Training
The trainee is a major stakeholder in a training program. The whole training program is
developed for the trainees only. Each candidate plays an important role in the transfer of
training because one participant’s attitude regarding the training influence the other
participants and also each participant can assist by advancing the learning process to
realize the training objectives.
Participant’s willingness to invest in the program is directly proportional to the
benefits of the learning that the trainee could expect. Each participant forms their
own perception towards training. Some perceptions remain the same during the
program, while some faded depending upon the assessment of a program by the
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participant
Some personal factors that affect the trainee’s learning are:
• Family Situation • Personal Problems
• Relation between the training program and personal objective
• Level of self esteem
• Benefits expected from training
• Comfort level with the trainer
• Learning style of trainee
• KSA of trainee
• Previous training experiences
• Desire for professional growth and development
Some environmental factors that affect the trainee’s learning are:
• Relationship with colleagues and subordinates
• Training team
• Trainer team
• Training objective
• Content of training
• Training design i.e. methods, techniques, and strategies
• Environment in the program
• Composition of training group
• Infrastructure i.e. eating facilities, tea/coffee breaks
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Importance of Trainer, Role of Trainer
The effective transfer of training depends a lot on the trainer because it is the trainer only
who can remove the mental block of trainee, motivate the trainee to learn, delete the
negative perception of the trainee regarding the training. Besides all that, a lot depends on
personality of trainer also.
The major competencies & skills that are required to be present in a trainer are:
• Presentation Skills
• Business Skills i.e. budgeting, time management, negotiation, etc.
• Content Development i.e. material production, graphics, layouts, etc
• Self development i.e. interpersonal skills, good listening skills, flexible,
accepting the share of accountability, etc
• Training Design
• Evaluating the training program
• Training need analysis
• Worksheet design
• Exercises design
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Facilitation Of Training
Facilitation of Transfer of Training through
Focus on Trainee
Focus on Organization Intervention
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Focus on Trainee
Training is successful not only with good training design and training objectives but also
with the readiness and willingness of the trainees. For the training to be successful, three
things are required,
1. Motivation
2. Knowledge, Skills, and Attitudes (KSAs)
3. Expectations towards Training
Expected Performance is directly proportional to the multiplication of motivation,
required KSAs, and expectations towards training i.e.
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Facilitation of Training Through Organization Intervention
Failure of training is not always because of lack of KSAs but sometimes it is
because of the organizational forces also. These forces also hold back the transfer of
training, and learning. Therefore, it is important to keep in check those forces. For the
successful transfer of training, it is necessary to have supervisor support, trainer support,
peer support, reward system, climate and culture.
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NEW ELECTRONIC TECHNOLOGIES IN TRAINING
1) Interactive computer video technology:
The use of computers and videotapes in the field of training is now well established.
Some leading institution like MANAGE, Hyderabad is using this technology in training
programme.
2) Broadcast television / cable television:
Televisions system in which programme is sent out by radio wave and are seen on
television. Indira Gandhi National Open University (IGNOU) is very well using this
technology its educational and training programme.
3) Computer aided instruction:
An educational concept which places the student in a conversational mode with a
computer which has programmed study plan. The programmed course selects the next
topic or phase of study according to previous responses from the student allowing each
student to progress at pace directly to his or her learning capability.
4) Interactive video /interactive compute:
The phrase ‘interactive video’ refers to a video programme with which user (trainee) can
interact. Interactivity takes place between user and the system, some thing for IC
also, the system composed of four basic components
(1) monitor or video display unit
(2) video tape or video disc
(3) computer
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(4) disc drive, the computer controls the video or video disc. Disc drive loads a
programme into the computer.
5) Tele-conferencing:
A two way audio and one way video system. It is used nowadays by many institutions for
education and training purpose.
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CHAPTER - 4
TRAINING EFFECTIVENESS
Cutting edge of competition today demands every organization, to measure its activities
in terms of effectiveness, efficiency, excellence (triple E). To achieve this triple C a lot
of investment is made by the organization but the sword of sure short success hangs on
the head of the HRD manager, this is because he has to handle the most complex
resource i.e. human resource. The next toughest thins is to maintain is the ROI (return on
investment) of training and development. It is not only the ROI but the performance
management, retention level, motivation, morale, creativity, innovation conflicts, loyalty
and commitment etc. of the manpower which are not easy to handle.
Keeping all these factors in mind the focus of vision falls on training and development.
The training effectiveness is obviously in terms of enhanced skill and knowledge to
achieve the present goals, through the increased learnt behavior. In the process of training
effectiveness is the most important /vital area, where by the individual and organizational
goals are integrated to bring about the desired performance levels. How to reduce the
gap?
