A

Project Report on
TRAINING AND DEVELOPMENT at
HCL TECHNOLOGIES LTD – BUSINESS SERVICES
SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

2010-11

Table of content
Executive summary………………………………………………………………..…8
Objectives of study………………………………………………………………….10
Significance and scope of the report………………………………………………11
Corporate overview………………………………………………………...………..12
 HCL- A Snapshot……………………………………………………………………15

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  Leadership Credentials………………………………………………..……………17

 Global Operations…………………………………………………………………..20

 HR best practices…………………………………………………………………..24

 HCL advantage……………………………………………………………………..29

 What makes HCL different………………………………………………………..30

Introduction to Training and Development……………………………………….34

 Nature of Training and Development…………………………………………..35

 Objectives ………………………………………………………………………..37

 Inputs of Training and Development……………………………………….…38

 Benefits of Employee Training…………………………………………………44

 Training process………………………………………………………………….47

Training and Development programs in HCL…………………………………...63

 Reasons behind Training in BPOS…………………………………………..…64

 Types of TRAINING IN HCL…………………………………………...…………65

 Evaluation of Training in HCL…………………………………………………...69

Employees career related policies in HCL………………………………………77

Research Methodolgy………………………………………………………………79
Questionnaire………………………………………………………………………..82
Interpretations…………………………...…………………………………………..95
Findings………………………………………...…………………………….………97
Recommendations………………………………………………………………….100
References ………………………………………………………………………….103

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LIST OF FIGURES

FIGURE NO. TITLE PAGE NO

1 TRAINING PROCESS 47

2 STEPS IN DESIGNING A TRAINING 50

PROGRAM

3 BENEFITS OF COMPUTER BASED 52

TRAINING

4 BENEFITS OF BUSINESS GAMES 53

6 4 LEVELS OF EVALUATION 60

7 SAMPLE FEEDBACK FORM 72

LIST OF TABLE

TABLE NO TITLE PAGE NO

1 DIFFERENCE B/W TRAINING AND 35
DEVELOPMENT

2 DIFFERENCE B/W TRAINING AND 36

EDUCATION

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EXECUTIVE SUMMARY

Today in every organization personnel planning as an activity is necessary.It is an

important part of an organisation.Human Resource Planning is a vital ingredient
for the success of an organization in the long run.

The objectives of Human Resource Department are :

Human resource planning,

Recruitment and Selection,

Training and Development

Transfer and Promotion

Performance Appraisal and so on.

The global economy of the day has endangered the survival of every organization
and in particular those who want to have a competitive edge over the others. It may
be a distant dream in the absence of well trained employees. Every organization
needs to have well-trained and experienced people to perform the activities that has
to be done. If current or potential job occupants can meet this requirement, training
is not important. When this is 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 individuals to change their career
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 years or so 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 workforce.

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OBJECTIVES OF STUDY

The main objective of the study is to gain some practical knowledge in the
domain, Training & Development. For collecting, analyzing, and understanding
the concept of Training & Development I decided to choose a BPO Since it’s an
organization where training is an ongoing process which eventually leads to
Development. Rationale of choosing HCL BPO is because I did my summer training
from HCL and have a better understanding as compared to any other organization

 To study the importance of training and development

 To study the roles of training and development programs
 To study the process of training.
 To explore the methodology and types of training provided to the
employees of HCL.
 To study the purpose and process of post training evaluation in HCL.
 To know employee career related policies in HCL

SIGNIFICANCE AND SCOPE OF THE REPORT

The report provides the details of the term “Training and Development ” that is,
 its need,

 purpose and importance,

 its relevance in the organization and for the employees ,

 What are the types of training,

 What process is followed for the candidates of the organization and

 to what extent it is efficient, effective and satisfactory

 It covers in depth the various training practices, modules and formats being
followed in the company.

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HCL – THE ENTERPRISE
Today a $5 billion Enterprise, founded in 1976, HCL one of India's original IT
garage start upside is a leading global Technology and IT Enterprise, joining
64,000 professionals of diverse nationalities, operating across 26 countries
including 500 points of presence in India. The HCL Enterprise comprises of two
companies listed in India, HCL Technologies ( www.hcltech.com ) and HCL Info
systems (www.hclinfosystems.in) Its range of offerings span R&D and Technology
Services, Enterprise and Applications Consulting, Remote Infrastructure
Management, BPO services, IT Hardware, Systems Integration and Distribution of
Technology and Telecom products in India. HCL has global partnerships with
several leading Fortune 1000 firms, including several IT and Technology majors.

OVERVIEW OF HCL BSERV

HCL Technologies Ltd. – BSERV established in 2001 is one of the early players of
Business Process Outsourcing. HCL BSERV’s focus verticals include Telecom,
Retail, Media, Publishing & Entertainment, Energy, Utility & Public Services,
Banking & Financial Services, Insurance, Healthcare and Hi-Tech & Manufacturing.
This apart, the company services various areas of operations that include
Financial Accounting Outsourcing, Human Resource Outsourcing, Customer
Relationship Management, Knowledge Process, Technical Support Services and
Supply Chain Management. HCL BPO Business Services runs business for world
renowned clients in back-office services particularly in the Telecom and Retail
domain.

