Professional Documents
Culture Documents
Submitted in partial fulfillment of the requirements for the award of the degree of
Submitted By
Rajeev Kumar
MBA-4th Semester
2009-2011
BIRL A INSTITUTE OF
TECHNOLOGY
(Deemed University U/S 3 of UGC Act 1956)
Mesra, Ranchi, Jharkhand
DECLARATION CERTIFICATE
This is to certify that the work presented in the project entitled “A Study on employee’s
training and development in HCL, noida” in the partial fulfillment of the requirement
Technology, Mesra, Ranchi, is an authentic work carried out under my supervision and
guidance.
To the best of knowledge, the content of this project does not form a basis for the award
Department of management
Noida (U.P)
CERTIFICATE OF APPROVAL
It is understood that by this approval, the undersigned do not necessarily endorse any
conclusion drawn or opinion expressed therein, but approve the project for the
purpose for which it has been submitted.
Director
Birla institute of technology
Noida
ACKNOWLEDGEMENT
Act as you speak, speak as you feel, do not play false to your conscience. I am
privileged to have successfully completed my project report on employee’s training &
development at HCL noida.
I am very thankful to everyone who all supported me, for I have completed my project
effectively and moreover on time.
I am equally expressing my sense of gratitude to Mr. K.B. Singh, Faculty BIT, Noida
for his esteemed guidance and inspirations to help me to make a successful complete
project work.
RAJEEV KUMAR
CONTENTS
Declaration Certificate
Certificate of Approval
Acknowledgement
Executive Summary
Page no.
Chapter 1: Introduction 1-
11
(1.1)Introduction to the study
Bibliography 32
Annexure
Questionnaire
EXECUTIVE SUMMARY
The objective of the study is to measure the effects of training and development on
employee’s. It helps in to examine the effectiveness of training in the overall
development of skill of workforce. The survey has been done through questionnaire
consists of 10 question which was filled by 50 employees of HCL i.e. the sample size.
The study concludes that training and development programmes are the inherent part
of the organization because every organization needs to have well trained and
experienced people to perform the activities that have to be done. But there are some
loopholes in the process like non availability of skilled trainer. In an overall the
organization is using all the essential training and development programmes.
Chapter 1: INTRODUCTION
1.1 Introduction to the study
Employee training means to improve skills, or add to the existing level of knowledge
so that employee is better equipped to do his present job, or to prepare him for a
higher position with increased responsibilities..
Training refers to the teaching /learning activities done for the primary purpose of
helping members of an organization to acquire and apply the knowledge skills,
abilities, and attitude needed by that organization to acquire and apply the same.
Broadly speaking training is the act of increasing the knowledge and skill of an
employee for doing a particular job.
In today’s scenario change is the order of the day and the only way to deal with it is to
learn and grow.
TRAINING DEFINED
• Team spirit – Training and Development helps in inculcating the sense of team
work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to
learn within the employees.
• Organization Culture – Training and Development helps to develop and improve the
organizational health culture and effectiveness. It helps in creating the learning culture
within the organization.
• Quality – Training and Development helps in improving upon the quality of work
and work-life.
• Health and Safety – Training and Development helps in improving the health and
safety of the organization thus preventing obsolescence.
• Morale – Training and Development helps in improving the morale of the work
force.
• Image – Training and Development helps in creating a better corporate image.
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.
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 transfer 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.
Even the most experienced operator has everything to learn when a computer and
electronic controls replace the previous manual and electro-mechanical system on the
process plant on which he works. There is no less a training requirement for the
supervisors and process management, as well as for technical service production
control and others.
5. NEW PROCEDURES
Mainly for those who work in offices in commercial and administrative functions but
also for those who we workplace is on the shop floor or on process plant on any
occasion on which there is a modification to existing paperwork or procedure for, say
the withdrawal of materials from stores, the control of customer credit the approval of
expense claims, there needs to be instruction on the change in the way of working in
many instances, a note bringing the attention of all concerned the change is assume
to be sufficient, but there are cases, such as when total new systems in corporating
IT up dates are installed, when more thorough training is needed.
.
. 6. THE MAINTENANCE OF MANAGEMENT SKILLS &
STANDARDS
Employees of any position in the company who are heading towards retirement will
benefit from learning about health, social life, work opportunities money management
etc. Internal or external courses are best attended a year or two before retirement date,
in a few companies a member of Personnel will act as a counselor as required.
BENEFITS OF TRAINING
Employees and the organization need to realize the importance of contribution and
learning for mutual growth and development. Training is the answer to deal with
stagnation stage by constantly updating it in every field. Other benefits of training
include:
There are a number of expressions used to describe steps taken by management and
by training offices at the conclusion of training and during the days or weeks
afterwards. These expressions include validation, evaluation, follow-up and
implementation, as well as cost benefit, which have appeared in more recent years.
We are interested in all of these and have already tackled one of the, implementation,
and we start by giving our definitions in order to establish a clearer picture of what
each is, and how they relate to each other.
Evaluation of training, or, indeed of anything, consists simply of putting a value to it.