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METHODOLOGY OF THE PROJECT
Learning ability
Interview
Preparation of the summary expressed
Recommendation of fall back site
Questionnaire design
RESEARCH DESIGN
Descriptive Design.
Sample Size:
To understand the training and development scenario at FKOL and what the trainee really
feels about the training they have undergone and further what kind of training they look
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Training skill & communication
TrainerTrainee
Job performance
for. Do they really look for any kind of training or not? To study the above aspect we
covered almost about 40 people from almost all the department at of the company.
TOOLS USED FOR DATA COLLECTION
Primary data collected through questionnaires and informal interviews.
Secondary data collected through magazines, journals, websites, and other
corporate publication
PR OCEDURE FOR DATA COLLECTION.
Communication, asking questions and receiving a response in person
Visiting the various organizations, libraries, internet and also preparation
of the questionnaire with the help of the project guide.
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DATA ANALYSIS AND INTERPRETATIONS
Q1.Your Organization considers training as a part of organizational strategy. Do you agree with this statement?
Response No. Of Respondents Percentage
Agree 13 52
Disagree 1 4
Partly Agree 4 16
Can’t Say 7 28
Total 25 100
Interpretation:-
The above graph indicates that Organization considers training as a part of organizational
strategy.
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Q 2. How many training programmes will you attend in a year?
Response No. of respondents Percentage
Less than 10 14 56
10 – 20 2 8
20 – 40 6 24
More than 40 3 12
Total 25 100
INTERPRETATION:-
The above chart indicates that less training programmes are held in the organization.
Q 3. To whom the training is given more in your organization?
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Response No. of respondents Percentage
Senior staff 3 12
Junior staff 5 20
New staff 6 24
Based on requirement 13 52
Total 25 100
INTERPRETATION:-
Training is provided on the basis of requirement.
Q 4. What are all the important barriers to Training and Development in your organization?
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Response No. of respondents Percentage
Time 5 20
Money 4 16
Lack of interest by staff 6 24
Non-availability of skilled trainer
10 40
Total 25 100
INTERPRETATION:-
The above graph indicates that the important barriers to Training and Development in the
organization is Non-availability of skilled trainers.
Q 5. Enough practice is given for us during training session? Do you agree with this statement?
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Respondents No. of respondents Percentage
Strongly Agree 14 56
Agree 2 8
Somewhat agree 6 24
Disagree 3 12
Total 25 100
INTERPRETATION:-
This graph indicates that enough practice is given for employees during training sessions.
Q6. The training sessions conducted in your organization is useful. Do you agree with this statement?
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Respondents No. of respondents Percentage
Strongly agree 15 60
Agree 5 20
Somewhat 5 20
Disagree 0 0
Total 25 100
INTERPRETATION:-
The above graph indicates that the training sessions conducted in the organization is
useful.
Q7. Employees are given appraisal in order to motivate them to attend the training. Do u agree with this statement?
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Respondents No. of respondents Percentage
Strongly Agree 14 56
Agree 6 24
Somewhat 3 12
Disagree 2 8
Total 25 100
INTERPRETATION:-
The above graph shows that Employees are given appraisal in order to motivate them to
attend the training.
Q8. What are the skills that the trainer should possess to make the training effective?
Respondents No. of respondents Percentage
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Technical skills 8 32
People skills or Soft skills 6 24
Generalist makes better Personnel managers than Specialist
6 24
Fond of talking to people 5 20
Total 25 100
INTERPRETATION:-
The above graph indicates that the trainer should possess technical skills to make the
training effective
Q9. What are the general complaints about the training session?
Respondents No. of respondents Percentage
Take away precious time of 4 25
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employees Too many gaps between the sessions
10 40
Training sessions are unplanned 6 15
Boring and not useful 5 20
Total 25 100
INTERPRETATION:-
The above graph indicates that there are two many gaps between the training sessions.
Q10. Reason for shortage of skilled man power at workplace are :
Respondents No. of respondents Percentage
Lack of planning 5 20
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Lack of support from senior staff
10 40
Lack of proper guidance and training at workplace
8 32
Lack of quality education at primary and secondary level
2 8
Total 25 100
INTERPRETATION:-
The above graph indicates that reason for shortage of skilled man power at workplace are
lack of support from senior staff.
FINDINGS
1. The firm follows an effective training process.
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2. Training is given to those employees who need it.
3. But the barrier for the training process in the organization is the non-availability of skilled trainers.
4. There are gaps between the training session organized by the company that’s why trainee lost touch with that.
5. As workload is much on employees therefore less attention is given to training sessions by employees.
6. The organization also appoints trainer from outside or from different firms to ensure better training to its employees.