Consistently ranked among the top ten outsourcing companies in India, HCL BPO
Services operates out of various locations in India, as well as in US and UK.
HCL BPO Business Services follows industry best practices and metric-based
quality norms for all its processes. This is supported by robust technology
infrastructure, strong human resources and a customized training program and
transition framework.

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HCL A-SNAPSHOT

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 INTRODUCTION

TO

TRAINING & DEVELOPMENT

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NATURE OF TRAINING AND DEVELOPMENT
In simple terms, training and development refers to the imparting of specific
knowledge, skills and abilities (KSA) to an employee.

“It may be understood as any attempt to improve current or future employee

performance by increasing his ability to perform through learning and
increasing his skills and knowledge.”

Standard performance- Actual performance

Training and development need

Approaches towards Training and Development

 Traditional approach: Most of the organizations before never used to
believe in training. They were holding the view that managers are born not
made. Training is a very costly affair and not worth. But, the scenario seems
to be changing.

 Modern approach: Indian organizations have realised the importance of

corporate training. Training is now considered as more of retention tool
than of cost. The training system has created a smarter workforce and
yielded the best results.

Difference between Training and Development: The table below presents

the differences between training and development.

Table- 1
Difference between Training and Development

Basis Training Development

1)Nature It focuses on technical and It focuses on theoretical skills
mechanical operations. and conceptual ideas.

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2)Emphasis It is concerned with specific job It is concerned with related
skills and behaviour. enhancement of general
knowledge and understanding.
3)Relevance It is mostly for non-managers. It is for managers and
executives.
4)Focus Current jobs Future jobs
5)Goals Short term goals Long term goals
6)Orientation It is job- oriented process and is It is general in nature and
vocational in nature. strives to inculcate initiative,
creativity, dedication and
loyalty amongst executives.
7)Process It is one-shot deal. It is a continuous on-going
process.
8)Growth It results in enhancement of a It results in personal growth
opportunity particular job skill. and development of overall
personality.
9)Motivation It is the result of organizational The motivation is intrinsic.
initiative and hence motivation
is extrinsic.
10)Voluntary/ It is usually imposed. Development activities are
Imposed generally voluntary.
11)Evaluation It is essential for training. No evaluation is possible.

Distinction among Training, Development and Education: This

distinction enables us to acquire a better perspective about the meaning of the
terms.

Table- 2

Difference between Training and Education

Training Education
Application Theoretical orientation
Job experience Classroom learning
Specific tasks General concepts
Narrow perspective Broad perspective

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Training and Education are complementary to each other. An employee, for
example, who undergoes training is presumed to have had some formal education.
Furthermore, no training is complete without an element of education. Training
programs seek to broaden and develop the individual through education. Hence,
firms must consider both while planning their training programs. Thus, we can say,

 TRAINING refers to the process of imparting specific skills.

 DEVELOPMENT refers to the learning opportunities designed to help

employees grow.

 EDUCATION is theoretical learning in classrooms.

Training is offered to operatives, whereas developmental programs are meant

for employees in higher positions. Education, however is common to all the
employees.

OBJECTIVES OF TRAINING AND DEVELOPMENT

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
this, there are other objectives which are stated as:

 Individual objectives: help employees in achieving their personal goals

which in turn enhances the individual’s contribution towards the
organization.

 Organizational objectives: assist the organization with its primary objective

by bringing individual’s effectiveness.

 Functional objectives: maintain a department’s contribution at a level

suitable to the organizational needs.

 Societal objectives: ensures that an organization is ethically and socially

responsible to the needs and challenges of the society.

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INPUTS IN TRAINING AND DEVELOPMENT
Any training and development program must contain inputs which enable the
participants to gain skills, learn theoretical concepts and help acquire vision to look
into the distant future.

 Skills: Training is imparting of skills to employees. A worker needs skills to

operate machines and use other equipment with least damage and scrap.
Skills involve performance of various physical activities. Also interpersonal
skills which include listening, persuading and showing an understanding of
other’s feelings.

 Education: Its purpose is to teach theoretical concepts and develop a

sense of reasoning and judgement. That any training and development
program must contain an element of education is well understood by HR
specialists.

In fact, CEOs are known to attend refresher courses conducted by business

schools. Education is more important for managers and executives than for
lower cadre workers.

 Development: It is less skill-oriented but stresses on knowledge.

Knowledge about business environment, management principles and
techniques and human relations is useful for better management of a
company.

Development programs are conducted to:

 To make managers self starters

 To make them result oriented

 To make the sensitive to the environment in which they function,

both at the workplace and outside

 To make them aware of themselves- their potential and limitations

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  To teach them to communicate without filters, to see and feel points
of view different from their own

 To make them understand their power and their by develop

leadership style which motivate others.

 Ethics: There is need for imparting greater ethical orientation to a training

and development program. There is no denial of the fact that ethics are
largely ignored in businesses.

Ethical orientation is significant because:

 Ethics correspond to the basic human needs. All of us want to be

ethical in our personal lives and in business dealings.