To evaluate training means undertaking a search for the effect that it has had on the
people and the situations, which it influences, and then trying to measure or estimate
whether this is advantageous or disadvantageous.
METHODS OF TRAINING
LECTURES – A Method of Training
It is one of the oldest methods of training. This method is used to create understanding
of a topic or to influence behavior, attitudes through lecture. A lecture can be in
printed or oral form. Lecture is telling someone about something. Lecture is given to
enhance the knowledge of listener or to give him the theoretical aspect of a topic.
.
DISCUSSION TRAINING METHOD
This method uses a lecturer to provide the learners with context that is supported,
Elaborated, explains, or expanded on through interactions both among the trainees
and between the trainer and the trainees. The interaction and the communication
between these two make it much more effective and powerful than the lecture
method. If the Discussion method is used with proper sequence i.e. lectures, followed
by discussion and questioning, can achieve higher level knowledge objectives, such as
problem solving and principle learning.
MENTORING
• It is one-to-one interaction
It helps in identifying weaknesses and focus on the area that needs improvement
JOB ROTATION
There are many management development techniques that an employee can take in
off the job. The few popular methods are:
SENSITIVITY TRAINING
TRANSACTIONAL ANALYSIS
STRAIGHT LECTURES/ LECTURES
SIMULATION EXERCISES
Training Evaluation
Feedback: It helps in giving feedback to the candidates by defining the objectives and
linking it to learning outcomes.
Cont
rol: It helps in controlling the training program because if the training is not
Power games: At times, the top management (higher authoritative employee) uses
the evaluative data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are aligned
with the expected outcomes..
According to Casse and Banahan (2007), the different approaches to training and
development need to be explored. It has come to their attention by their own preferred
model and through experience with large Organizations. The current traditional
training continuously facing the challenges in the selection of the employees, in
maintaining the uncertainty related to the purpose and in introducing new tactics for
the environment of work and by recognizing this, they advising on all the problems,
which reiterates the requirement for flexible approach.
According to Davenport (2006), mentioned in his recent studies that it’s easy to
implement strategy with the internet supported software.
some of the Training theories can be effective immediately on the future of the skill
and developments. The “content” and the “access” are the actual factors for the
process. It is a representation itself by the Access on main aspect what is effective to
the adopted practice in training development. As per the recent theories to access the
knowledge is changing from substantial in the traditional to deliver the knowledge for
the virtual forms to use the new meaning of information with electronic learning use.
There is a survey confirmation for using classroom to deliver the training would drop
dramatically,(Meister,2001).
A manager is that what the other members of the organization wants them to be
because it is a very popular trend of development training for the managers in the
training for the management (Andersson, 2008, Luo, 2002). Most of the managers
seems to reject a managerial personality in support of the other truth for themselves
(Costas and Fleming, 2009).
.
Chapter 3: Research Methodology
3.1 Objectives
SAMPLE SIZE
For the study, a sample size of 50 employee’s was taken.
SAMPLE SIZE - 50
Figure 1
The above chart indicates that 48% of employee’s have attended less
than 10 training programmes whereas 32 % of employee’s have attended
10-20 training programmes, it means in every month there was 1 training
programme attended in the organization in last one year.
.
Figure 2
The above graph indicates that 74% of employee’s are agreed that
training is a part of organizational strategy.
Figure 3
The above graph indicates that 50% of employees felt that training is
given mostly on the basis of requirement whereas, 20% of employees felt
that it is given to junior and new staffs.
Q 4. What is the most important barrier to Training and
Development
Programme in your organization?
RESPONSE NO.OF RESPONDENTS PERCENTAGE
Time 10 20
Money 8 16
Lack of interest by the 12 24
trainees
Non-availability of 20 40
skilled trainer
Figure 4
Figure 5
Figure 6
The above graph indicates that 30% of employees felt that technical
training is the most important training which is being imparted for new
recruitments in the organization ,it means that the organization is insisting
more on technical training.
Figure 7
The above pie chart shows that 56% of employees felt that time
duration for a training programme is sufficient whereas 24% of
employee’s felt that ,it should be shortened.
Q8. Comment on the degree to which the training objective are met
during the training sessions?
RESPONSE NO.OF RESPONDENTS PERCENTAGE
All the objectives are 30 60
met
Some objectives are 7 14
met
Met according to the 10 20
need
None of the objectives 3 6
are met
Figure 8
The above graph indicates that 60% of employees felt that all the
objectives are met during training sessions. It means training sessions are
running successfully in the organization.
Figure 9
The above graph shows that 84% of employee’s are agreed that training
programmes helps in their career advancement.It means training
programmes are helpful in career advancement also.
Figure 10
The above graph indicates that 40% of employees felt that the
organization takes less than 1 month to implement the trained process.
The findings of the study reveals that HCL has a wide range of training & development
programmes which helps the employees to develop their skills and give the standard
performance. HCL also gives rewards and promotions on a regular basis so,that the
employee’s can achieve their personal goal as well as organizational goal.