QUESTIONAIRE
1) FKOL considers training as a part of organizational strategy. Do you agree with this?
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a) Strongly agree
b) Agree
c) Somewhat agree
d) Disagree
2) How many training programmes will you attend in a year?
a) Less than 10
b) 10-20
c) 20-40
d) More than 40
3) To whom the training is given more in your organization?
a) Senior staff
b) Junior staff
c) New staff
d) Based on requirement
4) What are all the important barriers to Training and Development in your organization?
a) Time
b) Money
c) Lack of interest by the staff
d) Non-availability of skilled trainer
5) What mode of training method is normally used in your organization ?
a) Job rotation
b) External training
c) Conference/discussion
d) Programmed instruction
6) Enough practice is given for us during training session? Do you agree with this?
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a) Strongly agree
b) Agree
c) Somewhat agree
d) Disagree
7) The training sessions conducted in your organization is useful. Do you agree with this? a) Strongly agree
b) Agree
c) Somewhat agree
d) Disagree
8) Employees are given appraisal in order to motivate them for attending training.
a) Strongly agree
b) Agree
c) Somewhat agree
d) Disagree
9) How long will it take to implement the trained process?
a) Less than 1 month
b) 1-2 months
c) 2-4 months
d) More than 4 months
10) What type of training is being imparted for new recruitments in your organization ?
a) Technical training
b) Management training
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c) Presentation skill
d) Personality training
11) How well the workplace of the training is physically organized ?
a) Excellent
b) Good
c) Average
d) Bad
12) What Training and Development do you need to make your career aspirations to come true?
a) Leadership training
b) External Degree Study
c) Formal meeting procedures
d) Other (Please Specify)
13) What are the conditions that have to be improved during the training sessions?
a) Re-design the job
b) Remove interference
c) Re-organize the work place
d) Upgrade the information of the material given during training
14) What are the skills that the trainer should possess to make the training effective?
a) Should possess only Technical skills
b) Soft skills are more important than Technical skills
c) Better Personnel managers that specialist
d) Fond of talking to people 15) Reason for shortage of skilled man power at workplace are:
a) Lack of planning
b) Lack of support from senior staff
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c) Lack of proper guidance and training at workplace
d) Lack of quality education at primary and secondary level
16) To perform other jobs in your organization, what training or would you require?
a) Safety awareness
b) Negotiation skills
c) Machine operations
d) Occupational health
17) What are the general complaints about the training session?
a) Take away precious time of employees
b) Too many gaps between the sessions
c) Training sessions are unplanned
d) Boring and not useful
18) The time duration given for the training period is?
a) Sufficient
b) To be extended
c) To be shortened
d) Manageable
19) Comment on the degree to which training objective are met during training sessions:
a) All the objectives are met
b) Some objectives are met
c) Met according to the need
d) None of the objectives are met
20) Have you ever come across any problem during the training session conducted in your organization?
a) Yes
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b) No
c) Can’t say
d) If yes than what was it
CHAPTER -5
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LIMITATIONS
Every scientific study has certain limitations and the present study is no more exception.
These are:
1. The terminology used in the subject is highly technical in nature and creates a lot
of ambiguity.
2. All the secondary data are required were not available.
3. Respondents were found hesitant in revealing opinion about supervisors and
management.
CONCLUSIONS/ SUGGESTIONS
Under noted few suggestions cum conclusion can be taken as for implementation to reap
furthers benefits.
Making training and development process and entirely in house activity to
reduce cost.
The maximum emphasis is given to job instruction methods where the
trainee are made to understand their job thoroughly and the role they are
going to play in performing their job.
Lecture as well as the presentation is the major part of imparting the
education and training them.
The training objective are in keeping with needs and abilities of the trainee
which proves to be the major reason for success of the training as whole.
The trainee fill the feedback form and from time to time test are conducted
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to know the gauge the effectiveness of training to employee to check their
memory if they retain anything or not.
We think that time management is one of the thing on which FKOL team
must emphasis so that there employee can be more productive as it was
found during the visit to the corporate office people they lack in managing
themselves.
Stress management training is more important for employee as it was
observed that people are all the time in tension like situation as to how to
do what to do when to do, no time and things like that which kept them
tensed all time.
Last but not least behavioral training is more important as while doing the study it
was found that people are less cooperative and outgoing to help out.
CHAPTER-6
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BIBLIOGRAPHY
BOOKS:
David A. Decenzo /Stephen P. Robins - Personal and Human Resource Management
A. Monappa - Personal Management
Allan Pepper - A Handbook on Training and Development
WEBSITES:
www.fresenius-kabi-oncology.com
www.wikipedia.org
www.naukrihub/training and development.com
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