 An organization perceived as ethically and socially concerned is

honoured and respected.

 Values lend management credibility with employees.

 It also helps in better decision making which are in the interests of

the public, the employees and in the long term- the company itself.

 Finally, ethics are important because government and law cannot

always protect the society, but ethics can. For example- Employees’
interest is better protected by an ethically- conscious management
than a plethora of labour acts.

IT IS WELL KNOWN THAT TATAS IMPLEMENTED

SEVERAL LABOUR- WELFARE MEASURES LONG BEFORE
THEY WERE MANDATED BY THE GOVERNMENT.

 Attitudinal changes: Attitudes represent feelings and beliefs of

individuals towards others. Attitudes affect motivation, satisfaction and job-
commitment. Negative attitudes need to be converted into positive
attitudes.

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 Nevertheless, attitudes must be changed so that employees feel committed to
the organization, are motivated for better performance and derive
satisfaction from their jobs and the work environment.

 Decision Making and Problem Solving Skills: This focuses on

methods and techniques for making organizational decisions and solving
work- related problems. It improves the abilities to define and structure
problems, collect and analyze information, generate alternative solutions
and make an optimal decision among alternatives.

DEFINITION OF TRAINING
Training may be defined as “a planned program designed to improve performance
and to being about measurable changes in technical knowledge and skills of
employees for doing a particular job.”

Thus, we can say the word ‘training’ consists of eight lett ers, to each of
which could be att ributed signifi cant meanings in the following manner:
 T – Talent and Tenacity (strong determination)

 R – Reinforcement (something positi ve to be reinforced into

memory and system again and again, until it becomes a spontaneous
affair)

 A – Awareness (with which one can easily take long strides of progress)

 I – Interest (which is invariably accompanied by excitement and

enthusiasm)

 N – Novelties (the new things the like of which would sustain our interest)

 I – Intensity (the training insti lled into the trainee’s mind must
acquire experience oriented intensity)

 N – Nurturing (it does refer to conti nuous nurturing of talent,

which otherwise would remain dormant)

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  G – Grip (a fi ne grip over the situati on solves multi ple problems
and enables one to acquire a practical and programmatic approach)

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.

NEED FOR TRAINING

The need for training of employees is universally accepted and practical training
in the form of information, instructions and guidance is given to all categories of
employees. It is a must for raising efficiency of employees. Training is necessary in
present competitive and ever changing industrial world. The following points
(reasons) justify the need for training:
 Training is needed as a good supplement to school/college education.
Training at the industry level is practical and is needed for creating
confidence among employees. It is also needed for personal growth and
development of employees.

 Training is needed due to continuous changes in the field of science and

technology. Workers can work as per new methods or can use new
machines only when suitable practical training is given to them. Training is
the only method by which the knowledge and skills of workers are updated.

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  Training is needed in order to introduce modern methods or for the
introduction of rationalization and computer technology in the industrial
units.

 It is needed for improving the quality of production and also for avoiding
accidents and wastages of all kinds in the industrial units.

 Training is needed for personal safety of employees and also for avoiding
damage to machines and property of the company.

 Training is needed as it creates highly skilled manpower in an organization.

Such skilled manpower is the real asset of an industrial unit.

 Training is needed for preventing manpower obsolescence, for improving

health and safety of workers, for improving organizational climate and
finally for meeting future personnel needs of the organization.

o Training is needed for raising the efficiency and productivity of

industrial employees.

ROLE OF TRAINING

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IMPORTANCE OF TRAINING
It is stated as below:
 Growth of organization: Training contributes to employee stability in at
least two ways. Employees become efficient after undergoing training.
Efficient employees contribute to growth of organization. Trained
employees would be valuable assets to an organization. Organizational
efficiency, productivity, and progress to a greater extent depend on
training.

 Flexibility: Training makes the employees versatile in operations. All

rounder can be transferred to any job. Flexibility is therefore ensured.

 Efficient utilization of resources: Accidents scrap and damaged to

machinery and equipment can be avoided or minimized through training.
Training enables employees to make better usage of resources- men,

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 materials and machinery which helps in reducing the cost and time
wastage.

 Recruitment: Training serves as an effective source of recruitment. It is

an investment in human resources with a promise.

THE BENEFITS OF EMPLOYEE TRAINING

The benefits are stated below:

 How Training Benefits the Organization

 Leads to improved profitability and more positive attitudes towards

profit orientation

 Improves the job knowledge and skills at all levels of the organization

 Improves the morale of the workplace

 Helps people identify with organizational goals

 Fosters authenticity, openness and trust

 Improves relationship between boss and subordinates

 Helps create a better corporate image

 Aids in organizational development

 Helps prepare guidelines for work

 Aids in understanding and carrying out organizational policies

 Provides information for future needs in all areas of the organization

 Organization gets more effective decision- making and problem-

solving skills

 Aids in development for promotion within the organization.

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  Aids in developing leadership skills, motivation, loyalty, better
attitudes and other aspects that successful workers and managers
usually display

 Aids increasing productivity and quality of work

 Helps keep cost down in many areas e.g. production, personnel,

administration etc.