INDUCTION TRAINING
HCL also organizes a 2 day offsite Induction programme a couple of months into an
employee's career with HCL . This acts as a more informative induction programme
for new joiners, and also as a refresher for existing staff. The programme covers an
overview of HCL strategy and marketplace proposition and its Core Competencies.
The 2 day programme is delivered is an opportunity to gain information, meet peers
and HAVE SOME FUN!!!
BUDDYING
The HCL AXON 'Buddy' System is designed to help new employees to have as
smooth a transition into HCL AXON as possible by providing hands-on practical and
emotional
support during their first 3 months on a project. It helps to provide the employees with
a sense of belonging, make them comfortable with their Work Life and aims to
encourage Team work and Loyalty. It gives consultants the opportunity to be directed
to people who can help with basic needs as well as all Project related needs.
PERFORMANCE MANAGEMENT AND DEVELOPMENT
The development is the accountability of the individual, supported and assisted by the
organization. The Performance Review process is the opportunity for consultants to
get a feedback on their performance as well as give a feedback to their Project
Managers on what they are enjoying and what they could do to contribute more or
what HCL could do to help support them in their endeavour to maximize potential
HCL has a grading system that is precise and defined. There is a clear visibility of
your Career path within the organization and the Development Managers assist you at
every review to move towards promotion to the next Level. All roles have a clear
definition with regard to the Core Skills, HCL Understanding and Values to give a
clear picture of how one's career is heading and the aspects considered for Promotion
and Bonus.
HCL AXON Academy is the name given to the structured Training and Development
sessions available to all HCL AXON Employees across all Lines of Business, Group
and Business Support. HCL AXON Academy events are a mixture of internally and
externally conducted events. Employees are given an option to choose from a wide
range of programmes which would enhance their Technical skills and also other
Managerial and Soft skills.
HCL COMNET
The concept of the learning organization has been developed with a 3-prong objective
in mind, of creating value, retaining value and delivering value for the internal
customer, the external customer and the organization as a whole
CATALYST PROGRAMS
Assessment Centers have been designed to ensure high professional skill levels and to
inculcate the desired behavior of employees. The assessment centers are carried out at
all levels and functions within the organization. This also greatly helps us to align the
employee’s development objectives to the organization
360° appraisals: HCL has successfully carried out 360° appraisals to help facilitate
personal and organizational growth.
Mapped Career path: At HCL, the belief that career is a path and not a destination is
the philosophy behind chalking out the career path for each of our fellow employees.
Be it a lateral move, or vertical growth, all decisions are taken keeping in mind the
interest of the individual
Awards: Performers in HCL get the annual awards for their contribution to Comnet's
growth. Award types include Value Creators, Benchmark, Eureka and Pinnacle
Award
The organization follows an effective training process and the training is mostly given
to those employee’s who need it. But the most important barrier for the training
process is non-availability of skilled trainer.
As the workload is much on employee’s therefore
less attention is given to training sessions by the employee’s.
observed that people are all the time in tension like situation as to how to
do what to do when to do, no time and things like that which kept them
tensed all time.
6.2 Conclusion
The study concludes that, a solid employee-development program can mean the
difference between a successful company and one that struggles. Indeed, the
company's chances for growth are closely aligned with its commitment toward
fostering employee development. More and more workers are looking for employers
who can help them increase their knowledge and skills. It's no longer enough to offer
a conventional benefits package. Companies that want to attract -- and retain --
valuable people on staff need to actively participate in their employees' growth and
development. It's rewarding for employees to expand their knowledge base and take
on new challenges, as it makes coming to work about more than just a paycheck.
Pairing newer, less experienced employees with more experienced employees
is a great way for people to learn from one another. Mentors can serve as a
sounding board for younger employees, and can provide job coaching, advice
on career development, and introductions to other professionals in the
industry. Mentors often help their charges to see the "bigger picture" when it
comes to their working life. And, at the same time, mentors themselves can
gain valuable insight from their protégés and become better managers.
Often, employees want to make suggestions about the way things are done but
don't have a way to voice their ideas. Develop a method that makes it easier
for staffers to share their creative ideas or suggestions with top management.
BIBLIOGRAPHY
BOOKS-
Human resource management (C.B.Gupta)
Human resource management (Stphens P. Robins)
Employee’s training & developmemt (Neo Raymond A.)
INTERNET-
www.hcl.in
www.wikipedia.org
www.hclinfosystems.in
www.hcltech.com
www.hclcdc.in
ANNEXURE
QUESTIONNAIRE
Less than 10
10-20
20-40
More than 40
Strongly agree
Agree
Partly agree
Can’t say
New staff
Based on requirement
Money
Job rotation
External training
Conference/Discussion
Programmed instruction
Others
Technical training
Management training
Presentation skill
Induction training
Others
To be extended
To be shortened
Manageable
8) Comment on the degree to which the training objective are met during
the training sessions?
ANY SUGGESTIONS:
A) ………………………………………………………..
B)………………………………………………………..
C)………………………………………………………….
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