 Develops a sense of responsibility to the organization for being

competent and knowledgeable

 Improves labour- management relations

 Reduces outside consulting cost by utilizing competent internal

consultation

 Aids in improving organizational communication

 Helps employees adjust to change

 Aids in handling conflict, thereby helping to prevent stress and

tension

 Benefits to the Individual

 Helps the individual in making better decisions and effective

problem- solving

 Through training and development, motivational variables of

recognition, achievement, growth, responsibility and advancement
are internalised and operationalised

 Aids in encouraging and achieving self- development and self-

confidence

 Helps a person handle stress, tension, frustration and conflict

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  Provides information for improving leadership, knowledge,
communication skills and attitudes

 Increases job- satisfaction and recognition

 Moves a person towards personal goals while improving interactive

skills

 Develops a sense of growth in learning

 Helps a person develop speaking and listening skills; also writing skills
when exercises are required

 Helps eliminate fear in attempting new tasks

 Benefits in Personnel and Human Relations, Intragroup and

Intergroup Relations and Policy Implementation
 Improves communication between groups and individuals

 Aids in orientation for new employee and those taking new jobs
through transfer or promotion

 Provides information on equal opportunity and affirmative action

 Provides information on other government laws and administrative

policies

 Improves interpersonal skills

 Makes organizational policies, rules and regulations viable

 Builds cohesiveness in groups

 Provides a good climate for learning, growth and coordination

 Makes the organization a better place to work and live

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THE TRAINING PROCESS
The figure is given below:

Figure- 1 The Training Process

Stage 1: Training Need Assessment

It diagnoses current problems and future challenges to be met through training and
development and bridges the gap between expected and actual performance.

It assess the need of training at three levels:

 Organisational level: It involves a study of entire organization in terms of its

objectives, resources and interaction pattern in the environment
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 Problems dealt with training are related to production, high cost, poor
material control, poor quality, excessive scrap, grievance, high employee
turnover, fatigue, absenteeism, and introduction of new product or
services, organizational changes concerned with manpower inventory for
present and future needs.

 Group level: While there is an emphasis on individual effectiveness, group

processes and dynamics go along way in bringing cohesiveness among the
employees. Hence, managing subordinate, art of delegation, bringing about
inter- group process dependency, providing feedback, counselling,
mentoring are some of the aspects that might prompt a training program.

 Individual level: Training is required to improve performance. It is also

required to modify undesirable behaviour. And, also to equip an individual
with additional skills to meet the changing requirement.

3 Is of Training

 Implement: whether he implements

 Improving: whether there is any improvement in working

 Innovation: whether he innovate his skills and his style

Issues in TRAINING NEEDS ASSESSMENT

 Environment analysis: It deals with the business environment. It

includes the political, cultural, social and economic aspects.

 Organizational analysis: It includes

 The analysis of objectives of the organization i.e. what is the vision

and mission of the organization.
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  The analysis of resource utilization i.e. what are the human and
physical resources to the organization and how they are utilized.

 The analysis of the climate of the organization i.e. the attitude of an

employee towards organization, scan them to know what they want
from the organization money, stability, experience, recognition etc.

 Task analysis: It is a detailed examination of a job, its components, its

various operations and conditions under which it has to be performed i.e.
job description, job specification, performance standards etc.

Stage 2: Setting Training Objectives

Needs assessment helps prepare a blueprint that describes the objectives to be
achieved by the trainee upon the completion of the training program. While
objectives provide the input for designing the training program as well as for the
measures of success that would help assess the effectiveness of the training
program.

Below are some sample objectives:

 After training, the employee will be able to handle the irate and exhausted
customers.

 After training, the employee will be able to accurately calculate mark down
on all sales merchandise( e.g. 30%mark down)

Stage 3: Designing training program

Every training and development program must address certain vital issues –

 Short listing of Trainees: A careful screening of candidates for training

will raise the effectiveness of the training program. Trainees should be
selected on the basis of self- nomination, recommendation of supervisors
or by the HR department itself.

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Figure- 2 Steps in designing a training program

 Who are the trainers: They can be immediate supervisors, co- workers,
as in buddy systems, members of the HR staff, specialists in other parts of
the company, outside consultants, industry associations, and faculty
members at universities.

Who among these are selected to teach depends on where the program is
held and the skill that is being taught.

 What methods and techniques: There are various methods of

training, which can be divided in to

 Cognitive methods

 Behavioural 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.

 Cognitive methods are more of giving theoretical training to the trainees.

The various methods under Cognitive approach provide the rules for how
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to do something, written or verbal information, demonstrate relationships
among concepts, etc.

The various methods that come under Cognitive approach are:

 Lectures It is one of the oldest methods of training. This method is

used to create understanding of a topic or to influence behaviour,
attitudes through lecture. A lecture can be in printed or oral form. It
is telling someone about something. Lecture is given to enhance the
knowledge of listener or to give him the theoretical aspect of a topic.
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.

 Demonstrations 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. 

 Discussions 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, which make it much more effective and
powerful than the lecture method.

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. 

The Discussion method consists a two-way flow of

communication i.e. knowledge in the form of lecture is

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 communicated to trainees, and then understanding is conveyed back
by trainees to trainer.

 Computer based training (CBT) With the worldwide 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.

Figure 3: Benefits of computer based training

 Behavioural methods are more of giving practical training to the trainees.

The various methods under Behavioural approach allow the trainee to
behaviour in a real fashion. These methods are best used for skill
development.

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The various methods that come under Behavioural approach are:

 Behaviour- modelling Behaviour Modelling uses the innate

inclination for people to observe others to discover how to do
something new.

In this method, some kind of process or behaviour is videotaped

and then is watched by the trainees. The trainee first observes the
behaviour modelled in the video and then reproduces the
behaviour on the job.

 Business games Business games are the type of simulators that

try to present the way an industry or company subunit of a
company functions.

Figure 4: benefits of business games

In the business games, trainees are given some information that
describes a particular situation and are then asked to make

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 decisions that will best suit in the favour of the company. And then
the system provides the feedback about the impact of their
decisions.

Business games simulate whole organization and provide much

better perspective than any other training methods. They allow
trainees to see how their decisions and actions impact on the
related areas. 

 Case studies Case Studies try to simulate decision making situation

that trainees may find at their work place. It reflects the situations
and complex problems faced by managers, staff, HR, CEO, etc. The
objective of the case study method is to get trainees to apply known
concepts and ideologies and ascertain new ones. The case study
method emphasize on approach to see a particular problem rather
than a solution. Their solutions are not as important as the
understanding of advantages and disadvantages.

 Equipment stimulators Equipment simulators are the mechanical

devices that necessitate trainees to use some actions, plans,
measures, trials, movements, or decision processes they would use
with equipment back on the their respective work place. 
It is imperative that the simulators be designed to repeat the physical
aspects of equipment and operational surroundings trainees will find
at their work place. This is also called as physical fidelity of the
simulation. 
Besides that, the mental conditions under which the equipment is
operated such as, increasing demands, pressure of time, and
relationship with colleagues, subordinates, etc must also be closely
matched to what the trainees experience on the work place.

Another Method is MANAGEMENT DEVELOPMENT METHOD –

The more future oriented method and more concerned with education of the
employees. To become a better performer by education implies that management

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development activities attempt to instill sound reasoning processes.

Management development method is further divided into two parts:

A) On the job – training: It refers to method that is applied in the
workplace. This type of training is also known as job instruction training, is
the most commonly used method. Under this method the individual is
placed on a regular job and certain skills are taught that are necessary to
perform that job. The trainee learns under the supervision and guidance of
a qualified worker or instructor. On the job training has the advantage of
giving first hand knowledge and experience under the actual working
conditions. On the job training method include job rotation, coaching, job
instruction or training through step-by-step and committee assignments.

a) Job rotation: Job rotation involves movement of trainee from one

job to another. The trainee receives job knowledge and gains
experience from the supervisors or trainers in each of different job
assignment. This method gives on opportunity to the trainee to
understand the problems of employees on other jobs and respect
them.
b) Coaching: In coaching superior plays an active role in training the
subordinate by assigning him challenging tasks. The superior acts as a
coach in training the subordinate by assisting and advising him to
complete the assigned task.
c) Job instruction: This method is known as training through step by
step. Under “trainer explains trainee the way of doing job, job
knowledge and skills and allows him to do the job. The trainer
appraises the performance of the trainee, provides feedback
information and corrects the trainee. The process or the steps under
job instruction method are as follows
Step1: Prepare the employee for instruction. Put him at ease. Explain
the job and its importance. Get him interested in learning the job.
Step 2: Present the job. Follow your breakdowns. Explain and
demonstrate one step at a time – tell why and how? Stress key
points. Instruct clearly and patiently. Give everything you will want
back, but no more.
Step 3: have him do the job. Have him tell why and how and stress
key points. Correct errors and omissions as he makes them.

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 Encourage him. Get back everything you gave him in the step 2.
Continue until you know he knows.
Step 4: Follow through. Put him on his own. Encourage questions.
Check frequently. Let him know how he is doing.
If the learner has not learnt, correct him and teach him
repeatedly.

d) Committee assignment: Under committee assignment group of

trainees are given and asked to solve an actual organizational
problems. The trainee solves the problem jointly. It develops
teamwork.
OFF the job – training: Under this method of training, trainee is
separated from the job situation and his attention is focused upon
learning the material related to his future job performance. Since the
trainee is not distracted by the job requirements, he can place his
entire concentration on learning the job rather than spending his
time in performing it. Off – field job training methods are as follows:

1) Classroom method:
Classroom method for training personnel includes lectures,
discussions, role-playing and case study.

a) Lectures: It is common method to impart facts, concepts,

principles etc to a large group at one time. The main
advantage of lectures is that it can be used for a very large
group at one time and there is low cost per trainee.
b) Discussion: Combining lectures with discussion eliminate
the limitation of one-way communication. In this method the
trainees interact with the lecturer and any doubts or
misunderstanding of the concept and principles are cleared.
c) Case study: In this technique, an actual or hypothetical
problem is presented to a training group for discussion and
solution. It is important to note that the problem presented
in cases usually does not have a single solution, but narrow
mindedness of trainees is reduced as problem-solving ability
is increased.

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2) Vestibule training: In this method, actual work conditions are
simulated in the classroom. Material, files and equipments those are
used in actual job performance are also used in training. This type of
training is commonly used for training personnel for clerical and
semi-skilled jobs. The duration of this training ranges from days to a
few weeks.
3) Committee conference: Committees can be a method of training.
The junior members of the committee can learn from the discussion
and interaction with the senior member of the committee. The senior
member can also learn from the opinions and views expressed by the
junior members. Committees can serve the purpose of developing
good social relations. In the case of conference, group discussions
and the meetings are held to discuss various issues and to provide
solutions to various problems. The chairperson leads the discussion
and then the participants attempt to provide solutions. The
conferences act as a group interaction and exchange of views and
idea. It reshapes thinking and attitudes of the participants.

4) Reading, television and video instructions: Planned reading of

relevant and current management literature is one of the best
methods of management development. It is essentially a self-
development program. A manager may be aided by training
department, which often provide a list of valuable books. Also there
are television program that are features towards management
development. Videotapes are also available whereby important
managerial discussions, debates and talks can be viewed and
listened.

5) Role playing: It is defined as a method of human interaction that

involves realistic behavior in imaginary situations. this method of
training involves actions, doing and practice. The participants play
the role of certain characters, such as production manager,
mechanical engineer, superintendents, maintenance engineers,
quality control inspectors, foreman, workers and the like. This
method is mostly used for developing interpersonal interactions and
relations.

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  Training period: The length of the training depends upon skills to be
acquired, trainees’ learning capacity and the availability of experts.

 Training material: It is the basis for instruction, review and reference. It

is the complete outline of the course and should be prepared with main
topics included.

It should be easy and understandable and the material should be

distributed in advance.

STAGE 4: IMPLEMENTATION OF TRAINING PROGRAM

Once the training program is designed, it needs to be implemented. It involves
action on following lines:
 Deciding the location and organizing training and other facilities.

 Scheduling the training program

 Conducting the program

 Monitoring the progress of the trainees.

STAGE 5: EVALUATION OF TRAINING PROGRAM

The process of examining a training program is called training evaluation. Training
evaluation checks whether training has had the desired effect. Since huge sums of
money are spent on training and development, how far the program has been
useful must be judged.

Purpose of training evaluation

The five main purposes of training evaluation are:
1. Feedback: It helps in giving feedback to the candidates by defining the
objectives and linking it to learning outcomes.

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Figure 5: purpose of training evaluation

2. Research: It helps in ascertaining the relationship between acquired

knowledge, transfer of knowledge at the work place, and training.

3. Intervention: It helps in determining that whether the actual outcomes

are aligned with the expected outcomes.

4. Power: At times, the top management (higher authoritative employee)

uses the evaluative data to manipulate it for their own benefits. 

5. Control: It helps in controlling the training program because if the training

is not effective, then it can be dealt with accordingly.

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Levels of evaluation
Evaluation of training takes place at four levels: reaction, learning, behavior and
results.

Figure 6: four levels of training evaluation

Process of training evaluation

It is comprised in three phases:
 Pre- training evaluation: It includes:

1. Identification of training needs

2. Developing criteria of who should be sent for the training

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 3. How many in what sequence

4. Evaluate performance standards

5. Evaluate training objective

6. Evaluate trainees’ profile

 Evaluation during training

1. Evaluation of training inputs as curriculum and its sequencing

2. Evaluation of training process

3. Climate of training process

4. Relationship between trainees’ and trainer

5. Methods of training

 Post training evaluation

1. Reaction of trainees through questionnaire etc.

2. Learning through written tests, performance tests etc.

3. Behaviour through performance appraisals by superior, peers, client,

subordinate

4. Result through productivity, quality, turnover, costs, profits etc.

Techniques of Evaluation
Several techniques are being used in firms. Some of them are:
 Time- series analysis: measurements are taken before the program
begins and are continued during and after the program is completed. These
results are plotted on a graph to determine whether changes have occurred
and remain as a result of the training- effort.

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 Questionnaire: A questionnaire is send to the trainees after the
completion of the program to obtain their opinions about the program’s
worth.

 Interviews: The opinions could also be obtained through interviews. It is

to measure the knowledge or skills that employees possess at the
commencement and completion of training. If the measurement reveals
that the results after training are satisfactory, then the training may be
taken as successful.

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 TRAINING
AND
DEVELOPMENT
Types and Programs
In

HCL TECHNOLOGIES LTD

Business services

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BPO is Business Process Outsourcing. It is an agreement between two parties for
specific business task. Job seekers prefer BPO’s over other sectors because it is
providing high paying jobs to graduates/undergraduates. To deliver desired
services to customer, who is 10,000 miles away or more than that, it is important
to have good amount of business knowledge and required expertise.

Here, we will study:

 Reasons behind the increasing need of training in BPO industry

 Areas covered in training programs

 The types and programs of training provided in HCL

 Evaluation of training in HCL

 Challenges faced by training and development and strategies to overcome

them.

1. REASONS BEHIND THE TRAINING NEED IN BPO INDUSTRY

 BPO industry is expected to generate 6 million jobs by 2015, which is

why training need has increased more than ever before.

 High attrition rate in this sector reason being unsatisfied employee,

monotonous work, neglected talent, inadequate know-how, etc.

 Coming up of high profile BPOs.

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2. Areas covered in training programs
 Customer care

 Technical support

 Payroll maintenance

 Sales and Telemarketing

 Finance and accounting

 Human Resources

 Back office work

 Medical transcription

 Research and analysis

3. Types and programs of training in HCL

 NEW HIRE TRAINING(VOICE AND ACCENT) Voice and Accent

training is conducted to ensure the trainees to have an accent which
is neutral, so that they are able to converse well and can be
understood easily by customers of different geographies.

The objective of this training program is to help participants

understand and use a neutral English accent that can be easily
understood by people from various cultures across the globe.

Training topics:

a. Accent neutralization
 Identifying and dealing with mother tongue influence
 Pronunciation

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  Vowel and Consonant sounds
 Intonation and syllable
 Pausing for effect
b. Grammar
 Subject verb agreement
 Pronoun
 Adjectives and Adverbs
 Prepositions and Articles
 Active and Passive
 Tenses
Training duration
It is normally for 3 weeks.

Training methodology: It includes PowerPoint presentations, role plays,

games and group activities.

Resources required
 Maximum number of participants is 25

 Printed handouts for candidates

 The Lcd projector and computer with CD and DVD drive

 Folders/ files for trainees to store their information

 Audio speakers

 Pens and notepads for trainees

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  CULTURALTRAINING In today’s global village, Cross Cultural
Training & Cultural Awareness Training aims to make participants
aware & sensitive to the intricate differences in culture. This factor is
of critical importance that constitutes good customer service.

Depending upon the market/geography (UK/US) the employee will

be doing the work for, cultural sensitization training is given to
ensure that there are minimal cultural gaps in the interaction with
the customers. This ensures better customer experience.

The main objective is to aid participants in developing their skills to

deal with global customers by helping them to understand:

 The context of the business culture

 Expectations of the customer

 Protocols to be followed when working with customers of that

culture

Training topics
 Cultural awareness
 Understanding salient features of the culture of the clients
 Learning their communication styles
 Knowledge about their lifestyle, work environment
 Making the first impression with your tone of voice, smiling,
greetings, politeness and courtesy and the value of punctuality

 Do’s and don’ts on the telephone

 Taking and leaving messages

Training duration
It is generally for 1 week.
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Training methodology:
 PowerPoint is used to teach concepts and show movie clips

 Role plays are used to understand different situations

 Training is centred around experiential learning techniques

 Process training This is the training in which all steps that have to
be followed to do a task are taught. Trainees are taken through the
process maps and are made to work on computer software
applications that will finally be used by them when they get into
production. At times training databases are used to make people
practice on applications. Entire process knowledge which will equip
an employee to answer queries, perform the work or where to look
for information is given.

Training duration
It is typically for 4 – 8 weeks

 Refresher training Some employees after going into production at

times are unable to perform well. Their training needs are identified
by monitoring their work and finding out their weak areas. Refresher
trainings are arranged for specific areas to bridge the process
knowledge gaps.

 Soft skills training Soft skills training on specific process related

requirements is given along with the Voice & Accent training.
Negotiation skills, customer servicing skills, empathy etc. are
imparted as per the requirement.

 Conflict management Participants of this training gets improved

in the areas of persuasion, negotiation, and assertiveness. This has, in

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 turn, enhanced workplace conflict resolution, making them more
effective managers.

It comprises techniques for managers in an organization to

resolve workplace conflict and build a common understanding and
framework for working through challenging conflict situations.

 7 Habits of highly effective people It covers the habits and the ways to
behave so that one can be effective while dealing with the customers.

It teaches to be very proactive, think to achieve win- win situation etc.

4. EVALUATION OF TRAINING IN HCL

Measuring the effectiveness of training programs consumes valuable time
and resources. Many training programs fail to deliver the expected
organizational benefits. Having a well-structured measuring system in place
can help you determine where the problem lies.

Consider also that the business environment is not standing still. Your
competitors, technology, legislation and regulations are constantly
changing. What was a successful training program yesterday may not be a
cost-effective program tomorrow. Being able to measure results will help
you adapt to such changing circumstances.

LEVELS OF EVALUATION
Evaluation of training takes place at four levels:

 Reaction: It measures whether the employees appreciated the training

and the facilities. It is measured in HCL after the completion of all the
trainings given to employees.

 Learning: It measures whether the employee know more than they did
prior to undergoing training.

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 It is measured in all training whether its voice and accent, process or
cultural etc

 Behaviour: It measures what employees do on the job after the training.

It is measured through how an employee is performing when he hits the
operational floor, how well he is able to converse with the customer and
through the satisfaction level of the customer.

 Results: It looks at the overall outcome of the training and the impact that
the training has on productivity, efficiency, quality customer service.

PROCESS OF EVALUATION OF TRAINING PROGRAM AT

HCL
 Pre- training evaluation: It includes:

 Identification of training needs i.e. what would be the objective of

the training

 Then to arrange the students in a batch of 20- 25 and in what

sequence

 Letting the trainees know about the performance standards

 Evaluation during training

 Evaluation of training inputs as curriculum and its sequencing

 Evaluation of training process, that how it is going on, training

manager comes frequently to see the development in the
candidates.

Voice and Accent training is evaluated in between the training and at

the end of the training a final interview is conducted with the
manager or the trainer.

Those who clear the training are sent for the cultural training and the
rest to refresher training.
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 Then, at the end of the cultural training an oral test is conducted by
the trainer.

Then, in process training evaluation is done on a regular basis by the

training manager as process knowledge is the crucial part of the
training. Mock calls are practised with the trainers and the managers
and the reporting team leader.

Then, other trainings are conducted as per the changing needs, and
the performance of the candidates.

 Methods of training are evaluated, training manager keeps an eye

over the performance of the candidates during training program and
if he does not see any improvement he asks to modify the training
methods adopted.

 Post training evaluation

 Candidates are made to fill the feedback forms at the completion of

the training. Feedback is important to judge trainer’s effectiveness
and to improve trainer’s performance on training delivery.

 It is also used to carry out trainer’s appraisal.

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 EMPLOYEES CAREER RELATED POLICIES IN HCL BSERV

 ASPIRE policy for BIA: It is a career progression program for Business

Intelligence and Analytics. It covers

1. E0 BAND: Operation employees from voice/blended and non- voice

process

2. E1.1 BAND: should have completed minimum of 12 months in the same

band

3. Last appraisal rating should be ME and above

On successful completion of training, the employee would be transferred to

BIA.
SALARY SCALES WOULD BE AS PER THE BIA.

 I- SHINE HCL IIMC PROGRAM: HCL Technologies Ltd. Has tied up with
IIM Calcutta to run in- house certification program on general management
for its employees so that they can pursue higher education while continue
working with them.

After an employee successfully completes the program and continues to serve the
organization for another 6 months, he becomes eligible to receive part
reimbursement of the course fees.

 HCL GRADS PROGRAM: It is a working scholarship program for

undergraduates.

Its purpose is to attract and hire young 10+2 students and enhance their skills
while providing them an enriching career as they gain work experience in the
business service industry.

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It also aims to make positive contribution towards their education by sponsoring
all/part of their education expenses incurred for courses pursued through HCL
selected college/universities.

 FAST TRACKER POLICY: It provides an accelerated career progression

path for team- members and enables them to be developed as and
promoted to TEAM LEADERS.

IT ALSO ACTS AS A REWARD MECHANISM AND RETENTION TOOL

FOR TOP PERFORMERS IN THE COMPANY.

RESEARCH METHODOLOGY
Research Methodology is a term made up of two words, research & methodology.
Research means search for knowledge. It is a scientific and systematic search for
potential information on a specific topic. It is an art of scientific investigation. It is
careful investigation or inquiry especially for search of new fact in any branch of
knowledge.

Method of data collection

Data can be of two types, primary and secondary data.

Primary data are those which are collected afresh and for the first time, and it is
in original form. Primary data can be collected either through experiment or
through survey. The researcher has chosen the survey method for data collection.
In case of survey, data can be collected by any one or more of the following ways:
 Observation
 Questionnaire
 Personal or Group Interview
 Telephone survey
 Communication with respondents
 Analysis of documents and historical records
 Case study

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  Small group study of random behavior

The researcher goes for the questionnaire methods of data collection due to
limited time in hand. While designing data-collection procedure, adequate
safeguards against bias and unreliability must be ensured. Which ever method is
selected, questions must be well examined and be made unambiguous. Researcher
has examined the collected data for completeness, comprehensibility, consistently
and reliability.

Researcher has also gathers secondary data which have already been collected and
analyzed by someone else. He got various information from journals, historical
documents, magazines and reports prepared by the other researchers.

For the present piece of research, I have used the following methods:

 Questionnaire

Sample of the study

 A sample design is a definite plan for obtaining a sample from the

sampling frame. It refers to the technique or the procedure the researcher
would adopt in selecting some sampling units from which inferences about
the population is drawn. Sampling design is determined before any data are
actually collected for obtaining a sample from a given population. The
researchers must decide the way of selecting a sample.

 There are various methods of sampling like systematic sampling,

random

Sampling, deliberate sampling, mixed sampling, cluster sampling, etc. Among these
methods of sampling researcher has used random sampling so that bias can be
eliminated and sampling error can be estimated. Designing samples should be
made in such a fashion that the samples may yield accurate information with
minimum amount of research effort.

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 REFERENCES
• K Ashwathappa (2008) Human Resource Management, Tata
Mc-Graw Hill (143-190)
• Allan Pepper (1999) A Handbook on Training and
Development
Online published material on worldwide web
• www.hrmguide.net
• www.hclbpo.com
• www.google.com
• www.hclbpo.net
• www.naukrihub/traininganddevelopment.com
• Wikipedia

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HCL BSERV
Corporate Overview

HCL - Snapshot

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